the CEO of thesymphony was a major issue for them during this time of duress.Symphony Weakness Symphony StrengthsContracted employees (financial) Above average endowment (financial)Resignation of CEO (leadership) 2 Leaders (leadership)A1a. Key steps Anne should take to address the weaknesses to ensure a successful start of themerger will be: • Analyze the current financial status of the symphony by looking at the ticket prices and determine how to keep the sale price close to their current rate.
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Leading & Managing Individuals 2015 GabbyMaggie WGU – JFT Task 1 3/10/2015 Bill Bailey William Bailey, the current chairman of the board at the opera, must decide if it is in the best interest of the opera to merge with the Utah Symphony. Mr. Bailey expressed concern about the financial status of the opera versus the financial status of the symphony. The opera had a ‘reserve fund’ and a business model that afforded the opera the flexibility to cancel projects that did not meet its
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JFT2 Task 1 A. Create an analysis document (suggested length of 3–5 pages) in which you do the following: 1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger. It is understood that the merger of the Utah Opera and the Utah Symphony has several positive factors. However, Bill Bailey, chairman of the board of the Utah Opera, strongly opposes the merger. It is up to him to convince the remaining board
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flow, cash reserves and assets as well as fund raising. The opera has done a remarkable job maintain their expenses and making a profit. This is attributed by good fundraising and having strong sponsor. They also have great leadership strength from Anne and her experience in management and seeing success. Some of the financial weaknesses of the opera comprise of net losses on their rental income and expense. This has caused their books to not look very clean even though they show positive profits
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responsible for business side of operations. Lockhart is responsible for Musical direction and musician’s union. Opera The Board is led by Mr. Bill Bailey. Ms. Ewers is listed as the general director and handles the general direction of the Opera (artistic and business) Daily operations are handled by Ms. Peterson who reports back to Ms. Ewers A New Company, A New Culture, A New Set of Goals… Increase community awareness through a series of press releases and newspaper write-ups exciting the community
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RJFT Task 1 Bill Bailey, Chairman of the Board of the Utah Opera Organization, could perhaps use the Adam’s Equity Theory of Motivation to oppose the merger based on fairness to the opera. The symphony has no flexibility in when it chooses to appropriate funds for concerts whereas the opera can make key decisions on spending based on funds raised beforehand. Now I wouldn’t take to extreme measures to believe that trustees from the opera would retaliate against trustees of the symphony, but
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JFT2 Task 1 Bill Bailey When presented with the idea of a merger between the Salt Lake Symphony and the Opera, Bill Bailey and the opera trustees expressed concerns about the financial standing of the two organizations with the opera being financially stable and could be flexible in size, number of performances offered, number of full time staff and fundraising events. On the other hand the symphony, a 52 week orchestra employing 33 full time staff and 83 musicians which along with a loss in
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A. Analysis Document for Anne Ewers on Issues with Merger Process 1. Bill Bailey, chairman of the board of the Utah Opera Organization, could use the Equity Theory of motivation to oppose the merger. Much like the five levels of needs determined by Maslow and the two factors of motivation as classified by Herzberg (intrinsic and extrinsic), the Adams’ Equity Theory of motivation states that positive outcomes and high levels of motivation can be expected only when people perceive their treatment
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Strategic Analysis of the Merger of Utah Opera and Utah Symphony Financial and leadership strengths and weaknesses of the Utah Symphony. There are almost no financial strengths that can be claimed for the Symphony. The only one that is evident in Exhibit 3 is that performance revenues are projected to increase by 18% for the succeeding year, 2002. Weaknesses are more evident and significant as outline in the following section. The most significant weakness is that the expenses are almost
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caliber work, seniority, and expended effort or other intangibles a person puts into their ‘work’. Outcomes are items such as pay, benefits, promotions, and perceived job security. For example, Bill has expressed some concern regarding the fact Anne Ewers will essentially be the sole decision maker and will have final say regarding all creative and financial... View Full
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