was developed for cultural assessments of organizations that shows the effectiveness in a two dimensional layout. In the Competing Values Framework model, there are four culture representations, Adhocracy, Clan, Market and Hierarchy. The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural
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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 fundraising goals whereas the symphony did not have
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Strategic Recommendations for Anne Ewers Regarding the Merger of the Utah Symphony Orchestra and the Utah Opera Company Nanette Riggs 288311 JFT2 Task 2 28 May 2014 RIGGS 288311 JFT2 TASK 2 A1. Financial and Leadership Strengths and Weaknesses of the Utah Symphony (USO). Financial makeup: The majority of income for the USO is generated through ticket sales, individual contributions, business and foundation giving, government grants, and endowment and investment income. The majority of expenses
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A1) Bill Bailey, Chairman of the Board of Utah Opera, is cognizant of the benefits that can be reaped should a merger form between UOC and the Utah Symphony. One of his tasks is to share his view point by motivating potential supporters to become proponents of the merger. He himself is motivated by this potential merger due to the financial hardships the arts’ field in general is enduring. He understands that they merger most likely will result in profit and long term growth/stability. Whilst
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Organizational Management Task 2 A1. The Utah Symphony and the Utah Opera have combined into one company. Anne Ewers is the new leader of the combined companies. This paper will help her in the development of a new strategy to look at the success of the merge. The Utah Symphony is a group II orchestra. This is based on the level of expenditures every year. In the year of 2001-2002 the average expenses were around 8.8 million for group II orchestras. The Symphony spend around $12.2 million
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A1. Bill Bailey is currently serving as the Chairman of the Board for the Utah Opera. He is part of the committee that originally discussed the merger. He expressed concerns about the different business models of the two different companies. The Opera hires people as needed and can adjust projects and staffing as needed. The symphony is a 52 week orchestra without that flexibility. He is also concerned the Opera could lose its identity. He should utilize Adam’s Equity Theory of Motivation. This theory
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1 2 The CVF model looks at an organization based on two cultural dimensions; Horizontal and Vertical. Horizontal: Inward / Outward Focus The horizontal dimension is used to plot the degree to which the organization focuses inwards or outwards. If an organization’s position on the horizontal axis tends toward the left, it is focused primarily inward. If it tends toward to the right, the organizational focus tends to be outward, towards customers, suppliers and the external environment
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(c) Bedford/St. Martin's bedfordstmartins.com 1-457-62096-0 / 978-1-457-62096-6 SOUNDS AND IMAGES Movies and the Impact of Images 187 Early Technology and the Evolution of Movies 192 The Rise of the Hollywood Studio System 195 The Studio System’s Golden Age 205 The Transformation of the Studio System 209 The Economics of the Movie Business 215 Popular Movies and Democracy In every generation, a film is made that changes the movie industry. In 1941, that film was Orson Welles’s Citizen Kane
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Management Revised Edition Peter F. Drucker with Joseph A. Maciariello Contents Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices Preface 1 2 3 Part I 4 5 6 7 Part II 8 9 10 11 Part III 12 Introduction: Management and Managers Defined Management as a Social Function and Liberal Art The Dimensions of Management Management’s New Realities Knowledge Is All New Demographics The Future of the Corporation and the Way Ahead Management’s New Paradigm Business
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OTHER BOOKS BY D. A. BENTON Lions Don’t Need to Roar How to Think Like a CEO The $100,000 Club Secrets of a CEO Coach HOW TO ACT LIKE A 10 Rules for Getting to the Top and Staying There CEO M C G R AW- H I L L SAN FRANCISCO LISBON WA S H I N G T O N , D. C . MADRID AU C K L A N D D. A. BENTON N E W YO R K B O G OT Á MILAN C A R AC A S LONDON NEW DELHI MEXICO CITY SINGAPORE MONTREAL S A N J UA N SYDNEY T O K YO TO RO N TO McGraw-Hill abc Copyright © 2001 by Debra A. Benton. All rights
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