| Utah Symphony and Opera Merger | Organizational Management | Assignment 1 | | . | Abstract The purpose of this merger is to combine the skills and resources of Utah Symphony and Opera Merger for better productivity and success. In this merger, focus will be given to the fundamental changes that will be conclusive for the smooth running of business operations for both the companies. With this analysis, Ann Ewers, the General Director of Utah Opera has to decide whether the
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MERGER OF UTAH OPERA AND UTAH SYMPHONY 1 Laurie Taggart WGU / JFT2 Task #1 July 13, 2014 MERGER OF UTAH OPERA AND UTAH SYMPHONY A1. Bill Baily – Vroom’s Expectancy Theory
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1. “Before the merger the Utah Symphony dealt with many financial issues. A major financial weakness with the symphony is its inability to negotiate the salaries of the employees. All of the symphony’s employees are under contact which leaves them with the financial burden of having to pay salaries regardless of the ticket sales. A financial strength of the symphony was the above average endowments. The symphony was considered to be at the high end of a Group II symphony orchestra and received
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Financial Strengths and Weaknesses of the Utah Symphony Before the Merger The financial state of the Utah Opera before the merger was grim. It was understood by the symphony’s chairman of the board, Scott Parker, that the situation was getting worse. This was aggravated by the downturn of the economy and the event of 9/11. However, even before the economic downturn and 9/11, the symphony was very close to a deficit situation (Delong & Ager, 2005). Scott Parker assumed the chairmanship to
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|Utah Symphony and Utah Opera Merger Proposal| || 4/23/2012|Organizational Management Analysis| |This project will look at theories of motivation relating to the merger as well as discuss positional and personal power concepts. A discussion will also address the musician’s concerns which could potentially jeopardize the merger. The project will conclude with a look at various influential tactical strategies utilized in persuasion.| Utah Symphony and Utah Opera Merger Proposal Organizational
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smaller organization than is the Symphony, both in personnel and budget. Indeed, many of the Opera employees expressed concern that they would simply be absorbed by the larger Symphony without regard to their uniqueness and reputation within the community. Bill Bailey, as chairman of the board of the Utah Opera, is in a unique position to influence the merger. He can seize the opportunity presented by virtue of his positional authority (power) to offer support for the merger by recognizing the perceived
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(1)Bill Bailey, Chairman of the board of the Utah Opera Organization might use the Adams Equity Theory to support the merger. The Adams Equity Theory falls under the process theories of motivation. These theories focus on explaining the process by which internal factors and congnitions influence employee motivation. This theory focuses on the balance or imbalance that exists between an employee's inputs and outputs. Equity exists for employees when they feel their ratio of perceived outcomes to
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Utah Opera and Symphony Merger Utah Opera and Utah Symphony merger is an organizational plan to combine the two art-based organizations with an aim of increasing their effectiveness and efficiency. It involves fundamental changes that are beneficial to the operations of both companies. This documental analysis will assist Ann Ewers, General Director of the Utah Opera; make an informed decision concerning the merger process. The analysis will comprise motivation theories as well as other pertinent
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RJFT Task 1 Utah Symphony and Utah Opera: A Merger Proposal Unlike major arts organizations in Europe and Canada that rely heavily on government agencies for their funding, orchestras and opera companies in the United States operate under a very different financial model. Income to support these organizations is generated primarily through ticket stales (approximately 46%) and individual contributions (approximately 36%) (Alexander, 2004). Since September 11, 2001, all arts organizations
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chairman of the board of the Utah Opera regarding the proposed merger with the Utah Symphony was over the financial strength of the opera compared with the financial liabilities of the symphony. Another concern of Bill’s is that the opera would lose its identity through the merger. Initial concerns aside, Bill determined that a merger between the two organizations would benefit them both over time. Bill now has the task of gaining support for the merger from the symphony board of directors. A theory
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