Kissinger2/9/2012| Mr. Bill Baily Mr. Bill Baily is chair of the board of the Utah Opera Organization (UOC). He seems to be supporting this merger with a sense of caution. Although the UOC seems stable at the moment, the financial stability could erode in years to come due to the decline of public as well as private support for their company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to come to fruition. The UOC wants to
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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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One major point that should never be forgotten is to acquire various business concerning papers of the company with whom it desires to amalgamate. Position of Bill Bailey’s on the Merger The chairperson the Utah Opera Organization may well apply the MEI hypothesis relating to the organizing consolidation: Avoiding Merger-Encouraged-Individualism to hold up the unification. According to this hypothesis, unification and acquirement offer businesses with attractive prospects for the market allocation
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Presenter notes Slide 1: Title Slide 2: The Utah Opera is an adhocracy culture. An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The opera shows these qualities in their culture. The opera values flexibility, and has tailored their business model to allow for adjustments in both the size of the opera and fundraising projects. This allows for them adjust their
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model 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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Utah Opera and Symphony Merger A1: Bill Bailey can utilize the Adam’s Equity Theory of Motivation to support the merger. “Defined generally, equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships” (Kreitner pg. 213). The theory explains the process of the internal factors that influence an employee’s motivation by focusing on a balance of inputs and outputs. Examples of inputs are hard work, enthusiasm
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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 for that year. The Utah Symphony was
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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 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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