They include the lower needs and the higher ones. The set of skills she has Utah symphony and utah opera merger task 3 as she climbed through the organizations hierarchy shows Ewers is resilient and intellectual leader.
It also calls for the need of group belonging and need for love Kreinter and Kinicki, Abravanel to support the merger, Parker can offer Mrs. In order to do so, Ewers will need to explain to the staff the reasons behind the merger. This leadership culture has been maintained in the organization.
The last scorecard areas seek to ensure that the merged entity pursues synergistic opportunities.
The merger of the Utah Symphony and the Utah Opera is an unprecedented situation. The audiences are critical to the sustainability of both organizations.
He formed the Utah State Sinfonietta with a core of 5 members. They include the lower needs and the higher ones. Additionally, she can empower Lockhart by encouraging him to actively participate in the merger efforts, showing that his ideas are of merit and by showing him how excited she is to work with him during the merger negotiations and after if the merger is successful.
Public subsidies have also declined due to the tough economic time. And if there is a need to change the course of organization in a new direction, it is necessary to explicitly challenge the in-crowd first, perhaps by persuading them to publicly and consistently embrace new goals.
Recommendation Anne needs to review the Symphony business model. Balanced Scorecard for the Merged Companies Perspective.
On the other hand, Ewers personal power is the authority she commands derived from who she is as a person. People usually measure the sense of fairness through ideas explained by Equity Theory.
The vision represents the ideal picture of the organization Grusenmeyer, Art organizations such as Utah Opera and Utah Symphony have to depend on ticket sales and individual contribution, donations from businesses and foundations, and endowment and investment income.
The need for affiliation refers to social relationships and activities, essentially belonging to and collaborating with a group. This makes them have a larger financial responsibility than the latter organization. The company holds events 52 weeks a year leading to hire revenues. The lower ones are the need for reputation, respect, appreciation, and dignity.
Financial Weakness Opera has a low income as compared to symphony. By using a positive need for power, Bailey can demonstration to the board that the organization can still accomplish its goals without losing its identify. Ewers is in strong position where she can advocate for the musicians either by first hearing and understanding their problem and then discussing it during negotiations, or by suggesting that the musicians have their own representative present during the negotiations.
They scheduled their first concert for May 8, and asked Hans Henriot to conduct it. There could be potential issues that each party faces, but with appropriate mitigation efforts those issues can be resolved and again ensure the realization of the merger.
By using motivation, influence, and power, both parties can help ensure a successful merger of the two organizations. Harvard Business School, Symphony community members were concerned that the goal to reduce profit would jeopardize this culture.
She can apply organizational influence tactics in order to accomplish this. The analysis will comprise motivation theories as well as other pertinent information that are essential for use in the merger process. On the other hand, operating expenses for these organizations have increased forcing most of these organizations to operate on deficit.
They have shared expectations for how group members have to behave if they want to have group approval, and group politics affect the movement of ideas between the members. Ewers positional power and personal power are related because as one is used wisely, the other power is concurrently increased.
Personal power is associated with knowledge, personal attraction and effort. Moreover, it is both skill sets, personal and positional power that earned her the job title of general director.Utah Symphony and Utah Opera Merger RJFT Task 2 Business Score Card Introduction The American art industry is characterized by minimal government support.
Art organizations such as Utah Opera and Utah Symphony have to depend on ticket sales and individual contribution, donations from businesses and foundations, and. Rjft Task 1. JFT2 Task 1 Analysis: Due to factors related to funding for the arts along with the downward turning in the United States economy, a proposal was made for the merger of the Utah Symphony along with the Utah Opera companies.
Anne Ewers, general director of Utah Opera, is awaiting the decision of the members of the board of the Utah Symphony and Utah Opera about whether to merge Utah's top two arts organizations. Utah Symphony and Utah Opera Merger RJFT Task 2 Business Score Card Introduction The American art industry is characterized by minimal government support.
Art organizations such as Utah Opera and Utah Symphony have to depend on ticket sales and individual contribution, donations from businesses and foundations, and endowment and investment income. A Merger Proposal: The Utah Symphony & The Utah Opera Strategic Goals for the First Year After the Merger • Integration of business processes for both companies • Reduction of expenses as a percentage of the profits • Retention of key employees • Maintain existing audience base and attract.
Utah Symphony And Opera Merger Task 1 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.Download