Other strategic goals for the merger include retaining key employees, maintaining the audience base for both Opera and Symphony, and identifying and pursuing opportunities between the two firms. 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.
The general concern raised by the theory is the need for affiliation. She will also need to be factual in demonstrating how the merger will be beneficial to everyone and the feasibility of the endeavor. Abravanel a seat to participate in the merger discussions.
Public subsidies have also declined due to the tough economic time. This means that only opportunities that are consistent with the cultures and visions of both organizations will be pursued. She can use rational persuasion in order to sway the staff to back the merger.
Bailey, as chairman of the board, must use his influence to show the board that the merger will lead the Utah Opera to continued success and progression. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. In order to do so, Ewers will need to explain to the staff the reasons behind the merger.
The analysis will comprise motivation theories as well as other pertinent information that are essential for use in the merger process. Bailey other concern is that opera is likely to lose its identity. USO is extremely close to operating in a deficit position.
The equity theory in essence is when individuals seek to maintain equity based on the inputs they produce and the outcomes they receive from their inputs as compared to others perceived inputs and outcomes. They wanted to know whether she supported the move in order for the management to commit the organization to the merger.
The fourth scorecard area addresses this issue. This places her in a sound and stable position to lead the merger because she is reachable by both parties. Leadership Weakness Some community members feel that Ewers lacks people management skills and has an autocratic style of leadership.
Abravanel sees the symphony as the dominant party in the merger. Other strategic goals for the merger include retaining key employees, maintaining the audience base for both Opera and Symphony, and identifying and pursuing opportunities between the two firms.
Abravenal to support the merger. 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. Because of her work, she has gained a reputation in the opera community as a capable leader that is energetic and enthusiastically dedicated to the arts in Utah.
Symphony also received significant amounts of income in the form of government grants, contributions, investment income and guild income. The company holds events 52 weeks a year leading to hire revenues.
They include the lower needs and the higher ones.
The business scorecard goals also address the strength and weakness in both organizations. When people feel that they have an upper hand over others in their environments, they are likely to be motivated.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. 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.
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.
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.
The Utah Symphony is an American orchestra based in Salt Lake City, calgaryrefugeehealth.com orchestra's principal venue is Abravanel calgaryrefugeehealth.com addition to its Salt Lake City subscription concerts, the orchestra travels around the Intermountain West serving communities throughout Utah.
Essay about Utah Symphony and Opera Merger Task 1 Words | 8 Pages. 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