Adhocracy Culture Paper

The Utah Opera is an adhocracy culture and is known as a culture that is externally focused, has much value and operates in a flexible manner. This culture is creative, adaptable, and is fast to grow (Kreitner & Kinicki, 2010). These qualities are displayed in Opera culture. Opera has much value on flexibility and allow their business for adjustment in both fundraising project and size of the Opera. This helps them in adjusting their products to be able to meet with their goals. Since Opera is an art program, the foster the creativity needed for the adhocracy culture. Opera has more of their focus on the fixed assets more than their budget, unlike symphony. In other for Opera to make more income, they performances must be in standard enough
Anna Ewers, who part of her job is to report to the board of trustees, is heading opera as an adhocracy. Most financial and fund raising decisions are made by Ms. Ewers and she proved herself competent by increasing the Opera’s annual budget from $1.5 million to $5 million. Ms. Ewers being the Director of Operations who is in charge of overseeing leads other department directors, while the department directors (The Subordinates) are in charge of the smaller units and have some decision-making powers and authority. Ms. Ewers designated such duties as the technical and artistic facets of opera production, music administration, and community education to these subordinate groups. This culture is what makes Opera different from other organizations. The adhocracy culture is the type of culture that gives the employees the power to be in authority and make decisions. The hierarchy of power eventually leads back to Ms. Ewers and the Board of Trustees; however, the department directors are responsible for their department. Example is when a manger decides to incorporates a certain prop in the performance; the decision is left for him/her to decide. It would be an idle to have a note that will mention that after the director of different department, some other department with their managers will have the power to decision-making and
This will also help in allowing a better sharing of information and project collaborating. If the merged company makes use of this tool, it will help them in keeping track of talent, retaining the major employees while generally reducing the administrative costs.

In retaining the key employees, Lawson HCM will be particularly useful for it. For the both organizations, this software will be useful for them, especially tracking employee wages, and show employees what their future wages will come to if they stick with the organization. The two HR departments can be combined by using Lawson HCM software, with that the expenses will be significantly reduced, including tracking of customer information, which helps to determine if they maintain the customer base. This helps the merged organization in determining quickly and addressing any issue that might