action because of the weakness within the Utah Symphony Orchestra and the Opera. Both are great companies but both could use the strengths of the others to improve. This paper will explore the leadership and financial strengths of both companies as well as a complete overhaul of the balanced scorecard of the businesses. Below I have listed the strengths and weaknesses of the leaders and financial aspects of the Utah Symphony Orchestra. Utah Symphony Orchestra Financial Strengths Financial Weaknesses
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A. Develop an action plan: 1. Analyze the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. Utah Symphony had a great deal of financial talent‚ but has been unable to find a strong source for future success. The potential merger builds on these strengths and weaknesses by creating a better future for both companies. Strength points: Symphony became one of the first orchestras from the western united stated to tour internationally. Unlike artists
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RJFT2 Task 2 A1. The Utah Symphony was recognized as a Group II orchestra. Group I and Group II are distinguished by the endowment amount and level of annual expenditures. For the year of 2001-2002‚ the average endowment for Group I orchestras was around $76 million and $8.8 million for Group II orchestras. The Utah Symphony came in just shy of $12.2 million in 2000-2001 and was projected to be upwards of $13.7 million for 2001-2002. That being said‚ the Utah Symphony was considered to be at
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Developing an action plan for Anne Ewers The Utah Symphony has proven its ability to generate substantial sums of Revenue with both performance revenues and by securing large sums of income from governmental grants along with generous contributions from individuals‚ corporations and foundations. The Symphony’s ability to draw large crowds along with their demanding schedule length allows them to offer the community ample opportunities to participate. The Symphony provides sustainability for 83 full time
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Looking back at the research question‚ the actual amount of reactant did not match the theoretical stoichiometric amounts according to the balanced equation‚ but the amount of catalyst matched the original value when uncertainty is taken into account. The percent yields for the reactants in the equation are very far from 100% yield. In the case of water‚ the percent yield came out to be meaning there were at least 2 times to 4 times more water than there should be. The percent yield of oxygen came
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Futura Industries‚ based in Clearfield Utah‚ is an international company with more than 50 years’ experience in aluminum extruding‚ finishing‚ fabrication‚ machining‚ and design. Futura employs 230 personnel. Futura holds a position in several markets to include original equipment manufacturer‚ floor covering trims‚ electronics‚ transportation‚ shower door‚ marine store fixture and retail. Balanced Scorecard (BSC) “Most companies use the balanced scorecard (BSC) to focus on the financial aspects
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In analyzing the Utah Symphony and Utah Opera merger case study‚ it was obvious that many factors‚ finances‚ personalities‚ and even the community would be involved. The wide reaching affects of a merger between these two types of organizations was eye opening. At the time of the proposed merger‚ the Utah Opera had a stronger financial footing and was not in danger of closing. The Utah Symphony however‚ was sliding down a dangerous financial slope. The organizations were structured differently
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JFT2-Organizational Management Task 1 A1. As the chairman of the board of the Utah Opera‚ Bill Bailey is in a position of influence to motivate the Opera’s board of directors to oppose a merger with the Utah Symphony by employing the use of Vroom’s Expectancy Theory. This theory suggests that people are motivated by three distinct determinants; valence (reward)‚ expectancy (performance)‚ and instrumentality (belief). Vroom believed that motivation is a result of the level to which a person desires
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perceived link between first order and second order outcomes.” (Vroom ’s Expectancy Theory‚ n.d.) In using this theory‚ the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony‚ which is looking to strengthen their finances with a merger with the opera‚ though in theory this would strengthen the bottom line of
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Values Framework Model for Merger Proposal of Utah Opera and Symphony Meera Abraham Competing Value Framework https://www.google.com/search?q=competing+values+framework Utah Opera Culture Adhocracy Culture- tailored business model to adapt to change in the economic and financial situation. They are flexible to change size and fund- raising projects. Authority and decision making is Anne Ewers who report to the Board of Trustees. Utah Symphony Culture Hierarchy Culture – maintain stability
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