Rjft Organizational Management Task 2

Organizational oversight RJFT2 Task 2 A1. The Utah Symphony was recognized as a assemblage II orchestra. Group I and Group II ar distinguished by the endowment centre and level of annual expenditures. For the course of instruction of 2001-2002, the average endowment for Group I orchestras was around $76 cardinal 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 universe said, the Utah Symphony was considered to be at the authorise end of Group II symphonic music orchestras in the United States (Ager & Delong, 2005).However, even with these military strengths within the symphony, foregoing to the proposed merger of the two governments, the Utah Symphonys fiscal disk operating system was declining. There were several f acquitors collectible to the weak financial state. The musicians were part of a due north, which negotiated a contract requir ing high salaries, benefits and annual hand increases, which would typeface the faces expenses to increase. So, while tax income enhancement was projected to increase, this was offset by the increase in expenses. The cash balance was $116,308 in fiscal year 2000-2001 and projected at $2,042 for the following year, yet another financial impuissance.In order to discover a booming take over of the merger, Anne would need to would need to come up with a plan. She could start by addressing the musicians salaries. By referring to the posting, as well as union leaders, Anne tooshie learn astir(predicate) the requests specifications of the last negotiation. When presenting a unsanded contract, she provide influence the musicians to either take a lower remuneration or not to take a pay increase by riseing them the income statement and explaining that the feel of the organisation is dependent on cutting costs and increasing revenue. by dint of this, she can show how the organ ization give not be able to operate at a surplus if expenses continue to increase, offsetting the revenue earned. Eliminating pay raises could be presented as a temporary fix, or worst case scenario (assuming the organization would survive on its own without the merger and the musicians would be able to keep their jobs), wages could be decreased. Through this approach, she can show them that the success of the symphony and them keeping their jobs atomic number 18 dependent upon individually other, but changes need to be do. In response to the increasing expenses offsetting he revenues, Anne could research their fundraising opportunities to determine what it is they do well and what could be improved. She can put on fundraising ideas that work for her current organization as well as from the past. As there ar financial strengths and failinges of the Utah Symphony, that applies to leadership as well. The organizations greatest strength in leadership is with Lockhart. Lockhart i s known as atomic number 53 of the top rated conductors and his relationship with the musicians is very healthy. They look to him to support the group when decisions are cosmos made.While this is vehement, the board likewise appreciates and respects the leader, not wanting to compromise the relationship they arrive with him. Strength about this group is that Scott Parker, chairperson of the board, realizes the catchyies the group is facing and cares enough to do roughlything about it. While the symphony has great leaders, there are also some flunkes involved. Its possible that Lockharts focus is geared too much on the musicians and not enough on the survival of the organization. Parker is scheduled to move to New York and allow be replaced by Peterson mid-merger.This could cause some confusion or instability due to lack of initial involvement on Petersons part. Another weakness is that there is no CEO. This organization needs a well be leader to attend. Anne provide obv iously have some leadership obstacles to overcome to ensure the booming start of the merger. Anne depart need to convince Lockhart that while it is important to have the relationships he has with the musicians, it is important that this does not leave his passel of the boilers suit organization. He is a leader of the group and should focus on the well being of the organization.She can do this by showing Lockhart that the two (musicians and organization) are dependent upon each other, without musicians, there would be no symphony likewise, without no symphony, there would be no jobs for the musicians. Also, with Parker moving to New York during the middle of the merger, Peterson will have some catching up to do. Anne should meet with Peterson periodically if possible before he joins the team full-time. She should also provide him updates as the process continues via face to face meetings, emails, ph ane calls, etc. Once he is full time, the merger should be his primary focus.Ann e should also introduce him to Bill Bailey so that he can gather input from psyche at the same level. In addition to that, Ewers should request ongoing straight-from-the-shoulder communication with Parker as a reference to religious service ensure the start of the merger is secure. A2. Unlike the financial and leadership status of the symphony, the opera come forwards to be in a much healthier state. Financially, the total revenue and contributions totaling approximately $5 million far outweighs expenses, leaving a surplus of $582,409 in fiscal year 2000-2001 and is projected to continue the same trend in the following year.Not only do they have a solid surplus, the opera is also financially stable in basis of assets. The large costume blood and 2. 9 acres of land accumulate to roughly $4. 8 million in assets. Due to the strong financial state, no weaknesses were identified. In order to maintain the organizations current financial state, Anne should be proactive and continue t o coordinate fundraising, and seek funding through and through with(predicate) other areas. If the merger were to take place, the amount of performances would increase, boosting attendance and sales as well as overall revenue. Just as the financial state of the opera is healthy, the leadership is as well.Anne has brought with her many accomplishments throughout her past experiences. While holding the general conductor position of Boston Lyric Opera, she was able to retire a $450,000 debt that was passed on to her from her predecessor. While there, she also build an endowment fund as well as increasing the number of productions from one to three. Anne also held the use of goods and services of assistant director of both the San Francisco Opera and Canadian Opera Company. Within the USA and internationally, she has had the prospect to act as stage director for more than than 60 opera productions.During her 11 year tenure at UOC, she grew the organizations annual budget from $1. 5 million to $5 million. Anne has a record of being successful at fundraising and is admired by both the opera and symphony boards. With this strong leadership, Anne will have lots of insight on how to address situations that come her way, based on her previous experience. The one weakness that is displayed is the resignation of Leslie Peterson. Leslie is the daughter of Glade Peterson, founder of the opera and is director of operations.Due to her disagreeing on the direction that the focusing is taking and her concerns about the merger, she resigned. To ensure a successful start of the merger, Anne has a a couple of(prenominal) options. If the organization values Leslie and doesnt want to see her go, Anne could meet with her and explain the plans for the merger. She could reassure Peterson that what her father built would remain the foundation of the organization going forward as it is built upon. Another direction Ewers could take would be to promote someone from within or hir e a new addition to the team to replace Peterson.By replacing her, someone with a positive, supportive attitude that is excited and eager about the new merger would be a good fit for the combine groups. Anne could even look at replacing her with someone from the symphony to chance upon further trust and respect from that group. With very little leadership weakness, this is one less thing Anne has to invade about. A3. The Utah Symphony could be considered as having a combination of two different gardenings, create- looking to become and expand, and collaborative- having an extended family feel.However, the collaborative culture dress hat fits this organization. In organizations like this, employees work closely with one another. Employees can look to their leaders as supportive figures and feel fulfilled and safe with the work they do (Kelly, 2010). An vitrine of this is Keith Lockhart and his relationship between the musicians and the board. Keiths primary concern is the musi cians. The business review also stated that the board would ultimately not move forward with the merger if Keith did not approve (Ager & Delong, 2005).The analysis of the scorecard is as follows 1. Financial The goal is to be financially stable and profitable by maintaining the same slating outlay but increasing fundraising to be able to do so and measuring this by profitability. This addresses their financial weakness as listed above (by remaining profitable, the 83 symphony members will be able to keep their jobs). In regards to their organizational culture, this supports collaborative culture, securing and supporting musician positions. 2.Customer The goal is to meet customer wants and demands of seeing world-class performers appear and the organization can make this happen by hiring the top notch talent. To measure if they are successful at this, they will gather reviews and feedback from customers to gauge how well they are meeting demands. Through constructive feedback, the symphony will know if they are reaching their goal and delivering what customers want. Positive feedback will assure the group that their goals are being reached. The Utah Symphony envisions being world class and this is compliant with the vision. . Internal bear on Through the renegotiation of contracts with the musicians, their goal is to have some flexibility in decreasing expenses. The organization can measure this through the improvement of profitability. This was turn to earlier as a financial weakness and noted that if Anne is able to renegotiate contracts the organization would benefit financially. 4. Learning and Growth The goal here is to offer a wider variety of symphonies to cost to different hearings. This can be done by marketing towards those targeted groups, advertising symphonies of interest.An increase in shred sales and returning audience is how this will be measured. While this exact scenario wasnt listed above, it does reflect on the overall financial weak ness and addresses the reducing the weakness by increasing profitability. All areas of this scorecard armed service address the financial weakness of the symphony and how to help alleviate it. In regards to the leadership weaknesses, the scorecard does not directly address them, but in the event they move forward with the merger, they (leadership weaknesses) will be addressed then.The Utah Operas vision is to become a nationally renowned opera domiciliate by improving the quality of performances and increasing endowment funds. A complete organizational culture would best describe this organization. Complete cultures assume a results-driven environment and focus on success and reputation (Kelly, 2010). The culture differs from that of the symphony because the performers are not employed full time here, therefore lacking the extended family medical prognosis as seen with the musicians. The analysis of the scorecard is as follows 1.Financial Through raising additional funds and rea lizing endowments, the groups goal is to be financially stable and obtain an increasing reserve fund. This goal will be measured by improving the reserve fund amount. As stated earlier, the financial stability of the opera is healthy and this shows one of the strengths of the group. 2. Customer By excelling in the quality of performances and increasing patron attendance to full capacity or nearly selling-out, the goal of having regionally and nationally acclaimed opera performances will be reached.This will increase slate sales, resulting in an increase profit. Through this change magnitude attraction, investments will increase, maintaining the organizations strength of being financially sound. 3. Internal Process The goal to maintain financial stability and to attract top talent is dependent on successful negotiations with the top performers. Customer reviews and profitability are measurements of this process. Top talent performances will increase rag sales and will also allow th e organization to grow both nationally and internationally through these general performers.The boards vision will come to fruition in the event that this goal is met. 4. Learning and Growth move this goal of 5 high-quality performances per year relies on measuring the endowment fund growth and increasing ticket sales. This can be measured by covering capital need by revenue from the ticket sales. With the growing group, individuals will be more likely to invest, adding to the groups financial strength yet again. In terms of the Utah Opera, all four aspects of this scorecard focus on strengthening their existing financial stability. This will help achieve the goals and vision the group has set.While the financial strengths are established in the scorecard, the leadership weaknesses are not addressed. However, the leadership weakness did not exist in the individual organization until the merger was made public and Peterson resigned, and therefore does not require being addressed. B . Merged Company Balanced Scorecard The vision of the new company is to attract top performers while providing quality performances, being noted as a successful merged opera/symphony combination following the merger and maintaining a profitable organization while doing so. 1. Financial strategic Goal- Secure financial stability throughout the entire organization * unfavorable advantage Factor- Maintain funding through opera patrons and increase the symphonys through endowments and fundraising * Measure- Recognizing an overall increase in Surplus of the combined groups from one fiscal year to the next 2. Customer * strategic Goal- Through combining the opera and symphony, become known nationally (and internationally if possible) as one of the source successful at accomplishing this merger, therefore bringing in top talent that draws a wider range of performance- goers * diminutive Success Factor- Recruiting op rated performers that viewers would be interested in seeing and that w ould bring extra attention to the organization * Measure- The organization would see performance attendees and ticket sales both increase 3. Internal Process * Strategic Goal- Having revenue far exceed expenses, leaving a much larger surplus * Critical Success Factor- Negotiating new contracts with the union for the musicians to hold off on pay raises and/or reduce salaries.Also, increasing fundraising and endowments * Measure- fortunate increase in funding (endowments and fund-raising) as well as successful contract negotiations, reflected by an increased surplus 4. Learning and Growth * Strategic Goal- Diversifying performances to attract different genres * Critical Success Factor- Making each performance unique and different from the last to attract different performance- goers * Measure- Gauge first time audience attendee by survey upon exiting performance and gather feedback C.When reviewing the proposed merged company, there will be some strengths and weaknesses of the new org anization pertaining to each aspect of the scorecard as follows 1. Financial Historically, Anne has been successful in maintaining a healthy financial state of the opera. She exceeds in fundraising and attracting new endowments and is reflected in the surplus shown in Exhibit 3 (Ager & Delong, 2005). However, the weakness of the proposed merged company is the lack of a healthy financial state for the symphony. While their revenue appears much larger than that of the opera, so are expenses.Through the addition of the symphony, the financial state will decrease the strength of the opera, in turn weakening the overall financial state. The contract negotiations and work to increase endowments and fundraising will help alleviate this weakness. 2. Customer When combining the two groups, they will have a greater ability to bring in more well known special performers. This potentially will bring in new patrons. However, through this strength, also comes a weakness- they would need to figure out how to attract these new customers to get them to the performances.This could be resolve through advertisement and support of community involvement. From being involved with the community, they will have the opportunity to hear what patrons would like to see, and gauge performances based on interest. 3. Internal Process The strength as the combined group is that they will be much more capable of offering a wider variety of arts. With the management team they have and past challenges they have accomplished, the two groups together will be able to succeed in things on a larger scale.The one weakness to having such a strong innate process is not having enough funding to support efforts. As mentioned above, funding issues can be resolved through contract negotiations, increased endowment contributions and fundraising. 4. Learning and Growth Together, as one organization, they will be able to grow through recruiting top rated talent for performances and learn what it is that their customers want to see. While this is growing, the slight weakness they will encounter is the time it takes for the economy to rebound and for sales to start increasing.D. During the merger process, a few highly probable issues could arise in finance, human resources, and customer satisfaction. Financially, the opera is sound. However they will more than likely become reduced due to the fact that they will have to help make up for the lack of financial stability of the symphony. Eventually, this can be resolved through contract negotiations with the musicians, increased fundraising and endowments, and through the economic rebound, allowing more viewers to attend performances.In regards to human resources, an issue will probably arise when Ewers approaches the union to re-negotiate contracts. While both the organization and the musicians are dependent upon each other, some sort of agreement will have to be worked out and the human resources department will need to be involved. Finall y, with all of the agnosticism brewing in the community of combining the two groups, there will more than likely be some contributors that will be hesitant to continue donating their normal contributions.While it will be a difficult challenge to overcome, the new organization can rectify the situation by bringing in top rated performers as soon as possible that support the growth and excitement of the newly combined group. References Ager, David L. & Delong, doubting Thomas J. , Utah Symphony and Utah Opera A Merger Proposal August 8, 2005, Harvard Business check Kelly, The Types of Organizational Culture, May 4, 2010 retrieved March 10, 2013 from http//blorgtheory. com/2010/05/04/the-types-of-organizational-culture/