Organizational Management - Task 2

Organizational Management - Task 2

Task A - Action plan

Analysis of Utah Symphony's Strengths and Weaknesses

Founded in 1940, Utah Symphony Orchestra is one of the oldest and finest art organizations in the US (Alexander, 2004). Pre-merger analysis of Utah Symphony is as follows:

Financial Strengths and Weaknesses

Before the merger, Utah Symphony was reporting a stable and apparently more dominant financial position in terms of budget and size of the firm. The company had a substantial amount of the annual budget $13 million US allocated to organizational activities and a complete pack of orchestra (Alexander, 2004). The company was operating on a large scale with 83 musicians and 33 permanent staff members.

However, true worth of the company was compromised on the size of non-current assets owned by the organization (Alexander, 2004). This financial weakness may affect the potential investor decision and business stability in the future because non-current assets can support the long term investment plans and future prospects of the organization.

Leadership Strengths and Weaknesses

Since 1998, Utah Symphony is running under the visionary leadership of Keith Lockhard, who has transformed the organization from a slow mover to one of the most involved orchestras in the US (Alexander, 2004). Under the leadership of Lockhard, as a music director the organization has set new records in the US history of the orchestra and art business by performing more than 200 concerts during a calendar year. Lockhard had a profound artistic background and practical experience of the field (Alexander, 2004).

Being, the music director and conductor of Utah Symphony, he had shown enormous potential and capabilities to lead a big size artistic orchestra. He was persuasive at people management. However, being a leader of an artistic organization, Lockhard lacked the ability to raise the necessary amount of funds required to run a large scale orchestra company.

Recommended Steps - Anne can have a good start for merger decision by adopting the following suggestions:

Using her fund raising skills to upgrade the value bucket of total business assets

Improving budget allocation techniques and business resource management

Improving people management skills to convince and persuade employees and organizational members to become an active part of the merger process

Analysis of Utah Opera's Strengths and Weaknesses

In 1976, Utah Opera was established as an art organization by Glade Peterson (Alexander, 2004). The company has performed well under his leadership till 1990. Subsequent to his death, Anne Ewers was elected as the General Director of the company (Alexander, 2004). Below is pre-merger financial and leadership competency analysis of the company.

Financial Strengths and Weaknesses

The company shows healthy set of fixed assets reflecting a convincing book value of the company. The company owns about $4.8 million US valued inventory and production studios comprising of 2.9 acres of land (Alexander, 2004). On financial grounds, the company has relatively stable financial back to carry on with expansions or other investment plans in the long run.

However, in the short run the company is lacking relative size of budget to support business operations. It is also missing the significant ...