JFT2 Organizational Management
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 musicians, and this allows them to concentrate on the goals of the Symphony without the worries of looking for other income opportunities. Mr. Lockhart is a very talented and experienced music director that has a personal commitment to his symphony. Mr. Lockhart’s role as the music director comes with many challenges, it is through these challenges that he has elevated the Utah Symphony to the status they enjoy today. The musicians and Mr. Lockhart have developed a relationship of trust and respect, Mr. Lockhart has publicly acknowledged how important they are to the overall success of the symphony and his success as a director.
The Utah Symphony has a very demanding schedule and with it comes great expense; the symphony needs to look for cost cutting options to maintain operations. They are relying on generous governmental funding and other contributions that are simply not what the previously had been. The symphony will need to look towards the possibility of reducing its staff’s income and benefits, to overcome this shortfall, which is a hard situation to deal with. Mr. Lockhart will need to take a stronger leadership role and develop a plan to approach the musicians about the dire situation they are in and try to develop a strategy to cut cost, however his personal relationship with them present a challenge that is not easy to overcome. Another concern is Mr. Lockhart does not want be perceived as “playing second string” when it comes to his Symphony and will need to look at the bigger picture to see what is best for the Symphony.
Anne will need to be as straight forward and honest as possible about the realties that the symphony faces, with regards to budget management and cost saving techniques. She will need to gain the trust of the musicians much the same way Keith has by developing the understanding of the importance the musicians hold within the developing organization for the merger to be successful. She needs to develop a relationship with Keith and his position with the symphony that does not create tension within the merged organization.
The Utah Opera has developed a business strategy that works. They are running a very profitable organization that utilizes effective methods for fundraising and obtaining other contribution resources. They have appropriated their budget to allow them to maximize what revenue they attain wisely; they will have very little reduction in governmental grants, and a projected increase in contributions for individuals, corporations and foundations in the year to come. They have a large inventory of costumes and productions sets and own the building and land they operate in. With Anne as the head of the UOC she has grown the budget from 1.5 million to almost 5 million; she’s an accomplished fund raiser for the UOC. Anne bring many talents to the UOC from stage director, to general director Anne is a very crucial part of the success of the UOC.
The UOC faces a challenging future with the lack of performance revenues projected for the upcoming season and increase in production cost they may have to make adjustments to staff to maintain their level of security, however they have been running an impressive surplus of nearly half a million dollars. With the merger details made public they have had some staffing concerns and even the resignation of the Director of operations Leslie Petersen. Some members of the UOC staff feel they...
Please join StudyMode to read the full document