Jft2 Task2 Part 2
Org Management - Task 2
I have been asked to develop an action plan for Anne Ewers as she moves forward with the ongoing merger of the Utah Opera and the Utah Symphony. A balanced scorecard has been provided for both organizations, and this document will include analysis of the strengths and weaknesses of each organization and recommendations that Ms. Ewers can take to address the weaknesses. Additionally, I will analyze the four aspects (including strengths and weaknesses) of the scorecards for each company and finally identify one highly probable issue that could arise during the merger process in the areas of finance, human resources, and customer satisfaction. Recommendations will be made for how the merged company executives can mitigate each of these issues.
A1 - Utah Symphony – Strengths & Weaknesses
Financial Strengths
Financial Strengths |
1. No long term facility liability. Facilities |
2. Top Tier of Group II Symphony Orchestras – USO endowment was $10 million in 2002 |
3. Rising Revenue/Contributions (Projected) |
The Utah Symphony has several financial strengths to their credit pre-merger.
1. According to the case study, the Symphony does not own the facility in which they perform. Instead, the facility is owned by Salt Lake County. This can be viewed as a strength because it lessens the Symphony’s long term liability in terms of mortgage/tax costs and other expenses related to the long term ownership of such a facility.
2. Pre-merger, the USO was considered to be in the top tier of Group II Symphony Orchestras, with and endowment of $10 million in 2002 (DeLong, 2005). This notable designation is a financial strength because it can/will make it easier for the Symphony to attract donors and other fundraising opportunities.
3. The operating income statements provided show that the USO revenue is expected to rise by a projected $1,365,126 in the 2001-2002 fiscal year. This is a definite strength, as the USO can use that revenue to pay off expenses and/or
I have been asked to develop an action plan for Anne Ewers as she moves forward with the ongoing merger of the Utah Opera and the Utah Symphony. A balanced scorecard has been provided for both organizations, and this document will include analysis of the strengths and weaknesses of each organization and recommendations that Ms. Ewers can take to address the weaknesses. Additionally, I will analyze the four aspects (including strengths and weaknesses) of the scorecards for each company and finally identify one highly probable issue that could arise during the merger process in the areas of finance, human resources, and customer satisfaction. Recommendations will be made for how the merged company executives can mitigate each of these issues.
A1 - Utah Symphony – Strengths & Weaknesses
Financial Strengths
Financial Strengths |
1. No long term facility liability. Facilities |
2. Top Tier of Group II Symphony Orchestras – USO endowment was $10 million in 2002 |
3. Rising Revenue/Contributions (Projected) |
The Utah Symphony has several financial strengths to their credit pre-merger.
1. According to the case study, the Symphony does not own the facility in which they perform. Instead, the facility is owned by Salt Lake County. This can be viewed as a strength because it lessens the Symphony’s long term liability in terms of mortgage/tax costs and other expenses related to the long term ownership of such a facility.
2. Pre-merger, the USO was considered to be in the top tier of Group II Symphony Orchestras, with and endowment of $10 million in 2002 (DeLong, 2005). This notable designation is a financial strength because it can/will make it easier for the Symphony to attract donors and other fundraising opportunities.
3. The operating income statements provided show that the USO revenue is expected to rise by a projected $1,365,126 in the 2001-2002 fiscal year. This is a definite strength, as the USO can use that revenue to pay off expenses and/or
Cited: DeLong, T. J. (2005). "Utah Symphony and Utah Opera: A merger proposal." Harvard Business Review. Boston, MA: Harvard Business Publishing.