course mentors at MBAOrgBehavior@wgu.edu. Thank you! A1. Utah Symphony Strengths and Weaknesses (0) Unsatisfactory (1) Needs Revision (2) Satisfactory The candidate does not provide a plausible analysis of the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. The candidate provides a plausible analysis‚ with insufficient support‚ of the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. The candidate provides a plausible
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| | |strategic plan and demonstrates the ability to manage strategically. | | |Competency 329.2.3: Responsibility Centers and Balanced Scorecards - The graduate designs responsibility centers and develops a | | |balanced scorecard system to improve strategic success. | | |[pic]
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The key to doing well on this task is detail. Several sections require that you analyze information. This requires that you read carefully‚ think deeply and show your insight that you gained from the information provided in the case study. A1. Utah Symphony Strengths and Weaknesses When picking out the strengths and weaknesses of symphony there isn¿t a list to which you can refer. Rather‚ you will want to read the case study carefully and to use your insight to discover indications of strengths
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Organizational Management- JFT2 Task 2 Western Governors University A)- Action Plan A1- Financial and Leadership strengths and weaknesses of the Symphony- The Utah Symphony shows financial weaknesses in several areas. Their cash flow is affected due to their low dollars in their fund raising area. They also experience a higher than normal expense rate that comes from the recompense that is paid to their artists that they employ. The Symphony does have some financial strength. The Symphony does
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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
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into 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
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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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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 who worked for the opera‚ musicians employed by the USO received
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Management 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
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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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