The Utah Symphony Before The Merger Management Essay

The Utah Symphony Before The Merger Management Essay multiple financial and leadership strengths and weaknesses of the Utah Symphony, which were in place before the merger. The Symphonys main financial strength was their endowment fund, which was more than $10 million. The revenues that were earned as a result of the performance of over 200 concerts earn more than $3 million in the year 2000. All of the musicians had signed contracts with the Utah Symphony, which put into agreement a yearly salary for each person in return for their work. The companys main financial weakness is that it was not able to make changes to the amount that the media shows were paid per year since the decisions for amount of funds for each contract were set in stone in previously agreed upon by the leaders of the Symphonys board. After the terrorist attacks of, stock market crash, and Americas recession. There was a large decrease in the the sales of tickets for the Symphony, and many other visual and performing arts facilities in this country. These events al so calls many of the foundation pledges of supporting organizations to become a unfulfilled because those organizations were also going through a financial crisis due to the economy. The main leadership strength of the is Keith Lockhart who is the Symphonys director of music. He presents the role of a true leader by helping out his musicians in the building them into one of the top 20 symphonies in America. The leadership weakness is that the CEO of the Symphony, Scott Parker is resigning from his position. A1a. In this section I will recommend the key steps that Anne should take to address these weaknesses to ensure a successful start of the merger: 1. Analyze the problems that both organizations had been facing before the merger. 2. Discuss the details of the merger with the leaders of both organizations. 3. Discuss the details of the previous contract and salary agreement for the musicians, so that everyone could be aware what types of decisions should be avoided. 4. Interview potential candidates who are qualified and can take the position of the previous CEO. 5. Inform the musicians and employees of the advantages and disadvantages that may occur if the merger may or may not take place. 6. Provide feedback to all who have concerns or ideas that could increase the success of the merger. 7. Produce a balanced scorecard, which shows the strategic goals of the merger. A2. There are multiple financial and leadership strengths and weaknesses of the Utah Opera, which were in place before the merger. The main financial strength is its endowment fund and the amount of $5 million. The opera also had assets in the amount of $4.8 million in performance equipment and landscape ownership. The hardwork and support in fundraising by Anne Ewers lead to the paying off of $450,000 in bills of the organization. The financial weaknesses of the opera before the merger are lower profits from revenues of decreased tickets sales and fundraisisng events. There is also adequate funding to make up for the increase in annual expenses. The main leaderdship strength is the support and work ethic of Anne Ewer. She has been working for the organization for eleven years and lead in the accomplishments of promoting fundrisiang andhelping the organization to get out of debt. The organizations leadership weakness is the lack of negotiationg that is allowed for the musicians salaries Another weakness is that it also no longer has its director of operations, Leslie Peterson to back them up in their efforts since that person is no longer with the organization. A2a. In this section I will recommend the key steps that Anne should take to address these weaknesses to ensure a successful start of the merger: 1. Analayze the budgets and financial performance of the organization to determine the areas of weakness. 2. Have weekly meetings with all the leaders of the organization. 3. Brainstorm to obtain all possible ideas that could ensure that the mergers gets started off on the right track. 4. Assign job tasks to all of the leaders so that they could aid in the support of the merger. 5. Create new guidelines for the collective bargaining process. 6. Design more fundraising opportunines for the Opera to raise money. 7. Research and request additional grants that would support the merger. A3. Utah Symphony Financial: The financial aspect shows the financial goals that the organization want to achieve in the future. It also shows what the budgeting and fundraising that needs to be accomplished in order to meet these goals. Customer: The customer aspect shows the organizations goals to meet the needs of its customers. The Sympony is aware that they have to work hard to maintain a audience because they are the main source of income for the ticket sales. They must always provide quality performances to keep their current customers and attract new ones. Internal Process: The internal process aspect focuses on increasing the funding that the organization receives. The symphony must come up with new ways to earn money through fundraising it can promote profability. Adherance to budgets would also be beneficial for them because it can allow them to steer away from spending too much on expenses which they cannot afford. Learning and Growth: The learning and growth aspects can greatly contribute to strengthen the Symphony at this time in the economy. The performance should be fexible and not stick to one standard performance, so that it could attract new audiences which were not previously interested in what they had to offer. Utah Opera Financial: The financial aspect focuses on the goal to have a financially strong opera by increasing the endowment funds and promotion of fundraisers. It would be a working progress since they are not currently financially stable but their productivity will pay off in the long run. Customer: The opera needs to increase the attendance of the performance. They can do they using new marketing techniques and lowering the prices of the tickets so that more customers would be encouraged to attend the performances. This could lead to the opera becoming recognized on the national and regional levels. Internal Process: The internal process aspect fouses on keeping quality musicians on staff and attracting new talented musicians. This could lead to a financially stable opera because they would have the talent to back them up in their efforts. This talent would also encourage the customers to spread the word to others about the astounding performances of the musicians. Learning and Growth: The learning and growth aspects focus goals to increase the amount of tickets that are being sold at the performances and also increase its endowment funds. They are able to achieve this by maintain quality performances and incorporating new ways to attract customers to the performances. The scorecards for the opera and symphony both represent the differing cultures and visions of the company by focusing on the desires of the people in society while at the same time increasing its profitability. Their visions of becoming a world class symphony and nationally renowned opera can be accomplished by keeping their customers happy by giving performances that go above and beyond their expectations. The scorecards for both addresses their strengths and weaknesses because it lists important details of the factors that strengthen than and also the factors that are not beneficial in promoting their stability. B. Balanced Scorecard Balanced Scorecard The vision for the combined organizations is to become a unified world class and nationally renowned organization. The business model is to provide high-quality performances which would result in an increase in profits and endowment funds. Financial Strategic Goal: Become financially stable by increasing revenues received annually. Critical Success Factor: Increase fund raising and endowments. Measure: Increase the reserve fund and organization profitability. Customer Strategic Goal: Focus on the desires for their performances regionally, nationally, and around the world. Critical Success Factor: Hire talented musicians who can aid in the success. Measure: Reach out to society, sell out performances, and receive feedback after performances. Internal Process Strategic Goal: Sustain financial flexibility by decresing expenses and recruiting new talented musicians Critical Success Factor: Ensure that the contracts of the musians are renegotiated. Measure: Improve profibalitiy and increase ticket sales. Learning and Growth Strategic Goal: Increase the varitety of performances to attract new audiences. Critical Success Factor: Develop new marketing plans to increase revenues. Measure: Increase ticket sales and sustain a returning audience. C. Analyze the strengths and weaknesses of the proposed merged company, addressing the  four  aspects of the scorecard you developed in part B. Financial Strenghts : This merging would offer the necessary supplies, cost discount rates in management, employment and purchasing that the company needs to help maintain functions while maintain solution prices. They would also benefit from the mixed fundraising events, and increase in revenues from the ticket sells from the combined larger audience that would be in attendance for the performances. Financial Weaknesses : Both of the organizations have to efficiently market this merging to the public to be able to have a increase in the size of the audience due to he viewer being unfamiliar with the experience of a merger. The organizations must also hire new musicians who are more talented than the current ones on the staff so that the audience would be motivated to attend the performances. Customer Strengths: The merging would be regarded an achievements if it is able to entice a new viewers while creating sure that the activities are developed to provide them what they want to see. Additional performances would allow flexibility and encourage more viewers to attend since it would fit with their schedules. Customer Weaknesses: The merging could be regarded as a failure if the viewers are not impressed by the skills of the performers . They could also be discouraged from attending it the quality of the performances do not meet their expectations. Internal Process Strengths: Both of the organizations have hardworking leaders whose efforts would be used toward ensuring that the merger is a success and overcoming obstacles that they may face in the future. This would result in a stronger management team that could be a backbone for the organization and its musicians. Internal Process Weakness: The merger could be considered a failure if the organizations are not able to renegotiate the salaries of its current musicians. This could result in the musicians leaving the organization, and also the inability of the organizations to recruit new musicians due its current situation. Learning and Growth Strengths: The merger could lead to a variety of performances which would attract new viewers who were not previously interested in performing arts. It would also increase the talent of the musicians by allowing them to teach each other new skills that they may have not known before. Learning and Growth Weakness: The merger of the organizations could possibly present an obstacle because their expenses are more than the revenues. If the amount of the revenues are not increased in the future to take care of the expenses, the merger would be a failure and increase the debt of the organizations. D.   Identify  one  highly probable issue that could arise during the merger process for  each  of the following areas: †¢Ã‚   Finance †¢Ã‚   Human resources †¢Ã‚   Customer satisfaction Finance: The merger could result in a increase of overhead and operating expenses since there would have to be a increase in space to accommodate the combine audience and the group of musicians. This could be over come by increasing the amount of fundraising that both of the organizations promote each year. human resources: The staff of the human resource department could feel like the merger has become a burden for them because they now have more job tasks to deal with due to the increase in staff. If the organizations do not hire additional employees for the human resource departments, their merging efforts could lead to much confusion. customers satisfaction: The satisfaction of the customers decrease if the talents of the opera are not increase to equal to the amount of talent as the symphony. Both organizations have skills, but the symphomy has become more established by reaching larger audicences and obtaining higher revenures in ticket sales. If the musicians from both organizations do not practice as a group, the customer could notice a difference in lower quality of the performances. D1. Finance: To efficiently create new fundraising events, selected board members from the opera and symphony would need to evaluate their previous successful fundraising events concepts and create a plan for applying new finance increasing strategies. Human Resources: To be able to efficiently settle agreements and incomes the management organizations must have a solid combined negotiating unit. The organizations could also share wheir management techniques. Customer Satisfaction: To be able to keep an open line interaction with their customers, the staff must create a survey to be able to receive reviews from their new and existing customers, also by developing a strong strategy as a way of hiring new customers.

Employment Relations Essay

At the most fundamental level, employment relationship involves monetary exchange where there is contract between an employer and employee to obtain the output of employee’s ability to work. (Balnave et al. 2007) This relationship can often result in either dispute or collaboration within an organization. More often than not, the different aspects of the nature of employment relationship tend to likely generate conflicts between the employers and employees. The focus would be on industrial conflict, which from time to time occurs between managers and workers, the classification of conflicts and what are some of the theories which describes the situation of industrial conflicts in Singapore. As defined by Komhauser et al., industrial conflict is ‘the total range of behaviours and attitudes that express opposition and divergent orientations between industrial owners and managers, on the one hand, and working people and their organisations on the other hand’ (1954,13). Singapore is generally noted as a peaceful country with minimal industrial conflicts. This mainly attributed to the presence of strict regulations against overt conflicts as stated in the requirements of ‘restrictions on strikes and lock-outs’ (Attorney General Chambers 2009). The presence of mediation or conciliation channel also assisted in the resolution of concerning issues. Conflicts are seen to be complicated and in Singapore, some causes or outline that are governed by theories of Industrialisation, Institutionalisation, Political, Economic and Social factors. More of these would be looked into further in this essay. Overt and Covert Conflicts Opposing behaviours and attitudes can be classified into 2 categories, namely overt conflict and covert conflict. According to Petzall et al. (2007), overt conflicts are conflicts which are planned and joint by two or more persons, thus observable by the public. Examples of such conflicts include strikes, lockouts, work to rule where employees perform only duties which are indicated in their contracts, political demonstrations and many more. Petzall et al. (2007) also mentioned that covert conflicts are conflicts which are unplanned, concerns individual and hence less observable by the public. Examples would include absenteeism, work sabotage, job-hopping where people change jobs to get better pay or pursue their personal interest as well as low work efficiency. Covert conflict is seen to prevail over overt conflict in terms of the financial losses of a business. In Singapore’s context, it would be considered illegal to have overt conflicts due to the existing strict criminal law stated in Attorney General Chambers (2009) Despite the fact that there were strict laws to adhere to, there are several channels such as Industrial Arbitration Court (IAC), Case Trust, Ministry of Manpower (MOM), National Trade Union Congress (NTUC) and more, where individuals could approach to resolve certain conflicts they experienced. For example, Sharon (2011) reported on a case of disagreement between SIA and SilkAir pilots and their company over their flight payment. The issue was referred to Industrial Arbitration Court (IAC) where the judge proposed that the company could have constant observation of the flight schedule to make sure there is fair payouts distribution. In this scenario, IAC had acted as a conciliator. The reduction of conflict in Singapore is also due to tripartism, wage reform and labour legislation. In tripartism, there is involvement of managers, employees and ‘other systems such as political, social, economic, technological, cultural and legal systems’ (Tan 2007, p.27). These parties would resolve matters in a diplomatic manner. The establishment of National Wage Council (NWC) brings about tripartism where workers’ wages are evaluated and wage reform, where there is flexibility in the wage payouts, was introduced. Tan (2004) mentioned that the benefits were studied and it was found that having flexibility enables organizations to make swift modifications to their cost computation during economic variations so as to be cost competitive. Organisations also could reduce wages during difficult time and give incentive in better times which assisted in allowing workers to stay in their job. The introduction of Employment Act also played a major role in providing regulations on the conditions of work. The use of frames of reference is a necessary and essential tool to better identify a person’s view and actions on employment relations. Fox recognized three frames of reference, namely the unitarist, pluralist and radical frames. (McCourt W.;Eldridge D.,2003) Unitarist The underlying theory of this perspective is that ‘employment relationship is based on mutual cooperation and a harmony of interest between employers and employees’ (Balnave et al. 2007, p.10) In this circumstances, the targets and objectives of the organisation are universal. Management is viewed as the only authority and managers see their power to make independent decisions of their business without being hindered by government, workers or unions. Trade unions are not embraced and are considered as interference to the harmony of the organisation. The presence of industrial conflict is regarded as having poor management or failure to lead effectively. As a result of this perception, the various interests between the management and labour were not recognised. Pluralist In this approach, conflicts are regarded as unavoidable. It recognises that organisations are made up of cluster of individuals with their own goals, interests and direction. (Balnave et al. 2007, p.11) To prevent damage of diverse interest, measures and regulations have to be in place and use, leading to the ‘institutionalisation of conflict’. This ensures that there is equal distribution of power amongst stakeholders. Trade unions are welcome as it permits employees to have a say in what concerns them in their organisation. Singapore can be seen to have more of a pluralist approach from the formation of NTUC which consists of representative of employees. These representatives are given the opportunity to voice and negotiate over the terms and condition of their employment and their opinions are also taken into consideration in the management’s decisions. NTUC branch representatives also involve themselves in collective bargaining where feedback could effectively be gathered on concerning issues. On the other hand, another trade union known as Singapore National Employers Federation (SNEF) was also set up to represent the employers’ interest. Radical/Marxist It consists of a wider scope as compared to unitarist and pluralist viewpoint. This perception involves society being segmented into different status where there is unfair allocation of power between those who has financial capabilities and those who can only offer their labour. The status difference caused the incompatibility between employers and employees. (Balnave et al. 2007, p.11) Singapore Industrial Relations System Anantaraman (1990) suggested that Singapore’s economy is made up of industrial relations system and production system. Both systems are in reliant of one another as the consequences of the industrial relations system would result in the contribution of the production system. Industrialisation Industrialisation has often been associated with industrial conflict. Ross and Hartman (1960) mentioned that the type of strikes of a particular country is connected to the country’s industrial relation system. This theory maps out four patterns, namely North European (type 1), North European (type 2), Mediterranean/Asian and North American. Singapore could probably be classified under North European (type 1) where the government has been actively engaging its interest in the economy of Singapore. There have been continuous efforts by the government to attract more and more foreign talent. Ramesh (2011) quoted what former Minister Mentor Lee Kuan Yew said that, ‘Singapore would not be able to punch above its own weight if it were to depend on talent from its own population’. As technology progresses, the stress placed on workers for major scale and non-stop productions increases the likelihood of industrial conflict. (Woodward 1958) This again could be due to Marxist perspective where workers with lower status could only provide their labour output as they do not have any capital and those who has the capital would maximise these labour’s output for high profits. Institutionalisation Wright Mills (1948) recognised that there are four phases where institutionalisation is related to the pattern of conflict. The first phase is where trade unions are against the negotiation prerogative of businesses and the focus is on individuals. It is unplanned and can be aggressive. The second phase involves businesses restructuring themselves into associations to oppose the rising authority of trade unions. As a result, the bargaining outline became more national and industry based, converting conflicts into a more organised manner. Third phase went on to become an effective mediating stage while the trade unions’ viewpoints are overruled diplomatically in the fourth phase. At the last phase, trade unions developed tactics to advance into institutions, involving the workers to be part of the economy. They also engage themselves in conflict resolution and labour contracts. For the case of Singapore, NTUC has been strengthening ties with other businesses and unions such as National Taxi Association, Cathay Cineplexes Food & Drinks Allied Workers’ Union and Housing and Development Board Staff Union. NTUC has also been participating enthusiastically in collective bargaining assembly. Ciegg (1976) also mentioned that the more thorough the difference of opinion reconciled with collective bargaining, the lesser strikes would occur. According to Wright Mills (1948), trade unions and business associations are formed to counteract each other. This led to the nation’s participation where trade unions becomes engage in politics and in turn affects the government policies. Political Factors Conflict is determined by the sharing of political power distribution. Singapore’s trade union has a unique relationship with the government, People’s Action Party (PAP) as most of the members within PAP used to be part of the union. Halimah Yacob being the Deputy Secretary General of NTUC and a Minister would attend cabinet conference and address worker’s issues. As such, this helped in the reduction of conflicts. It is cited by Korpi and Shalev (1979) that the greater admittance to the government contributes to lesser occurrence of conflict. Economic Factors As indicated by Paldham and Pederson (1982), the changing models of conflicts are due to adjustments of wage present in variety of workers. It is researched by Smith et al. (1978) that there are four factors namely amount of income, labour concentration, organisation size and dominance of women in workforce determine the differences in conflict. Those who earn high income in Singapore vie for better income. There is also a significant increase in women joining the workforce according to statistics produced. (Ministry of Manpower 2011) Social Factors Notwithstanding to economic factors, social factors also play a part in ensuring minimal conflict. Mayo (1933) explained that while worker’s economic needs are met and the social needs are not met, there would be high possibility of conflict and presence of low spirits in the workplace. One aspect of social needs would consist of communication. NTUC promotes its dedication to be one which has open communications in the workplace, free from prejudice regardless of any type of individuals. Conclusion Several theories have been discussed pertaining to the causes of industrial conflict. There are many more theories surrounding the area of industrial conflict and it differs in different countries depending on the industrial systems and the governance present. It would be impossible for a country or any organization not to have any conflicts. However, Singapore can be considered successful in handling overt conflicts as shown through the legislation in place and also a variety of mediation or conciliation bodies such as NTUC, IAC or MOM which are available for different employees or employers to approach. Finally, there has to be active listening and pro-activeness by the government on dealing with the burning issues occurring constantly as time progress so that conflicts can remain manageable. Reference Anantaraman, V. 1900, Singapore Industrial Relations System, Linographic Services Pte Ltd, Singapore Attorney General Chambers, 2009, Illegal Strikes And Lock-outs in Essential Services, Singapore, viewed 18 February 2012, Balnave,N., Brown,J., Maconachie,G. and Stone,R. 2007, Employment relations in Australia, John Wiley and Sons, Milton, Qld Ministry of Manpower. 2011, Singapore Workforce, 2011, MRSD, Singapore, viewed 20 February 2012, Petzall, S, Abbott, K and Timo, N, 2007, Australian industrial relations in an Asian context, 3rd ed, Eruditions Publishing, Cowes Victoria Ramesh, S. 2011, ‘S’pore cannot do without foreign talent: Ex-MM Lee’, 22 July, viewed 18 February 2012, Sharon, S. 2011, ‘IAC rejects pilots’ proposal on flight allowance’, 21 October, viewed 23 February 2012, Tan Soo San 2004, Wage Reform And Tripartism: A Test of Trust at Work, Centre for Governance And Leadership, Singapore, viewed 25 February 2012,

Is the current welfare system a problem Essay

Poverty and inequality has always been the problem that confronts the many leaders of different nations. It was a long weary issue yet unfaltering. The many times we can behold it, the many times will I yell the grievances of the poor and the deprived. Hierarchy of classes occurs since time immemorial. The Biblical times even have account for that, but the most disgusting is the continuous perpetuation of the situation, the despicable and unfathomable exploitation of the poor by the elites and the growing wealth disparity. How many times did proposals were made and yet proposals remain as it is, it never attempt to address the basic needy of the poor. People grew weary and tired in of hoping that all their ails were to be address accordingly, but it was always a fancy illusion. When somebody toils for subsistence, the state always exploits him, his vulnerable soul. Heavy taxes and the cost of living were surging. How can he find fulfillment in a society, which he lives thereby/ it’s all useless. Even justice was at all naught. It favors those who live in luxury and never was fashioned to the marginal population. In every corners of the world, anvil is laid for the rich, and never for the poor. Sometimes, you cannot blame for their wrongdoings, for their transgression on the lives of others. The society pushes them to do so, and apparently, their body reacts. Even the figures published by the government were all falsely done. In a broader perspective poverty does not alleviate, it even upsurge. We need not to dig deeper on the and establish a methodology to measure a single family their capability or incapability to sustain their family to come up to a conclusive grounds that they are really belongs to the poverty line. It is more then enough to see their famished predisposition. But famish must be understood not on its context only. Everybody feels famish at times, anyway. Famish co-exist with duration. The longevity of being coiled to starvation is not a natural process of life. It is a disease inflicted by the society’s unsophisticated individuals. Thus, it is problems that need to be resolve before it’s too late to mend it. Enough for the hullabaloo’s of many politicians who intermittently exhibit their philanthropist being, because as quoted and which I have absorb the lot â€Å"those that are lavish in words are niggard in deeds†, it is undoubtedly true. We cannot deny the fact that we are inclined to let things bend over us, to satisfy our tiny whims or our desire to shower ourselves with gold. But let this not blind us. In the far end, we will become the victim of our addiction. For if we let the hurricane whirls on our surrounding and we keep still, we will sink in the center and drown out to death. The powerless and aimless vast number and keeps on expanding poverty-stricken families will one day, gain their leverage to unite in numbers and fight the oppressors of the world, to oust them in power and to establish a society devoid of injustices and inequality. The rise of modernism aggravated the plight of the poor; you cannot blame them to raise a couple of counter reactions against the elites; their rights and privileges were deprived and naturally, they were determined to assert it. Why should we wait for ‘Nature’s vendetta’ to come when we can make tiny reparations and adjustments to give what is due for our brothers and sisters. This about it, tomorrow will never become brighter, while the remnants of injustices are alive. Yet, we are looking forward to a brighter future. Let’s then mark an end to widening poverty line in our own tiny ways.

The For An Anonymous Donor Program - 985 Words

Additionally, while there are solutions to the organ shortage problem, there are also alternative solutions. The first alternative solution is to establish an anonymous donor program, where organs are donated and received from complete strangers. An advantage to an anonymous donor program would be that, it would eliminate the social bias and the medical bias. On the other hand, a disadvantage would be that, the recipient of the organ would know nothing about the donor. That could present issues for someone that uses their religion to guide their decision when choosing an organ donor. The second alternative solution is a reward system of organ donation. People that donate organs could receive money in return for their donation. That money could either come from the recipient of the organ, or an established organization. A disadvantage to a reward system of organ donation is that, people would be donating organs for the extrinsic value of the act, instead of doing it to help the greater good of someone else. Another problem that could arise is that, people would begin to feel entitled to receiving an organ if they are wealthy or come from a high level of society. On the other hand, an advantage could be that, more people would begin to donate organs if they knew that they would be receiving something in return. So while there are many solutions and alternative solutions to the organ shortage problem, the ultimate solution is stem cell research. A stem cell canShow MoreRelatedEssay about Sperm Donation: A Viable Option828 Words   |  4 Pagesput their children in school, specifically for their betterment, we should also federally mandate that the use of a sperm donor must be noted on a child’s birth certificate. 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