Utah Opera & Utah Symphony Merger PowerPoint JFT2 Organizational Management, Task 3 April 13, 2014 Introduction 3 A. Company Culture 3 A1. Company Structure 7 A2. Key Factors 11 B. Audience Strategy 18 B1.
They were well managed and financially able to tour several cities and perform hundreds of concerts. Due to the weakening of the economy, the bursting of the internet bubble and subsequent collapse of the stock market and the tragic events of September 11, 2001 had led to a decline in public (e.g., government subsidies) and private ticket sales and individual, corporate, and foundation pledges, support for the arts. This trend had significantly hindered an already financially strapped arts community and left them to scramble to find other ways to replace lost revenue in order to maintain their organization. The Utah Symphony held its first concert on May 8, 1940. In 1947, Maurice Abravanel, an experienced maestro took over and spent 32 years vociferously defending his musicians and securing them full time professional status.
Analyze the roles and responsibilities of capture team members and determine which two roles could be combined into a single role. Explain your rationale. “The capture manager must win the order and is responsible for all prospect contact before, during, and after the proposal is submitted, conforming to the prospect’s rules. The proposal manager leads the team and is responsible for resources, planning, scheduling, and production. The program manager develops a winning solution that complies with the organization’s objectives.
Factor number two is the company offering free shipping to orders over $100. Not only did this cause the company to lose the income that it brings in for shipping and add shipping costs to it’s expenses, it also added to marketing by $13,000 plus an additional $32,000 for magazine marketing when ‘Marketing and administration’ it was only budgeted at $90,000. The shift in the economy during this time frame affected the budgeted ‘labor’ expense due to the increase in pay for it’s hourly employees. All of these factors combined worked against the company to cause a negative in operating profit. Although AGM fell short in meeting it’s master budget for this quarter, these unexpected occurrences can help them to better budget for the future of agm.com.
Mr. President, everyone at LJB needs to understand the definition of internal control and what is required of them under the SOX law since this law requires a combined effort from top management and employees alike. Internal control “consists of all the related methods and measures adopted within an organization to safeguard its assets, enhance the accuracy and reliability of its accounting records, increase efficiency of operations, and ensure compliance with laws and regulations” (Kimmel, Weygandt & Kieso, 2009, pp. 327-328). In other words, effective internal control can help companies achieve established financial goals, prevent loss of resources, and prepare reliable financial statements. Under SOX, all publicly traded U.S corporations are required to maintain an adequate system of internal control by means of developing principles of control over financial reporting as well as continually verifying that these controls are working.
However, while the architectural paint industrial sales are expected to grow year after year, the total number of paint companies is expected to drop by 2 to 3 percent per year. This reduction of paint companies is forcing many companies to consider activities such as merger and acquisitions to move forward. The architectural paint industry provides their products to multiple groups, placing a focus on two main areas:
western Governors university| “Utah Symphony and Utah Opera: A Merger Proposal” case study| The Balanced Scorecard| | A. Seaward| 11/15/2011| “Every company has a vision of where it wants to go and has created strategic objectives to define its business goals. Good companies create clear steps on how to get to their strategic goals. Great companies decide what they will measure to monitor progress to their goals. This, then, is the objective in developing a balanced scorecard for a company (JFT2 ,2011).”| The balanced scorecard is intended to link short-term operational control to the long-term vision and strategy of the business. The balanced-scorecard concept is based on three dimensions in time: yesterday, today, and tomorrow.
Disney shares jumped 84 cents, or 2.5 percent, to $34.57 in after-hours trading. The shares gained 44 cents to end the regular trading session at $33.73 before the earnings were announced. Tourists from abroad also took advantage of the weak dollar, increasing park attendance and spending. Resort revenue grew 11 percent to $2.73 billion, and hotel bookings at the resorts through 2008 were trending higher than last year, the company said. "We're definitely benefiting from the dollar weakness ... in two ways," Chief Executive Robert Iger told analysts on a conference call.
In addition, this paper will address how Wal-Mart handles indirect and direct conflict. The paper will define high performance organization and analyze each of the above principles and programs to establish the importance of each in achieving organizational success. Elevating Performance through Motivation, Ethics, and Conflict Management Wal-Mart is a multi-billion dollar organization whose success can be contributed in part to the importance of recognized employee motivational techniques. Among some of these techniques, Wal-Mart encourages advancement from within the organization, which promotes self-motivation. Wal-Mart also offers its employees a benefit compensation package in which it can be wholly an organizational contribution or the employee can add their own funds.
Audi's global sales rose 8.3% to 1.58 million vehicles in 2013 however despite the increase in revenue, the net profit fell 7.7% ($5.57billion) and the operating profit margin fell to 10.1% from 11% the previous year. Based on this one could assume Audi is experiencing diseconomy of scale. But when you dig deeper into their situation the reasons for a lower net profit is not because of a “per-unit” cost of production which would truly mean they are operating as a diseconomies of scale. The true reasons appear to be because of their expansion investments. As per the article Audi “warned that profit would be hit by investment in new models and tougher climate regulation”.