Wgu Jft2 Org Mgmt Task 3

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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. Message Strategy 21 C. Technology Tools 23 C1. Tool Implementation 25 References 27 Introduction Art organizations across the United States rely heavily on ticket sales and contributions, along with business and foundation gifts to continue operations and explore opportunities for growth. With the economy softening in 2000 and the terrorist attacks on the World Trade Center on September 11, 2001, attendance to cultural art events was forecasted to be down 4% from the previous year, along with continuing declines in investment income and public subsidies (DeLong & Ager, 2005). To become more stable in a changing environment, the Utah Symphony and the Utah Opera are merging together to join forces in the cultural arts business. The purpose of this presentation is to provide recommendations to the combined board of directors on key aspects of the merger process. A. Company Culture: Corporate culture represents the “collective attitudes, beliefs, common experiences, procedures, and values” that hold it together and are widespread within the organization (Gupta, 2009). Corporate culture is displayed in the way a company conducts business and how employees, customers, and the community are treated. A company’s culture is also shown through the level of freedom that is allowed in decision making, personal expression, and in developing innovative ideas. Another aspect of corporate culture includes how information flows through the company’s hierarchy and how committed the employees are toward the corporate objectives (Gupta, 2009). The competing values framework (CVF) is the most widely used approach for classifying corporate

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