Utah Symphony Case Study

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SAMPLE EXCERPT . . .
Anne had already shown that she was committed to the arts, growing the budget of the UOC from $1.5 to $5 million; quite successful at fund-raising and keeping the operatic budget solvent. Her positional power would be useful in convincing those who felt the two entities should be separate that a merger would be both fiscally and artistically effective and would benefit all the stakeholders, especially the arts community in Utah. Anne's personal power, in effect, would be of use in buttressing her professional abilities by remaining optimistic, excited and positive about the merger.

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Question 4 -- Issues with Musicians: The musicians represented the largest internal interest group of stakeholders and a part of a collective union who bargain and act as a unit. Some of the musicians worried that the symphony would become an "appendage of the opera" much like in Vienna, Austria. The musicians, in fact, formed an ad hoc committee asking for their concerns to be addressed within the merger focusing on protection of enhanced artistic excellence, improving pay and budget to reflect 52 weeks of service and a strong collective bargaining agreement. The issue could become volatile if the musicians used their collective bargaining position to boycott the merger, or to use public relations to paint the merger negatively. Anne certainly has the power to mitigate this issue; again through a combination of personal excitement and professional acumen, to show the musicians how, in effect, they would move from performing one or the other (opera or symphony) to a full-fledged musical community with events almost every week of the year; thus actually creating more opportunities for both artistic and financial success for the musicians as stakeholders.

Case Study on Utah Symphony Case Study #1 Assignment

Question 5 -- Organizational Tactics: Influence is often defined as the ability to influence the beliefs and/or behaviors of others through personal power, motivation, logic and persuasion. For Anne to support the merger, she needs to use strategies and tactics that influence the opera's staff into their support of the merger. There are many ways Anne could do this. First, she might use rational persuasion -- giving the facts to the stakeholders. Without the merger, it might be unlikely that either entity could remain as effective under current economic conditions as it is at present. The opera might have to reduce the number of productions, limit costumes and sets, and even the quality of artists invited to Utah. Second, Anne could combine personal appeal and inspirational appeal to communicate her overall belief in the merger and the potential growth of the arts community in Utah based on the merger. With economies of scale, larger musical seasons, potentially more ticket sales as well as fund-raising and foundational grants, the overall arts picture for the units would be greater -- and thus the excitement from the ability to reach more of the community, to provide more artistic education, and above all, more opportunities for those involved. Forming a coalition of supporters, using strategy to influence tactics, and continually involving the staff of both organizations will provide the information and confidence needed for merger support (New Charter University, 2012).

Works Cited

Collier, N. (2008, January 28). Personal Power Vs. Positional Power. Retrieved from NSC Blog: http://www.nscblog.com/miscellaneous/personal-power-vs.-positional-power/

Delong, T., & Ager, D. (2005). Utah Symphony and Utah Opera: A Merger Proposal. Harvard Business School Case Study, 9-404-116, 1-16.

Gollwitzer, P. (1999). Implementation Intentions. American Psychologist, 54(7), 493-503.

New Charter University. (2012, August). Commonly Used Influence Tactics. Retrieved from new.edu: https://new.edu/resources/commonly-used-influence-tactics

Thomas, K. (2009). Intrisic Motivation… [END OF PREVIEW] . . . READ MORE

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