Date: December 10th, 2014 To: Anne Ewers From: Lauryn DuValle Re: Utah Symphony and Utah Opera ______________________________________________________________________________ Introduction Whether it is a large or small scale endeavor, it is imperative that each organization have notable rules, standards and goals to structure the premise for their existence. For this situation, the merging of both the Utah Opera and the Utah Symphony require establishing new objectives achieved through three stages: mission development, defining and developing organizational culture and leading change. Stage I: Prior to Merger- Focus and Motivation Creating a Mission : Developing a cohesive mission must incorporate compelling components to help guarantee the success of the new organization. Based on the James Phills theory (Phills, 2005) your mission should embody the …show more content…
Mission and vision are interlocked to guarantee that there is no distinction between what representatives sees and feel. On the off-chance that workers hears one thing and experiences an alternate, they are more prone to doubt authority, and “less likely to be motivated to work toward fulfillment of the organizational vision” (Deetz, Tracy &ump; Simpson, 2000, p. 55). The same is of the relationship of vision and organizational culture. However, if the essential presumptions and day by day hones that make up the society don't match what the vision requires, the representatives won't buy into the vision. Rather, the impact of the culture will lead them to resist. This implies that you should either change the vision, or change the society. It is vital to note that a compelling vision can impact a change in the society Deetz, Tracy; Simpson (2000) describe a cycle where the vision arises out of the culture, and then helps to “shape and focus the evolution of that culture,” inevitably prompting when both components adjust (p.