Management
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Management
Financial and Leadership Utah Symphony
Strengths
Utah Symphony through the leadership of Maurice Abravanel was one of the bests managed organization. The distinct style and experience of the leader has been a core factor in the long existence of the organization in a competitive art Industry (Delong & David, 2005). Though he is deceased, the predecessors followed his leadership approach.
The fame of the Symphony has enabled it attracts a vast pool of supporting staff and experienced performers. The Symphony has thirty-three full-time workers and eighty-three musicians, and this makes the firms operation capacity formidable at a period when the majority of the orchestras
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Financial
The strategic objective of Utah Symphony is being financially stable and has ample yearly profitability. The integral success factor is related to supporting the fundraising activities to ensure that the prices of the ticket remain constant. Delong & David (2005) asserts that the success measure is linked to realizing profitable within the coming years from the 116 dollars to about 500 dollars. As such I feel that fundraising might not be the best approach to improving the Company’s financial outlook since the USO had significant financial disadvantages (Delong & David, 2005). Rather, the collective bargaining agreement ought to be revised with the musicians this is based on the fact that it provides a better opportunity of reducing the operational expenses of the form hence providing to free more cash.
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Utah Symphony would benefit as a result of a strong financial backing while Opera would benefit as a result of the expansive size through which the Symphony usually operates The reduced costs would facilitate the organization to enhance its performance and reduce the prices of the tickets hence availing a competitive advantage to the organization. This shall further increase it shares in the market. The company shall be able to house both the orchestra and opera activities with a single unit hence availing convenience to the customers who are provided with a choice (Delong & David, 2005). It would be important to host joint training initiatives and reduce the linked overhead costs that might be incurred in cases no merger occurred.