1. Utah Symphony and Utah Opera: A Merger Proposal Review Organizational Management Task 3

2. Introduction • Recommendations to the combined board of directors on key aspects of the merger process in Utah Symphony and Utah Opera could be • Setting the strategy for the merger to take place • Monitor corporate routine of the merger • Oversee the possible risks in management • Giving managerial assistance to the CEO on challenges they face in running the merger • Fighting for good leadership among others.

3. Opera Culture Adhocracy • Thrust: Create • Means: Adaptability, creativity, agility • Ends: Innovation, Growth cutting-edge

4. Symphony Culture Hierarchy • Thrust: Control • Means: Capable processes, consistency, process control, measurement • Ends: Efficiency, timeliness, smooth functioning

5. Cultures • Clan-A clan culture is characterized by a sense of inclusion, individuality and shared values and goals over structure and hierarchy. • Adhocracy-An adhocracy culture values innovation, creativity, entrepreneurship and flexibility • Hierarchy- A hierarchy culture values efficiency, reliability, stability and internal focus, according. • Market-Companies with a market culture are primarily focused outward, on transactions with suppliers, customers and regulators rather than internal stakeholders

6. Opera and Symphony Comparison • The two companies have varying organizational cultures, ranging from how authority is ranked to other values responsible with control and governing. • Symphony Does not invest much on fixed assets but on liquid assets thus predominating in terms of budget • Opera has greatly invested in the fixed assets, thus having high fixed assets ratio. • Symphony has an orchestra while Opera lacks even long term performing artists on contract • Since they both serve the same market, there is competition and thus commonality in customer focus. Each employ measures to increase competitiveness.

7. Differences in organizational structure • In terms of distribution of authority and decision making, Utah Opera and Utah Symphony as individual companies differs in that; • Utah Opera follows a hierarchical structure in its authoritative line and decision making is a role executed by the governing board of trustees. The CEO and the music director reports directly to the board • In Utah Symphony on the other hand, The board of directors is the overall authority and decision making is agreed by the board. The structure is also hierarchical

8. Factors critical to support the first-year strategic goals • The first year strategic goals of the merger will encompass: • Integration of the business processes of the merging companies • Reduction of overall expenses as a percentage of profit • Retention of key employees • Maintenance of an audience base for both the merging firms • Identification and pursuance of synergistic opportunities between the two companies

9. Critical factors cont… • To best ensure that the newly formed merger supports the first-year strategic goals, some key factors should be considered. These include • Having a clear and complete set of goals, objectives and scope of the newly formed merger. • Offering Strategic Category Leadership • Remaining focused on the consumers • Maintaining a low cost and flexible operations mechanism

10. Audience strategy for Anne Ewers • Before delivering her speech, Anne Ewers should take into consideration a number of things: • Should focus on the needs of the audience with regards to the merger • Should remain persuasive especially when addressing the employees and contractors • should prioritize the fact about the crisis and how to overcome it.

11. Message strategy for Anne Ewers • Anne Ewers is expected to remain persuasive throughout provide a persuasive strategy to ensure that she succeeds in convincing the workers and contractors of the Orchestra that the financial crisis of the Utah Symphony will remain as the main concern of the merger prior, during, and following the merger, and therefore very important for them to agree with the proposal

12. technology tools to be used after the merger • For the merger to effectively execute its role, different technological tools could be recommended for use. • Document management systems to allow them manage records and all documentation thus adopting to the new environment quickly. • Mobile communication technologies to enhance communication between the managing board and the other staff, as well as with the orchestras and the contractors involved.

13. Implementation of these tools to the company’s strategic goals • Risks involved in the implementation of Information Technology in an organization are many • They should be identified and analyzed to allow implementation of these tools aid in achieving organizational goals. • The board governing the Utah Opera and Symphony merger should seek consultation before deciding to adopt • Prevention of the risks associated to technology is essential for the success of a merger • Technological risk management practices should be put in place

14. Conclusion • The Utah Opera and Utah Symphony merger was a success • Ewers braveness to take on the role as the CEO contributed greatly to the success of merger forming

15. References Daniel, T. A., & Metcalf, G. S. (2001). The management of people in mergers and acquisitions. Westport, Conn.: Quorum Books. DeLong, T. J., & Ager, D. L. (2004). Utah Symphony and Utah Opera: a merger proposal. Boston, MA: Harvard Business School Publishing. Neubecker, L., & Stadler, M. (2003). Endogenous merger formation in asymmetric markets: a reformulation and welfare analysis. Tübingen: Wirtschaftswiss. Fak. der Eberhard-Karls-Univ. ;. Picot, G. (2002). Handbook of international mergers and acquisitions: preparation, implementation, and integration. Houndmills, Basingstoke, Hampshire: Palgrave/Macmillan.