Organizational Management

26375 Words Jun 25th, 2013 106 Pages
SUBDOMAIN 329.2 - EXECUTING ORGANIZATIONAL STRATEGY

Competency 329.2.1: Strategic Thinking and Execution - The graduate applies strategic thinking to the challenge of executing a strategic plan and demonstrates the ability to manage strategically.
Competency 329.2.3: Responsibility Centers and Balanced Scorecards - The graduate designs responsibility centers and develops a balanced scorecard system to improve strategic success.

Introduction:

In this task, you will analyze the “Utah Symphony and Utah Opera: A Merger Proposal” case study. You will develop a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new strategy to measure the success of the ongoing merger process. The strategic goals
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| Moody | 21. | Humorous | 21. | Indifferent | 22. | Friendly | 22. | Intolerant | 23. | Determined | 23. | Wasteful | 24. | Patient | 24. | Stubborn | 25. | Orderly | 25. | Reckless | 26. | Disciplined | 26. | Inhibited | 27. | Ambitious | 27. | Naive | 28. | Dedicated | 28. | Greedy | 29. | Flexible | 29. | Fanatical | 30. | Logical | 30. | Dull | 31. | Open | 31. | Arrogant | 32. | Accurate | 32. | Lazy | 33. | Independent | 33. | Selfish | 34. | Intelligent | 34. | Complaining | 35. | Tactful | 35. | Impatient | 36. | Creative | 36. | Hard | 37. | Honest | 37. | Shallow | 38. | Straightforward | 38. | Strict | 39. | Appreciative | 39. | Shy | 40. | Versatile | 40. | Prejudiced |
(Strenths and weaknesses, n.d.).

Financial considerations and concerns involving mergers and acquisitions: mergers and acquisitions possibly may require careful analysis of merging organizations’ potential complex financial differences. This might include financial strengths and weaknesses of each organization entering into merged partnership. Further, potential and likely outcomes with respect to financial benefits and negative consequences one organization may have in a formed partnership. Thus, solid strategic financial analysis and planning prior to the actuation of merging organizations is wise to determine beforehand to mitigate potential negative consequences while maximizing potential resulting during and following formation of