Rjft Organizational Management Task 2

3102 WordsMar 16, 201313 Pages
Organizational Management RJFT2 Task 2 A1. The Utah Symphony was recognized as a Group II orchestra. Group I and Group II are distinguished by the endowment amount and level of annual expenditures. For the year of 2001-2002, the average endowment for Group I orchestras was around $76 million and $8.8 million for Group II orchestras. The Utah Symphony came in just shy of $12.2 million in 2000-2001 and was projected to be upwards of $13.7 million for 2001-2002. That being said, the Utah Symphony was considered to be at the top end of Group II symphony orchestras in the United States (Ager & Delong, 2005). However, even with these strengths within the symphony, prior to the proposed merger of the two organizations, the Utah…show more content…
He is a leader of the group and should focus on the well being of the organization. She can do this by showing Lockhart that the two (musicians and organization) are dependent upon each other, without musicians, there would be no symphony; likewise, without no symphony, there would be no jobs for the musicians. Also, with Parker moving to New York during the middle of the merger, Peterson will have some catching up to do. Anne should meet with Peterson periodically if possible before he joins the team full-time. She should also provide him updates as the process continues via face to face meetings, emails, phone calls, etc. Once he is full time, the merger should be his primary focus. Anne should also introduce him to Bill Bailey so that he can gather input from someone at the same level. In addition to that, Ewers should request ongoing open communication with Parker as a reference to help ensure the start of the merger is secure. A2. Unlike the financial and leadership status of the symphony, the opera appears to be in a much healthier state. Financially, the total revenue and contributions totaling approximately $5 million far outweighs expenses, leaving a surplus of $582,409 in fiscal year 2000-2001 and is projected to continue the same trend in the following year. Not only do they have a solid surplus, the opera is also financially stable in terms of assets. The large costume inventory and 2.9 acres of land accumulate to roughly $4.8 million in assets.

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