Developing an action plan Essay

The Utah unison has turn out its power to generate substantial sums of Revenue with twain(prenominal) performance revenues and by securing large sums of income from governmental grants along with disinterested contri just nowions from individuals, corporations and foundations. The Symphonys king to draw large crowds along with their demanding schedule length every last(predicate)ows them to offer the conjunction ample opportunities to participate. The Symphony turn ins sustainability for 83 full time musicians, and this allows them to concentrate on the cultivations of the Symphony without the worries of looking for other income opportunities.Mr. Lockhart is a actually talented and experient music director that has a personalised commitment to his music. Mr. Lockharts piece as the music director comes with m each challenges, it is through these challenges that he has princely the Utah Symphony to the status they enjoy today. The musicians and Mr. Lockhart admit devel oped a relationship of trust and respect, Mr. Lockhart has universely ac jockeyledged how important they are to the boilers suit victory of the symphony and his advantage as a director.The Utah Symphony has a precise demanding schedule and with it comes great expense the symphony of necessity to look for cost cutting options to deem operations. They are relying on generous governmental funding and other contributions that are simply not what the antecedently had been. The symphony go forth contain to look towards the possibility of reducing its rungs income and benefits, to overcome this shortfall, which is a hard situation to deal with. Mr. Lockhart lead need to take a stronger leadership role and develop a plan to approach the musicians astir(predicate) the dire situation they are in and try to develop a strategy to cut cost, nonetheless his personal relationship with them present a challenge that is not easy to overcome. some other concern is Mr. Lockhart does not wa nt be perceived as contend second string when it comes to his Symphony and impart need to look at the bigger picture to see what is best for the Symphony.Anne ordain need to be as straight forward and h unitaryst as possible about the realties that the symphony faces, with regards to budget management and cost saving techniques. She will need to gain the trust of the musicians much the same way Keith has by develop the understanding of the importance the musicians hold within the developing memorial tablet for the optical fusion to be successful. She needs to develop a relationship with Keith and his position with the symphony that does not create tension within the merged organization.The Utah opera house has developed a business strategy that consorts. They are zip a very profitable organization that utilizes effective methods for fund meridian and obtaining other contribution resources. They build appropriated their budget to allow them to maximize what revenue they attain wisely they will have very little reduction in governmental grants, and a projected increase in contributions for individuals, corporations and foundations in the year to come. They have a large inventory of costumes and productions sets and own the building and land they operate in. With Anne as the head of the UOC she has grown the budget from 1.5 one million million million to almost 5 million shes an accomplished fund raiser for the UOC. Anne bring many talents to the UOC from introduce director, to general director Anne is a very crucial part of the success of the UOC.The UOC faces a challenging future with the lack of performance revenues projected for the future season and increase in production cost they may have to define adjustments to staff to maintain their direct of guarantor, however they have been running an impressive surplus of nearly half a million dollars. With the merger details made public they have had some staffing concerns and even the patience of the Director of operations Leslie Petersen. Some members of the UOC staff feel they may be placed in the shadows of the Symphony and end up flipping the bill for the symphonies failures. Anne has undertaken a huge role within the merger of the organizations and she will need to make sure she doesnt lose focus with the day to day operations of the UOC, since she is currently without a Director of operations. Anne has a proving record of running businesslike organizations and may not be sensitive to the needs and desires of the employees from both the UOC and USO, collectible to her drive for efficiency.Anne needs to place a Director of operations for the UOC as soon as possible. She will need to talk with her current employees and provide the assurance they need in regards to the important role they play in a successful merger. She will want to assure that the organizations will work together as one and the UOC will not be unexpended flipping the bills from the shadows. Anne w ill want to continue to meet the needs of the UOC to maintain it level of success.Analysis of Company scorecardsFinancially the goals of the USO and UOC are quite similar they both are concerned with financial stability with increased lucrativeness. Fund raising is realized as being very important to maintain that favourableness with the USO focused more(prenominal) on property fine prices the same as last year and the UOC with increasing their endowment being a priority, which has one to think that the UOC is more concerned with money then the artistic ikon aspect that the USO has. Both organizations have goals of increasing profitability, with the USO planning on a signifi slewt increased goal, the UOC just wants to increase the reserve funding (there security blanket).Both organization have similar goals with respect to notoriety however due to the size and scope of the entertainment they provide, the USO has a more universe vision on success with the UOC is focused on na tional and regional recognition. Both organizations realize their success depends on great performances and talented performers they bear on very similar in that aspect. The crowds say it all and both the UOC and USO know that feedback and attendance is very important, but they have dissentent views on how to venture this with the USO focused on feedback directly from exiting customer and the UOC judging this by the ability to producing sell out performances.The internal processes of the two organizations are quite incompatible with the USO maintaining the staff of it musicians tear round, and the UOC gaining in the altogether performers for different performances, they face different sets of challenges they both negotiate salaries for the performers and talents with profitability being a major tactic. They measure the success of the internal process differently as we with the USO depending on improving ticket gross sales and returning customers the UOC is depending on re views and profitability measurements for success.With respect to learning and growth, the organizations differ slightly. They are concerned with increasing the amount of performances, with the USO focused more on gaining a younger crowd the UOC is just trying to keep sales growing. They both realize the importance of ticket sales to their success with the UOC again is concentrating on having the increase in bottom line, where as the USO wants greater returning audiences.The scorecard does address some of the expertnesss and weakness, I developed prior but should have a better focus on what the organizations can do to improve and assure they will be successful in the future. The symmetricalness score card may not align with all the military forces and weaknesses of an organization but it more approximately focuses on what direction the organization desires to go to meet its desired outcome.USO & UOC Balanced ScorecardFinancialstrategic Goal Being Financially stable with increa sed profitability faultfinding Success FactorMaintaining highly successful fundraising efforts to maintain ticket prices and endowments. meter append profits providing Surplus deficits.CustomerStrategic Goal Providing cover version notch performances and gain NotorietyCritical Success Factor acquiring quality performers sum of money Ticket sales and exit retrospectsInternal doStrategic Goal Attracting top talent while improving profitabilityCritical Success Factor Negotiating contracts closely to assure profitability Measure Improved profitability, and ticket sales.Learning and GrowthStrategic Goal Increase of productions to more appealing crowdsCritical Success Factor Increased profitability with Larger demographicMeasure Return sales and exit survey resultsThe weakness of the merged organization with regards to the financial stability will be how to distribute the profits they both have goals to increase profitability which is a good starting point, they will just need to dev elop a solid plan. With regards to the customer the organization wants to increase its overall notoriety and impression to different demo graphs and this is a great strength they share and can benefit from.With regards to Internal processes the current goals they share to maintain profitability while negotiating salaries is a weakness due to the inherently different classes of talents the organizations face and how they can ease that difference while maintaining peace.The organizations share the goal of increased growth and exposure to a varied age stem while increasing production so this should be a strength that they both will benefit from and have little trouble adapting to.With the balance scorecard in place, the financial issue that could arise would be how the profitability of the organization should be allocated, whereas the UOC is more focused on maintaining its endowment the USO is more concerned with keeping ticket sales stagnate while keeping the musicians happy.The Hu mans resources division will be dealing with two very different groups of talent and with the USO musicians union to deal with they will have a very challenging task with the merger. When dealing with customer satisfaction, due to the organizations producing very different types of productions they have a level of frustration and confusion with computer programming and production run times. The best way to educate customers on the performances will be through advertisements and customer interactions such as exit surveys and questionnaires.The new merged company executive will want to develop a detailed business strategy that will show how the organization will be able to maintain its level of profitability while achieving all the financial goals it has developed. The new executive must help the Human resources department understand their roles and assemble this department from both organizations to be successful. As with any company customer satisfactions should be a priority and by educating the public about the benefits of the newly merged company and the great performances you provide can greatly increase your exposure to a larger customer base.