Competing Values Framework Model for Merger Proposal of

Topics: Board of directors, Management, Business Pages: 13 (528 words) Published: March 6, 2015
Competing Values
Framework Model
for Merger
Proposal of Utah
Opera and
Symphony

Meera Abraham

Competing Value Framework

http://www.google.com/search?q=competing+values+framework

Utah Opera Culture

Adhocracy Culture- tailored business model to adapt to
change in the economic and financial situation. They are
flexible to change size and fund- raising projects. Authority and decision making is Anne Ewers who report to the Board of
Trustees.

Utah Symphony Culture
Hierarchy Culture – maintain stability and control. Well
defined structure for authority and decision making i.e. the chairman and the music director Mr. Lockhart. Unionized
musicians.

Organizational structure in
terms of power and decision
making
Opera

Symphony

Scott Parker
(Chairman of Board of
Trustees)

Bill Bailey
(Chairman of Board of
Trustees)

CEO
Lockhart
Director)

(Music

Anne Ewers
(General Director)

Factors of new company
culture
Three stages for successful merger:
 Awareness
 Respect
 Reconciliation
(Trompenaars & Prud’Homme, 2004)

Strategic Goals for the first
year after merger






Integrate the business process of Opera and Symphony
Reduce overall expense to increase profit
Retain artistic talented employees
Maintain audience base for each entity
Identify and pursue opportunities.

Audience Strategy
Identify who is Anne Ewer audience
Primary audience- i.e. the key influencers are Mr. Lockhart
and Mr. Peterson for Symphony.
Mr. Bailey and Mr. Livsey for Opera
Secondary audience- members of each entity.


Communication is vital to convince the primary and secondary audience
(Munter, M, 2005)

Audience Strategy
Determine the biases for each entity
Negative biases
Symphony
 Lockhart unhappy to lose control and work under Ms. Ewers.  Musicians feel the merger is mainly to renegotiate their contract. Utah
 They feel their identity will be lost when merged with world class organization.
 Difference in scale and action for each entity
 Their financial will be used to fund Symphony


(Munter, M, 2005)

Audience Strategy








Determine their emotional attitudes for each group
High level interest- Easy to convey the message
Low level interest- Clear concise presentation and more time for the audience to participate in meeting.
Persuade them with tangible benefits
Opera would attain tier 1 status
Symphony will be financially stable to run the organization
and maintain their full time employees
(Munter, M, 2005)

Message strategy
Type of message strategy approach
 Direct approach-message is not sensitive or emotional
 Indirect approach- message in sensitive and emotional, credibility is low
Anne will use indirect approach due the sensitivity and emotional feelings involved. She has never managed Symphony staff, she could be biased as she worked with Opera staff for 11 years.
o Type of channel used- in person, email, video conferences or other form of electronic communications.
Anne will approach the employees in person to listen to their concerns and provide necessary information to ease their anxiety .


(Munter, M, 2005)

Technology Tool
Google Apps for Business
http://www.google.com/enterprise/apps/business/


Oracle
http://www.oracle.com/index.html





o




Competing Value Framework
http://www.google.com/search?q=competing+values+framework
DeLong, T. J. (2005). "Utah Symphony and Utah Opera: A merger proposal." Harvard Business Review, 5-406-027. Boston, MA: Harvard Business Publishing.
Kreitner, R. & Kinicki, A. (2010). Organizational behavior (10th ed.). New York: McGraw-Hill. IBSN: 978-0078029363.
Munter, M. (2005.) Guide to managerial communication. Upper Saddle River, NJ: Prentice Hall. ISBN: 0131467042.

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