1. Organizational management JFT2 task3 Student Name Date

2. The Utah Opera is an adhocracy culture An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The general nature of the opera fosters the creativity that is required for the adhocracy culture, since they are an arts program.

3. The Utah Symphony is a hierarchy culture A hierarchy culture is one that is internally focused and emphasizes stability and control. They value standardization, control, and a well-defined structure for authority and decision making. The symphony is also more budget focused than the opera is. In addition, the leadership control within the symphony lies with an executive committee (DeLong, 2005).

4. Differs between the opera and the symphony The opera, as an adhocracy, is headed by Ms. Ewers, who reports to the Board of Trustees. Ms. Ewers makes most of the financial and fund raising decisions. The symphony is a hierarchy culture. This breed of culture places authority and decision making power with management, not with empowered employees.

5. Critical key factors in their culture Merging two cultures into one is a delicate process that requires a three-stage approach. These three stages are awareness, respect, and reconciliation (Trompenaars & Prud’Homme, 2004). If there is no awareness of the cultural differences between the organizations, the effectiveness of the merger will be lost to miscommunication and conflicts in strategy (Trompenaars & Prud’Homme, 2004).

6. Strategic goals Integrate the business process of the two companies Reduce overall expenses as a percentage of profit Retain key employees Maintain audience base for both the opera and the symphony Identify and pursue synergistic opportunities between the two companies

7. Audience strategy to speak with the opera contractors and orchestra employees Ms. Ewers has to identify who her audience will be. In this case she will be speaking with members of both the opera and symphony. Ms. Ewers should consider who the key influencers are in both groups. According to the case study, Ms. Ewers should focus on Mr. Lockhart and Mr. Peterson as being a key influencer for the symphony.

8. Emotional attitude of the members of the group The case study indicates the emotional level of the members are scattered across the spectrum. For example, the musicians are suspicious of the merger to the extent they convened their own ad hoc committee to represent their concerns to the board. if the interest level is low, Ms. Ewers should consider keeping the presentation short and/or allowing the audience to participate.

9. The two technology tools recommended after the merger to help the companies These two tools are Lawson HCM and MS Office 2010 Professional. These tools have the ability to construct a synergistic culture between the two companies, in addition to increasing efficiency. Lawson is a Human Capital Management tool for managing Human Resource operations. It includes programs for HR Management, Workforce Management, Workforce Service Delivery, Talent Management, and HR Analytics

10. Lawson HCM and MS Office Professional can both be used to attain the first year strategic goals. Integrate the business process of the two companies Reduce overall expenses as a percentage of profit Retain key employees Maintain audience base for both the opera and the symphony Identify and pursue synergistic opportunities between the two companies

11. References Clan, Adhocracy, Market, and Hierarchy, respectively (Cameron and Quinn, 2006, p.29 ‐ 35). “Lawson human capital management, n.d.“ Schein, E., 2004. Organizational culture and leadership. 3rd ed. San. Francisco: Jossey-Bass. Trompenaars, F. and Prud'homme, P., 2004.