Organizational Management

Slide 2:

The Competing Values Structure uses a horizontal and vertical axis intended to assist in evaluating cultural differences. The degree to which an organization focuses inward or outward is determined by the horizontal axis dimension. If the assessment places the organization to the left side, they primarily focus inward. If the assessment places the organization to the right side, they primarily focus outwards. When the organizational focus is not the most important on customers and competition, the organizations land on the left side. Still, these organizations place more emphasis on competitive climates while stakeholders command with influence. (The Competing Values Framework)

Who makes the decisions within the organization is determined by the vertical axis evaluation. The upper portion of the diagram (clan/adhocracy) represent cultures in which employees make decisions, while the lower portion of the diagram (hierarchy/market) represent organizations in which management makes the decisions.

Clan - An organization that falls into the Clan spectrum is less focused on structure or control but would rather embrace a more flexible culture. They navigate away from the strict rules and procedures and are more driven by vision, mission, shared goals, outputs and outcomes. These organizations have an inward focus that has a sense of family where people work together, driven by loyalty to each other and a common cause. This does not mean they do not have rules...they do; however, they are not necessarily documented but are communicated and taught socially. The leaders of such cultures are primarily facilitators, supportive sometimes parental role. (The Competing Values Framework) The symphony and opera share some of the clan traits. Both organizations are driven by loyalty not only each other but to the art and the preservation of the art. However, the opera fits this culture more than then symphony does because they allow all their employees to participate in the administrative functions where the symphony does not.

Adhocracy - This organizational spectrum set is even more independent than the Clan spectrum. They are very flexible being able to make rapid changes in the business climate when necessary. These cultures have teams that are able to face new challenges often. They are more into prototyping and experimenting more than they are into long, big bang projects. These leaders are primarily visionaries, innovative, mostly entrepreneur types who have no problem taking calculated risks to make significant gains. (The Competing Values Framework) While the opera is more flexible and independent then the symphony and they both are seeking innovative ways to reach a broader customer base neither one is quite as independent and innovate as this spectrum indicates.

Hierarch - This cultural spectrum is more traditional with structure and control. They have a strict chain of command often seen as bureaucracy. These organizations show respect for position and power. They have very defined policies and procedures which are followed. These leaders are more like coordinators who keep a watchful eye on all that is going on (The Competing Values Framework). The merger document clearly indicates that the symphony is "steeped in tradition" and the maestro has the ultimate respect of all. There are clear lines of reporting which has separated the musician and administration by the implementation of a union. The opera does not share these traits with the symphony as they create a more unified partnership in the management and the artiest. The symphony does not cross those lines. They have assigned tasks and are very respectful of those assignments.

Market - This cultural spectrum incorporates organizations who also seek control, however they do it through looking outwardly. They particularly look at the transaction cost. Really it is about viewing all transactions rather internal or external in a market terms. The transactions are seen as an exchange of value between people and the stakeholders generating minimal cost and or delay. These companies are driven by results and are very competitive in nature. Their leaders are often hard-driving competitors (The Competing Values Framework). Both the opera and symphony are driven to be the top in their arts. Their leaders are driven and like to see results from their efforts, however, I do not feel that either of these organizations definitively fit in this category. They both possess stronger characteristics of other culture spectrums.

While similarities are visible the cultures greatly differ between the Utah Opera and the Utah Symphony. The symphony is stepped in tradition, with a strong hierarchy structure, the opera is flexible leaning more toward the clan structure as you will see through further comparisons in the next slide.

Slide 3:

Nine dimensions encompass corporate culture. Pay attention as we parallel the symphony to the opera and witness the nine dimension illustrations.

We compare the culture systems using constancy vs. rationality. Is it consistent or does it allow variation and litheness? (Smirchich, 1983) The symphony is precise and consistent. They have defined procedures and policies, and are steeped in tradition viewing change as exile cleaving to current models. (Ager, 2005) The opera is just the opposite by being quick changing, seeking innovative means to advance the opera into additional progressive productions. (Ager, 2005) They are flexible, reaching arbitrary goals effortlessly. The opera is undoubtedly more logical in its culture.

Group orientation vs. Individualism shows the extent in which company groups are integrated by individuals. (Smirchich, 1983)

Individualism culture is a culture in which employees and managers fail to be relied on for job accomplishment except their interests and that of the shareholders are united, using compensation such as performance incentives and stock options. (Smirchich, 1983) The group orientation knowledge is seen as implicit and distinctive; shared by informal groups. It's the group that is compensated for individual developments and resourcefulness. (Smirchich, 1983) The opera employs 23 full time positions that aggressively involve themselves in all administrative roles. The symphony fails to inspire their employees to participate in administrative duties. In the symphony a direct line of reporting exists with set expectations that are respected and tightly adhered to in tradition. (Ager, 2005) The symphony is individuality oriented; the opera is group orientated.

Partnership vs. competing orientation views business as competing rivals or a domain of partnerships and cooperation. The symphony desires the

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