According to Worth (2014), “an organization’s culture is usually a strong force, and the integration of two or more cultures can be a complex undertaking” (p 200). The merger of the Utah Opera and Utah Symphony is no stranger to this. A difference between the cultures of these two organizations is the Utah Symphony environment; it is calm and tends to be slow to change and not used to quick, radical changes (Delong & Ager 2004). On the other hand, the Utah Opera has a competitive culture because it is second to the Utah Symphony. The Utah Opera needs to keep fundraising to sustain itself, always looking for innovative ways to raise funds and is able to adapt to change quickly (Delong & Ager 2004).
Another difference between the organizational …show more content…
According to Chatman (2003), “socialization is the process by which an individual comes to understand the values, abilities, expected behaviors, and social knowledge that are essential for assuming an organization role and participating as an organization member” (p. 27). At the new organization, you must rely on socializing people to integrate both teams. It is of upmost importance to ensure that employees bond with one another while at the same time acquiring cultural knowledge (Chatman 2003). You must utilize all the available socialization tools, which are stories, rituals, and …show more content…
28). The reward system must incentive desired behaviors of the organization members, as such it must be directed to two different groups, the musicians, and the administrative staff. My advice is to establish a reward system for musicians that will incentive teamwork and individual excellence to motivate high performance. For example, to incentive teamwork within artists, we could provide tickets to sports events when achieving performance benchmarks. To motivate individual excellence of artists, we could have monthly votes to pick an artist as the winner of a “Grammy Award.” The people involved in the voting will be the artists and as result, they will be empowered. The “Grammy Award” will be a foundation to develop norms that will help strengthen peer performance control. On the other hand, we have administrative staff members, and they also should have rewards directed to them to cultivate a culture of high performance. For example, you could empower administrative staff to pick themselves the employee of the month. You could have a symbol, such as a trophy with the shape of a violin, given to a member of the team, recognizing him/her as the employee of the month for high performance and contribution to the team. The employee of the month keeps the trophy on his/her desk for the month, reminding them of the strength that they bring
Another difference between the organizational …show more content…
According to Chatman (2003), “socialization is the process by which an individual comes to understand the values, abilities, expected behaviors, and social knowledge that are essential for assuming an organization role and participating as an organization member” (p. 27). At the new organization, you must rely on socializing people to integrate both teams. It is of upmost importance to ensure that employees bond with one another while at the same time acquiring cultural knowledge (Chatman 2003). You must utilize all the available socialization tools, which are stories, rituals, and …show more content…
28). The reward system must incentive desired behaviors of the organization members, as such it must be directed to two different groups, the musicians, and the administrative staff. My advice is to establish a reward system for musicians that will incentive teamwork and individual excellence to motivate high performance. For example, to incentive teamwork within artists, we could provide tickets to sports events when achieving performance benchmarks. To motivate individual excellence of artists, we could have monthly votes to pick an artist as the winner of a “Grammy Award.” The people involved in the voting will be the artists and as result, they will be empowered. The “Grammy Award” will be a foundation to develop norms that will help strengthen peer performance control. On the other hand, we have administrative staff members, and they also should have rewards directed to them to cultivate a culture of high performance. For example, you could empower administrative staff to pick themselves the employee of the month. You could have a symbol, such as a trophy with the shape of a violin, given to a member of the team, recognizing him/her as the employee of the month for high performance and contribution to the team. The employee of the month keeps the trophy on his/her desk for the month, reminding them of the strength that they bring