Case Study of Two
Pre-MBA/MSc Programme
UNIVERSITY OF BATH
CASE STUDY ANALYSIS
THE WASHIONGTON OPERA: THE “HIGH-GROWTH WORLD-CLASS” STRATEGY EVALUATION
Team Members: Arin, Cathey, Erica, Kai
Word counts: 2181
Contents
Abstract…………………………………………………………………….…...2
Introduction…………………………………………………………………….3
Background…………………………………………………………………….3
Methodology……………………………………………………………………4
Findings…………………………………………………………………………4
Recommendations……………………………………………………………...10
Conclusion………………………………………………………………………11
References……………………………………………………………………….12
Abstract
This report is based on the development of The Washington Opera especially its “world-class” strategy. Between 1995 and 1998, the trustees of TWO established three steps. This case analyzes its “world-class” strategy and problems it brings. It appears that TWO’s first two steps were almost successful, but its ambitious developments resulted in financial problems when processing the third step.
In order to make it a world-class opera, this report recommends TWO extend additional services and publish show records or videotapes to raise money and balance expense and income firstly; secondly, focus on budget-led strategy and try to build a new opera facility; thirdly, concern inside organization issue and adopt the steady moderate expansion to solve human resources problems.
Introduction
The Washington Opera was hoped to become a world-class opera company between 1995 and 1998. Its trustees developed three ambitious steps during three years: they recruited Placido Domingo as the artistic director; they doubled their operating budget; they planned to build a new opera house. However, the high speed of developments resulted in many problems.
This case study aims to evaluate the realistic and problems of the TWO’s world-class strategy, to analyze its financial and human resources issue, and then try to find some recommendations on how to replan their steps to be a world-class opera and give some possible strategies to
UNIVERSITY OF BATH
CASE STUDY ANALYSIS
THE WASHIONGTON OPERA: THE “HIGH-GROWTH WORLD-CLASS” STRATEGY EVALUATION
Team Members: Arin, Cathey, Erica, Kai
Word counts: 2181
Contents
Abstract…………………………………………………………………….…...2
Introduction…………………………………………………………………….3
Background…………………………………………………………………….3
Methodology……………………………………………………………………4
Findings…………………………………………………………………………4
Recommendations……………………………………………………………...10
Conclusion………………………………………………………………………11
References……………………………………………………………………….12
Abstract
This report is based on the development of The Washington Opera especially its “world-class” strategy. Between 1995 and 1998, the trustees of TWO established three steps. This case analyzes its “world-class” strategy and problems it brings. It appears that TWO’s first two steps were almost successful, but its ambitious developments resulted in financial problems when processing the third step.
In order to make it a world-class opera, this report recommends TWO extend additional services and publish show records or videotapes to raise money and balance expense and income firstly; secondly, focus on budget-led strategy and try to build a new opera facility; thirdly, concern inside organization issue and adopt the steady moderate expansion to solve human resources problems.
Introduction
The Washington Opera was hoped to become a world-class opera company between 1995 and 1998. Its trustees developed three ambitious steps during three years: they recruited Placido Domingo as the artistic director; they doubled their operating budget; they planned to build a new opera house. However, the high speed of developments resulted in many problems.
This case study aims to evaluate the realistic and problems of the TWO’s world-class strategy, to analyze its financial and human resources issue, and then try to find some recommendations on how to replan their steps to be a world-class opera and give some possible strategies to
References: Findlay, D. W., 1991, Budget deficits, Short-term real interest rates and the specification of expected inflation: an empirical investigation, Applied Economics, 23, pp. 1147-1158. Lepak, D. P. & Snell, S. A., 1999. The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development[online]. Available from: http://www.jstor.org/stable/259035?seq=5&Search=yes&searchText=1998&searchText=commitment&searchText=Human&searchText=resource&list=hide&searchUri=%2Faction%2FdoBasicSearch%3Ffilter%3Djid%253A10.2307%252Fj100682%26Query%3DHuman%2Bresource%2Bcommitment%2B1998%26Search.x%3D0%26Search.y%3D0%26wc%3Don&prevSearch=&item=1&ttl=172&returnArticleService=showFullText&resultsServiceName=null [Accessed 12 September 2012]. Mulvey, P. W. & Klein, H. J., 1998. The Impact of Perceived Loafing and Collective Efficacy on Group Goal Processes and Group Performance [online]. Available from: http://ihmcumaps.ihmc.us/rid=1K9FDCH1C-FY5JN2-TTY/Perceived%20Loafing%20-%20Mulvey%20%26%20Klein,%201998.pdf [Accessed 12 September 2012]. Murphy, P. D., 1997, Art and the natural environment, Organization and Environment, Vol. 101, pp. 18-19.J Salzman, E., 1991. Whither American Music Theater? The Musical Quarterly, 75(4), pp. 235-247.