So you want to lead an orchestra Essays - Ancient Greek Theatre

So you want to lead an orchestra So You Want to Lead an Orchestra! Orchestras Pay Structure A pay structure refers to the array of pay rates for different work or skills within a single organization (McGraw-Hill, 2014, p. 69). In describing the orchestras pay structure in terms of levels, differentials and job- or person-based approach, I believe that the orchestra has a highly hierarchical pay structure, with many pay levels and large pay differentials between pay levels. It also seems to be more person-based than job-based structure (considering the lowest paid Violin II receives less than half of the pay of the highest paid Violin II). Explanation of the Structure A combination of factors will explain the given structure. Standard economic forces, i.e. supply and demand for a specific player will definitely have an effect, as will the importance of the instrument in the orchestra, as well as the amount of work that is performed (comparing for example violin and a horn). As it states in our book, the array of pay rates for different jobs, within an organization are shaped by societal, economic, organizational, and other factors (McGraw-Hill, 2014, p. 89). The individuals or musicians that have more parts in a performance, more experience, or are a lead part will most likely be paid more than others even if they play the same instrument. This also applies to the difference in pay for individuals who play different instruments. Violinist I receives more in pay than the oboist and trombonist maybe because it is a more complex instrument or for the overall performance it plays a more important part. The principal trumpet player earns more that the principal cellist and clarinetist most likely because they base their pay off of performance. This goes back to the belief of this being a person-based structure. Which gives the idea that the principal trumpet player performs better than the principal cellist and clarinetist but does not perform better than the principal viola and flute players. I believe the difference in this pay structure is based off of individual performance, amount of parts in the orchestra, and the value each person has in the overall performance. I do not feel that the relative supply versus the demand for violinists compares to the supply versus the demand for trombonists in this orchestra. The main reason I feel this way is because there is a higher demand for violinists according to the orchestra schedule in our books on page 88. The demand for a trombonist is relatively low, considering that there is only one needed for this orchestra. It may be because violins play more notes or because they are one of the first instruments that come to mind when thinking of an orchestra. Equity and Tournament Models I believe, even though an orchestra, as a team, would benefit from having egalitarian pay structure to ensure perception of fairness (equity theory) the tournament theory would better explain the highly hierarchical pay structure in place at this orchestra. Fairness is important in any organization. I think the way the structure is set up for this orchestra is a bit unfair but I do believe if I am right and it is based off of performance it will be a great motivational tool to move up in pay which is why this orchestra in my opinion is more based off of a tournament model because of competition instead of equality. Since there are several violinist positions that is a competitive position in terms of this orchestra which is why the levels of pay vary. The principal instrumentalists make more because they are usually the most experience and the lead of particular instruments. The individuals in charge of these types of organizations are usually concerned with two aspects of the compensation one, the expense side and two, as motivational tool. For employees however, the pay is a major and usually the only source of financial security, and can be seen either as an entitlement or a reward, depending on the mindset of the individual employee. Compensation program objectives are fourfold. These are specified as efficiency (improving performance as well as in terms of controlling labor costs), achieving fairness (recognizing employees contributions performance/experience/training; as well