Bach, Beethoven, and Bureaucracy: The Case of the Philadelphia Orchestra
GENERAL
The author examines the Philadelphia Orchestra from 1901 through 1969. He looks at the effects of and choices in both programming and the board of directors. The author analyzes the orchestra musician as a career in an organization. Finally, he traces the effects of bureaucratization in the alienation of performers as well as community.
CONTENTS
Preface.
1. Inception and early history.
Inception.
The Stokowski era.
The departure of Stokowski.
2. Bureaucratization.
The selection of Stokowski's successor.
Programming for the box office.
The use of programming to maximize record royalties.
The use of programming to permit a maximum number of concerts.
Some additional costs of maximizing record royalties.
Increased concerts and touring.
Additional methods of reducing operating costs.
The allocation of benefits as a control mechanism.
Routinization.
The financial efficacy of the Association's operational policies.
Conclusion.
3. The leadership.
The social character of the board of directors.
The impact of the Ford Foundation grant upon the composition of the board.
The orientation of the board of directors.
The use of economy and efficiency to maintain organizational control.
Conclusion.
4. Alienation.
Part 1. The nature and causes of alienation in the Philadelphia Orchestra.
The move to year-round employment.
Alienation from work.
The theoretical basis of work alienation.
The disparity between training and job requirements.
Additional stress factors.
Goal substitution.
Part 2. Labor relations in the Philadelphia Orchestra from 1963 to 1966.
The rise to power of the most-alienated.
The new method of leadership and some consequences.
Labor strife and the future of the organization.
5. Some additional costs of bureaucratization.
Failure to serve contemporary music and the cultural needs of the community.
Implications for organizational survival.
Conclusion.
Notes.
Bibliography.
Index.
