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As the new Manager for the state's Division of Cultural Programs, Robert Felix knew he would have to establish a new direction for the troubled division and its fractured staff.

The events that led to the bankruptcy of the San Antonio Symphony illustrate conflicting goals that nonprofits face, addressing both financial viability of their organizations and artistic and cultural views of how nonprofits should operate.

This case is about the events that led to the bankruptcy of the San Antonio Symphony.

The dilemmas and escalating crises facing a new executive director of a small, multipurpose nonprofit, plus the particular challenges of taking charge after a popular founder/executive director leaves. The case presented an overview of general management responsibilities and some basic principles of board management and staff relationships.

These teaching cases present dilemmas and escalating crises facing the new executive director of a small, multipurpose nonprofit organization.

Examines the roles of boards and commissions as a cabal of board members issues an ultimatum to a new manager. What are the long and short-term strategic implications of refusing to comply?

This case is a good example of the roles of boards and commissions and the role of a new manager in affecting their behavior and agenda.