xii, 133 p. : ill. (some col.) A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number. / Symphony orchestras operate with complex internal structures and dynamics. The connection between a symphony orchestra's organizational culture and artistic programming is undocumented in current performing arts management scholarship. This thesis hypothesizes that symphonies can enhance audience development when utilizing all members ofthe organization in making artistic programming decisions - including the staff, board, and the musicians. This research presents an in-depth case study which investigates the organizational culture and programming decision-making processes of the Eugene Symphony in Eugene, OR. The analysis demonstrates how the symphony's organizational culture affects artistic programming and subsequent audience development. This study illustrates how inherent tension within performing arts institutions can be mitigated through strong management strategies and techniques. The final chapter discusses implications and recommendations for future symphony orchestra leaders. / Committee in Charge: Dr. Patricia M. Dewey, Chair; Dr. Douglas Emerson Blandy; Dr. Harry Edward Price