...JFT2 Task 1 Bill Bailey When presented with the idea of a merger between the Salt Lake Symphony and the Opera, Bill Bailey and the opera trustees expressed concerns about the financial standing of the two organizations with the opera being financially stable and could be flexible in size, number of performances offered, number of full time staff and fundraising events. On the other hand the symphony, a 52 week orchestra employing 33 full time staff and 83 musicians which along with a loss in funding left the symphony facing some financial challenges. It appeared to Bill Bailey that the symphony would be gaining much more from the merger than the opera and the only apparent benefit for the opera would be to become a tier-one arts organization but at the risk of losing its established identity. Bill could use Adam’s Equity Theory of Motivation to represent how this merger will not benefit the opera or its board and possibly hurt future operations. Adam’s Equity Theory of Motivation is one based on fairness and justice and the consequences of events that cause feelings of inequity or injustice. There are two components to this theory. First is the input, meaning what an employee provides for which a just return is expected for the efforts. Second is the output, meaning pay, bonuses, benefits and job security. Because people’s personalities vary each individual or group will evaluate events as either a positive or negative inequity when comparing outcomes with other involved...
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...JFT2 Task 1 A1. There are several theories of motivation that Bill Bailey could use to support the merger, my recommendation would be that he use McClelland’s Need Theory. This theory is broken down into three different needs: · The Need for Achievement – individuals have the need to accomplish something that is difficult. · The Need for Power – individuals have the desire to motivate, teach, influence and encourage other members of their team. · The Need for Affiliation – individuals have the desire to spend time doing social activities and forming social relationships. Mr. Bailey can utilize the McClelland Need Theory in the following ways: · Need for Achievement – Mr. Bailey can convince Anne Ewers that the merger can benefit her both personally and professionally. Ewers had already achieved great success at the Opera and she can showcase these achievements by utilizing her talents with fundraising and helping to increase the annual budget. Mr. Bailey can help the staff gain the need for achievement by encouraging them to help with fundraising activities and think of new ideas that would make the merger more efficient. Asking instead of telling is always helpful when in a position of authority. It’s important that staff feel they are listened to. · Need for Power – This need can be utilized in several ways. The board members can be led to understand that the merger will benefit both parties by focusing on the one thing they desire to improve: the public’s...
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...JFT2 Task 1 A. Create an analysis document (suggested length of 3–5 pages) in which you do the following: 1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger. It is understood that the merger of the Utah Opera and the Utah Symphony has several positive factors. However, Bill Bailey, chairman of the board of the Utah Opera, strongly opposes the merger. It is up to him to convince the remaining board members to vote in opposition as well. Mr. Bailey can use the Adam’s Equity Theory to accomplish this. The Adam’s Equity Theory, as a process theory of motivation, explains how an individual’s motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice (Kreitner & Kinicki, 2010). This is especially true for give and take relationships, which Mr. Bailey feels is the situation at hand. There are two main components of any relationship, inputs and outcomes. The Utah Opera is financially stable and because they do not employ full-time musicians, can alter their schedule when necessary fund raising has not been accomplished. The Utah Symphony, on the other hand, has a large staff of contracted employees who are paid full salary for the entire year. The Opera owns their property while the Symphony’s theater is owned by the county. By looking at past financial statements, it is apparent that the Opera historically operates at a much greater surplus of funds than...
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...2 Jessica Emmons JFT2 Organizational Management Task 1 July 30, 2014 1. Bill Bailey – chairman of the board of the Utah Opera Organization a. Adam’s Equity Theory of Motivation Adam’s Equity Theory of Motivation is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The organizational justice theory is an expansion of the equity theory that works to explain employees’ attitudes and behaviors and reflects the extent to which people perceive that they are treated fairly at work. There are three different components of organizational justice: i. Distributive justice – the perceived fairness of how resources and rewards are allocated ii. Procedural justice – the perceived fairness of the process and procedures used to make allocation decisions iii. Interactional justice – the extent to which people feel fairly treated when procedures are implemented (Kreitner & Kinicki, 2010) Bill Bailey’s concerns regarding the merger focus mainly on the financial stability and flexibility of the opera versus the symphony and the fear that the opera will lose its identity. According to Mr. Bailey, the opera has a reserve fund and is financially stable. In addition, as a result of the current business model, the opera has the flexibility to adjust the size of opera or eliminate projects if necessary, while the symphony has a 52-week orchestra without any flexibility...
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...In analyzing the Utah Symphony and Utah Opera merger case study, it was obvious that many factors, finances, personalities, and even the community would be involved. The wide reaching affects of a merger between these two types of organizations was eye opening. At the time of the proposed merger, the Utah Opera had a stronger financial footing and was not in danger of closing. The Utah Symphony however, was sliding down a dangerous financial slope. The organizations were structured differently in their number of employees and financial compensation packages. These differences would prove challenging in a merger and could be the basis Bill Bailey would use to oppose such a merger. Bill Bailey, Chairman of the Board of the Utah Opera Organization, could site Adam’s Equity Theory model in opposition to the merger. This theory basically states that an individual’s behavior is motivated by feelings of inequity or injustice (Kreitner & Kinicki, 2010). The inequity between the two organizations is vast. The opera is financially sound and has very few full time employees as compared to the symphony. The artists for the opera are hired for the individual performances and not contracted year round like the symphony performers. The symphony also has four times the number of employees and these are unionized contracts. So in Bill Bailey’s eyes, the opera is being used to bail out the larger symphony with it’s more financially sound budget. Also, the symphony performers...
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...August 2, 2015 A1: One Theory of Motivation for Bill Bailey William “Bill” Bailey is chairman of the board for the opera. Bailey is in a position of power to influence others (mainly the Board of Directors) to either support or oppose the merger. While there are multiple theories that could be used, I believe that the best is Vroom’s Expectancy theory. This theory “holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kinicki & Robert, 2013) Vroom’s theory has three factors: Valence, Expectancy and Instrumentality. Valence, or rewards, refers to the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations and levels of confidence about what they are capable of doing.” (Vroom's Expectancy Theory, n.d.) Instrumentality (belief) refers to the “perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes.” (Vroom's Expectancy Theory, n.d.) In using this theory, the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony, which is looking to strengthen their finances with a merger with the opera, though in theory this would strengthen the bottom...
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...Utah Symphony and Utah Opera Utah Symphony and Utah Opera: A Merger Proposal Michael Zimmermann Western Governors University Organizational Management Utah Symphony and Utah Opera: A Merger Proposal 1. Theory of motivation to oppose or support the merger Motivation is a psychological response that leads one to act and includes the direction for the goal. The theory that would best allow Mr. Bailey to oppose this merger is the process theory. The process theory identifies specific factors that inspire the different motivations of an individual. This is accomplished a combination of the beliefs, perceptions, and thoughts of a person. We see that Mr. Bailey believes that a merger will deal with two entities that each want to keep their values in the arts. There is a perception by each entity that the merger will decrease the worth. The process theory focuses on both the internal and cognitive influences. This includes the motivation of an individual and their desire to feel a sense of balance or justice between input and output. There are three organizational justices that are all positively connected to job performance and engagement. When an employee believes that they have been treated in a fair manner then the engagement for that employee will be supportive and positive. On the contrary, when the employee feels that the employer is not appreciated, employee engagement will suffer. We see in the case study that Mr. Bailey has the initial response that...
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...model, and the possibility of becoming a tier one arts organization versus the risk of losing the opera’s identity to the larger symphony persona. (Delong & Ager, 2005) Bill needs to utilize Vroom’s Expectancy Theory of Motivation. Vroom’s Theory maintains that “people are motivated to behave in ways that produce valued outcomes” (Kreitner 2013) Expectancy, instrumentality, and valence are all dependent upon the outcome of a given situation, and how the outcome is received, perceived, and anticipated. Bailey can apply these concepts by informing the trustees what they can expect from the merger. Despite their two primary concerns, Bailey can assuage them by explaining the first two of Vroom’s factors which impact employee perceptions: 1. Self-esteem 2. Self-efficacy These two factors will play especially well to those in leadership positions, such as a Board of Trustees. People in those positions typically have high levels of each and are confident in their ability to lead and succeed. The fact that the opera has a reserve fund and great financial flexibility should be a positive, rather than a negative for the trustees. Bailey can explain that through the opera’s leadership, the symphony can also become financially stronger. BY appealing to the board’s likely high level of self-efficacy, or the belief in one’s ability to achieve and succeed, Bailey can overcome the financial concerns. Likewise, he can overcome the fear of the opera losing its identity by appealing to the...
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...Organizational Management WGU JFT2 Task 1 June 4, 2014 Task 1A1 Adam’s equity theory stresses the importance of maintaining a balance between an employee’s inputs and outputs. Common inputs can include hard work, tolerance and enthusiasm and common outputs can be salary, benefits and recognition or rewards. The maintenance of this balance between inputs and outputs results in more productive, efficient and content workforce. A good way to look at this is that a worker will feel equal if he or she perceives that the reward received for their hard work is the same as that of an employee of the same level. If the reward received by the second employee ends up being greater or if the second employee receives the same reward for less work, the first employee may feel neglected and may even become less productive to match the second employee’s performance level. Looking at the merger scenario between the Utah Symphony and the Utah Opera we can see that Bill Bailey, the chairman of the board of the Utah Symphony organization should use the Adam’s equity theory to stress his opposition to the merger. Currently the opera is financially stable while the symphony is not. The opera has also been utilizing funds wisely, while the symphony has been acting to the contrary. If a merger should occur, the opera employees may perceive that this is an inequality and that the symphony will be making out since the merger will surely put the symphony in a better position financially...
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...Deana Lawrence, 70211 Organizational Management JFT2 Task 1 A. Analysis Document A1. Bill Bailey Bill Bailey’s position in the decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera. Instrumentality:...
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...Strategic Recommendations for Anne Ewers Regarding the Merger of the Utah Symphony Orchestra and the Utah Opera Company Nanette Riggs 288311 JFT2 Task 2 28 May 2014 RIGGS 288311 JFT2 TASK 2 A1. Financial and Leadership Strengths and Weaknesses of the Utah Symphony (USO). Financial makeup: The majority of income for the USO is generated through ticket sales, individual contributions, business and foundation giving, government grants, and endowment and investment income. The majority of expenses for the USO are orchestra salaries including related benefits and payroll taxes, as well as management costs, and fund-raising expenses such as bad debt charges due to pledges that went unpaid. Strengths: The USO has a historical budget of approximately 12 million dollars, with a net surplus of about $116,000 for years 2000-2001. The USO generates substantial revenue through strong ticket sales, resulting from over 200 performances on a year round schedule. Historically, this amounted to approximately 3.8 million dollars, with a projected increase in the coming year to over 4.5 million dollars. USO also realizes about 25% of its operating budget from grants, and while the amount is projected to dip slightly for the next year, it will remain close to 25% of the operating budget. During a time of financial hardship for the performing arts, the USO realized strong contributions from business and foundation giving of over 4.4 million dollars in the previous year, with projected contributions...
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...Running head: JFT2 Organizational Management – Task 1 JFT2 Organizational Management – Task 1 Charles Jorgenson WGU 1. Bill Bailey Motivational Technique Mr. Bailey could effectively use Vroom’s Expectancy Theory to motivate his organization to oppose the merger. Vroom’s Expectancy Theory can be summarized in this way: The probability of a person acting in a certain way depends on the strength of the belief that the action will create a certain outcome and the attractiveness of that outcome to the person (Lawler, 1973). This means that it is more likely that people will act in ways that they believe will produce positive benefits for themselves. In Mr. Bailey’s situation with the Utah Opera, the action is whether or not to support the merger and the outcome is the continued financial stability of the Opera. Mr. Bailey could contrast the Opera’s financial stability, flexible business model, and cash reserve with the Symphony’s financial troubles and union-locked business model. The logical result of this comparison would be that the Opera could only become less financially stable by a merger as the Symphony doesn’t have many positives to offer in that area. Using this technique would motivate the Opera to not support the merger as they would strongly believe the merger would leave them in a less desirable financial situation. The lack of attractiveness of this new financial situation would be hard to measure. One way to solidify its lack of desirability is to...
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...A. Compare the cultures of the two companies using the relevant values in the attached “Competing Values Framework.” The Competing Values Framework model was developed for cultural assessments of organizations that shows the effectiveness in a two dimensional layout. In the Competing Values Framework model, there are four culture representations, Adhocracy, Clan, Market and Hierarchy. The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural dimensions. The Horizontal dimension is located on the left of the model and maps out the inward or internal focus and integration. The primary attention focuses inward within the company or organization. When environments are less competitive and focused on the customer, internal focus is the most important dimension element. The outward or external focus and differentiation is located to the right of the model. The focus is primarily outwards, to the external environment, customers and suppliers. The Vertical dimension is located at the top and bottom of the model. This lower axis has more to do with who makes the decisions. At the bottom of the model, is Stability and Control which is geared more to management control. While at the top is Flexibility and Discretion which empowers employees to make decisions...
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...Organizational Management JFT2 Task 1 Utah Organizational Management JFT2, Task 1: Utah Symphony & Utah Opera Proposed Merger Analysis Utah Symphony & Utah Opera Proposed Merger Analysis In 2002, a proposal was made to merge the Utah Symphony and Utah Opera due to the failing economy, collapsing of the stock market, declining government financial support, and a waning of donations for the arts. The proposed merger would help both organizations by economizing on costs and expanding the artistic potential of both organizations. Each of the organizations need to support the decision in order for the merger to be successful. A1. Bill Bailey and McClelland’s Need Theory Bill Bailey, chairman of the board for the Utah Opera, can apply McClelland’s need theory to convince the other Utah Opera board members to support the Utah Opera and Utah Symphony merger. McClelland’s need theory is based on three needs: the need for achievement, the need for affiliation, and the need for power. Mr. Bailey sees a need for achievement (the ability to accomplish something difficult) both for himself and for the Utah Opera (Kreitner & Kinicki, 2013). For the Utah Opera, Bailey sees continued success and growth as its need for achievement. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. If Bailey can effectively aide in the successful merger of the two organizations, he can help the Utah Opera...
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...JFT2 Task 3 Tips Each section of the guidance provided below corresponds to a rubric prompt associated with the assessment. A score of 2 must be achieved on each rubric item in order to pass this assessment. Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you! A. Company Culture | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with no detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with limited detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | There are two components that should be included in your response to this...
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