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Organizational Management Task 1 Jft2

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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: It is equally vital to both the symphony and the opera to have trust with Mr. Bailey thusly he will be able to convince them the merger would add more income. Valance: Lastly, the merger will increase the revenue of both companies which will add more performances as well as including new, popular performers thus boosting revenue through new patrons. By using Vroom’s theory, Mr.

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