...RJFT Task 1 Bill Bailey, Chairman of the Board of the Utah Opera Organization, could perhaps use the Adam’s Equity Theory of Motivation to oppose the merger based on fairness to the opera. The symphony has no flexibility in when it chooses to appropriate funds for concerts whereas the opera can make key decisions on spending based on funds raised beforehand. Now I wouldn’t take to extreme measures to believe that trustees from the opera would retaliate against trustees of the symphony, but the fairness of how each is ran in regards to the merger could cause some animosity amongst the members of both. Now generally this model is derived from an employee-employer relationship, but I see no reason why this can’t be two organizations and their relationship especially when it’s related to a possible merger of said organizations. This brings about the issue of a positive and negative inequity for both the trustees of the opera as well as the ones of the symphony. Will the symphony gain a level of flexibility that works well with the opera or will the opera have a more rigid schedule to follow so that both have adequate time to showcase their arts? These questions must be addressed in order to add stability to both parties when discussing the merger. “Feelings of inequity revolve around a person’s evaluation of whether he or she receives adequate rewards to compensate for his or her contributive inputs” (Kinicki & Kreitner, 2010). Does the symphony get to use funds raised...
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...RJFT: Task 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: As Chairman of the Board of Utah’s Opera; Bill Bailey may feel positive about the possible merger between the Opera and the Utah Symphony but may consider employing the motivating principles of Victor Vroom’s “Expectancy Theory,” to ensure the success of this endeavor. Although the Opera may have historically been the more financially solvent and flexible organization between the two, it would be in his best interest if he recognized that according to the principle, “people are motivated to behave in ways that produce valued outcomes” (Kreitner & Kinicki, 2010, p.223). One of the key components of the theory; Valence, or a positive value that would be perceived by all involved in the merger, would be the overall improved status of everyone if both organizations were combined. Another concept of Vroom’s model, Expectancy is defined as, “the belief that effort leads to a specific level of performance” and according to the text, “there are several factors that influence those perceptions (Kreitner & Kinicki, 2010, p.224). Three poignant factors are; “Help received from a supervisor and subordinates, Self-esteem and finally, Good materials to work with” (2010, p.224). Addressing the first factor; being Chairman of the Board of the opera, Bill Bailey is the supervisor to many and by being seen physically present at...
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...of the opera compared with the financial liabilities of the symphony. Another concern of Bill’s is that the opera would lose its identity through the merger. Initial concerns aside, Bill determined that a merger between the two organizations would benefit them both over time. Bill now has the task of gaining support for the merger from the symphony board of directors. A theory of motivation that would help Bill is McClelland’s Need Theory. This theory posits that humans have a need for achievement, a need for affiliation, and a need for power (Kinicki & Kreitner, 2010). The need for achievement drives people to accomplish challenging tasks. The need for affiliation generates the desire to connect and associate with others. The need for power instills the desire to influence, prepare, educate, or motivate others. These motivational needs apply perfectly to Bill’s goal of gaining support for the merger from the opera’s board members. The need for achievement would compel the board to strive for making the merger work because of the challenge it presents. The need for affiliation would generate the desire to connect with the members of the board of the symphony to accomplish the task of a successful merger. The need for power would increase the board member’s desire to coach and teach the leaders and members of the symphony during the merger process. Scott Parker, chairman of the board of the Utah Symphony must convince Carolyn Abravanel, widow of Maurice Abravanel, who was...
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...A.1 I believe Bill Bailey would best served to use the two-factor theory of motivation in order to support the merger between the Utah Symphony and the Utah Opera. The two-factor theory distinguishes between motivators and hygiene factors. Under this theory, motivators are considered to be challenging work, recognition, and responsibility which provide positive satisfaction within the job itself. Hygiene factors are status, job security, salary, fringe benefits, and working conditions. Hygiene factors do not provide a direct positive satisfaction, however, dissatisfaction results from their absence. The theory which was developed by Frederick Herzberg basically states that hygiene factors are needed to ensure that an employee does not become dissatisfied with their job while motivation factors are needed to push the employee to perform at increasingly higher levels of performance. In his position of chairman of the board at the Utah Opera, Mr. Bailey would be able to address the motivating factors of challenging work, recognition, and responsibility in the following manners: Challenging work - There previously was no precedent for the successful merger between a symphony and an opera. This in itself presents the overall challenge. The schedules between the two organizations would need to meshed together to present a cohesive business flow. The flexibility of the opera schedule would have to fit into a more rigorous structure of the symphony schedule. The 23...
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...A. Create an analysis document in which you do the following: A1. 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. Mr. Bill Baily is the chairman of the board of the Utah Opera Organization. It appears to me that he is in favor of this merger though he is approaching it with a sense of caution. Although the UOC seems financially stable at the present time, the financial stability could erode in the years to come due to a decline of public as well as private support for the company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to become a reality. The UOC wants to expand its artistic potential within the community. However; there is some concern among the members of the executive committee. If Mr. Baily wants to gain any type of support from the committee members, his best bet will be to use V.H Vrooms Expectancy Theory to gain the much needed support. This theory is the best to use since Mr. Baily will have more than one alternative to choose from. V.H. Vrooms “Expectancy Theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kreitner & Kinicki, 2010)Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors....
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...Bill Bailey, Chairman of the Board of the Utah Opera, could use Adam’s Equity Theory of Motivation in order to convince those involved in the opera to support the merger. Adam’s Equity Theory of Motivation states “how an individual’s motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice.” (Kreitner & Kiniki, 2010). It would be important for Bailey to have a full understanding of distributive and procedural justice. Distributive justice refers to the fairness of the dispersal of supplies and incentives as comprehended by the employee. Procedural justice refers to the “perceived fairness of the process and procedures used to make allocation decisions”(Kreitner & Kiniki, 2010). Bailey would have to convince the members of the opera and the Opera’s board that there would be equity between the opera and the symphony once the merger took place. The opera would not have to play second fiddle to the symphony, but be equally respected. It would also be important to stress that the members of both the symphony and the opera would be treated as equals with no one group receiving greater benefits or resources even though the needs of each group differ greatly. Adam’s Equity Theory of Motivation deals directly with how one perceives a situation and since this is the case the best way to approach it would be to stress that justice and equity would be carried out for all parties. Scott Parker, Chairman of the Board of the Utah Symphony...
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...| JFT2 Organizational Management| Joseph Kissinger| Joe Kissinger2/9/2012| Mr. Bill Baily Mr. Bill Baily is chair of the board of the Utah Opera Organization (UOC). He seems to be supporting this merger with a sense of caution. Although the UOC seems stable at the moment, the financial stability could erode in years to come due to the decline of public as well as private support for their company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to come to fruition. The UOC wants to expand its artistic potential. There is concern among the members of the executive committee. If Mr. Baily wants to gain any sort of support from the committee, he will have to implement V.H Vrooms Theory of Motivation to gain such support. This theory can be used since Mr. Baily has more than one alternative from which to choose. Vrooms Theory of Motivation is the theory of identifying internal factors that effectively influence motivation (Krietner & Kinicki, 2010). Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors. Expectancy Theory has three components; Expectancy, Instrumentality, and Valance. To put this theory in to action Mr. Baily would need to express that the merger would benefit both organizations by providing more revenue for the symphony and a way to market the opera (Expectancy)...
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...RJFT Task 1 Utah Symphony and Utah Opera: A Merger Proposal Unlike major arts organizations in Europe and Canada that rely heavily on government agencies for their funding, orchestras and opera companies in the United States operate under a very different financial model. Income to support these organizations is generated primarily through ticket stales (approximately 46%) and individual contributions (approximately 36%) (Alexander, 2004). Since September 11, 2001, all arts organizations in this country have experienced a dramatic decline in public and government subsidies that has led to major loss of revenues for many of them. As a result, several arts organizations have made the decision to merge. To gain a better understanding of positions for or against the merger of the Utah Symphony and Utah Opera, I have explored motivations of various constituents. Below is a summary for use by Anne Ewers to think through potential issues that may arise during the merger process. Although the Utah Opera Organization’s Chairman of the Board, Bill Bailey supports the merger with the Utah Symphony, there is some hesitation on his part. Currently the Utah Opera Organization is financially stable, however its’ continued viability could be in jeopardy due to a decline in support of the arts (both private and public) possibly due to a negative overall world economic climate. To encourage the support of the Utah Opera Organization’s principals and constituents, Mr. Bailey could...
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...Utah Symphony And Utah Opera Merger RJFT Task 2Iesha ArmourA. 1. “Before the merger the Utah Symphony dealt with many financial issues. A major financial weakness with the symphony is its inability to negotiate the salaries of the employees. All of the symphony’s employees are under contact which leaves them with the financial burden of having topay salaries regardless of the ticket sales. A financial strength of the symphony was the aboveaverage endowments. The symphony was considered to be at the high end of a Group II symphonyorchestra and received an above average endowment for its status. A leadership strength for the symphony was the fact that they had two leaders, one for its musicians, Keith Lockhart, and Scott Parker, who was the chairman of the board. The symphony’s CEO announced his resignation in 2002, which is a leadership weakness. Having to replace a CEO in an organization like the symphony is a difficult task. Finding a professional and seasoned individual to be the CEO of thesymphony was a major issue for them during this time of duress.Symphony Weakness Symphony StrengthsContracted employees (financial) Above average endowment (financial)Resignation of CEO (leadership) 2 Leaders (leadership)A1a. Key steps Anne should take to address the weaknesses to ensure a successful start of themerger will be: • Analyze the current financial status of the symphony by looking at the ticket prices and determine how to keep the sale price close to their current...
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...RJFT Task 2 Iesha Armour A. 1. “Before the merger the Utah Symphony dealt with many financial issues. A major financial weakness with the symphony is its inability to negotiate the salaries of the employees. All of the symphony’s employees are under contact which leaves them with the financial burden of having to pay salaries regardless of the ticket sales. A financial strength of the symphony was the above average endowments. The symphony was considered to be at the high end of a Group II symphony orchestra and received an above average endowment for its status. A leadership strength for the symphony was the fact that they had two leaders, one for its musicians, Keith Lockhart, and Scott Parker, who was the chairman of the board. The symphony’s CEO announced his resignation in 2002, which is a leadership weakness. Having to replace a CEO in an organization like the symphony is a difficult task. Finding a professional and seasoned individual to be the CEO of the symphony was a major issue for them during this time of duress. Symphony Weakness Symphony Strengths Contracted employees (financial) Above average endowment (financial) Resignation of CEO (leadership) 2 Leaders (leadership) A1a. Key steps Anne should take to address the weaknesses to ensure a successful start of the merger will be: • Analyze the current financial status of the symphony by looking at the ticket prices and determine how to keep the sale price close to their current rate...
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...Cristina Nielson 6/18/2011 RJFT Task 2 Action Plan When this merger was decided it was called into action because of the weakness within the Utah Symphony Orchestra and the Opera. Both are great companies but both could use the strengths of the others to improve. This paper will explore the leadership and financial strengths of both companies as well as a complete overhaul of the balanced scorecard of the businesses. Below I have listed the strengths and weaknesses of the leaders and financial aspects of the Utah Symphony Orchestra. Utah Symphony Orchestra Financial Strengths Financial Weaknesses Performing over 200 concerts generating income. Ranked in Group II for budget Expected income supposed increase by 1% in future. Expense increases expected of 2.5% High revenues from concerts Decline in public subsidies Increase in competition of public funding Low deficit at the end of the year. Carry burden of pledges not paid Leadership Strengths Leadership Weaknesses Experienced conductor in the Orchestra organization. Resistant to change Has a great background in TV (helps in marketing) Would prefer to cling to existing model for organization. Has the ability to lead Spends too much on fundraising efforts. Helped the Orchestra obtain the top orchestra spot in the 8 rocky mountain states. Protects his employees and ensures that opinions are heard The hardest part for Anne will be addressing these weaknesses. There are steps that Anne can take in...
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