Free Essay

Rjft Task 1

In: Business and Management

Submitted By MCullinan
Words 1523
Pages 7
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, could use Maslow’s Need Hierarchy Theory to try to convince Mrs. Abravanel to support the merger. Maslow’s needs Hierarchy Theory break all human needs into 5 basic categories: physiological, safety, love, esteem and self-actualization. One cannot advance to a higher need until the lower needs are satisfied. This theory has been used to explain all human behaviors since its inception.

Parker would have to tap into Mrs. Abravanel’s esteem needs in this particular case. Abrvanel is concerned about losing her reputation and the prestige the symphony holds if the merger were to occur. It would be beneficial for Parker to focus on all the positive aspects of the merger such as the combining to two well-known and well-respected art entities in the area. Parker has to appeal to Abravanel’s need for recognition to encourage her to support the merger thus being a public face of its potential success.

Anne Ewers was the general director of the Utah Opera, and CEO of a combined symphony and opera if the merger proposal was successful. Anne possessed both positional and personal power that needed to be harnessed in order to push the merger through. Positional power, also known as legitimate power, is based on the fact that one can “obtain compliance through formal authority.” (Kreitner & Kiniki, 2010) Personal power, also known as referent power, works on the basis of “obtaining compliance through charisma or personal attraction.“ (Kreitner & Kiniki, 2010)

Anne Ewers was in a place of power as director of the opera and stood to ascend into a higher position if the merger was successful. She had definite legitimate power as a formal authority to those beneath her in the organization. Carefully harnessing this power could sway people to support the merger proposal. Anne needed to create and maintain “positive legitimate power” (Kreitner & Kiniki, 2010). This means she has to focus on obtaining compliance with the employees based on their performance only. Ewers would have implied power over the employees based solely on her authoritative position. She would have to become very skilled at performance evaluations in order to use this power properly. Ewers could also create teams that are comprised of members from both the symphony and the opera. This team would be given a mission and have shared goals, which would be helpful in merging successfully.

Anne also held personal power in this proposal. Anne has been described as a good listener, energetic and having a good mind for business. She could use the positive aspects of her personality to convince others to support the merger. Anne has a better chance to growing support for the merger using her referent power. Referent power inspires others to make a commitment to a cause or company, which is superior to forcing others to be compliant. Referent power is an internal, self-derived feeling, which creates a greater sense of satisfaction of one’s successes.

Keith Lockhart was the music director of the Utah Orchestra. He was a well-respected musical director and has had many accomplishments since joining the Utah Symphony. Anne Ewers could have used her personal power to empower Keith Lockhart. Ewers will be able to give Lockhart the ability to make decisions on his own. Ewers has a proven track record in business. This gives her credibility in the field, which should earn her respect from Lockhart. That respect and credibility combined with Ewers’ enthusiasm allows her to empower Lockhart. If Ewers can inspire Lockhart to embrace her goals and objectives for the merged group they can stand as a unified front in front of the other employees, board and community. Their belief in success could also inspire others to support the merger. By sharing the same goals and standards as Lockhart, Ewers shows the whole company that she respects and believes in him and their shared vision. This will gain his respect and the respect of others in the company who feel Lockhart deserves the opportunity to decide what is best for his orchestra. Once Ewers and Lockhart have a shared vision for the orchestra and opera, Lockhart will have both the confidence and the freedom to make decisions without consulting Ewers most of the time.

There were many potential issues that could have jeopardized the continuing organizational performance of the musicians. The musicians have always been heavily supported by the by the symphony. An issue that could in the course of the merger is how much support they will receive once the two groups merge into one entity. They have had freedom in their choice of material and number of performances. The musicians may fear they will no longer be a main focus since Ewers is the director of the opera and she may favor the opera heavily in regards to capitol, supplies and resources. If these issues are not tackled right away the orchestra may lose some of its musicians to other orchestras or they may not put forth their best effort for the orchestra. If musicians left, it would be a process to replace them, thus possibly dropping in ticket sales or other support. These types of issues, going unresolved, could seriously jeopardize continuing organizational performance.

Ewers could debunk these fallacies by engaging in participative management and delegation tactics. Participative management entails involving the musicians in some decision making within the organization. It is incredibly important to stroke the egos of employees who are putting forth their maximum effort for the good of the organization. It would be in her best interest to make the musicians feel like their opinions matter and are taken into consideration when major decisions are being made. The feeling of commitment is much stronger when people feel respected. Delegation is another tactic Ewers could use to solve the aforementioned issues. This allows employees to have the authority to make decisions on their own without consulting a manager. This empowers the employees to be problem solvers. Allowing the musicians to be problem solvers and make decisions provides them with feelings of respect and accomplishment, which goes a long way with them.

Anne Ewers may have to use some influence tactics to persuade the opera’s full time staff and artists under contract to support the merger. Anne could use the tactics of consultation and inspirational appeal. It would be beneficial for Anne to use the consultation method in this case because it involves the employees. If Anne was able to involve the employees in “planning, making decisions, and changes”(Kreitner & Kiniki, 2010) they may have an easier time endorsing the merger. It allows them to become part of the process and provide input and ideas to making the merger successful. Also, Anne could get others to support the merger by using the inspirational appeal tactic. Inspirational appeal works by “trying to build enthusiasm by appealing to others’ emotions, ideals, or values.”(Kreitner & Kiniki, 2010) If she could excite the artists by appealing to their emotions she may be able to gain their support. These artists are emotionally attached to their work in the opera and the orchestra. They spend hours practicing and perfecting their own abilities so they have something to offer the group. If Anne can appeal to their hard work and dedication to their own position she may be able to influence them to support the merger. Anne is a very engaging and energetic; this could be the key for her to appeal to the musicians emotions and invoke support for the merger.

Reference:

Kreitner, R. & Kiniki, A. (2010). Organizational Behavior:

9th Edition. Retrieved from http://wgu.coursesmart.com/9780077333881/434?CSTenantKey=wgu#

Similar Documents

Free Essay

Rjft Task 1

...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...

Words: 1058 - Pages: 5

Free Essay

Rjft: Task 1

...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...

Words: 2138 - Pages: 9

Free Essay

Rjft Task 1

...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...

Words: 2132 - Pages: 9

Free Essay

Rjft Task 1

...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...

Words: 2548 - Pages: 11

Premium Essay

Rjft Task 1

...JFT2 Task 1 Analysis: Due to factors related to funding for the arts along with the downward turning in the United States economy, a proposal was made for the merger of the Utah Symphony along with the Utah Opera companies. The dire situation confronting the arts community became more and more apparent reaching a crisis level in 2001. The Utah Symphony Orchestra was close to a deficit as noted by Scott Parker, “Speed of action was essential...I knew that there was a possibility that we could quickly find ourselves over the edge,” (DeLong & Ager, 2004).There is very little precedence for mergers between a major symphony orchestra and opera companies in the history of the United States. The two examples offered in the history, the merger of the Madison Symphony Orchestra and the Madison Opera in 1963 along with the Chattanooga Symphony and the Chattanooga Opera in 1985, resulted in either the companies remaining intact for a period of time or in them separating due to different ideologies and methodologies. The two significant characters are Anne Ewers, who was asked to consider the position of CEO of the combined opera and symphony companies, and Keith Lockhart who is the very respected, long-time, music director and conductor of the Utah Symphony Orchestra. Both were invited to lead the merger in December, 2001. Given two very divergent cultures, they faced a very challenging process of uniting the two companies. The symphony environment is slow to change where as the opera was...

Words: 3988 - Pages: 16

Free Essay

Rjft Task 1

...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....

Words: 2529 - Pages: 11

Free Essay

Rjft Task 1

...| 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)...

Words: 1657 - Pages: 7

Premium Essay

Rjft Task 1 Utah Opera/Symphony Merger

...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...

Words: 1672 - Pages: 7

Premium Essay

Task 2.2.2.

...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...

Words: 1607 - Pages: 7

Premium Essay

Utah Symphony and Utah Opera Merger

...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...

Words: 1718 - Pages: 7

Free Essay

Org Man Rjft Task 2

...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...

Words: 2608 - Pages: 11