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. Bill Bailey openly stated that opera trustees had two primary concerns; the opera’s financially stable model against the symphony’s more volatile 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 self-esteem of the board. The opera is not a tier one arts company, and yet it has a terrific reputation in the arts community. Through its affiliation with such a renowned symphony, the opera can only become stronger and more renowned.
A1. Scott Parker Mrs. Abravanel provides a very different hurdle for Scott Parker than the one faced by William Bailey. Mrs. Abravanel not only has her own personal time and efforts invested in the symphony, but she also has the memory of her late husband, and maestro, Maurice influencing her decision to come out against the merger. Mrs. Abravanel most certainly has deep emotional feelings for the symphony; feelings akin to those of a mother and her grown child. It is for this reason that Parker must approach her with Alderfer’s ERG theory in mind. The theory is centered upon one’s need for existence, relatedness, and growth. Parker must sit down and explain to Mrs. Abravanel that the symphony is facing dire financial straits. If measures are not taken to make the symphony monetarily viable, then the organization will likely fold and cease to exist. She probably doesn’t realize the burden that has been placed on the symphony with the economic downturn. By appealing to her need for existence, Parker can at least gain her willingness to listen. For many problems, listening is half the battle. Mrs. Abravanel does not want to see her late husband’s life work cease to exist. Once he has her attention, Parker can appeal to her need for relatedness. Even after her husband passed, Mrs. Abravanel continued working with the symphony. Her reasoning was undoubtedly because she felt closer to her husband while helping the symphony, and also because she felt a personal need to interact with those that her husband loved. Parker can seize the opportunity to explain to her what a merger can mean to her personally. If the symphony were to fold, then her professional relationships will disappear with it. Many people will move to new cities in search of work. Not only would she lose the connection to her husband, but she would likely lose her connection to many people with whom she has invested her time and emotions since Maurice’s passing. Finally, Scott Parker can appeal to Mrs. Abravanel’s need for growth. We all have a desire to be the best we can be. Similarly, we all want to see our children and our personal projects succeed. Scott needs only to explain the benefits that adding the financial stability and human resources of the opera can do for the symphony. By exposing a whole new group of people to the fine work of the symphony, the organization will become even bigger than even she ever imagined. With the proper direction, the merger could take the symphony and Maurice’s legacy to new heights.
A3. Describe Anne’s positional power in relation to her personal power. Anne Ewers has been extremely successful, not only at UOC, but in other organizations in Boston and San Francisco. Among her accomplishments are several cases of retiring inherited debt, creating endowments, and expanding production quality and count in her organizations. It is from these accomplishments that she derives her positional power as general director of the UOC. She has a terrific reputation as someone that “gets the job done and well.” It is this positional power that really allows Anne to capitalize on her personality as an energetic, likeable person, and build her personal power. Anne is a renowned fund-raiser, and it is no coincidence when we consider her position combined with her energy and experience on the front lines of more than 60 operas. She has built many relationships across the country that allows her to be successful at fundraising. For Anne, positional and personal powers have created a harmonious circle, wherein she builds equity in one “bucket” when she is successful in the other. They play off each other and allow her to be “large and in charge” while still being likeable and approachable. It is a potent mix of power that will serve the merged organization well.
A3a. Discuss how Anne could use her positional power to successfully lead the merger efforts. Anne’s position as general director of the opera places her squarely in the front of all those affected. Her prospective position as CEO of the merged organization only amplifies the weight of her words and actions with those same people. Anne must use this positional power to calm fears and mitigate opposition to the merger. Her words carry weight not only because of her title, but also because of her resume. She can and should relate to any and all opposition that she has vast experience in turning around arts companies. Along with that, she must assure them that they are important to her and their input will be valued and utilized. She could begin to consider which decisions she will delegate to which positions, and let those people know how they will be able to impact the new company. By doing so, she expands her own personal and positional power. While she could certainly use her position to apply pressure in return for support, it is generally much more agreeable to utilize other means such as rational persuasion, personal appeals, and consultation – all of which are strengths that Anne has exhibited over her career.
A3b. Discuss how Anne could use her personal power to empower Keith Lockhart after the merger. Empowerment is not something to be taken lightly. In this case, Anne happens to have a very capable and experienced person to whom she can delegate a great deal of authority. Keith is on record as saying that he found Anne to be very energetic and a good listener. (Delong & Ager, 2005) Anne can use her personal power and these attributes positively and effectively with Keith. She should have recurring meetings with Keith and allow him the freedom to discuss concerns and ideas openly and with candor. By being a good listener, Keith will be comfortable voicing his opinions and her personal power will grow. Furthermore, the meetings will open the door for her to let Keith know just how “long his leash is” with regard to decision-making in the merged company. She should let him know just how much she will rely on his contacts and relationships in the symphony, as well as his experience and expertise. By giving him clear authority in decision-making processes she can promote a positive and productive atmosphere that empowers Keith Lockhart.
A4. Present a potential issue with the Symphony musicians that, if not resolved, would jeopardize the merged organization's ability to perform.
The musicians submitted a list of guiding principles to the symphony board. This list was deemed essential by the union in order to insure a successful symphony in the future. One of those principles stated the need for “An organizational structure that protects and enhances artistic excellence.” (Delong & Ager, 2005) This principle certainly seems to be referring to the desire for the symphony to be managed directly by those most familiar with the organization, presumably Keith Lockhart. The initial org chart for the merged company detailed that Keith would report to Anne Ewers. Keith’s first impressions were negative in that he felt he would lose control of the symphony to an “outsider.” The musicians were almost certainly referring to this chart when they included this principle.
Failure to meet this principle would almost certainly cause a major disruption for the merged company. If the musicians do not have faith in, or a desire to work for, the person in charge, then they will most likely force a work stoppage in order to protest and force a change in symphony leadership. Naturally, a union work stoppage is one of the most publicly damning displays of dysfunction that a company can endure. Anne would do well to heed the guiding principles.
A4a. Recommend how Anne could mitigate the potential issue.
Anne can certainly acquiesce by openly stating that Keith Lockhart will remain the general director for the symphony and his decision-making power in that regard will remain unchanged. By making it known publicly, she can diffuse the first principle on the list and assure the musicians that artistically and theologically speaking, their organization is not changing. She can also use her personal power to persuade Keith to comment publicly to the same effect.
A5. Discuss at least two of the organizational influence tactics Anne could use to persuade the opera’s staff to endorse the merger. I believe Anne should stay with her strengths and utilize inspirational and personal appeals to garner opera support. She has led the opera from the bowels of debt to unprecedented heights. She has been the general director through it all, and has enormous respect and admiration. She can inspirationally and personally appeal to the staff by having a sincere and frank conversation about what the opera can gain. She can inspire them with talks about the increased notoriety the opera will gain by being affiliated with a world class symphony. That notoriety could lead to bigger endowments and more productions. These are the types of inspirational tactics that she can use to motivate them to get behind the merger. Likewise, she can appeal personally to anyone who isn’t buying into the inspirational verbiage. By speaking to them personally and casually, she can implore them to lend their support based upon their knowledge and experience with Anne. She can let them know that she has always done right by the opera and that the merger will not change that. In fact, she is the general director of the opera, post-merger, so she can use that to her advantage as well.

References

Delong, T. J., & Ager, D. L. (2005, August 8). Utah Symphony and Utah Opera: A Merger Proposal. Harvard Business School. Retrieved April 17, 2014, from https://cb.hbsp.harvard.edu/cb/web/pl/product.seam?c=16237306&i=16237308&cs=a6c558944b75a76bae117f9e8d56b3ce
Kreitner. (40). Organizational Behavior [VitalSouce bookshelf version]. Retrieved from http://online.vitalsource.com/books/1259234185/epubcfi/6/42