JFT2 – Organizational Management: 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.

Response:
One theory of motivation Bill Bailey will use to support the merger by using Alderfer’s ERG Theory shown below. The definition of this theory is the following:
Alderfer's ERG Theory: Three basic needs - existence, relatedness, and growth - influence behavior.

(Alderfer, 1960)
Bill Bailey will have to focus on motivating the executive committees of the Utah Opera organization. This will be accomplished first by stating the facts and benefits of the merging of both the Utah Symphony with the Utah Opera and the benefits of a combined entity of both organizations instead of two separate organizations to ensure the survival of both organizations. The declining funding resources from the public and private sector for both Opera and Symphony organizations in Utah are drying up. It's very important for Bill Bailey to work with the three parts of the ERG Theory below
Existence - Bill Bailey's sole purpose in convincing the executive committee of the Opera House is to ensure that the merger is seen a positive merger, one that will help strengthen the Opera House to diversify its organization with the addition of a Symphony and additional venues and musical resources of musicians and have controlling interest by having Anne Ewers as the CEO from its organization heading both the Opera and Symphony organizations.
Relatedness - Bill is going to promote the idea and fact to the executive committee that Anne Ewers is a strong leader, and would be the new CEO managing both organizations post the merger and is a positive move. She is also the best person and candidate able to pull a merger of this size and has the experience in growing the previous organizations, that she has managed prior to the Opera House, the professionalism, and respect in industry necessary to have the support moving forward.
Growth - Bill Bailey support of the merger and sharing this vision to the executive committee would help gain the needed support and ensure a long-term relationship and establish a new and robust organization of two reputable organizations now as one stronger organization. The outcome of this fruit is the assurance of continued operation and longevity of the arts to be around and enjoyed by all age groups for years to come.
2. Illustrate how Scott Parker, chairman of the board of the Utah Symphony Organization, might use one theory of motivation to convince Mrs. Abravanel to support the merger.

Response:
Scott Parker who is Chairman of the board will be need to rely on one of Maslow's Need Hierarchy Theory to be able to convince Mrs. Abravanel that the esteem she has for the Symphony and its reputation will not be lost once it merges with the Utah Opera, but instead will be a much stronger organization since the Opera House has both assets, has a surplus of revenue much higher than the Symphony currently in 2000-2001 and projected surplus as well for 2001-2002.
Scott's support for the merger and being able to convince Mrs. Abravanel touch all of Maslow's Needs:

Need hierarchy theory - Five basic needs, physiological, safety, love, esteem, and self-actualization—influence behavior.

1. Physiological - The need to be provide for in this case the necessary revenue of a combined organization allowing a much stronger partnership to be formed with the Utah Opera ensuring the survival of both organizations.
2. Safety - Ensure that the payroll needs of the 83 musicians and 33 full-time staff were able to be paid and employed, of which her late husband the well renowned Maestro was so protective of.
3. Love - Mrs. Abravanel love and affection for the Utah Symphony is what was causing her to not see the reality of their financial demise and need for the merger.
4. Esteem - Both Scott Parker and Carolyn Abravanel know the Symphony has a high reputation, prestige, and recognition in the Orchestral Community and Scott wants to also show his passion for the Symphony and it being able to survive these hard economic times and guarantee the necessary funding in the future and being part of a much stronger organization combined under the new leadership of Anne Ewers.
5. Self-actualization - The desire and outcome of this merger is expected to be self-fulfilled in the sense that it has been reviewed that the merging of the two reputable organizations would allow the synergies and different offerings of each organization to bring in more revenue, attract more donors and provide and better return on investment for their investment in the arts.

(Maslo, 1943)

3. Describe Anne’s positional power in relation to her personal power.

Response:
Anne's positional power - Anne has a good reputation in the community for being an excellent fund-raiser, very devoted, and a hard working manager in her current role as well as previous positions held at other performance arts organizations over the years. She also is very respected by her employees and well liked which are qualities that will benefit both the Utah Opera and Utah Symphony.
Anne's personal power - Anne has an excellent reputation in managing opera houses, hard working, but her people management skills are not well liked by some members of the community labeling her as having an autocratic style of leadership with her staff, and for at times not communicating enough with those reporting to her and expected to implement her decisions and seen as unilateral decisions being made. Therefore, her personal power could affect her positional power in the sense that the autocratic style of leadership might not be well received by the employees and leadership of the Utah Symphony and causing conflict during the transition of the two organizations merging.

a. Discuss how Anne could use her positional power to successfully lead the merger efforts.

Response:
Anne could leverage her positional power to benefit the successful merger of both the Utah Opera and Utah Symphony. This could be accomplished by making use of her strong management skills and ability to analyze the Utah Symphony and envision how she could make it profitable just how she the Utah Opera and all the organizations she worked at previously. Also, she has the ability to perform fund-raising at the state level as well as out of state which would be beneficial to the combined organization and help get rid of its debts the Symphony has and help control the rising salary costs, through salary standardization by function type. Her strong leadership cold be just what the Utah Symphony needs and lacks to ensure the longevity and existence of the Symphony. Here style of management is strong in the sense that when she is put in control, she tends to turn around organizations as well as its finances, resulting in a stronger organization.

b. Discuss how Anne could use her personal power to empower Keith Lockhart after the merger.

Response:
Anne can use her personal power by self analyzing herself and recognizing the there is a perception that she doesn't have the best people skills by members of the community and board. Therefore, she can use Keith to her advantage and leverage his people skills and strong leadership with the Symphony employees. She could communicate with her employees and soon to be Symphony employees that, certain management figures will be left in place during and after the merger, such as Keith Lockhart. He has a close relationship with the Symphony musicians and by empowering him in his current role, actually helps strengthen Anne's leadership and perception of how she cares, how the Symphony musicians feel about the merger and continuing their employment post the merger under the Opera house. Keith's background consists of excellent management skills looking out for the musicians of the Symphony and could be considered positive traits that could be applicable over the Opera house. Anne's personal power and lack of people skills is not an issue since she is leveraging Keith to make up for the lack of people skills and relying on Keith to continue to keep the musicians happy and consider expanding his roles in the near future over Opera house employees.

4. Present a potential issue with the Symphony musicians that, if not resolved, would jeopardize the merged organization's ability to perform.

Response:
A potential issue with the Symphony musicians if not resolved that could jeopardize the merger and ability to perform, are contact renewals and negotiation of the Symphony musicians . Keith always looked out for his musicians and the fear of not having Keith managing them might upset some musicians, and force them to leave the Symphony and disrupt operations at the Symphony. Last another reason is the merger being looked at as being positive, cause if the Symphony didn't merge with the Opera house, this could have had an impact on the survival of the Symphony whose revenue funds were drying up and the Opera house did not have this kind of financial stagnation.

a. Recommend how Anne could mitigate the potential issue.

Response:
Anne could work with Keith Lockhart by get involved with the union contract negotiations with the sole purpose of stabilizing future salary wage increases during the merger. Keith would be instrumental in salary negotiations getting the musicians to accept a smaller increase in pay in order to guarantee their jobs be available while the organizations revenues improve and higher wages be increased and paid out at a later time once operations and revenues were consistently increasing and able to justify being able to pay higher wages.
This would help re-assure the orchestra members that their demands would be met once things improve and more revenues than debt are positively flowing. The end result would still allow for performances to take place 52 weeks during the year, and not have to reduce any staff, leverage efficiencies post the merger. Acceptance on behalf of the musicians would have to be required to avoid disruption of the merger, keeping happy the musicians during this transition, and ensuring a successful merger pre and post helps mitigate higher wages being paid out and avoid the Utah Symphony from going bankrupt and not be able to meet its financial obligations and or commitments.

5. Discuss at least two of the organizational influence tactics Anne could use to persuade the opera’s staff to endorse the merger.

Response:
Two organizational influence tactics Anne could use to persuade the opera staffs endorsement of the merger show the following tactics used and example below follows:
Influence Tactics
Coalition tactics - Getting others to support your effort to persuade someone.

Scenario:
Anne could leverage Keith Lockhart in Parkers absence since leaving ht organization, to convince the Utah Symphony that the Utah Opera House is the new controlling party in this merger, and as a result of the Symphony being part of the Utah Opera house under direction of Anne Ewers as the new CEO, who be able to strengthen the financial ability and future profits of the Symphony, as well as the Opera House. This relationship would be a good decision and its healthy financial status, would allow the Symphony to pay off its debt, and allowing for the creation of a much stronger unified organization as a result.
Rational persuasion - Trying to convince someone with reason, logic, or facts.

Scenario:
By convincing the board members and the community by leveraging the relationships in place with Parker, Bailey, and Anne with the various board members, community and relationship with the employees combined could allow for even greater recognition in being able to attract world class artists, maximize efficiency of administration and planning, while being able to maximize the ROI of the donors /investors who have supported both organizations in the past, present, and future.

(Delong & Ager, 2005)

B. References:
Alderfer, C. (1960). Alderfer’s ERG Theory. In C. Alderfer, Organizational Behavior (p. 210). McGraw-HIll.
Delong, T. J., & Ager, D. L. (2005). Utah Symphony and Utah Opera: A Merger Proposal. In T. J. Delong, & D. L. Ager, Utah Symphony and Utah Opera: A Merger Proposal (p. 16). Harvard Business School.
Herzberg, F. (2004). Leadership Skills. Retrieved November 10, 2013, from Job Design: http://highered.mcgraw-hill.com/sites/dl/free/0073210552/378527/Lussier7eChapter9.pdf
Maslo, A. (1943). Organizational Behavior. McGraw-Hill.