...Running head: JFT2 Organizational Management – Task 1 JFT2 Organizational Management – Task 1 Charles Jorgenson WGU 1. Bill Bailey Motivational Technique Mr. Bailey could effectively use Vroom’s Expectancy Theory to motivate his organization to oppose the merger. Vroom’s Expectancy Theory can be summarized in this way: The probability of a person acting in a certain way depends on the strength of the belief that the action will create a certain outcome and the attractiveness of that outcome to the person (Lawler, 1973). This means that it is more likely that people will act in ways that they believe will produce positive benefits for themselves. In Mr. Bailey’s situation with the Utah Opera, the action is whether or not to support the merger and the outcome is the continued financial stability of the Opera. Mr. Bailey could contrast the Opera’s financial stability, flexible business model, and cash reserve with the Symphony’s financial troubles and union-locked business model. The logical result of this comparison would be that the Opera could only become less financially stable by a merger as the Symphony doesn’t have many positives to offer in that area. Using this technique would motivate the Opera to not support the merger as they would strongly believe the merger would leave them in a less desirable financial situation. The lack of attractiveness of this new financial situation would be hard to measure. One way to solidify its lack of desirability is to...
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...Subject: JFT2 Organizational Management, Task3 Most fits into category of adhocracy organization Innovative in that they experiment with new works in order to broaden horizons of audience Performs at unorthodox events in an attempt to gain a larger following and increase opera’s popularity Fits into clan category Commitment to employees High degree of reliance on others Mutually beneficial relationship between leaders and instrumentalists Utah symphony seems to be focused on providing a high quality experience to their audience Utah opera is more focused on gaining new audiences through experimentation and innovation Both organizations seem to be very directionally oriented, allowing upper management to make most decisions Both organizations place a heavy emphasis on leadership › Highly structured hierarchy Employees still have large influence in organizational direction › Nature of company › Role of employees New company must keep in mind wants/needs of both entities › No favoritism or focus on one over the other Must integrate both entities into single organization › Work towards common strategic goals Must clearly define hierarchy without allowing the CEO to assume too much power and frustrate other executives Ewers should be friendly and energetic but also serious Use vocabulary and phrases that are specific to the industries Ease into information that will...
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...JFT2 Task 2 A1) Financial strengths and weaknesses of the symphony Financial weaknesses of the symphony are cash flow due to low fund raising, and high expenses resulting from artist compensation. Financial strengths of the symphony consist of high ticket sales and a large amount of concerts performed during the year resulting in high gross revenue. Leadership strengths of the symphony would be in part to Keith Lockhart's report with the musicians, and his artistic vision. Leadership weaknesses of the symphony would entail the vacant CEO position and the changing of the chairman of the board during the merge. A1a) Key steps Anne should address financial weaknesses of the symphony by implementing higher fund raising goals and by meeting with the musicians to renegotiate contract for compensation to lower expenses. Anne should address the leadership weaknesses of the symphony by empowering Keith Lockhart to have additional decision making authority over the symphony. A2) Financial strengths of the opera are positive cash flow, cash reserves and assets as well as fund raising. Financial weaknesses of the opera would include net loss on rental income and expense, and slipping ticket revenue. Leadership strengths of the opera would include Anne's leadership, experience, and management practices. Leadership weaknesses of the opera would include the resignation of Leslie Peterson, the daughter of the founder. A2a) Anne can address the financial...
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...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...
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...JFT2 Task 1 Bill Bailey When presented with the idea of a merger between the Salt Lake Symphony and the Opera, Bill Bailey and the opera trustees expressed concerns about the financial standing of the two organizations with the opera being financially stable and could be flexible in size, number of performances offered, number of full time staff and fundraising events. On the other hand the symphony, a 52 week orchestra employing 33 full time staff and 83 musicians which along with a loss in funding left the symphony facing some financial challenges. It appeared to Bill Bailey that the symphony would be gaining much more from the merger than the opera and the only apparent benefit for the opera would be to become a tier-one arts organization but at the risk of losing its established identity. Bill could use Adam’s Equity Theory of Motivation to represent how this merger will not benefit the opera or its board and possibly hurt future operations. Adam’s Equity Theory of Motivation is one based on fairness and justice and the consequences of events that cause feelings of inequity or injustice. There are two components to this theory. First is the input, meaning what an employee provides for which a just return is expected for the efforts. Second is the output, meaning pay, bonuses, benefits and job security. Because people’s personalities vary each individual or group will evaluate events as either a positive or negative inequity when comparing outcomes with other involved...
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...Subject: Organizational Management, Task2 A. Develop an action plan: 1. Analyze the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. Utah Symphony had a great deal of financial talent, but has been unable to find a strong source for future success. The potential merger builds on these strengths and weaknesses by creating a better future for both companies. Strength points: Symphony became one of the first orchestras from the western united stated to tour internationally. Unlike artists who worked for the opera, musicians employed by the USO received a full year contract and earned a full time salary. They had well management and financial that they were able to go to several cities and have hundreds concerts A weaking of the economy, the bursting of the of the internet bubble and subsequent collapse of the stock market, and the tragic of September 11,2001 had led to a decline in public ( ticket sales and individual ,corporate and foundation pledges) support for the arts The Utah Symphony has its home in Abravanel Hall, which is acclaimed as one of the world's great concert halls - having won awards for both its architecture and its extraordinary acoustics. In addition to performing more than 70 subscription concerts in Abravanel Hall, the Symphony regularly travels around the Intermountain West serving communities in Utah, Wyoming, Nevada and Idaho. Funding from the Utah State Legislature makes it possible for the Symphony...
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...1. Bill Bailey could support the merger but he would first need to be assured that the needs of the opera would not suffer nor would the opera lose its identity in the merger. Maslow’s need hierarchy best describes what Bill Bailey believes to be the needs for opera. He would require that the opera not only not lose its current financial stability but at a minimum maintain the stability it currently enjoys. He would also need some sort assurance that the operas reputation that has been improving over the past few years not tarnished in any way and continue to improve. 2. Scott Parker could use the current faltering economy and the fact that fundraising efforts had not been what they had hoped for to help motivate Mrs. Abravenal to support the merge. He could also drive home the importance of the resignation of the current CEO. Using Alderfer’s ERG Theory Scott Parker could overcome the significant problems plegging the Symphony. The merger of the two could help alleviate the existing financial needs of the symphony with the operas surplus funds. With the right person in charge the two entities could build a meaningful relationship growing the popularity, reputation, and profits of both companies. Additionally with Anne Ewer’s on board her talents could be huge an asset for the symphony just as it had been for the opera. Her efforts are the primary reason that the opera has a surplus of funds and she has been a in a large part responsible for the improved reputation...
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...Presenter notes Slide 1: Title Slide 2: The Utah Opera is an adhocracy culture. An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The opera shows these qualities in their culture. The opera values flexibility, and has tailored their business model to allow for adjustments in both the size of the opera and fundraising projects. This allows for them adjust their operations in a timely manner as needed in order to meet profitability goals. The general nature of the opera fosters the creativity that is required for the adhocracy culture, since they are an arts program. The opera focuses less on their budget and more on their fixed assets than the symphony. The opera is also externally focused out of need. A majority of their income comes from ticket sales, so they must deliver enough high-quality performances to please the customers. Additionally, the opera is structured in such a way that decisions lie with a variety of directors who have the skills and knowledge to make decisions about their departments (DeLong, 2005). The Utah Symphony is a hierarchy culture. A hierarchy culture is one that is internally focused and emphasizes stability and control. They value standardization, control, and a well-defined structure for authority and decision making. This is supported by having Chairman of the board and a music director. The hierarchy...
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...Merger Analysis Adam’s Equity Theory is a motivation model in which basically state that employee performance will be at a rate of higher productivity when they have a feeling they are being treated fairly. Equity is achieved when an employee has a perception that the reward for the amount of work they are given is equivalent to that of a worker that is relevant. Employees perceive negative inequity as a result of greater rewards being given to the relevant worker that conducts the same amount of work. Positive inequity is perceived opposite as it is when fewer rewards are given to the relevant worker for the same amount of work. Bill Bailey Bill Bailey has numerous reasons for opposing the merger of his opera with the Utah Symphony. Mr. Bailey should make a point to present to the board that the opera is a financially sound organization due to their reserve fund. While the opera has been upholding a financially responsible organization, the symphony has not. With this being said, the employees of the opera will perceive they are being punished due to the symphony’s shortcomings. Being the symphony is a larger organization than the opera, it seems as though they are using the smaller organization as rescue. Opera personnel will have a negative inequity perception due to symphony’s mismanagement of funds and yet they gain the same rewards. Operations of the opera have also been conducted in a responsible manner as they have made constant size adjustments or total eliminations...
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...In analyzing the Utah Symphony and Utah Opera merger case study, it was obvious that many factors, finances, personalities, and even the community would be involved. The wide reaching affects of a merger between these two types of organizations was eye opening. At the time of the proposed merger, the Utah Opera had a stronger financial footing and was not in danger of closing. The Utah Symphony however, was sliding down a dangerous financial slope. The organizations were structured differently in their number of employees and financial compensation packages. These differences would prove challenging in a merger and could be the basis Bill Bailey would use to oppose such a merger. Bill Bailey, Chairman of the Board of the Utah Opera Organization, could site Adam’s Equity Theory model in opposition to the merger. This theory basically states that an individual’s behavior is motivated by feelings of inequity or injustice (Kreitner & Kinicki, 2010). The inequity between the two organizations is vast. The opera is financially sound and has very few full time employees as compared to the symphony. The artists for the opera are hired for the individual performances and not contracted year round like the symphony performers. The symphony also has four times the number of employees and these are unionized contracts. So in Bill Bailey’s eyes, the opera is being used to bail out the larger symphony with it’s more financially sound budget. Also, the symphony performers...
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...August 2, 2015 A1: One Theory of Motivation for Bill Bailey William “Bill” Bailey is chairman of the board for the opera. Bailey is in a position of power to influence others (mainly the Board of Directors) to either support or oppose the merger. While there are multiple theories that could be used, I believe that the best is Vroom’s Expectancy theory. This theory “holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kinicki & Robert, 2013) Vroom’s theory has three factors: Valence, Expectancy and Instrumentality. Valence, or rewards, refers to the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations and levels of confidence about what they are capable of doing.” (Vroom's Expectancy Theory, n.d.) Instrumentality (belief) refers to the “perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes.” (Vroom's Expectancy Theory, n.d.) In using this theory, the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony, which is looking to strengthen their finances with a merger with the opera, though in theory this would strengthen the bottom...
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...JFT2 Task 1 A1. There are several theories of motivation that Bill Bailey could use to support the merger, my recommendation would be that he use McClelland’s Need Theory. This theory is broken down into three different needs: · The Need for Achievement – individuals have the need to accomplish something that is difficult. · The Need for Power – individuals have the desire to motivate, teach, influence and encourage other members of their team. · The Need for Affiliation – individuals have the desire to spend time doing social activities and forming social relationships. Mr. Bailey can utilize the McClelland Need Theory in the following ways: · Need for Achievement – Mr. Bailey can convince Anne Ewers that the merger can benefit her both personally and professionally. Ewers had already achieved great success at the Opera and she can showcase these achievements by utilizing her talents with fundraising and helping to increase the annual budget. Mr. Bailey can help the staff gain the need for achievement by encouraging them to help with fundraising activities and think of new ideas that would make the merger more efficient. Asking instead of telling is always helpful when in a position of authority. It’s important that staff feel they are listened to. · Need for Power – This need can be utilized in several ways. The board members can be led to understand that the merger will benefit both parties by focusing on the one thing they desire to improve: the public’s...
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...JFT2 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. It is understood that the merger of the Utah Opera and the Utah Symphony has several positive factors. However, Bill Bailey, chairman of the board of the Utah Opera, strongly opposes the merger. It is up to him to convince the remaining board members to vote in opposition as well. Mr. Bailey can use the Adam’s Equity Theory to accomplish this. The Adam’s Equity Theory, as a process theory of motivation, explains how an individual’s motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice (Kreitner & Kinicki, 2010). This is especially true for give and take relationships, which Mr. Bailey feels is the situation at hand. There are two main components of any relationship, inputs and outcomes. The Utah Opera is financially stable and because they do not employ full-time musicians, can alter their schedule when necessary fund raising has not been accomplished. The Utah Symphony, on the other hand, has a large staff of contracted employees who are paid full salary for the entire year. The Opera owns their property while the Symphony’s theater is owned by the county. By looking at past financial statements, it is apparent that the Opera historically operates at a much greater surplus of funds than...
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...2 Jessica Emmons JFT2 Organizational Management Task 1 July 30, 2014 1. Bill Bailey – chairman of the board of the Utah Opera Organization a. Adam’s Equity Theory of Motivation Adam’s Equity Theory of Motivation is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The organizational justice theory is an expansion of the equity theory that works to explain employees’ attitudes and behaviors and reflects the extent to which people perceive that they are treated fairly at work. There are three different components of organizational justice: i. Distributive justice – the perceived fairness of how resources and rewards are allocated ii. Procedural justice – the perceived fairness of the process and procedures used to make allocation decisions iii. Interactional justice – the extent to which people feel fairly treated when procedures are implemented (Kreitner & Kinicki, 2010) Bill Bailey’s concerns regarding the merger focus mainly on the financial stability and flexibility of the opera versus the symphony and the fear that the opera will lose its identity. According to Mr. Bailey, the opera has a reserve fund and is financially stable. In addition, as a result of the current business model, the opera has the flexibility to adjust the size of opera or eliminate projects if necessary, while the symphony has a 52-week orchestra without any flexibility...
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...Utah Symphony and Utah Opera Utah Symphony and Utah Opera: A Merger Proposal Michael Zimmermann Western Governors University Organizational Management Utah Symphony and Utah Opera: A Merger Proposal 1. Theory of motivation to oppose or support the merger Motivation is a psychological response that leads one to act and includes the direction for the goal. The theory that would best allow Mr. Bailey to oppose this merger is the process theory. The process theory identifies specific factors that inspire the different motivations of an individual. This is accomplished a combination of the beliefs, perceptions, and thoughts of a person. We see that Mr. Bailey believes that a merger will deal with two entities that each want to keep their values in the arts. There is a perception by each entity that the merger will decrease the worth. The process theory focuses on both the internal and cognitive influences. This includes the motivation of an individual and their desire to feel a sense of balance or justice between input and output. There are three organizational justices that are all positively connected to job performance and engagement. When an employee believes that they have been treated in a fair manner then the engagement for that employee will be supportive and positive. On the contrary, when the employee feels that the employer is not appreciated, employee engagement will suffer. We see in the case study that Mr. Bailey has the initial response that...
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