...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
...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
...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
...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
...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
