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 full-time staff members of the opera would need to be joined with the 33 full-time staff members of the symphony. Positions would need to be consolidated, responsibilities would need to be adjusted or re-defined, and quite possibly, staffing positions may need to be reduced. Financial issues would need to be determined. How will donations be handled? How will accountes be merged together to handle payroll, insurance, etc? These questions as well as other financial issues would have to be determined. Developing an organizational structure that adequately meets the need of the new organization would be a priority. Every area of the two organizations that will need to be merged will have their own set of unique problems and hurdles to overcome. Mr. Bailey will need to stress his board and organization what the overall goals and objectives are and keep returning to the need for each of the sub areas to be merged successfully so that the two organizations can have a chance at an overall successful merger. Recognition- The biggest issue here for Mr. Bailey to sell to his board members and employees at the opera is that by merging with the symphony would raise the opera into a tier-one arts organization. In order for the opera not to lose their identity in the merger process, Mr. Bailey would need to work with his board to insure that opera personnel would be placed in positions of authority. This has already been done with the possibility of Anne Ewers becoming the CEO of the merged organization. This does not mean that Mrs. Ewers should favor opera entities over symphony entities, just that opera entities would not be forgotten or pushed to the side. Also, it would assist the opera if they established set time period for performances (1 opera a month or every other month for a 10 day period is an example). Through the increase in funding through the merger establishing a set schedule for opera performances will assist the organization in keeping their identity. Responsibility- This ties in with the area of challenging work. Mr. Bailey would be able to work with his board and personnel to give responsibility to the opera employees in their own areas within the opera organization to handle or address some of the questions and concerns that will arise through the merger. It would be beneficial if employees of the opera and the symphony would be able to serve on joint committees in an effort to provide solutions to possible questions and provide a framework for their individual departments merger within the new organization.

Mr. Bailey would be able to address the hygiene factors of status, salary, benefits, and working conditions in the following manner:

Fringe benefits - Mr. Bailey should insure the employees that the benefits that they currently have would not be reduced. However, they may come in different forms. The benefits that the employees of the opera and the symphony receive would have to be compared and merged together. The key not only for Mr. Bailey with the opera, but also with Mr. Parker at the symphony would be to insure that overall benefits not be reduced. The overall benefit package may look different than before the merger, but the totality of the benefits needs to remain the same or be increased throughout the process of the merger. Salary, status, working conditions, and job security- Mr. Bailey’s first priority should be that not only do the 23 employees of the opera and the 33 employees of the symphony are not reduced, but each of the 56 employees have a position within the combined company. However, due to the merger, Mr. Bailey should stress that some positions and responsibilities may change for the combined organization from what they were with each individual organization. The working conditions for each of the positions should remain relatively the same for the combined organization as to what they were with each individual organization. However, they could change based upon the requirements and responsibilities of newly created positions or shifting of responsibilities to different departments. Mr. Bailey should be able to use the two-factor theory of motivation to support the planned merger of the Utah Opera and the Utah Symphony by stressing the following conditions in his presentations and discussions of the proposed merger:

1) The job should provide sufficient challenges so that the full abilities of the employees are utilized. 2) Employees that demonstrate increasing levels of ability will be given increasing levels of responsibility. In this manner, employees will be challenged to make the merger a success and with the success of the merger each employee will share in that success with increased recognition and responsibilities.

A.3.a As stated above, Anne possesses a great amount of positional power in her role as
General Director of the Utah Opera. In her position, Anne oversees the Director of Operations and therefore, oversees every facet of the opera and reports directly to Mr. Bailey and the Board. The position in and of itself gives Anne great authority in making decisions in all areas of the organization. From financial matters to costumes and the performers, Anne has the final say in all aspects. If Anne wants to the opera to do or not do something, it will either be done or not under her direction. That is evidence by the statement from one of the skeptics to the merger’s statement, “At times she makes unilateral decisions and fails to consult with those who are expected to implement these decisions.” From the background in the story, it appears that Anne is for the merger. In fact, she has been offered the position of CEO of the merged organization. It is evident from the story than Anne expects the merger to go through. She is already planning about whom to talk to first and what she would say. Evidence would support that a majority of the opera employees also are in support of the merger because from the story, there was only one ‘insider’ that was in disagreement. The one naysayer was Leslie Peterson, who was the Director of Operations of the Utah Opera. However, from the way the story reads, one could be led to believe that Mrs. Peterson’s objections could be from the perceived reduced role in the merged organization. From an organizational structure perspective, Mrs. Peterson would not only report to Mrs. Ewers in the new organization, but Mr. Lockhart as well. At the best, she would be on the same level of Mr. Lockhart. Mrs. Ewers could use her positional authority as the proposed CEO of the organization to make decisions on how other positions could operate. She could work to influence the Board to create an organizational structure that provides others (Mr. Lockhart, Mrs. Peterson, etc) with as little or as much power as she wants to grant them. She can establish a structure which would satisfy those in need and gain their support in the merger without really relinquishing any of her power as the CEO. For even if she gives her authority to others, her being the CEO still would have final say on any decision made by the employees under her.

A.3.b Anne also possess great personal power throughout the merger process. She gained this personal power through her positional power with the Utah Opera. She has proven to be a very effective General Director of the Utah Opera. She raised donations to more than $5 million and even received donations from out of state benefactors. Money is power. The fact that she was able to increase the amount of donations to the opera increased her overall power within the organization in addition to her being in the general director’s position. She also received great personal power the moment that she was offered the position of CEO of the merged organization by Mr. Parker who was the chairman of the board of the Utah Symphony. Here she had the rival organization offering her the top spot. If she rejected the position or spoke out against the merger, the merger would most definitely fail and the symphony would still be in the position of finding a CEO. In this manner she has used her personal power to increase her overall positional power. A textbook definition of empower is to invest or give power to another especially legal or official authority. For Anne to empower Mr. Lockhart she would be giving him some of her positional power of the CEO’s position to his position as conductor of the symphony. It is evident that Mr. Lockhart has reservations about having to report to Mrs. Ewers in her new position. Mrs. Ewers’ dilemma is how much power/authority can she transfer from her position as CEO to Mr. Lockhart so that he will feel comfortable and support the merger without weakening her overall position or the overall authority of the CEO position. In order to be able to swing Mr. Lockhart’s opinion in favor of the merger and the proposed management structure, Mrs. Ewers will need to use her personal powers to provide reassurance to Mr. Lockhart that his own personal and positional power will not be diminished by the merger. Mrs. Ewers’ referent power is that she is well respected for her leadership abilities. She has the reputation for being energetic, enthusiastic, and capable. Mr. Lockhart had initially been a proponent of the proposed merger until the management structure had been divulged. Mrs. Ewers needs to focus her discussions with Mr. Lockhart on the publicity and the rewards that the symphony could possibly reap and be recognized for after the merger. Since Mrs. Ewers’ personal and positional power would be enhanced through the merger, she will need to show and prove to Mr. Lockhart that his own personal power would not be reduced and while his positional power may be reduced by the management structure, that through her management and leadership abilities, he would remain as powerful in the needs of the symphony as he currently is. She needs to remind him that her respect level is high within the board and that she would have great say with them in how Mr. Lockhart’s own power is seen through their eyes. Mrs. Ewers needs to practice participative management skills and insure Mr. Lockhart that he will have great involvement in the organization’s goal setting, problem solving and decision making process, and addressing changes within the organization.

A.4 Musicians with the symphony have garnered great organizational strength through their unionization. As such, when considering the merger with the opera, the musicians do have some legitimate fears as to what benefits they will continue to receive. A few major concerns that the symphony musicians could have are:
1) Through the merger process, the negotiated increases in salary would be restructured at a detriment to the musicians and that the collective bargaining opportunities will be reduced within the new organization.
2) The symphony would cease to be a separate organization with its own performances and tour schedule and simply become musicians for opera performances.
3) Fundraising activities and money received would not increase and money that was raised would be split between the symphony and opera networks.
4) Through the proposed management structure, the symphony would cease to have a say in what performances would occur.

A.4.a In addressing the above concerns with the musicians, Mrs. Ewers should:

1) In addressing the collective bargaining concerns: a) Mrs. Ewers needs to assure that the current collective bargaining agreement will remain in effect through the agreement period and that all benefits that had been previously agreed upon will not be affected by the proposed merger. b) Through the merger process, the overall union could be increased if the union decided to include the opera employees/performers. c) All future agreements will contain a clause that each side (board and union) must be in agreement prior to the collective bargaining agreement be reopened prior to its expiration. 2) In addressing compatibility issues and autonomy issues between the symphony and the opera: a) Mrs. Ewers should insure that all currently scheduled tours and performances that the symphony has will be maintained. b) That the symphony’s performance in opera productions will not reduce the symphony’s schedule only enhance and add to the amount of performances with trade-offs being made, if needed, to reduce travel schedule. c) That the joint performances, when produced, will provide equal billing between the opera performers and the symphony performers and conductor. 3) In addressing fundraising and funding issues, Mrs. Ewers should: a) Guarantee that the symphony and opera will remain separate within the budget structure and that each organization will receive an equal share of all funding revenue received through performances and fundraising activities. b) Mrs. Ewers should point out that if managed correctly, through the merger there should be an increase in funding opportunities as the opera and the symphony would no longer be competing organizations. c) If handled successfully, the combined organizations will create a broader spectrum of potential customers/supporters, thereby increasing revenue potential from all performances. 4) In addressing the management structural issues, Mrs. Ewers should: a) First, resolve issues with Mr. Lockhart. Once Mr. Lockhart is on board with the new structure and the say that he will have within the organization, he can be used to increase support among the symphony members. b) Use her personal and positional power to assure symphony members of their importance and need for the overall success of the organization to continue and that she realizes that the symphony has to remain a vital part for the organizations overall success. c) Possibly allow the union to create an ad-hoc committee that will be allowed to meet with her about scheduling and performance matters. organizational rules or policies, or express or implied support from superiors.