A. Create an analysis document in which you do the following:
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.
Mr. Bill Baily is the chairman of the board of the Utah Opera Organization. It appears to me that he is in favor of this merger though he is approaching it with a sense of caution. Although the UOC seems financially stable at the present time, the financial stability could erode in the years to come due to a decline of public as well as private support for the company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to become a reality. The UOC wants to expand its artistic potential within the community. However; there is some concern among the members of the executive committee. If Mr. Baily wants to gain any type of support from the committee members, his best bet will be to use V.H Vrooms Expectancy Theory to gain the much needed support. This theory is the best to use since Mr. Baily will have more than one alternative to choose from. V.H. Vrooms “Expectancy Theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kreitner & Kinicki, 2010)Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors. Expectancy Theory has three components; Expectancy, Instrumentality, and Valance. To effectively put this theory in to action Mr. Baily would need to make it known that the merger would benefit both organizations and provide more revenue for the symphony and a way to market the opera (Expectancy). The ending reward for this merger would reduce revenue issues for the symphony because it would be adding the opera staff (Instrumentality). This merger would be able to offer an increased amount of performances for patrons of both organizations (Valance). Vroom’s theory provides Mr. Bailey the realization of his leadership within the UOC and goals needed to direct the course of action; this in turn will encourage the board members to increase their self-interests.

A2. 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.
Mr. Parker is the Chairman of the Board of the Utah Symphony I believe that he is in full support of the merger with the USO. This support seems to come from his time as the chairman of the symphony while it was faced with financial devastation. He understands how to work with musician’s salaries that are under contract with the symphony. The financial issue that arose was that the USO’s fund raising did not meet the projected level to sustain the operations of the USO, this stems from private and public money being harder to come by, due low revenue due in part to the economic conditions of community members and the demand for more money from contributors. Mr. Parker tendered his resignation as CEO of the orchestra to be affective at the end of February, and experienced the stress of finding a suitable and competent replacement. This new CEO would have to be somebody who is able to face the scrutiny of the board of directors and the public and have the capacity to lead a symphonic organization in a less than prosperous time. Mr. Parker had an extensive amount of experience with mergers in his career, and because of this experience he explored the idea of cost advantages if the two Arts organizations were to merge. Mr. Parker was acquainted with Anne Ewers, who currently held the position of general director of the UOC. He believed that she would make a fine replacement in large part because of her talent and impeccable business sense. Mr. Parker’s belief was that merging the two organizations would solve the problem of revenue and sales and approached Ms. Ewers about the position. Mr. Parker also has the job of convincing Mrs. Carolyn Abravanel, the wife of Maurice Abravenal, former head maestro and director of music of the symphony until his retirement in 1979. Mrs. Abravanel’s hesitation about the merger is in direct correlation to the personal loss of her husband and is primarily concerned with having Mr. Lockhart, the symphony’s conductor, report to the Chief Executive Officer, Ms. Ewers, in the event of a merger. Mrs. Abravenal feels that this forces the conductor to a position of ‘second billing’. The goal then for Mr. Parker is to motivate Mrs. Abravenal and the orchestra members to come out in support of the merger. To accomplish this, Mr. Parker could incorporate Adam’s Equity Theory to sway her to support the merger by focusing on this concern. “The conceptual basis of this theory is that negative and positive equity revolve around an individual’s perception of receiving compatible compensation for their input” (Kreitner & Kinicki, 2010) Mr. Parker can reiterate that although the conductor may not have the highest-ranking title in the new organization, his role is not being devalued, it may therefore be helpful to involve Mr. Lockhart in the plans for the merger and make him part of the decision-making process. By including him in this process, Mrs. Abravenal will feel the conductor has some influence over the outcome of the merger. By illustrating to Mrs. Abravenal that the current conductor will gain more power in the event of this merger, Mr. Parker should be able to gain her support.

A3. Describe Ann’s positional power in relation to her personal power.
“Positional Power is external to you. It is your important job title…,” (Collier, 2008) Ms. Ewers positional power is quite simply her title as CEO of the merger between the symphony and the orchestra. “Personal Power is internal to you.” (Collier, 2008) With this in mind, her personal power can be found in her prior successes at the Boston Lyric Opera, where she retired debt and increased productions. This puts Anne in a position where she can use her position to assist with the merger efforts, and build further support. For Anne to earn respect and honor where her leadership qualities are, she will need to keep both the symphony and the opera boards updated on the status of the merger. This is where a communication plan with the Director of Marketing would come in handy as an aid in the merger, as well. There could be some great advantages to creating a forum that members from each organization can ask questions. This could be another forum where Anne could use her position to empower leaders within the organization to participate in the merger. If Anne is able to project to the other members that she does in fact trust her new leadership team it will help with the organizational structure as a whole. Anne can then use her personal power by focusing on the area of fundraising. This will demonstrate to Mr. Lockhart that she is able to support the arts community and in return hopefully earn his support as well. Because a lot rides on fundraising, Anne’s fundraising skills are going to be a key in making this endeavor successful. Anne will need to inform Mr. Lockhart that the symphony will need to increase expenses and that additional fundraising will be needed to gain the financial stability of the symphony. It might help if she would explain to Mr. Lockhart her greatest past challenges, and defeats, as well as why she is there and what she believes to be the most satisfying outcomes. This may go a long way in helping to build a better relationship. Anne will be able to show Mr. Lockhart the growth she has seen over her 11 years with the Utah Opera and this should help create a positive relationship for the future merger.

A3a. Describe how Anne could use her positional power to successfully lead the merger efforts
Anne would be able to use her positional power to successfully lead the merger efforts by demonstrating her confidence in her title as CEO and her decision making abilities. Her confidence will make those around her feel confident in the merger and her leadership. As CEO it is important that she believe in the decisions she is making and that they are in the best interest for the symphony and the orchestra.

A3b. Discuss how Anne could use her personal power to empower Keith Lockhart.
Anne’s personal power will be useful in getting Keith Lockhart on board during the process of the merger. Therefore; Anne would best be able to use her personal power to empower Keith Lockhart by sharing her successes at Boston Lyric Opera. Anne could also use her personal power and expertise by involving Mr. Lockhart in the decision making surrounding the merger process. She could assure Mr. Lockhart that the merger will allow him to retain creative control of the symphony, and with Anne having an understanding of the conductor’s feelings and thoroughly explaining to Mr. Lockhart how he would have power to veto any idea that was passed up the chain just like Anne does, This shows Mr. Lockhart that Anne is trying to keep a balance of power in the organization and could be used to her favor. Another area where Anne could use her personal power is to remain calm and collected throughout the discussions of the merger with Mr. Lockhart in order to gain his confidence in the merger as well. This will lead to a sense of confidence for Mr. Lockhart to know that this is the right decision and to have a united front with Anne when talking with others regarding the proposed merger.

A4.Present a potential issue with the musicians that, if not resolved, would jeopardize the continuing organizational performance.
Anytime an organization has contractual musicians in their employment, potential issues can arise. With regards to this particular organization the issues in question are the musician’s collective bargaining agreements and orchestra and board relationships involving organizational performance. The musicians have formed a committee to protect their principles and represent their interests. This committee informs us that the musicians believe that their interests are in jeopardy and they are afraid their point of view is not being considered. Ms. Ewer’s first item should be, to show interest in the musician’s perceived notions, and address their fears. She could make sure they fully understand what the merger is going to entail, and how their future involvement is going to be vital to the success of the organization. She could furthermore implement a win-win scenario by taking care in learning from this early warning and taking action as soon as possible in the future when issues arise.
A4a. Recommend how Anne could deal with the issue.
Therefore; an appropriate action for Ms. Ewers to employ would be integrative negotiations to deal with this conflict. “Integrative negotiation calls for a progressive win–win strategy.” (Kreitner & Kinicki, 2010)The ultimate goal for Ms. Ewers is to convince the musicians’ committee that all the fears that they are being expressed are unfounded and that they are an important part of the “team”. The worst thing Ms. Ewers could do in this situation is to put her own interests first. When you include all concerned parties in the resolution process and listen to their opinions you help them to feel that they are a vital part of the organization and that their support is important. If you are looking for buy in from everyone involved then now is not a time for selfishness. When people feel that there way of life and income are in the balance they will usually get very defensive therefore, the key to successfully completing the merger is to make sure all parties are fully informed and on board every step of the way. Another idea that could help the negotiations could be assuring the musicians that all contracts that were negotiated before the merger will be upheld and fulfilled as negotiated after the merger. This may mean Anne may have to take the added step of signing new contracts under the merged properties with the same clauses of the previous contracts.
A5. Discuss influence tactics Anne could use to persuade the opera’s full time staff and artists under contract to endorse the merger.
Ms. Ewers will have to rely on her social power to charm the opera board of directors in order for them to endorse the merger. “social power is defined as “the ability to marshal the human, informational, and material resources to get something done.” (Kreitner & Kinicki, 2010)She can also use one of five soft-persuasion techniques to succeed in this task. First, is the rational model of persuasion, “which is a tactic that suggests that people think and behave in ways based on reasons, logic or facts, and are relatively predictable.” (Kreitner & Kinicki, 2010)This will enhance her expert power. She could also choose to use inspirational appeal, “which is the ability to tap into the emotions of people and harness their enthusiasm using her referent power.” (Kreitner & Kinicki, 2010)Or Ms. Ewers could use consultation. This involves the opera staff in all aspects including planning and decision-making. This is her legitimate power. A stronger tactic she could use is ingratiation. This is a way to praise and use flattery before asking the opera staff to endorse this merger. It highlights her reward power. Finally, a powerful tactic available to Ms. Ewer’s would be to engage in personal appeals. This will allow her to petition their feelings and loyalties and most of all friendships. This uses both her referent and reward power. (Kreitner & Kinicki, 2010)
The influence tactic that would be best for Anne to use to persuade the opera’s full time staff and artists to endorse the merger would be rational persuasion. (Kreitner & Kinicki, 2010)Anne will need to show that the arts are having a hard time succeeding in the current economic climate and that this is a rational decision to merge both in order to make sure both organizations survive. Anne would be best to show how she was able to successfully run Boston Lyric Opera and make it profitable. This would give credibility to the information she will be presenting to the staff and artists showing that this decision is in their best interests as well. This stands to create a buy in attitude and allow the merger to move forward with the artists and staff on board with the decision. The staff and artists will feel that Anne values their opinions or she would not have consulted them on this issue.

Works Cited
Collier, N. S. (2008). Personal Power vs. Positional Power. Retrieved March 29, 2012, from NCS Blog: http://www.nscblog.com/entrepreneurship/personal-power-vs-positional-power/
Kreitner, R., & Kinicki, A. (2010). Organizational Behavior 9th ed. McGraw-Hill Higher Education.