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 all meetings while also showing empathy, he could be viewed by other subordinates as being helpful and in doing so, he could incorporate their assistance who may then in-turn could be an extension of his influence to their supervisors. Regarding the second influential factor self-esteem; Bill may have plenty being the Chairman of the Board of such a sophisticated civic organization; however, he could gain even more personal confidence by taking some of the responsibility in the success of the merger and by applying this concept to the members of the opera and also increasing their self-esteem as well by pointing out the level of success that the symphony has enjoyed. Finally, the success of the merger would mean greater resources for all and although the intrinsic benefit of investing in the local education may alone be enough to warrant consideration, so too would they have to weigh the additional benefit of access to costumes with such a venture, addressing the last factor.
It should also be considered as well that the merger may ultimately be instrumental in the opera’s very existence. The perception that a particular outcome is contingent on accomplishing a specific level of performance (2010, p.224) is another element of the Expectancy theory. Although financially “in the black” now; the events of September 11, 2001, have caused a steady decline in the support the arts in general both publicly as well as government funding (Delong & Ager, p. 1). Failure to consider and support such a merger could mean the opera’s ultimate demise. As stated in the beginning of this illustration, the perceived value for this venture when compared to the effort; which really boils down to having an open mind, this “valence,” or value of reward seems quite obvious; when considering the possible devastating effects of not contemplating such an undertaking.
By electing to openly support the merger between the Utah Opera and Symphony, Bill Bailey needs to implement a systematic approach to the successful unification of the two entities. He could accomplish this by acknowledging his own concerns and by implementing the key values of Victor Vroom’s Expectancy Theory.
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:
By utilizing McClelland’s Need Theory, Scott Parker, the Chairman of the Board of the Utah Symphony, may be able to convince Mrs. Abravanel to support the merger between the Symphony and the Opera, although she had previously been decidedly opposed to the merger initially. All three of the components of the theory could be implemented to enlist her support.
Although living in husband’s shadows may have been fulfilling enough previously, Mrs. Abravanel may herself now possess the theories first need, “The Need for Achievement” (2010, p.215) and by incorporating Mrs. Abravanel into the decision making process, it may help her to change her mind. Although it may have been her husband who had helped to achieve a tremendous amount of success in the past, perhaps, Mrs. Abravanel may want to add her own moniker to the Symphony now. Additionally, Mrs. Abravanel may not appreciate her husband’s life work to have seemingly been in vain by having all of his past achievements eroded. She may desire to have the committee acknowledge her husband’s contributions; or as the theory states, feedback on his success (2010, p. 215) and subsequently, hers as well, if she is an achievement motivated (2010, p. 215) kind of person and if the merger was inevitable regardless of her opinion, perhaps she could turn that ‘public outcry” into a call to arms for support thus ensuring that the merger had more to do with her.
Since her public opposition to the merger was so vocal, perhaps some of Mrs. Abravanel identity came from her husband’s affiliation with the Symphony as well as the symphony itself. Obviously the passion her now deceased husband showed in the symphony resonates with the current members and perhaps this “Need for Affiliation” could bring Mrs. Abravanel “back into the fold.” Certainly Mrs. Abravanel could be something of the new organization’s mascot. With such a symbolic role, events as the one’s the symphony and orchestra host would offer mostly social interaction and hardly give cause to cause conflict or require any difficult decisions (2010, p. 215).
Finally; feeling powerless against a situation that is happening without one’s input or regard and one you also may feel strongly about may give some the “Need for Power” (2010, p. 215); the last component of McClelland’s theory. Seniors have may feel unappreciated and would gladly accept roles in influencing, coaching, teaching and encouraging others to achieve. In this scenario an otherwise impotent women could feel very formidable.
Although Mrs. Abravanel initially spoke out publicly in a letter to the community and in an interview as well, Scott Parker could use his role as Chairman of the Board of the symphony as well as McClelland’s Need Theory to convert one of the merger’s most vocal critiques, to one of its strongest advocates.

Describe Anne’s positional power in relation to her personal power:

Evident in the organizational chart, Anne’s positional power comes from her role as director of the Utah Opera Company. Simply put, Anne Ewers is the boss. Anne has influence because she has accountability over that role’s responsibilities. Anne Ewer’s position was earned based on her capability to navigate financial situations as well as directing the Operas themselves. Being the boss; however, does not equate to having those within the company follow her of their own accord and although her merits are evident, it’s likely that Anne’s personal powers and potential influence to lead others that identified her as the eventual CEO. No doubt those who wish to see the merger succeed will point to Anne’s previous success but the ability to convince others to follow her not only through her position but through rapport and as being seen as someone who shares the same values as those she will eventually be leading will be what it takes to create a consensus. Personal power cannot be sustained without legitimate positional power but this “1-2” punch is demonstrated not only by Anne’s record of soliciting donations and directing operas (2005 pg. 6), but also in her ability to influence others as well. Knowing when to use one or the other or both could be very important to her success.

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

Anne’s positional power as the General Director of the Utah Opera Company and possible position of becoming the CEO of the two merged entities is quite apparent and she could use her positions to successfully lead the merger efforts by using “Reward Power” (2010, p. 442)to achieve success. In this way, Anne could make promises of some sort of reward to those who were not already on her side. Another positional power Anne might consider is “Coercive Power” (2010, p. 442). Anne could obtain a merger commitment from the committees simply by exhausting them and demanding that they come to a consensus. And of course with being selected as the eventual CEO of the union, Anne could use her “Legitimate Powers” (2010, p. 442) by publicly identifying the votes of those involved in the decision making. Fear of retribution by those who did support the merger may make those who didn’t more inclined to change their minds, regardless of their true feelings about the union.

a. Discuss how Anne could use her personal power to empower Keith Lockhart:

The problem with these positions of power is that they only have a minimal effect, are ultimately unsustainable and may eventually lead to resentment (2010, p. 244). It would be more effective if people involved comply out of their own free-will and not out of fear. To incorporate that philosophy Anne could use her own personal power of energy, enthusiasm and capability (1995, p. 16) to empower Keith Lockhart, the symphony’s music director. Because Keith’s primary reason for becoming the symphony’s musical direct was to “step onto the big stage of symphonic work,” (1995, p. 16) he could rely on Anne’s enthusiasm to ensure a more prominent collaboration than just the symphony alone could provide. As long as Keith could be assured that reporting to Anne would not offend the usual role of the music director, he could focus on being the conductor of a more large-scale endeavor and feel comforted by her energy level.

Present a potential issue with the musicians that, if not resolved, would jeopardize the continuing organizational performance:
An issue that has the potential of derailing the entire merger if not resolved quickly is that of the musicians union and current contract. Although it may currently “be lending stability to the organization,” (1995 p. 9), it would be imaginable that the union could foresee that a larger combined board may present a problem considering that the vast majority of the opera’s constituents are not being currently being compensated by full-time employment. If the relationship between the orchestra’s musicians and the Utah Symphony Board had been strained in the past (1995, p. 16), it could be made worse now; especially if they suspect that the entire merger itself is a way to renegotiate the current collective bargaining agreements they are operating under.
a. Recommend how Anne could deal with the issue:
The best way Anne Ewers should deal with this issue of the musicians is head-on, early and in a functional way. Avoiding the “elephant in the room” may lead to major disruption in the entire process. Anne Ewers should focus on the eventual entity’s goal and how everyone shares the same goal by focusing on the potential patrons rather than their own group in a “win-win” attitude of compromise (2010 p. 375). One way Anne may overcome objections of the musicians would be to first listen and be empathetic to their concerns but also involve them in other areas of the decision making process alongside their potential counterparts.
Discuss influence tactics Anne could use to persuade the opera’s full-time staff and artists under contract to endorse the merger:

One influence tactic Anne could use to persuade the opera’s full-time staff and artist is that of “Inspirational Appeals.” Although many actors may aspire to be famous, it would seem unlikely that those involved with the Utah Opera are hopeful that they will eventually become one of those celebrities we see gracing the covers of the magazines we buy from the checkout lines at the grocery store. In fact, one could even assume that these kinds of actors even see themselves as a more pure performer of their craft between the two. With such creative personalities, this “soft-tactic” (2010 p. 438) may be more effective and the actors may react more strongly and positively to an emotional appeal as well as it is perceived as fair and may be the best way to guarantee the “Commitment” outcome (2010 p. 439)from this influence.

Reference List

Book:
Kreitner, Robert., & Kinicki, Angelo. (2010). Organizational Behavior, 9th Edition. New York, NY: McGraw-Hill/Irwin.
Case Study:
Delong Thomas., & Ager, David. (2005). Utah Symphony and Utah Opera: A Merger Proposal. Harvard Business School. 9-404-116, 1-16.