...Utah Symphony and Utah Opera- A merger proposal Course instructor: Course: Name: Utah Symphony and Utah Opera- A merger proposal A Before the merger, Utah Symphony managed numerous budgetary issues. A significant budgetary shortcoming with the symphony is its powerlessness to arrange the compensations of the workers. The greater part of the symphony's representatives are under contact that abandons them with the money related load of needing to pay rates paying little heed to the ticket deals. A fiscal quality of the symphony was the above normal gifts. The symphony was acknowledged to be at the high end of a Group II symphony ensemble and gained an above normal enrichment for its status. An initiative quality for the symphony was the way that they had two pioneers, one for its performers, Keith Lockhart, and Scott Parker, who was the executive of the board. The symphony's CEO reported his abdication in 2002, which is an authority shortcoming. Needing to swap a CEO in an association as the symphony is a troublesome undertaking. Discovering an expert and prepared individual to be the CEO of the symphony was a real issue for them throughout this time of pressure. Preceding the merger, Utah Symphony battled with a few budgetary challenges including a prevalent shortcoming described by its failure to arrange gotten representative's pay rates. The latter is a PR shortcoming because it kept them from any adaptability viewing ticket deals as they were committed to paying...
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...Utah Symphony and Utah Opera- A merger proposal Course instructor: Course: Name: Utah Symphony and Utah Opera- A merger proposal A Before the merger, Utah Symphony managed numerous budgetary issues. A significant budgetary shortcoming with the symphony is its powerlessness to arrange the compensations of the workers. The greater part of the symphony's representatives are under contact that abandons them with the money related load of needing to pay rates paying little heed to the ticket deals. A fiscal quality of the symphony was the above normal gifts. The symphony was acknowledged to be at the high end of a Group II symphony ensemble and gained an above normal enrichment for its status. An initiative quality for the symphony was the way that they had two pioneers, one for its performers, Keith Lockhart, and Scott Parker, who was the executive of the board. The symphony's CEO reported his abdication in 2002, which is an authority shortcoming. Needing to swap a CEO in an association as the symphony is a troublesome undertaking. Discovering an expert and prepared individual to be the CEO of the symphony was a real issue for them throughout this time of pressure. Preceding the merger, Utah Symphony battled with a few budgetary challenges including a prevalent shortcoming described by its failure to arrange gotten representative's pay rates. The latter is a PR shortcoming because it kept them from any adaptability viewing ticket deals as they were committed to paying...
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...The Utah Symphony and Utah Opera merger involves significant changes. This analysis document is for Anne Ewers’ use. Presented are potential solutions to five situations for which Ms. Ewers requested research. These topics include motivation theories and suggestions of their use within the context of the merger, different types of power and how to use them strategically, potential conflict due to the merger, and utilizing influence to build additional support. One of the methods Mr. Bill Bailey can utilize to persuade the Utah Opera to support the merger is by using McClelland’s Need Theory, the need for affiliation. This theory states that these individuals have a strong need to spend time continuing social relationships, belonging to groups, and wanting love (Kreitner and Kinicki, 2010, p 215). The opera members will be able to build additional associations with individuals supporting additional art forms through additional interactions available with the symphony members. This means that their social circle will expand to include members who support the symphonic arts, and the social relationship need will be met. The opera will also belong to a bigger group of individuals by adding in the orchestra members, fulfilling the second need within the theory. With the budgets combining, the opera will be part of a tier-one symphonic organization. This can create an even larger social circle for the opera members, as there is a potential for a larger reach of interested...
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...MERGER OF UTAH OPERA AND UTAH SYMPHONY 1 Laurie Taggart WGU / JFT2 Task #1 July 13, 2014 MERGER OF UTAH OPERA AND UTAH SYMPHONY A1. Bill Baily – Vroom’s Expectancy Theory Expectancy theory is the belief “…that people are motivated to behave in 2 ways that produce valued outcomes.” (Kreitner, 2013) This theory is best applied to situations that present two or more alternatives. As in the case of the merger between the Utah Opera and Utah Symphony. Bill Baily, Chairman of the Board for the Utah Opera will have to consider whether or not he will support the merger and if the merger will produce valued outcomes. There are three concepts that are key in Vroom’s expectancy theory: expectancy, instrumentality, and valence. Expectancy is the belief...
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...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...
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...| Utah Symphony and Opera Merger | Organizational Management | Assignment 1 | | . | Abstract The purpose of this merger is to combine the skills and resources of Utah Symphony and Opera Merger for better productivity and success. In this merger, focus will be given to the fundamental changes that will be conclusive for the smooth running of business operations for both the companies. With this analysis, Ann Ewers, the General Director of Utah Opera has to decide whether the merger will be viable or not. The analysis will contain motivational theories necessary in the merger process along with a discussion of different power types, and ways to deal with these different power types during decision making, the skill to employ various influences in creating additional support systems and the negative consequences of such mergers. The need for this merger rises because of financial difficulties faced by Utah Symphony (USO) and Utah Opera (UOS). Due to the financial difficulties, both the companies are eager to merge into one organization. A1. Bill Bailey Mr. Bailey could make use of McClelland’s Need Theory for Utah Opera. The Need Theory is about power, affiliation and achievement. McClelland opines that the needs of an individual form over a period of time through experiences. It is because of these needs that an individual expresses desire for power, affiliation and achievement, and these three factors affect the actions of people from a managerial point...
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...Financial Strengths and Weaknesses of the Utah Symphony Before the Merger The financial state of the Utah Opera before the merger was grim. It was understood by the symphony’s chairman of the board, Scott Parker, that the situation was getting worse. This was aggravated by the downturn of the economy and the event of 9/11. However, even before the economic downturn and 9/11, the symphony was very close to a deficit situation (Delong & Ager, 2005). Scott Parker assumed the chairmanship to try to mitigate the situation. The average endowment or contributions for a Group II orchestra like the Utah Symphony is $8.8 million in FY 2001-2002. The endowment for the symphony is considered in the top end within its group. To be able to accumulate more than the average Group II orchestra is a financial strength. In January 2002, the total endowment for the Utah Symphony was $10 million. At the same time that the symphony is above the average orchestra within its group, it is also spending substantially. Artistic costs constitute the major expense category of expense for the orchestra (see Table 1). The symphony does not own its facilities. The building that houses the offices and the Abravanel Hall where the symphony performs are owned by the county. Most of the symphony’s cash (+90%) is allocated to orchestra and development (fund-raising) staff salaries, benefits, and payroll taxes. The orchestra musicians are unionized with annual salaries of $50,000 to $85,000...
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...|Utah Symphony and Utah Opera Merger Proposal| || 4/23/2012|Organizational Management Analysis| |This project will look at theories of motivation relating to the merger as well as discuss positional and personal power concepts. A discussion will also address the musician’s concerns which could potentially jeopardize the merger. The project will conclude with a look at various influential tactical strategies utilized in persuasion.| Utah Symphony and Utah Opera Merger Proposal Organizational Management Analysis Bill Bailey and motivation theory in opposition to the merger Bill Bailey is the current chairman of the board of directors for the Utah Opera Organization and could pose a significant roadblock to merger the approval process if he does not publicly or privately support the merger. One area of the merger where Bill Bailey already has expressed concern is regarding the potential inequity between the two groups in a post-merger environment, which directly relates to Adam’s equity theory. In order to understand Bill Bailey’s potential concerns, it is imperative to understand the principal and philosophical logic behind equity theory. As the name implies, equity theory is model of motivation that describes the feeling that interpersonal relationships should be fair and equitable in the workplace. More specifically, Adam’s motivational theory seeks to explain how an individual’s motivation to behave in a specific manner may be fueled by perceived inequity...
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...Bill Bailey The Opera is a much smaller organization than is the Symphony, both in personnel and budget. Indeed, many of the Opera employees expressed concern that they would simply be absorbed by the larger Symphony without regard to their uniqueness and reputation within the community. Bill Bailey, as chairman of the board of the Utah Opera, is in a unique position to influence the merger. He can seize the opportunity presented by virtue of his positional authority (power) to offer support for the merger by recognizing the perceived inequity by the Opera staff and artists – a perception that will become reality should he decide not to intervene. Baily’s first duty as board chairman is to the shareholders of the corporation, but he is vested with a very large and visible role in organizational governance as well. In that role, he balances the needs of shareholders, employees, and other stakeholders (to include ticket-buying customers). In his Equity Theory, Adams postulated that determining both negative and positive equity and inequity in an organization is a process of measuring anticipated outcomes from known inputs. Moreover, equity theory seeks to explain the correlation between an individual’s behavior and their perceived level of justice, or lack thereof. The financial balance sheet and estimations of future earnings potential serve to provide a cost basis for the merger. However, the larger question for Baily to consider is the perception by Opera staff that their...
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...chairman of the board of the Utah Opera regarding the proposed merger with the Utah Symphony was over the financial strength of the opera compared with the financial liabilities of the symphony. Another concern of Bill’s is that the opera would lose its identity through the merger. Initial concerns aside, Bill determined that a merger between the two organizations would benefit them both over time. Bill now has the task of gaining support for the merger from the symphony board of directors. A theory of motivation that would help Bill is McClelland’s Need Theory. This theory posits that humans have a need for achievement, a need for affiliation, and a need for power (Kinicki & Kreitner, 2010). The need for achievement drives people to accomplish challenging tasks. The need for affiliation generates the desire to connect and associate with others. The need for power instills the desire to influence, prepare, educate, or motivate others. These motivational needs apply perfectly to Bill’s goal of gaining support for the merger from the opera’s board members. The need for achievement would compel the board to strive for making the merger work because of the challenge it presents. The need for affiliation would generate the desire to connect with the members of the board of the symphony to accomplish the task of a successful merger. The need for power would increase the board member’s desire to coach and teach the leaders and members of the symphony during the merger process. ...
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...Management JFT2 Task 1 Utah Organizational Management JFT2, Task 1: Utah Symphony & Utah Opera Proposed Merger Analysis Utah Symphony & Utah Opera Proposed Merger Analysis In 2002, a proposal was made to merge the Utah Symphony and Utah Opera due to the failing economy, collapsing of the stock market, declining government financial support, and a waning of donations for the arts. The proposed merger would help both organizations by economizing on costs and expanding the artistic potential of both organizations. Each of the organizations need to support the decision in order for the merger to be successful. A1. Bill Bailey and McClelland’s Need Theory Bill Bailey, chairman of the board for the Utah Opera, can apply McClelland’s need theory to convince the other Utah Opera board members to support the Utah Opera and Utah Symphony merger. McClelland’s need theory is based on three needs: the need for achievement, the need for affiliation, and the need for power. Mr. Bailey sees a need for achievement (the ability to accomplish something difficult) both for himself and for the Utah Opera (Kreitner & Kinicki, 2013). For the Utah Opera, Bailey sees continued success and growth as its need for achievement. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. If Bailey can effectively aide in the successful merger of the two organizations, he can help the Utah Opera achieve success...
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...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 line of both organizations. The instrumentality in this theory is for the opera to continue to have success. In using this theory, Baily is going to have to emphasize that each organization has different financial considerations. The Utah Opera’s model allows for a very flexible performance schedule, and the cash flow of the organization is very healthy as well. The Opera is able to scrap...
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...(1)Bill Bailey, Chairman of the board of the Utah Opera Organization might use the Adams Equity Theory to support the merger. The Adams Equity Theory falls under the process theories of motivation. These theories focus on explaining the process by which internal factors and congnitions influence employee motivation. This theory focuses on the balance or imbalance that exists between an employee's inputs and outputs. Equity exists for employees when they feel their ratio of perceived outcomes to inputs is equal to the ration of outcomes to inputs for a similar coworker. The employee wishes to see employer returns or outputs based on what they input to their job performance. Interactional justice is the last component to this theory and is the extent to which people feel fairly treated when procedures are implemented. This is achieved by managers communicating truthfully and by treating people with courtesy and respect. By recognizing that people have varying sensitivities to perceived equity and inequity and by noting that inequity can be reduced in various ways Bailey can help support the merger. He needs to highlight the mergers ability to showcase a climate for justice therefore he will be able to influence the employee's organizational commitment and job satisfaction. (2)Scott Parker might use Vrooms Expectancy Theory, which also falls under the category of process theories of motivation to convince Mrs. Abravanel to support the merger. This theory states that the...
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...Task 1 Utah Symphony and Utah Opera Merger Meera Abraham Western Governors University Organizational Management May 12, 2014 Following the tragic event of Sept 11, 2001 the American economy has struggled to return to its former glory. The weakened economy has negatively impacted giving as a whole and brought about a steady decline of public interest such as government subsidies, and private such as individual and corporate pledges, ticket sale; to support Arts organization in America. Approximately 6% of the funding for the performing arts is from federal, state, and municipal governments; 46% of the income is generated from tickets sales and individual contribution, remaining 36% from business and foundation giving; and 12% is from investment income. Scott Parker, chairman of the board of Utah Symphony, clearly stated that the Orchestra is extremely close to being in financial deficit. Their contractual obligation to pay salaries to their 83 employees in a weakened economic climate has impacted them adversely. Utah Opera will be in a similar situation as most of their financial support is from local and national foundations, corporations and individuals. In order to rescue the arts organizations, Anne Ewers was asked to contemplate the position of CEO of the combined Opera and Symphony organization of Utah. Given that these two have very divergent cultures, there will be great deal of challenges to unite these organizations. One of the main challenges...
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...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 the Symphony. Mr. Bailey feels that the Opera will be offering a greater input than the Symphony while the Symphony will reap greater benefits...
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