Bill Bailey, Chairman of the Board of the Utah Opera, could use Adam’s Equity Theory of Motivation in order to convince those involved in the opera to support the merger. Adam’s Equity Theory of Motivation states “how an individual’s motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice.” (Kreitner & Kiniki, 2010). It would be important for Bailey to have a full understanding of distributive and procedural justice. Distributive justice refers to the fairness
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the weakening economy and declines in public and private support resources. Two art organizations in Salt Lake City, Utah; the Utah Opera and Utah Symphony, are just two examples that experienced these hardships. In order to alleviate the effects of those hardships, the two company boards and Anne Ewers (general director of the Utah Opera) are convening in meetings to discuss merger of the 2 organizations. Anne Ewers was approached whether she would be interested in becoming the CEO of the merged
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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
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Utah Opera & Symphony Merger JFT2 Organizational Management ~ Task 1 Western Governors University January 22, 2012 THEORY OF MOTIVATION In order to support the merger, Bill Bailey needs to address his subordinates with the merger in a supportive way. The Utah Opera Organization and the Utah Symphony are both dealing with surmountable obstacles in regards to the survival of the arts. It would be beneficial in the long run, for the future of the arts to stand as one mighty organization
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the “Utah Symphony and Utah Opera: A Merger Proposal” case study. You will develop a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new strategy to measure the success of the ongoing merger process. The strategic goals for the first year of the merger include the following: • Integrate the business processes of the two companies • Reduce overall expenses as a percentage to profit • Retain key employees • Maintain audience base for both the Utah Opera
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balanced scorecard system to improve strategic success. Introduction: In this task, you will analyze the “Utah Symphony and Utah Opera: A Merger Proposal” case study. You will develop a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new strategy to measure the success of the ongoing merger process. The strategic goals for the first year of the merger include the following: • Integrate the business processes of the two companies • Reduce overall
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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
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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
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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
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Task 2 Financial and Leadership Strengths and Weaknesses of the Utah Symphony The financial strengths of the Utah Symphony will now be addressed. One financial strength of the Symphony is the amount of endowments it receives. There are two groups, I and II, which receive endowments. The Utah symphony is in group II and that group gets an average of $8.8 Million per year (Delong & Ager, 2005, p. 4). Another major strength would be the amount of revenue brought in by performances. The 2000-2001
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