for the merger of the Utah Symphony along with the Utah Opera companies. The dire situation confronting the arts community became more and more apparent reaching a crisis level in 2001. The Utah Symphony Orchestra was close to a deficit as noted by Scott Parker, “Speed of action was essential...I knew that there was a possibility that we could quickly find ourselves over the edge,” (DeLong & Ager, 2004).There is very little precedence for mergers between a major symphony orchestra and opera companies
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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
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the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. Utah Symphony had a great deal of financial talent, but has been unable to find a strong source for future success. The potential merger builds on these strengths and weaknesses by creating a better future for both companies. a. Recommend the key steps Anne should take to address these weaknesses to ensure a successful start of the merger. I believe that the first Step Anne should take to address these
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Inspiration is the mental fortitude that drives one to succeed at a targeted objective. Inspiration is derived socially, behaviorally, and physiologically. Mr. Baily can employ a goal setting theory during the proposed merger between the Utah Symphony and the Utah Opera. Edwin Locke, who is a leading authority on the goal setting theory, along with his associates defines a goal as what an individual is trying to accomplish. (Kreitner & Kinicki, 2010) Goal setting has four motivational characteristics
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organizations which the Utah Symphony is well above. Another financial strength was the ten $10 million they received in January of 2002 from their endowment fund. A third financial strength I that only 5.5% of the Symphony’s total expenses and 5.4% of their total revenue is from their lower management and general expenses which is drastically lower than the 14% of total expenses and 12% of total revenue from the Utah Opera. Another financial strength is that the Symphony only draws out 5% of its
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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
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organization to oppose the merger. Vroom’s Expectancy Theory can be summarized in this way: The probability of a person acting in a certain way depends on the strength of the belief that the action will create a certain outcome and the attractiveness of that outcome to the person (Lawler, 1973). This means that it is more likely that people will act in ways that they believe will produce positive benefits for themselves. In Mr. Bailey’s situation with the Utah Opera, the action is whether or
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Merger Analysis Adam’s Equity Theory is a motivation model in which basically state that employee performance will be at a rate of higher productivity when they have a feeling they are being treated fairly. Equity is achieved when an employee has a perception that the reward for the amount of work they are given is equivalent to that of a worker that is relevant. Employees perceive negative inequity as a result of greater rewards being given to the relevant worker that conducts the same amount
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decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their
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Introduction [] Organizational merger is the aspect that involves the combination of the original resuscitation systems of the organizations that are merging into a unit with such newly combined systems of operations. This process of joining two or more organizations to form a single unit of the organization involves a number of organizational systems, which include people, resources, as well as tasks. The process of combining all these systems is referred to as integration. Integration is an aspect
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