JFT2 Task 1 A1. There are several theories of motivation that Bill Bailey could use to support the merger, my recommendation would be that he use McClelland’s Need Theory. This theory is broken down into three different needs: · The Need for Achievement – individuals have the need to accomplish something that is difficult. · The Need for Power – individuals have the desire to motivate, teach, influence and encourage other members of their team. · The Need for Affiliation – individuals have
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Strategic Recommendations for Anne Ewers Regarding the Merger of the Utah Symphony Orchestra and the Utah Opera Company Nanette Riggs 288311 JFT2 Task 2 28 May 2014 RIGGS 288311 JFT2 TASK 2 A1. Financial and Leadership Strengths and Weaknesses of the Utah Symphony (USO). Financial makeup: The majority of income for the USO is generated through ticket sales, individual contributions, business and foundation giving, government grants, and endowment and investment income. The majority of expenses
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the board at the opera, must decide if it is in the best interest of the opera to merge with the Utah Symphony. Mr. Bailey expressed concern about the financial status of the opera versus the financial status of the symphony. The opera had a ‘reserve fund’ and a business model that afforded the opera the flexibility to cancel projects that did not meet its fundraising goals whereas the symphony did not have that ability. In addition, Mr. Bailey was concerned that the opera would lose its identity
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was developed for cultural assessments of organizations that shows the effectiveness in a two dimensional layout. In the Competing Values Framework model, there are four culture representations, Adhocracy, Clan, Market and Hierarchy. The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural
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Presenter notes Slide 1: Title Slide 2: The Utah Opera is an adhocracy culture. An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The opera shows these qualities in their culture. The opera values flexibility, and has tailored their business model to allow for adjustments in both the size of the opera and fundraising projects. This allows for them adjust their
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A1. Bill Bailey is currently serving as the Chairman of the Board for the Utah Opera. He is part of the committee that originally discussed the merger. He expressed concerns about the different business models of the two different companies. The Opera hires people as needed and can adjust projects and staffing as needed. The symphony is a 52 week orchestra without that flexibility. He is also concerned the Opera could lose its identity. He should utilize Adam’s Equity Theory of Motivation. This theory
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1 2 The CVF model looks at an organization based on two cultural dimensions; Horizontal and Vertical. Horizontal: Inward / Outward Focus The horizontal dimension is used to plot the degree to which the organization focuses inwards or outwards. If an organization’s position on the horizontal axis tends toward the left, it is focused primarily inward. If it tends toward to the right, the organizational focus tends to be outward, towards customers, suppliers and the external environment
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Utah Opera and Symphony Merger A1: Bill Bailey can utilize the Adam’s Equity Theory of Motivation to support the merger. “Defined generally, equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships” (Kreitner pg. 213). The theory explains the process of the internal factors that influence an employee’s motivation by focusing on a balance of inputs and outputs. Examples of inputs are hard work, enthusiasm
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strengths and weaknesses of the Utah Opera before the merger. Financial strengths of the opera are positive cash flow, cash reserves and assets as well as fund raising. The opera has done a remarkable job maintain their expenses and making a profit. This is attributed by good fundraising and having strong sponsor. They also have great leadership strength from Anne and her experience in management and seeing success. Some of the financial weaknesses of the opera comprise of net losses on their
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Guidelines Choose two (2) Individual Case Write-Ups from these found in your textbook, one from group A, one from group B: Group A Meg Whitman at eBay Inc. Matsushita Electrical Industrial Co. GSK’s Acquisition of Sirtris Utah Symphony- Utah Opera Merger Group B JetBlue Airways Rob Parson at Morgan Stanley Netflix Compensation Your Objective Using the information provided in the text and additional research, your goal is to answer the questions that are implied or stated
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