| |A1. Utah Symphony Strengths and |The candidate provides a plausible analysis, with sufficient support, of the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. | |Weaknesses | | |A1a. Steps for Utah Symphony |The candidate
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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 ongoing merger of the Utah Opera and the Utah Symphony. A balanced scorecard has been provided for both organizations, and this document will include analysis of the strengths and weaknesses of each organization and recommendations that Ms. Ewers can take to address the weaknesses. Additionally, I will analyze the four aspects (including strengths and weaknesses) of the scorecards for each company and finally identify one highly probable issue that could arise during the merger process in the
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1. Bill Bailey Motivational Technique Bill Bailey is opposed to the merger of his opera to the Utah Symphony for many reasons and wants to encourage his organization to oppose the merger. I believe he could us the Vroom’s Expectancy Theory to achieve this if presented properly. The Vroom’s Expectancy Theory states that 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
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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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Strategic Analysis of the Merger of Utah Opera and Utah Symphony Financial and leadership strengths and weaknesses of the Utah Symphony. There are almost no financial strengths that can be claimed for the Symphony. The only one that is evident in Exhibit 3 is that performance revenues are projected to increase by 18% for the succeeding year, 2002. Weaknesses are more evident and significant as outline in the following section. The most significant weakness is that the expenses are almost
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his 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
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explained his reaction to the idea: My initial knee-jerk reaction when Parker first proposed the merger was negative. Change is a pariah in this business. People, including me , tend to cling to existing models. I eventually realized that my main reason for believing it [the merger] was a bad idea was because it was different. I also realized at the time that if I had said no to the idea, the merger would not have gone forward. Parker made it abundantly clear to me that his and the executive
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The Merger Of Two An evaluation of the corporate culture at Utah Opera and Utah Symphony and its effects on the upcoming merger Competing Values Framework Utah Symphony Competing Values Framework The Symphony best aligns with the Clan culture. Performers and director function as a family. Most decisions are made as a group. (inward focus) Shared values and goals. Utah Symphony Competing Values Framework The Opera best aligns with the Market culture. Performances are limited. (3-5 a
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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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