Bill Bailey Motivation A1 Bill Bailey chairman of the board for the Utah Opera Organization has many

worries when it comes to the merger between Utah Opera and Utah Symphony. With Bill Bailey being the chairman of the board he has a lot of responsibilities. He is responsible for the management, the development and the effective performance of the Board of Directors, and also provides leadership to the Board. Bill has a lot of people that are counting on him to make the right decisions. I believe he also has a lot of influence on this merger. There are people that will listen to his suggestions, and follow what he tells them. One motivation theory that Bill can utilize to help him is the Equity Theory. This theory was first introduced by John Stacey Adams in 1963. He was a work place and behavioral psychologist, who proclaimed that personnel seek to conserve equity between the inputs (efforts) and outcomes (income). His belief was that if individuals value fair treatment which causes them to be inspired to keep the equality maintained within the relationships of their co-workers. Bill Bailey is concerned about the financial strength of the opera compared to the symphony. The Utah Opera Organization has spent many years to build the financial stability they have. They have also been able to establish a reserve fund, so if anything ever happens they will be fine financially. This is something that has not happened overnight, and it is something they are very proud of. Utah Symphony is facing some really issues financially. They have had problems with attendance since the 9/11 attacks, and also due to the down turn in the economy. Bill Bailey is afraid that they will lose their financial stability if the merger happens. Bill Bailey is also considered with the Utah Symphonys business model. The Utah Opera has a stable business plant that allows them to be very flexible. The opera can adjust the size of the opera or eliminate projects that had not reached their fund raising goals. The Utah Symphony was a 52 week orchestra that did not have any flexibility. Bill was also concerned that the opera would lose their identity, even though they could still become a tier one arts organization. Bill Bailey can utilize the Equity Theory to oppose the merger. It seems as though the Utah Opera has a lot going for it right now. They are financially stable, and they also have the flexibility to eliminate projects or not. He can use this theory to make the Utah Opera believe that is unfair for them to have shared their wealth, and their good business planning skills with the Utah Symphony. The Utah Symphony is a larger organization, and they are also doing very poorly financially. When the opera compares its self to the orchestra there is not any balance between the inputs and outputs. The Utah has worked very hard with their business plan, and has succeeded in it. The orchestra, on the other hand, has not succeeded in their business plan as well. It may be true that the two organizations have both put in the same amount of input, but

the opera has had a better output then the orchestra. He could use this motivation to help the board say it is unfair for the opera to share their outputs with the orchestra, so then they will not want the merger. Scott Parker A2 Scott Parker is chairman of the board for the Utah Symphony. Scott Parker is on the opposite side of the fence than Bill Bailey. He wants the merger to happen. He also has a lot of responsibilities. Scott also has a lot people that are counting on him to make the right decisions. Parker realizes that the Utah Symphony has many hard decisions they need to make. He knows that they are in really bad financial trouble. He knew that there were fewer dollars for the arts, and there were more people fighting for the money. Also Scott Parker was faced with the challenge of their CEO leaving. CEOs were very hard to find for a symphony. He knew that it would be very difficult to find a professional to fill this position. Being in financial trouble would make this task even harder. I am sure there are not a lot of individuals looking to be a CEO of a failing symphony. Carolyn Abravanel is the wife of Maurice Abravanel. Maurice was the music director for the Utah Symphony for 32 years. He had taking the symphony from a part-time community ensemble to a renowned, world class symphony. After Maurice passed away in 1993 his wife continued to be heavily involved with the Symphony Guild. Carolyn had publicly announced that she was opposed to the merger. She thought in this merger that the Symphony was going to be second. She stated Maurice would never take second billing to anyone. Parker could use McClellands Need Theory to motivate Ms. Abravanel to support the merger. McClellands Need Theory was produced by a psychologist named David McClelland. This is a motivational model that uses the needs for achievement, power, and affiliation to affect the actions of individuals from a managerial context. The individuals that have the need for achievement typically are motivated by mastering a task or situation. Individuals that have the need for affiliation typically are motivated by spending time creating and maintaining social relationships, enjoy being a part of groups, and have a desire to feel loved and accepted. Individuals that have the need for power typically are motivated by their desire to influence, teach, or encourage others. Carolyn Abravanel probably has a need for power and affiliation. She is very active in the Symphony Guild. Carolyn probably spends a lot of her time developing and maintaining social relationships. If Parker would point out there would be benefits for here to support this merger than she would be onboard. Parker needs to explain to Ms. Abravanel this merger would allow members of the symphony to be associated with organizations and groups that the opera could

only associate with. If these two organizations were to merge she would be part of a larger group of people with similar interests. He could also explain once the merger took place the two could become a tier one symphony. This would allow being involved in even a bigger circle, and also being able to have access to more in the arts community. Scott could also mention these members would provide the same love and support as they do for the symphony. This could encourage more contributors, and also have people that never would have been active in a symphony to have the opportunity to. If Parker approached Carolyn in the aspect she would have more reason to support the merger. This could provide her with need of affiliation, and also provide her with the need for power. She could have a larger social group, to create more relationships, teach, influence, and encourage more people. She can provide the opportunity for individuals to enjoy the symphony that never would have had the change. Power A3 Positional Power is a power that is related to ones formal position or authority. Another name for positional power is legitimate power. This power is completely obtained by compliance mostly because of their official authority. Positional power can be either negative or positive manner in managing individuals. Positive positional power will focus completely on job performance. Negative positional power will be threatening and demeaning to the individuals being influenced. The main purpose of this power is to build the persons ego that is in the position of power (Kreitner, 2010). Personal power is obtaining conformity through charm or personal attraction. Personal power is also called referent power. This power comes into play when ones personality becomes the reason for conformity. This kind of power can be mostly indentified in role models (Kreitner, 2010). Personal and positional power do relate to one another. If someone is using personal power properly it can increase you positional power. Also if positional power is used correctly it can increase you personal power. Also if either one is used improperly it will reduce your personal and positional power. You can tell that Anne has personal power from the comments that were made in the case study. There were several comments made that she was energetic, enthusiastic, and very capable. Her positional power is in relation to her being the CEO in the merger.

Positional Power A3a Positional power as mentioned before is related to a persons formal position in a company. This type of experience can come from many sources. The sources vary from expertise, experience, knowledge, reputation, and position. Anne has positional power will mainly be dealing with the chairman of the board and the director of operations. She understands how to use her positional power, because of her background. She served as a general director of the Boston Lyric Opera. She also served as an assistant director to the San Francisco Opera and the Canadian Opera Company. She also had done many years of serving as a stage director. She has now worked as a general director for the UOC for 11 years. In the 11 years she has worked for UOC she has grown the annual budget from $1.5 million to $5 million year. With this background she has enough experience to have the positional power that will be needed to successful lead the merger. Ann will to depend on several people to help her through this merger. She will have a lot of expectations of various individuals. She will have to use her positional power to make sure everyone knows what their expectations are, and how they can fulfill those expectations. Anne needs to use her positional power to provide vision, mission, and direction for the merger. Her positional power will have her overseeing and managing the duties and functions of several individuals within the two organizations. Anne will then be able to make vital decisions on how to take the merger to the next level. Personal Power A3b As mentioned earlier person power is mainly based on charisma and interpersonal skills. With Anne having done some many different positions in her years of working she has been able to achieve many years experience from personal power. She has been very successful in her career this will help her lead the efforts of the merger. All of these accomplishments have given her the determination and courage as well as the respect that she will need from her colleagues. She has a very energetic and enthusiastic reputation, so this will serve her very well in her efforts. Keiths major concern in this merger is him having to report to Anne. He is afraid that he will have less control, and that he will have to report to someone that he has had no previous or practical working experience with. He is mainly afraid that is trust would be broken with the musicians, and this would damage his relationships. He was afraid in damaging his relationships he would loss his effectiveness of power to the musicians. Anne could reconstruct the organizational chart to help Keith. She can use her personal power to accomplish this. She can make it, so that Keith does not have to report to her directly. She can fix the chart, so that she

and Keith have equal positions. Anne has the personal power to influence this kind. This would give Keith the peace of mind he needs to embrace the merger. Organizational Performance A4 There are many fears the musicians are facing in this merger. The main issue the musicians are concerned with his their wages. There are 83 musicians with the Utah Symphony. These musicians all had an average salary of $50,000 and $85,000. These employees are unionized, so they had a lot stability within the organization. Between the salaries, benefits, and payroll taxes represented 60% of the Utah Symphonys expenses. The problem between the musicians and the Utah Symphony has not been based upon solid ground. Their collective bargaining agreement has been reopened in the past. This agreement was reopened to alter the musicians salaries in such a way they were worse off in terms of money. They were accusing the board of entering into this merger to renegotiate the terms of their contract. The board knows without the musicians support this merger will never happen. They will have to support the merger in order for it to be successful. This could jeopardize the whole operation of the organization. There could be many conflicts that could arise, and this could cause the two groups not to work together. This ultimately could lead to no one undertaking the duties as designed. The achievement and the completing of the duties between the employees depend on the satisfaction and performance of this merger. There has to be an agreement between these two groups.

Recommendation A4a

I believe the ad hoc committee was an excellent idea to get the merger going in the right direction. This will make it possible for the management and musicians to be on the same page. This way management will have a very good idea of what the musicians are looking for, and the musicians will have a clear picture of the management is expecting. I am sure there is mi ddle ground to both parties. There will be some sacrifices both parties will have to make; the ad hoc committee is an excellent idea to get both parties talking. Anne should be center of these discussions. She needs to make sure both parties are being civil, and that both parties are compromising. This will be critical, because Anne needs to attain the

trust of both sides. Management needs to know that Anne has their best interest in mind, but she also needs to make sure the musicians believe she has their best interest in mind also. Anne will be the one person to make sure all parties get along, in order for them to move forward. Influence Tactics A5 There are several of the influence tactics that Anne can use to help individuals to support the merger. The first tactic that can be used is rational persuasion. Rational persuasion is trying to convince someone with reason, logic, or facts (Kreitner, 2010). Anne would need to use rational persuasion throughout the whole process. She will have to deal with everyone on the basis of logic and facts. She will need logic and facts when dealing with the community, musicians, and management. Consultation is another tactic that will need to be used. Consultation is getting others to participate in planning, making decisions, and changes (Kreitner, 2010). This will be very important when dealing with the management and musicians. Both parties will need to be highly involved in this to make this merger successful. Legitimate tactic is based on a request using ones authority or right, organizational rules or policies, or express or implied support from superiors. Anne can use this tactic when dealing with management. Some members of management will want to support Anne, because of her authority. Anne can also use organizational rules or policies to help management understand the merger. The personal appeals tactic can be used when dealing with the community. The personal appeals tactic is using your friendship and loyalty in making the community support the merger. She can express her loyalty to both the Utah Symphony and Utah Symphony to help the community see she wants both businesses to succeed in the merger.

Works Cited
Kreitner, R. &. (2010). Organizontal Behavior. NeW York: McGraw-Hill/Irwin.