Organizational Management

Jacob Gustafson JFT Task 1

A1.

Bill Bailey is the current chairman of the board of the Utah Opera Organization. The most appropriate theory of motivation in opposition of the merger is Adam's Equity Theory of Motivation. According to Adam's Equity Theory there is a direct correlation between the motivation of an individual and their perception of treatment, whether it is equitable or inequitable. The feedback Bill Bailey has received from opera trustees revolve around financial stability and flexibility differences between the opera and the symphony. It would not be fair to have the financially strong opera with its reserves be forced to support the symphony that would soon be operating in a deficit. The trustees of the opera would see this inequity and have decreased satisfaction with regards to what their funds were supporting. Their funds would be perceived to be going to pay the musicians of the symphony in order to keep it afloat, not to support projects of the opera that they love. This would then lead to decreased motivation to give money to the opera all together. The once financially strong business model of the opera would be no more as funding reduced over time.

A2.

In order to get Mrs. Abravanel to support the merger Scott Parker could also use Adam's Equity Theory of Motivation. As explained in section A1, Adam's Equity Theory explains "how an individual's motivation to behave in a certain way is fueled by feelings of inequity or lack of justice" (Kreitner, 2009). Currently, Mrs. Abravanel is against the merger and as she clearly articulated in her open letter to the community she sees this merger as forcing the symphony to take a backseat to the opera. In her eyes the symphony is an organization that her late husband built and made into the top arts organization in Utah and she sees the opera as a lesser entity. Scott Parker needs to address this lack of equity that Mrs. Abravanel sees for the symphony in the upcoming merger. He should address her concern of the symphony becoming "second billing" by showing that Mr. Lockhart would still directly report to the Board of Directors, the musicians would continue to receive the same level of recognition they always have, and the symphony would actually be receiving some perks because of the merger. Since the orchestra has sufficient financial reserves and continues to make a profit each year, this would help take the burden of being financially viable off of the symphony. The symphony will gain a better management structure and by leveraging the resources between the two organizations they can maintain their identities while creating synergy.

A3.

Anne's positional power is derived from her role as the general director and her future role as the potential CEO of the merged organization. Her positional power allows her to direct the staff of the opera along with its executive committee to move forward with the planned merger. The fact that Anne does have the positional power allows her to make changes to the structure of the organization and ultimately veto any part she does not agree with. Anne also has personal power at the opera. Her personal power is derived from her inclusive style, great communication, listening skills, and high energy for the work. She uses this influence to make others want to work in conjunction with her because they feel valued in the process. Since Anne does have this level of influence and respect from her subordinates, the executive committee, the board, and donors in the community, she can use her positional power to actually make changes to the organization. This balance of personal and positional power works well for Anne as she enters this very delicate situation. By having both of these powers Anne can make decisions and gain compliance based on not only her role, but also her influence.

A3a.

Positional power or legitimate power is a manner in which compliance is gained based upon one's formally given authority to make decisions (Kreitner, 2009). Anne's positional power is based in her current role as the General Director for the Utah Opera and her potential role as the CEO for the combined opera and symphony. Due to her role as the head of the opera and potentially the head of the newly formed opera and symphony post-merger Anne wielded a great deal of authority and latitude in decision making for the organizations.

There are a few ways in which Anne could use her positional power to successfully lead the merger. Forming the joint task forces comprised of both opera and symphony employees to help determine the best course of action for merging these two entities is one way. Once Anne becomes the CEO she could make decisions about how the symphony musicians would be included in the forming of guiding principles that would ensure the success of the new organization. Without the ability to negotiate and work with the musicians, Anne would not be able leverage them and get them to comply with the changes brought on by the merger. Anne could use her positional power with the executive committee of the opera to get