Sunday, April 12, 2020

Utah Symphony and Opera Merger free essay sample

Symphony And Opera Merger Task 1 Utah Opera and Symphony Merger Utah Opera and Utah Symphony merger is an organizational plan to combine the two art-based organizations with an aim of increasing their effectiveness and efficiency. It involves fundamental changes that are beneficial to the operations of both companies. This documental analysis will assist Ann Ewers, General Director of the Utah Opera; make an informed decision concerning the merger process. The analysis will comprise motivation theories as well as other pertinent information that are essential for use in the merger process. It will also comprise different types of power and how to effectively deal with them in decision making, potential harm as a result of the merger, and how to utilize available influence in order to build additional support. A1. Bill Bailey Mr. Bailey Bill can effectively use McClelland’s need theory to convince Utah Opera to support the merger. The general concern raised by the theory is the need for affiliation. We will write a custom essay sample on Utah Symphony and Opera Merger or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The theory emphasizes the need to continue with social relationships. It also calls for the need of group belonging and need for love (Kreinter and Kinicki, 2010). Adam’s Equity Theory of Motivation asserts that high levels of motivation and positive outcomes can emanate from people perceiving their treatment as fair. When people feel that they have an upper hand over others in their environments, they are likely to be motivated. If they feel they are unfairly treated, they are likely to be disillusioned (Kreinter Kinicki, 2010). People usually measure the sense of fairness through ideas explained by Equity Theory. Mr. Bailey perceives inequity emanating from the financial potential of Symphony over Utah Opera. The Symphony has a more inflexible schedule as compared to Utah Opera. Bailey other concern is that opera is likely to lose its identity. A2. Scott Parker Scott Parker is the chairman of the board of the Utah Symphony and his goal is to convince Mrs. Abravenal to support the merger. He can use the concept of Maslow’s Need for Esteem. Abraham Maslow elaborated two types of human esteem needs. They include the lower needs and the higher ones. The lower ones are the need for reputation, respect, appreciation, and dignity. For instance, the need for the Symphony to reach tier one status; and other related needs up to the need for dominance – the Symphony’s ability to achieve and maintain tier one status. Parker should explain that the current economic climate requires the merger of the two organizations and that the organization requires more efficient operation for current financial stability. Mrs. Abravenal concerns are that the merger will ultimately lower her husband’s accomplishments and memory; however, through the need of achievement Parker can convince that Mrs. Abravenal’s husband accomplishment will cease if the orchestra closes as a result of its financial situation. From Bill Bailey’s point of approach, adding the Utah Symphony does not provide a meaningful relationship. The current opera organizational structure uses Symphony’s talents without providing the staff and the musicians a full-time contract. The Opera’s current production schedule is boosted by Symphony’s. This is because the Utah Opera Organization will enjoy the continued financial flexibility that the Symphony does not have. Acquirement of the Utah Symphony is likely to change the foundations of how the Opera’s schedule of performances. The Symphony has full-time contracted employees when compared to that of the Opera. This makes them have a larger financial responsibility than the latter organization. The concern for financial flexibility is the main impetus for Opera’s growth. The Opera has been able to have a surplus budget and arrange their shows with regards to the amount of money that they raise in every show. A3. Power Ewers is in a leadership role and has the ability to use positional power to lead the merger. As the name implies, positional power is the ability to influence others by the leader’s title or standing within an organization (Kreinter and Kinicki, 2010). Ewers’ positional power is supported by the skills that she has learned and earned her position in the Opera as the General Director. The members of the opera company have witnessed Ewers’ current success through the organization and her management of resources resulting in a financial strong opera company. This in turn, makes Ewers a favorable member within the organization along with high level of leadership. Ewer’s personal power is the source of influence she holds and her ability to influence others. Personal power is associated with knowledge, personal attraction and effort. Ewers leadership power can be increased through expertise acquired from the possession of special knowledge her ability for fund raising. All managers have some degree of legitimate power (Kreinter and Kinicki, 2010). The set of skills she has earned as she climbed through the organizations hierarchy shows Ewers is resilient and intellectual leader. These are Ewer’s innate traits are personal power; personal power is internal. Ewers is a well respected figure in the arts community and proven professional experience and proven organization success. Anne’s positional power is derived from her position in the organization as general director. Positional power is strategic because it empowers individuals at the top of the organization’s hierarchy to manage others in order achieve organizational goals. Moreover, it is both skill sets, personal and positional power that earned her the job title of general director. a) Ewers have developed relationships with members of both symphony and opera executive committees adding to her experience to use positional and personal power to successfully lead the merger efforts. However, she will be faced with new challenges, influencing others who have more positional power, the board of directors. Ewers will encounter others who will stifle her effectiveness by using their positional power negatively. Anne will also need to convince others who have less positional power, employees and the arts community, by building constructive relationships with her current and potential staff affected by the merger. b) In the new organizational hierarchy, Lockhart will report to Ewers. Lockhart believes his position and autonomy will be stripped away by the resulting merger. Again, Ewers should use personal power to empower Lockhart. This entails building trust by encouraging Lockhart’s participation in decisions and soliciting input. Ewers’ personal power can influence Lockhart to trust her as a leader and develop respect. A4. Organizational Performance The formation of the new organization faces contract issues with the musicians, if not resolved in the initial stages of the merger, would jeopardize the future organizational performance. The musicians’ concern is whether their current collective bargaining agreement will remain under the new-formed organization. As previously described in Adam’s Equity Theory, the musician’s perceptions are based on organizational justice, or their perception of whether they have been treated fairly by the organization (Kreitner Kinicki, 2010). Also, an element of organizational justice is distributive justice and the perception fairness and how resources and rewards are distributed (Kreitner Kinicki, 2010). Some musicians believe, or at least have accused the symphony board, of having entered into the merger discussions as an excuse to reopen and renegotiate the terms of the current collective agreement. ) It is recommended that Ewers addresses the musicians’ issue early in the merger process by requesting the organization and the musicians agree to abide by the terms of the current contract. Ewers must emphasize to the board the importance of the musicians to symphony and honoring commitment. Next, Ewers will have to assure the musicians that the contract will remain and that their g oals are aligned with the boards for the survival of the symphony. Finally, Ewers should communicate the financial concerns of the symphony. Open communication will win the trust of the musicians and change their perception perceptions of distributive and procedural justice by giving the musicians power over the decisions that will affect them (Kreitner Kinicki, 2010). A5. Influence Tactics Personal appeals could be used by Ewers to encourage the staff and artist assist new employees with the transition into the new organization. By appealing to loyalty and friendship, they may be more willing to help out in the future knowing that they are working with someone they trust (intrinsic motivators). Personal appeals can also be used when speaking to non-supporters of the merger to persuade them that they have developed lasting friendships that they should continue to foster. They have shared expectations for how group members have to behave if they want to have group approval, and group politics affect the movement of ideas between the members. Does not matter how small the group is, there is always an in-crowd, who shapes the goals of organization and makes decisions. And if there is a need to change the course of organization in a new direction, it is necessary to explicitly challenge the in-crowd first, perhaps by persuading them to publicly and consistently embrace new goals. In addition, Ewers can use consultation – getting others involved to support one’s objectives – when she is working with the opera’s full-time staff and artists. Ewers is not required to communicate information regarding the merger because of her executive position, but effective leaders use the power of information.

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