Organizational Management JFT2 Task 1 Utah

Topics: Board of directors, Keith Lockhart, Negotiation Pages: 5 (1824 words) Published: December 7, 2014

Organizational Management JFT2, Task 1:
Utah Symphony & Utah Opera Proposed Merger Analysis
Raygan Schieving
Western Governors University
Utah Symphony & Utah Opera Proposed Merger Analysis
In 2002, a proposal was made to merge the Utah Symphony and Utah Opera due to the failing economy, collapsing of the stock market, declining government financial support, and a waning of donations for the arts. The proposed merger would help both organizations by economizing on costs and expanding the artistic potential of both organizations. Each of the organizations need to support the decision in order for the merger to be successful. A1. Bill Bailey and McClelland’s Need Theory

Bill Bailey, chairman of the board for the Utah Opera, can apply McClelland’s need theory to convince the other Utah Opera board members to support the Utah Opera and Utah Symphony merger. McClelland’s need theory is based on three needs: the need for achievement, the need for affiliation, and the need for power. Mr. Bailey sees a need for achievement (the ability to accomplish something difficult) both for himself and for the Utah Opera (Kreitner & Kinicki, 2013). For the Utah Opera, Bailey sees continued success and growth as its need for achievement. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. If Bailey can effectively aide in the successful merger of the two organizations, he can help the Utah Opera achieve success and growth, essentially satisfying the organization’s need for achievement and securing support from the board for the merger, and satisfying Bailey’s personal need for achievement. The second aspect of McClelland’s need theory, the need for affiliation, can be achieved with the merger. The need for affiliation refers to social relationships and activities, essentially belonging to and collaborating with a group. Bailey will need to highlight to the board that the merger provides increased opportunities for the Utah Opera to collaborate with the Utah Symphony, which in turn can increase sales and performances, expand each of the organization’s artistic capacity, save costs, enhance support for the art, and achieve economies of scale. As for Bailey, a personal need for affiliation will be satisfied by the merger because it puts him in a position to have more social relationships and activities because of the added interaction between both organizations’ boards and constituents, and it safeguards his leadership position if the merger succeeds. The last aspect of this motivational theory is the need for power—the aspiration to lead, influence, teach, and encourage others to reach certain goals or act in a certain manner. Bailey, as chairman of the board, must use his influence to show the board that the merger will lead the Utah Opera to continued success and progression. By using a positive need for power, Bailey can demonstration to the board that the organization can still accomplish its goals without losing its identify. The successful merger will also help satisfy a need for power for Bailey by putting him in a position to be recognized for his leadership role in the merger. A2. Scott Parker and Adam’s Equity Theory

Scott Parker, the Utah Symphony chairman of the board, proposed the merger idea in order to alleviate the threat of possible financial deficit that the symphony was facing and to keep the company on a prosperous path. However, Mrs. Abravanel, the surviving wife of Maurice Abravanel—the music director at the Utah Symphony for 32 until his retirement in 1979—openly opposed the merger. Scott Parker can utilize Adam’s equity theory to persuade Mrs. Abravanel to support the merger. The equity theory in essence is when individuals seek to maintain equity based on the inputs they produce and the outcomes they receive from their inputs as compared to others perceived inputs and outcomes. A balance between inputs and...

References: Delong, T. & Ager, D. (2005). Utah Symphony and Utah Opera: A Merger Proposal. Harvard Business School, 16.
Kreitner, R. & Kinicki, A. (2012). Organizational Behavior, 10th Edition. [VitalSource Bookshelf version]. Retrieved from
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