Bill Bailey aggressively expressed that the UOC has the financial strength to operate on its own without the need to merge with the symphony. Because of the business model that the UOC considered as its “bible,” this model provides the UOC a dynamic business process which allows the UOC to terminate projects that pose a threat to its finances. This sound business model also provides the UOC with a positive financial outlook.
Based on these views that Bill Bailey expressed in the regards of the merger, I feel that he will oppose the merger. He will argue behind the expectancy theory to prove that the merger is not in the best interest of the UOC. The expectancy theory is about choice and explains the processes that individuals undergo to make these choices. He strongly feels that the regents behind the mergers are pushed by misinterpret information and data and believes that each member can adhere to the expectancy theory to make a choice regarding the merger (MSG, n.d.).
2. Illustrate how Scott Parker, chairman of the board of the Utah Symphony Organization, might use one theory of motivation to convince Mrs. Abravanel to support the merger.
Scott Parker had expressed that the Arts community in Salt Lake City and across the country had taken a turn for the worse. This turn had infected the USO and stated the financial difficulties the symphony was experiencing and projected how much the downward spiral will be in later months if the symphony did not plan to merge with the Opera. Scott Parker also mentioned that the CEO of the USO planned to resign in upcoming months which will also create a ding as it was not a “simple matter to find a tested professional to lead a symphony organization.”
Based on these views that Scott Parker had expressed, I feel that he will argue behind the incentive theory of motivation. The incentive theory of motivation suggested that people are motivated to do things because of the incentives that a decision can bring.
Mrs. Abravanel took over the USO after her husband died in 1993. Since the USO financials outlook does not look bright and the current CEO is leaving, the best option for the USO is to complete a successful merger with the Opera. To save her husband legacy and avoid the USO from closing its doors, the incentive theory fits this scenario the best because it’s an incentive for Mrs. Abravanel to follow through with the merger to save the USO from a depleted financial outlook. The merger will eliminate the USO from finding a leader for the CEO position as Anne Ewers will take over after the merger. These are the benefits for Mrs. Abravanel to follow through with the merger as it proves to be an incentive for her to do so.
3. Describe Anne’s positional power in relation to her personal power.
Positional power is based on the position, office, or title held by Anne Ewers. Normally, the higher the position or status, the more compliance the leader is able to get from the followers. Anne Ewers is the General Director of the Utah Opera and controls the day-to-day operations of the Opera. The General Director for the Opera is comparable to a CEO of the Symphony or major corporations.
Personal power resides in the individual and is independent of that individual’s position. Anne Ewers’ personal power can be described as she has passion and drive in everything she does. She incorporates her passion in the field of arts to lead the Opera in many areas and her drive to see her plans successfully implemented. She’s also considered credible from her peers and her staff from the Opera and her previous companies as she followed through all promises.
Anne Ewers’ positional power in relation to her personal power can be...