The two motivational theories the board members Bill Bailey and Scott Parker should employ to motivate and support or oppose the merger between the Utah Symphony and the Utah Opera are McClelland’s Need Theory and Adam’s Equity Theory.
Bill Bailey the highest ranking officer as chairman of the Utah Opera board is tasked with conducting business in an orderly fashion. As chairman, it is Bill’s job to lead the other board members from varying points of view or decisions to making decisions that are in the best interests of the organization he presides over. Finally, it is Bill’s job to set the overall direction and strategy of the organization. For Bill, McClelland’s Need Theory is most appropriate considering his position on the proposed merger. This theory comprises of three needs; the need for achievement, the need for affiliation and the need for power.
The need for achievement is to accomplish something difficult (Kreitner & Kinicki, 2010). Bill has two primary concerns regarding the merger. One is the financial strength of the opera versus the symphony. The opera had established a reserve fund and as a result was more financially stable and had a more flexible business model. Second, is that the opera could potentially become a tier one arts organization as a result of the merger but in doing so could also potentially lose its identity. Bill could look at these two challenges as something worth accomplishing. Historically, there haven’t been a lot of these types of successful mergers. This would be a key pivotal moment in Bills career. If successful, then his career would most likely continue to grow. If the integration of the two organizations results in failure, then his job and those within the two organizations would most likely suffer. Once the merger was made public in 2002, the hope was that by combining the two organizations there would be an increase to grow and attract world class talent and artists. The need for affiliation is the need to spend more time fostering and maintaining social relationships and activities (Kreitner & Kinicki, 2010). With the merger, Bill would be positioned right in the middle of fostering and maintaining social relationships and activities. The potential new doors and resources that would open and be available to him to attract new clientele may cement the final piece of the need for affiliation and that is the want to be loved. Bill is passionate about the Opera and with his leadership of the combined organization could spread throughout the community and bring in new customers who may not have been interested. Lastly, the need for power reflects an individual’s desire to influence, coach, teach and encourage others to achieve (Kreitner & Kinicki, 2010). Bill has achieved a very powerful role as the Chairman of the opera. With the merger, Bill has the opportunity to elevate to the same position of the combined but larger organization. As mentioned above, Bill is passionate about the opera and its impact on the community. This passion and power can influence employees and customers. According to Kreitner & Kinicki (2010), people with a high need for power like to work and are concerned with discipline and self-respect. As an effective manager with power, Bill must positively influence others around him. Focusing on accomplishing organizational goals and helping others contributes to having power. It is
possible that as a top performing manager the need for affiliation would be low. If this is the case for Bill, then he may want to oppose the merger and keep it as a single entity. A2
Scott Parker as chairman of the board for the Utah Symphony has the same tasks that Bill Bailey does as chairman of the Utah Opera. Not only are both men responsible for the future of their respective organizations but Scott also has to satisfy Maurice Abravanel’s widow. Maurice Abravanel was hired to be the conductor of the symphony and went on to become the music director and...