Utah Symphony and Opera Merger|
The purpose of this merger is to combine the skills and resources of Utah Symphony and Opera Merger for better productivity and success. In this merger, focus will be given to the fundamental changes that will be conclusive for the smooth running of business operations for both the companies. With this analysis, Ann Ewers, the General Director of Utah Opera has to decide whether the merger will be viable or not. The analysis will contain motivational theories necessary in the merger process along with a discussion of different power types, and ways to deal with these different power types during decision making, the skill to employ various influences in creating additional support systems and the negative consequences of such mergers. The need for this merger rises because of financial difficulties faced by Utah Symphony (USO) and Utah Opera (UOS). Due to the financial difficulties, both the companies are eager to merge into one organization.
A1. Bill Bailey
Mr. Bailey could make use of McClelland’s Need Theory for Utah Opera. The Need Theory is about power, affiliation and achievement. McClelland opines that the needs of an individual form over a period of time through experiences. It is because of these needs that an individual expresses desire for power, affiliation and achievement, and these three factors affect the actions of people from a managerial point of view. It will be correct to say that motivation within an individual arise from needs only. In the present context, Mr. Bailey can use the need for affiliation for convincing the orchestra members that the merger will be beneficial for them as it will result in better pay scales and better performance opportunities, giving the orchestra members ‘affiliation’ for their talent and skills. The need for affiliation can also convince the community that the merger will strengthen the organization and streamline it towards a common goal. The community stands to benefit from better performances from the merged orchestra and better value in terms of donated money. Further, Mr. Bailey can use the need for achievement for convincing the General Director of Utah Opera, Anne Ewers, that the merger will be beneficial for her, both personally and professionally, and for the community at large. Lastly, the need for power can be used for convincing the board members of both the organizations that the merged organization will doubly focus on their goals and strive to make the organization secure. If the need for power is positively channelized, it will improve the performance of the new organization. To meet the need for power, the budget of both the organization needs to be audited and merged, and enlarge their base of investors and stakeholders. It is imperative that all the three factors of McClelland’s theory are taken into consideration while presenting the proposal for merger, thereby, increasing its chances of approval. When the merger goes through, the opera will belong to a larger organization and achieve a secondary need in theory.
A2. Scott Parker
The goal for Scott Parker, the Board Chair of the Symphony, is to convince Mrs. Abravanel to give her approval and support towards the merger. This can be done with the help of Maslow’s Need for Esteem. As Waitley said – “To establish true self esteem we must concentrate on our successes and forget about the failures and the negatives in our lives.” There are two kinds of human self-esteem needs, said Abraham Maslow. These are lower esteem needs and higher esteem needs. In the lower segment are needs for recognition, status, prestige, fame and attention. In the higher segment are needs for competence, self-respect, strength, mastery, self-confidence, freedom and independence. Mr. Parker should explain to Mrs. Abravanel that the merger will unify the two organizations, lead to better financial...