Organizational Management
JFT2 Task 1
A1
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
A1
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