WGUOrganizational ManagementJFT2Task1
Motivation, Power, and Influence
JFT2 Task 1
Pollyette Milligan
August 13, 2014
A1: Bill Bailey
Bill Bailey sits as a member of the Utah Opera executive committee. He has been tasked with the investigation of determining an advantage or disadvantage in merging the Utah Opera and Utah Orchestra and Symphony. Currently, the Opera is financially stable and continues to be through the support of the community. Generally speaking, the support of the Opera could be fiercely harmed if the supporters feel strongly enough against the merger to decrease their support.
By using Vroom’s Expectancy Theory, Bailey can utilize the theory’s framework to guide himself, as the director, through the various facets of influencing others involved to support the merger. The framing of the theory states that people are motivated to behave in a way that will produce a desired or expected outcome. Seeing as the Opera receives much of its funding from the community, this alone is one of Bailey’s greatest obstacles. Bailey must convince the community that the Opera and the Symphony will not lose their identity in a combined arts structure through the merger. Vroom’s Expectancy Theory contains three areas: Expectancy, Instrumentality, and Valance. Bailey, in use of Vroom’s theory would first need to assist the community in understanding that the merger would in fact benefit both the Opera and the Symphony through financial stability as a whole, by marketing for one another; this would be the Expectancy of the theory. In Instrumentality; the theory proves that the community must place its trust and security in the fact that Bailey is in support of the Opera and would not in turn do anything to harm the stability of an already stabile program. Valance; the merging of the two arts would increase the stability and financial gain of both area, therefore, adding to the ability of the Opera to offer more to its community supporters. The combination of the two could
JFT2 Task 1
Pollyette Milligan
August 13, 2014
A1: Bill Bailey
Bill Bailey sits as a member of the Utah Opera executive committee. He has been tasked with the investigation of determining an advantage or disadvantage in merging the Utah Opera and Utah Orchestra and Symphony. Currently, the Opera is financially stable and continues to be through the support of the community. Generally speaking, the support of the Opera could be fiercely harmed if the supporters feel strongly enough against the merger to decrease their support.
By using Vroom’s Expectancy Theory, Bailey can utilize the theory’s framework to guide himself, as the director, through the various facets of influencing others involved to support the merger. The framing of the theory states that people are motivated to behave in a way that will produce a desired or expected outcome. Seeing as the Opera receives much of its funding from the community, this alone is one of Bailey’s greatest obstacles. Bailey must convince the community that the Opera and the Symphony will not lose their identity in a combined arts structure through the merger. Vroom’s Expectancy Theory contains three areas: Expectancy, Instrumentality, and Valance. Bailey, in use of Vroom’s theory would first need to assist the community in understanding that the merger would in fact benefit both the Opera and the Symphony through financial stability as a whole, by marketing for one another; this would be the Expectancy of the theory. In Instrumentality; the theory proves that the community must place its trust and security in the fact that Bailey is in support of the Opera and would not in turn do anything to harm the stability of an already stabile program. Valance; the merging of the two arts would increase the stability and financial gain of both area, therefore, adding to the ability of the Opera to offer more to its community supporters. The combination of the two could