utah opera and utah symphony merger
Proposed Merger between Utah Opera & Utah Symphony
1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger.
The word “motivation” represents a psychological stimulus that causes one to voluntarily act, the direction has to be goal oriented and attainable for the behavior to be successful. The theory that Mr. Bailey could use to oppose this merger would be the process theory “equity” component. This process theory identifies specific factors that inspires different individual’s motivations, through thought, beliefs, and perceptions. Mr. Bailey understands that this merger is dealing with two different distinct entities that want to keep intact their values in the arts. Each organization has the perception that the merger will degrade the others value if conjoined, a feeling of inequity. This theory focuses the internal and cognitive influences that effect an employee’s motivation, individuals want to feel that balance or justice between input and output. There are three organizational justices, all three positively correlated with job performance and job satisfaction. When an employee feels or has the perception he has been treated fair and equitable then the end result is positive; the opposite is also true, when the employee feels unappreciated, taken advantage of, then it’s a negative result. Mr. Bailey’s initial response was that there was an in-balance between the two business models and wasn’t sure how it was going to work, his concern was that the Utah Opera would lose. The Utah Opera was flexible and financially stable; the Utah Symphony, on the other hand, not as flexible and a large contracted full paid staff and financially in trouble. When we look at the past and present financial statements of the two organizations, it’s apparent that the Utah Symphony would gain a great deal by this merger, the Opera not so much. This merger would take away
1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger.
The word “motivation” represents a psychological stimulus that causes one to voluntarily act, the direction has to be goal oriented and attainable for the behavior to be successful. The theory that Mr. Bailey could use to oppose this merger would be the process theory “equity” component. This process theory identifies specific factors that inspires different individual’s motivations, through thought, beliefs, and perceptions. Mr. Bailey understands that this merger is dealing with two different distinct entities that want to keep intact their values in the arts. Each organization has the perception that the merger will degrade the others value if conjoined, a feeling of inequity. This theory focuses the internal and cognitive influences that effect an employee’s motivation, individuals want to feel that balance or justice between input and output. There are three organizational justices, all three positively correlated with job performance and job satisfaction. When an employee feels or has the perception he has been treated fair and equitable then the end result is positive; the opposite is also true, when the employee feels unappreciated, taken advantage of, then it’s a negative result. Mr. Bailey’s initial response was that there was an in-balance between the two business models and wasn’t sure how it was going to work, his concern was that the Utah Opera would lose. The Utah Opera was flexible and financially stable; the Utah Symphony, on the other hand, not as flexible and a large contracted full paid staff and financially in trouble. When we look at the past and present financial statements of the two organizations, it’s apparent that the Utah Symphony would gain a great deal by this merger, the Opera not so much. This merger would take away