Utah Symphony and Utah Opera Merger

1413 WordsJul 15, 20186 Pages
1. Bill Bailey, chairman of the board of the Utah Opera Organization, could use McClelland’s need theory to support the merger with the Utah symphony based on the three principles that are entailed in the theory; need for achievement, need for affiliation, and need for power (Kreitner & Kinicki, 2010, p. 215). Firstly, the need for achievement is met by understanding that people strive to master difficult situations, endeavors or challenges. This idea works on both an organizational level, as well as an individual level. From an organizational level, it is well known that a merger of this magnitude had never been attempted. With that brings a great challenge to succeed, and lets the leadership work in new and innovative ways to make…show more content…
Anne’s position allowed her to exert an enormous amount of power and influence on her organization. She was the driving force behind all the successes during her tenure, and could use those strengths to help be a leader in the merger. She understands how arts organizations function, both from leading them and from being in a key position on the performance side. This lends her great credibility with those who work under her, and she should keep in mind the things that were on her mind when she was with the performers. With her position, she possesses almost all power in regards to the media and negotiations. She should explain the idea of the merger openly and honestly to her employees and the press, such that all grievances can be aired and met head on. In regards to dealing with Keith Lockhart, the Utah Symphony’s musical director, Anne should focus on including and educating Keith so that he feels motivated to be a leader and example himself in such a merger. Without Keith, the likelihood of success for the merger would be small, and fear of the expected outcomes of his influence on his symphony could push him to not be motivated. One of Keith’s’ primary concerns is that “The only negative I perceive about this idea is that this type of merger hasn’t been done in America before” (Delong, 2005, p. 8). With this in mind, Anne could point to her
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