Arts along with the downward Essay

Due to factors related to funding for the arts on with the downward turning in the United States economy, a proposal was pip for the conjugation of the do symphony along with the Utah Opera companies. The stately situation confronting the arts community became more(prenominal) and more app bent scope a crisis level in 2001. The Utah Symphony Orchestra was close to a deficit as n atomic number 53d by Scott Parker, Speed of action was requisiteI k immature that there was a possibility that we could quickly find ourselves everywhere the edge, (DeLong & Ager, 2004).There is very little precedence for optical fusions surrounded by a major symphony orchestra orchestra and opera companies in the history of the United States. The twain examples take awayered in the history, the jointure of the Madison Symphony Orchestra and the Madison Opera in 1963 along with the battle of Chattanooga Symphony and the Chattanooga Opera in 1985, resulted in either the companies stay intact f or a period of time or in them separating referable to different ideologies and methodologies.The dickens signifi endt characters ar Anne Ewers, who was asked to consider the mooring of chief operating officer of the combined opera and symphony companies, and Keith Lockhart who is the very respected, long-time, music director and film director of the Utah Symphony Orchestra. some(prenominal) were invited to operate the merger in December, 2001. stipulation two very divergent cultures, they faced a very intriguing process of uniting the two companies. The symphony environment is slow to adjustment where as the opera was more adept to ch enti trustenges and change. The executive committee mat up ambivalent initially virtually the merger but due(p) to the ask to alleviate some of the financial pressures the g all overning bodys faced, they eventually agreed. However, op home to the merger hold members of the community as the audience and the histrions.Lockhart has a very delicate position as the musicians look to him to nurture their enkindles. So he held in emphasis the trust of the musicians and the vi king of the physical composition as a whole. The musicians came up with some maneuver principles they felt the corporate entity ingested to honor. The community in any case expressed its contact regarding the possible loss of status of the symphony if merged with the opera. They excessively questi wizardd Ewers ability to manage the newly entity due to her lack of experience in ladder a symphony orchestra.Both Ewers and Lockhart faced a tremendous assign as they set out to bring in the reigns on the merger. The bill postulate to enforce their indigence skills as they help drum up escortfor the merger. Ann overly guidefully to understand her baron and utilize it to express the community and the musicians that a merger would ultimately benefit the upcoming(a) of some(prenominal) entities. We go away also explore her se e simulated military operation.Bill BaileyMotivation is the crusade or reasons that a person has for behaving the way he or she does and those reasons are typically a very complex phenomena. One of the most fashionable explanation for motivation is based upon the demand of the single(a). This is also get byn as the rudimentary ask model, referred to as the content theory of motivation (Cliffs Notes, 2012). Basically, all singulars requisite their basic unavoidably satisfied. Those of necessity are either primary feather such as the biological need for food, sleep, and basic survival or secondary postulate such as those needs of psychological eudaemonia such as the desire for force, success, and love. The identification of the secondary needs are much more complex since they vary in their definition by the individual due to cultural and experiential factors. Several different theories pull through to explain the needs of individuals as the source of motivation bec a routine unmet needs activate individuals to pursue and satisfy them.Abraham Maslow has a theory which involve five basic needs (Kreitner & Kinicki, 2010). His list of basic needs include, physiological, safety, love, esteem, and self-actualization, which influence behavior. He bedded these needs in a hierarchical ordinance since there are levels of need which come into play when a lower need has been satisfied. These needs influence a persons attitudes and behaviors in that they create a compulsion to satisfy the deficiencies. His theory holds to the premise that unsatisfied needs do and influence behavior. A satisfied no longer moves since population do not need to act to fill a deprivation. The physiological needs motivates an individual to find comfort, rest, refreshment and reasonable achievement conditions. The safety needs motivates an individual to look for work security, adequate compensation and benefits, and safe work conditions.The love/social needs motivates whizz to find friendly co-workers, a pleasant and bideive supervisor, and good interaction with customers. Esteem needs motivates an individual to adjudicate an important job which may offer a forward motion to a higher status level and greater recognition. Self-actualization needsmay ca intent an individual to seek fictional charactericipation in the decision-making process also with creative and challenging tasks. Leaders may tap into the different needs as described by Maslow to motivate individuals towards a particular agenda. Mr. Bailey is the professorship of the maturate for the Utah Opera Organization. He may utilize Maslows five basic needs theory to raise support for the merger.Both the Utah Opera and Symphony Orchestra insufficiency to survive the financial implications of rock-bottom funding and a dire economy which has rented the patrons ability to support the arts. Mr. Bailey could conjure to comforting their safety needs in that a merger would provide jo b security with the same amount of vacation for those involved. He could bring up to the social needs of the per stratumers in the Orchestra by letting them know that Lockhart, who has been a trustedleader, would continue to provide them with supervision as their manager and leader even after the merger. Many of the musicians also expressed a concern that their exquisite excellence would not be protected.Mr. Bailey could could appeal to their high-level needs as a means of motivating them to support their succeeding(a) as performers both individually and corporately. This involves motivation based upon their need for self-actualization. By letting them name autonomy in creativity and a determination in decision-making, the performers could find continued argufy in their work. This would overlap with concourse their esteem needs in helping them to realize the importance of their comp 1nt parts. catch and utilizing Maslows theory can help Mr. Bailey with influencing the beha vior of those involved in both brass instruments by appealing to their individualised interests.Scott ParkerScott Parker holds the position as the chairman of the board of the Utah Symphony. As a leader of that presidency, he also faces the challenging task of finding influential supporters who would back the merger of the two companies. He could consider applying David McClellands theory of motivation (Kreitner & Kinick, 2010). McClelland recognized that each individual prioritizes their needs differently since individuals are not born with unconditional needs but the needs are learned through ones life experiences. He identified three specific needs the need for achievementwhich drives one to excel towards accomplishments, the need for reason which ca make hold ofs one to exert influence or encouragement for others to achieve, and the need for affiliation which is a desire for close interpersonal relationships.Individuals may have distinct needs demonstrated through their wo rk preferences. Those wanting to motivate these individuals may make for the environment to meet these needs. For example, the high achievers would desire to do things better. Therefore, they find motivation in job situations with personal responsibility, feedback, and a moderate level of risk. Those with a high need for big businessman would want to follow a data track of subsequent promotions over time. They would desire to be in charge and have the opportunity to have status. Those with a need for affiliation would seek satisfying interpersonal relationships which would lead to companionship and approval.They would desire relationships with a high ground level of mutual understanding and social approval. Mr. Parker identified Mrs. Abravanel as an influential individual who may help him persuade others to vote for the merger if he could motivate her to support this endeavor. Mrs. Abravanel s late conserve, Maurice, was the maestro and music director for the Utah Symphony Orche stra for 32 years. Therefore, Mrs. Abravanel would be greatly interested in sustaining the prestigiousness and excellence of the Symphony which her late husband had watertightd during his prime. Several of the musicians felt bear on that the orchestra would become the appendage of the opera, (DeLong & Ager, 2004) if Ewers became the chief operating officer of the merged organization.They felt that Ewers would leave the Symphony witha less significant place as the Opera. Since the musicians represent the largest inbred interest base, Mr. Parker could appeal to Mrs. Abravanels desire to keep the Symphony in a place of index number and stability for the future. It is said that Maurice Abravanel, had a record of defending his musicians vociferously, (DeLong & Ager, 2004). Perhaps Mrs. Abravanel sections her husbands passion for a position of status for the Symphony. McClelland theorizes that those with a high need of power is likely to want a position of status and influence. Mr. Parker could appeal to Mrs. Abravanel and entrust her with the responsibility of influencing others towards the merger due to her husbands legacy. Mr. Parker could also appeal to her need for achievement. superior achieving individuals, according toMcClelland would want to know whether they are improving the quality of job situations. Maurice Abravanel secured full-year contracts with full-time salaries for his musicians. Mr. Parker could pitch this goal as a potential for the musicians if Mrs. Abravanel became a supporter of the merger. This would provide the Symphony with continued professional status as as achieved by her husband in his fight for the musicians. The relationship betwixt orchestra musicians and the Utah Symphony Board and management had not always been amicable.The board members had reopened the collective negociate agreement and altered it such that the musicians were worse off in terms of their salaries, (DeLong & Ager, 2004). McClelland in his theory sees each individual prioritizing their needs through learned experiences. Mr. Parker could appeal to Mrs. Abranavels desire and possible stirred up need for continued affiliation with the Symphony because the success of its future is strongly related to her husbands life endeavors. She would be representing her husband by her defense of the Orchestras future.Anne EwersThough the term power potentially evokes some negative connotations and strong feelings in some. It is, however, an essential part of useful leadership as managers and leaders need to influence subordinates towards organizational goals. Anne Ewers, as the future CEO of the merged organization has both positional power and personal power. Her positional power is accepted due to her formal position. Thus, the power that she will use is necessary given her authority as a leader to impellingly get things done.However, she could have a legitimate role as a leader and expect her subordinates to comply due to her role as thei r boss. This legitimate role could be expressed either convinced(p)ly or negatively in getting others to comply. Positive legitimate power would result in constructively improving those she would influence to work more strongly. Having negative legitimate power would influence subordinates to comply out of fear, shame, and intimidation. Anne also has denotative power which is a powerwhich comes from her personality. As a leader, she could use charisma and magnetism to appeal to her followers. An effective leader ideally needs toutilize all the tools of the trade which would include both positional (legitimate) and personal ( denotative) powers. A leader could have a legitimate role and lead others by authority because he or she is the boss.However, an employee could have denotive power but not be the boss of a company, attracting and invigorate some by a force of personality. If Anne utilized both powers together, she would not however lead by her authority, but also inspire and appeal to her subordinates with charisma. Having a leader who uses both positive legitimate power and referent power together would foster a attached staff. She would make an subtile leader since, Commitment is superior to compliance because it is driven by inbred or intrinsic motivation, (Kreitner & Kinick, 2010). We will further discuss Annes use of these two powers below.Ewers Positional PowerEwers has positional power as the current director of the opera and the future CEO of the merged entity. Her position as the leader/director gives her legitimate authority thus, positional power is the same as legitimate power. Those who work under Ewers must(prenominal) comply if they want to keep their job since she has the authority to make decisions and turn on those who refuse to comply with her decisions. She could either use this authority in a positive manner as she manages her employees for in a negative manner. If she utilized her power positively, she would improve job pe rformance and morale with her decisions. She could also use her power in a negative way by grim to fire her employees and coercing them by fear tactical maneuver or shaming her employees by ad their failures.Ewers would want to call meetings with leaders of the opera and orchestra so that she may utilize her legitimate power to build confidence and commitment. She wants to foster leaders who will be committed to the endeavors of the company rather than merely comply with the new company because they want job security since employees who merely comply affect frequent jolts of power to keep them headed in a productive direction. move employees tend to be self-starters (Kreitner & Kinick, 2010). Anne Ewers would expect that her new team of leaders share her commitment towards forming a successful new company.Ewers individual(prenominal) PowerThe use of personal power that Anne Ewers would use to influence managers is necessary as a positive force for the organization. She will nee d to betroth the support and adorn Keith Lockhart by utilizing what Kreitner &Kinick calls, referent power. This power is gained through a leaders strong personality and relational skills which influences the followers loyalty and admiration. A leader needs to organize a group of people to achieve a common goal, (Wikipedia, 2012). This power becomes an integral part of a leaders personal power and plays an important role as the leader needs to collaborate and influence the followers support. jumper lead by influence has increasingly replaced leading by coercion and control. If Ewers utilizes her referent power, she could influence Keith Lockhart to towards leading the Symphony towards the merger. Ewers relationship to Lockhart is one in need of referent power. Ewers has a talent for reducing debt as she retired a $450,000 debt as the general director of the Boston Lyric Opera. She has a knack for fund-raising as well. She could empower Lockhart with these skills as they work side- by-side.Because Lockhart has the loyalty of those in the symphony, Ewers needs to use referent power in order to secure his commitment. Ewers could have a meeting with Lockhart and promise him the co-leader position in the merger process. He knows the history of the symphony and has the trust of the musicians. She can empower him by helping him to see the benefits of the merger. By appealing to Lockhart and endorsing his support, Ewers has a better risk of diminishing the opposition from the musicians. If she increases in her referent power, then a need for coercion which often necessitates the use of punishment, would decrease.Musician PlatformsThe symphony musicians have secured through their union, an annual salary between $50,000 and $85,000 which is above the average salary for a musician. Their salaries, benefits, and payroll taxes, were to increase even more over the next two years due to the unions bargaining agreement. Given an organization change, their salary agreement w ould be challenged. More than their concern regarding their salaries, they were concerned about thefuture of their artistic excellence and whether the new organization would support them. They also have a felt need for a successful fund-raising drive, an amend budget strategy for the orchestra, and a strong collective bargaining agreement.Having the stability provided by the union with a good salary, support for their artistic excellence, and a strong bargaining agreement, the possibility of a merger comes as a more of a threat than as an opportunity for advancement. If Anne does not book of facts the issues which the musicians raised, the organization would not survive on multiple levels. First, with the faltering economy, the orchestra as yet had a contractual obligation to pay the above average salaries as secured through their union.The organization would collapse under the financial pressure due to the economy, the high salaries, and the decreased funding for the arts. Seco nd, there needs to be a strong leader with business savvywho could challenge and revise the bargaining agreement of the musicians since their salaries, benefits, and payroll taxes were scheduled to increase even more over a couple years which would push them over the edge financially. Third, the organization is in dire need of a quality leader who would look out on their respect but who would also hold to the same standards of artistic excellence. The organization is in jeopardy due to a lack of leadership since the CEO of the symphony would be leaving after 2002.RecommendationsSince the musicians have presented their set of directive principles through Christine Osborne, the musicians chairwoman, Ewers with the support of the board need to provide a response. The support of the musicians in the merging process is paramount to the future of the new organization. The future of the musicians in the newly organized symphony also depends upon Ewer and Lockhart as the future leaders. Ew ers has positional power which is legitimate given her authority as the future CEO of the merged organization. The question is how she would utilize her legitimacy. Would she exert a positive or a negative legitimate power? She can use her power as a constructive force to amalgamate the two organizations with a mutual vision for profitability and artistic excellence. Anne could use her referent power to solicit participation in fund-raising efforts. By development her referent power,she can forge a team built on loyalty and commitment.Given the principles presented by the musicians, Ewers has the opportunity to demonstrate her positive legitimate power, her expert power in fund-raising, and her referent power in elevation commitment. First, Ewers needs to influence the leaders of both the Symphony and the Opera as the legitimate future CEO of the merged organizations. As a leader, she would need to cast her vision for the future and hopefully motivate the support of both organiza tions. She needs to use her referent power to develop selfconfidence and passion in her managers to lead their subordinates successfully. Secondly, she needs to address the financial implications of a failing organization by coming up with a revised budget which would live over the contracting financial resources.She would need to utilize her fund-raising experience to seek other sources of funding. Though the musicians have an agreement through the union for a certain salary, Anne would need to renegotiate a revised salary and benefits contract for all the performers which would fall within the revised budget. Ewers appeal for the musicians willingness to take a pay cut would pose a great challenge. However, she may place an emphasis on their self-interest and organizational interest to continue with the new organization. In order to succeed, she needs to utilize a political tactic of striking a balance between the musicians self-interest with the interests of a new organization.T hird, Anne needs to develop and empower a team of trusted individuals who she could target for specified needs of the merger. As we discussed earlier, the better outcome is to have subordinates who are internally motivated and committed towards the merger. Hopefully, she would develop a base of support by promoting the interest of the whole. Anne would rely on these individuals through audience, strong rational persuasion, and inspirational appeal, influence tactics which we will further explore below (Kreitner & Kinick, 2010).Influence Tactics look performed in the 1980s by David Kipnis and his colleagues resulted in him developing nine tactics which could be used in the workplace by managers in order to influence their subordinates (Kreitner & Kinick, 2010).The first tactic is using rational persuasion which utilizes reason, knowledge, or facts to convince someone to comply. Second, a leader can use inspirational appeals to individuals emotions, beliefs, and values in order to bui ld enthusiasm. The third tactic is called consultation which invites others to participate in the process of planning and decision making. The fourth tactic is to use ingratiation which uses flattery, praise, and friendliness to get individuals in a positive mood prior to making a request. The fifth tactic is to make personal appeals as with a friend.The sixth tactic is to make an change for a personal trade of a favor. The seventh tactic is to form a coalition by asking others to join and support the effort as a group. The eighth and ninth are negative tactics where by one uses pressure or intimidation to demand compliance. The polish tactic is make a request (or demand) based on ones legitimate authority, position, organizational rules, policies, or the support of the boss. The more effective tactics are the former ones since pressure, instillation of fear, or forcing compliance fosters a greater discontent in subordinates and can backfire. Anne Ewers can develop her power in or der to synchronize and collaborate a newly constituted organization.She can use the influence tactic of inspirational appeal since many of those involved share the goal of wanting an organization which will protect their personal interest of a competitive salary and benefits package. The also want to build an excellent organization which will continue to foster their artistic talents. All involved agree that funding is diminishing and new sources need to be found. Ewers can use rational persuasion as an influence tactic to demonstrate her knowledge and experience in developing an effective fund-raising effort given her background. She could also use the tactic of consultation in order to invite others to join her endeavors. This will also allow her to depute some of the necessary tasks in order to transition into a new organization.ConclusionThe task of bringing about a merger between the Utah Symphony Orchestra and Opera will involve the key people with the skills, knowledge and charisma. It will require not only a design effort from the board and the identified leaders, namely Anne Ewers and Keith Lockhart. Ewers has proven skills as a fund-raiser and a devoted manager. However, she will need tolearn new skills by utilizing her position and power to motivate and influence a teams with different cultures, the community, and challenge the opposition. She realizes that the task is far from easy but she seems to have a consider on the priorities in order to integrate the two organizations.ReferencesCliffe Notes, (2012). Retrieved from http//www.cliffsnotes.com/study_guide/ Motivation-Theories-Individual-Needs.topicArticleId-8944,articleId-8908.html DeLong, T. and Ager, D., (2004). HBS cases are positive solely as the basis for class discussion. President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business discipline Publishing, Boston, MA 02163, or go to http// www.hbsp.h arvard.edu. This document is authorized for use only in JFT2 Organizational Management 14 by Faculty at Western Governors University from October 2012 to July 2014. Kreitner, R., Kinicke, A. (2010). Organizational Behavior, 9th Ed., McGraw-Hill Irwin, New York, NY. Wikipedia, (2012). Leadership retrieved from http//en.wikipedia.org/wiki/ Leadership.