JFT2 Task 1
When presented with the idea of a merger between the Salt Lake Symphony and the Opera, Bill Bailey and the opera trustees expressed concerns about the financial standing of the two organizations with the opera being financially stable and could be flexible in size, number of performances offered, number of full time staff and fundraising events. On the other hand the symphony, a 52 week orchestra employing 33 full time staff and 83 musicians which along with a loss in funding left the symphony facing some financial challenges. It appeared to Bill Bailey that the symphony would be gaining much more from the merger than the opera and the only apparent benefit for ...view middle of the document...
All aspects of Adam’s Equity Theory of Motivation demonstrates that any decision that is made or change implemented each individual or groups perception of equity is what is important (Rebert Kreitner, 2013).
Adam’s Equity Theory of Motivation would benefit Bill in an attempt to avoid a merger with the symphony due to the perceived inequality of the benefits of the merger. Though the two companies are very different in performance, they both are still a part of the arts community allowing for a comparison of inputs and outputs of each. For Bill Baily this would be a negative inequity for the opera because the financial strength of the opera when compared to the symphony. The opera also has the flexibility of alter or eliminate projects as necessary when fund-raising goals are not met where as the symphony is a 52 week orchestra with no flexibility and facing financial difficulties due to a decline in attendance, public subsidies and endowments. Another concern is that the opera would lose its identity, even with the opportunity of becoming a tier-one arts organization, because it would be overshadowed by the symphony, which is currently considered at the top of the Group II symphony orchestras in the United States.
As demonstrated with distributive justice, the perception of Bill Baily is that with the merger, the resources of the merged arts programs will be unevenly distributed with the symphony receiving much more than the opera because of their standing within the community, the size of their paid employees and musicians and because of the inflexibility of their program. Procedural justice would also be a useful aid in this motivational theory because of the way that the decision distribute resources will be unfair because of the needs of the symphony to operate and finally and most importantly is interaction justice because of the feelings of playing second fiddle to the symphony when the merger is implemented because the opera is currently in a good financial standing with strong support from the community knowing that the two, the symphony and the orchestra, are so dissimilar. Bill Bailey could possibly use those motivational tactics to avoid a merger with the symphony.
Scott Parker serves as chairman of the board of the Utah Symphony, serving to work with board members, the CEO ad the community for the continued operation and success of the symphony. Having a history of successful hospital mergers to realize economic benefits as well improve quality of health care in the community. It became apparent to Scott that the financial standing of the symphony and the arts community had taken a declining turn. The current CEO for the symphony had also announced that he would be leaving and that recruitment of a skilled professional to lead the symphony organization would be no easy task. Scott presented the idea of the merger to the board as a way of avoiding financial disaster for the Utah Arts Community.