Summary Of Utah Symphony And Utah Opera Merger

Determining whether Utah Symphony and Utah Opera should push through with the merger requires careful analysis and significant input from the internal and external stakeholders of the two organizations. What led to this scenario were several unfortunate events, such as the collapse of the stock market which had a domino effect in the global economy, especially in the United States, causing a decrease in arts funding from the government and monetary support from private sectors as well (Delong & Ager, 2005). In order to save the Utah arts organizations, senior board members from both sides started a dialogue of a possible unification. Some key people involved in the two organizations have contrasting views of the merger, and the motivations

207). With the current financial state of the opera, we can agree that it met all five basic needs, and wants to ascertain that its esteem needs – the need to be recognized, be self-reliant and resilient – and self-actualization needs – the desire to be the best – are top priorities. Once the opera is merged with the symphony, it will no longer be recognized as an organization that is resilient in the midst of economic crisis; it will have to share with the financial burden of the symphony. The fame that opera created for itself for its uniqueness and boldness may also be lost once it shares the stage with the symphony. The other need theory which I believe motivates the opposition of Bill Bailey with the merger is McClelland’s theory, particularly the need for power – the desire to influence, coach, and teach (Kreitner & Kinicki, 2013, p. 210). The opera needs the power to control the organization’s daily functions and operations. For many years, the opera established itself and achieved financial stability through its flexible and adjustable business model. If the merger is completed, the opera will no longer have full control of its operations and would have to function together with the

According to McClelland’s theory, the need for achievement, the need for affiliation, and the need for power are three needs that motivate an individual (Kreitner & Kinicki, 2013, p. 209). The need for achievement is the desire to fulfill something that is considered arduous, for example, overcoming challenges (Kreitner & Kinicki, 2013, p. 209). In addition, the achievement-motivated people, like Parker in this instance, would rather be acknowledged for accomplishing something great due to hard work rather than luck (Kreitner & Kinicki, 2013, p. 209). Currently, the symphony is in its worse situation and Parker is putting an effort to solve that issue. There are some who value more the need for affiliation, where people spend more time socializing with others, developing relationships, and wanting some affection, than other needs. When Parker announced that he would be leaving the symphony, he wanted to maintain the social relationships between him and other members by making sure he finds a quality CEO that would replace him. Merging the Utah Symphony with Utah Opera is the only way he can think of to keep a qualified CEO. Anne Ewers, the general director of Utah Opera had a reputation as an outstanding artistic talent with a great business sense to be the CEO of a combined opera and symphony. The last need is the need for power, which reflects an individual’s