A.1 I believe Bill Bailey would best served to use the two-factor theory of motivation in
order to support the merger between the Utah Symphony and the Utah Opera. The two-factor theory distinguishes between motivators and hygiene factors. Under this theory, motivators are considered to be challenging work, recognition, and responsibility which provide positive satisfaction within the job itself. Hygiene factors are status, job security, salary, fringe benefits, and working conditions. Hygiene factors do not provide a direct positive satisfaction, however, dissatisfaction results from their absence. The theory which was developed by Frederick Herzberg basically states that hygiene ...view middle of the document...
Developing an organizational structure that adequately meets the need of the new organization would be a priority. Every area of the two organizations that will need to be merged will have their own set of unique problems and hurdles to overcome. Mr. Bailey will need to stress his board and organization what the overall goals and objectives are and keep returning to the need for each of the sub areas to be merged successfully so that the two organizations can have a chance at an overall successful merger.
Recognition- The biggest issue here for Mr. Bailey to sell to his board members and employees at the opera is that by merging with the symphony would raise the opera into a tier-one arts organization. In order for the opera not to lose their identity in the merger process, Mr. Bailey would need to work with his board to insure that opera personnel would be placed in positions of authority. This has already been done with the possibility of Anne Ewers becoming the CEO of the merged organization. This does not mean that Mrs. Ewers should favor opera entities over symphony entities, just that opera entities would not be forgotten or pushed to the side. Also, it would assist the opera if they established set time period for performances (1 opera a month or every other month for a 10 day period is an example). Through the increase in funding through the merger establishing a set schedule for opera performances will assist the organization in keeping their identity.
Responsibility- This ties in with the area of challenging work. Mr. Bailey would be able to work with his board and personnel to give responsibility to the opera employees in their own areas within the opera organization to handle or address some of the questions and concerns that will arise through the merger. It would be beneficial if employees of the opera and the symphony would be able to serve on joint committees in an effort to provide solutions to possible questions and provide a framework for their individual departments merger within the new organization.
Mr. Bailey would be able to address the hygiene factors of status, salary, benefits, and working conditions in the following manner:
Fringe benefits - Mr. Bailey should insure the employees that the benefits
that they currently have would not be reduced. However, they may come in different forms. The benefits that the employees of the opera and the symphony receive would have to be compared and merged together. The key not only for Mr. Bailey with the opera, but also with Mr. Parker at the symphony would be to insure that overall benefits not be reduced. The overall benefit package may look different than before the merger, but the totality of the benefits needs to remain the same or be increased throughout the process of the merger.
Salary, status, working conditions, and job security- Mr. Bailey’s first priority should be that not only do the 23 employees of the opera...