Utah Symphony and Opera Merger Task 1
1803 words 8 pagesUtah Symphony And Opera Merger Task 1
Utah Opera and Symphony Merger
Utah Opera and Utah Symphony merger is an organizational plan to combine the two
art-based organizations with an aim of increasing their effectiveness and efficiency. It involves fundamental changes that are beneficial to the operations of both companies. This documental analysis will assist Ann Ewers, General Director of the Utah Opera; make an informed decision concerning the merger process. The analysis will comprise motivation theories as well as other pertinent information that are essential for use in the merger process. It will also comprise different types of power and how to effectively deal with them in decision making, potential harm as a result of the …show more content…
This in turn, makes Ewers a favorable member within the organization along with high level of leadership.
Ewer’s personal power is the source of influence she holds and her ability to influence others. Personal power is associated with knowledge, personal attraction and effort. Ewers leadership power can be increased through expertise acquired from the possession of special knowledge her ability for fund raising. All managers have some degree of legitimate power (Kreinter and Kinicki, 2010). The set of skills she has earned as she climbed through the organizations hierarchy shows Ewers is resilient and intellectual leader. These are Ewer’s innate traits are personal power; personal power is internal. Ewers is a well respected figure in the arts community and proven professional experience and proven organization success. Anne’s positional power is derived from her position in the organization as general director. Positional power is strategic because it empowers individuals at the top of the organization’s hierarchy to manage others in order achieve organizational goals. Moreover, it is both skill sets, personal and positional power that earned her the job title of general director.
a) Ewers have developed relationships with members of both symphony and opera executive committees adding to her experience to use positional and personal power to successfully lead the merger efforts. However, she will be faced with new challenges, influencing others who