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Introduction In response to your request this memo provides an analysis of challenges the Utah Symphony and Utah Opera will confront during a merger and recommendations for a successful transition The following analysis and recommendations focus on three critical areas including motivating performance power and strategic influence and leading change Recommendations will address action steps that should be employed leading up to the merger after the merger and in the long term The implementation of these recommendations will provide guidance for an effective transition and important procedures to ensure the longevity of the Utah Symphony and Utah Opera as one organizationMotivating PerformanceAnalysis Initially when the merger was made public the news was positive but as time went by the potential arrangement boar great criticism from different critics Frustration grew from constituents when there was no forum for those who thought the merger was a bad idea to address their concerns When a task force was developed to survey how constituents felt about the merger phone calls poured in from individuals opposed to the idea This brewing criticism began to catch like wild fire throughout the two organizations having an impact on the motivation of employees Lockhart who was initially optimistic about the merger also began to have concerns after he was shown the organizational chart that had him reporting to Ewers Overall reports in the local media about the community reaction to the merger were creating barriers Employees motivation during and after the merger is essential to the success of the union between the Utah Symphony and the Utah Opera Key objectives of increasing motivation include 1 Understanding how to motivate people 2 Understanding how to set goals and incentives to induce productive behavior A good understanding of motivation can serve as a valuable tool for understanding the cause of behavior in organizations for predicting the effects of any managerial action and for directing behavior so that organizational and individual goals can be achieved Nader
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