Financial Struggle of the Utah Symphony Prompt a Merger with the Utah Opera

Due to the economic downturn, ticket sales remained sluggish, the financial struggle of the Utah Symphony Orchestra and the stock market collapsed. Senior board members of the Utah Symphony Orchestra and Utah Opera House are considering merging the two organizations to save cost, expand artistic possibilities, and ultimately prevent complete collapse. Bill Barry should use Adams' fairness incentive theory to oppose this merger. Adams' fairness incentive theory is a process theory dealing with people's perception of fairness in social exchange relations (Kreitner R., Kinicki A, 2010).

As chairman of Utah Opera House 's Board of Directors, Bill Bailey motivated the Opera House Board of Directors to oppose the merger with the Utah Symphony Orchestra through the use of Bloom' s expectation theory. This theory suggests that people are driven by three different determinants: pruning (reward), expectation (execution), and tools (belief). The motivation is the level (potential) that the person is anxious for receiving the reward, analyzing the possibility (expectation) that the proposed effort will reach the expected performance and the result of the belief (tool) leading to achievement I will. In the case of Utah Opera House, despite the weak economy, the most desirable remuneration (titer) remains financially resolvable. The required performance (expectation) is to support or oppose the merger with the Utah Symphony Orchestra to strengthen the financial position of the two organizations.

Investment in performing arts is decreasing due to the economic downturn of the entire US. Therefore, a proposal to merge the Utah Symphony Orchestra with the Utah Opera Company was proposed. Historically, there are few such types of mergers. In 1963, the Madison Symphony Orchestra merged with Madison Opera House. Also in 1985, Chattanooga Opera House and Chattanooga Symphony Orchestra merged. These entities still merged through time, but eventually they broke up because of the difference between ideology and method. The merger between the Utah Symphony Orchestra and the Utah Opera House began in December 2001. The cultures of the two entities are different and different. This led to the process of uniting the two companies, but this is a challenging process.