ORGANIZATIONAL BEHAVIOUR

Organizational Behaviour



Organizational Behaviour

Bill Bailey and Equity Theory of Motivation

Equity Theory of motivation can be employed by Bill Bailey, chairman of the board of the Utah Opera Organization, to go up against the merger. More or less, it is similar to five levels of needs identified by Maslow and two factors motivation theory (Intrinsic and Extrinsic) presented by Herzberg, the Equity Theory of motivation is associated with J. Stacy Adam. It states that positive results and elevated levels of inspiration can be anticipated only, when people recognize their management to be just. A person can grow a faith of unfairness when charge whether they have obtained sufficient reimbursement for their efforts towards the growth of the company (Kreitner & Kinicki, 2010). When employees feel reasonably or beneficially handled they are more prone to be motivated; when they feel unjust treated they are highly expected to feelings of dissuasion and cynicism. The method with which employees evaluate this sense of evenhandedness is at the heart of Equity Theory of motivation. Mr. Bailey's awareness of injustice is recognized in his apprehensions over the financial force of the symphony vs. the opera. The opera has reserves and is monetarily established while the symphony has not fulfilled its fund-raising plans and has a more rigid agenda than the opera. Mr. Bailey's also raised concern that the opera would lose its identity in the course of merger which is obviously a negative consequence.

Scott Parker and Persuasion Technique

Scott Parker is chairperson of the Utah Symphony Board. He intends to persuade Mrs. Abravenal to shore up the merger. Mr. Parker can appeal to her need for esteem in order to achieve his objective that is persuading Mrs. Abravenal. Maslow noted down two versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect of others, the need for fame, glory, recognition, status, appreciation, dignity, attention, reputation, even supremacy. Mrs. Abravenal is worried that the merger will result in diminishment of her husband's triumphs, success and remembrance associated with the company. When she uttered that her husband “would never take second billing to anyone”, it echoes her longings to have his reminiscence honored also her sustained, active role, since his death. By supporting the merger, Mrs. Abravenal would get acknowledgment for her sustained connection and probably the continued feasibility of the symphony, and the musicians that he supported “vociferously.”

Anne's Positional Power vs. Personal Power

Anne is a general Director in the organization. Anne's positional power is derived from her position in the organization as general director. Positional power is beneficial because, in organizations, it authorizes individuals so that they can perform their job descriptions efficiently. All managers have legitimate power to some extent (Stimson, n.d.). Anne's personal power is inner. By inner, it means that this skill set has aided her to earn the job designation of Director General. This skill set entails the knowhow and awareness she acquired during the course of her developments in ...