Keith Lockhart Merger Summary

This memo is to advise solutions for improving the likelihood the new organization will be successful. The major obstacles to the success of the merger are individual and organizational forces. Such forces encompass organizational structure, the mission and vision, and organizational culture. Other obstacles include poor communication.

My recommendation is to first modify and adopt a new organizational structure with the involvement and advice of Keith Lockhart. Second, provide an organizational structure that will share power with you and Keith Lockhart while preventing diffusive roles resulting in slow decision making. Third, create with Keith Lockhart a shared vision and mission of the organization. Fourth, use leadership tools to change

This is an issue because Lockhart will lose motivation due to a lower role in the new organization. Worth (2014) argues that “staff… see a potential… merger with another entity as uncomfortably disruptive and a loss of autonomy that may reduce their own role… staff are usually very committed to the mission and may place less importance on the potential competitive advantage to be gained” (p.199). Keith Lockhart is devoted to the mission of Symphony and hasn’t the will to lose control because he sees as his primary responsibility to protect the interests of the Symphony (Delong & Ager 2004). The Utah Symphony Executive Board and Staff have high regard for Keith Lockhart. If he loses motivation and interest, then it is unlikely the merger will be

If we only involve Lockhart to create the organizational structure and design, then we might not get his full commitment. That is because Lockhart sees as his primary responsibility to protect the interests of the symphony and envisions maintaining the status of the orchestra (Delong & Ager 2004). As a result of my analysis, Lockhart’s ego can become an obstacle to the success of the new organization. Egos may result problematic if an organization is led by an individual whose personal identity bound up with that of the organization he leads, but it might be more than a matter of personal arrogance because, in a competitive environment, it may be psychologically difficult to approach any merger without instinctively protecting the interests of their own organization (Worth 2014). If you create a shared vision and mission with Lockhart, then you will put his mind at ease because he will feel in control to protect the Utah Symphony mission. However, you must also show him your commitment to advancing the shared vision and mission. The passion and commitment to the mission are essential for motivating staff (Phills 2005). Mergers that are undertaken to advance the mission are more successful than those undertaken because of financial reasons (Worth 2014). Through Lockhart’s commitment, we can also get the commitment from the Utah Symphony staff. According to McCormick (2001),