1. Bill Bailey, chairman of the board of directors of the Utah Opera Organization, could use McClelland's theory of necessity to support the merger with the Utah Symphony based on the three principles implied in the theory; need for success, need for affiliation, and need for power (Kreitner & Kinicki, 2010, p. 215). First, the need for achievement is satisfied by understanding that people strive to master difficult situations, endeavors, or challenges. This idea works on both an organizational and individual level. At an organizational level it is well known that a merger of this magnitude had never been attempted. This presents a great challenge to succeed and allows leadership to work in new and innovative ways to ensure the success of that merger. McClelland's theory states, regarding the need for achievement, that people strive to “excel themselves… rival and surpass others… increase self-esteem through the successful exercise of talent” (Kreitner & Kinicki, 2010 , p. 215). According to this definition, fusion would motivate leadership to excel in the face of a challenge and increase their professional self-esteem in their success in doing so. On an individual level, you are asking artists and employees to recognize both the economic and social climate and unite in action to save both their careers and their passion in life. Such a merger would only encourage self-esteem and perceived success, because they would be part of a much larger organization, more averse to risk and future change, and they would easily be able to look at other similar organizations and realize that they are part of a similar organization. an organization that accomplished something never attempted before. Another key idea in this theory that… middle of paper… employees trust in initiating such a merger is instrumental in influencing their decision to approve such a merger. When talking to her staff, Anne must set very clear and achievable goals to motivate her employees. Kreitner and Kinicki (2010, p. 228), speaking about how goals regulate effort, state that “Not only do goals make us selectively perceptive, but they also motivate us to act… Generally, the level of effort expended is proportional to the difficulty of the objective”. With this in mind, he should set challenging goals and guide his organization to accept the merger with motivation. Works Cited Kreitner, R. & Kinicki, A. (2010). Organizational behavior (9th ed.). New York: McGraw-Hill.DeLong, Thomas J (2005). “Utah Symphony and Utah Opera: A Proposed Merger.” Harvard Business Review, 5-406-027. Boston, MA: Harvard Business Publishing.