Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
92 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Peter Druckers Definition of management
|
basic tasks of management:
marketing and innovation |
|
|
|
seven functions of Henry Foyals management definition
|
planning
organizing leading coordinating controlling staffing motivating |
|
|
|
management process
|
see powerpoint
|
|
|
|
four types of media businesses
|
Product based (book publishers, production houses)
Audience based (television, radio, newspaper, magazine) New Media based(combines products and audiences) Service based (advertising, public relations agencies) can be: local regional national international |
|
|
|
marketing
|
the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.
|
|
|
|
four elements of marketing
|
product
pricing placement promotion |
|
|
|
decision making
|
“allocation of scarce resources by individuals or groups to achieve goals under conditions of uncertainty and risk”
|
|
|
|
first approach to decision making
|
rational decision making,” sees decision making as a formal, step-by-step process, with the intention to achieve the highest return
|
|
|
|
A second approach to decision making defines it
|
a process that applies rules to problems
|
|
|
|
A third approach to decision making looks at it as
|
a political process during which people exercise power to achieve their objectives
|
|
|
|
bounded rationality
|
although people pursue decisions in a purposeful, transaction-oriented manner, this pursuit is mediated by the social environment in which they live
decision making is not always rational, that the cognitive limitations of both knowledge and cognitive capacity can constrain our choices |
|
|
|
Types of Decisions
|
). Programmed decision and (2) nonprogrammed decision
|
|
|
|
Programmed decision
|
is a management decision that is predetermined by definite outcomes and processes
|
|
|
|
nonprogrammed decision
|
non-structured, unplanned decision that is occasional and not based on preset criteria
|
|
|
|
Decisions can also be classified as
|
proactive or reactive
|
|
|
|
proactive
|
they are made in expectation of external changes
|
|
|
|
reactive
|
they are made in response to an external change
|
|
|
|
The Decision Wheel
|
1. Define the problem
2. Specify goals 3. Develop alternative solutions 4. Select a solution 5. Implement the solution 6. Monitor solution |
|
|
|
Four concepts of individual-decision making styles:
|
“Satisficing,”
“maximizing,” “unifocus people” “multifocus people.” |
|
|
|
Satisficing
|
when we pursue a course of action that merely satisfies the minimum requirements to achieve a goal
|
|
|
|
Maximizing
|
when we put in as much efforts as is possible to get the best possible outcome
|
|
|
|
Unifocus people
|
isolate one solution out of a multitude of others and implement it
|
|
|
|
Multifocus people
|
implement multiple solutions to a single problem
|
|
|
|
Decisive style
|
satisficing and a unifocus orientation
|
|
|
|
Flexible style
|
satisficing and multifocus orientation; limited info but more flexibility
|
|
|
|
Hierarchical style
|
maximizing and unifocus; chooses one best solution among a variety
|
|
|
|
Integrative style
|
maximizing and multifocus; no one “best” solution
|
|
|
|
Systemic style
|
combines integrative and hierarchical styles in a two-step process beginning with the integrative style
|
|
|
|
Immediate
|
decisions that must be made in hours or minutes. E.g. Story decision on deadlines
|
|
|
|
Short-term decisions
|
not immediate but within reasonable time. E.g. news hole and ad space allocation
|
|
|
|
Long-term decision
|
over a period of years. E.g. selecting network news anchors, design of newspaper or magazines, etc.
|
|
|
|
Types of Group Decisions
|
Decision by authority without group discussion--
Decision by default—if a group fails to decide, either one person decides or the problem is left unsolved Self-authorized decisions- when some people falsely assume they can decide for others Decision by clique—when a subgroup makes the decision for the whole group Decision by expert—when a knowledgeable person in the group makes the decision Decision by averaging individuals’ opinions—no interaction; just aggregation of opinions Decision by authority after group decision—when members try to convince an authority figure to accept their recommendation Decision by minority—when a subgroup is invested with the authority to make a decision Decision by majority vote Decision by consensus—one that enjoys wide acceptance among members; often time-consuming |
|
|
|
Tools of Management
|
: sources of information,
cost-benefit analysis, evaluation of information |
|
|
|
4 sources of information
|
personal experiences,
the experiences of others, research research of others |
|
|
|
Cost-benefit analysis
|
the most famous tool of management, is the process by which the costs and benefits of competing courses of action are estimated
it is customary to place a monetary value on everything. Where costs and benefits are not easily reducible to quantification, it is usual to “monetize” them through what has been called the “dollar equivalency technique.” |
|
|
|
Two concepts that are central to understanding the nonmonetary components of cost-benefit analysis
|
opportunity costs and intangibles
|
|
|
|
opportunity costs
|
consequences that result from giving up alternative actions
|
|
|
|
intangibles
|
abstract yet substantive attributes in a person, thing or idea that cannot be quantified.
|
|
|
|
two supervisor orientations leaders deploy
|
Job-centered or task-oriented behavior and employee-centered or relations-based managerial behavior
|
|
|
|
traits of good leaders
|
intelligence, ambition, self-confidence, expertise, charisma, creativity, perseverance, flexibility, commitment, integrity, ability to inspire and motivate, and vision
vision is the most important |
|
|
|
Central among leadership skills are
|
Communication and listening skills
Empowerment Coaching Delegation Assertiveness and decisiveness Problem-solving Goal setting Conflict management Negotiation |
|
|
|
Theory X
|
a top-down authoritarian style in which supervisors command and subordinates obey.
|
|
|
|
Theory Y
|
“humanistic” or “human-needs oriented” style, is a bottom-up leadership style that gives power and autonomy to workers.
|
|
|
|
The Z theory
|
combines elements of theories X and Y
|
|
|
|
The Situational Leadership Theory
|
This theory states that leaders should adapt their styles to their followers
|
|
|
|
Path-Goal Theory
|
This theory states that a leader’s main job is to inspire workers. It believes that motivated workers have a better self-concept and are likely to be self-directed and goal-oriented
|
|
|
|
Contingency Theory of Leadership
|
This theory states that the effectiveness of a leadership style is determined by the conditions or circumstances of the work place
|
|
|
|
5 individual leadership styles:
|
1. authoritarian—uses theory X
2. expert—leaders rely on their expertise 3. consensus building—works in groups 4. coaching—mentoring and directing staff 5. hands-off—not involved in daily decisions |
|
|
|
Centralization
|
consolidates power under a central control; authoritarian
|
|
|
|
Unity of command
|
clearly defined hierarchies of command in an organization; very diffuse in media organizations—reporters work with different editors on a story
|
|
|
|
Span of control
|
refers to the number of people a person supervises
|
|
|
|
Departmentalization
|
grouping people with the same job under a department under a common supervisor
|
|
|
|
Division of labor
|
specialization in the workforce. Multimedia production, especially multiplatform journalism, in today’s converged newsroom is blurring this.
|
|
|
|
“fantasy themes
|
a shared identity and a collective notion of the team’s relationship to the organization and other teams
|
|
|
|
lead in a way that encourages creativity
|
1. Seeking diversity in the workforce
2. Allowing teams, rather than individuals, to handle creative activities 3. Encouraging civic journalism 4. Rotating leadership of story-budget meetings |
|
|
|
The Contemporary Media Workforce
|
By 2010, there will be 58 million job openings in the United States. This means the demand for journalism/communication graduates may outstrip supply
The percentage of journalism and/or communication graduates finding jobs has been on the rise at best and flat at worst. It hasn’t declined since 2003. Women make up more than half of “cub reporters” but they hardly stay in the profession for more than five years. Why is this so? The average age of journalists in the U.S. is 41 Newspapers have a poor record of providing editorial management opportunities for women The biggest gain for women in newspaper management in the last 14 or so years were in advertising and general management In other parts of the world only 6% of top editorial managers are women In the United States, more women journalists work in magazines than in any other media, but in most other countries, women journalists work more in newspapers than in any other media |
Nonwhite people make up only 9.5 percent of full-time professional journalists in the United States
More nonwhite journalists work in television (newspapers come second) than in any other media How should media managers respond to the current face of the American media workforce? |
|
|
Abraham Maslow’s “hierarchy of needs”
|
people are motivated by needs. Below is his first and most widely used model
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. |
|
|
|
A contemporary 8-tier model looks like this
|
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc. 6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. 8. Transcendence needs - helping others to achieve self actualization. |
|
|
|
Psychologist David McCleland
|
says most people are motivated by two things: power and affiliation
One of these usually predominates A reporter who needs to make an impact in the newsroom is motivated by power A reporter who wants to be liked by colleagues and superiors is motivated by affiliation |
|
|
|
“classical conditioning,”
|
an impulsive, involuntary action that comes from heightened anxiety, such as the imminence of a deadline,
|
|
|
|
operant conditioning
|
which occurs when a course of action is consciously repeated and reinforced/ rejected based on past experience
|
|
|
|
In management literature, three theories
|
theories—equity theory, expectancy theory, and goal-setting theory
|
|
|
|
Equity theory
|
Adams Equity Theory because it was propounded by John Stacy Adams, states that employees seek to maintain evenhandedness between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others
|
|
|
|
Expectancy theory
|
“Valence-Instrumentality-Expectancy Theory” or simply “VIE Theory,” states that people act in a certain way based on expectation that their action will yield some predictable outcome
|
|
|
|
Valence
|
importance we attach to the action
|
|
|
|
instrumentality
|
the notion we have that if we embark on the action it will lead to a certain outcome, and expectancy is our belief in our capability to embark on the action
|
|
|
|
Goal-setting theory
|
the goal we set for ourselves inspires us meet our ambitions because it helps us focus our efforts on that objective
|
|
|
|
How to motivate journalists
|
Bylines
Video stand-ups Merit pay |
|
|
|
Peter Druckers Definition of management
|
basic tasks of management:
marketing and innovation |
|
|
|
seven functions of Henry Foyals management definition
|
planning
organizing leading coordinating controlling staffing motivating |
|
|
|
management process
|
see powerpoint
|
|
|
|
four types of media businesses
|
Product based (book publishers, production houses)
Audience based (television, radio, newspaper, magazine) New Media based(combines products and audiences) Service based (advertising, public relations agencies) can be: local regional national international |
|
|
|
marketing
|
the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.
|
|
|
|
four elements of marketing
|
product
pricing placement promotion |
|
|
|
decision making
|
“allocation of scarce resources by individuals or groups to achieve goals under conditions of uncertainty and risk”
|
|
|
|
first approach to decision making
|
rational decision making,” sees decision making as a formal, step-by-step process, with the intention to achieve the highest return
|
|
|
|
A second approach to decision making defines it
|
a process that applies rules to problems
|
|
|
|
A third approach to decision making looks at it as
|
a political process during which people exercise power to achieve their objectives
|
|
|
|
The major media conglomerates in the U.S
|
News Corp., Viacom, Disney, Time Warner
|
|
|
|
Three forces define how media companies and media managers operate, and why the media are moving to international markets now
|
1.) Market
2.) technologies 3.) policies |
|
|
|
Markets
|
resources needed for production, demand for media products and the business models of media companies
|
|
|
|
information products
|
Media products
|
|
|
|
Unique characteristics of media products
|
1. High level of uncertainty in production—audience and advertiser demand for content can’t often be predicted
2. High “first-copy” costs 3. Variety in relevance of media products to audiences—language barriers, culturally relevant content; comedies not successful in foreign countries; newspapers too 4. Media products have “time-constrained consumption”— i.e., require time and money to consume Externality value of media—has ripple effect on society beyond its direct, immediate value |
|
|
|
How policies affect global media organizations
|
1.Liberalization, deregulation and privatization of the telecommunication industry—e.g. the breakup of AT&T’s monopoly in the 80s.
The collapse of communism in Eastern Europe in 1989 Change in international trade rules, which lifted trade barriers across countries; foreign media imports with a domestic partner now allowed in most nations |
|
|
|
Three concepts are crucial to understanding the structure of global media companies
|
1.Horizontal integration
2. Vertical integration 3.Lateral integration |
|
|
|
Horizontal integration
|
when a business acquires additional companies in the same industry sector. E.g. When USAToday buys smaller newspapers
|
|
|
|
Vertical integration
|
when a company buys businesses that produce allied products that fit into its supply and distribution chain
|
|
|
|
Lateral integration
|
investing in different but related industries such as when a media company owns newspapers, TV and radio stations
|
|
|
|
There are 3 basic ownership structures in overseas operations
|
1. wholly owned subsidiaries 2. joint venture structure and 3. Licensing
|
|
|
|
1. wholly owned subsidiaries
|
here, the parent company owns the whole overseas operation
Advantage: decisions and operations not complicated Disadvantage: sole financial responsibility; high likelihood of insufficient local content |
|
|
|
2. joint venture structure
|
two or more companies own part of the overseas company; some countries require local partners to own about 50% of media networks
Most newspapers investing overseas use joint ventures; films and TVs too, to avoid national import quota restrictions Advantages: risks shared; local content, contacts, expertise, etc. Disadvantages: profits also shared; frictions over cultural differences ; research shows joint ventures have short lifespans |
|
|
|
3. Licensing
|
when a company produces a product and sells the right to produce and sell a version of that product for a local market in an overseas country
The content is sometimes adapted to satisfy local demand In magazines and newspapers, it may involve translating news into local languages Licensing is sometimes called “format programming” in the television industry; examples: “Moment of Truth,” “Ugly Betty,” “Who Wants to be a Millionaire,” “American Idol,” etc |
|
