JMS 440 Exam 2
competition - external factors
-existing competitors in the marketplace - new competitors entering the marketplace -substitute products -buyer power affecting media product purchasing -supplier power affecting materials necessary for media product creation
challenges to managing disruptive change
-failure to identify disruptive change early enough -failure to allocate adequate resources toward projects aimed at innovation -forcing initiatives that address disruptive change into existing business models or structure
The abilene paradox
-group think -we are less likely to voice our opinion if we feel it is out of step with the group -difficulty of monitoring and managing agreement
Structural organizational effectiveness
-org operating by external forces -org is a reactive force -org is at the mercy of all external forces -sways
criteria for choosing among options
-risk vs reward -best return for the least effort -timing -resource limitations
agenda-setting theory
-views the media as instrumental in defining the important issues in public discourse -the media can tell people what to think about (setting the agenda for public discourse) but not what to think about those issues
Strategic choice
a lot of external forces at work, but management being actively involved in pointing the organization in the direction where it has the greatest chance of success
media leaders
always tell the truth communicate are frank, but kind are problem-solvers love what they do lead by example have a heart (and aren't afraid to show it) exercise moral courage find balance in their work/life and help others to do the same
referent power
an individual's attractiveness to others
organizational control
authoritarian, bureaucratic, democratic, charismatic, laissez-faire
criticality
being critical to the accomplishment of organizational activities
visibility
being seen as having influence over others and the accomplishment of tasks
centrality
being the hub of info, at the center of events. The org seems to revolve around these people
relevance
being viewed as relevant to the organization, its priorities, its processes and its success
coaching
centers on encouraging employees to perform at a higher level, thereby elevating the organization as a whole
external variables
changing competitive situation audience/customer perceptions public attitude during crises attitude of regulators - tv, radio
external decline (type k)
competitive (new and improved) technological innovations changes in direction in the industry
informal communication
conversations in the coffee room
internal decline (type R)
deterioration in the quality of the product failure to recognize audience wants/needs loss of credibility or stature due to legal or ethical controversies (anything that creates a negative impression in the mind of the public)
authoritarian
directed style of command and control in which members are told what to do
Internal variables
employee social interaction (team atmosphere or formal hierarchy) office politics labor atmosphere and turnover of personnel
structuring
focuses on the organizational mechanisms and work flow
delegating
gives various responsibilities to others so leaders can focus on tasks he/she does best
vision
goals, a place you want to go
disruptive change
irreversible (rather than cyclical) it means the entire industry will be operating from a different business model in the future
Different evaluators of measuring effectiveness
management, employees, the public, other outside sources
Formal communication
memos, postings, letters
The Rumor Mill
most of the info coming through is true. speed - nothing moves faster than a rumor
Legitimate power
officially required through title or formal role
Powell's formula
p=40 to 70 p(probability) = 40-70 % of information
uses and gratifications theory
people engage with media to get info, as a source of personal identity reinforcement or as a behavior modeling, to provide social integration/interaction, and for entertainment purposes
democratic
perceives everyone as having a vested interest in outcome of activities
Different measures of effectiveness
profitability reach critical acclaim adherence to the mission
Fireside chats - FDR
reassurance, plans of what he was going to do trying to establish a connection with american people 1st politician to use media in this way
participating
seeks to bring people into the leadership level and share the power
lateral communication
stretches across departments/divisions (or among people) of equal stature
leadership methods
structuring, coaching, participating, delegating
bureaucratic
tends to use established processes/procedures as justification for much of what is accomplished
laissez-faire
the "hands off" approach. employees are left to do what needs to be done
coercive power
the ability to affect others negatively
reward power
the ability to provide something beneficial to another
powerful effects theory
the audience is considered passive and able to be manipulated by the mass media (propaganda)
limited effects theory
the audience is seen as filtering the message that come to it via the mass media, often ignoring those that conflict with preconceived ideas or values. those messages that support pre-existing ideas are used as reinforcement (selective influence)
collective action
the environment and the organization react in concert; one affects he other
expert power
the power of knowledge over those who do not have the same expertise
charismatic
the power of personality. the leader's personal attractiveness serves as the catalyst for action
flexibility
the range of options people have for accomplishing their work, the amount of discretion they have in how things are done
natural selection
those that can survive and thrive in the new environment, adapt, have a reason for being, will ultimately thrive in the new environment - those who can't find where they fit in a new environment will cease to exist
vertical communication
typical form in an organization - following the established hierarchy
effects of organizational decline
uncertainty/anxiety turbulence conservative, defensive behavior centralized decision making conflict decreased info flow authoritarianism eroding morale reduced creativity and innovation
Leadership traits
vision, communication, trust/integrity, inspiration
Lasswell's communication model
who says what to whom in what channel with what effect?
drucker's model for decision making
• 1. Define the problem • 2. Analyze the problem • 3. Develop alternative solutions • 4. Decide upon he best solution • 5. implement the decision effectively • 6. Monitor and adjust
Goal setting disadvantages
•Can erode organizational cohesiveness •Can be complex and difficult to manage •Presumes stability •Can be a management crutch
coping with decline
•Increase investment •Hold investment neutral until uncertainties are resolved •Reallocate investment selectively by eliminating unpromising selectively by eliminating unpromising areas while simultaneously strengthening investment in more lucrative areas •Harvesting/spinning off some units quickly to generate cash with little concern for what the organization will look like when he harvesting is done •Divesting of the business in the most profitable way possible as quickly as possible
Goal Setting advantages
•Specific, concise and clear measures of success •Consistent productivity benchmarks •Suitable challenges (appropriate to person/task)