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)