CE Test 3

PROGRAMMATIC DIGITAL AD BUYING

"Programmatic for Dummies" Programmatic is buying digital advertising space automatically, with computers using data to decide which ads to buy and how much to pay for them.

Strategies for Motivating Employees

1.Managerial Communications 2.Theory X & Theory Y 3.Effective Job Design 4.Behavior Modification 5.Likert Management Systems 6.Monetary Incentives 7.Nonmonetary Incentives Managers use a combination of these strategies!

table of contents management marketing

management society and ethics --- 2-24 motivation --- 25-60 leadership 1 --- 61-76 leadership. 2 --- 77-95 org culture --- 96-107 man and. diversity --- 108 - 124 marketing imc ---126-151 mastercard ---152-158 social media ---159-177 media/measurement ---178-189 price and distribution---190-210

STATUS QUO PRICING

§Goal is to maintain existing prices, ormeet a competitor's prices. §Passive pricing policy § Often used by other firms when there is a dominant product in the market (price leader) §Used for late-entering, "me-too" products, maturity phase of the PLC

STRATEGIC DISTRIBUTION DECISIONS

§How many intermediaries will be used between you (the manufacturer) and the consumer? §How will the channels be organized? §Channel members owned by the manufacturer? §Independent channel members? §How intense is the distribution? §Exclusive: only a few distribution points §Intensive: many distribution points

Creating an Ethical Workplace

•Create, distribute a Code of Ethics Policy •Appoint a Chief Ethics Officer, complement to HR •Provide training and continuous development (i.e.annual reminders) •Give employees criteria (situations/case examples) for helping determine if an action is ethical Society, Ethics, Sustainability,- fundamental management competencies & skills!

Dunkins BUSINESS CASE

•Cultivate a highly engaged, loyal online community of DD fans • •Celebrate Dunkin' as an all-day, everyday destination (menu items, loyalty, mobile) • •Support "go-local" needs of business in U.S. and abroad • •Support brand growth & awareness in new markets

Diversity Challenges: Macro-level Factors

•Population is growing more slowly •Workforce is getting older •Growing presence/impact of women in the workforce •Minorities will make up a larger share of new entrants ... demographics changing ... •Immigration is increasing in the general population and the workforce

Related Concept: GOAL-SETTING THEORY - clarity; challenge; commitment; feedback; etc.

•Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated. •Recall our earlier chapters such as "Feedback"; SMART goals

Strategies for Promoting Diversity in Organizations

•Several approaches to diversity and strategies manager can use in promoting within their organizations: 1.Hudson Institute Strategies 2.Equal Employment and Affirmative Action 3.Diversity Through Organizational Commitment 4.Promoting Diversity Through Pluralism Balancing regulations vs. policy ...

CE - Management - Society, Ethics, Sustainability

*** Supplemental to the Text *** •Three key topics to enhance your management knowledge and skills •Social Responsibility Skill = ability to take action that protects and improves both the welfare of society and the interests of the organization •Areas of Social Responsibility •Urban/Consumer Affairs, Community Volunteerism, Employment Practices (Leadership/Management!) •Ecology Conservation (Going Green)

In the spring of 1997, we conducted primary research focus groups around the US, and additional groups in key international markets, to determine the parameters of the MasterCard brand — and of key competitive brands. These were our findings...

... Means Everyday ... Means Ordinary Life ... Means The Generic Card ... Is Unassuming ... Is Unpretentious ... Is Practical Our analysis of secondary databases indicated that today there is a shift away from the materialistic and outer-directed consumer culture that characterized the 1980s and early 1990s

Situational Leadership Theories - Recap

1.Life Cycle Leadership - leadership style adapted to readiness of followers •Most sophisticated, leaders aware of external factors 2.Fiedler Contingency - performance dictated by matching inflexible leadership styles (task vs. relationship) with different scenarios 3.Path-Goal - adapting leadership behaviors based on environmental & employee factors to help team members succeed

Content Theories of Motivation

1.Maslow's Hierarchy of Needs 2.Alderfer's ERG Theory 3.Argyris's Maturity-Immaturity Continuum 4.McClelland's Acquired Needs Theory Continuing to build upon and further develop management thinking on motivation: people having a strong need for self respect, respect for others, psychological growth

Two General Types of Motivation Theories

1.Process Theories (how motivation occurs): •Emphasize how individuals are motivated •Focus on steps occurring when individual is motivated 2.Content Theories (understand human needs): •Emphasize individual's internal characteristics •Focus on understanding what needs individuals have and how to satisfy those needs

GETTING PRODUCTS TO CONSUMERS

1.Quantity: Distribution breaks down larger amounts produced to an amount an end user wants to buy 2.Assortment: Distribution provides a variety of products to consumers so they have a choice 3.Time: Distribution gets the product to the consumer when they want to buy (not when the product is made) 4.Space (location): Distribution gets the product to the place the consumer wants to buy (not where product is produced)

FRAMEWORK FOR MEDIA PLANNING

1.Situation analysis 2.Marketing plan 3.Advertising plan 4.Setting media objectives 5.Determining media strategy 6.Selecting broad media classes 7.Selecting vehicles within media classes 8.Media use decisions

Behavioral Theory Implications T-S Leadership Continuum (not in text)

1.University of Iowa Study (added terminology): Focuses on three leadership behaviors or styles: A.Autocratic Style - leader who centralizes authority and limits worker participation B.Democratic Style - leader involved workers in decisions; consultative; more participative C.Laissez-faire - workers are free to make decisions; leaders offer resources and answer questions •Understanding which style is a function of: 1.What is the managers 'comfort level' 2.Assess worker's readiness to assume responsibility 3.Assess the situations (timely-ness; complexity) •Team & individuals satisfaction tends to be better under the democratic style •Employee centered styles tend to improve motivation; morale; decision-making; quality

Leadership - Summary - CE Context. 3

2.> Vroom-Yetton-Jago Leadership Decision Styles - more concise than T/S - engage employees via a decision tree approach C.Leaders Change Organizations - Transformational Leadership! 1.> Leaders build Trust, are Authentic, display Morale Courage 2.> Leaders are Coaches 3.> Leaders understand importance of IQ & EQ 4.> Servant Leadership 5.> Level 5 Leadership - blend personal humility to build LT organizational success ... common leadership development model

Strategies for Promoting Diversity in Organizations 2

2.> Equal Employment and Affirmative Action: •Equal Employment Opportunity Commission (EEOC) •Federal agency enforcing discrimination in employment laws regulating recruiting & other management practices •Affirmative Action •Eliminate barriers and increase opportunities for underutilized and/or disadvantaged individuals •Reverse Discrimination - well crafted policy avoids! Regulations which encourages and protects diversity!

The MasterCard Selling Idea

A resonant global strategic positioning which insulates and differentiates us versus the competition The Best Way To Pay For Everything That Matters New, more ways to pay Human relationships, quality time, shared emotions "Priceless" The true power of Priceless is its flexibility, elasticity and adaptability as a campaign format and a communications platform.

Table 16.2 Advantages and Disadvantages of Using Flextime Programs

Advantages Improved employee attitude and morale Accommodation of working parents Decreased tardiness Fewer commuting problems—workers can avoid congested streets and highways Accommodation of those who wish to arrive at work before normal workday interruptions begin Increased production Facilitation of employee scheduling of medical, dental, and other types of appointments Accommodation of leisure-time activities of employees Decreased absenteeism Decreased turnover Disadvantages Lack of supervision during some hours of work Key people unavailable at certain times Understaffing at times Problem of accommodating employees whose output is the input for other employees Employee abuse of flextime program Difficulty in planning work schedules Problem of keeping track of hours worked or accumulated Inability to schedule meetings at convenient times Inability to coordinate projects

motivation

Motivation defined ... •In general: •Reason(s) one has for acting or behaving in a particular way •General desire or willingness of someone to do something. •From a business point of view: Internal & external factors that stimulatedesire and energy in peopleto be continually interested and committed to a job; or, tomake an effortto attain a goal.

distribution terms

SUPPLY CHAIN The connected chain of all the business entities, both internal and external to the company, that perform or support the logistics function. §MARKETING CHANNEL §A set of interdependent organizations that ease the transfer of ownership as products move from producer to business user or consumer. §LOGISTICS §The process of strategically managing the efficient flow and storage of raw materials, in-process inventory, and finished goods from point of origin to point of consumption

PROMOTION MIX

Public Relations Variety of communication activities that seek to create/maintain a positive image; also deflect damage from negative information Advertising Non-personal communication from an identified sponsor using mass media Personal Selling Direct connection between a company representative and customer Direct Marketing Communications directed at an individual consumer Sales Promotion Programs designed to temporarily increase the perceived value of a product offering

CHANNEL INTERMEDIARIES

Retailer A channel intermediary that sells mainly to customers. Wholesaler - An institution that buys goods from manufacturers, takes title to goods, stores them, and resells and ships them. agents and brokers - Wholesaling intermediaries who facilitate the sale of a product by representing channel member. Never actually own the goods being sold. DIRECT VS. INDIRECT CHANNEL

Determining If Social Responsibility Exists (cont.)

Stakeholder = Social Obligations Owed - Stockholders/owners of the organization = To increase the value of the organization -Suppliers of materials = To deal with them fairly - Banks and other lenders = To repay debts - Government agencies = To abide by laws - Employees and unions = To provide a safe working environment and to negotiate fairly with union representatives - Consumers = To provide safe products - Competitors = To compete fairly and to refrain from restraints of trade - Local communities and society at large = To avoid business practices that harm the environment

MEDIA BUYING AND PLANNING/MEASURING RESULTS

The Media Mix is the selection of media used for an advertising campaign as well as the budget allocated to each medium.

CPM: STANDARDIZED MEASURE OF COST

CPM is the cost of reaching one member of the audience, times 1000 ('M' stands for 1,000). Cost per Thousand (CPM)

Marketing Channels and Pricing

Channel Choice §Where is your customer shopping for your product? §How intensive should your distribution be? §How can you innovate? Pricing Strategy §What are your required margins or markups? §What are your competitors doing? §Can your price help tell your product or service story? §What is your goal: max profits, max sales units, match your competition? §How will this change over time?

MARKETING CHANNEL FUNCTIONS AND GOALS

Channels Fulfill Three Important Functions 1. Specialization and Division of Labor 2. Getting Products To Consumers: Quantity, Assortment, Time and Space 3. Providing Contact Efficiency

Leadership Traits Theory (cont.)

Common Leadership Traits: 1.Intelligence, Judgment & Verbal Ability 2.Past achievement in scholarship & athletics 3.Emotional maturity & stability 4.Dependability, persistence, and drive 5.Social and adaptive skills across groups 6.Desire for status and socioeconomic position Not complete though ... behavioral & situation factors must be considered (i.e. working with and through others)

MEDIA PLANNING

Conceiving, analyzing, and selecting channels of communication that will direct advertising messages to the right people in the right place at the right time Considerations for the media planner: •Place of advertising •Media vehicles •Time, period, and frequency for advertising Opportunities for integrating advertising with other communication tools

PAID ADVERTISING ONLINE

Digital ad spend reached an all-time high in 2019 of $125 billion Up 30% from 2016 Surpassed TV for the first time in 2017 Mobile accounted for 57% of revenue Digital video showed the most growth at $11.9 billion 33% increase from 2016 display ads Comes in many shapes and sizes Display - Floating banners, wallpaper, pop-ups (generally lower click through rates than PPC search ads) Native advertising - in feed recommendations (lilly) Paid social Does not look like advertising

Job Enrichment and Productivity (cont.)

Dissatisfaction: Hygiene or Maintenance Factors 1. Company policy and administration 2. Supervision 3. Relationship with supervisor 4. Relationship with peers 5. Working conditions 6. Salary 7. Relationship with subordinates Satisfaction: Motivating Factors 1. Opportunity for achievement 2. Opportunity for recognition 3. Work itself 4. Responsibility 5. Working conditions 6. Personal growth

Social Responsibility & Federal Legislation

Federal Agency Equal Employment Opportunity Commission -Investigates and conciliates employment discrimination complaints that are based on race, sex, or creed Office of Federal Contract Compliance Programs -Ensures that employers holding federal contracts grant equal employment opportunity to people regardless of their race or sex Environmental Protection Agency -Formulates and enforces environmental standards in such areas as water, air, and noise pollution Consumer Product Safety Commission -Strives to reduce consumer misunderstanding of manufacturers' product design, labeling, and so on, by promoting clarity of these messages. Occupational Safety and Health Administration -Regulates safety and health conditions in nongovernment workplaces National Highway Traffic Safety Administration -Attempts to reduce traffic accidents through the regulation of transportation-related manufacturers and products Mining Enforcement and Safety Administration -Attempts to improve safety conditions for mine workers by enforcing all mine safety and equipment standards

Leadership - Emerging Concepts for Modern Times

Figure 15.8 Characteristics of the emerging leader versus characteristics of the manager - not mutually exclusive! -leader - soul - -visionary -passionate -creative -flexible -inspirational -innovative -courageous -imaginative -experimental -independent -manager - mind - -rational -consultative -persistent -problem solving -tough minded -analytical -structured -deliberate -authoritative -stabilizing

Importance of Motivating Organization Members - The Why!

Figure 16.5 Unsatisfied needs of organization members resulting in either appropriate or inappropriate behavior

Job Enrichment and Productivity - combining motivational theories ...

Figure 16.6 Needs in Maslow's hierarchy of needs that BOTHdesirable hygiene and motivating factors generally satisfy

Diversity Challenges: Multi-Generational Workforce

Generation Groups (varying life priorities, values, etc.): •Generation Z •Millennial (Generation Y): Born after 1980 •Generation X: Born between 1965 and 1980 •Baby Boomers: Born between 1946 and 1964 •Silent (Greatest) Generation: Born between 1928 and 1945

context

In the late 1990's, in a category typified by either personal indulgence or corporate privilege, real people with real wants and needs had no place to go. The Priceless idea provided that destination. An emotional territory.

Key Performance Indicators and Metrics

Key Performance Indicators and Metrics

dunkin lessons

LESSON #1: CELEBRATE YOUR FANSDD'S FACEBOOK FAN OF THE WEEK; CELEBRATE YOUR FANS#MYDUNKIN, SURPRISE & DELIGHT LESSON #2: EMBRACE VISUAL STORYTELLING: LOCAL BRAND AMBASSADORS = STORYTELLING TO TARGET AUDIENCES LESSON #3: BE TIMELY & RELEVANTUNEXPECTED & ENTERTAINING: DUNKIN' DONUTS + TOP CHEF = #DDTOPCHEF, RED CARPET RUNS ON DUNKIN'

Voluntarily Performing Social Responsibility Activities

Managers have a responsibility to: •Adhere to legislative mandates as the minimum standard to achieve ... minimally. •Challenge themselves how far above the minimum they are willing to go while still maintaining the success of the organization •Clearly communicate their involvement in social responsibility activities to all stakeholders

Key Elements of Motivation (cont.)

Managers must also focus on: 1."To each their own"' generally: •Recognize individual differences and motivate accordingly. •Match people to jobs. •Use theories simultaneously. 2.Set attainable goals and reasonable standards. 3.Provide frequent, high-quality feedback. 4.Check the system for equity (HR team support!) 5.Don't ignore $$ but remember, it isn't the top motivating factor. 6.Cultural issues abound.

#2 - Alderfer's ERG Theory Of Motivation

alderfer's erg theory - existence need: need. for physical well being -relatedness need: need for satisfying interpersonal relationships -growth need: need for continuing personal growth and development •Differs from Maslow's in that the three levels (only 3 orders vs. 5) can activated differentially at different time depending upon the situation •Example: job fulfillment may be missing, hence a focus on just 'doing the job' for the compensation •Lower skills jobs, impact of technology, etc. •Managers must focus on job design and enrichment •Attraction and retention implications!

Leadership - Summary - CE Context 2

b.> Fielder Contingency Model - proper match between the leader's style of interacting with employees, the job at hand, and the leader's degree of control over a situation - a bit more rigid & difficult to sustain c.> Path-Goal Theory - Leader's style is flexible, can change to adapt to a situation (influenced by the environmental and employee factors in situations. B. Leadership and Decision Making: 1.> Tannebaum & Schmidt Leadership Continuum - continuum of leadership that emphasizes decision making processes - popular, commonly referenced

Control of promotional mix elements

low -> high word of mouth, pr, personal selling, sales promotion, advertising, direct marketing

Prescriptive MasterCard Brand Footprint

means Everything That Counts means Real Life means The Best Way To Pay is Purposeful is Genuine is Resourceful

#2 - Vroom Expectancy Theory of Motivation

mo•A bit more complex than Needs-Goal Theory •Vroom is based on the premise that 'felt needs' drives human behavior •Introduces 'Motivational Strength': •An individual's desire to perform a behavior •Their motivation fluctuates as individual's desire increases or decreases Figure 16.2 Vroom's expectancy theory of motivation in equation form •Examples: College student summer painting; Extra credit opportunity in a course; Considering a special assignment in the workplace motivation strength = perceived. value of result performing behavior x perceived probability result will materialize

RETARGETING

§Also known as remarketing §A form of online advertising that can help marketers keep their brand in front of bounced traffic after they leave the website. §For most websites, only 2% of web traffic converts on the first visit. §Retargeting is a tool designed to help companies reach the 98% of users who don't convert right away.

OUT-OF-HOME (OOH)

§Also referred to as Outdoor §Billboards, Posters, Transit §New digital technology §High frequency §Requires short message §Low CPM §High OOP in large markets

SPECIALIZATION AND DIVISION OF LABOR

§Breaking down a complex task into smaller, more manageable ones. §Provides economies of scale, more efficiency, lower costs §Allows each step in the supply chain to do what they do best, maximizing efficiency

imc and Elements of the Creative Brief

§Challenge: What is the problem you are trying to address? §Marketing Objectives: What do you specifically want to achieve with your campaign within your target segment(s)? §Target Audience: Who are you targeting/what segment (s)? Conceptualize the target to provide some insight into them psychographically §Unique selling proposition: What makes the brand or product unique for your target(s)? §Reasons to believe: Values/core benefits of the product or brand that prove/support the USP §Central Communications Theme/Platform: Creative organizing principle for all the elements of the campaign §Tone of the campaign: The voice or personality of the campaign §Major media targeted: Big picture categories of media you plan to use §Launch date + length of campaign: When are you launching and why then + how long the campaign will run

CENTRAL COMMUNICATIONS THEME/TAGLINE

§Consumer facing slogan or tag line §Based on your USP and RTBs. §You can use similar language or phrases. USP+RTB+CCT work together. §Reflects the tone of your campaign with word choice.

IMC Scheduling strategy

§Continuous Advertising Schedule §An equal number of ad dollars are invested throughout the campaign § §Pulsing §Some advertising is used during every period of the campaign, but the amount of advertising varies from period to period § §Flighting §The advertiser varies expenditures throughout the campaign and allocates zero expenditures in some months

MARGIN AND MARKUP

§Cost of Goods = COG §Out of pocket costs for the brand §Selling Price = SP §The price the consumer pays §Gross Margin = GM, §% earned on a sale §Markup = MU §% added to the cost §Margin (GM) = (SP - COG) / (SP) §Markup (MU) = (SP - COG) / COG §Pricing is a key part of the product's positioning, as it communicates something about the product's position

PRICING MODELS

§Cost-per-click (CPC) Pricing §Pay only when someone clicks on your ad; Google SEM follows this model §best-suited to online ad campaigns where your goal is to drive traffic to your website. §Cost-Per-View (CPV) Pricing § A method of charging for video advertisements (or static images) based on the number of views or interactions an ad receives. §Cost-per-thousand impressions (CPM) Pricing §Pay for ad views; best-suited to brand awareness campaigns where you want your ad to be seen as often as possible by your target audience. §Display ads §Cost-per-acquisition (CPA) Pricing §Set a target CPA and pay when your ad leads to a conversion; use this option if your end goal is sales or other online transactions.

PROFIT ORIENTED PRICING

§Define costs for the product or service, define the targeted profit, and set price based on these components. §Price Skimming: A high price is charged when product is introduced, often due to lack of competition. Prices are often decreased later. §Relies on high profit margins per unit and lower sales volume §Best when the product has a significant competitive advantage, legal protection, new to the market

Combination of demographics and psychographics

§Demographics: §Age §Gender §Occupation §Ethnicity §Geolocation §Education level §Religion §Psychographics: §Personality characteristics §Lifestyle §Social class §Attitudes §Principles & beliefs §Activities & Interests

SALES ORIENTED PRICING

§Price is set to maximize the units sold, typically using low profit margin targets. §Penetration Pricing: A low introductory price is set to penetrate the market and generate larger sales volume. Prices may be increased later. §Relies on high sales volume and lower profit margins per unit. Often used when there are many competitors in the market, or the product

PRICE

§Price: The sum of all the value(s) the consumer gives up to obtain the product or service. §Money §Time §Effort §Foregoing something else you otherwise would have purchased uPrices are set at each step of the supply chain u uPrice is determined by the cost of the materials coming in, plus the value provided by the channel member (labor, branding, convenience, packaging quantity)

INTEGRATED MARKETING COMMUNICATIONS: KEY TAKE-AWAYS

§Promotional mix has five elements §Each element has a role in creating awareness, provoking consideration, or generating conversion §ALL elements should work together around a central communications theme to leverage each promotional tool. §Promotional Scheduling §Marketers must engage the consumer at launch, then keep the consumer engaged to generate awareness and drive sales

KEY AD METRICS

§Reach: Number of people (unduplicated) who can see an ad during a given time period. §Frequency: The number of times an individual is exposed to a message during a given time period. §Impression: Reach times frequency, or the number of opportunities to see an advertisement in a given time period. §GRP: Measures advertising impact. You calculate it as a percent of the target market reached multiplied by the exposure frequency.

all state. example. of. imc

§Social Savvy Burglar §One day integrated marketing effort § §Key insight: §78% of burglars are using social media to find their next target (Source: Time) CURRENT STATE OF THE BUSINESS §85+ year old insurer §Seen as a 'dinosaur' in the industry §Newer entrants like GEICO and progressive continue to win with younger/on-line savvy consumers BIG IDEA personify mayhem in everyday life. and sho w how. having coverage will keep you better protected STRATEGY §Leverage large sponsorship platform to engage a younger audience using a relevant key insight §Conceptual Target §"Oversharers" (A 25-34) §Updating often, sharing constantly, posting every move of their life online §Nothing is private anymore including where you live, when you are home and when you are away §Their average social extended network is 114,244 people (Source: Pew Research) §Period of their lives where they are buying cars, getting married, buying their first home and starting families - all major reasons to reevaluate their insurance coverage. §Exposing these new valuables to "friends" (and strangers) via social media OBJECTIVES AND KPI 1.Create awareness on the hidden risks and dangers of oversharing on social media evaluated by media impressions 2.Increase engagement level between the brand and this social savvy target measured by social/twitter trend 3.Increase sales of homeowners policies in the month of January (vs YAG) §Ultimately, the effort was designed to inspire social conversations and generate news coverage of the insurance hazards of oversharing THE BIG IDEA §Illustrate to "oversharers" the potential harm in their social media behavior §Demonstrate the value of quality home insurance in theirworld §Show the consequences of oversharing on a big stage with a real couple CAMPAIGN §2015 Allstate Sugar Bowl (30 million viewers) RESULTS §Awareness of risk §78 million social impressions (sharing/retweeting) In hours §Turned issue into a top news story 160 million PR impressions §Generated 292 organic news stories §Brand engagement §Mayhem hashtag jumped to the #1 trending topic on twitter (US and global) §Nearily 5 million social engagements §New followers: FB 18,000 / Twitter 3,000 §Twitter saw 6 organic shares for every paid impression §All of the 200+ items sold out in seconds - massive surge in web traffic §Increase Sales §18% increase in home insurance sales for the month of January

Servant Leadership - A View on Transformational Leadership

•Leader's primary role is to help followers in quests to satisfy personal needs, aspirations, and interests •Places high value on service to others over self-interests •Servant Leaders are: good listeners—persuasive—aware of their surroundings—empathetic—stewards

OSU (cont.) - Lore International Institute supplemental research

•Leaders need to demonstrate trustworthiness, honesty, and ability to collaborate •Trustworthiness is ruined when leaders' behavior demonstrates they are: 1.Credit Hogs - taking credit ... 2.Lone Rangers - too independent ... 3.Egomaniacs- all about me ... 4.Mules - stubborn, inflexibility *** High Structure/High Consideration = best performance and satisfactions, though ignored situational factors/flexibility ***

#1 - Life Cycle Theory Leadership

•Leaders should adjust their leadership style in accordance with the readiness of their followers. •The focus is the situation of the followers, as it is up to them to accept or reject the leader •Readiness: a follower's ability and willingness to perform a task. Effective Leadership depends on it being appropriately matched with follower readiness •Stated differently, leadership style should reflect maturity level/readiness of the followers: •Maturity—Ability of followers to perform their jobs independently, assume additional responsibilities, and desire to achieve success •Manager's leadership style is only effective if it is appropriate for the maturity level of the followers - their Readiness •Flexible matching of relationship and tasks between the leaders and follower: •Examples: •Low task, low relationship = Leader Delegating •Push down decisions - more routine, repetitive jobs •High task, low relationship = Leader Directive •Needs to get done, an urgency

Situational Theories of Leadership

•Leadership success and effectiveness depends on a combination of: • SL = f(L, F, S): Leader; Follower; Situation •Each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations •Three notable theories then emerged: 1.Life Cycle Model 2.Fiedler Contingency Model 3.Path-Goal Theory

Behavioral Approach to Leadership Emerged

•Leadership success goes beyond traits, led to the behavioral studies to what leaders •Looked at what good leaders do, what they concentrate on •Foundational studies centered on leaders generally exhibit specific types of behaviors: 1.The Ohio State University Study 2.The University of Michigan Study

Leadership vs. Management

•Leadership: •Subset of management (see next chart) •Emphasizes behavioral issues; relationships •Cares about and focuses on people doing the job •Management: •Broader in scope •Emphasizes behavioral and nonbehavioral issues •Makes sure the job gets done Combines thoughts on: •Leadership = people, relationships, strategy, vision, more-so •Management = organizational processes, execution, more-so •The most effective managers over the long-term are also leaders •Not mutually exclusive though many are better at one vs. the other

Legal vs. Ethical Practices - there is a distinction!

•Legal is the 'red' line; Ethics is navigating the 'gray' area! •Following the Law - Sarbanes-Oxley Reforms: •Result of unethical practices of at Enron Corporation to prevent accounting deception of publicly owned companies •Holds managers accountable and can result in significant fines & jail time •Supports whistle-blowing—employee reporting of suspected misconduct or corruption •Industry examples abound: •Wells Fargo; VW; Viacom/CBS/BMW ...

Organizational & Social Implications of Diversity

•Majority Groups •Group of people who hold most of the decision-making power, control of resources and information, and access to rewards •Minority Groups •Group of people who are assigned to work in positions that do not involve power, resources, acceptance, or social status •Together the two groups form the social system of the organization Seek a wide range of talents from every cultural group as there are a host of business advantages!

Motivation for Managers

Why this is important ... •Managers learning to understand what drives their teams & employees to act •Aid in understanding how to manage in today's complex workplaces •Links to: performance; individual and team relationships; organizational culture; rewards systems

Leadership - Summary - CE Context

. Evolution of Leadership Thought: 1.> Trait Theories - isolate characteristics that differentiate leaders from non-leaders ... traits are more innate ... limiting 2.> Behavioral Theories - looked at what leaders go - task and relationship wise 3.> Situational Theories - acknowledged impact of varying situations: a.> Life Cycle Theory - leaders need to focus on maturity and readiness of followers - be flexible

CHALLENGES TO MEDIA PLANNING

1.Difficulty reaching a big audience due to increasing media options -TV fragmentation -Magazine specialization, and decreasing circulation -Explosion of online options such as websites, blogs, social media, and other nontraditional media 2. Difficulty reaching the target due to audience fragmentation -Readers and viewers scattered across new media options -Audiences selectively and partially consuming media -Consumers spending more time with less traditional media 3. Increasing media costs due to more brands competing for a limited number of spots §Number of messages to be communicated have outstripped the ability of consumers to process them. §Limited ad space and growing number of messages means rising costs.

How Disney Motivates Its Employees: Management Lessons

1.Every team member matters (inclusive leadership); creating energy, creativity, loyalty! 2.People are the brand (not a logo); attract, develop, and keep great people 3.Effective, thorough, consistent training: culture, mission, beyond the job specifics ... instill part of a higher purpose 4.Eliminate barriers/roadblocks ... ensure effective & efficient processes Management sets the example ... always being watched!

#4 - Acquired Three Needs Theory - McClellandSuggests the dominant motivator depends upon life experiences and culture

1. achievement - challenges, risks, and responsibilities 2. affiliation - team. centered management style 3. power - decision making

Types of Organizational Cultures (cont.)

1.> Clan Cultures, characterized by: •Strong internal focus, high degree of flexibility/discretion •Shared values and goals—cohesion - like a family! •Managers focus on: •Coaching, counseling, empowerment •Set clear SMART goals for work teams •Celebrate successes of work teams and individuals •Southwest Airlines; Others? 2.> Adhocracy Cultures, characterized by: •Flexibility & discretion—External focus •Creative, entrepreneurial workplaces, less P&P •Managers focus on: •Generating innovation ideas from employees •Reward new ways to do work, new product service development •Foster continuous improvement •Google; Zappos; Others? 3.> Hierarchy Cultures, characterized by: •Formal & structured—Internal focus, stability •Efficiency, formal rules of operations •Manager focus on: •Coordination & organization, standard processes •Ensure employees know exactly what is expected of them •Monitoring systems and regular employee feedback •McDonald's; GM; Government; Others? 4.> Market Cultures, characterized by: •Stability and control—emphasizes relationships with all stakeholder (capital, employee, customers, suppliers) •Managers focus on: •Competition, winning, achieving goals •Makes sure all know the top critical customers •Accept only world class quality in products & services •General Electric; Netflix; Berkshire; Others?

Strategies for Promoting Diversity in Organizations 2

1.> Hudson Institute Strategies (take actions on ...): •Stimulate balanced world growth - global economy ... rising tide metaphor ... •Accelerate productivity increases in service industries - service economy more-so than manufacturing ... how best to scale ... effectiveness & efficiency •Maintain dynamism of aging workforce - encourage adaptability and flexibility •Reconcile conflicting needs of women, work, and families - equitable distributions more-so ... •Fully integrate underrepresented demographics (i.e.African American, Hispanic workers, etc.) - erase the biases ... we need a skilled and engaged workforce! •Improve education and skill of all workers - invest in greatest asset - human capital

Diversity Advantages in Business

1.> Improved ability to gain and keep market share 2.> Cost savings - many perspectives involved; attract & retaining 3.> Increased productivity 4.> A more innovative workforce 5.> Minority and women employees who are more motivated 6.> Better quality of managers 7.> Employees who have internalized the message that "different" does not mean "less than" 8.> A workforce that is more resilient when faced with change

#2 - McGregor's Factor X/Y Theory

A bit too binary ... •Manager have 2 beliefs about employees: 1.Theory X - majority of employees need to be closely managed as they generally dislike work •Can destroy motivation! 2.Theory Y - majority of employees seek responsibility, do not need much supervision •Can unlock value, strong performance Candidly, this just starts frames a continuum ...

CONTACT EFFICIENCY

A marketing channel allows for consumers to more efficiently come into contact with products. Without the retail intermediary, in this case, the each consumer has to visit each manufacturer to get information or to purchase. With a retailer in the supply chain, each customer can visit one location, and get all the information they need, and/or make a purchase Travel Industry - Think of how Expedia makes shopping for an airline ticket so much easier....instead of having to go to each airline's website, you go to one central location to compare prices an schedules, and to make a purchase. Amazon does the same thing for a different set of products and services.

Management - Ethical Pursuits ... It Matters!

Ethical Management defined: •The capacity to reflect on values in the corporate decision-making process •To determine how these values and decisions affect various stakeholder groups •Establish & reinforce how to use ethics in day-to-day company management •Ethical managers strive for practices that are fair and just for stakeholders •'It's the Right Thing to Do' ... beyond the 'Legal's'

CORE TYPES OF MEDIA

Examples of Paid Media include advertising, public relations, and search engine marketing. Examples of Owned Media include corporate websites, e-commerce sites, and corporate blogs. Examples of Earned Media include word or mouth and publicity.

Keeping an Organizational Culture Alive and Well

Four general approaches to sustain: 1.Establishing a Vision of Organization Culture 2.Building and Maintaining Organization Culture through Artifacts 3.Integrating New Employees into the Organization Culture 4.Maintaining the Health of Organization Culture

#3 - Equity Theory of Motivation

Fundamentally, it entails ... •Employee's perception and/or view of reality of their inputs in comparison to others in similar situation •Inputs = what I put into my job •Outputs = what I get from my job •Employees will respond in different ways •Perceptions of inequity come from: •Work assignments •Promotions •Compensation •Ratings reports •Office assignments •All of these situations are emotionally charged as they relate to perceptions of self-worth •Examples: American Airlines (executive comp.); State & County Governments (salary/benefit tradeoff) •When individuals believe they have been treated unfairly in comparison to other coworkers, they react in a way to try to fight the inequity, such as: •Change work outputs - 'throttle back' •Change compensation - ask for a raise •Change perceptions - rationalize?; cognitive dissonance •Choose a different referent •Leave situation - becomes a retention problem Note: the inverse can be true if there is over-rewarding

PROMOTIONAL MIX - PROS AND CONS

PromotionMix Element Public Relations Pros •Relative low cost •High credibility Cons •Lack of control over message •Difficult to assess effectiveness Advertising Pros •Marketer has control over message •Can be low cost per person Cons •High overall cost •Inefficiencies in media planning •Credibility issues Personal Selling Pros •Message flexibility •Immediate feedback Cons •High per contact cost •Difficult to ensure messageconsistency •Credibility issues Direct Marketing Pros •Highly selective •Flexible •Can provide extensive information •Feedback/internal database info Cons •Negative consumer perceptions •Costs more per contact (maybe less overall) Sales Promotion Pros •Provides incentives to retailers •Builds excitement •Encourages immediate action •Appeals to price sensitive consumers Cons •Short term (v. long term brand building) perspective •Competing promotions may clutter •Can change reference price/brand perceptions

Price Skimming

Skimming is a useful strategy when:-There are enough prospective customers willing to buy the product at the high price.-The high price does not attract competitors.-Lowering the price would have only a minor effect on increasing sales volume and reducing unit costs.-The high price is interpreted as a sign of high quality.

INTEGRATING SOCIAL WITH TRADITIONAL

Social media marketing plan used by Heinz during a recent Super Bowl. Plan to post on the Heinz Ketchup Facebook and Twitter accounts. Posts and tweets to be relevant to what was happening in the game at the time—it wanted its fans/followers to appreciate the real-time marketing efforts.

Defining a Sustainable Organization

Sustainable Organization: •An organization that can meet their present needs without compromising future generation's ability to meet theirs (i.e. Amazon Pledge; GM; others?) The Triple Bottom-Line •Management should work toward making their organizations sustainable in three areas: economy, environment, and society •"People, Profit, Planet"

MEDIA VEHICLES

Traditional Media/Mass Media §Newspapers §Magazines §Radio §TV §Outdoor §Online Alternative Media §Shopping carts §Games §Social ads §Blog sponsorship §Product placement §Viral marketing

Leaders Are Coaches: instruct others on how to meet organizational goals and objectives

Trait, Attitude, or Behavior Action Plan for Improvement 1. Empathy (putting self in other person's shoes) Sample: Will listen and try to understand person's point of view. Your own: 2. Listening skill Sample: Will concentrate extra hard on listening. Your own: 3. Insight into people (ability to size them up) Sample: Will jot down observations about people on first meeting, then verify in the future. Your own: 4. Diplomacy and tact Sample: Will study book of etiquette. Your own: 5. Patience toward people Sample: Will practice staying calm when someone makes a mistake. Your own:

Leaders Are Coaches: active listening + emotional support + demonstrate expertise (cont.)

Trait, Attitude, or Behavior Action Plan for Improvement 6. Concern for welfare of people Sample: When interacting with another person, will ask myself, "How can this person's interests best be served?" Your own: 7. Minimum hostility toward people Sample: Will often ask myself, "Why am I angry at this person?" Your own: 8. Self-confidence and emotional stability Sample: Will attempt to have at least one personal success each week. Your own: 9. Non-competitiveness with team members Sample: Will keep reminding myself that all boats rise with the same tide. Your own: 10. Enthusiasm for people Sample: Will search for the good in each person. Your own:

WHAT MAKES AN AD GREAT?

Two dimensions of greatness: 1.Audience resonance •"to echo" •Moves people and makes the message unforgettable 2. Strategic relevance •The ad must be relevant to the brand strategy •Great entertainment is different than great advertising •Strategy is always at the root of great creative work

POWER OF A MIXED MEDIA APPROACH

Using a combination of advertising media vehicles in a single advertising campaign can do the following: •Reach people who are unavailable through only one medium •Provide repeat exposure in a less expensive secondary medium after attaining optimum reach in the first •Use the intrinsic value of an additional medium to extend the creative effectiveness of the ad campaign (such as music on radio along with long copy in print media) •Produce synergy, where the total effect is greater than the sum of its parts

CAMPAIGN POLICIES ESTABLISHED UP FRONT

What Heinz will respond to: ●Fans who ask a question that is in a positive or neutral tone of voice ●Fans who post positive or neutral commentary about the TV ad ●Fans having relevant conversation about ketchup (with a mention of the Heinz brand or not) What Heinz will not respond to: ●Mean, snarky, or offensive commentary ●Posts with profanity, even if they are positive (e.g., the Heinz ad is a kick-a** ad) ●Fans who post negative commentary about the TV ad ●Posts about corporate issues unrelated to ketchup ●Posts about activist issues (e.g., GMOs/genetically modified organisms as ingredients)

#1 - Establishing a Vision of Organization Culture

What are the cultural dimensions that best contribute to the mission? •Six dimensions from which to decide then managers must take steps to promote and reinforce 1.Quality Dimension - from the customers point of view, builds loyalty 2.Ethics Dimension - 'do the right thing', emphasize through trainings, examples 3.Innovation Dimension - encourage development of new ideas, don't over-focus on efficiency 4.> Spirituality Dimension - emphasizes acceptance of spiritual or religious belief and related activities. 5.> Diversity Dimension - embraces and encourages the existence of basic human differences; different perspective on how to solve problems; etc. 6.> Customer Dimension - enduring commitment to customer satisfaction ... 'all about the customer'

LEVELS OF DISTRIBUTION INTENSITY

intensive. - A form of distribution aimed at having a product available in every outlet selective -A form of distribution achieved by screening dealers to eliminate all but a few in any single area exclusive. - A form of distribution that established one or a few dealers within a given area

MARKETING STRATEGIES FOR PLC

intro - high growth - prices begin to fall maturity - price continue to decrease decline - prices fall to low levels

PROMOTIONAL MIX ROLES & GOALS

§Different tools have different roles (push, pull), and goals (awareness, consideration, conversion) §All elements of the mix work together to: §Reinforce central communications theme whenever the customer encounters your brand or product §Reinforce key brand values and benefits (appeal) §Leverage promotional spending through 'synergy' Each tool serves a different role in creating brand awareness, provoking consideration by the consumer and then providing a strong motivation to actually take action and buy.

MARKETING INTERMEDIARIES

§Distribution decisions almost always concern working with external companies §Rarely will a single company "own" the entire process of moving the product from producer to consumer §Intermediaries §Wholesalers §Retailers §Brokers §Transportation Companies

INFLUENCER EXPLOSION

§Estimated that marketers spent $1 billion dollars in North America on influencer campaigns last year (Points North Group analytics) §Many brands "are increasing their budgets for influencer activations by as much as 50 percent year on year. ... It's [becoming an] important part of the toolbox." (Ryan Skinner, Forrester Research) §According to the Influencer Marketing Hub 2017 study, businesses are making $7.65 on an average for every $1 spent on influencer-marketing platforms. § Influencer marketing spending is poised to reach between $5 billion and $10 billion by 2022 (Entrepreneur)

REASONS TO BELIEVE (RTB)

§Explain why the target should believe what we say, and why they should buy. §Include all the inherent attributes/features of the brand, in order of relative importance to the consumer. §Outlines what you are going to say to convince the consumer that your product is different from other products in the marketplace §You should then use these RTBs as copy points your creative

INFLUENCER COSTS

§For 3 posts: §•5K-20K IG followers - $1K-$5K §•20K-100K IG followers - $5K-15K §•100K-250K IG followers - $15K-$20K §•250K-500K IG followers - $20K-30K §•500K+ IG followers - $30K+ Influencer Ballpark amplification costs Mid-level influencer (under 50K followers) could charge $200-$500 per post Well-known influencer (over 100K followers) could charge $700-$900 per post Established influencer (over 500K followers) could charge $,2000 to $3,000 per post

TELEVISION

§Greatest reach of all media §Low CPM (but high out of pocket cost) §Includes Network, Cable, Spot §DVR challenge - 53% of viewers skip over commercials §Streaming competition •Directional costs •Prices are negotiated •Depend on the amount of total inventory purchased from a network by a marketer •Most TV advertising is typically purchased as part of larger negotiations, not on a one-off basis. •Lock-in the best pricing during "up-fronts" •Ads can also be purchased throughout the year in the "scatter" market

CRITICAL ISSUES FOR DRIVING SOCIAL MEDIA ENGAGEMENT

§How do you drive eyes to and engagement with your social media sites? § §How do you motivate customers to participate? § §How do you tie this in to your other media? §What social platforms is your target using? §How can you convert 'like' to 'intent' to 'action'? §What action do you desire? WOM? Purchase? Explore? Participate in contest? §What do consumers do once the get to your page? §How do you get them involved and engaged? §What other content can you provide that adds value, beyond info about your product or brand? §Recipes? §Workouts? §Great articles

INFLUENCER PLAYBOOK

§Influencer marketing is a team effort §Brand team, PR team, agency partners, legal, etc §Beware of fakes §Trend to pay talent based on engagement (not followers) to protect against fake followers §Some marketers are paying influencers to create the content and using media dollars to distribute it online §Let the influencers drive the creative §Research shows that consumers tend to respond better to influencer-created content than they do to conventional brand ads (Shareablee) §Bigger isn't always better §More brands are turning to micro-influencers - seen as more authentic and real - highly engaged followers §Social stories §"Stories" are growing 15x faster than feed-based sharing §Seen as more authentic and in the moment §Think beyond social media §Influencers are now appearing in traditional ads (Target, Liquid Plumer)

NEWSPAPER

§Local or National audience §Credible environment §Daily issues §Short lead time §Low out of pocket cost §Declining readership §Short shelf life

RADIO

§Low-cost medium §Regional and local buys §Targetting audiences of joint interests (sports, talk, hip-hop, classical) §Lifestyle segmentation §Spend decline due to satellite and streaming services §Creative challenge - "theater of the mind" §What categories are well suited to radio?

MEDIA OBJECTIVES

§Media objectives translate the advertising strategy into goals. They explain who the target audience is and why, where messages will be delivered and when, and how much advertising weight needs to be delivered over what period of time. §Media objectives have 2 major components: §Audience Objectives - the specific types of people the advertiser wants to reach and which media vehicles are best suited to reaching them §Distribution Objectives - define where, when, and how often advertising should appear. To answer distribution objectives, a media planner must understand a number of terms, including message weight, reach, frequency, and continuity.

Motivation: Numerous Theories ...

§Motivation theories have evolved over time. §Early theories still have relevance and provide foundation for more contemporary theories. §Society, cultures, values systems change §Motivational theories have become more sophisticated as such ... §Open office vs. cubicle; in-class vs. online §Impact of technology in workplace

MAJOR MEDIA TARGETED + LAUNCH AND LENGTH OF CAMPAIGN

§Outline your core media categories. No details, just the big picture.

DYNAMIC PRICING

§Powered by proprietary algorithms §Enables retailers to reprice thousands of items based on consumer demand, buying behavior, competitors' pricing, and market factors. §It takes Amazon two minutes to make a price change, compared with 43,000 minutes, or just under a month, for a U.S. e-commerce site. The U.S. offline market averages 270 days to make the change, a sluggishness that is costing retailers sales.

HOW IS PRICE DETERMINED?

§Price is determined by external market issues: §Supply versus demand (availability of substitutes) §Consumer value perceptions §Product costs §Competitor prices §Price is determined by internal strategic goals: §New product that needs to penetrate market? §High quality product that requires a high price? §Commodity product requiring low price? §Trying to differentiate from a competitor?

PROMOTIONAL SCHEDULING

§Starting point for your promotional plan §When are you going to start telling your story, and why that time? §How is this meaningful to the consumer in terms of their buying cycle? § §Continuation after launch §Need to think about your promotional period (six months, one year, three months, etc.) and determine when you are going to re-engage your consumer §Reiterate your central communications theme Campaign Launch ••Engagement ••Excitement ••Awareness Re-Engage Consumer ••Awareness ••Consideration ••Conversion Remind Consumer ••Awareness (new consumers) ••Consideration ••Conversion Remind Consumers ••Awareness (new consumers) ••Consideration ••Conversion

VARYING STYLES OF PRODUCTION

§Totally unfiltered § §Co-produced, lightly scripted § §Silver screen TV quality

PRINT - MAGAZINES

§Very targetted §High-quality production §Rates based on circ. against target §"Pass-along" §High CPM §Declining circulation §Long lead time §Negotiate positioning and added value

MARKETING OBJECTIVES

§What do you want to achieve with this campaign? Can be single objective or several objectives. §Concise statement of the effect the campaign should have on consumers, expressed as an action §Can be focused on what the campaign should make the audience think, feel, or do. §Establishing category need §Building brand awareness §Particular call to action (call, click, visit, shop, buy) §Stimulate sales §Example: §We want people to download the free app and use it within 10 days to buy the special offer, a $1 family size pizza from Papa John's.

IDENTIFY THE TONE OF YOUR CAMPAIGN

§What is the personality of your brand? If it was a person, what would they be like? §A tone of voice both embodies and expresses the brand's personality and set of values. §Should be distinctive, recognizable and unique. §Examples of Tone: Fun, friendly, honest, practical, economical, reliable, proactive, knowledgeable §You can choose a few words to describe your tone. §Should reflect your USP and RTBs

WRITE YOUR UNIQUE SELLING PROPOSITION (USP)

§What's the single most persuasive or most compelling statement we can make to achieve the objectives you have identified and differentiate your brand in the marketplace? §Your brand's DNA §A bumper sticker for the brand §Simple sentence, no more than a couple of sentences if absolutely necessary. Avoid generalities. §The best USPs take a unique quality and explain how that quality will benefit your customers, all in a few memorable words. §Some companies do use their USPs as their tagline.

USP EXAMPLES

§Why should I do business with you instead of anyone else? §We offer the nation's most affordable health-care coverage to businesses with 10 employees or fewer. §What can your product or service do for me that others can't? §We sell the only pain-relief cream that will completely eliminate carpal tunnel symptoms in seven days. §What can you guarantee me that no one else can guarantee? §We are the only car dealership in the tri-state area with a five-year, 50,000 mile warranty. §How are we different? §O Earth liquid laundry detergent uses a new, plant basedchemistry that aggressively targets and removes dirt, stains and grease - with zero harm to the environment.

Social Responsiveness and Decision Making:

• Flowchart of social responsibility decision making, generally will enhance the social responsiveness of organization

media type

•A Media Type (or media channel or vehicle) is a form of media used for marketing communications, including types such as broadcast, print, interactive, branded entertainment, and social networks.

PUBLIC RELATIONS

•A broad set of communications activities used to create and maintain favorable relationships between an organization and and various public groups (both internal and external). -Consumers -Media -Government -Stockholders -Suppliers -Educators -Etc.

Flextime in Job Design Matters!

•A flexible working arrangement that allows workers to complete their jobs within a workweek of normal number of hours that they schedule themselves •Contributes to job satisfaction and productivity •Helps in attract, retrain and keep employees engaged! Supercharged by the pandemic environment!

Management: Code of Ethics

•A formal statement guiding how employees should act and make decisions •90% of Fortune 500 firms have a code of ethics! •Cannot be expected to cover all behavior & should be evaluated and refined periodically •Ethical standards & behaviors encompass: •Utilitarian: Ethical behavior provides the most-good or least harm for the greatest number of people •Rights: promote the respect and rights of others •Virtue: Behaviors are ethical if they reflect high moral values such as honesty, fairness, and compassion

Competitive Effectiveness - Leadership

•Abundance of leadership theories ... •From early ones based upon traits •To more sophisticated theories based upon behaviors •Situational Theories •Transformative Theories Learning about leadership, developing your leadership skills, will be a journey!

Transformational Leadership - focus on outcomes and how you get there ...

•Acting like a leader - integrity with authenticity •Inspire organizational success by affecting follower's beliefs •Create vision—Build commitment—Facilitate organizational change •Know the people you are leading and help them develop •Stimulate action, make others think and take responsibility •Inspire others to transcend their own interests for the benefit of the organization

PUBLICITY

•Advantages of Publicity: -Free -Reaches people who would not look at an advertisement -More believable than advertising

Social Responsiveness & Decision Making

•An effective and efficient socially responsive organization works against wasting resources in the process •What's going on in the Fast Fashion Industry? •Managers must pursue only those responsibilities their organization possesses and has a right to undertake •Insource? ... Outsource? •That said, 'push the envelop'!

Three Needs Theory in Practice

•Applicable, understandable for most managers ... •For example, do members of your team value: •Achievement - educational goals ... tuition reimbursement as a benefit? •Affiliation - may be comfortable simply doing a great job, limited aspiration for "C-suite" •Power - enjoy public recognition; decision making; collaboration

Diversity Challenges: Ethnocentrism

•Belief one's group, culture, country, and customs are far superior to those of other groups ... it's challenging: •Prejudice - preconceived judgment, opinion about an issue, behavior, or group of people •Stereotype - positive or negative assessment of a group or their perceived attributes •Discrimination - the act of unjust/inequitable treatment based upon stereotypes or prejudice •Tokenism - unacceptable reference to one of the few members of a group within an organization

Companies Being Socially Responsible ...

•Businesses and management more-so, are: •Performing all legally required social responsibility activities •Voluntarily performing social responsibility activities beyond those legally required •Inform all relevant individuals of the extent to which the organization is/will be involved in social responsibility activities •Engaging the employee base ...!

Argument for Social Responsibility Activities

•Businesses are a subset of society •Businesses have a responsibility to help maintain and improve the overall welfare of society •Performing social responsibility activities earns greater organizational profits (a relationship not yet proven by research), though gains them reputational advantage •Though, an increasing competitive advantage!

#5 - Likert Management Systems

•Categorizes management styles in organizations to: •System 1 - Lack of confidence and trust in subordinates •System 2 - Condescending master-to-servant style, confidence, and trust in subordinates •System 3 - Substantial, not complete, and confidence in subordinates •System 4 - Complete trust and confidence in subordinates Modern management strives to develop & operate from System 3 to System 4 Figure 16.7 Comparative long-term and short-term effects of system 1 and system 4 on organizational production

Types of Organizational Culture

•Competing Values Model - organizational cultures differ on two sets of opposite values: 1.Flexibility & Discretion vs. Organizational Stability, Order, and Control 2.Internal Organizational Focus vs. and External Organizational Focus •Organizational cultures tend to incorporate various combinations of these competing values The Competing Values Framework - depicts four different kinds of organization culture ... rationale framework managers can us to categorize an organizations culture

MasterCard Pressures In 1997..."Pre-Priceless"

•Competitive pressures were intensifying •It's a high stakes game - each share point worth roughly $4 billion in GDV •MasterCard share had shown declines for ten straight years •MasterCard was familiar but not top of mind •Although MasterCard enjoyed same retail acceptance as Visa, MasterCard top of mind awareness was a full 10 percentage points behind Visa •MasterCard lacked consumer relevance •MasterCard had an unassuming functional image •Visa and American Express had staked out discrete and powerful positionings leveraging 1980's era "outer-directed" values: -Visa as the YUPPIE status card -Amex as the high-flying corporate card •In order to compete with Visa and Amex, MasterCard needed to stake out a unique and aspirational emotional space with consumers •Global support was eroding •No campaign had gained the full support of regional management or international bank members •Thus MasterCard needed an idea that would galvanize international constituencies, and address key issues abroad

#4 - Porter-Lawler Theory of Motivation

•Comprehensive theory - builds upon Needs-Goal & Vroom •Amount of effort is determined by value of rewards and the probability of reward being received •Task accomplishment is determined by ability to do a task and perception of task required •The value of a reward is determined by intrinsic and extrinsic factors •Intrinsic rewards come from directly performing the task •Extrinsic rewards - extraneous to the task, compensation •Perceived fairness of rewards influences amount of satisfaction produced by rewards

Leadership is a Journey

•Continuous improvement •Leadership development plan: own it; work it ... •Practice: seek out experiences, experiment with different styles •Be a good follower: observe; learn from other leaders •Get a "coach" (personal board of directors; peers, counselors; professors; mentors...)

CONSUMER PROMOTIONS

•Coupons •Demonstrations •Sampling •Sweepstakes •In-store Displays •Contests

#2 - Building & Maintaining Culture Through Artifacts

•Cultural artifacts (i.e. physical symbols) reinforce an organizations beliefs, values, and norms •Values: •Heart of any organization; what is considered important; 'for' or 'against' something ... •Values Statement: formal document that summarizes the primary values within the culture of an organization •Norms: appropriate attitudes and behaviors in day-to-day work & interactions •Organizational Myths - popular stories ... the beginnings; events of great significance •i.e. How we started; M&A; 1st product(s); etc. •Organizational Sagas - like myths, storytelling designed to perpetuate the shared values •i.e. why we won't open on Sunday or other holidays; life of the founder; etc. •Organizational Language - slogans; nonmenclature •i.e. at Disney, you are a 'cast member' •Organizational Symbols - logos, flags, pictures, etc. •i.e, McDonalds Golden Arches; Vanguard's Ship •Organizational Ceremonies - formal activities for important occasions •i.e. organization milestones, anniversaries; sales or production goals; founder's day; etc. •Organization Rewards - for those individuals who uphold the values; can come from within and outside the organization

The Vroom-Yetton-Jago Model (VYJ)

•Decision focused leadership theory: •Focuses on how much participation to allow subordinates in decision-making process •Two key aspects: 1.Organizational decisions should be of high quality, geared to improve performance 2.Subordinates should accept and be committed to organizational decisions that are made •Model suggest 5 leadership decision making styles ... Figure 15.6 The five decision styles available to a leader according to the Vroom-Yetton-Jago model see slide 9

Determining if Social Responsibility Exists in the Organization & Take Action

•Defined: Degree of effectiveness & efficiency an organization displays in pursuing its social responsiveness Management obligations & activity based on: •Business situation: industry & resources ... •Impact on stakeholders Stakeholders: •Any individual or group that is directly or indirectly affected by an organization's decisions •Becoming more active in SR pursuits!

CE - Building Organizational Culture - *** supplemental charts ***

•Defining Organization Culture •Set of values organization members share regarding functioning & existence of organization •Personality of the organization •Description of how the organization functions •Describes "how things are done here"

4th Strategy - Behavior Modification

•Developed by B.F. Skinner, Psychologist, Harvard University •Encouraging appropriate behavior by controlling the consequences of that behavior, though: •Reinforcement techniques •Positive reinforcement •Negative reinforcement • Punishment techniques •Applying Behavior Modification - logical, guidelines for managers: 1.Give different rewards according to quality of employee performance 2.Tell workers what they are doing wrong 3.Punish privately! 4.Always give rewards and punishments that are earned

Approaches to Meeting Social Responsibilities (cont.)

•Different managerial strategies and approaches: 1.Requirement: Firm only does what is required by law ... the must do's ... 2.Recognition: Firm has obligations to pursue both profit and social goals 3.Believing: Firm has both profit and social goals Alignment with Vision, Mission, Values of the Firm!

Managing a Diverse Workforce

•Donaldson/Scannell (research) Four-Stage Model: •Stage 1: Unconscious Incompetence - managers are unaware, newly promotes, development required •Stage 2: Conscious Incompetence - on the learning curve! •Stage 3: Consciously Competent - much more deliberate and engaged •Stage 4: Unconscious Competence - most effective, part of a manager's engagement style It's a journey ...

Arguments Against Social Responsibility

•Early Management Theory - Milton Friedman, Distinguished Economist: •Businesses being socially responsible conflict with profit interests of business owners •Socially responsible public activities conflict with private organizational objectives •Unethical to use owner profits for society's interests •Erodes shareholder value ...

Product Life Cycle

•Effects the pricing strategy over time •Product Life Cycle Stages: 1.Introduction 2.Growth 3.Maturity 4.Decline

Leadership - Touches upon IQ & EQ

•Emotional Intelligence: •Ability to manage ourselves and our relationships effectively through awareness of and effective response to our emotions •Strong leadership = IQ + EQ •IQ - knowledge, competencies, technical skills •EQ - social skills, likeability, relationship building •"...our rule of thumb holds that EI contributes 80 to 90 percent of the competencies that distinguish outstanding from average leaders ... Primal Leadership

Transformational Leaders are Authentic!

•Entails leaders who are deeply aware of their own and others' moral perspectives •Leaders are confident, hopeful, optimistic, resilient, and of high moral character •Moral Courage—strength to take actions consistent with moral beliefs Blends personal humility with intense will to build long-range organizational success

Sustainability: Planning, Organizing, Leading, Controlling

•Establish sustainability goals (S.M.A.R.T.) •Hire organization members who can help organization become more sustainable •Reward employees who contribute to organization's sustainability goals ... 'build into expected results' •Track progress in reaching sustainability goals •Examples: •Recycling - 35% national average, 52% actual •Energy = Reduce carbon footprint by X by XX

Benefits of Ethical Management Practices

•Ethical business practices can lead to these organizational benefits: 1.Increased Productivity, Engagement, Satisfaction 2.Improved Stakeholder Relations - capital, product, and organizational ... 3.Minimizing Government Regulation & Intervention 4.Attracting & Retaining the 'best & brightest'

Process Theories of Motivation

•Four Important Theories that build on one another: 1.Needs-Goal Theory 2.Vroom Expectancy Theory 3.Equity Theory 4.Porter-Lawler Theory Theories become more sophisticated and build upon each other ...

Chapter 12 - Management and Diversity

•Fundamentally important for managers to understand diversity, and has implications to: •Workplace & organizational performance •Teams •Individuals •Stakeholders •Characteristics of individuals employed in our firms and impacts organizational culture (recall last class) •These characteristics shape the identities and experiences individuals have in our society

#4 - Maintaining Health of the Culture

•Healthy Culture •Facilitates achievement of organization's mission and objectives •High engagement & performance •Disney; Villanova •Unhealthy Culture •Does not facilitate achievement of the organization's mission and objectives •Poor relationship; lack of trust and engagement •Wells Fargo; perhaps Airline industry in pandemic 1.Openness and humility from top to bottom of the organization 2.An environment of accountability and personal responsibility 3.Freedom for risk-taking within appropriate limits 4.A fierce commitment to "do it right" 5.A willingness to tolerate and learn from mistakes 6.Unquestioned integrity and consistency 7.A pursuit of collaboration, integration, and holistic thinking 8.Courage and persistence in the face of difficulty

Job Productivity and Enrichment

•Herzberg's Two-Factor Theory - builds on X/Y Theory for motivation: 1.Hygiene, Maintenance Factors - relate to workplace •When these factors are undesirable, the individual becomes dissatisfied 2.Motivating Factors - relate to the work itself •When these factors are compelling, the individual is satisfied and motivated to perform tasks Fundamentally, a combination of the two factors both increase job satisfaction and enhance job performance!

#3 - Argyris's Maturity-Immaturity Continuum

•Human needs progress along a continuum focusing on the personal and natural development of people •People naturally progress from immaturity to maturity as they move along the continuum •Generally, more awareness and control over their own destinies •Maturity-Immaturity Progression: ‒State of passivity - age related ‒State of dependence - decreases generally ‒Capable of behaving in many different ways - situational ‒Deeper, more lasting interests - know what is more important ... ‒Long-time perspective - knowledge to wisdom ‒Aspiring to occupy an equal subordinate position ‒Control over self actions and reactions

#1 - Ohio State Behavioral Studies

•Identified 2 independent dimensions of leader behavior: •Structure Behavior (more Task focused): •The extent to which a leader defines and structures his or her role and the roles of employees to attain goals •Consideration Behavior (more Relationship focused): •The extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings

#2 - University of Michigan Studies

•Identify the behavioral characteristics of leaders related to performance effectiveness: •Employee oriented behavioral leader, emphasizes: •Interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences. •Job-centered behavioral leader, emphasizes: •Technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as means to accomplishing goals. Key finding: employee-oriented leader yields higher productivity and satisfaction

Management: The Sustainability Organizational Challenge

•Includes conserving national resources, reducing waste, recycling, and protecting threatened species •Sustainability (general definition) • The degree to which a person or entity can meet its present needs without compromising the ability of others to meet their needs

Approaches to Meeting Social Responsibilities

•Incorporate social goals into annual planning process •Seek comparative industry norms for social programs •Present reports to owners and stakeholders •Experiment with different approaches •Attempt to measure cost of social programs Ensure ability to execute!

Why Focus On Organization Culture?

•Influences the way people carry out processes (rationale) •Creates pressure for members to act in a way consistent with the culture •Can work to enhance organizational productivity •Can serve as a component of organizational strategy •Acts as a guideline for making operational decisions Codified in an organizations 'Code of Conduct' which managers ensure all follow - reinforces the culture!

Integrated Marketing Communication

•Integrated Marketing Communication (IMC) -- Combines the promotional tools into one comprehensive strategy. IMC is used to: -Create a positive brand image. -Meet the needs of consumers. -Meet the strategic marketing and promotional goals of the company.

Leadership: Path Goal Theory

•It is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support. •Assumes that the leader's style is flexible and can be changed to adapt to the situation at hand. •Directive (autocratic); Supportive (concerned);Participative (consultative); Achievement Oriented (challenging goals) --- VS. --- •2 classes of situations: Environmental and employee variables •Basic premise of Path Goal Theory: •Leader outlines goals for followers •Leader clears path that followers should take •Followers achieve goals and earn rewards contingent on doing so •Managers can facilitate job performance by showing employees how their performance directly affects receiving the desired results •Leaders exhibit four primary types of behavior: •Directive Behavior - telling followers what to do and how to do it •Supportive Behavior - being friendly with followers and showing interest in them as human beings •Participative Behavior - seek suggestions from followers regarding business operations to the extent followers are involved in making important organizational decisions •Achievement Behavior - Setting challenging goals for followers to reach and expressing/demonstrating confidence they measure up to the challenge

#3 - Importance of Job Design

•Job Design = design of organizational members jobs •Four Elements - balancing general vs. specialized roles: 1.Job Rotation - engagement, reduces absenteeism 2.Job Enlargement - job rotation and enlargement leads to enrichment & productivity 3.Job Productivity and Enrichment 4.Flextime

Theories, Theories, Theories ...

•Knowing the basics will provide you context •Best practices in the real world usually reflect a blend •Training, practice, developing your own leadership skills around motivational practices!

VYJ Decision Making Effectiveness

•Leader state the problem to be addressed •Asks a series of clarifying questions: •Gains insights on employee knowledge/readiness along with further problem definition •Research has shown evidence decisions consistent with the model are more successful than are decisions inappropriate with the model •Main challenge is the complexity of the model and difficulty in applying the model

Defining a Culture

•Management needs to consider the following: •Do people innovate and take risks? •Are people attentive to detail? •Are people focused on outcomes of what they do? •Is organization sensitive to people? •Do people function as a team? •Are people in organization, aggressive? •Are people focused on maintaining the status quo? •Important to discern the differences .... •Organizational Subculture: mini-culture within an organization; reflects values and beliefs of specific departments or geographic regions •i.e. research & development vs. a line operation •Dominant Organization Culture: The shared values held by the majority of an organization's members. Managers must be able to manage both in order to optimize planning, organizing, controlling

Top-Down Management Support - Essential

•Managers (evaluated, on-boarded) skilled at working with a diverse workforce •Effective education and diversity training programs •Foster organizational climate that promotes diversity and fosters peer support for exploring diversity issues •Open communication between employees and managers about diversity issues •Recognition of employees' development of diversity skills and competencies •Recognition of employee contributions to diversity goals (spotlight examples ...) •Organizational rewards (extrinsic & intrinsic) for managers' implementation of organizational diversity goals and objectives Adapt, Evolve, Continuously Improve!

Managers Promoting Diversity (seem familiar?)

•Managers must leverage the potential of each person in the organization: •Planning - diversity training programs and goals •Organizing - recruiting, hiring, and retaining diverse pool of employees •Leading & Influencing - encouraging and supporting diverse work environment •Controlling - evaluating diversity efforts to see if working

Importance of Organizational Culture

•Managers should not only take seriously their firm's culture but also should ensure culture is embedded into the organizational strategy to build a competitive advantage. ... Michael Porter, Harvard Business School •Encouragement of the proper behaviors that lead to achievement of organizational goals and objectives

# 6 & 7 - Monetary & Nonmonetary Incentives

•Monetary Incentives - money-based compensation programs, examples include: •ESOPs—Employee Stock Ownership Plans •Lump-Sum Bonuses •Profits/Gain-Sharing •Nonmonetary Incentives - examples include: •Promoting from within •Emphasis on quality •Recognition

The Priceless Platform

•More than just a campaign, Priceless is... •A branding device •A sales tool •An organizing principle •A merchant relationship tool •A global brand platform •A differentiator •An asset •Which works across a wide range of... •Business objectives •Executional formats & mediums •Products, promotions, programs & partnerships •Languages & cultures •Targets & lifestages

#1 - Managerial Communications

•Most basic motivation strategy! •Managers should communicate often with employees •Communicating is a basic tool for satisfying human needs of organization members •Recall our discussions in: •Chapter 6 - Managing Interpersonal Conflict •Chapter 7 - Building Supportive Communications •Chapter 8 - Negotiating & Resolving Conflict

Behavioral Theories Summary

•Most seem to work across the following dimensions: •Work Dimension = Structure, Job-Centered Behaviors •People Dimension = Consideration, Employee-centered behaviors •Behavioral Leadership Research shows that: •Desirable leadership behavior is associated with strong leader emphasis on both structure and consideration •Undesirable leadership behavior is associated with weak leader emphasis on both dimensions •They did advance understandings on leadership ... •Results varied though, under different sets of circumstances •Discounted situational factors that influence success or failures (performance and satisfaction) •Difficult to yield consistent results ... too discreet Led to the Situational Approach to Leadership

Key Elements of Motivation for Managers

•Motivating teams to achieve goals and success, critical competence for successful managers •Listen, ask questions (remember the "talk-listen" ratio) •Know employee softer 'care-abouts': •Achievement; recognition; growth; meaningful work; equity and camaraderie; flexibility; work environments; respectful treatment; leadership credibility; reasonable degree of job security; etc.

Motivations - Why People Act As They Do

•Motivation ... •Inner state causing an individual to learn in a way that ensures the accomplishment of some goal •Initiative—Persistence—Direction of employee efforts toward job performance •Understanding motivation is a management imperative More specifically: •Motivation results from the interaction of both conscious and unconscious factors such as the: •Intensity of desire or need •Incentive or reward value of the goal •Expectations of the individual and of his or her peers. •Examples: •A student that spends extra time studying for a test because he or she wants a better grade in the class. When working on a large project having a short dead-line but they offered such a large bonus to finish early we found the motivation to get it done.

#1 - Needs-Goal Theory of Motivation

•Motivation begins with individual feeling a need •Need transforms into behavior that supports the goal of performance behavior to reduce the felt need •Individuals who set goals have an easier time focusing on relevant activities •Examples: •Baseball - Yankees pitcher in the text •Others? -goal behavior -> feedback -> felt need -> goal supportive behavior -> goal behavior -> feedback, etc •Role of Individual Needs in this Theory: •Managers need to understand individualemployee needs •Managers need to understand offering unvaluedrewards does not motivate employees •Managers must be familiar with employee needs and offer valued rewards to satisfy those needs •How do managers do this?

Progression of Leaders Through the Pyramid

•Natural progression, each level builds upon the previous one. •Prior levels must be mastered before moving on. •Each level helps individuals develop capacity for greater success. •Level-5 executives (similarities to servant leadership ...): •Works to help the organization succeed •Helps others reach their full potential, personal needs •Good listeners—Persuasive—Aware of their surroundings—Empathetic—Stewards •Facebook (Mark on Sheryl): "She builds enduring greatness at Facebook through a combination of skill, willpower, and humility"

#3 - Promoting Diversity in Organizational Commitment

•Organizational Commitment to Diversity Continuum, a framework for organizations and managers: •Broad based Diversity Programs and Efforts •... to ... •No Diversity Programs and Efforts • Diversity efforts critical to a firm's success, organization systems & structures to support! 1.> Broad-based diversity efforts based on: •Effective implementation of affirmative action and EEOC policies •Organization-wide assessment & management's top-down commitment to diversity •Managerial commitment tied to organizational rewards •Ongoing processes of organization assessment & programs - creating a climate inclusive and supportive of diverse groups 2.> Diversity efforts based on: •Effective implementation of affirmative action and EEOC policies •Ongoing education and training programs •Managerial commitment tied to organizational rewards •Minimal attention directed toward cultivating an inclusive and supportive organizational climate 3.> Diversity efforts based on: •Narrowly defined affirmative action and EEOC policies combined with one-shot education and/or training programs •Inconsistent managerial commitment; rewards not tied to effective implementation of diversity programs and goal achievement •No attention directed toward organizational climate Diversity efforts based on: •Compliance with and enforcement of affirmative action and EEOC policies •No organizational supports with respect to education, and training •Inconsistent or poor managerial commitment 5.> Diversity efforts based on: •Compliance with affirmative action & EEOC policies •Inconsistent enforcement & implementation (those who breach policies may not be sanctioned unless noncompliance results in legal action) •Support of policies not rewarded; organization relies on individual managers' interest/commitment 6.> No Diversity efforts: •Noncompliance with affirmative action and EEOC

#3 - Integrating New Employees Into the Culture

•Organizational Socialization: process by which management can appropriately integrate new employees into the organization's culture -recruit new employees, provide initial work experiences, provide role models, define informal organization, and evaluate cultural fit

Advertising

•Paid, non-personal communication through various media by organizations and individuals who are in some way indentified in the message. •Major goals of advertising: -Inform -Persuade -Remind

Hmm... Should employees be paid for performance or time on the job?

•Pay-for-Performance Programs resonate: •Base compensation •Profit sharing •Lump-sum bonuses •Equity awards • •Compensation practices matter and are an important motivator!

#1 - A Classic: Maslow's Hierarchy - Management Perspective

•People have a range & hierarchy of needs which they seek to satisfy •Higher level needs could only be met once the foundations one have been satisfied •Analogous to priority setting in the business world •Imagine what businesses are doing today to protect their employees! physiological needs -> security needs -> social needs -> esteem needs -> self actualization needs Quick reminder definitions: •Level 1 = Physiological - survival •Level 2 = Safety & Security (jobs) •Level 3 = Social - valued member of organization •Level 4 = Self Esteem - respect, acceptance, recognition •Level 5 = Self Actualization - realize full potential, strive for betterment Practically speaking for management: •People are generally less structured •Understand different cultures, backgrounds, life experiences, etc. •All these levels should be considered for motivating employees ...

#4 - Promoting Diversity Through Pluralism

•Pluralism: managers strive to create an environment where differences are acknowledged, accepted, and contributors •Five major categories & strategies to achieve pluralism (effective workplace diversity): 1."Golden Rule" Approach 2.Assimilation Approach 3."Righting the Wrongs" Approach 4.Culture-Specific Approach 5.Multicultural Approach 1."Golden Rule" Approach - be sure to understand others frame of reference 2.Assimilation Approach - avoid!, involves exerting undo pressure 3."Righting the Wrongs" Approach - policies to create a more equitable set of conditions (embrace diversity - Pinterest!) 4.Culture-Specific Approach - train on norms and practices of another culture (i.e. cultural immersion training in multinational corporations) 5.Multicultural Approach - build into the fabric of the organization!

SR - Social Auditing - A Management Challenge

•Process of measuring social responsibility activities to assess organizational performance •Social Audit Steps - controlling, accountability • Monitoring • Measuring • Appraising • Modifying Examples: Starbucks - buying coffee beans; IKEA - sustainable sourcing (bamboo); RB - environmentally friendly ingredients; Others?

Management: The Philanthropy Challenge (part of a firm's SR)

•Promote welfare of others through general monetary donations to social causes •i.e. Targeted Giving; United Way; etc. •Aim to increase the well-being of people & society •Focuses on supporting the arts, education, world peace, disaster relief, etc. •Managers should donate to causes that in some way benefit both the organization and the society

Dunkin KEY TAKEAWAYS

•Put your fans in the spotlight •Small surprise & delight gestures spark loyalty & WOM •Embrace visuals to tell your story •Tailor content & messaging to targeted audiences •Use community insights to structure contests, promotions & media integrations

Management Development & Diversity Training

•Raise awareness & provide management training: •Behavioral Awareness •Acknowledgement of Biases and Stereotypes •Focus on Job Performance/Results •Avoidance of Assumptions •Modification of Policy and Procedure Manuals Value = innovation, new ideas, collaboration, engagement, 'performing teams' ...

Leaders Must Build and Develop Trust

•Relationships are built on trust (... earned!) •Leaders work with people to execute responsibilities; solve problems; share knowledge and cooperation •Trust builds when leaders are authentic, transparent, and do what they say they will do. "When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders." ... Simon Sinek

Fiedler's Contingency Leadership Model

•Success depends on the proper match between the leader's style of interacting with employees, the job at hand, and the leader's degree of control over the situation •Proposed solution for effective leadership in most situations is to change the organizational situation to fit the leader's style •Three workplace criteria to manipulate, creating a proper match to the behavioral orientation of the leader ... •Three primary factors: 1.Leader-Member Relations - degree of leader acceptance by followers 2.Task Structure - goals clearly articulated & known to followers 3.Position Power - extent to which leaders have control of rewards and punishments Eight Combinations, or Octants, of Three Factors: Leader-Member Relations, Task Structure, and Leader Position Power Examples, in general: 1.Good leader-member relations + more highly structured task + stronger position power = more leader control and influence (i.e. well-run factory floor, fulfillment center) 2.Good leader-member relations + more unstructured task + weak leader position power = leader who is more permissive, passive, considerate (i.e. non-profits; committee work) 3.Poor leader-member relations + more unstructured task + weak leader position power = leader who is more controlling, active, structured leadership (i.e. batch shop operations) •Match the individual's leadership style to the situation •To improve a leader's effectiveness: •Change leader-member relations - align with 'like-minded' employees, same backgrounds •Change leader to fit situation (new dept. to be created, existing dept. to be overhauled) •Change leaders position power - established team?, new hires?, maybe even give a higher rank? •Can be tricky, though emphasizes the importance of situational variables

Strategic Leadership In Practice (remaining charts not in text)

•Successful use of power and influence to direct the activities of others in pursuit of organizational goals •Enables organizational competitive advantage and garnering above average returns for stakeholders. •Power = formal and informally use when implementing strategy: •Formal = their roles & responsibilities, authority •Informal = persuasion & influence of others •Quantifiable and Intangible ..

Leaders Must Make Decisions

•Tannenbaum and Schmidt Leadership Continuum •Managers are successful decision makers only if the method they use to make decisions appropriately reflects the leader, the follower, and the situation •Depicts a range of how leaders make decisions: •Autocratic leadership decision making to subordinate-centered decision making -boss centered leadership to subordinate centered leadership spectrum •Three primary forces influence managers in making practical and effective decisions (be sure to read more on drivers in text!): •Forces in Manager: Values—Confidence in Subordinates—Personal Leadership Strengths—Tolerance for Ambiguity •Forces in Subordinates: Need for Independence—Readiness—Interest— Knowledge—Experience—Expectations •Forces in Situation: Organization Type—Group Effectiveness—Problem to Solve—Time Available

Leadership - A General Definition

•The process of directing the behavior of others toward the accomplishment of an objective; 'getting things' accomplished through people •Directing—causing individuals to act in a certain way or to follow a particular course of action •WHY's to importance of leadership skills development: •Enhanced communication technology, •Growth in international business; •Face paced changes technology driven business process •PEOPLE!

SALES PROMOTION

•The promotional tool that stimulates consumer purchasing and dealer interest by means of short-term activities. •Categories: 1.B2B Sales Promotions 2.Consumer Sales Promotions

Why Should Companies Pursue Sustainability?

•Three reasons why managers should build sustainable organizations: 1.Increased profits - the baseline 2.Increased productivity & engagement 3.Increased innovation: i.e. automobiles; energy management Other considerations: talent attraction & retention; stakeholder management; contribution basis

Impact of Advertising

•Total advertising expenditures exceed $240 billion yearly (AdAge 1/20). •Marketers decide which advertising content in which medium will effectively reach the target market. •Online advertising surpassed TV spending for the first time in 2017. •Mobile advertising has seen the most growth in digital spend.

Early Theories Based on Traits

•Trait Theories of Leadership: essentially isolate characteristics that differentiate leaders from non-leaders •Assumed leaders are born and not made •Described leaders based on a set of characteristics •Over time, showed inconsistency—no one set of qualities or traits could be used to differentiate leaders from non-leaders •Six general traits emerged ...

Diversity Challenges: Negative Dynamics & Specific Groups ... research-based considerations

•Women - high expectation women have on each other •Gender Roles - can be stereotypes surrounding ... •Glass Ceiling - time to eliminate barriers to advancement •Sexual Harassment - unwanted actions in the workplace •Minorities - racial, ethnic, and cultural awareness •Older Workers - understand workplace needs; value add •Workers with Disabilities - must reject negative dynamics Managers: awareness, trainings, actions