ETEC 579 Administration of Media Technology Programs Dr. Jason Lee Davis Adapted from a presentation by Deborah Murray Managing Media Services: Theory and Practice William D. Schmidt Donald Arthur Rieck Chapter 4 Management Basics

Objectives Five approaches to management Characteristics of open and closed management styles Purpose of an organizational chart Differences between rules, procedures & policies Five steps of decision making Five qualities of effective decision makers

Five Approaches to Management 1.Classical approach 2.Behavioral approach 3.Management science approach 4.Contingency approach 5.Systems analysis approach

1. Classical Approach Uses organizational efficiency to increase success and productivity Time and motion studies Division of work Piece rate

2. Behavioral Approach Maslow Focused on human variable to increase organizational success Human characteristics influenced work output

3. Management Science Approach 1940s – present Use of scientific method and quantitative techniques Analyzes large number of variables in complex setting Uses mathematical modeling Uses computers

4. Contingency Approach Decisions depend on situation “If-then” approach Perceive situation as it actually exists Choose best suited tactic Competently implement the tactic

5. Systems Analysis Approach Entity must be viewed as a whole Interrelatedness is the key Before modifying a part, weigh effect on whole Each part has role to perform All analysis starts with existence of whole

Types of Management Styles No two management styles are the same Styles identify how managers view and use their authority Styles can be seen as falling on a continuum Closed Open

Closed and Open Styles Closed Lazy Lack initiative Cannot make decisions Avoid responsibility Open Capable Self-motivated Creative Imaginative Will seek out responsibility

Organizational Structure Necessary if objectives are to be achieved As size of organization increases, so does complexity Simple chart shows how an organization operates Shows flow of authority

Elements of Organizational Charts 1.Vertical and horizontal dimensions 2.Chain of command 3.Line and staff 4.Authority levels 5.Power 6.Responsibility and accountability 7.Departmentalization

Vertical = chain of command Horizontal = staff and service departments 1. Vertical and Horizontal Dimensions

2. Chain of Command Who reports to whom Shows flow of authority in vertical format Top positions represent highest level of decision-making authority

3. Line and Staff Line ( ) Positions carrying command authority Represented on vertical plane Orders flow from above Staff ( ) No decision-making authority Provide support to people in chain of command Represented on horizontal plane

3. Line and Staff cont. Line position = blue Staff position = lavender Manager Assistant Manager Director of … Secretary Clerk- Typist

3. Line and Staff - Precaution “No man can serve two masters.” Line of authority must never be split No person should have to take directions from more than one person Photographer Media ManagerPublic Relations Manager

4. Authority Levels Makes decisions Delegates Amount of authority depends on level in chain of command

5. Power Authority and power are not synonymous Refers to the ability to lead or to influence attitudes Often it is found in informal leaders Not depicted on organizational chart Alert manager recognizes those with power

6. Responsibility and Accountability Responsibility refers to what you have to do in your position Accountability refers to how well assigned tasks are performed

7. Departmentalization Division of an organization into smaller units Accomplished along lines of location, function, process or product Depicted on organizational chart in the horizontal plane

Media Center Television Production Circulation Maintenance And Repair Photography Audio Production Example of Departmentalization

Rules, Procedures, & Policies Rules tell what to do in a specific situation Procedures detail how something should be done Policies provide guidelines and identify goals

Making Decisions Programmed Decisions Routine and repetitive in nature Problem is well structured Solution can be found in policies, procedures or rules Nonprogrammed Decisions Made only by upper management Guidelines may not apply

Steps for Making Nonprogrammed Decisions Identify the problem Analyze the problem Review the alternatives Implement the decision Evaluate

Types of Decision Makers Structured –Gather all pertinent information –Information is organized –Analyzed Intuitive –Absorb information from variety of sources –Nonsystematic –Information is internalized

Effective Decision Making Good judgment Experience Creativity Analytic skills Insight Outside input

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