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Управление в рекламе/ Advertising Management Лекции 8-9: Advertising

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О чем будем говорить сегодня: Part VI. Advertising Management: Dealing with People Managing Conflict Chapter 11. Organizational Conflict, Power, and Communication in Advertising Using Power Management Communication

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Слайд 1«Управление в рекламе/
Advertising Management»



Лекции 8-9: «Advertising Management:
Dealing with People»/ «Managing

Yourself»


Проф. МОЖАЕВ Александр Валерьевич

29.01.2019
Обязательная дисциплина направлению «Реклама»,
2018 -2019

учебный год; 3 курс,
«Управление в рекламе/Advertising Management»Лекции 8-9: «Advertising Management:Dealing with People»/ «Managing Yourself» Проф. МОЖАЕВ Александр Валерьевич29.01.2019Обязательная дисциплина направлению

Слайд 2О чем будем говорить сегодня:
Part VI. Advertising Management:

Dealing with People
Managing Conflict
Chapter 11. Organizational

Conflict, Power, and Communication in Advertising

Using Power

Management Communication

Personnel Management

Chapter 12. Advertising Personnel Management

Personnel Evaluations

Office Politics

Coaching

Productivity

О чем будем говорить сегодня:  Part VI. Advertising Management: Dealing with People  Managing Conflict

Слайд 3О чем будем говорить сегодня:
MBO (Management by Objective)

MacGregor’s Theory X and Theory Y
TQM (Total

Quality Management)

Chapter 13. Advertising Personnel Management: Specific Approaches

The Hawthorne Studies

Argyris’s Immaturity-Maturity Theory

Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Theory of Motivation

Vroom’s Expectancy Theory

Behavior Modification

Likert Theory of Management

Leadership Grid

Fiedler’s Leadership and Contingency Model

Japanese Management Styles and Quality Circles

Contingency Approaches to Management

Talent-Focused Management

О чем будем говорить сегодня:  MBO (Management by Objective)  MacGregor’s Theory X and Theory Y

Слайд 4О чем будем говорить сегодня:
Managerial Time Management
Management

Theory
Chapter 20. Advertising Management Concerns
Part Х.

Managing Yourself

Paperwork

Scheduling

Management Philosophy

Management Coordination and Control

Managerial Planning

Managing Your Career

Career Goals

Chapter 21. Personal Management

Planning for a Management Career

Measures of Success

О чем будем говорить сегодня: Managerial Time Management  Management Theory  Chapter 20. Advertising Management Concerns

Слайд 5 Part VI. Advertising Management: Dealing with People

Managing Conflict
Chapter 11. Organizational Conflict, Power, and Communication

in Advertising

Using Power

Management Communication

Part VI. Advertising Management: Dealing with People  Managing Conflict  Chapter 11. Organizational Conflict,

Слайд 6Reasons for conflicts:
People are incompatible
Individual or groups are working

towards conflicting goals
Some persons just don’t like to cooperate (sometimes

or on some issues)
Conflict is inevitable (happens to every person, in every organization, most often to managers)
Generally conflict is perceived as negative, but some research suggests it may be used by management to improve effectiveness
Major approaches to managing conflicts:
“Pacific settlement” (people should first air differences and then work to mutually satisfactory solutions)
“Forced settlement” (power is used to overcome conflict, win/lose situation, manager as arbitrator)
“Bargaining” (trying to get conflicting views to work out their problems; “win/win” situation, helped by mediators)
Important! Solutions for conflict usually involve finding the root issue
Solutions should include the subject of conflict (structure-structure, authority-authority)
Office politics should not be controlled rather followed and counter with good listening and open communication

Chapter 11. Organizational Conflict, Power, and Communication in Advertising:
Managing Conflict: Reasons, Approaches to Managing

Reasons for conflicts:People are incompatible Individual or groups are working towards conflicting goalsSome persons just don’t like

Слайд 7Конфликт – состояние несогласия, вызванное действительным или мнимым противоречием в

потребностях, ценностях или интересах
Chapter 11. Organizational Conflict,

Power, and Communication in Advertising:
Managing Conflict: Common Reasons for Conflict

определение

причины

Конфликт – состояние несогласия, вызванное действительным или мнимым противоречием в потребностях, ценностях или интересах   Chapter

Слайд 8способы разрешения конфликтов
Chapter 11. Organizational Conflict, Power, and

Communication in Advertising:
Managing Conflict: 5 Ways of Managing Conflict

способы разрешения конфликтов  Chapter 11. Organizational Conflict, Power, and Communication in Advertising: Managing Conflict: 5 Ways

Слайд 9Power can be elixir or poison
Power may be used

to exploitation of others or to put fear into subordinates

– this is poor use of power
But the best Power comes from respect of subordinates
Power doesn’t arise from position, it arises from relationship we develop with stakeholders (see the above story)

Chapter 11. Organizational Conflict, Power, and Communication in Advertising:
Using Power

ОБСУЖДЕНИЕ

Power can be elixir or poison Power may be used to exploitation of others or to put

Слайд 10Good mangers are good communicators
Advertising managers especially must be

good at:
Speaking : it’s an art – it can be

improved; to one person, a small group, large groups, often without preparation;
Writing: can also be improved through practice; mind the grammar, style (especially in documents) and be condensed;
Reading: should be inherent to any educated person, but is not always the case; improve the fast reading – as a manager you ‘ll have to read a lot;
Listening: corp . employees listen 60% of their time on job, managers – 63%! Don’t take it for granted – practice to be a good listener!

Chapter 11. Organizational Conflict, Power, and Communication in Advertising:
Management Communication: Major Skills

Good mangers are good communicators Advertising managers especially must be good at:Speaking : it’s an art –

Слайд 11 Chapter 11. Organizational Conflict, Power, and Communication in

Advertising:
Management Communication: How to Be a Good Listener
Разбор «Мои

ошибки»
Chapter 11. Organizational Conflict, Power, and Communication in Advertising: Management Communication: How to Be a

Слайд 12 Part VI. Advertising Management: Dealing with People

Personnel Management
Chapter 12. Advertising Personnel Management

Personnel Evaluations

Office Politics

Coaching

Productivity

Part VI. Advertising Management: Dealing with People  Personnel Management    Chapter 12.

Слайд 13Communication agency should be as good Orchestra and a good

manager perform as a Conductor


Hiring people different from you is a real CHALLENGE for a top manager!

Chapter 12. Advertising Personnel Management:
Personnel Management

Почему это challenge?

Communication agency should be as good Orchestra and a good manager perform

Слайд 14Employees’ perspective
(when employees asked what they want from their

jobs – in decreasing order)
Interesting work
Full appreciation of work

done
Feeling of being informed
Job security
Good pay
Promotion and growth

Chapter 12. Advertising Personnel Management:
Personnel Management: What Do They Want From Their Jobs?

Employers’ perspective
(but when employers asked what they think their employees want from their jobs – in decreasing order)
Good pay
Job security
Promotion and growth
Good work conditions
Interesting work
Tactful discipline

В чем разница?

Quite a difference!

Employees’ perspective (when employees asked what they want from their jobs – in decreasing order) Interesting workFull

Слайд 15List A
Intelligent
Hard-working
Ambitious
Skeptical
Argumentative
Chapter 12. Advertising Personnel Management:
Personnel

Management: Promotion to Managerial Ranks
List B
Argumentative
Skeptical
Ambitious
Hard-working
Intelligent
Think about promoting a

person to a managerial ranks…
Two lists describe possible characteristics of a business executives (List A & B)

Most managers agree that characteristics in A would fit them and they also say that would hire someone with those characteristics
However they would hesitate about list B (though characteristics are the same, simply in different order)

Кого бы вы выбрали? Почему?

List AIntelligentHard-working AmbitiousSkepticalArgumentative  Chapter 12. Advertising Personnel Management: Personnel Management: Promotion to Managerial RanksList BArgumentativeSkepticalAmbitiousHard-workingIntelligent Think

Слайд 16 Chapter 12. Advertising Personnel Management:
Personnel Evaluations: Good

Interviewing Questions
Возьмите на вооружение!

Chapter 12. Advertising Personnel Management: Personnel Evaluations: Good Interviewing Questions Возьмите на вооружение!

Слайд 17Hiring and promoting – the most important tasks of a

manager
Evaluating employees will rate right behind
Most companies have periodical

evaluations at least annually, recent practice is to do it more often (to judge the improvement)
To make evaluation (appraisal) more effective supervisors and subordinates should agree on the purpose and value of the appraisal system.
Emphasis should be on developing the employees’ career rather than on rewards or punishments

Chapter 12. Advertising Personnel Management:
Personnel Evaluations

Конкретные примеры evaluations

Hiring and promoting – the most important tasks of a managerEvaluating employees will rate right behind Most

Слайд 18 Chapter 12. Advertising Personnel Management:
Personnel Evaluations: Evaluation

of Manager Performance

Chapter 12. Advertising Personnel Management: Personnel Evaluations: Evaluation of Manager Performance

Слайд 19 Chapter 12. Advertising Personnel Management:
Personnel Evaluations: Evaluation

of Manager Performance - ctd

Chapter 12. Advertising Personnel Management: Personnel Evaluations: Evaluation of Manager Performance - ctd

Слайд 20 Chapter 12. Advertising Personnel Management:
Office Politics: Whom

to Promote?

Office politics are often involved when deciding whom to

promote…
We cannot promote a good copywriter to a managerial position without special training because the required traits are different!
Chapter 12. Advertising Personnel Management: Office Politics: Whom to Promote?Office politics are often involved when

Слайд 21Coaching is providing feedback and sharing useful advice about how

to maximize an employee’s organizational role
Coaching is rooted in mentoring;


But beyond mere mentoring coaching implies relationship where the coach supplies information and encourages actions that result in a better understanding of one’s strengths and weaknesses, issues and opportunities and organizational behavioral style
Coaching works best when it becomes a part of the organizational culture
Coaching is most effective when it is done at just the right moment for maximum effect
Coaching is a ‘hands on’ approach that may not match the personality of every manager or of every employee
Engagement is a current advertising trend, therefore coaching may be an appropriate approach to personnel management in advertising

Chapter 12. Advertising Personnel Management:
Coaching

Примеры mentoring/coaching
из вашей студ. жизни

Coaching is providing feedback and sharing useful advice about how to maximize an employee’s organizational roleCoaching is

Слайд 22People do not work for money alone!
They also work in

and for their peer groups
Often money is a yardstick

not motivator since it is seen as a reflection of management’s evaluation of the employees’ worth
So how can an advertising manager motivate employees to be more productive?
High morale
Supportive workplace environment
Recognition of achievement
Friendly conversation with gratitude
In advertising it is also very important to measure productivity; it is done from three perspectives:
Management (expects each department to maintain certain level of productivity)
Client (expects the agency to respect deadlines and quality)
Personal (personal output , normally assed through special time-management systems - eg Maconomy)

Chapter 12. Advertising Personnel Management:
Productivity

Истории McCann

People do not work for money alone!They also work in and for their peer groups Often money

Слайд 23 MBO (Management by Objective)
MacGregor’s Theory X

and Theory Y
TQM (Total Quality Management)
Chapter

13. Advertising Personnel Management: Specific Approaches

The Hawthorne Studies

Argyris’s Immaturity-Maturity Theory

Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Theory of Motivation

Vroom’s Expectancy Theory

Behavior Modification

Likert Theory of Management

Leadership Grid

Fiedler’s Leadership and Contingency Model

Japanese Management Styles and Quality Circles

Contingency Approaches to Management

Talent-Focused Management

MBO (Management by Objective)  MacGregor’s Theory X and Theory Y  TQM (Total Quality

Слайд 24MBO has been used for many years as a successful

management approach to personnel issues and evaluations
MBO tries to:
Set a

realistic goals for individual employees
Establish a plan of action
Provide for a systematic review of personnel
Benefits of MBO:
Avoid confusion and overlapping instructions
Enable management to spot strengths and weaknesses in employees’ concepts and achievements
Centralize responsibility for planning, performance and results
Provide evaluation by managers of employee performance (for meeting company’s standards & in initiatives anticipating future problems)
Implement a system to eliminate waste and inefficiency and to control costs
KPI’s – как конкретная форма MBO будет подробно изучена в 4-м модуле УИК

Chapter 13. Advertising Personnel Management: Specific Approaches
MBO (Management by Objective)

MBO has been used for many years as a successful management approach to personnel issues and evaluationsMBO

Слайд 25 Chapter 13. Advertising Personnel Management: Specific Approaches
MBO

(Management by Objective): Steps-Review-Evaluation
Steps
Performance Review
Evaluation of Results

Chapter 13. Advertising Personnel Management: Specific Approaches MBO (Management by Objective): Steps-Review-Evaluation StepsPerformance ReviewEvaluation of

Слайд 26Douglas MacGregor developed both MBO and Theory X and

Theory Y
Under Theory X:
Managers assume that people are lazy and

shun work
They must be driven toward their goals by the carrot and the stick approaches
People cannot take responsibility for themselves and need looking after
Under Theory Y:
Managers believe that people like to work and can plan and control their future
What is needed from managers is input and support
When a Theory X manager tries to use the MBO approach:
Goals look like budget elements in a production contest
Goals must be met - or else!
When a Theory Y manager tries to use the MBO approach:
He understands that MBO objectives belong to the employees
Has to keep in mind that people have the right to try and, perhaps to fail

Chapter 13. Advertising Personnel Management: Specific Approaches
MacGregor’s Theory X and Theory Y

Douglas MacGregor developed both MBO and Theory X and  Theory YUnder Theory X:Managers assume that people

Слайд 27Total Quality Management (TQM) is what the name implies: a

comprehensive approach to doing everything well (with no mistakes); sometimes

is also referred to as Zero Defects
Walter Shewhart (in the 1920s): at that time in the U.S. no corporation was willing to test it (they believed they were doing fine)
Edwards Deming (his student) tried to refine the ideas of TQM and tested this approach to management in Japan in 1950s (later also picked up by some U.S. companies)
Basically TQM tries to do everything right the first time, without the need for corrections and repeated procedures

Chapter 13. Advertising Personnel Management: Specific Approaches
TQM (Total Quality Management)

Total Quality Management (TQM) is what the name implies: a comprehensive approach to doing everything well (with

Слайд 28Research conducted by Elton Mayo at Harvard University in the

1930s (at Hawthorne production facility of Western Electric in Cicero,

Illinois)
In the times when most companies employed incentive pay systems (more pay for more production, yet with limited production)
Studies demonstrated that employees respond positively by increased production:
To improvements in working conditions
When they have authority over their own job behavior and work patterns
To informal group initiatives that are recognized as contributing to productivity (through more responsibility and dignity to individual workers )

Chapter 13. Advertising Personnel Management: Specific Approaches
The Hawthorne Studies

Research conducted by Elton Mayo at Harvard University in the 1930s (at Hawthorne production facility of Western

Слайд 29 Chapter 13. Advertising Personnel Management: Specific Approaches
Argyris’s

Immaturity-Maturity Theory

Chris Argyris (1923-2013) believed that as people mature their

personalities change
They move from passive to active states
As they mature in their jobs, workers move from subordinate to equal and to superior positions
Using this approach managers are encouraged to give their employees an opportunity to grow and mature, both as individuals and as employees

Chapter 13. Advertising Personnel Management: Specific Approaches Argyris’s Immaturity-Maturity TheoryChris Argyris (1923-2013) believed that as

Слайд 30Abraham Maslow, well known in human motivation studies, recognized that

all human beings have needs and wants
Once our lowest-level needs

are satisfied, they no longer seem as important and we move upward
Peter Drucker used Maslow’s theory to conclude that while the ability of money to motivate decreases, its ability to create dissatisfaction increases

Chapter 13. Advertising Personnel Management: Specific Approaches
Maslow’s Hierarchy of Needs

Abraham Maslow, well known in human motivation studies, recognized that all human beings have needs and wantsOnce

Слайд 31According to Herzberg’s theory there are two groups of factors

for positive feelings toward the job:
Motivators (achievement, recognition, and the

work itself)
Maintenance (salary, security, status, work conditions, supervision, organizational policies and administration, and interpersonal relationships)
Having these factors may not provide satisfaction, but not having them may lead to job dissatisfaction

Chapter 13. Advertising Personnel Management: Specific Approaches
Herzberg’s Two-Factor Theory of Motivation

According to Herzberg’s theory there are two groups of factors for positive feelings toward the job:Motivators (achievement,

Слайд 32Victor Vroom created a model showing how an employee decides

whether it is worthwhile trying to achieve a specific goal

FORCE x VALENCE x EXPECTANCY x INSTRUMENTALITY

Where:
Force – motivation to achieve this particular goal
Valence – extend of the desire
Expectancy – probability of the outcome leading to some desired result
Instrumentality – degree to which the expectancy is related to a need

Difficult to apply at the actual workplace, but expands Maslow’s approach by recognizing that not all employees may have the same needs and wands


Chapter 13. Advertising Personnel Management: Specific Approaches
Vroom’s Expectancy Theory

Victor Vroom created a model showing how an employee decides whether it is worthwhile trying to achieve

Слайд 33The noted psychologist B.F. Skinner experimented with altering people’s behavior


He used:
Positive reinforcement for desired behavior
No reinforcement
Actual punishment for undesirable

behavior
Positive reinforcement found to be more effective
Negative reinforcement and punishment can induce the wrong behaviors (dysfunctional, inflexible), can produce only temporary changes or even create a fear of the manager

Chapter 13. Advertising Personnel Management: Specific Approaches
Behavior Modification

The noted psychologist B.F. Skinner experimented with altering people’s behavior He used:Positive reinforcement for desired behaviorNo reinforcementActual

Слайд 34Rensis Likert developed a theory of four styles of management

(“Systems”):
System 1 management is exploitative-authoritative
System 2 management is benevolent-authoritative
System 3

management is consultative
System 4 management is participative
Most firms operate on 2 & 3

Chapter 13. Advertising Personnel Management: Specific Approaches
Likert Theory of Management

Rensis Likert developed a theory of four styles of management (“Systems”):System 1 management is exploitative-authoritativeSystem 2 management

Слайд 35Leadership Grid is a trademarked theory developed by Robert Blake

and Jane Mouton
Based on two primary elements in most organizations:
Concern

for productivity
Concern for people
The Grid is a matrix that enables managers and firms to rate themselves on their leadership styles and abilities

Chapter 13. Advertising Personnel Management: Specific Approaches
Leadership Grid

Leadership Grid is a trademarked theory developed by Robert Blake and Jane MoutonBased on two primary elements

Слайд 36Leadership methods and styles may be appropriate according to the

circumstances
Fred Fidler posed three situational variables to determine favorability

of a particular situation for a particular leader:
Leader-member relations indicate how much the group members like and trust their leader
Task structure indicates how structured and clear the task assignments are
Power position indicates the authority and power held by the leader
A task-oriented leader is effective in situations at the end of the spectrum
A production-oriented leader is most effective when situations are very favorable or very unfavorable for him
An employee-oriented leader works best when conditions are moderately favorable or unfavorable for him

Chapter 13. Advertising Personnel Management: Specific Approaches
Fiedler’s Leadership and Contingency Model

Leadership methods and styles may be appropriate according to the circumstances Fred Fidler posed three situational variables

Слайд 37In Japan, management often makes decisions by consensus
They also believe

that new ideas should come primarily from the workers themselves
The

use of quality circles, in which members of the workforce are trained to solve problems themselves, involves group meeting and agreements.
This approach is successful only when management is strongly committed and believes in it

Chapter 13. Advertising Personnel Management: Specific Approaches
Japanese Management Styles and Quality Circles

In Japan, management often makes decisions by consensusThey also believe that new ideas should come primarily from

Слайд 38Success of a manager may depend on his flexibility in

various situations
Howard Carlisle identified 9 factors that are significant in

most management situations:
Purpose of the organization
Tasks involved
Technical needs for completing those tasks
Workers themselves
Structure of the organization
Legal and political forces
Technological forces
Sociocultural forces
Economic forces
McKinsey proposed different approach “7S” (Strategy, Structure, Systems, Staff, Style, Skills and Shared values)

Chapter 13. Advertising Personnel Management: Specific Approaches
Contingency Approaches to Management

Internal
variables

External
variables

Success of a manager may depend on his flexibility in various situationsHoward Carlisle identified 9 factors that

Слайд 39Only 20% of the personnel in large U.S. companies feel

that their talents are being utilized in their jobs
Management would

be wise to develop workers based on their natural talents and abilities – their strengths
This provides a sense of satisfaction and helps maximize performance
NB! Not all employees need to be well rounded in all the workers’ strengths; it is good when in the group people complement one another

Chapter 13. Advertising Personnel Management: Specific Approaches
Talent-Focused Management

Only 20% of the personnel in large U.S. companies feel that their talents are being utilized in

Слайд 40 Managerial Time Management
Management Theory
Chapter 20.

Advertising Management Concerns
Part Х. Managing Yourself
Paperwork
Scheduling

Management Philosophy

Management Coordination and Control

Managerial Planning

Managerial Time Management  Management Theory  Chapter 20. Advertising Management Concerns  Part Х. Managing

Слайд 41Time management is especially important in advertising because, at the

end, the time is all you have to sell (plans,

research, campaigns all involve time!)
Old saying: in the advertising agency business, the raw materials goes home at night ;)
People in advertising normally work longer hours than foreseen by labor law; these hours can all be billed to the clients, thus increasing gross income for your agency
Although most people waste as much as 80% of their time, we still have enough time to do what we want
Symptoms of time wasting:
Too many meetings
Interruptions by unscheduled visitors
Telephone calls
Too much paperwork
Time spent communicating with subordinates
Socializing in the office

Chapter 20. Advertising Management Concerns:
Managerial Time Management

Time management is especially important in advertising because, at the end, the time is all you have

Слайд 42 Chapter 20. Advertising Management Concerns:

Managerial Time Management: Timewasters

Chapter 20. Advertising Management Concerns:   Managerial Time Management: Timewasters

Слайд 43 Chapter 20. Advertising Management Concerns:

Managerial Time Management: Dealing with Stress
Stress differ
Recognize & deal

with it

Some practical advice

Try positive attitude

Chapter 20. Advertising Management Concerns:   Managerial Time Management: Dealing with StressStress differRecognize

Слайд 44Actual paper or on a computer document you must deal

with - paperwork
Good advise – sort your “papers” into three

categories:
A = most important (handle each paper only once; respond or sign it right away)
B = less urgent (handle them when you get to them)
C = lowest priority (put them in the bottom of your pile or list: mark them ‘temporary hold’ in case anybody asks about it)
Handle each piece of paper only once, until you have dealt with it, don’t’ put it down or move along to another task
Imagine that your job is to get the paperwork off your “desk” to someone else’s («раскидать бумаги») – it helps!
Remember the 80/20 golden rule: only 20% of the items will produce 80% of the value

Chapter 20. Advertising Management Concerns:
Managerial Time Management: Paperwork

Actual paper or on a computer document you must deal with - paperworkGood advise – sort your

Слайд 45When do you do your best work, the most productive

2 hours? It’s your prime time, when you concentrate best

On the other hand, availability time is when you can attend to other people’s needs
For many people, their prime time is the first two hours of the day, if so why to waste it for something unimportant?!
If you have to work on the important project schedule it for your prime time, all the rest – around it

Chapter 20. Advertising Management Concerns:
Managerial Time Management: Scheduling

When do you do your best work, the most productive 2 hours? It’s your prime time, when

Слайд 46Theories are not necessarily true – they are simply someone’s

idea of how things might work
Most active managers do

not have time to think about theories
Still, even though you may not have time to theorize, you still need to dream, from time to time, about the future, about how things might, about new phase of your department…

Chapter 20. Advertising Management Concerns:
Management Theory

Theories are not necessarily true – they are simply someone’s idea of how things might work Most

Слайд 47 Chapter 20. Advertising Management Concerns:

Management Philosophy
A philosophy constitutes a systematic look at the

principles for guiding your work
You can adopt someone’ else’s philosophy of management, devise your own – or use a combination
Some practical advise for managers (candidate for principles):
Hire good people with skills different from yours
Be concise in speech and in writing
Don’t waste time trying for perfection
Treat people right
3 common ills of a manager: procrastinating, getting distracted, being disengaged
Chapter 20. Advertising Management Concerns:   Management PhilosophyA philosophy constitutes a systematic look

Слайд 48Coordinating what other people do is a real art, one

that must be practiced for a constant improvement
In advertising getting

various people with diverse skills and interests work collaboratively is essential
Managers must also maintain control, make sure quality is consistently high, keep people “on their toes” and work productively

Chapter 20. Advertising Management Concerns:
Management Coordination and Control

Coordinating what other people do is a real art, one that must be practiced for a constant

Слайд 49 Chapter 20. Advertising Management Concerns:

Management Coordination and Control – Methods
Delegation
Financial statements
Policies on risk,

safety, and liability

Evaluation

Performance review

Policies & procedures

Quality control

Chapter 20. Advertising Management Concerns:   Management Coordination and Control – MethodsDelegationFinancial statementsPolicies

Слайд 50Procedural control
Individual control
Chapter 20. Advertising Management Concerns:


Management Coordination and Control – Elements

Procedural controlIndividual control   Chapter 20. Advertising Management Concerns:   Management Coordination and Control –

Слайд 51 Chapter 20. Advertising Management Concerns:

Managerial Planning: Theodore Levitt’s Concepts
Management concepts
Questions to ask
Effective plan

Chapter 20. Advertising Management Concerns:   Managerial Planning: Theodore Levitt’s ConceptsManagement conceptsQuestions to

Слайд 52 Part Х. Managing Yourself
Managing Your Career

Career Goals
Chapter 21. Personal Management

Planning for a Management Career

Measures of Success

Part Х. Managing Yourself  Managing Your Career  Career Goals  Chapter 21. Personal

Слайд 53If you can manage an advertising campaign or an advertising

department, you should also be able to manage your own

career!
Do not expect anyone else to manage you career!
Continually practice the traits that make a good manager
Make sure you can put your thoughts down on paper (writing skills) and can express yourself to a group (speaking skills)
Also practice persuading others: you must know how to convince your superiors and colleagues in the wisdom of your suggestions and directions
Motivate people through communicating

Chapter 21. Personal Management:
Managing Your Career

If you can manage an advertising campaign or an advertising department, you should also be able to

Слайд 54If you don’t plan where you want your career to

go, it will be unlikely to go where you would

like it to go
Establish your lifetime lists of goals, one for your career, another for your personal life; look at them at least weekly and make sure you are doing something to progress towards those objectives, update them annually
Analyze your Strengths and Weaknesses as you do for the brands that you advertise

Chapter 21. Personal Management:
Career Goals

If you don’t plan where you want your career to go, it will be unlikely to go

Слайд 55 Chapter 21. Personal Management:

Planning for a Management Career: Factors
Везет сильнейшему!

Chapter 21. Personal Management:   Planning for a Management Career: FactorsВезет сильнейшему!

Слайд 56 Chapter 21. Personal Management:

Planning for a Management Career: Factors/ctd

Chapter 21. Personal Management:   Planning for a Management Career: Factors/ctd

Слайд 57 Chapter 21. Personal Management:

Planning for a Management Career: 12 Truths

Chapter 21. Personal Management:   Planning for a Management Career: 12 Truths

Слайд 58Your career is like a product, you need to promise

a benefit, think from the perspective of the buyer (your

employer)
Do not measure your career success solely on money
You also want to live a successful life
And do not forget your personal life, your relationships, and how other people think of you

Chapter 21. Personal Management:
Measures of Success

Your career is like a product, you need to promise a benefit, think from the perspective of

Слайд 59 Chapter 21. Personal Management:

Measures of Success: Final Tips for Ad Managers

Chapter 21. Personal Management:   Measures of Success: Final Tips for Ad Managers

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