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

Yourself»


Проф. МОЖАЕВ Александр Валерьевич

29.01.2019
Обязательная дисциплина направлению «Реклама»,
2018 -2019

учебный год; 3 курс,

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

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

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

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

in Advertising

Using Power

Management Communication

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

потребностях, ценностях или интересах
Chapter 11. Organizational Conflict,

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

определение

причины

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

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

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

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

ошибки»

Personnel Management
Chapter 12. Advertising Personnel Management

Personnel Evaluations

Office Politics

Coaching

Productivity

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?

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!

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?

Interviewing Questions
Возьмите на вооружение!

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

of Manager Performance

of Manager Performance - ctd

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!

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

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

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

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)

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

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

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)

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

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

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

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

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

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

(“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

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

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

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

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

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

Advertising Management Concerns
Part Х. Managing Yourself
Paperwork
Scheduling

Management Philosophy

Management Coordination and Control

Managerial Planning

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

Managerial Time Management: Timewasters

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

with it

Some practical advice

Try positive attitude

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

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

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

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

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

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

safety, and liability

Evaluation

Performance review

Policies & procedures

Quality control

Management Coordination and Control – Elements

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

Career Goals
Chapter 21. Personal Management

Planning for a Management Career

Measures of Success

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

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

Planning for a Management Career: Factors
Везет сильнейшему!

Planning for a Management Career: Factors/ctd

Planning for a Management Career: 12 Truths

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

Measures of Success: Final Tips for Ad Managers