ETEC 579

Administration of Media Technology Programs

Dr. Jason Lee DavisAdapted from a presentation by Deborah Murray

Managing Media Services: Theory and PracticeWilliam D. SchmidtDonald Arthur Rieck

Chapter 4Management 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 approach2. Behavioral approach3. Management science

approach4. Contingency approach5. Systems analysis approach

1. Classical Approach

• 1800-1930

• Uses organizational efficiency to increase success and productivity

• Time and motion studies

• Division of work

• Piece rate

2. Behavioral Approach

• 1924-1935

• 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 command3. Line and staff4. Authority levels5. Power6. Responsibility and accountability7. 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 aboveStaff ( )• 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 Manager

Public 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

TelevisionProduction

CirculationMaintenanceAnd Repair

PhotographyAudio

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 DecisionsRoutine and repetitive in nature

Problem is well structuredSolution can be found in policies,

procedures or rules

• Nonprogrammed DecisionsMade 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

TheEND