Презентация на тему: Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising

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«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
О чем будем говорить сегодня:
О чем будем говорить сегодня:
О чем будем говорить сегодня:
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
«Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising
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Первый слайд презентации

«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,

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Слайд 2: О чем будем говорить сегодня:

Part VI. Advertising Management: Dealing with People 2 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

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Слайд 3: О чем будем говорить сегодня:

3 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

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Слайд 4: О чем будем говорить сегодня:

4 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

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Part VI. Advertising Management: Dealing with People 5 Managing Conflict Chapter 11. Organizational Conflict, Power, and Communication in Advertising Using Power Management Communication

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6 Reasons 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

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7 Конфликт – 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

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

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9 Power 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

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10 Good 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

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11 Chapter 11. Organizational Conflict, Power, and Communication in Advertising : Management Communication : How to Be a Good Listener Разбор «Мои ошибки»

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Part VI. Advertising Management: Dealing with People 12 Personnel Management Chapter 12. Advertising Personnel Management Personnel Evaluations Office Politics Coaching Productivity

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13 Communication 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?

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14 Employees’ 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 14 В чем разница? Quite a difference!

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15 List 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?

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

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17 Hiring 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

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

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

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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 !

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21 Coaching 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

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22 People 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

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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

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24 MBO 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)

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25 Chapter 13. Advertising Personnel Management: Specific Approaches MBO (Management by Objective): Steps-Review-Evaluation Steps Performance Review Evaluation of Results

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26 Douglas 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

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27 Total 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)

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28 Research 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

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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

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30 Abraham 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

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31 According 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

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32 Victor 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

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33 The 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

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34 Rensis 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

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35 Leadership 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

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36 Leadership 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

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37 In 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

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38 Success 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” ( S trategy, S tructure, S ystems, S taff, S tyle, S kills and S hared values) Chapter 13. Advertising Personnel Management: Specific Approaches Contingency Approaches to Management Internal variables External variables

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39 Only 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

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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

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Time 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 41 Chapter 20. Advertising Management Concerns: Managerial Time Management

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

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43 Chapter 20. Advertising Management Concerns: Managerial Time Management: Dealing with Stress Stress differ Recognize & deal with it Some practical advice Try positive attitude

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Actual 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 44 Chapter 20. Advertising Management Concerns: Managerial Time Management: Paperwork

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When 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 45 Chapter 20. Advertising Management Concerns: Managerial Time Management: Scheduling

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Theories 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… 46 Chapter 20. Advertising Management Concerns: Management Theory

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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

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Coordinating 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 48 Chapter 20. Advertising Management Concerns: Management Coordination and Control

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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

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50 Procedural control Individual control Chapter 20. Advertising Management Concerns: Management Coordination and Control – Elements

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51 Chapter 20. Advertising Management Concerns: Managerial Planning: Theodore Levitt’s Concepts Management concepts Questions to ask Effective plan

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52 Part Х. Managing Yourself Managing Your Career Career Goals Chapter 21. Personal Management Planning for a Management Career Measures of Success

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If 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 53 Chapter 21. Personal Management: Managing Your Career

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If 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 54 Chapter 21. Personal Management: Career Goals

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55 Chapter 21. Personal Management: Planning for a Management Career: Factors Везет сильнейшему!

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

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

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Your 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 58 Chapter 21. Personal Management: Measures of Success

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Последний слайд презентации: Управление в рекламе/ Advertising Management » Лекции 8-9: « Advertising

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

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