JMS440 MIDTERM 2 STUDY GUIDE Chapters 5-8, 10

Study Guide Link: https://docs.google.com/document/d/1Azpd377o4NentLNGH79Z0MyyF7qvIGCOES9VVI48EiA/edit? hl=en&authkey=CNLrqb8J

CHAPTER 5 Measuring Effectiveness Different Measures - Profitability, Reach, critical acclaim, adherence to the mission, etc. Different evaluators - Management, employees, the public, other outside sources, etc. Internal Variables Employee social interaction (i.e. team atmosphere or formal hierarchy) Office politics Labor atmosphere and turnover of personnel External Variables Changing competitive situation Audience/customer perceptions Public attitude during crises (i.e. to whom do people turn for news and information when something big happens, the media outlet of record) Attitude of regulators (i.e. FCC, FTC) - TV, radio Analysis or Organizational Effectiveness (p. 113-114) Structural - see an organization as being under the influence of outside forces. The organization is a reactive entity. Strategic choice - still outside external influences, but those who subscribe to this theory see the leadership of the organization directing the organization to the area in which it has the greatest area for success Collective Action - The environment and the organization are interrelated. One affects the other. And they influence each other. Decisions that are made in the organization can influence what happens externally and vice-versa. Natural Selection - Organizations that can adapt, that have a reason to continue existing, they will ultimately survive. Organizations that cant adapt for lost their meaning for being, will cease. (i.e. Darwins theory) Competition - External Factors Existing competitors in the marketplace New competitors entering the marketplace Substitute products Buyer power affecting the media product purchasing Supplier power affecting materials necessary for media product creation Goal Setting - Advantages Specific, concise and clear measures of success Consistent productivity benchmarks Suitable challenges (appropriate to person/task) Goal Setting - Disadvantages

Can erode organizational cohesiveness Can be complex and difficult to manage Presumes stability Can be a management crutch

CHAPTER 6: COMMUNICATION Lasswells Communication Model Who says what to whom in what channel with what effect? Types of Communication Formal vs. Informal Formal would include memos, postings, letters Informal would include conversations in the coffee room Vertical vs Lateral Vertical is the typical form in an organization - following the established hierarchy Lateral stretches across departments/divisions (or among people) of equal stature Position Power Factors Centrality - Being the hub of information, at the center of events. the organization seems to revolve around these people Criticality - Being critical to the accomplishment or organizational activities Flexibility - The range of options people have for accomplishing their work, the amount of discretion they have in how things are done Visibility - Being seen as having influence over others and the accomplishment of tasks Relevance - Being viewed as relevant to the organization, its priorities, its processes and its success *These power position factors arent just exclusive to managers French and Ravens Power Topology Legitimate Power - officially acquired through title or formal role Reward Power - the ability to provide something beneficial to another Coercive Power - the ability to affect others negatively Expert Power - the power of knowledge over those who do not have the same expertise Referent Power - an individuals attractiveness to others CHAPTER 7: LEADERSHIP Managers are peopel who do things right, while leaders are people who do the right thing. - Warren Bennis People ask the difference between a leader and a boss... The leader works in the open... Leadership Traits Vision - most common Communication Trust/Integrity

 Inspiration Media Leaders Always tell the truth Communicate Are frank, but kind Are problem-solvers Love what they do Lead by example Have a heart (and arent afraid to show it) Exercise moral courage The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. MLK Jr. Find balance in their work/life and help others to do the same Organizational Control Authoritarian - Directed style of command and control in which members are told what to do Bureaucratic - Tends to use established processes/procedures as justification for much of what is accomplished Democratic - Perceives everyone as having a vested interest in outcome of activities Charismatic - The power of personality. The leaders personal attractiveness serves as the catalyst for action Laissez-faire - The hands-off approach. Employees are left to do what needs to be done *Democratic best describes media organizations Leadership Methods Structuring - focuses on the organizational mechanisms and work flow Coaching - Centers on encouraging employees to perform at a higher level, thereby elevating the organization as a whole Participating - Seeks to bring people into the leadership level and share the power Delegating - gives various responsibilities to others so leaders can focus on tasks he/she does best CHAPTER 8 Strategic Planning Model (p. 202) Establish a formal planning process Assess the existing planning funcation Develop the features of the main variables of the planning concept Assess and evaluate the main variables of the... *Dont have to know all the steps

It is rarely a choice between right and wrong. It is at best a choice between almost right and probably wrong - but much more often a choice between two courses of action, neither of which is probably more nearly... - Peter Drucker Powells Formula P=40 to 70 P (probability) - 40 to 70 (percent of information) Decision Trees Provide a way to visualize the main alternatives and their subordinate probabilitys. They also offer a way to more effectively make decisions under conditions of uncertainty Druckers model for Decision Making 1. Define the problem 2. Analyze the problem 3. Develop alternative solutions 4. Decide upon the best solution 5. Implement the decision effectively 6. Monitor and adjust *Most user-friendly Criteria for Choosing Among Options Risk vs. reward Best return for the least effort Timing Resource limitations CHAPTER 10: DEMASSIFICATION FDR and his fireside chats First US politician to use a form of mass media to interact with American public POWERFUL vs. LIMITED EFFECTS (p. 272) Powerful effects theory - the audience is considered passive and able to be manipulated by the mass media (ex. Propaganda) Propaganda Worked better when there were less media outlets Much more difficult now to influence people with one perspective Limited Effects Theory - the audience is seen as filtering the messages that come to them via the mass media, often ignoring those that conflict with preconceived ideas or values. Those messages that support pre-existing ideas are used as reinforcement. (ex. Selective Influence) Agenda-Setting Theory Views the media as instrumental in defining the important issues in public discourse The media can tell people what to think about (setting the agenda for public discourse), but not what to think about those issues Uses and Gratification Theory (p. 274) People engage with media

 to get information as a source of personal identity reinforcement or as behavior modeling to provide social integration/interaction for entertainment purposes Demographic vs. Psychographics Demographics - gender,ethnicity, age, income, level of education. (Think census) Pscyhographics - values, attitudes, opinions, interests, lifestyles