Editorial Management Flashcards
(115 cards)
1
Q
Editorial Management definition
A
Clear goals for the editorial work, systematic planning and organization, self-critical review of every day routines based on editorial goals and – in view of competitors - a constant search for publicist information are central tasks of modern editorial management – and guided by a situational leadership style that fostersinnovation, adaptability, and a shared vision among team members.
2
Q
Preconditions for an efficient
Editorial Management
A
Clear editorial
goals
Systematic and
structured
planning
Identify work structure
optimizations
(technology - quality)
Seek for „best
stories“ –
„remarkable
information“
Air Check /
Evaluation
Adequate
leadership
3
Q
Editorial Management involves
A
▪ The development of an editorial concept that gives the journalistic product an
unmistakable “face”.
▪ The development and implementation of editorial structures that keep
workflows efficient in order to produce a quality product.
▪ The hiring and training of qualified
personnel.
▪ The development, and review of
financial framework conditions.
* The continuous balancing of
audience interest and journalistic
product - through observation and
contact with the recipients.
* Continuous monitoring of editorial
quality standards and development
of measures for quality assurance.
4
Q
From “Publicist”
A
Editors-in-Chief used to be
first of all publicists; as such
focussing on journalistic
goals (information, public
opinion etc.)
Focus on the orientation of the
article and respectively of the
newspaper (publication) as well
as the influence on the public
5
Q
to “Manager”
A
”Manager”:
An executive, who is empowered to give instructions and to make
decisions
→ “Editorial Manager”:
Journalistic as well as administrative and economic objectives (profit
maximization and growth)
22
* Editors-in-Chief turned from independent journalistic head
into part of the company‘s executive board
* Journalistic and managerial qualifications as equivalent
requirements to Editors-in-Chief
6
Q
Increasing Competition and Cost Pressure
A
Observation:
1. Media markets around the world becoming less transparent
2. Increasing supply, increasing competition pressure, technological innovations bring new challenges
->
Significant:
approx. 1990: Starting point of the Internet
Mid- late- 2010s: AI, AR, VR, Robot Journ.
->
Acceleration of technological solutions and increased competition
7
Q
Content is king?
A
Is no longer valid
Oversupply of content
8
Q
WHAT OF CONTENT
A
DELIVERY
Accessability
Personalization
Interactive
BRANDING
Consistent Brand.
Recognizable
Influencer partnerships
Brand loyalty is the biased (non-random) behavioral response (purchase) expressed over time by some decision-making unit with respect to one or more
alternative brands out of a set of brands and is a function of psychological processes (Jacoby 1971, p. 25) and emotional response.
CUSTOMER RELATIONSHIP
Community building
Feedback loops
Loyalty progr.
Rewards
Gamification
CRM assumes developing and maintaining long
term relationships with (strategic) clients of the
company. (Pellen 2005)
9
Q
You are editor in chief of The Daily Post – a publishing house offering news nationwide (print, enewspaper and online). The audience is declining despite producing high-quality content. You
need to select two strategies from the list below to focus on for increasing the audience engagement and brand loyalty. For each, briefly discuss why you chose it.
A
- Targeting specific audience segments
- Better able to create content that directly aligns with their needs and preferences. (tailor made)
- Stronger connection with the brand (Impact on engagement and loyalty: Customized) - Expansion of the social media engagement
- Active engagement on platforms (e.g. Instagram and X) is critical because many
readers consume news and interact with brands on social media.
- By creating interactive content (polls, live Q&A), connection with readers - where they
spend most of their time – is possible.
- Impact on engagement and loyalty: Social media enhances engagement by encouraging
discussions and sharing, while also building loyalty through constant interaction.
10
Q
„Less“…
Increasing competition and cost pressure: more or less
A
IN GENERAL: LESS PROFIT
(WHEN THERE IS NO CHANGE)
LESS EMPLOYEES (HIGHER
PRODUCTIVITY)
11
Q
Activities: “More”…
A
- More restructuring – more
rationalization - More Market Research
- More focussed Marketing
- More innovations (modified and new products)
- More collaboration
- More markets
12
Q
CONVERGENCE
A
Reshapes the landscape
of journalism in a variety
of ways:
▪ Newsroom structures
▪ Journalistic practices
▪ News content
is constantly evolving
(Pavlik; 2004, p. 28).
13
Q
Goals - Adoption of convergence:
A
- Improving the quality of journalism
Synergies, Interactivity - Tightening production costs
Converged newsrooms
Reducing duplication of
work - Achieving more efficient multiplatform news
production and improve performance.
Faster Intensified collaboration
14
Q
5 key aspects of Editorial Management
A
▪ Cost Management
▪ Editorial Marketing
▪ Quality Management
▪ Technical Management
▪ Human Resources
Management
Editorial SYSTEMS and
Workflow ORGANISATION
15
Q
Cost Management – Definition
A
Cost management is the process of planning and
controlling the costs associated with running a
business.
* It includes collecting, analyzing and reporting cost
information to more effectively budget, forecast and monitor
costs.
* Cost management practices can be applied to specific
projects or to the company’s overall operating model.
* Cost management typically focuses on generating savings
and maximizing profits in the longer term.
16
Q
Cost Management: goal, focus, factors
A
- Goal: Responsible dealing of an executive in a media outlet / editor with resources
(personnel, money, equipment),
Focus:
Reduction of editorial production costs
Cost factors = costs for…
* Permanent journalists + supporting staff
* Remuneration for freelancers
* Editorial equipment
* Journalistic work
* Travel expenses
17
Q
Operative Objectives
of Cost Accounting
A
- To ascertain cost of product or
services provided - To provide information for
planning and control - To analyze the data and provide
suitable information to
management to take decisions. - To assist management in fixation
of selling price - To present comparative cost
data for different periods
18
Q
*Aspects of Cost Management
A
Cost Saving (Low to high)
Time (Operational - Tactical - Strategic)
По возрастающей:
1) Reduce
(Reduce costs
and prioritize
spend)
2) Optimize
(Increase
efficiency)
3) Rationalize
(Business
relevance,
flexibility, agility)
4) Transform
(Invest more to
optimize more)
19
Q
Marketing – General Definition(s):
A
Kotler, P. (1994):
A social and managerial process by which individuals and groups obtain what they want and need through creating, offering, and exchanging products of value with others.
Meffert, H. (2000):
In the classic interpretation, marketing means the planning, coordination and
control of all company activities oriented towards the current and potential
markets. The company goals are to be achieved through the permanent satisfaction of customer needs.
20
Q
Editorial Marketing: Goal and Conflict of Goals
A
Goal: „Customer acquisition“ through orientation of a product
based on the needs and interests of the audience in order to
achieve
➢Customer loyalty
➢Gain new customers
Conflict of goals:
◆ Orientation of advertising industry vs. journalistic
independence
Tasks of Editorial Management
70
21
Q
Editorial Marketing – Long term objectives
A
Market orientation
* Analysis of the competition and demarcation – to gain a „specific“
position
Growth orientation
* Market position should be developed - through Marketing
activities (e.g. qualitative improvements, new target groups)
Future orientation
* Considering societal and economic changes – new products in
the future
22
Q
Editorial Marketing - Stages
A
Integrated Publishers‘ Marketing
Business Objective -> Market Analysis -> Marketing Plan -> Product Policy, Pricing Policy, Distribution Policy, Communication Policy -> Market Analysis -> Market Research
23
Q
TECHNOLOGICAL DEVELOPMENTS
A
- Mobile Journalism
- Data Journalism
- VR/AR (360 degree video)
- Drone Journalism
- Artificial Intelligence:
recommendation technology, voice recognition and media
automation - Fact checking and verification
- Cyber security and data protection
24
Q
Technical Management
A
= Technologization of the journalists‘ daily routine
- Provision of Equipment (From Laptop, VC to smartphone)
- Introduction of editorial systems (electronic tools for planning
and management of editorial content) - Providing necessary software
- Digital archives
- …
(also anticipating future developments)
25
Human Resource Management
= Sum of employees-related
organizational measures aimed at the achievement of strategic objectives of a company
* Personnel selection and recruitment
* Leadership and motivation
* Training Activities
26
What would be the consequence if the single aspects of Editorial Management wouldn‘t be done professionally
Key Element -> Consequence
Cost Management -> Not be competitive, Limited profitability, Bankrupt
Editorial Marketing -> Do not know the needs and (interests) of the target group exactly. “Not fulfilling
the needs of the audience”. (“Target group has to find us.”); lose customers
Technical Management -> Technology outdated or tools not existing: Influence on quality.
Unproductivity – because of limited application of new tools
HR Management -> Without the „right“ and well trained
and motivated employees difficult to offer the demanded products in
an optimal quality
27
Journalistic Quality - Quality Management
▪ Journalistic quality as a competitive advantage in increasing competition
▪ Task: That the company does everything that the product fulfils the requirements of the producers but also the needs of the target group.
TQM = Total Quality Management
28
Causes/Reasons for discussing „Journalistic
Quality“:
* Journalistic mistakes (e.g. Gulf war, scandals, Diana coverage)
* New channels (Internet) and greater technologization of the journalistic
production
* Cost pressure/necessity of improving efficiency
* Commercialization (priority: orientation on economic principles)
* Citizen Journalism
29
Definition of Journalistic Quality
Difficulty of an adequate definition
To define quality in journalism is like the attempt „nailing jelly
to the wall“ (Ruß-Mohl)
Quality in journalism means absence of mistakes.
Quality journalism is not an universal standard
(Weischenberg).
Quality is what the audience likes.
Consequence: the definition of journalistic quality is
diverse
30
Journalistic quality – Normative approach
Criteria for journalistic
quality:
Accuracy Relevance
Transparency Balance Diversity
Topicality Understandability Legitimacy
Approach: Quality understood as a norm, which should be taken
over as a task by the media – which is almost impossible to
comprehend - and difficult to evaluate the fulfilment.
31
10 elements common to good journalism (Bill Kovach)
1. Journalism’s first obligation is to the
truth
2. Its first loyalty is to citizens
3. Its essence is a discipline of verification
4. Its practitioners must maintain an
independence from those they cover
5. It must serve as an independent
monitor of power
6. It must provide a forum for public
criticism and compromise
7. It must strive to keep the significant
interesting and relevant
8. It must keep the news comprehensive
and proportional
9. Its practitioners must be allowed to
exercise their personal conscience
10. Citizens, too, have rights and
responsibilities when it comes to the
news
32
Journalistic quality – Functional approach
Society is strongly differentiated – therefore differentiated
journalistic systems are needed
As example: information journalism; investigative-, service-,
sports-, life-style-, local-, boulevard/tabloid journalism...
Conclusion: The specific journalism is then of a high quality level when it fulfils its function -> quality is no absolute variable
Quality standards are connected with:
* Type of media
* Function
* Target group
* Form
33
Journalistic quality Meckel (scholar in the field of Editorial Management):
It’s depending on the stand-point.
The quality standard in journalism depends on which medium and which department you are in. Quality
is therefore not to be regarded as a static standard, but as a varying measurement variable - depending
on which functions are assigned to the individual media and their offers.
34
Quality Product?
normative(N) – functional(F) - examples
BBC news, New York Times - both, Bild Zeitung, THE SUN - functional approach
35
Instruments of Quality Management
The audience’ responses are an integral part of quality management
(Determining the audience interests by conducting market research)
Air Check / Product Criticism
Using internal expertise (editorial conferences, departmental
conferences) – and partly external know how
Using external skills (training, expert speakers)
Dealing with errors proactively
Fact-checking / Verification
Success-oriented bonuses
Fostering freelancers (Training)
36
Economic Reasons for Lack of Quality Management
Media companies are profitable
Monopolies and quasimonopolies
Short product cycles
37
Sociological Reasons for Lack of Quality Management
Lack of time and staff shortage
Lack of professionalism
Resistance to innovation
Quality and efficiency problems cannot be solved simultaneously
38
*TQM - defintion
(TQM) describes a management
approach to long–term success
through customer satisfaction. In a
TQM effort, all members of an
organization participate in improving processes, products, services, and
the culture in which they work.
39
Main characteristics of the TQM
approach
Holistic approach
* all hierarchical levels,
processes and cutting points
Process orientation
* permanent, ambition to
improve, continuous
information as a basis
Possibility of control
* defintion of objectives, audits
40
*TQM as the basic of the enterprises
management system - the following principles must be implemented:
▪ Orientation on the results
▪ Focus on customers
▪ Leadership and unity of goals
▪ Management decisions based on processes and facts
▪ The inclusion and development of the employees
▪ Continuous learning, innovation and improvement
▪ The evolvement of partnerships
▪ Responsibility towards the society/community
41
*TQM assessment - EFQM approach
см. слайд 110 в первой презентации +
**Leadership**: Role model
Supporting QM system
Objective- and employee oriented leadership
**People**: Involvement – Value
Feedback – Praise
Possibilities of training – career planning
**Policy & Strategy**: Devloping stakeholder focused
strategy
Connecting qualitity objectives
with editorial objectives
**Partnerships & Resources**: Plan and manage partnerships
Handle budgets
Introduce systems
Process of quality assurance
**Processes**
Organisational structure
Workflow management and
improvements
Team organisation
42
Results in TQM
**People Results**: Meet or exceed the expectations of
employees
Satisfaction
Motivated employees
**Customer Results**: Meet or exceed expectations of
customers (Important Ed. Marketing)
**Society Results**: Meet or exceed expectations of relevant stakeholders (from public function of media – economic success/labour)
**KEY PERFORMANCE RESULTS**: KPIs: Market share; Financial performance; Added value
43
Potential Critic of EFQM model
* No recommendations about the
criterion weights
* Limited factual knowledge about the
total causal structure of the model
* Knowledge about the relationships
between individual criterions
difficult to interpret
* …for instance people (employees)
results and customer results and
customer results and key
performance results
44
Pareto Principle
Pareto Principle: 20
per cent of the work to
be completed accounts
for 80 per cent of
success!
* Find out which tasks
cause the 20:80 per
cent success ratio and
give them top priority!
45
Setting Priorities
◼ Setting priorities means:
➢ Deciding which task ranks
first, second, third, etc. in
terms of importance;
➢ Consistently completing top
priority tasks first and
foremost (not the easiest
and most pleasant tasks!)
46
*ABC Analysis
High A A manager’s most important tasks;
they are essential to fulfil the role
assumed and can only be completed by
oneself (i.e. they cannot be delegated).
Medium B Tasks of average importance, which can
also be delegated.
Low C Routine work, paperwork , reading,
telephoning, correspondence,
administrative tasks that are of the
lowest importance in fulfilling one’s role,
but which carry the highest proportion of
the overall amount of work (and which
must be completed by oneself)
Daily Time Requirement
65%, 20%, 15%
47
The Eisenhower Principle
Do it, plan it, delegate it or dump it!
High Importance:
Low urgency: plan it
High urgency: Do it
Low Importance:
Low urgency: Wastepaper
Basket »Dump it!«
High urgency: »Delegate it!«
48
Editorial Utopia & consequences
▪ Every morning the editors sit together as they feel like and decide
on the topics that should be worked on journalistically by means of
open and creative brainstorming.
▪ Without any time pressure or control of their bosses a democratic
compromise that is acceptable for everyone is reached. This
product (…) will be elaborated in the way that all the journalists
concerned consider as adequate and necessary given the particular
circumstances.
▪ The final product reaches readers, listeners or viewers when it
meets the quality standards set by the journalists and when they
believe the product is optimal and can be presented to the public.
Laissez faire
Delayed Decisions
Reorganization
Chaos
49
Why is an optimal workflow organization necessary for
an editorial office?
▪ Advertising partner‘s expectations have to be met
▪ Regular and punctual publication must be ensured.
(Audience/Subscriber wants to have constant supply)
▪ Journalistic quality requires organizational framework
conditions. / It is essential to make sure that the
audience expectations are met.
▪ Media products are created on the basis of labour
division (tasks, responsibilities, decisions).
(Adequate processes as precondition for „quality“)
50
Editorial Organisation
◼ Work in editorial offices is generally based on **labour division**:
➢ numerous people are involved in the making of the final product,
➢ and each of them is responsible for part of the product
(texts, photos, layout).
◼ This requires the **routinization of operations**, since people work
under time pressure.
51
Conflict of Priorities of Editorial Work
1. Journalistic Product
Creativity, Scope for Action
2. Economic Efficiency
Competition, profit-making
52
Editorial Organization by Objectives
См. слайд 146 в первой презентации
53
Editorial Organization: German Model
См. слайд 155 в первой презентации
Topic 1, 2, 3
->
Planning: Defining topics, goals, target
group(s)
Defining key angles
Format and timeline…
Research
Background research (data –
archives), potential
interviewees, verification…
Editing
Development / refine story
Production
Finalizing the format (design;,
adding visual elements), and
preparing the content for
diverse platforms.
Presentation (Journalist, Editor (to all aspects)
Airing, posting, releasing;
involves scheduling the content
release
->
Journalistic Product
54
Editorial Organization: German Model features
- **Labour division based on topics** within editorial division
- **Each journalist completes all editorial stages** (planning, research, editing, production and presentation)
- **Journalists fulfil managerial** as well as **classical** journalistic tasks
→ Centralized work organization
55
Editorial Organization: U.S. Model
См. слайд 158 в первой презентации
Topic 1,2,3 ->
Journalist/Editor 1 - Planning
Journalist/Editor 2 - Research
Journalist/Editor 3 - Editing
Journalist/Editor 4 - Production
Journalist/Editor 5 - Presentation
->
Journalistic Product
56
*Editorial Organization: U.S. Model
Labour division based on functions within editorial
sections:
* - News-Editor: Selection of topics and
formats
* - Reporter: External research
* - Investigative Reporter
* - Fact-Checker (optional)
* - Commentator (optional)
* - Chief-Editor: Page planning
* - Copy-Sub-Editor: Text control
* - Revise Sub-Editor: Overall layout
* Editors fulfil mainly managerial tasks.
* Reporters focus on creative tasks.
57
German and US model of editorial organization (Summary)
Division of Labor:
German model: Centralized, individual
journalist handles multiple steps.
US model: Decentralized, specialists focus on
specific tasks.
Connection to Tasks:
German model: Journalists are involved in the
entire story creation process.
US model: Collaboration among specialists with
a division of labor.
Responsibility:
German model: Journalists hold comprehensive
responsibility for their stories.
US model: Specialized roles with shared
responsibility among team members.
Journalistic Identity:
German model: Emphasis on individual
journalist's skills and independence.
US model: Emphasis on collaborative strength
and combined expertise.
58
Editorial Systems: Newsroom (1)
◼ Fundamental changes of editorial workflows
◼ Variety of editorial system, e.g., ”newsroom“ and “newsdesk“
Objectives:
◼ Overcome divisional boundaries
◼ Flexible placement of topics
◼ Resources for research
◼ Publication as whole (e.g. issue of newspaper or weekly TV
program)
◼ Cross-media production
59
Newsroom: Management Tasks:
* Development of ideas and visions
* Re-structuring (Change Management)
* Investing in technology and staff
60
Features in a newsroom
Mandatory features:
Strong theme orientation
Matrix-like structure with topic and
channel teams
Transparent responsibilities
Daily discussion of the news
situation
Optional features:
Special technical equipment
Editorial plan
Meetings to discuss resources
Regular strategic meetings
61
The newsroom model
См слайд 170 в первой презентации
62
Four Fields of action of the Newsroom
People
- Roles
- Skills
- Change Management - Internal
Communication
Output
- Topics
- Target Groups
- Channels
- Formats
Organisation
- Structures
- Processes
- Interfaces
Infrastructure
- Spaces
- Equipment
- Work Instruments
and Tools
63
Newsrooms types (Example Publishing House)
1. Parallel platforms (newsroom 1.0) -> 0% convergence: multiple media newsroom; Guaranteeing Quality
2. Cross-media platforms (newsroom 2.0) -> 33% convergence: starting collaboration: Generate content for all platforms; 20% should be multiskilled
3. 66% convergence: solid experience with collaboration
4. Integrated platforms (newsroom 3.0) -> 100% convergence: fully integrated editorial operation: Convergence fundamental objective, more than 50% work for 2 platforms
64
Three types of Newsroom
Traditional
* Disseminate information primarily in the legacy formats of newspaper,
television, print magazines, and radio.
* Though these organizations may have a website or some digital presence,
their primary platform is a traditional format.
Hybrid
* Use a combination of traditional and digital formats.
* Many hybrid organizations have transitioned from being traditional news
outlets
Digital-Only
* Exclusively publish in an online format
65
Traditional newsroom
➢ Content disseminated through legacy format
➢ Partial application of analogue technology
➢ Often based on strong hierarchy
➢ Primarily identify audiences as passive (less
interaction with the audiences)
Target is not always 24 hour broadcast
Newsroom members have more dependency on each other for
the final production
Individual journalist has less control over the entire production
and decision making process
66
Digital newsroom
- Primarily application of digital technology
- Information collection, processing and distribution mostly through digital formats
- Less managerial hierarchy inside the newsroom
- Less dependency on each other for production
- 24 hours publishing / instant publishing
- Multi-skilling capability of the journalists
- Audience as active users
67
*Lewin’s Golden Rules for Change
1. Change should only be implemented for good
reason.
2. Change is most effective when done gradually.
3. Change should be planned and not sporadic
or sudden.
4. Strive to include individuals who may be
affected by the change as much as possible in
planning for the change.
Lewin: "Motivation for change must be generated before change can occur.”
68
Lewin’s Block of Ice Metaphor
1. “unfreeze” or melt the ice: ensures that employees are ready for change
2. “change” the mold to a cone shape and: execute the intended change
3. “refreeze” the water into the new, desired shape: ensures that the change becomes permanent
69
Unfreeze - Change - Refreeze
**Unfreeze**
1. Recognize the need to change
2. Determine what needs to change
3. Encourage the replacement of old behaviour and attitydes
4. Ensure there is strong support from management
5. Manage and understand the doubts and concerns
**Change**
1. Plan the changes
2. Implement the changes
3. Help employees to lear new concept or points of view
4. Communicate often
5. Dispel rumors
**Refreeze**
1. Changes are reinforces and stabilized
2. Integrate changes into the normal way of doing things
3. Develop ways to sustain the change
4. Celebrate success
70
Force Field Analysis (Lewin)
См. слайд 12 во второй презе
**Driving forces** (Positive forces for change)
- Market Needs/Customer Demand
- Easy to manage (low complexity)
- Low Cost of Change
-> Present State or Desired State
**Restraining Forces** (obstacles to change)
- Insufficient staff resources
- Too high complexity
- Lengthy implementation time
- Extensive training
71
Change Management: definition and characteristics
DEFINITION
Change management is the goal-oriented analysis, planning,
implementation, evaluation and continuous development of
comprehensive change measures in companies.
Characteristics of Change Management:
▪ Holistic perspective of change management
▪ Not limited to single urgent problem areas
▪ Simultaneously considering key action fields
Focus of Changes
◆ Products / Programs
◆ Services
◆ Processes / Workflows / communication flows
◆ Hierarchies
◆ Suppliers
72
Types of change
см слайд 20 из второй презы
Complexity
Concerns of the people affected
Nature of a Change:
◼ Unplanned change
◼ Planned change
Extent of a Change:
◼ First order change (gradual change)
◼ Second order change (radical change)
73
Case – Change - Solution (сократить менеджмент)
Analysis: Examination of the current situation
▪ Check organizational chart – number of hierarchy levels
▪ Investigate interconnections between hierarchic levels and horizontal
units
▪ Identify the reasons for cutback (e.g. lower demand, emergence of
new competitors, unexpected cost driver)
▪ Analyze and rate the performed tasks by interviews (interviews,
viewing documentation: e.g. job descriptions)
▪ Check the profiles of all executives
▪ Check the contract situation and layoff conditions
Ensuring adequate supervision:
▪ Select the best managers
▪ Increase decentralization (more delegation –
more responsibility)
▪ Optimize communication processes (e.g. more
meetings – but structured)
▪ More standardization (of tasks)
74
*Change Management Approaches
Lean-Approaches
Reengineering-Approaches
QM-Approaches
Strategic Approaches
75
Lean – Approaches
Lean – Approaches
▪ Lean-Management (Flat hierarchies)
▪ Lean-Production
▪ “Japanese way” or “Toyotism”
Basic Principles:
Holistic alignment of the management and
the organization to the value chain
More value with fewer resources
Process optimization
Customer orientation
Cost reducing
Involvement of employees
Flat hierarchies
Outsourcing
76
Reengineering Approaches
Reengineering Approaches
* Business-Reengineering
* Business-Process-Reengineering (BPR)
Philosophy of Reengineering Approaches:
* Radical and hierarchical oriented models
* External consultants play an important role
In Practice:
* BPR is popular on the consulting market.
* Optimizing efficiency and effectiveness
* No long-term and continuous improvement, but fast and
fundamental redesign
* Clear market orientation of all parts of the company
* Maximizing customer value – minimizing consumption of
resources
* Reduced or „no“ involvement of employees
(Some elements of Lean Management are included)
77
Causes and Goals of Organizational Change
External Causes:
▪ Market pressure and competition
▪ Changing values
▪ Megatrends
Internal Causes:
* Mistakes of the past
* Revision of the corporate strategy
* Organization members
* New management concepts
Role of Management:
Empirical studies show that management is not one
„critical success factor“ but can be the reason for corporate crises.
78
New management concepts - selected (based partially on HBR)
Hybrid flexibility
(Digital leadership)
Agility
Learning organisation /
Knowledge Management
79
Change Management: Fields of Action
Strategy:
Vision, Mission,
Business
Strategy
Culture:
Management and
Communication
Technology:
Methods and
Processes
Organization:
Structures and
Communication
80
*CONCEPTUAL FRAMEWORKS OF CHANGE: Viney: J-Curve of Change
см. слайд 46 из второй презы
Critique
▪ Focus (only) on one dimension
▪ Oversimplification – generally achieving a higher level / plateau
▪ Individual perspective
81
Stages in the Change Process (Adam, Hayes, Hopson)
см. слайд 55 из презы 2
**Stage 1**
Initial Stage:
Can‘t believe it
Why is it necessary?
Shock
Overwhelmed
Deny validity of new ideas
Group Cohesiveness
**Stage 2**
Reality evident
Begin to face new tasks / Working in a new team/new boss
Anger/Frustration
Defend their position
**Stage 3**
Process of Perception
Inevitable / necessary
Let the past go – look to the future
Feel upset / disoriented (e.g. lower status
Accept new realities
Recreate a sense of identity and self-esteem
**Stage 4**
Make the best out of it
Test the situation
Trial and error
Process of effort and setback
**Stage 5**
New relationships established
Have understood – cognitive process
Commitment
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Resistance to Organizational Change
Resistance can be understood as
mental barriers, which are actively or
passively expressed as rejections
towards changes.
83
Types of Resistance
* Rational Resistance: Logic arguments of employess
Some senior editors are concerned about
maintaining journalistic quality and audience trust in the digital transition.
* Political Resistance: Fear that influence will decrease, e.g. my position in the hiearchy – trying to undermine the change
Two of them have already met the CEO and told him about their personal fear working digitally - because of their age and that they will retire in two yours and if they cannot do the same job they did before
* Emotional Resistance: No logic arguments; more subjective feelings
Two of them have already met the CEO and told him about their
personal fear working digitally - because of their age and that they will retire in two years and if they cannot do the same job they did before
84
Typical attitudes towards organizational change
Visioners and Missioners
Active believers
Opportunists “Wait-and See” and indifferent people
Resistance fighters
Open opponents
Emigrants
85
Causes of Resistance
**Barriers of Change**:
“Success as a risk for change”:
Economic success in the past as a cause of resistance
to change
People as an obstacle:
Personal reservations towards change as a cause of
resistance
**Causes of internal
barriers**
▪ Disharmony between goal- and value-system
(company – employees)
▪ No correlation between problem understanding and the awareness
of problem solution
▪ Insufficient level of information due to the lack of communication
▪ Missing trust of the initiators
▪ No active participation of affected people
▪ Change causes additional work
86
Instruments for Overcoming Resistance
Active participation of the people affected by the change
Timely and open information
Building a faithful communication and working climate
Protecting people who are negatively affected by the change
Qualification of the people affected
Avoiding revolutionary approaches
Early wins make visible
Use professionally and socially competent external and internal
consultants
Rapid stabilization of changes
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Success and Failure of Organizational Change
Factors of Success
Clear vision
Concrete goal definition
Broad employee participation
Integrative approach
Introduction of cultural change
Top-Management-Commitment
Factors of Failure
Unclear vision
No understanding for problem
Lack of communication
Partial attempt of optimization
No courage
Short time frame
88
Successful change factors
Hard factors
* Strategy
* Organization
* Technology
Soft factors
* People
* Corporate culture
Creativity and systematic
approach
89
Leadership vs. Management – perspectives
Managers
➢ Managers value stability,
order and efficiency; are
impersonal, risk-averse and
focus on short-term results
➢ Concerned with „how things get done“
➢ Try to get people to perform better
Leaders
➢ Leaders value flexibility,
innovation; Leaders care
about people along with
economic outcomes and have
a longer-term perspective
towards objectives and
strategies
➢ Concerned with „what things mean to people“
➢ Try to get people to agree
about the most important things to do
Leading is 1 of 10 essential managerial roles. Leadership includes motivating subordinates and creating favourable working
conditions. (Mintzberg, 1973)
90
Managerial roles - Mintzberg
см. слайд 75 из второй презы
91
Management Functions
Planning, Organising, Staffing, Leading, Controlling
* Defining leadership and management as distinct
processes, roles or relationships is a simplistic
understanding.
* Success as a manager in modern organisations
also involves leading.
92
Direct vs. Indirect Leadership
**Direct leadership**
Leader’s direct influence on connected subordinates
involves the attempt to influence others when
interacting with them
**Indirect leadership**
Cascading effect of leadership influence
Influence over formal programs, management systems, and
structural forms (Influence over organizational culture)
Employees do not directly interact with the leader
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What characterises a good leader?
1. … communicates !!!
2. … can handle his/her emotions well…
3. … provides clarity in
* … his/her objectives
* … his/her decisions
* … his/her statements
4. … shares information promptly
5. … integrates employees into the process of change
* Clear communication
* Open information
* Definition of clear goals
* Collective development of measures
6. ... delegates responsibility
7. … gives his people a
damn good listening to
8. … is an enemy of the Status Quo
9…praises his staff
10 gives well-thought-out Feedback
- own perception
- I-Message
- Objective, not personal
- Descriptive, not judgemental
- Current
- Very concrete
11…. Does not avoid debate
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Leader DNA
1. Drive and Passion
2. Desire to lead
3. Integrity
4. Self Confidence
5. Intelligence
6. Job Relevant Knowledge
95
Leadership traits - Conclusions
The ability to make decisions
◼ Communication skills and empathy
◼ Capacity to deal with conflict
◼ Clarity
◼ Assertiveness, persuasiveness
◼ Cooperation and delegation skills
➢Personality development
➢Self-leadership
➢Social competences
Path to „good“ leadership
96
Management Style: definition
A management style is a typical,
recurring behavior of a manager.
▪ Consistent
▪ In all situations
▪ For all employees
Various approaches to differentiate management styles:
* The Continuum approach of
Tannenbaum/Schmidt
* Managerial Grid
* Situational Leadership Style
* Leader-Member-Exchange
Theory
97
Continuum Approach of Tannenbaum/Schmidt
См. слайд 122 из второй презы
98
Deciding How to Lead
What leadership types are practical and desirable.
What factors or forces should a manager consider in
deciding how to manage?
Forces in the manager.
Forces in the subordinates.
Forces in the situation.
99
Forces in the Manager
1. Their value system.
2. Their confidence in subordinates.
3. Their own leadership inclinations.
4. Their feelings of security in an uncertain situation.
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Forces in the subordinates
Generally speaking, managers can permit subordinates greater freedom if the
following essential conditions exist:
If the subordinates have relatively high needs for independence. (people differ greatly in the
amount of direction that they desire.)
If the subordinates have a readiness to assume responsibility for decision making. (Some see
additional responsibility as a tribute to their ability; others see it as “passing the buck.”)
If they have a relatively high tolerance for ambiguity. (Some employees prefer to have clearcut directives given to them; others prefer a wider area of freedom.)
If they are interested in the problem and feel that it is important.
If they understand and identify with the goals of the organization.
If they have the necessary knowledge and experience to deal with the problem.
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Forces in the situation
Type of organization (values and traditions)
Group effectiveness
The problem itself
The pressure of time
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Risks of Authoritarian vs. Collective Style
Risks of Authoritarian Style:
* Employees are frustrated and not motivated.
* An authoritarian leadership style decreases
interest to work.
* The ability of employees to „think“ is not being
used.
* Conflicts between managers and employees could
evolve.
Risks of Collective Style:
* It is difficult or only possible too late for the
manager to monitor the distribution of tasks.
* Laissez faire atmosphere could prevail.
* Exploiting the cooperation of the manager.
* Employees might be overwhelmed with their
tasks (lack of competences or autonomy to make
decisions).
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Ohio-StateStudy and Managerial Grid
The type of leadership can be defined as a function of two independent dimensions:
Relationship orientation
Task orientation
According to the Ohio-State-Study a
manager can show both high consideration
of employees and high task orientation.
A successful leader has high expression in
both dimensions
Blake/Mouton defined the model in the socalled Managerial Grid
104
*Managerial Grid by Blake/Mouton
См слайд 136
Managerial Grid by Blake/Mouton
High
Relationshiporiented
Low
Low High
Taskoriented
Glacé-Glove (Country-Club) - Management
Careful consideration of interpersonal
relationships leads to a comfortable and
friendly atmosphere and appropriate
work pace
Team-Management
High work performance by enthusiastic
staff pursuing the same goals leads to
good behavior
Organization-Management
Adequate performance is made possible by
creating a balance between the need to
work and the maintenance of the company's
moral
Command-Obedience Management
Effective performance is achieved without
too much consideration of inter-personal
relationships
Survival-Management
Least possible impact on task performance
and people
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Situational Leadership – Basic Concept (Hersey/Blanchard)
См. слайд 147
Task behavior:
▪ refers to the amount of direction a leader provides to his followers.
These behaviors include telling people what to do, how to do it,
when to do it, where to do it, and who is to do it.
Relationship behavior:
▪ refers to the amount of two-way or multi-party communication the
leader uses with his followers. These behaviors include listening
facilitating, and explaining the why‘s of something while offering
supportive behaviors to others.
106
Performance Readiness Basis
См слайд 155 вторая преза
Definition: Extent to which a
follower demonstrates ability and
willingness to accomplish tasks
Ability:
* Knowledge (understanding of a task)
* Skill (proficiency in a task, application)
* Experience (ability gained from
performing a task)
Willingness:
* Confidence in the ability to
perform (belief)
* Commitment (dedication)
* Motivation (desire)
107
LMX Theory - Definition
см. слайд 162 во второй презе
The Leader-Member Exchange theory
describes
➢ the role-making process between a
leader and each individual subordinate
➢ and the exchange relationship that
develops over time
LMX Theory: Outcomes/Implications
◼ For the in-group:
➢ Rewards, special treatment and access to information
➢ More positive performance evaluations and responsibilities, higher
job satisfaction, commitment and efficiency, less turnover
➢ Leader relies on in-group‘s loyal support, maintain relationship
◼ For the out-group:
➢ Standard benefits and access to information, routine
treatment
➢ Less positive performance evaluations and
responsibilities, lower job satisfaction, commitment and
effectiveness, more turnover
➢ Leader risks conflicts & missing opportunities to work with out-group
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Management Principles
Practice-oriented systems that are used to manage leadershiptasks
Management principles are binding for all managers and
employees of a company
The most discussed concepts are:
* Management by Objectives
* Management by Delegation
* Management by Exception
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Management by Objectives Concept
Management by Objectives = Leadership through goals
Features: High degree of participation of the employee regarding decisions
that affect him/her
Objective: Measurement of performance and effectiveness
determine the employee‘s contribution to achieve the company objectives
Clear definition of mutual expectations between managers and employees
* Coordination of the operational objectives within the framework of activities
* Contribution to the improvement of communication and understanding
Management by Objectives: Process
Defining common goals
Agreeing on goals
Feedback
Achieving goals
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Motivation of Employees
It refers to all the internal conditions that
stir up activity and sustain activity of an
individual. (Guildford)
3 Directions of Employee Motivation:
Provision of personal performance
Integration of personal performance with performance of other employees
Maintenance of membership within company
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Theories of Motivation
Theoretical Approaches
Content Theories
Theory by Maslow
Theory by Herzberg
Content theories aim to reveal
what causes and maintains a
certain behavior of an
individual or his/her environment (identification of relevant needs)
Process Theories
Theory by Porter/Lawler
Theory by Adams
Process theories aim to explain
how a certain behavior can be
generated, directed, maintained
and/or changed
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The TwoFactor Theory of Motivation (Herzberg)
Two-Factor Theory of Motivation
A theory that identifies two sets
of factors that influence job
satisfaction:
* Motivators
* Hygiene Factors
Motivators
◼ Only motivators lead to
satisfaction
Hygiene factors
◼ help to prevent dissatisfaction
(thus the term “hygiene” as it is
used in the health field)
* The two-factor theory holds that motivators and hygiene factors
relate to employee satisfaction – a more complex relationship
than the traditional view that employees are either satisfied or
dissatisfied
* If hygiene factors are not taken care of or are deficient there
will be dissatisfaction
* There may be no dissatisfaction if hygiene factors are taken
care of – but there will also be no satisfaction
* Only when motivators are present will there be satisfaction
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Satisfactors (Motivators)
Dissatisfactors (Hygiene factors)
Satisfactors (Motivators)
Performance and success
◼ Recognition of performance by
others
◼ Responsibility
◼ Possibility of promotion and
development
◼ Possibility of self-fulfillment
→ Unlimited possibility of increasing
the satisfaction
Dissatisfactors (Hygiene factors)
◼ Corporate policy
◼ Working conditions
◼ Relationship with superiors,
co-workers, colleagues
◼ Status
◼ Security of employment
◼ Remuneration
→ Necessary conditions whose
absence causes dissatisfaction
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Definition of a Conflict
Conflict is a form of relating or interacting
where we find ourselves (either as individuals or groups)
under some sort of perceived threat to our personal or
collective goals. These goals have usually to do with our
interpersonal wants. These perceived threats may be
either real or Imagined.
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Conflict Modes
см последнюю презу
