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Midterm Study Guide

by: Delphie Notetaker

Midterm Study Guide Mgt 371

Delphie Notetaker
Managing Entertainment Projects
Shinwon Noh

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Managing Entertainment Projects detailed overview on everything covered up to date!
Managing Entertainment Projects
Shinwon Noh
Study Guide
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This 6 page Study Guide was uploaded by Delphie Notetaker on Friday October 16, 2015. The Study Guide belongs to Mgt 371 at Pace University taught by Shinwon Noh in Fall 2015. Since its upload, it has received 99 views. For similar materials see Managing Entertainment Projects in Business, management at Pace University.

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Date Created: 10/16/15
O 90 Managing Entertainment Projects Midterm Study Guide Four Managerial Functions Planning Set goals and decide how to achieve them Organizing Arrange tasks people and other resources to accomplish work Leading Motivate direct and in uence people to achieve the organization s goals Controlling Monitor performance compare it with goals and take corrective action as needed 9 90 0000 Entertainment Industry SHOW CREATIVITY FREE AGENCY USINESS MONEY PECKING ORDER Entertainment Organization Food Chain Chairman CEO President Executive Vice President Senior Vice President Director Manager Coordinator Entertainment Project Stages Development Idea generation Preproduction Plan and organize resources Production Get it done Postproduction Pull the parts together and polish the final product Distribution amp Marketing Get people to see it How It s Made Feature Films are 80 of US movies produced by just six studios Studio executives develop scripts Studios partner with producers production companies Attach a director screenwriters and actors Television programs Showrunner sells the idea to a studio production company The studio production company sells the idea to a network development executive The executive orders a script and the writer will write The network orders a pilot The network greenlights it to series Online Contents Actor write or producer pulls together the people needed to produce the project completes it and puts it online No studio networkk distributor involved What is a Project A temporary undertaking performed to produce a unique result which consists of a scoperesults resources and a schedule Stages of a Project Starting the project Generating the need for the project Organizing amp preparing Developing a plan Carrying out the work Establishing the project team performing the planned work and monitoring performance Closing the project Assessing the results Project Management Process The process of guiding a project from its beginning through its performance to its closure Initiating clarifying the business need Planning detailing the project scope time frames resources and risks Executing implementing the plans Monitoring and controlling tracking performance Closing ending all project activity What is a group More than one person Having one common purpose Exhibiting a clearly defined boundary Groups are good at solving complex problems Groups are bad because it can result in Social Loafing ex Tug of war group members put less effort toward the entire goal working in a group than when working alone or ingroup favoritism Social Identity Theory people have emotional reactions to the failure or success of their group because their selfesteem gets tied into the group s performance 0 v The Five Stage Model of Group Development Tuckerman 1965 1 Forming Meeting the group members are individualistic supervisors more directive lower motivation Storming Determines what goals are what problems to solve 3 Norming Agreement on rules processes goals motivation tends to increase group can stagnate 4 Performing Able to function smoothly dissent may occur but members know how to handle it group is able to make decisions 5 Adjourning can happen at any time within group development stages N v Midpoint Transition Mini revolution would occur at about the halfway mark The majority of the work is done after the midpoint transition Lesson groups can visit different stages more than once v Group Properties Roles A set of expected behavior patterns attributed to someone occupying a given position in a social unit a Role Perception is our view of how were supposed to act in a given situation b Role Expectation is the way others believe you should act in given context c Role Con ict is when compliance with one role requirement may make it difficult to comply with another Example Stanford Prison Experiment Size a Large groups are better at problem solving b Small groups are faster at completing tasks and have higher individual performance due to social loafing i Social Loafing is the tendency to exert less effort on a collective task as opposed to an individual task ii Stronger social loafing occurs with task characteristics simple lack of unique individual contributions and group composition bigger size less cohesive c To prevent social loafing i Set group goals common purpose ii Increase inter group competition focus on shared outcomes iii Engage in peer evaluation iv Select members who have high motivation and prefer to work in groups Status Socially defined rank given to group members a Implications of status are higher status helps you resist conformity higher status allows people to speak up more status differences can inhibit discussion among group members Cohesiveness the degree to which people are attached to the group motivated to remain in it and mutually in uence one another a To increase cohesiveness i Make the group smaller ii Encourage agreement with group goals iii Increase the time members spend together iv Increase the group s status and perceived difficulty of attaining membership V Intergroup competition vi Give rewards to group instead of individual members Norms Rules that define what is appropriate and inappropriate informal rules matter we become aware of norms through violation a Why do we have norms Increase morale increase efficiency express values create a sense of belonging b Conformity pressure to behave similarly Example Asch Studies B C Exhibit I Erllibil 2 I I Informational conformity we think they are correct Normative conformity we don t want them to disapprove of us c Obedience Milgram Study9 its purpose is to test the norm of obedience to authority Stanley Milgram was interested in how easily ordinary people could be in uenced to committing atrocities d How to prevent harmful conformity Increase cohesion support genuine dissent allow private response 1 Work Breakdown Structure Decomposing the required project work into its component deliverables Allow no gaps Allow no overlaps 1 Defining Roles and Responsibilitites Authority Ability to make decisions transferable Responsibility Commitment to achieve results nontransferable Accountability Consequence in response to performance punishment or reward 0 Why Delegate Authority 1 To fee yourself up to do other tasks 2 Too have the most qualified person make decisions 3 To get another qualified person s perspective on an issue 4 To develop another person s ability to handle additional assignments prudently and successfully 0 Six Degrees of Delegation 1 Get in the know 2 Shoe me the way to go 3 Go when I say so 4 Go unless I say no 5 How d it go 6 Just go gt Skills Matrix to match people to tasks consider skills knowledge and interest Skill 39 O no capab hy gt 1 basic level Skill Interest Skill Interest Skill Interest 2 intermediate Cooking 0 o 3 1 0 1 level 0 3 advanced C1 level eaning 2 1 3 o 3 o Interest 0 o no interest Entertaining 1 o o o 1 0 1 interest gt Responsibility Assignment Matrix RAM Defining and sharing team roles and responsibilities DELIVERABLE PEOPLE Name Bill Sue Ed CooHng P S Cleaning P SA S Entertaining P S P Primary responsibility S Secondary responsibility A Approval gt Human Resource Matrix Displaying the amount of effort people have to put in to perform the work Deliverable Personnel personhours Name Bill Sue Ed Cooking 0 10 5 Cleaning 5 3 3 Entertaining 5 o 2 Describe in detail all the work packages Have the person assigned to the work estimate the work effort 39 Definition and Types of Creativity Creativity An idea that is both novel and useful Innovation Outcome of creative ideas Divergent creativity Entirely new principle or assumption Incremental creativity gradual improvement through modification ewwea v Sources of Creativity Individuallevel creativity Grouplevel creativity Organizationallevel creativity 0 Use rewards carefully Intrinsic motivation can be much more powerful than extrinsic rewards


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