What's Next?

This blog started as a course assignment from +Lisa Dobias and developed into an outlet for creative thought. In recent months, I have admittedly used this medium to showcase academic assignments but I do not plan to continue in direction. After graduating in May, I hope to release a new/untainted blog that exclusively features my opinions about advertising and new media usage. Please help me decide "What's next?" by commenting below.

Topics of Interest:
- Connotions associated with advertising buzzwords.
- Budweiser Buddy Cups: Brilliant or Invasive?
- Are #'s really effective measurement tools?
- Using 404 messages as a branding opportunity.
- Advertising with modern entertainment ticketing.
- Apply or Die (analysis of the agency hiring process)
- The impact of audio when launching internationally.
- Media consumption during sporting events (football)
- Experiential marketing > traditional advertising.
- Augmented reality: present and future applications.
- "Resist abandonment. Embrace hybridization."


That looks like enough for now...

Management > Leadership

            After reading the article by John Kotter titled “What Leaders Really Do,” it is easy to recognize the importance of effective management and strong leadership within a successful organization. To an uneducated observer, the terms “manager” and “leader” may appear interchangeable but after closer inspection, there are several glaring differences. In the following critical analysis, I will identify three distinctive components that represent each skill sets and argue that management is more important than leadership for the survival of an organization.

 

            Kotter identified three major differences that help distinguish one of these skill sets from the other. To help explain the differences between management and leadership, I like to use a metaphor that compares an organization to an automobile. In this scenario, managers would be mechanics and leaders would be drivers. First Difference: Managers have a better understanding of the complexities that make the organization “run smoothly” and leaders bring a “roadmap” to physically steer the organization. Second Difference: Managers replace missing “parts” through the hiring process while leaders empower the new employees with pep talks. The pep talks compare car washes since they both influence confidence. Third Difference: When the leader wants to alter the way the company looks/operates, the manager is responsible for making those changes happen. Using the automobile example, this is similar to a driver wanting to put a lift kit on their truck and having their mechanic do whatever it takes to make that happen.

            Demonstrated for centuries, successful organization must have strong management and strong leadership. This being said, in a hypothetical situation where a business can only have one or the other, I would recommend management when trying to “better” the organization. Without management, it is very difficult for a leader to produce results and keep the business lucrative. The Bible reinforces this point with the parable about the house built on sand and the house build on stone. Poor or non-existent management can be compared to the foundation of sand. If a leader attempts to build a house/organization on the unstable ground, devastation will eventually follow and the leader will be left with nothing. If the foundation is strong like the stone, you may not have a leader to expand the organization and “build the house.” As a result, the company will never experience devastation because the stone will remain unchanged.

            As a senior in the college of communication, I have noticed that there is a lot of misunderstanding about the differences between management and leadership. In the preceding paragraphs, the dissimilarities of each are outlined using an example that is easy to relate with. I have also provided support for the idea that management is more important for the long-term success. To achieve long-term growth, an organization must perform both functions.

The Modern Monkey King

           In the recently published criticism from Dr. +Lan Dong, Gene Luen Yang is described as a porfessionally-trained comic publisher. Considering the fact that Yang's 2006 work titled American Born Chinese is the first graphic novel to win the Printz Award, it is evident that graphic novels are gaining respect in the literary community. Dong personally praises reinforces this achievement by describing the work as “an important cross-cultural rewriting of the classic Monkey King story for young adult readers.”

           The intertwined story lines of three main characters incorporate persuasive ideas about politics, ethnicity, and adolescence. Based on Chinese folklore, the Monkey King closely parallels the character described in Wu Cheng’en’s sixteenth century novel titled Xi you ji. Although the historical figure is rooted in Chinese Buddhism, Yang makes a number of references to Christianity and even Biblical verses to signify the modern western culture. Popular culture also has a significant presence throughout the story. The “Transformer” action figures act as symbol for the changing identities of each major character. To support her argument, Dong included several comic panels that came directly from the novel.

            Although Jin struggles to accept his Chinese heritage, Yang makes a deliberare reference to another group of early American immigrants by naming Mayflower Elementary School after the ship that carried the Pilgrims to Massachusetts. Denying their god-given traits, both Jin and the Monkey King recreate themselves to gain social acceptance. Pointing to the derogatory political cartoons of Asian Americans during WWII, Dong explores the possibility that Chin-Kee could reinforce racist representations that many Americans have tried to forget. In accordance with well-known racist stereotypes, Chin-Kee is depicted wearing a pigtail hairstyle, traveling with luggage that resembles oriental take-out boxes, and quickly answering scholastic questions in the classroom. Dong continues her discussion by citing specific examples of anti-Chinese sentiment drawings and legislation that were present in the twentieth century.

            According to First Second Books, the publisher of American Born Chinese, there is a disturbing lack of Asian American texts available in the young adult market. Even though the graphic novel from Yang is positioned in this segment, the cultural complexity of Jin/Danny and the universal message of self-acceptance make it difficult to identity a target audience. In order to transform back into their natural states, the Monkey King abandons his shoes and Danny “exorcises” his demons. Both escape self-imprisonment.

Learning to Negotiate

            According to the article “Six Habits of Merely Effective Negotiators,” James Sebenius believes there are several common mistakes that hinder problem solving. In order to create a successful negotiation, it is incredibly important to consider the other side’s concerns, strive to meet both sets of interests, and assess the next best alternatives. In order to reinforce these concepts, each will be demonstrated in an employee’s request for 20% compensation.   

            The first mistake takes place when one side ignores the concerns of the other. It is very easy to focus on market strengths without identifying potential weaknesses. Try to put yourself in the other person’s shoes and attack the argument using their perspective. If you are able to solve their problems and dismiss their concerns, negotiations are more likely to unfold smoothly. When asking for increased compensation, an employee will be expected to provide justification. Employers want to know how the increase will benefit the company and will be more agreeable if an employee requests an available form of compensation. For example, ask to be compensated with a meal plan if there is a company owned cafeteria.

            Another mistake made by negotiators is associated with the distinction between the terms position and interest. Positions are the stances/opinions of each party and interests are the underlying reasons why the parties have taken that position. To achieve a mutually beneficial outcome, the interests (not positions) of both sides need to be clearly defined. The cliché, “it takes two to tango,” is incorporated in this concept. Male and female dance partners are assigned opposing stances since neither individual is interested in colliding: the male moves forward and the female moves backward. When arguing for a 20% increase in compensation, employees need to uncover the reasons why they want the raise and then determine why employers have taken specific stances. Most employees request more compensation because they want more disposable income for vacations. It is possible your boss does not want to increase salary more than 5% because he does not want other employees to be jealous or expect similar treatment. If that is the case, ask for an all-expenses paid vacation and agree to keep it secret.

 

             Finally, establish what the next best solution includes. Coined as the “best alternative to a negotiated agreement” (BATNA) by Roger Fisher, this reflects the course of action taken if a proposal can’t be negotiated. Although it is difficult, also think about what alternatives could exist for the employer.  The alternative in most cases is the status quo. Logically, employees asking for more money/benefits should be willing to accept any amount of increase since some improvement is better than the alternative- no change. Depending on their level of importance, an employee can create persuasive alternatives. For example, a senior level manager can threaten to quit and take away loyal clients unless he given the 20% increase in compensation.

            In a professional environment, negotiating is considered an art form but even the most experienced individuals make common errors. In many instances, individuals fail to assess the concerns, interests, and alternatives for both party involved in the discussion. Use the examples provided by the employee asking for a 20% increase in compensation to help frame a successful argument.

Expection: Satisfaction

In my opinion, I agree with the statement, “Managers should do whatever they can, within reason, to enhance the job satisfaction of their employees.” Although this is a bold idea, the caveat “within reason” allows individual interpretation. Since some academic scholars argue “money is the meaning of life,” it is sensible to assume that managers will satisfy their employees if it is profitable for the employer (Aroian, Mihran). When quality output is greater than input, an employee is assumed to be highly productive. Absenteeism, turnover rates, deviant behavior, and negative incentives should be minimized because each will decrease productivity and subsequently hinder profitability.

Classified as “absenteeism,” unsatisfied employees frequently fail to show up for work. It is important for managers to discourage this behavior because unreliable employees influence the job performance of others. When short staffed, the manager must find a way to replace the absent employee and typically assigns the work to one if not several of the co-workers. The increased burden will also decrease the job satisfaction of those affected and decrease the company’s profitability. To prevent this from happening, managers should ensure employees are satisfied with their jobs therefore they have no reason to be absent regularly.

Turnover rates should also be reduced to increase profitability. Companies can be hurt when many employees quit their jobs. Professionals call this a “high turnover rate.” Even if the exiting employee provides several weeks of notice, it is costly to find a skilled replacement for that individual the new employee must be trained and supervised. Since turnover rates are a reflection of the company culture and work environment, managers should attempt to reduce the amount of “turnovers” that take place. Although employees quit for a multitude of reasons, poor job satisfaction is one of the highest.

Another factor that influences performance is deviant behavior. Loosely defined as an action that works against the common goal, this behavior makes it very difficult for to fulfill an obligation. Resistance in any manner becomes an obstacle that the employer must overcome. It is also unpleasant for co-workers. Because a deviant employee makes it difficult to improve productivity, it is crucial that the manager intervene and dissuade destructive objections. When every employee is satisfied and working toward accomplish the same the target, the company will typically improve profits.

Incentives are also relevant to employers because they have a significant impact on job satisfaction. Negative incentives are punishments for failed expectations. These are commonly associated with pessimistic attitudes and fuel productivity at the expense of employee satisfaction. The resulting fear creates a tense and stress environment within the company, making it difficult for employees to perform their best work. Conversely, positive incentives are rewards for achievement. Without the fear of losing something, employees strive to reach an amplified level of productivity which increases profits. When rewards are frequent and diversified, job satisfaction usually improves. However, these incentives can also encourage cheating or unethical behaviors if used inappropriately.