Recording Studio Management
Transcript of Recording Studio Management
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Management Principles
Recording Studio
Management
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What is Management?
• It is not a collection of defined techniques
• It has no clear structural elements
• It is an Art - not a science
• SKILLS: decision making, problem solving,
creativity, negotiation, interpersonal
relationships
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MANAGEMENT
The process of planning, organizing,
staffing, directing and controlling an
organizations financial and material
resources to accomplish its goals
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PLANNING
Deciding in advance what needs to be done
• GOALS
•Objectives(written/quantified/dated)
–short range
–long-term
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ORGANIZING
Grouping people & assignments so that things
get done
• Managerial Hierarchy
– Supervisory (monitoring individual performance
– Middle (plan and allocate resources & manage
small groups
– Top (monitor entire organization)
• Chain of Command (organizational chart)
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Studio Owner
Admin. Asst..
Business Office Reception Engineering Technical
Chief engineer Recording Tech
Studio engineer Mastering Tech
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Managerial Hierarchy
• TOP (Pres. / CEO / GM/ Owner)
• MIDDLE (Studio Mgr.)
• SUPERVISORY (Prod. Mgr. / Dept. Head)
• OPERATING EMPLOYEES
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TOP MANAGEMENT
• Charts overall mission, Strategy &
Objectives
• Skilled in planning & recruiting key
personnel
• Represents company in community
• Coordinates human & physical resources
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MIDDLE MANAGEMENT
• Receives overall mission & translates it into
specific action
• responsible for productivity of people
• plans, organizes & coordinates work of
Dept. Heads
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SUPERVISORY MANAGEMENT
• Responsible for minute details
• oversees procedures & activities
• Appraises performance & reports
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OPERATING Employees
• Important part of the operation
• gets the job done !!!
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STAFFING
• selecting
• placing
• training
• developing
• compensating
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Directing
• directives
• assignments
• instructions
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Controlling
• setting standards for time, quality, quantity
– Qualitative / Quantitative
• measuring performance (results)
• comparing performance to standards
• making necessary modifications
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Types of Managers
There are many variations
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DEMOCRATIC
• Consults with subordinates before making
decisions
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AUTOCRATIC
– Dictator
– Do things my way or else
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WHY !!!
• Macro Intention - stated purpose or policy
of total enterprise
• Micro Intention - specific directive
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Modern Management
• TQM (Total Quality Management)
– Every level of the organization is concerned
with quality
• producing product and serving internal & external
customer
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Modern Management
• MBO (Management by Objectives)
– goals & expectations are shared with employees
by middle and/or top Managers
– Shared objectives are used as guides to monitor
& evaluate progress
– agreement by managers & employees for
specific performance over a certain period of
time
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MBO
• Formulate Long Range Goal
• Set realistic & Challenging objectives
• Formulate plans of action to achieve
objectives
• Implement activities
• Review & appraise overall performance
toward goals and objectives
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Modern Management
• Situational Leadership
– determined by the person’s readiness to be
influenced
– match appropriate leadership style with each
situation
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Motivation
• You can improve ability to control others by
influencing them and, therefore, increase
motivation
– Not by the amount of authority you can exert
– Not by the pressure you can bring about
– BUT by different “means of influence”
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ABRAHAM MASLOW
• Hierarchy of Needs
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Frederick Herzberg
MOTIVATORS HYGIENES
Long term job satisfaction Short lived
Achievement Salary
Recognition Job Security
Type of Work Working Conditions
Responsibility Status
Job Satisfaction Interpersonal relationships
Self-fulfillment
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TITLE OF MANAGEMENT
• AUTHORITY
• RESPONSIBILITY
• ACCOUNTABILITY
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AUTHORITY
• The right to use resources to encourage
people to perform and accept orders
– Line Authority in an organizational chart
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RESPONSIBILITY
• Obligation of a subordinate to perform the
duties by an immediate supervisor
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ACCOUNTABILITY
• People with authority and Responsibility are
evaluated by their immediate supervisors.
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STRUCTURE
• Formal - On paper organizational structure
• Informal - Interaction among people to get
the job done
– Leaders appear out of informal structure
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QUALIFICATIONS OF A
MANAGER
• competence
• willingness to listen
• honesty
• integrity
• fairness
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SKILLS OF A MANAGER
• Social interaction
• delegation of responsibility & Authority
• group dynamics
• Leadership
• Communication skills
• Intelligence
• Showmanship
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PROBLEM SOLVING
• Clearly define the problem
• Gather information
• Interpret the information
• Develop specific solutions
• Select best practical solution
• Put solution into operation
• Evaluate effectiveness of solution