By Stella et Jacques Choque

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However, they provide little insight into the diverse and complex activi- ties the general manager undertakes on a daily basis. 19 Managers spend short periods of time attending to different tasks and are interrupted frequently before a specific task is accomplished. Writing memoranda, reading and writing letters, faxes, and email messages, receiving and making telephone calls, attending meetings, and visiting employees and persons outside the organization are examples of activities that consume a great deal of a manager’s time and energy.

The Behavioral School The trend away from classical assumptions began with the human relations movement, which dominated during radio’s heyday in the 1930s and 1940s. Among the greatest contributors to the movement were Mary Parker Follett (1868-1933) and Chester I. Barnard (1886-1961), both of whom rejected the view of the “economic man” held by the classical theorists. Follett, a philosopher, argued in her writings that workers can reach their full potential only as members of a group, which she characterized as the foundation of an organization.

In effect, personal influence includes all those behaviors and attitudes that contribute to employees’ perceptions of their importance in the station’s efforts and achievements and the worthiness of the enterprise of which they are a part. Controlling Through planning, the station establishes its objectives and plans for accomplishing them. The control process determines the degree to which objectives and plans are being realized by the station, departments, and employees. Periodic evaluation of individuals and departments allows the general manager to compare actual performance to planned performance.

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Animations pour les personnes agees: 400 exercices ludiques by Stella et Jacques Choque

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