Recording Studio Management

Management Principles

Recording Studio

Management

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

MANAGEMENT

The process of planning, organizing,

staffing, directing and controlling an

organizations financial and material

resources to accomplish its goals

PLANNING

Deciding in advance what needs to be done

• GOALS

•Objectives(written/quantified/dated)

–short range

–long-term

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)

Studio Owner

Admin. Asst..

Business Office Reception Engineering Technical

Chief engineer Recording Tech

Studio engineer Mastering Tech

Managerial Hierarchy

• TOP (Pres. / CEO / GM/ Owner)

• MIDDLE (Studio Mgr.)

• SUPERVISORY (Prod. Mgr. / Dept. Head)

• OPERATING EMPLOYEES

TOP MANAGEMENT

• Charts overall mission, Strategy &

Objectives

• Skilled in planning & recruiting key

personnel

• Represents company in community

• Coordinates human & physical resources

MIDDLE MANAGEMENT

• Receives overall mission & translates it into

specific action

• responsible for productivity of people

• plans, organizes & coordinates work of

Dept. Heads

SUPERVISORY MANAGEMENT

• Responsible for minute details

• oversees procedures & activities

• Appraises performance & reports

OPERATING Employees

• Important part of the operation

• gets the job done !!!

STAFFING

• selecting

• placing

• training

• developing

• compensating

Directing

• directives

• assignments

• instructions

Controlling

• setting standards for time, quality, quantity

– Qualitative / Quantitative

• measuring performance (results)

• comparing performance to standards

• making necessary modifications

Types of Managers

There are many variations

DEMOCRATIC

• Consults with subordinates before making

decisions

AUTOCRATIC

– Dictator

– Do things my way or else

WHY !!!

• Macro Intention - stated purpose or policy

of total enterprise

• Micro Intention - specific directive

Modern Management

• TQM (Total Quality Management)

– Every level of the organization is concerned

with quality

• producing product and serving internal & external

customer

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

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

Modern Management

• Situational Leadership

– determined by the person’s readiness to be

influenced

– match appropriate leadership style with each

situation

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”

ABRAHAM MASLOW

• Hierarchy of Needs

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

TITLE OF MANAGEMENT

• AUTHORITY

• RESPONSIBILITY

• ACCOUNTABILITY

AUTHORITY

• The right to use resources to encourage

people to perform and accept orders

– Line Authority in an organizational chart

RESPONSIBILITY

• Obligation of a subordinate to perform the

duties by an immediate supervisor

ACCOUNTABILITY

• People with authority and Responsibility are

evaluated by their immediate supervisors.

STRUCTURE

• Formal - On paper organizational structure

• Informal - Interaction among people to get

the job done

– Leaders appear out of informal structure

QUALIFICATIONS OF A

MANAGER

• competence

• willingness to listen

• honesty

• integrity

• fairness

SKILLS OF A MANAGER

• Social interaction

• delegation of responsibility & Authority

• group dynamics

• Leadership

• Communication skills

• Intelligence

• Showmanship

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