I have been working for my current employer for well over 5 years. Currently I hold a position where I oversee two employees. My department consists of filling daily requests with both product and literature and sending the packages to potential and existing customers. We receive all our requests through our customer support team located in our corporate office. So I would consider my department as part of a customer service team that seeks new business.
One of my employees is a Hispanic male who is about 47 years of age and has worked for my department for about 6 years. He is fluent in Spanish but speaks little to no English. One of the things that I notice is that his ability to perform his daily duties is far from average. He has demonstrated throughout the years that even as the business grows he gets things done. My employee has a great personality, always getting along with everyone. He appreciates his job and always comes to work with a great attitude. I have yet to encounter a problem with his attitude and he never hesitates to express himself when he feels that a situation is not pleasing him. In the individual level my employee has never shown anything but great citizenship. I consider him to be one of the most loyal self-motivating individuals in this company. Every project that I have assigned to him has been completed accordingly and in a very timely manner. The only problem that I have encountered would be the language barrier that he is faced with. Being that all of our material is written in English many times I find myself helping him understand the requirements of each task assigned. Our information and advertisements also come in English therefore I don’t believe he is well aware of what the significance of the project is. I believe that because my employee has those independent variables the dependent variables are very well proportioned. His productivity is extremely high; I always refer to him as my workhorse because he is just that. He is always on the move doing things to better the department. Down time does not exist for him. Absenteeism has yet to be a problem he always comes to work looking forward to another day. I can say that because he seems to be extremely happy with his job he performs well beyond my expectations. Within time he has assumed new responsibilities that have helped me relief my self of duties that I really had no time for. My employee has gone through three sales personal increases giving him that much more work and projects to complete. We originally had 36 sales representatives and today we have about 85. Being that he is hardly ever absent his productivity stays consistent. I believe that because he is an older man who has gone through many changes in life he appreciates his current job. It is not very demanding but can be extremely repetitive. I also think that his values as a person play a great role to his amazing productivity. He is a very modest man who has always worked hard for his belongings. His personality helps him get through the rough days, letting him know myself on a daily basis that he is a very important part of this organization might help him as well.
On the other hand, my other employee is the total opposite of the one previously described. This employee has been part of this department for well over 7 years. She is a female Hispanic who is about 29 years of age. She comes from a family of 5 and she is the youngest of them all. When this position was placed I applied to it and so did she. I ended up getting the position and she was left with her current role as a clerk. Since day one I felt a lot of resistance towards being managed by a younger man. Initially I thought that her attitude would change within time as I tried to ease the situation by being as nice of a manager as I possibly could. Her personality is very deceiving, it seems as though everything is right but from one instance to the next she is in my office crying about how unfair I am being. When she doesnt get her way she reacts negatively towards everyone in the department. Her values were really exposed to me when she tried getting me in trouble with our human resources department over an issue that could have been resolved internally. She is very confrontational and never tries to better the situation. She stresses on why she believes she is right instead of being objective about the situation on hand. She does speak and write in both English and Spanish. Her ability is not an issue; she is very capable of completing every task given to her. As far as her motivation is concerned, she leaves me with little to no option but to not compliment her work. She is always lagging when she comes to work complaining on how she would have loved to stay home. Her perception of this department is that no matter what is done she is never happy. There is always a problem with a certain thing throughout the days. My employees and her are always in discordance over everything. She will find a way to try to get him in trouble rather than help him. I believe that because of her attitude and personality her productivity is very low. She has no motivation to complete her job because she simply does not care. The situation escalated throughout the years, it has gotten worse every year. It was something that I was able to handle but I have came to a point where I have felt like terminating her because she does so much harm to the department. Her absenteeism is extremely high; she either gets here late once every week or she misses work. She is obviously not satisfied with her work always asking to either go home or go to the restroom. I really feel that she is an employee that is not loyal to the company she finds every way possible to try to get the easy way out. I sometimes feel that she is threat to the company’s well being because she will try to find a way to mess up to the company. Trying to work with a person who has no interest in trying to change is extremely difficult. With the performance evaluations that I gave this year I made it very clear that change is expected or severe actions were going to be considered. It is a shame that a person lets personal matters get between work, I did not choose myself to be here I was chosen. Therefore I feel that together we could try to make the best of the situation but when someone of her type has made up her mind it is difficult to change a personality that was build well over 28 years ago.
I believe that the independent variables are a strong indicator on how the dependent variables will turn out. People demonstrate with their actions and attitudes how productive or dissatisfied they really are. Conflict is said to be a good thing in some cases but not in this situation. You have a person who tries to come to work and do his best while another is simply trying to make his life impossible. The productivity and citizenship of employees I believe are two of the most important factors in identifying a great worker to a bad worker. Understanding the reasons behind an employee’s work ethics and attitudes is one of the hardest duties as a supervisor. Letting situations escalate without being aware that it is getting to an extreme point can cause the deterioration of a department. The inconsistency of a persons attitudes and personalities creates an unknown environment where looking at a new situation daily becomes a norm.
Tuesday, December 9, 2008
Mando Rosales
Book Review
“Leadership”
By: Rudolph Giuliani and Ken Kurson
“Leadership” a book written by former mayor Rudy Giuliani is a book of wisdom and personal experience. The book focuses on many aspects of leadership and decision-making. Although focusing mainly on his professional life the book also derives anecdotes from Rudy Giuliani's early years in New York City. The book consists of around fourteen chapters containing different situations where he lays out a particular leadership point or belief. The book describes how he believed that only oneself was responsible for everything. In order to avoid defeat we had to prepare ourselves relentlessly is what he believed. Demonstrating his capability of facing situations with great fortitude and decisiveness, the book describes how he felt about standing up to the bully. “I have a visceral reaction to bullies. I can’t tolerate it when a predator takes an unfair advantage,” said Mr. Guiliani. In one of the chapters he identifies the importance of having been surrounded by great people like ex New York Judge McMahon. He believed that if you surround yourself with great people you learn how to be a strong leader. The book also talks about the traditional tenets like the importance of the morning meeting, accountability, honesty and loyalty. Depicting different situations where it was obvious that without such decisions the turnout of the events might have been different. Leadership is a book of real life decisions that were field tested under various conditions leaving no question that they were an example of a winning combination.
In class we have leaned various factors that make a great manager. One of the most important in my opinion is being a great leader. I believe that in order to be a good manager you must be a great leader. This book focuses solely on how Rudy Giuliani accomplished just that. He talks about responsibility and taking everything that is done as if it were yours. In this class we have identified responsibility as one of the three aspects that make up The Leadership Pyramid. Responsibility depicts ones character and gives a sense of ownership. It makes the situation on hand be a mere reflection of your being. Another thing that I saw in this book is that Rudy speaks greatly of accountability. Accountability is giving each person a detailed description of what it is that they are being asked to accomplish. By specifying what they own you ask that they become responsible for the outcome. In this book I also noticed how Rudy Giuliani used the Path-Goal Theory in some of his actions as a leader. As he moved in eliminating the mafia in New York, he tried changing behaviors by taking legal action on those who were involved in any criminal activities. He sought to change the behaviors of those doing wrong by prosecuting them on crimes like extortion bribery and many other criminal offenses. In class we have also learned of organizational behavior and the importance of it. Rudy Giuliani and his desire to straighten up New York City accomplished such goals by example and direction. He gave ultimatums that reflected no tolerance and needed change. Giuliani set out attainable goals, comparing the results to previous indicators and demanded improvement if needed. Psychologically as people saw change in the agencies of the city, “people felt more positive,” Giuliani said. In class we have also learned about personality and values and how they affect the persons being. In this book the values that Giuliani had made the difference in his leadership role. His desire to be happy and fulfilled, led him to feel he had to serve a greater cause which to him was helping others. Having qualities like those is what made Giuliani such a great leader, being able to form teams who brought out the best in each other because of the role model that was guiding them.
I believe this book really enhanced the skills that this class and the book are trying to identify. The book gives real life situations that can place you in the event being described. Trying to compare what was done to what you might have done. Giuliani’s book is very well organized giving different aspects of life and decisions that had to be made. I also believe that if you surround yourself with good you will end up with good. This book is a perfect example of the type of material that I like to read. It lets me get into character and simulate what the author is trying to portray. Learning from someone who has gone through it all is what it is all about. This book gave me the confidence to believe that nothing is unreachable and that by experience we will better. “Leadership” by Giuliani is an example of how life can make you go through things that can change who you are. After I read this book I felt allot more realized, it made me look back and analyze my current state and figure where I want to be with myself. Along with this class the book it has led me to understand that a great leader becomes a great leader with the years of service and learning with mistakes and triumphs. I now understand deeply how it is important to reflect then decide. I found myself taking decisions in life that were not always thought thoroughly. One of the most important things that I learned from this book is something that Giuliani made clear, “under-promise and over-deliver!” I feel that this class has made me understand why my employees react and act a certain way. I have learned how to better manage situations that arise by being objective about the situation. The book solidified my understanding of leading by example, making those around you believe in you and compensating when they have met their goals set out to them.
Book Review
“Leadership”
By: Rudolph Giuliani and Ken Kurson
“Leadership” a book written by former mayor Rudy Giuliani is a book of wisdom and personal experience. The book focuses on many aspects of leadership and decision-making. Although focusing mainly on his professional life the book also derives anecdotes from Rudy Giuliani's early years in New York City. The book consists of around fourteen chapters containing different situations where he lays out a particular leadership point or belief. The book describes how he believed that only oneself was responsible for everything. In order to avoid defeat we had to prepare ourselves relentlessly is what he believed. Demonstrating his capability of facing situations with great fortitude and decisiveness, the book describes how he felt about standing up to the bully. “I have a visceral reaction to bullies. I can’t tolerate it when a predator takes an unfair advantage,” said Mr. Guiliani. In one of the chapters he identifies the importance of having been surrounded by great people like ex New York Judge McMahon. He believed that if you surround yourself with great people you learn how to be a strong leader. The book also talks about the traditional tenets like the importance of the morning meeting, accountability, honesty and loyalty. Depicting different situations where it was obvious that without such decisions the turnout of the events might have been different. Leadership is a book of real life decisions that were field tested under various conditions leaving no question that they were an example of a winning combination.
In class we have leaned various factors that make a great manager. One of the most important in my opinion is being a great leader. I believe that in order to be a good manager you must be a great leader. This book focuses solely on how Rudy Giuliani accomplished just that. He talks about responsibility and taking everything that is done as if it were yours. In this class we have identified responsibility as one of the three aspects that make up The Leadership Pyramid. Responsibility depicts ones character and gives a sense of ownership. It makes the situation on hand be a mere reflection of your being. Another thing that I saw in this book is that Rudy speaks greatly of accountability. Accountability is giving each person a detailed description of what it is that they are being asked to accomplish. By specifying what they own you ask that they become responsible for the outcome. In this book I also noticed how Rudy Giuliani used the Path-Goal Theory in some of his actions as a leader. As he moved in eliminating the mafia in New York, he tried changing behaviors by taking legal action on those who were involved in any criminal activities. He sought to change the behaviors of those doing wrong by prosecuting them on crimes like extortion bribery and many other criminal offenses. In class we have also learned of organizational behavior and the importance of it. Rudy Giuliani and his desire to straighten up New York City accomplished such goals by example and direction. He gave ultimatums that reflected no tolerance and needed change. Giuliani set out attainable goals, comparing the results to previous indicators and demanded improvement if needed. Psychologically as people saw change in the agencies of the city, “people felt more positive,” Giuliani said. In class we have also learned about personality and values and how they affect the persons being. In this book the values that Giuliani had made the difference in his leadership role. His desire to be happy and fulfilled, led him to feel he had to serve a greater cause which to him was helping others. Having qualities like those is what made Giuliani such a great leader, being able to form teams who brought out the best in each other because of the role model that was guiding them.
I believe this book really enhanced the skills that this class and the book are trying to identify. The book gives real life situations that can place you in the event being described. Trying to compare what was done to what you might have done. Giuliani’s book is very well organized giving different aspects of life and decisions that had to be made. I also believe that if you surround yourself with good you will end up with good. This book is a perfect example of the type of material that I like to read. It lets me get into character and simulate what the author is trying to portray. Learning from someone who has gone through it all is what it is all about. This book gave me the confidence to believe that nothing is unreachable and that by experience we will better. “Leadership” by Giuliani is an example of how life can make you go through things that can change who you are. After I read this book I felt allot more realized, it made me look back and analyze my current state and figure where I want to be with myself. Along with this class the book it has led me to understand that a great leader becomes a great leader with the years of service and learning with mistakes and triumphs. I now understand deeply how it is important to reflect then decide. I found myself taking decisions in life that were not always thought thoroughly. One of the most important things that I learned from this book is something that Giuliani made clear, “under-promise and over-deliver!” I feel that this class has made me understand why my employees react and act a certain way. I have learned how to better manage situations that arise by being objective about the situation. The book solidified my understanding of leading by example, making those around you believe in you and compensating when they have met their goals set out to them.
Friday, December 5, 2008
ESPN Case Analysis
The Use of Technological Advancements
to Diminish a Communication Problem
By:
Armando Rosales
Thania Ruiz
Angelina Saenz
Sarah Woods
Case Analysis Report
November 14, 2008
The University of Texas at El Paso
ENGL 3355: Workplace Writing
Fall 2008, Business Team #7
During the past 29 years, the Entertainment Sports Programming Network, known today as ESPN has continued to revolutionize our sporting experience. Though many critics say it has separated itself from its original intent, ESPN has become a necessity for sport fans across the globe. Its name is attached to approximately 25 networks, various internet sites, a magazine, a restaurant chain and most importantly, international editions of its products. “Clearly, global domination is our game plan,” ESPN anchor Trey Wingo said (Maese 1). ESPN's worldwide marketing efforts are best represented through their multimedia assets and programming capabilities. Allocated across 11 regions they are able to provide relevant content to all sport fanatics. However, with the rise of technological advances much like the upcoming digitalizing of the analog television, ESPN could indeed experience communication problems. Recently, ESPN has felt the pressure to invest in innovative content delivery mechanisms across all of its brands. The sporting television network also has the responsibility to invest in new technological devices in order to improve and keep up with the way it presents news and information to viewers.
One of the most important things about this corporation is its ability to adapt to new surroundings, however, ESPN could be faced with one their biggest challenges thus far. According to columnist Thomas Wailgum, Chuck Pagano, ESPN’s new head of technology, is currently facing one of the largest communication problems in the history of ESPN. He writes, “Pagano, a onetime ESPN technical director who is now executive vice president of technology will need to draw upon the goodwill and leadership skills accumulated during his nearly three decades of employment with ESPN” (Wailgum 1). Essentially, the problem which Pagano faces is the fact that television is evolving, with the introduction of digital broadcasting, television networks and stations struggle to provide quality journalism to its viewers. In order to do this, Pagano must focus on both the internal and the external components of the company. Recognizing that meeting the demand of their viewing audience is not an easy task, ESPN has formed new media departments and has proposed that each of those departments must revitalize the way in which sport fans receive reference material and entertainment offerings from around the world.
According to the Encyclopedia Britannica, ESPN originated from humble beginnings but quickly developed into a worldwide sports station (ESPN, Inc.). It was first founded by New England sports announcer William Rasmussen who wanted to broadcast New England Whalers hockey games and The University of Connecticut sports events. However, it was purchased by the Getty Oil Company before it launched the nightly SportsCenter newscast on September 7, 1979 (ESPN, Inc.). As cable TV’s popularity grew during the 1980s, so did ESPN. It signed licensing deals with the National Football League, Major League Baseball and the NCAA, among others. The company became so attractive, that television network ABC bought it for a reported $227 million (Wailgum 2). In 1996, the Walt Disney Co. purchased ABC (now called Capital Cities/ABC) and all of its properties, including ESPN, for $19 billion. One reason, many speculate, why the sports network has been so successful is because the Walt Disney Co. has never interfered or wanted to change the way in which ESPN allows its consumers to control how, when and where they consume content. The brand is a force: Its stable of products reached nearly 68 percent of Americans in the fourth quarter of 2005 (Wailgum 2). It has been reported that on average, U.S. male sports fans spend two hours a day with ESPN. Rick Maese mentions in his article that the network's own numbers estimate that each week, 94 million people come in contact with the ESPN brand (1). Seventy percent of the viewers are male and among men, the brand is more recognizable than McDonald's and Coca-Cola, according to a survey by Knowledge Networks/Statistical Research Inc. (Maese 1).
Implementing change within an organization that is global is not an easy function. Trying to get everyone to understand the importance of the challenges that are being faced becomes a proposition that is hard to sell within an organization that has operated under the same mentality for years. As far as internal changes go, Pagano states, “Creating a team where one hasn’t existed won’t be easy. ‘We all have our little domains of business expertise. You start to get tunnel vision, and that’s what was happening, Pagano says. I’m pushing everyone toward the same strategic mission,’” (Wailgum 1). This suggests that the internal issues Pagano faces consist of creating a focused communication network between all of the departments he manages. The report will also focus on providing additional ideas towards solutions, which will be discussed in depth at a later point However, it is important that internal issues be resolved and refocused before ESPN can begin to concentrate on the external issues that lie ahead.
In reference to external issues Wailgum writes, “ESPN and other broadcast/media companies face increasing market pressure to develop new business models that embrace the emerging digital technologies craved by consumers (1). At the same time, companies must also figure out how to control and manage their content in an online world that scoffs at intellectual property rights,” (Wailgum 1). The issue here is two-fold, giving consumers what they want and making sure that ESPN still maintains their rights. This problem is largely external because it addresses the consumers actions towards the development of innovative solutions. Although there have been some risks associated with the acquisition of high definition networks, ESPN understands that the benefits outweigh the risks of such actions. Wailgum writes the following about this innovation: “Back in 2001, Pagano made a bet that the emerging of the 720 progressive standard for high-definition would still be relevant by the time the digital center at ESPN would be completed. ‘We selected a standard for which there was absolutely no equipment available,’ Pagano says of the digital center. ‘That was a total risk.’ The 720 standard (as well as the 1080i) did become one of the two main standards for high-definition television (HDTV), and to some degree, analysts say, ESPN’s embrace of HDTV has helped spur its growth” (Wailgum 5). It is risks like these that the sporting network must be willing to take in order to effectively communicate with their audience.
Trying to overcome a communication problem, in which, the primary focus is to provide accurate and on time information to its viewers can be difficult and challenging. Although ESPN is a company who is known to be innovative and extremely risk taking, it must first focus on changing the way communication errors are handled within the company. Pagano and many others at ESPN are working together to change and avoid any current or upcoming issues that may arise. However, some of the steps that have been taken to solve these issues are simple while others require more detail and intricate planning.
Mr. Pagano, vice-president of the technology department at ESPN, was concerned with coming up with a strategy to eliminate its communication problem. The priority was always to put television operations first and introduce itself with a whole new technology, such as providing sporting news to fans through the use of mobile phones. Pagano’s strategy depends on his ability to ensure that new and improved technology is effective and that his business associates are able to drive products to consumers. One of the ways Pagano does that is by holding three-hour meetings every other Monday with his department heads (Wailgum 4). There he shares business strategies, encourages brainstorming and challenges the team to address cross-departmental problems. "We’ve never had a single governance [before]," says Paul Cushing, who was named senior vice president of IT during the restructuring and reports to Pagano. Now, "we look at technology overall. What our priorities are for the company are all in one bucket. In the past, it was all dealt with individually" (Wailgum 4). Pagano is also a devout follower of "managing by walking around." E-mails and formal meetings aren’t his preferred ways of interacting. "I get crazy with e-mail. I fundamentally hate it," he says. So he sets time aside at least three days a week to visit with staff, asking questions and delving into what they are thinking and talking about. "That’s the only way I learn," he says (Wailgum 4).
Another way in which ESPN has been eliminating technological and communication problems within the company is the use of Digital Rights Management (DRM). DRM consists of “technology tools that define distribution and control consumer access to digital content, such as video clips, music and movies. ESPN’s strategy is quite obvious, they don’t believe that everything on the internet wants or needs to be free. For example, ESPN’s website currently has a section where sporting fans are able to pay for premium material which can not be found anywhere else on the internet. Pagano also loves to speculate with his staff about the future and what ESPN will look like in two, five and 10 years (Wailgum 4). "We don’t do strategic planning; we do more scenario planning," he says. "What is going to be the next component of TV? There’s such a long lead effort, and all sorts of things can happen in the meantime” (Wailgum 4).
In conclusion, ESPN has come up with an innovative idea which has captured the pulse of sports fans through the use of a syndicated continuous tracking survey called the ESPN Sports Poll that is available to fans 360 days a year. Adults and teenagers are not only able to participate and take on-site event surveys but are also able to provide feedback on interests and activities that are closely related to the sports seasons through its internet site. In fact, since 1994, the ESPN Sports Poll has become the “industry standard” for monitoring the overall “health” of sports (ESPN Sports Poll). This allows for comparison across sports over a calendar year. This continuous daily tracking is what sets the ESPN Sports Poll apart from point-in-time surveys that examine the industry periodically throughout the year (ESPN Sports Poll). However, one may ask how this all relates to the concept of communication problems within the company. The truth is sport fans do more than watch television; they attend, read, listen, talk and buy products to express their passion. Being a sports fan is more than a leisure activity. It is an emotional, sociological phenomenon that relies on accurate, up-to-date news and information about sports on a national, regional and local level. Therefore, ESPN must be willing to associate itself and evoke a positive and powerful imagery among the community. It must also understand that the strength of a sporting company not only relies on the advancement of new technology for its promotion but must focus its attention on conforming existing sports fans while attracting new ones from around the world.
Works Cited
ESPN, Inc. Encyclopedia Britannica. 2008. Encyclopedia Britannica Online. 31 Oct. 2008..
ESPN Sports Poll. Capturing the Pulse of Sports Fans Nationwide. 2001-2008. TNS and ESPN Internet Ventures. 12 Nov. 2008.
Maese, Rick. A special ESPN birthday 25 years later. The Orlando Sentinel. 10 Aug. 2004. Knight-Ridder/Tribune News Service. 12 Nov. 2008. 1-3
Wailgum, Thomas. ESPN's IT Head Depends on Communication, Collaboration. 01 May 2006. CIO Executive Council. 31 Oct. 2008. 1-7
<http://www.cio.com/article/2053/>
to Diminish a Communication Problem
By:
Armando Rosales
Thania Ruiz
Angelina Saenz
Sarah Woods
Case Analysis Report
November 14, 2008
The University of Texas at El Paso
ENGL 3355: Workplace Writing
Fall 2008, Business Team #7
During the past 29 years, the Entertainment Sports Programming Network, known today as ESPN has continued to revolutionize our sporting experience. Though many critics say it has separated itself from its original intent, ESPN has become a necessity for sport fans across the globe. Its name is attached to approximately 25 networks, various internet sites, a magazine, a restaurant chain and most importantly, international editions of its products. “Clearly, global domination is our game plan,” ESPN anchor Trey Wingo said (Maese 1). ESPN's worldwide marketing efforts are best represented through their multimedia assets and programming capabilities. Allocated across 11 regions they are able to provide relevant content to all sport fanatics. However, with the rise of technological advances much like the upcoming digitalizing of the analog television, ESPN could indeed experience communication problems. Recently, ESPN has felt the pressure to invest in innovative content delivery mechanisms across all of its brands. The sporting television network also has the responsibility to invest in new technological devices in order to improve and keep up with the way it presents news and information to viewers.
One of the most important things about this corporation is its ability to adapt to new surroundings, however, ESPN could be faced with one their biggest challenges thus far. According to columnist Thomas Wailgum, Chuck Pagano, ESPN’s new head of technology, is currently facing one of the largest communication problems in the history of ESPN. He writes, “Pagano, a onetime ESPN technical director who is now executive vice president of technology will need to draw upon the goodwill and leadership skills accumulated during his nearly three decades of employment with ESPN” (Wailgum 1). Essentially, the problem which Pagano faces is the fact that television is evolving, with the introduction of digital broadcasting, television networks and stations struggle to provide quality journalism to its viewers. In order to do this, Pagano must focus on both the internal and the external components of the company. Recognizing that meeting the demand of their viewing audience is not an easy task, ESPN has formed new media departments and has proposed that each of those departments must revitalize the way in which sport fans receive reference material and entertainment offerings from around the world.
According to the Encyclopedia Britannica, ESPN originated from humble beginnings but quickly developed into a worldwide sports station (ESPN, Inc.). It was first founded by New England sports announcer William Rasmussen who wanted to broadcast New England Whalers hockey games and The University of Connecticut sports events. However, it was purchased by the Getty Oil Company before it launched the nightly SportsCenter newscast on September 7, 1979 (ESPN, Inc.). As cable TV’s popularity grew during the 1980s, so did ESPN. It signed licensing deals with the National Football League, Major League Baseball and the NCAA, among others. The company became so attractive, that television network ABC bought it for a reported $227 million (Wailgum 2). In 1996, the Walt Disney Co. purchased ABC (now called Capital Cities/ABC) and all of its properties, including ESPN, for $19 billion. One reason, many speculate, why the sports network has been so successful is because the Walt Disney Co. has never interfered or wanted to change the way in which ESPN allows its consumers to control how, when and where they consume content. The brand is a force: Its stable of products reached nearly 68 percent of Americans in the fourth quarter of 2005 (Wailgum 2). It has been reported that on average, U.S. male sports fans spend two hours a day with ESPN. Rick Maese mentions in his article that the network's own numbers estimate that each week, 94 million people come in contact with the ESPN brand (1). Seventy percent of the viewers are male and among men, the brand is more recognizable than McDonald's and Coca-Cola, according to a survey by Knowledge Networks/Statistical Research Inc. (Maese 1).
Implementing change within an organization that is global is not an easy function. Trying to get everyone to understand the importance of the challenges that are being faced becomes a proposition that is hard to sell within an organization that has operated under the same mentality for years. As far as internal changes go, Pagano states, “Creating a team where one hasn’t existed won’t be easy. ‘We all have our little domains of business expertise. You start to get tunnel vision, and that’s what was happening, Pagano says. I’m pushing everyone toward the same strategic mission,’” (Wailgum 1). This suggests that the internal issues Pagano faces consist of creating a focused communication network between all of the departments he manages. The report will also focus on providing additional ideas towards solutions, which will be discussed in depth at a later point However, it is important that internal issues be resolved and refocused before ESPN can begin to concentrate on the external issues that lie ahead.
In reference to external issues Wailgum writes, “ESPN and other broadcast/media companies face increasing market pressure to develop new business models that embrace the emerging digital technologies craved by consumers (1). At the same time, companies must also figure out how to control and manage their content in an online world that scoffs at intellectual property rights,” (Wailgum 1). The issue here is two-fold, giving consumers what they want and making sure that ESPN still maintains their rights. This problem is largely external because it addresses the consumers actions towards the development of innovative solutions. Although there have been some risks associated with the acquisition of high definition networks, ESPN understands that the benefits outweigh the risks of such actions. Wailgum writes the following about this innovation: “Back in 2001, Pagano made a bet that the emerging of the 720 progressive standard for high-definition would still be relevant by the time the digital center at ESPN would be completed. ‘We selected a standard for which there was absolutely no equipment available,’ Pagano says of the digital center. ‘That was a total risk.’ The 720 standard (as well as the 1080i) did become one of the two main standards for high-definition television (HDTV), and to some degree, analysts say, ESPN’s embrace of HDTV has helped spur its growth” (Wailgum 5). It is risks like these that the sporting network must be willing to take in order to effectively communicate with their audience.
Trying to overcome a communication problem, in which, the primary focus is to provide accurate and on time information to its viewers can be difficult and challenging. Although ESPN is a company who is known to be innovative and extremely risk taking, it must first focus on changing the way communication errors are handled within the company. Pagano and many others at ESPN are working together to change and avoid any current or upcoming issues that may arise. However, some of the steps that have been taken to solve these issues are simple while others require more detail and intricate planning.
Mr. Pagano, vice-president of the technology department at ESPN, was concerned with coming up with a strategy to eliminate its communication problem. The priority was always to put television operations first and introduce itself with a whole new technology, such as providing sporting news to fans through the use of mobile phones. Pagano’s strategy depends on his ability to ensure that new and improved technology is effective and that his business associates are able to drive products to consumers. One of the ways Pagano does that is by holding three-hour meetings every other Monday with his department heads (Wailgum 4). There he shares business strategies, encourages brainstorming and challenges the team to address cross-departmental problems. "We’ve never had a single governance [before]," says Paul Cushing, who was named senior vice president of IT during the restructuring and reports to Pagano. Now, "we look at technology overall. What our priorities are for the company are all in one bucket. In the past, it was all dealt with individually" (Wailgum 4). Pagano is also a devout follower of "managing by walking around." E-mails and formal meetings aren’t his preferred ways of interacting. "I get crazy with e-mail. I fundamentally hate it," he says. So he sets time aside at least three days a week to visit with staff, asking questions and delving into what they are thinking and talking about. "That’s the only way I learn," he says (Wailgum 4).
Another way in which ESPN has been eliminating technological and communication problems within the company is the use of Digital Rights Management (DRM). DRM consists of “technology tools that define distribution and control consumer access to digital content, such as video clips, music and movies. ESPN’s strategy is quite obvious, they don’t believe that everything on the internet wants or needs to be free. For example, ESPN’s website currently has a section where sporting fans are able to pay for premium material which can not be found anywhere else on the internet. Pagano also loves to speculate with his staff about the future and what ESPN will look like in two, five and 10 years (Wailgum 4). "We don’t do strategic planning; we do more scenario planning," he says. "What is going to be the next component of TV? There’s such a long lead effort, and all sorts of things can happen in the meantime” (Wailgum 4).
In conclusion, ESPN has come up with an innovative idea which has captured the pulse of sports fans through the use of a syndicated continuous tracking survey called the ESPN Sports Poll that is available to fans 360 days a year. Adults and teenagers are not only able to participate and take on-site event surveys but are also able to provide feedback on interests and activities that are closely related to the sports seasons through its internet site. In fact, since 1994, the ESPN Sports Poll has become the “industry standard” for monitoring the overall “health” of sports (ESPN Sports Poll). This allows for comparison across sports over a calendar year. This continuous daily tracking is what sets the ESPN Sports Poll apart from point-in-time surveys that examine the industry periodically throughout the year (ESPN Sports Poll). However, one may ask how this all relates to the concept of communication problems within the company. The truth is sport fans do more than watch television; they attend, read, listen, talk and buy products to express their passion. Being a sports fan is more than a leisure activity. It is an emotional, sociological phenomenon that relies on accurate, up-to-date news and information about sports on a national, regional and local level. Therefore, ESPN must be willing to associate itself and evoke a positive and powerful imagery among the community. It must also understand that the strength of a sporting company not only relies on the advancement of new technology for its promotion but must focus its attention on conforming existing sports fans while attracting new ones from around the world.
Works Cited
ESPN, Inc. Encyclopedia Britannica. 2008. Encyclopedia Britannica Online. 31 Oct. 2008.
ESPN Sports Poll. Capturing the Pulse of Sports Fans Nationwide. 2001-2008. TNS and ESPN Internet Ventures. 12 Nov. 2008.
Maese, Rick. A special ESPN birthday 25 years later. The Orlando Sentinel. 10 Aug. 2004. Knight-Ridder/Tribune News Service. 12 Nov. 2008. 1-3
Wailgum, Thomas. ESPN's IT Head Depends on Communication, Collaboration. 01 May 2006. CIO Executive Council. 31 Oct. 2008. 1-7
<http://www.cio.com/article/2053/>
Application Letter
Armando Rosales
7777 Broadway St., El Paso, TX 79915 Home: 915-777-7777 Cell: 915-388-8888
Email: armando.rosales@cardinalhealth.com
September 8, 2008
Mrs. Jenna Bevilacqua
Recruiter
ExcellerateHRO Cardinal Health
3750 Torrey View Court Bldg B
San Diego, CA 92130
Dear Mrs. Bevilacqua:
If you are currently searching for a quality control technician that is willing to accept schedule adjustments along with carrying out efficient and effective performance testing in conformance with regulations, we should speak. I am currently a marketing coordinator here at Cardinal Health; I mostly deal with the logistics end of marketing. I dedicate myself on getting all material from point A to point B in the most timely and cost efficient manner possible. I currently deal with many vendors ordering necessary items that help the department run accordingly.
I began contemplating this career change after getting familiarized with the department and its potential growth possibilities. I have slowly transitioned over to different departments trying to gain the knowledge and experience necessary to supervise and manage my own team. Armed with the experience and responsible character, I am confident that I would be a successful technician for Cardinal Health.
You should know that I love challenges. I enjoy implementing new innovating ideas that can better current processes. I believe that your work is noticed and appreciated when you give it your best. That is exactly what I want to bring along with me. Thank you for your time, and I look forward to speaking with you.
Respectfully,
Armando Rosales
Enclosure: Resume
7777 Broadway St., El Paso, TX 79915 Home: 915-777-7777 Cell: 915-388-8888
Email: armando.rosales@cardinalhealth.com
September 8, 2008
Mrs. Jenna Bevilacqua
Recruiter
ExcellerateHRO Cardinal Health
3750 Torrey View Court Bldg B
San Diego, CA 92130
Dear Mrs. Bevilacqua:
If you are currently searching for a quality control technician that is willing to accept schedule adjustments along with carrying out efficient and effective performance testing in conformance with regulations, we should speak. I am currently a marketing coordinator here at Cardinal Health; I mostly deal with the logistics end of marketing. I dedicate myself on getting all material from point A to point B in the most timely and cost efficient manner possible. I currently deal with many vendors ordering necessary items that help the department run accordingly.
I began contemplating this career change after getting familiarized with the department and its potential growth possibilities. I have slowly transitioned over to different departments trying to gain the knowledge and experience necessary to supervise and manage my own team. Armed with the experience and responsible character, I am confident that I would be a successful technician for Cardinal Health.
You should know that I love challenges. I enjoy implementing new innovating ideas that can better current processes. I believe that your work is noticed and appreciated when you give it your best. That is exactly what I want to bring along with me. Thank you for your time, and I look forward to speaking with you.
Respectfully,
Armando Rosales
Enclosure: Resume
Resume
Armando Rosales
Objective
To obtain a position that will be demanding, allowing me to utilize the skills and knowledge acquired through my education and work experience.
Experience
2005-2008 Cardinal Health/Enturia Inc. El Paso, TX
Marketing Coordinator
*Reduced Clinical Abstract reprints by more than 60%.
*Coordinated effective direct mails to potential customers.
*Created Usage Reports for all marketing and clinical items.
*Supervised two employees on day-to-day activities.
*Minimized the departments need to acquire additional resources by streamlining both of my employees working habits.
*Worked with little to no supervision.
2003–2005 Manpower Temporary Services (Enturia Inc.) El Paso, TX
Lead Warehouse Associate
*Processesed daily transactions for all raw materials issued to production.
*Maintained a well-organized raw material warehouse.
*Coordinated production work order completion
*Maintained all inventory in the Wrok In Process area
Education
2005-present University of Texas at El Paso El Paso, TX
*Currently enrolled; expected graduation date May 2009.
*Seeking degree in Business Marketing.
Skills
*Proficient with Word, Excel, Access, and PowerPoint
*Great interpersonal skills
*Extraordinary group work skills
*Task oriented
References available upon request
• e-mail armando.rosales@cardinalhealth.com
7777 broadway Street • El Paso, tx 79999 • Phone (915) 779-7777
Practice Makes Perfect
In many occasions I was reluctant to believe that things could be learned throughout a period of time with simply practicing. Although I am no fully convinced that this might be the case for every single thing out their, I am certain that for my writing skills practice has proven to be the solution.
As I began to grow as a person I realized that I was also growing as a writer. Gathering many ideas from previous readings helped me develop my own personal style of writing. Many times I feel like I simply get a paper and write with no regard of my subject. This usually informs me how much I really know about the subject. Once I understand what I am lacking I proceed to review other sources that can solidify what I have wrote and make my paper stronger. As you begin to write, many times you feel like you are not making sense, and that may be true. When this occurs I feel that you most likely clobbered your paper with many ideas with no subject or thesis. As you get your paper reviewed you notice your mistakes as well as what it is you are lacking because you take a look at the paper with a different perspective. You know now what your purpose is and what you are wanting to focus on. I feel that you cannot go through the writing process without getting your writings revised at least two times and by two different people. Through the course of the years I have found my weakness to be papers where the subject and thesis is given. I feel that a paper is going to be as good as you feel about the subject tat you are writing about. therefore if you are required to write about something that you are not fully informed of or interested in your paper is most likely going to be what I call "sourced out." This means that you will be relying heavily if not excessively on sources throughout the paper.
Learning how to write is not a quality that one can acquire overnight. To me it is a piece of art that with time only gets better and better. Until the time comes when you can easily replicate that drawing time after time with less and less revising and editing. that to me is timeless...
As I began to grow as a person I realized that I was also growing as a writer. Gathering many ideas from previous readings helped me develop my own personal style of writing. Many times I feel like I simply get a paper and write with no regard of my subject. This usually informs me how much I really know about the subject. Once I understand what I am lacking I proceed to review other sources that can solidify what I have wrote and make my paper stronger. As you begin to write, many times you feel like you are not making sense, and that may be true. When this occurs I feel that you most likely clobbered your paper with many ideas with no subject or thesis. As you get your paper reviewed you notice your mistakes as well as what it is you are lacking because you take a look at the paper with a different perspective. You know now what your purpose is and what you are wanting to focus on. I feel that you cannot go through the writing process without getting your writings revised at least two times and by two different people. Through the course of the years I have found my weakness to be papers where the subject and thesis is given. I feel that a paper is going to be as good as you feel about the subject tat you are writing about. therefore if you are required to write about something that you are not fully informed of or interested in your paper is most likely going to be what I call "sourced out." This means that you will be relying heavily if not excessively on sources throughout the paper.
Learning how to write is not a quality that one can acquire overnight. To me it is a piece of art that with time only gets better and better. Until the time comes when you can easily replicate that drawing time after time with less and less revising and editing. that to me is timeless...
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