hierarchy-of-effects model

Examples of hierarchy-of-effects model in the following topics:

• Defining Campaign Objectives

  • The hierarchy-of-effects model clarifies the objectives of an advertising campaign and each individual advertisement.
  • You may market a certain brand of bottled water.
  • Among advertising theories, the hierarchy-of-effects model is predominant.
  • The hierarchy-of-effects model can be explained with the help of a pyramid.
  • Many marketers know the hierarchy-of-effects model, but usually by a different name.

• Consequences of Social Class

  • One's position in the the social class hierarchy has far-reaching effects on their health, family life, education, etc.
  • Social class in the United States is a controversial issue, with social scientists disagreeing over models, definitions, and even the basic question of whether or not distinct classes exist.
  • Regardless of which model of social classes used, it is clear that socioeconomic status (SES) is tied to particular opportunities and resources.
  • People in the upper class are members of elite social networks, effectively meaning that they have access to people in powerful positions who have specialized knowledge.
  • Sociologists may dispute exactly how to model the distinctions between socioeconomic statuses, but the higher up the class hierarchy one is in America, the better health, educational, and professional outcomes one is likely to have.

• Flattening Hierarchies

  • Hierarchies can be linked in several different ways.
  • Parts of the hierarchy that are not linked vertically to one another can be horizontally linked through a path by traveling up the hierarchy; this path eventually reaches a common direct or indirect superior and then travels down the hierarchy again.
  • By elevating the level of responsibility of baseline employees and eliminating layers of middle management, comments and feedback can quickly reach all personnel involved in decisions.
  • As a result, the structure can be more time-consuming to build than a traditional hierarchical model.
  • Define a flattened hierarchy, specifically in which situations where the utilization of this model is appropriate and beneficial for an organization

• Setting Objectives

  • Organizationally, goal management consists of the process of recognizing or inferring goals of individual team-members, abandoning no longer relevant goals, identifying and resolving conflicts among goals, and prioritizing goals consistently for optimal team-collaboration and effective operations.
  • One model of organizing objectives uses hierarchies.
  • The items listed may be organized in a hierarchy of means and ends and numbered as follows: Top Rank Objective (TRO), Second Rank Objective, Third Rank Objective, etc.
  • "Goal hierarchy" consists of the nesting of one or more goals within other goal(s).
  • In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach.

• Maslow's Hierarchy of Needs

  • Maslow's Hierarchy of Needs helps managers understand employees' needs in order to further employees' motivation.
  • Maslow is best known for his theory, the Hierarchy of Needs.
  • Keep in mind that it is not quite as simple in reality as in a model, and that individuals may have needs that are more complex or difficult to quantify than the hierarchy suggests.
  • Each level of Maslow's hierarchy outlines a specific category of need, each of which must be accomplished in a bottom-up order.
  • Diagram Maslow's Hierarchy of Needs in the context of organizational motivation and employee behaviors

• Social Class

  • Social class is a measure of where a particular person falls on the social hierarchy.
  • A social hierarchy refers to the arrangement of people in society, with some people having more power and others having less.
  • The study of social class and hierarchies fundamentally asks questions about inequality.
  • Sociologists study the causes and effects of inequality.
  • Summarize the concept of social hierarchy as related to the development of social class

• Basic Types of Organizations

  • Most organizations fall into one of four types: pyramids/hierarchies, committees/juries, matrix organizations, and ecologies.
  • Most organizational structures fall into one of four types: pyramids/hierarchies, committees/juries, matrix organizations, and ecologies.
  • The more people involved, the more disparate and less effective committee structures become.
  • One hierarchy is functional and assures that experts in the organization are well-trained and assessed by bosses who are highly qualified in the same areas of expertise.
  • This organizational chart of the Iraqi Special Security Organization illustrates a hierarchy.

• Management Levels: A Hierarchical View

  • An organization can have many different managers, across many different titles, authority levels, and levels of the management hierarchy.
  • These managers are classified in a hierarchy of authority, and perform different tasks.
  • The board of directors, president, vice-president, and CEO are all examples of top-level managers.
  • Designing and implementing effective group and intergroup work and information systems;
  • Also referred to as first-level managers, low-level managers are role models for employees.

• Maslow's Hierarchy of Needs

  • Maslow's hierarchy of needs is a model for the various needs of humanity, with important implications for behavior in the workplace.
  • Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation. " Maslow subsequently extended the idea to include observations about people's innate curiosity and not just what motivates them.
  • Maslow's hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom.
  • Each level of Maslow's hierarchy outlines a specific category of need, each of which must be accomplished in a bottom-up order.
  • Diagram Maslow's hierarchy of needs, understanding each tiered component and its application to employee motivation and compensation

• Managerial Perspectives on Motivation

  • From the perspective of the manager, Maslow's model (see below image) is highly useful in drawing a few simple yet important conclusions.
  • First, if employees are not being paid enough to satisfy the bottom two tiers of the hierarchy (for example, pay rent, buy food, etc.), then they will be unmotivated to create a strong social environment, accomplish goals, or be creative.
  • As a result, a manager must recognize what level of the hierarchy an employee is on before using reinforcement or punishment.
  • Similarly, punishments can be effective in emphasizing motivational successes and failures as well.
  • The hierarchy underscores how management should assess employees' needs.