9 mtvnetworks.nl/corporate/vimn
14. Zijn er dingen die nog belangrijk zijn en die nog niet besproken zijn?
Ik denk wel dat je een heel helder beeld hebt. Wat is ook alweer de precieze onderzoeksvraag van je scriptie, misschien kan ik er nog iets aan toevoegen.
15. Technological convergence, dus de digitalisering en de invloed op de organisatievorm in de multimedia industrie. Als subvraag of dit ertoe geleid heeft dat de meeste bedrijven nu een netwerkvorm hebben aangenomen.
Als in dat ze meer met andere partijen zijn gaan samenwerken? Ja, wat ik denk dat belangrijk is, is dat die digitalisering en wat er nu gebeurd bijna sneller gaat dan hoe snel bedrijven zich daaraan kunnen aanpassen. Je merkt dat ad sales de main business van commerciële televisie is – de reclame blokken–
maar mensen zien steeds minder reclame blokken. Omdat je bijvoorbeeld opneemt met je digitale video recorder: hoewel GTST begint om 8 uur, begin je om 10 over 8 met kijken zodat je dat blok in een keer door kan spoelen. Dat effect daarvan is nu nog miniem, onze blokken worden goed bekeken
en we halen het bereik. Maar als bedrijf weet je intern al wel dat je die focus niet alleen op ad sales kan leggen. Affiliate sales, dat gaat veel belangrijker worden, die contracten met KPN en Ziggo. En dat wij dus content beschikbaar stellen voor VOD, waar zij ons dan weer voor betalen. Als je kijkt naar MTV Mobile en de inkomsten uit mobiele telefonie, voor televisie is die digitalisering een enorme uitdaging. De core business is nog steeds ad sales en advertising. Maar ik geloof er nog wel in. De kracht van televisie is heel sterk, mensen komen thuis van hun werk en die willen lekker op de bank zitten en kom maar op met die content, die slurpen dat op. Mensen doen ook steeds meer aan
multitasking, ze zijn niet alleen televisie aan het kijken. Ondertussen zijn ze op hun Smart Phone
bezig, op hun iPad bezig, een was aan het draaien: de aandacht neemt dus af. Dat ouderwetse systeem gaat in een rap tempo verandering in komen. Een enorme uitdaging dus, hoe je daarmee omgaat.
b. Online Questionnaires - English version Online Questionnaire
Welcome to the online questionnaire concerning network management. This research is an initiative of the University of Groningen (Master Thesis).
We are kindly asking for your opinion in order to paint a clear picture of the factors of influence regarding network management.
Following aspects will be examined in the questionnaire: - Personal information
- Organizational culture
- Network economy and your organisation - Personal network style
- How networking works in your department - Network and leadership
- Implementation of the network in your organisation
The questionnaire is strictly about your personal opinion. Therefore there are no right or wrong answers.
Filling in this questionnaire takes up no more than 15 minutes.
Your information is strictly confidential and will not be distributed for any other usage than Master Thesis research. Thank you for your cooperation.
Personal: Organisation:
Number of years active: Function:
The questions below concern your organizational culture. Per subject you can distribute 100 points, providing most to the statement you agree with most.
There are 5 subjects in total: organisation management, organisation vehicle, strategic accents, success criteria and HRM.
Please distribute 100 points per subject.
Question 1.
Organisation management
- The management of this organisation generally behaves as mentor, facilitator and stimulator. - The management of this organisation generally intrigues entrepreneurship, as well as
innovativeness and risk taking.
- The management of this organisation generally shows a no-nonsense attitude, aggressiveness and determinism.
- The management of this organisation generally shows collaborative behaviour and seems to keep things going efficiently and smoothly.
Question 2.
Organisation vehicle
- The vehicle that keeps the organisation together, consists of loyalty and trust.
- The vehicle that keeps the organisation together, consists of participation in innovation and development. Within divisions the emphasis is put on progress.
- The vehicle that keeps the organisation together emphasizes performance and goals. Aggressiveness and winning are common themes.
- The vehicle that keeps the organisation together consists of formal rules and regulations. Question 3.
Strategic accents
- The organisation emphasizes human development. A great amount of trust, openness and participation are of essence.
- The organisation emphasizes the creation of new sources and creating new challenges. Trying out new things and searching for new opportunities is highly valued.
- The organisation emphasizes eagerness and performance. Reaching ambitious goals and conquering the market is of essence.
- The organisation emphasizes maintenance and stability. Efficiency, controllable and smooth operations are of essence.
Question 4.
Success criteria
- The organisation defines success based on human resource development, teamwork, employee participation and care for the people.
- The organisation defines success based on uniqueness of new products. Concerning the products our organisation is innovative and remarkable.
- The organisation defines success based on winning market share and keeping competition away. Market leadership is key.
- The organisation defines success based on efficiency. Reliable supply, smooth programming and low cost products are crucial.
Question 5.
HRM
- Management style of the organisation is found in teamwork, consensus and participation. - Management style of the organisation is found in personal risk taking, development, freedom
and unity.
- Management style of the organisation is found in dynamic competition, high demands and a focus on performance.
- Management style of the organisation is found in job security, rules, regulations and stable relations.
Question 6.
Internal network (Likert scale of 1 to 5: totally agree – totally disagree)
- Our organisation has an informal culture.
- Our organisation is regularly improving processes, products and services. - Our organisation is actively involved in market research.
- We regularly update our job related knowledge. - Our organisation easily adapts to change.
- We have a conveniently arranged amount of products and or services. - Our organisation works closely with clients and suppliers.
- We internally share our knowledge and expertise. Question 7.
Network structure.
Time and amount of network relationships. How much time do you spend on networking? Please indicate in hours per week (scale) Less than 2 hours
2 to 4 hours 4 to 8 hours 8 to 16 hours More than 16 hours
Please indicate the total amount of relationships you currently contact for your work. 0-20
21-50 51-100 100-200 200-400
Question 8.
Inputs
Please indicate how often you use following inputs to maintain your contacts. (Likert scale of 5: very often - never)
− Social network sites − Personal appointments − Telephone − Blog − E-mail − Other Question 9.
Network usage knowledge workers
Considering following proceedings, how often do you consolidate your network for this? (Likert scale of 5: very often - never)
- Generating business
- Coming up with new ideas
- Information seeking
- Knowledge building
- Influencing issues and opinions
- Increasing brand fame
- Stimulating innovation
- Realising corporate goals
Question 10.
Network motivation: deleted, no specific contribution to research.
Question 11. a
Network capacity (Likert scale of 5: totally agree – totally disagree)
- I have enough options at work to make use of my network. - I think I posses the proper personal traits to network. - I think I am a good networker.
- I would like to improve my network skills.
- Within my organisation I play a vital role in the internal network.
Question 11.b
Network information inputs (Likert scale of 5: totally agree – totally disagree)
- Our information systems are suited to govern network data.
- Network data are stored in suitable information system and checked regularly by our employees.
- Our organisation makes use of social media such as Plaxo, Linkedin etc.
- There are guidelines available that describe how to deal with external communication (e-mail, blog posts etc.).
- Our organisation stimulates keeping work related web blogs.
- My department sufficiently updates on new developments regarding networking (e.g. Twitter, LinkedIn)
- Employees update each other on their network relations. Question 12.
Network management
Question employees (Likert scale of 5: totally agree – totally disagree)
My supervisor guides me to develop new network skills (e.g. through offering training)
My supervisor stimulates the exchange of information between different relations with colleagues. My supervisor stimulates networking.
My supervisor takes care of inputs necessary to maintain my contacts.
My supervisor stimulates me to keep track of my contact information in available information systems.
My supervisor regularly evaluates network activities with our department (all activities related to building and maintaining relationships).
I regularly discuss with my supervisor how to make use of my network for operating tasks. Questions supervisor
I guide my employees with developing their network skills (e.g. by offering training)
I stimulate the exchange of information between different relations that my employees have. I stimulate my employees to network.
I take care of the inputs employees need to maintain their contacts.
I stimulate my employees to keep track of their contact information in available information systems. I regularly evaluate the network activities within our department (all activities related to building and maintaining relationships).
I regularly discuss with my employees how they can make use of their network for operating tasks. Question 13.
Network style
Distribute 100 points over the next 4 statements
- I especially network on sectors different from ours and possible differences are encouraging. - I see networking as part of my job and I can do it any time of the day. I am usually the first to
contact someone.
- I am known as someone that structures the network. I network systematically. My contact information is always in perfect state.
- Networking asks for preparation, at the beginning of a conversation I always know what I want.
Distribute 100 points over the next 4 statements
- My professional relations see me as someone that communicates well, listens to the needs of others.
- I create a trustworthy relationship with my contacts and find networking a matter of give and take. I am reliable in my bargains.
- I continuously make connections between people and possibilities. New, surprising combinations attract me.
- Relations know me as a driven, enthusiastic networker. Question 14.
Network usage organisation (Likert scale of 5: totally agree – totally disagree).
Vision
In our organisation we implement our network to develop our vision (our view of the world). In our organisation we implement our network to spread our vision (our view of the world). Mission
When deciding on our mission (who you want to be as an organisation) we involve the network. Strategy
When we decide our business strategy, we involve our network. Planning
When we work on formulating our business plans we make use of ideas, expertise etc. of the network.
Operation