MEDIA MANAGEMENT

LECTURE ONE
PAUL A.A HERZUAH (PhD)
 INTRODUCTION

• One of the most dynamic and fast-moving markets in the world today is the media market.

• New technologies and convergence among existing ones are causing paradigm shifts in consumer behaviour
and for content providers and distributors.

• Digital technology has brought with it a proliferation of media outlets.

• Consumers tastes and preferences are changing

• Media owners and managers forced to change contents to stay in competition and make profit
 OVERVIEW/ INTRODUCTION

•The media landscape is constantly changing

•Content creation

•Programme production

•Audience needs/analysis

•Marketing and advertising of media contents

•Effective leadership skills to maximize profit within media organizations key in todays ever changing and competitive media
environment
 OVERVIEW/ INTRODUCTION

• Media Management is basically concerned with human resources in a media environment

• Marketing media platforms in a competitive environment,

• Legal and procedural aspects in traditional and digital media,

• Theoretical and practical aspects to media leadership and content creation, with emphasis on use of
social media for promotion and marketing.
 
 TYPES OF MEDIA

• Two broad types: traditional and new media

• Traditional Media: Print (Newspapers, magazines, books)
Outdoor (posters, banners, billboards )
• New Media: Means of mass communication using digital technologies particularly
computer and the internet to generate content.

• Examples: emails, social media applications i.e. youtube, facebook, twitter,

whatssap, instagram etc.
 MANAGEMENT- DEFINITION

• The art of controlling a large organization in order to achieve desired

goals.
• Management includes all those people who are concerned with managing
an organization.
• It is a sum of organized activities by a group of people.
• Management involves decision making at various levels of organization
for getting things done by others.
 CONT.

• To manage is to forecast and plan, to organize, to co-ordinate and to control.” – Henry Fayol
• A process of decision-making and control over the actions of human beings for the express
purpose of attaining pre-determined goals – Stanley Vance

• The art of getting things done through and with the people
• It is a distinct process consisting of planning, organizing, activating and controlling to
determine and accomplish the objectives by the use of people and resources.”- G.R. Terry
 SYNTHESIS OF DEFINITIONS

• Forecast & plan

• Organize
• Coordinate
• Process
• Planning
• Decision making
• Controlling
• Set objectives/pre-determined goals
 CHARACTERISTICS OF MANAGEMENT

• Economic Resource :
• Management is one of the factors of production together with land, labour and capital.
• As work output increases, the need for managers also increases.
• Efficient management is the force which assembles and integrates other factors of
production, namely, labour, capital and materials.
• Inputs of labour, capital and materials do not by themselves ensure production, they
require the catalyst of management to produce goods and services required by the society.
• Management, thus, is an essential ingredient of an organization.
 CHARACTERISTICS CONT.

• Goal Oriented :
• Management is a purposeful activity.
• It coordinates the efforts of workers to achieve the goals of the organization.
• The success of management is measured by the extent to which the
organizational goals are achieved.
• An the organizational goals must be well-defined and properly understood by
the management at various levels.
 CONT.

• Integrative Force :
• Integrates human and other resources to achieve the desired objectives.
• All these resources are made available to those who manage.
• Managers apply knowledge, experience and management principles for
getting the results from the workers.
• Managers also seek to harmonize the individuals' goals with the
organizational goals for the smooth working of the organization.
 CONT.

• System of Authority :
• Management as a team of managers represents a system of authority & a
hierarchy of command and control.
• Managers at different levels possess varying degree of authority.
• Generally, as we move down in the managerial hierarchy, the degree of
authority gets gradually reduced.
• Authority enables the managers to perform their functions effectively.
 MANAGEMENT FUNCTIONS /PROCESS OF
MANAGEMENT

• Six functions of a management: planning, organizing, staffing, directing,

coordinating and controlling.
• Planning: It is the most fundamental/basic of all management functions.
• Planning is concerned with 'what', 'how, and 'when' of performance.
• It is concerned with decisions in the present about future objectives and the courses
of action for their achievement.
• Organizational objectives are set by top management
• These objectives are both long-term as well as short-term.
 Cont.

• Organizing :
• It involves identifying activities required for the achievement of enterprise
objectives and implementation of plans.
• Grouping of activities into jobs; assignment of these jobs and activities to
departments and individuals;
• Delegation of responsibility and authority for performance, and provision
for vertical and horizontal coordination of activities.
 CONT.
• Staffing :

• It is an important and continuous function of management.

• It involves hiring suitable, qualified, personnel to fill various positions in the organization.

• This is because the efficiency and effectiveness of an organization depends largely on the
quality of its personnel.
 CONT.

• Directing :

• It is the function of leading the employees to perform efficiently

• Jobs assigned to subordinates have to be explained and clarified.
• They have to be provided guidance in job performance.
• They are to be motivated to contribute their optimum performance with
zeal and enthusiasm.
• Coordination :
• This is the function of establishing such relationships among various parts of
the organization that they all together pull in the direction of organizational
objectives.

• It involves connecting all the organizational decisions, operations, activities

and efforts in order to achieve unity of action for the accomplishment of
organizational objectives.
 CONT.

• Controlling :
• Controlling is the function of ensuring that the divisional, departmental, sectional
and individual performances are consistent with the predetermined objectives and
goals.
• Controlling involves the following process :
• (a) Measurement of performance against predetermined goals.
• (b) Identification of deviations from these goals.
• (c) Corrective action to rectify deviations.
 PRINCIPLES OF MANAGEMENT

• 1. Authority and Responsibility are Related :

• Authority flows from responsibility.
• Managers who exercise authority over others should assume responsibility for
decisions and results.
• 2. Unity of Command : Each employee should have only one boss and receive
instructions from him/her only.
• If this principle is violated, authority will be undermined, discipline will be in
jeopardy, while order will be disturbed and stability threatened.
• Unity of Direction :
• All managerial and operational activities which relate to a distinct group
with the same objective should be directed by "one head and one plan’.

• For example, all marketing activities like product strategy and policy,
advertising and sales promotion, distribution channel policy, product
pricing policy, marketing research, etc., should be under the control of one
manager
• Scalar Chain of Command :
• This is the chain of superiors ranging from the ultimate authority to the
lowest ranks.

• The line of authority is the route followed via every link in the chain by
all communication which start from or go to the ultimate authority.
 CONT.
• Division of Work :
• This applies to all kinds of work, managerial as well as technical.

• It helps a person to acquire an ability and accuracy with which he can do more and
better work with the same effort.

• The work of every person in the organization should be limited as far as possible to
the performance of a single leading function.
 CONT.
• Discipline:
• Members of an organization are required to perform their functions and
conduct themselves in relation to others according to rules, norms and customs.
• Remuneration : Employees should be paid fairly and equitably.

• Equity : It means that subordinates should be treated with justice and

kindliness
 LEVELS OF MANAGEMENT

• An enterprise may have different levels of management.

• Levels of management refer to a line of demarcation between various
managerial positions in an enterprise.
• The levels of management depend upon its size, technical facilities, and the
range of production.
• Two broad levels of management: (i) administrative management (i.e., the
upper level of management) and (ii) operating management (i.e., the lower
level of management).
 CONT.
• Administrative management is concerned with "thinking" functions
such as policy, planning and setting up of standards.
• Operative management is concerned with the "doing" function such as
implementation of policies, and directing the operations to attain the
objectives of the enterprise.
• Three levels of management namely:

• Top Management

• Middle Management

• Lower Level Management

• Top management of a company consists of owners/shareholders, Board of
Directors, its Chairman, Managing Director, or the Chief Executive, or the General
Manager or Executive Committee having key officers.
• Middle management of a company consists of heads of functional departments
viz. Purchase Manager, Production Manager, Marketing Manager, Financial
controller, etc. and Divisional and Sectional Officers working under these
Functional Heads.
• Lower level or operative management of a company consists of
Superintendents, Foremen, Supervisors, etc.
 CONT.
• Functions of Top Management:
• (a)Establish the objectives or goals of the enterprise.
• (b) Make policies and frame plans to attain the objectives laid.
• (c) Set up an organizational frame work to conduct the operations as per plans.
• (d) Assemble the resources of money, men, materials, machines and methods to put
the plans into action.
• (e) Exercise effective control of the operations.
• (f) Provide overall leadership to the enterprise.
 Cont.
• Functions-Middle Level Management:
• (a) Interpret the policies chalked out by top management.
• (b) Recruit and select suitable operative and supervisory staff.
• (c) Assign activities, duties and responsibilities for timely implementation of the plans.
• (d) Compile all the instructions and issue them to supervisor under their control.
• (e) Motivate personnel to attain higher productivity and to reward them properly.
• (f) Collect reports and information on performance in their departments.
• (i) Report to top management
• (j) Make suitable recommendations to the top management for the better execution of plans and policies.
 Lower or operative management:
FUNCTIONS

• Occupy the bottom of the hierarchy of management.

• Actual operations are the responsibility of this level of management.
• Consists of foreman, supervisors, sales officers, accounts officers and so on.
• They are in direct touch with the rank and file or workers.
• Their authority and responsibility is limited.
• They pass on the instructions of the middle management to workers.
• They are also involved in the process of decisions-making.
• They have to get the work done through the workers.
• They allot various jobs to the workers, evaluate their performance and report to the middle level management.
• They are more concerned with direction and control functions of management. They devote more time in the
supervision of the workers.