Objective: The objective of the lecture is to introduce the students
of Mass Communication with the concept of media management; its
distinction as a sub-field of management, communication plan, business
policy, policy development and implementation and the functions of
managers of media organizations.
Peter Drucker (1993) defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
“Media Management” characterises the process of leading and directing all or part of a media organization through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
Lavine and Wackman (1988) have identified five characteristics that differentiate media industries from other types of businesses. These include (a) the perishable commodity of the media product, (b) the highly creative employees, (c) the organizational structure, (d) the societal role of the media (e.g awareness, influence) and (e) the blurring of lines separating traditional media. Ferguson (1997) also discussed these distinctions in a call for a domain of media management grounded in theoretical development. Caves (2000) offers a distinction between media firms and other businesses through the theory of contracts and the differences involved in dealing with creative individuals and demand uncertainty. Given the unique nature of the media, the study of the management of media enterprises, institutions, and personnel evolved quite naturally over time. Today, media management is a global phenomenon, and research and inquiry in the field of media management crosses interdisciplinary lines, theoretical domains, and political systems.
Media management stands apart as a distinct sub-field of management for two primary reasons. The first is that, from an economic standpoint, the products produced by media firms are quite distinct from the products produced by firms in other industries. Media firms produce content for distribution to audiences and audiences for distribution to advertisers. Both of these products—content and audiences—have a number of distinctive economic characteristics that effectively differentiate the media industries from other industries in the local and global economies. Consequently, managers operating in the content and audience markets require specialized training and a specialized understanding of the unique dynamics of the marketplaces in which they are operating in order to make effective strategic and managerial decisions.
The second reason that media management stands apart as a distinct subfield of management has to do with the unique position that media firms—and their output— occupy in the political and cultural life of the nations in which they operate. Media firms are, of course, more than economic entities. Media firms also have the ability—and, in some contexts, the obligation—to have a profound impact on the political and cultural attitudes, opinions, and behaviors of the audiences who consume their products.
It is because of this unique potential for cultural and political influence, and the enormous responsibility that accompanies it, that the concept of the public interest long has been central to the operation of media organizations and to the decision making of media managers. The public interest concept encompasses those concerns beyond audience or profit maximization that are at the core of what media managers must consider in their day-to-day decision making. More so than in most other industries, managers in media firms must think about the impact of their decisions on the political and cultural welfare of their consumers. The nature of these concerns can be far reaching, involving issues such as the possible effects of violent television programming on children, the effects of news coverage (or lack thereof) of political campaigns on political knowledge and political participation, or whether programming is effectively serving the needs and interests of all segments of the community, including minority segments.
* To analyse and evaluate both the existing and potential media activities and strategies
* To conduct, gather and analyse market research to determine new opportunities and competitiveness
* To identify, manage, coordinate and execute media programmes
* To work closely with other organizations to ensure tight integration of all media programmes and activities
* To develop unique value propositions, business partnerships and programmes targeted toward key customer segments.
* To develop benchmark criteria to measure the effectiveness of media programmes and implement improvements as needed
* Public participation
* Community education
* Collaboration with internal stakeholders
* Measurement of success of media activities.
Peter Drucker (1993) defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
“Media Management” characterises the process of leading and directing all or part of a media organization through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
Lavine and Wackman (1988) have identified five characteristics that differentiate media industries from other types of businesses. These include (a) the perishable commodity of the media product, (b) the highly creative employees, (c) the organizational structure, (d) the societal role of the media (e.g awareness, influence) and (e) the blurring of lines separating traditional media. Ferguson (1997) also discussed these distinctions in a call for a domain of media management grounded in theoretical development. Caves (2000) offers a distinction between media firms and other businesses through the theory of contracts and the differences involved in dealing with creative individuals and demand uncertainty. Given the unique nature of the media, the study of the management of media enterprises, institutions, and personnel evolved quite naturally over time. Today, media management is a global phenomenon, and research and inquiry in the field of media management crosses interdisciplinary lines, theoretical domains, and political systems.
Media management stands apart as a distinct sub-field of management for two primary reasons. The first is that, from an economic standpoint, the products produced by media firms are quite distinct from the products produced by firms in other industries. Media firms produce content for distribution to audiences and audiences for distribution to advertisers. Both of these products—content and audiences—have a number of distinctive economic characteristics that effectively differentiate the media industries from other industries in the local and global economies. Consequently, managers operating in the content and audience markets require specialized training and a specialized understanding of the unique dynamics of the marketplaces in which they are operating in order to make effective strategic and managerial decisions.
The second reason that media management stands apart as a distinct subfield of management has to do with the unique position that media firms—and their output— occupy in the political and cultural life of the nations in which they operate. Media firms are, of course, more than economic entities. Media firms also have the ability—and, in some contexts, the obligation—to have a profound impact on the political and cultural attitudes, opinions, and behaviors of the audiences who consume their products.
It is because of this unique potential for cultural and political influence, and the enormous responsibility that accompanies it, that the concept of the public interest long has been central to the operation of media organizations and to the decision making of media managers. The public interest concept encompasses those concerns beyond audience or profit maximization that are at the core of what media managers must consider in their day-to-day decision making. More so than in most other industries, managers in media firms must think about the impact of their decisions on the political and cultural welfare of their consumers. The nature of these concerns can be far reaching, involving issues such as the possible effects of violent television programming on children, the effects of news coverage (or lack thereof) of political campaigns on political knowledge and political participation, or whether programming is effectively serving the needs and interests of all segments of the community, including minority segments.
Key Functions of Media Management:
* To analyse and evaluate both the existing and potential media activities and strategies
* To conduct, gather and analyse market research to determine new opportunities and competitiveness
* To identify, manage, coordinate and execute media programmes
* To work closely with other organizations to ensure tight integration of all media programmes and activities
* To develop unique value propositions, business partnerships and programmes targeted toward key customer segments.
* To develop benchmark criteria to measure the effectiveness of media programmes and implement improvements as needed
* Public participation
* Community education
* Collaboration with internal stakeholders
* Measurement of success of media activities.
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