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 JMC-404(D)/OSOU JMC-404 (D): Media Management Brief Contents Block Block Unit Unit No No...

 JMC-404(D)/OSOU JMC-404 (D): Media Management Brief Contents Block Block Unit Unit No No 1 Nature and Significance of Management Management in 2 Managerial Skills and Roles of Managers Media 3 Media Management: Concepts and Principles 1 Organizations 4 Eco System of Media Organization Block Block Unit Unit No No Theoretical 5 Importance of theories in management Perspectives of 6 Historical Trends and Patterns in Media Management theory Media 7 Evolution of media management theory 2 Management 8 Different theoretical approaches in media management Block Block Unit Unit No No Managing 9 Introduction to Human resource Management Human 10 Perception & Learning 3 Recourses 11 Personality and Attitude 12 Group Dynamics & Group Cohesiveness, Communication for Media Managers Block Block Unit Unit No No Finance and 13 Introduction to Finance & it's Principles marketing for Introduction to Marketing 14 Media 4 Management 15 Core Concepts of Marketing 16 Marketing Environment  JMC-404(D)/OSOU ODISHA STATE OPEN UNIVERSITY, SAMBALPUR Programme Name: Master of Arts (Journalism and Mass Communication) Programme Code: MJMC Course Name: Media Management Course Code: JMC-404(D) Semester: IV Credit: 4 Block No. 1 to 4 Unit No. 1 to 16 Pages: 218 Expert Committee Dr. Mrinal Chatterjee Dr. Ashish Kumar Dwivedy Professor, IIMC, Dhenkanal-Chairman Asst. Professor, Humanities and Social Science (Communication Studies), SoA University, BBSR- Member Sudhir Patnaik Editor, Samadrusti-Member Sujit Kumar Mohanty Asst. Professor, JMC, Central University of Orissa, Koraput- Member Dr. Dipak Samantarai Jyoti Prakash Mohapatra Director, NABM, BBSR- Member Academic Consultant, OSOU Member –Convener COURSE WRITERS Dr. Tanushree Dr. Archana Kumari Asst. Professor, Asst. Professor, IP College for Women, Central University of Jammu, India Delhi University, India Dr. Mou Mukherjee Das Dr. Sushanta Kumar Moharana Future Media School, Consultant (Academic) Kolkata, India Odisha State Open University, Sambalpur Dr. Suchi Singhal Dr. Sharmila Subramanian Associate Professor Principal, Astha School of Management International School of Informatics & Management Bhubaneswar, Odisha Management, Jaipur EDITORIAL COMMITTEE Dr. Jyoti Prakash Mohapatra Dr. Archana Kumari Asst. Professor, Asst. Professor, IIMC, Dhenkanal, Odisha Central University of Jammu, India Dr. Kishore Ch. Padhi Dr. Suresh Chandra Das Former Principal, SBI Staff Training Institute Reader, Dept. of Commerce, Sambalpur, Odisha UN Autonomous College, Adashpur, Odisha Printed and Published by Registrar Odisha State Open University, Sambalpur (cc) OSOU, 2023. Media Management is made available under a Creative Commons Attribution-ShareAlike 4.0 http://creativecommons.org/licences/by-sa/4.0 Printer:  JMC-404(D)/OSOU JMC-404(D): Media Management Block/Units Page No. Block-01: Management in Media Organizations 2-45 Unit-01: Nature and Significance of Management Unit-02: Managerial Skills and Roles of Managers Unit-03: Media Management: Concepts and Principles Unit-04: Eco System of Media Organization Block-02: Theoretical Perspectives of Media Management 46-92 Unit-05: Importance of theories in management Unit-06: Historical Trends and Patterns in Media Management theory Unit-07: Evolution of media management theory Unit-08: Different theoretical approaches in media management Block-03: Managing Human Recourses 93-158 Unit-09: Introduction to Human resource Management Unit-10 : Perception & Learning Unit-11: Personality and Attitude Unit-12: Group Dynamics & Group Cohesiveness, Communication for Media Managers Block-04: Finance and marketing for Media Management 159-218 Unit-13: Introduction to Finance & it's Principles Unit-14: Introduction to Marketing Unit-15: Core Concepts of Marketing Unit-16: Marketing Environment Odisha State Open University, Sambalpur Page 1  JMC-404(D)/OSOU Block-01 Management in Media Organizations Unit-01: Nature and Significance of Management Unit-02: Managerial Skills and Roles of Managers Unit-03: Media Management: Concepts and Principles Unit-04: Eco System of Media Organization Odisha State Open University, Sambalpur Page 2  JMC-404(D)/OSOU UNIT-01: NATURE AND SIGNIFICANCE OF MANAGEMENT 1.0: UNIT STRUCTURE 1.1: Learning Objectives 1.2: Introduction 1.3: Definitions 1.4: Nature of Management 1.5: Scope and Importance of Management 1.6: Levels of Management 1.7: Management as an Art 1.8: Management as a Science 1.9: Management as a Profession 1.10: Let’s Sum-up 1.11: Key Terms 1.12: Self-Assessment Questions 1.13: Further Readings 1.14: Model Questions 1.1: LEARNING OBJECTIVES After completion of the unit, you should be able to:  Explain the meaning, concept, and definition of management.  Describe the scope and importance of management.  Know the nature and characteristics of management.  Also, understand whether management is a science an art, or a profession. 1.2: INTRODUCTION Take a close look at the society around you. You would find the existence of several organizations. To mention a few, the business organizations that produce goods or services, hospitals, and religious and social institutions like charities, schools, colleges, and universities. All these organizations exist to achieve pre-determined objectives. They affect our lives in many ways. Though there are vast differences in their functioning and approaches, they all strive to achieve certain objectives. It must also be noted that organizations cannot achieve their objectives effortlessly. They are achieved through systematic effort. Several activities have to be performed cohesively. In the absence of systematic and cohesive performance of the activities to achieve the objectives, It is no wonder that the resources of organizations would be underutilized. As such it is the Odisha State Open University, Sambalpur Page 3  JMC-404(D)/OSOU function of the management to facilitate the performance of activities such that the accomplishment of the objectives becomes possible. 1.3: DEFINITIONS Management is understood in different ways by different people. Economists regard it as a factor of production. Sociologists see it as a class or group of persons while practitioners of management treat it as a process. For our understanding, management may be viewed as what a manager does in a formal organization to achieve the objectives. In the words of Mary Parker Follet management is “the art of getting things done through people”. This definition throws light on the fact that managers achieve organizational goals by enabling others to perform rather than performing the tasks themselves. Peter F. Drucker defines, "Management is an organ; organs can be described and defined only through their functions". According to Terry, "Management is not people; it is an activity like walking, reading, swimming or running. People who perform Management can be designated as members, members of Management, or executive leaders." Ralph C. Davis has defined Management as "Management is the function of executive leadership anywhere." Management encompasses a wide variety of activities no single definition can capture all the facets of management. That is why, it is often said that there are as many definitions of management as there are authors in the field. However, the definition given by James A.F. Stoner covers all the important facets of management. According to him: “Management is the process of planning, organizing, leading and controlling the efforts of organization members and of using all other organizational resources to achieve stated organizational goals”. The above definitions suggest:  Management is a continuous process;  Several interrelated activities have to be performed by managers irrespective of their levels to achieve the desired goals;  Managers use the resources of the organization, both physical as well as human, to achieve the goals;  Management aims to achieve the organization’s goals by ensuring the effective use of resources in the best interests of society. Odisha State Open University, Sambalpur Page 4  JMC-404(D)/OSOU 1.4: NATURE OF MANAGEMENT The salient features which highlight the nature of management are as follows:  Management is goal-oriented: Management is not an end in itself. It is a means to achieve certain goals. Management has no justification to exist without goals. Management goals are called group goals or organizational goals. The basic goal of management is to ensure efficiency and economy in the utilization of human, physical, and financial resources. The success of management is measured by the extent to which the established goals one achieved. Thus, management is purposeful.  Management is universal: Management is an essential element of every organized activity irrespective of the size or type of activity. Persons are engaged in working for a common goal, and management is necessary. All types of organizations, e.g., family, club, university, government, army, cricket team, or business, require management. Thus, management is a pervasive activity. The fundamental principles of management are applicable in all areas of organized effort. Managers at all levels perform the same basic functions.  Management is an Integrative Force: The essence of management lies in the coordination of individual efforts into a team. Management reconciles individual goals with organizational goals. As a unifying force, management creates a whole that is more than the sum of individual parts. It integrates human and other resources.  Management is a Social Process: Management is done by people, through people, and for people. It is a social process because it is concerned with interpersonal relations. The human factor is the most important element in management. According to Appley, “Management is the development of people not the direction of things. A good manager is a leader, not a boss. It is the pervasiveness of the human element which gives management its special character as a social process”.  Management is multidisciplinary: Management has to deal with human behavior under dynamic conditions. Therefore, it depends upon wide knowledge derived from several disciplines like engineering, sociology, psychology, economics, anthropology, etc. The vast body of knowledge in management draws heavily upon other fields of study.  Management is a continuous Process: Management is a dynamic and ongoing process. The cycle of management continues to operate so long as there is organized action for the achievement of group goals.  Management is Intangible: Management is an unseen or invisible force. It cannot be seen but its presence can be felt everywhere in the form of results. However, the Odisha State Open University, Sambalpur Page 5  JMC-404(D)/OSOU managers who perform the functions of management are very much tangible and visible.  Management is an Art as well as a Science: It contains a systematic body of theoretical knowledge and it also involves the practical application of at the same time does not have idle resources. They create and maintain an environment conducive to the highest productivity. Managers make sure that workers know their jobs well and use the most efficient methods of work. They provide training and guidance to employers so that they can make the best use of the available resources such as knowledge. Management is also a discipline involving specialized training and an ethical code arising out of its social obligations. Based on these characteristics, management may be defined as a continuous social process involving the coordination of human and material resources to accomplish desired objectives. It involves both the determination and the accomplishment of organizational goals. 1.5: SCOPE AND IMPORTANCE OF MANAGEMENT Management is indispensable for the successful functioning of every organization. It is all the more important in business enterprises. No business runs in itself, even on momentum. Every business needs repeated stimulus which can only be provided by management. According to Peter Drucker, “Management is a dynamic life-giving element in an organization, without it the resources of production remain mere resources and never become production”. The scope and importance of management has been highlighted clearly in the following points:  Achievement of group goals: A human group consists of several persons, each specializing in doing a part of the total task. Each person may be working efficiently, but the group as a whole cannot realize its objectives unless there is cooperation and coordination among the members of the group. Management creates teamwork and coordination in the group. He reconciles the objectives of the group with those of its members so that each one of them is motivated to make his best contribution towards the accomplishment of group goals. Managers provide inspiring leadership to keep the members of the group working hard.  Optimum utilization of resources: Managers forecast the need for materials, machinery, money, and manpower. They ensure that the organization has adequate resources and Odisha State Open University, Sambalpur Page 6  JMC-404(D)/OSOU  Minimization of cost: In the modern era of cut-throat competition, no business can succeed unless it can supply the required goods and services at the lowest possible cost per unit. Management directs day-to-day operations in such a manner that all wastage and extravagance are avoided. By reducing costs and improving efficiency, managers enable an enterprise to be competent to face competitors and earn profits.  Survival and growth: The modern business operates in a rapidly changing environment. An enterprise has to adapt itself to the changing demands of the market and society. Management keeps in touch with the existing business environment and draws its predictions about the trends in the future. It takes steps in advance to meet the challenges of a changing environment. Changes in the business environment create risks as well as opportunities. Managers enable the enterprise to minimize the risks and maximize the benefits of opportunities. In this way, managers facilitate the continuity and prosperity of business.  Generation of employment: By setting up and expanding business enterprises, managers create jobs for the people. People earn their livelihood by working in these organizations. Managers also create such an environment that people working in an enterprise can get job satisfaction and happiness. In this way, managers help to satisfy the economic and social needs of the employees.  Development of the nation: Efficient management is equally important at the national level. Management is the most crucial factor in economic and social development. The development of a country largely depends on the quality of the management of its resources. Capital investment and the import of technical know-how cannot lead to economic growth unless wealth-producing resources are managed efficiently. By producing wealth, management increases the national income and the living standards of people. That is why management is regarded as a key to the economic growth of a nation and all the nations that make up the world. 1.6: LEVELS OF MANAGEMENT Every business organization, irrespective of its size, has many managerial positions in its structure. These positions are created through the process of delegation of authority from top to lower levels. Each position is marked by authority, responsibility, functions, roles, and relationships. The contents and nature vary, depending on the level at which the position lies. As one moves upward in the organization, the managerial position plays an important role, larger the contribution, the greater the authority, and higher the Odisha State Open University, Sambalpur Page 7  JMC-404(D)/OSOU responsibility. These managerial positions lying in the chain of command may be classified into various groups or levels of management. Broadly speaking, an organization has two important levels of management, namely functional and operative. The functional level is concerned with the process of determining primary objectives, formulating basic policies, making vital decisions, and controlling and coordinating the activities of personnel. The operative level of management is related to the implementation of plans and decisions and the pursuit of basic policies for achieving the objectives of the organization. (Levels of Management) Generally, the levels of management consisting of various managerial positions in the structure of an organization, differ from one organisation to another, depending on the size of business activity, philosophy of management, the span of control, and other related factors. But, in a joint stock company, to conduct its business efficiently, managerial personnel may be placed in three levels, that is, top, middle, and lower or supervisory level. Top Level Management The top-level management is generally occupied by the ownership group. In a joint stock company, equity shareholders are the real owners of the company. Thus, they elect their representatives as directors and form a board, known as a board of directors, which constitutes the top level of management. Besides the board, other functionaries including managing director, general manager, or Chief executive help directors, are included in this level. It is the highest level in the managerial hierarchy and the ultimate source of authority in the organisation. The top-level managers are accountable to the owners and responsible for the overall management of the organisation. The major functions of the top-level management are as under: Odisha State Open University, Sambalpur Page 8  JMC-404(D)/OSOU i. To make a corporate plan for the entire organisation covering all areas of operations. ii. To decide upon the matters that are vital for the survival, profitability, and growth of the organisation such as the introduction of new products, shifting to new technology and opening new plants, etc. iii. To decide corporate goals. iv. To decide the structure of the organisation, creating various positions therein. v. To exercise overall managerial control through the process of reviewing Management's overall financial and operating results. vi. To make decisions regarding disposal and distribution of profits. vii. To select key officials and executives for the company. viii. Coordinate various sub-systems of the organisation. ix. To maintain liaison with outside parties having a stake in business such as government, trade unions trade associations, etc. x. Formulate basic policies and provide direction and leadership to the organisation as a whole. Middle-Level Management To fill up the gap that exists between the functional and operative levels, some managerial positions are created at the middle level of management. Middle-level management consists of departmental managers, deputy managers, foremen administrative officers, etc. These executives are mainly concerned with the overall functioning of their respective departments. They act as a link between top and lower-level managers. The activities of middle determining departmental goals and devising level managers‟ centers around ways and means for accomplishing them. The main functions performed by these managers are as under: i. To prepare a departmental plan covering all activities of the department within the basic framework of the corporate plan. ii. To establish departmental goals and to decide upon various ways and means for achieving these goals to contribute to organizational goals. iii. To perform all other managerial functions concerning departmental activities to secure the smooth functioning of the entire department. iv. To issue detailed orders and instructions to lower level managers and coordinate the activities of various work units at lower level. v. Middle-level managers explain and interpret policy decisions made at the top level to lower-level managers. Lower Level or Supervisory Level Management Lower-level management is known as supervisory management because it is concerned mainly with personal oversight and direction of operative employees. It consists of factory Odisha State Open University, Sambalpur Page 9  JMC-404(D)/OSOU supervisors, superintendents, foremen, sales supervisors, accounts officers, etc. They directly guide and control the performance of rank-and-file workers. They issue orders and instructions and guide day-to-day activities. They also represent the grievances of the workers to the higher levels of management. Supervisory management performs the following functions: i. Planning of day-to-day work ii. Assignment of jobs and issuing orders and instructions iii. Supervising and guiding workers ii. Maintaining close personal contact with workers to ensure discipline and teamwork iii. Evaluating operating performance vi. Sending reports and statements to higher authorities iv. Communicating the grievances and suggestions of workers to higher authorities. 1.7: MANAGEMENT AS AN ART Art refers to the „know-how‟ – the ways of doing things to accomplish a desired result. The focus is on the skill with which the activities are performed. As the saying goes „practice makes a man perfect‟, constant practice of the theoretical concepts (knowledge) contributes to the formation and sharpening of the skills. Therefore, what is required is the right blend of theory and practice. In a way, the attributes of science and art are the two sides of a coin. Medicine, engineering, accountancy, and the like require skills on the part of the practitioners and can only be acquired through practice. Management is no exception. A university gold medalist in surgery may not necessarily turn out to be a good surgeon, similarly, a management graduate from the best of the institutes may not necessarily be very effective in practice. In both cases, the application of the knowledge acquired through formal education requires ingenuity and creativity on the part of the practitioner. A correct understanding of the variables of the situation calls for pragmatism and resourcefulness. Effective practice of any art requires a thorough understanding of the science underlying it. Thus science and art are not mutually exclusive but are complementary. Executives who attempt to manage without a conceptual understanding of the management principles and techniques have to depend on luck and intuition. With sound knowledge and the necessary skills to use such knowledge, they stand a better chance of succeeding. Therefore, it may be concluded that „management is both a science and an art‟. 1.8: MANAGEMENT AS A SCIENCE To gain a correct perspective as to what management is, let us examine the exact nature of management – whether it is a science or an art. As practitioners, management has emerged Odisha State Open University, Sambalpur Page 10  JMC-404(D)/OSOU as a systematic body of knowledge and understanding, therefore, the exact nature of science as well as art may help in understanding the discipline better. Any branch of knowledge to be considered a science, (like the ones we have – physics, chemistry, engineering, etc.) should fulfill the following conditions:  The existence of a systematic body of knowledge encompassing a wide array of principles;  Principles have to be evolved based on constant inquiry and examination;  Principles must explain a phenomenon by establishing an effective relationship;  The principles should be amenable to verification to ensure accuracy and universal applicability. Looking at it from this angle, management as a discipline fulfills the above criterion. Over the years, thanks to the contributions of many thinkers with its principles and concepts. Principles help any practicing manager to achieve the desired goals. However, while applying the principles, one should not lose sight of the variables in the situation, since situations differ from one to another. Thus, the importance of personal judgment cannot be undermined in the application of principles. Further, management is a dynamic subject in that, it has drawn heavily from economics, psychology, sociology, engineering, and mathematics, to mention a few. It is multi-disciplinary, but a word of caution. Though management considering its subject matter and the practical utility may be considered as „science‟, for the reason discussed below, it cannot be viewed as an „exact science‟. In other words, it is a science, but an „inexact science‟ because:  Firstly, management by definition involves getting things done through people. Compared to the other inputs, „people‟, who constitute the human resource of any organization are unique concerning their aspirations, attitudes, perceptions, and the like. Dissimilarities in the behavior pattern are so obvious that standard research may not be obtained in otherwise similar conditions.  Secondly, the behavior of human beings cannot be accurately predicted. Hence, readymade and standard solutions cannot be prescribed.  Thirdly, management is more concerned with the future which is complex and unpredictable. As the saying goes, “Many a slip between the cup and the lip”, changes in the environment may affect the plans and render even the most well- drawn plans ineffective.  Lastly, since a business organization exists in an environment, it has a two-way interaction with the environment. The organization influences the making of decisions, they should be conscious of the impact of their decisions on society. The larger interests of society must be given top priority rather than short-term temptations. After all, given the enormous resources they have at their command, the expectation that managers should address themselves to the problems of society is not unnatural. Odisha State Open University, Sambalpur Page 11  JMC-404(D)/OSOU Environment by its several decisions and in turn is influenced by the various elements of the environment. Important among these are technological, economic, socio-cultural, and political factors. The whole thing is so complex that however effective the plans are, one is prone to be taken over by unexpected changes in the environment. Unlike the pure or exact sciences where the results are accurate in the case of management, the various factors discussed above may force even excellent plans and strategies to go haywire. Too many complexities and uncertainties render management an „inexact science‟ 1.9: MANAGEMENT AS A PROFESSION McFarland gives the following characteristics of a profession:  existence of an organized and systematic body of knowledge,  formalized methods of acquiring knowledge and skills,  existence of an apex-level body with professionalization as its goal,  existence of an ethical code to regulate the behavior of the members of the profession,  A closer examination of management as a profession reveals that, unlike medicine or law, management has to go a long way to attain universally acceptable norms of behavior. No uniform code of conduct governs the behavior of managers. The apex level body, the All India Management Association (AIMA) or NIPM [National Institute of Personnel Management] provides only guidelines and does not have any controlling power over the erring members. Managers also differ widely in respect of their concern for the ethics and values of the society in which they function. Many a time, in their obsession with profit, societal interests are either neglected or compromised. However, as in the case of other professions, it is implied that managers are expected to set an example in doing good for society. It must, however, be remembered that, unlike professions like engineering, medicine, law, accountancy, etc., entry into the management profession is not restricted to individuals with a special degree. In other words, one need not necessarily possess an M.B.A. or any other management degree or diploma to practice management. To quote Peter Drucker, “No greater damage could be done to an economy or any society than to attempt to professionalize Management by licensing managers or by limiting access to management to people with a special academic degree”. At the same time, it may be realized that the achievements of the pioneers of industrial development need not shadow the importance of management as a profession. In arguing for and against, we must not ignore the context of the business. There has been a sea Odisha State Open University, Sambalpur Page 12  JMC-404(D)/OSOU change in the environment of the business. The modern business has become more complex due to the uncertainties arising mainly from:  Ever-increasing competition for the markets not only domestic but international as well;  Rapid technological changes affecting all facets of human life;  Increased sophistication and rapid obsolescence of technology;  Expansion in the size of organizations and consequently the market, and  The unexpected changes in the socio-cultural and political factors influencing the business. All these variables which have a significant bearing on the functioning of a business point to the need for formal training and acquisition of skills by pursuing management education. More so, at a time when people are talking about “borderless management” in the context of the globalization of business. MANAGEMENT: A TRINITY OF ART, SCIENCE AND PROFESSION As a Science: Systematised body of knowledge and principles, cause and effect relationship, predictable results, universal application. As an Art: Practical Knowledge and skills, concrete results, creative, personalized skills. As a Profession: Specialized body knowledge, formal education and training, professional body, code of conduct, social status. 1.10: LET’S SUM-UP Management principles and applications are quite exciting, challenging, and rewarding indeed. The module is carefully crafted for you to present the basic concepts and overview of management for clarity in understanding organizations of the 21st century. Organizations exist in the society to achieve pre-determined objectives. They affect our lives in many ways. Though there are vast differences in their functioning and approaches, they all strive to achieve certain goals/objectives. Most fundamentally, management is described as the art of getting things done through others to accomplish the stated organizational objectives both efficiently and effectively. There are three important levels of management such as front-line managers, middle-level managers, and top-level managers. Managers to discharge their responsibilities need to be equipped with various important skills such as conceptual skills, human skills, technical skills, and analytical skills besides sound communication skills. At different levels of management, managers Odisha State Open University, Sambalpur Page 13  JMC-404(D)/OSOU play various important roles i.e. informational roles, interpersonal roles, and decisional roles. 1.11: KEY TERMS  Art: It is the bringing about a desired result through the application of skills.  Administration: It is a higher-level function concerned with the determination of policies.  Code of conduct: It prescribed the norms of professional ethics for its members.  Economic Resource: Management, land, labor, and capital.  Goal-oriented: Purposeful activity towards achieving the goals of the organization.  Management: The art of getting things done.  Process: A series of functions that lead to the achievement of certain objectives.  Professionalization: It means defining the duties and responsibilities of the managers to improve the quality of management education and training.  Science: A systematically organized body of knowledge including concepts, principles, and theories.  Top management: Managers who are higher up in the hierarchy devoting more time to administrative functions. 1.12: SELF ASSESSMENT QUESTIONS 1. Select a hypothetical organization and try to understand by yourself how the nature and characteristics of management that you have learned in this unit are practiced. __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ ______________________________ 2. Identify an organization that you know and describe what kind of managerial skills are most importantly required by a marketing manager to discharge his duties and responsibilities. __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ ______________________________ 3. You can spend sufficient time with a manager of any organization of your choice and try to figure out the routine and practices adopted and the role performed by him/her. Your observation can be brought for further discussion in the classroom. __________________________________________________________________ __________________________________________________________________ Odisha State Open University, Sambalpur Page 14  JMC-404(D)/OSOU UNIT-02: MANAGERIAL SKILLS AND ROLES OF MANAGERS 2.0: Unit Structure 2.1: Learning Objectives 2.2: Introduction: Managerial Skills 2.3: Technical Skills 2.4: Human Skills 2.5: Conceptual Skills 2.6: Let’s Sum-up 2.7: Key Terms 2.8: Self-Assessment Questions 2.9: Introduction: Role of Managers 2.10: Informational Roles 2.11: Decisional Roles 2.12: Let’s Sum-up 2.13: Key Terms 2.14: Self-Assessment Questions 2.15: Further Readings 2.16: Model Questions 2.1: LEARNING OBJECTIVES After completion of the unit, you should be able to:  Understand the nature and various types of skills required by managers  Explain the nature of managerial roles and skills  Appreciate the evolution of management thoughts 2.2: INTRODUCTION: MANAGERIAL SKILLS Management job is different from other jobs. It requires elements of stewardship and commitment to the purpose. It involves the obligation to make prudent use of human and material resources. It requires sound judgment to handle complex situations. Further, the nature of the job becomes increasingly complex at each higher level because of the increase in the scope of authority and responsibility. Therefore, each higher level requires increased knowledge, a broader perspective, and greater skills. For analysis, the skills required of a manager are classified under three heads- technical, human (employee relations skill), and conceptual skills as shown in Figure 2.2. The exhibit helps in understanding the levels of management responsibility, the principal skill requirements, and the extent to which each kind of skill is required at each level. Odisha State Open University, Sambalpur Page 15  JMC-404(D)/OSOU 2.3: TECHNICAL SKILLS Technical skills refer to the ability to use the tools, equipment, procedures, techniques, and knowledge of a specialized field. It is primarily concerned with the ways of doing things. It implies proficiency in a specific field of activity. Technical skills are most important for the lower level managers because by nature their job involves the supervision of the workers. Effective supervision and coordination of the work of the subordinates, therefore, depends on the technical skill possessed by the lower-level manager. Any supervisor without a sound knowledge of the job cannot make an effective supervisor. Such supervisors are not respected by the subordinates on the shop floor. The relative importance of technical skills as compared to other skills diminishes as one moves up to higher levels of management. 2.4: HUMAN SKILLS Human skills are primarily concerned with “persons” in contrast to “things”. When a manager is highly skilled in employee relations, he is aware of their attitudes, assumptions, and beliefs and recognizes their limitations as well as their usefulness. He accepts as an important fact of life, the existence of viewpoints and feelings, different from his own. Thus, human skills refer to the ability of the manager to work effectively as a group member and to build cooperative effort in the team he leads. It is the ability to work with, understand, and motivate people. He understands why people behave as they do and can make his behavior understandable to them. He can foresee their reactions to possible courses of action. His skill in working with others is natural and continuous. He does not apply it randomly or inconsistently. It is a natural ingredient of his every action. The flair for understanding, empathizing, and working with people is central to human skills. Odisha State Open University, Sambalpur Page 16  JMC-404(D)/OSOU 2.5: CONCEPTUAL SKILLS Conceptual skills also called design and problem-solving skills involve the ability to: see the organization and the various components of it as a whole; understand how its various parts and functions are related in a network fashion; and to foresee how changes in any one of these may affect the others. Conceptual skills extend to visualizing the relation of the organization to industry, to the community to the political, economic, and social forces of the nation as a whole, and even to forces that operate beyond the national boundaries. It is the creative force within the organization. A high degree of conceptual skill helps in analyzing the environment and in identifying the opportunities and threats. Management of companies like ITC, Larsen & Toubro, Asian Paints, Bajaj Auto, Bharti Telecom in the private sector and National Dairy Development Board, Bharat Heavy Electricals (BHEL) in the public sector, to mention a few, have amply demonstrated this skill in gaining a competitive edge over their competitors. As you have understood by now – the three types of skills discussed so far are not mutually exclusive. In other words, a management job always requires all three skills, but in different proportions depending upon the level of management. There is a gradual shift in the emphasis from the bottom to the top of the pyramid. Technical skills and human skills are always in great demand at the lower level of management for it is there that productive processes and operations are carried out. It is there where you find most of the people. It is there where the action takes place. In contrast, the need for conceptual skills is greatest at the top level of management. Top managers are not often involved in the direct application of specific methods, procedures, and techniques, compared to those at the lower echelons of management. As evident from the foregoing discussion, at the entry level of the management job, that is, at the supervisory level, besides technical skills, a manager has to process human skills and problem-solving skills (conceptual). To climb up the organizational ladder, one must not only be good at the skills required for the present job but also learn and acquainted with the skills required at the next level. As a result, in the event of promotion to the next higher levels, he/she would feel at home and discharge the responsibilities with ease. Based on the differences in the type of skills required, organizations assess the training needs of the managers. Accordingly, appropriate training, development methods, and programs are designed to equip them with the skills required at the respective levels. Although each of these skills is needed to some degree at every level of management, some successful executives have no great amount of technical skills. However, they can compensate for the lack of that skill through superior creative ability and skill in identifying talent and Odisha State Open University, Sambalpur Page 17  JMC-404(D)/OSOU  enhancing organizational performance and productivity through cooperation and coordination.  empowering the people through effective human resources development practices and good leadership. 2.6: LET’S SUM-UP Assuming that a manager directs the activities of other persons and undertakes the responsibility for the achievement of objectives through such efforts, successful management seems to rest on three basic developable skills: technical, human, and conceptual. The relative importance of these three skills varies with the level of managerial responsibility. Technical skill implies an understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures, or techniques; it involves specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline. Human skills could be usefully divided into (a) leadership ability within the manager's unit and (b) skill in intergroup relationships. Experience shows that outstanding capability in one of these roles is frequently accompanied by mediocre performance in the other. Intragroup skills are essential in lower and middle management roles and intergroup skills become increasingly important in successively higher levels of management. The conceptual skill involves the ability to see the enterprise as a whole; it includes recognizing how the various functions of the organization depend on one another, and how changes in any one part affect all the others; and it extends to visualizing the relationship of the individual business to the industry, the community, and the political, social and economic forces of the nation as a whole. 2.7: KEY TERMS  Skill: An ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly carry out an activity/task/job.  Technical Skill: It refers to the specialized knowledge and proficiency in handling a specific job.  Human Skill: It is the ability to interact and reserve conflict situations for  Conceptual Skill: It is the ability to see the organization as a whole, and to recognize inter-relationship among different functions of business effectively and efficiently. Odisha State Open University, Sambalpur Page 18  JMC-404(D)/OSOU 2.8: SELF-ASSESSMENT QUESTIONS 1. What types of skills are required at different levels of management? Examine why human skills are considered most significant at all levels of management. __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ ________ 2. Who introduced the concept of managerial skills? Do you agree that a lot of technical skill is required by the top management of an organization? Why or why not? __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ _______ 2.8: INTRODUCTION: ROLE OF MANAGERS Hennery Mintzberg, a contemporary management thinker has done a lot of research on the various roles performed by a manager. A role, according to him, “Is an organized set of behaviors belonging to an identifiable office or position.” Just as characters in a play have specific roles, managers also play different roles. Through his studies, Mintzberg identified ten roles that managers play at various times to varying degrees. He classified them under three broad categories; interpersonal roles, informational roles, and decisional roles. Odisha State Open University, Sambalpur Page 19  JMC-404(D)/OSOU The following summarizes ten roles by category with examples of each: ROLE DESCRIPTION Identifiable activities from the study of Chief Executives Interpersonal Figurehead Symbolic head; obligated to perform Ceremony, status requests, routine duties of a legal or social solicitations. nature. Leader Responsible for the motivation and Virtually all managerial activation of subordinates; activities involve responsible for staffing, training, and subordinates. associative duties. Liaison Nurtures and maintains a network of Acknowledgment of mail, outside contacts. The liaison role authorizing involves interface activities with the communication with the environment. external world. Informational Monitor Seeks and receives a wide variety of All activities are concerned special information from different primarily with receiving and sources. A thorough understanding of processing information. the organization and environment; emerges as the nerve centre of internal and external information of the organization. Disseminator Transmits information received from Forwarding mail for both informational purposes, within and outside the organization to verbal contacts involving members of the organization; some information flow to information factual, some involving subordinates(eg; review interpretation and sessions, instant integration of diverse value positions communication flows) of organizational influencers. As Mintzberg points out, these roles are not independent of one another. Instead, they are interdependent. The interpersonal roles arise out of the manager’s authority and status in the organization and involve interactions with people. These interpersonal roles make the manager a focal point of information, enabling and compelling the manager to assume and play the informational roles of an information processing center. By playing interpersonal and informational roles, the manager can play the decisional roles; allocating resources, resolving conflict, seeking out opportunities for the organization, and negotiating on behalf Odisha State Open University, Sambalpur Page 20  JMC-404(D)/OSOU of the organization. Taken together the ten roles comprise and define the work of the manager, whatever the organization's size and nature of the business. Spokesperson transmits information to Board meetings; stakeholders about the external handling contacts environment and the involving transmission of organization’s plans, policies, information to outsiders. actions, results, etc; Decisional Searches the environment for Takes initiation for Entrepreneur opportunities and initiates action accepting risk and to bring about changes; challenges for launching supervises design of strategy and new products/services. review sessions involving initiation or improvement of projects. Disturbance Responsible for corrective action Strategy and review Handler when an organization faces sessions involving unexpected disturbances and disturbances and crises. turbulence. Resource Responsible for the allocation ofScheduling requests for Allocator organizational resources of all authorization; and kinds; and making or approval of activities involving all significant organizational budgeting and the decisions. programming of subordinates work. Negotiator Responsible for representing the Negotiation. organizations at major negotiations 2.9: INTERPERSONAL ROLES Three interpersonal roles help the manager keep the organization running smoothly. Managers play the figurehead role when they perform duties that are ceremonial and symbolic. These include greeting the visitors, attending social functions involving their subordinates (like weddings, and funerals), handing out merit certificates to workers showing promise, etc. The leadership role includes hiring, training, motivating, and disciplining employees. Managers play the liaison role when they serve as a connecting link between their organization and others or between their units and other organizational units. Mintzberg described this activity as contacting outsiders who provide the manager Odisha State Open University, Sambalpur Page 21  JMC-404(D)/OSOU with information. Such activities as acknowledgments of mail, external board work, etc., are included in this category. 2.10: INFERMATIONAL ROLES Mintzberg mentioned that receiving and communicating information are perhaps the most important aspects of a manager’s job. To make the right decisions, managers need information from various sources. Typically, this activity is done through reading magazines and talking with others to learn about changes in the customers' tastes, competitors‟ moves, and the like. Mintzberg called this the monitor role. In the disseminator role, the manager distributes important information to subordinates that would otherwise be inaccessible to them. Managers also perform the spokesperson role when they represent the organization to outsiders. 2.11: DECISIONAL ROLES There are four decision roles that the manager adopts. In the role of entrepreneur, the manager tries to improve the unit. He initiates planned changes to adapt to environmental challenges. As disturbance handlers, managers respond to situations that are beyond their control such as strikes, shortages of materials, complaints, grievances, etc. In the role of a resource allocator, managers are responsible for allocating human, physical, and monetary resources. As negotiators, managers not only mediate in internal conflicts but also carry out negotiations with other units to gain advantages for their units. 2.12: LET’S SUM-UP To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional. The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. The ten roles are described individually, but they form an integrated whole. 2.13: KEY TERMS  Figurehead: This refers to the managerial position held as a symbol and position occupied in an organization.  Leader: This role enables a manager to influence the behavior of others for the accomplishment of group / organizational goals and objectives. Odisha State Open University, Sambalpur Page 22  JMC-404(D)/OSOU  Liaison: This refers to interacting with peers and individuals both inside and outside the organization.  Monitor: The manager receives and collects information to examine whether the performance of desired tasks is accomplished as per predetermined standards.  Disseminator: The manager transmits the required information to different constituent members within the organization.  Spokesperson: The manager disseminates the company’s vision, mission, objectives, and information to its external stakeholders in the environment.  Entrepreneur: The manager, like an entrepreneur, initiates change and makes decisions to align all business activities with the ever-changing environment.  Disturbance handler: The manager deals with the problems facing the organization and tries to resolve the conflicts.  Resource allocator: The manager makes judicious decisions regarding limited resources available and the optimal use possible.  Negotiator: The manager negotiates with outside agencies as well as within the organization by acting as a mediator. 2.14: SELF-ASSESSMENT QUESTIONS 1. Do you feel that all managers across the organization discharge all the above-mentioned roles in the same proportion? Give your reasons with examples. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________ 2. Explain why managers need to play the role of resource allocator. Why should you consider this to be important in any organization? _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _____ 2.15: FURTHER READINGS 1. Katz, R., Skills of an Effective Administrator, Harvard Business Review, September-October 1974, pp. 90-101. 2. Mintzberg, H., The Nature of Managerial Work, Prentice Hall 3. McGrath, E. H., S. J., Basic Managerial Skills for All, PHI Learning. Odisha State Open University, Sambalpur Page 23  JMC-404(D)/OSOU 2.16: MODEL QUESTIONS 1. Examine the different skills required by a manager in modern organizations. 2. Discuss Henry Mintzberg”s classification of different roles performed by managers in business organizations. Odisha State Open University, Sambalpur Page 24  JMC-404(D)/OSOU UNIT-03: MEDIA MANAGEMENT: CONCEPT AND PRINCIPLES 3.0: UNIT STRUCTURE 3.1: Learning Objectives 3.2: Introduction 3.3: Basics of Management 3.4: Ownership Patterns of Media Organization 3.5: Community Media 3.6: Summary 3.7: Check Your Progress 3.1: LEARNING OBJECTIVES The objective of this unit is to understand the concepts and dynamics of media management. The unit begins with an introduction and further tries to explore the other dimensions of the area. By the end of this unit, you should be able to understand how media management is linked with general management principles and the various types of media ownership patterns globally. 3.2: INTRODUCTION Media management is both a new and rapidly growing field. According to Lucy Kung, “The core task of media management is to build the bridge between the general theoretical disciplines of management and the specifics of the media industry”. Media management was earlier studied from the newsroom perspective but with rising globalization which led to the concentration of the media, it is now being studied from a marketing and management perspective. The exercise to manage the media started in the newspaper industry and later in the radio, film, and television industries. Today media management is a global phenomenon and the research in this field is interdisciplinary. Media organization engages in many functions from understanding the audience, the research process the planning, human resources, and program division to broadcasting and legal issues. The exercise not only requires managing all the units of a media organization but also what goes out of the media organization is the concern of a media manager. Media management can be looked at as both Art and Science. Art because it demands creativity and Science because it also demands logic and scientific and systematic methods of planning and execution. Odisha State Open University, Sambalpur Page 25  JMC-404(D)/OSOU Management is the basic principle that runs any organization. In the media organization, it becomes more important to manage the overall functioning properly because media is not just a business but an entity that shapes public opinion and is also termed as the fourth estate of the democracy. When media organizations are studied, they are inquired from a sociological point of view and the focus is more on social political, and technological impact on the organization. Now because of the enormous expansion into the field, it becomes imperative to look it at from the point of view of organizational studies and management studies. Before moving ahead let us briefly understand some basics and characteristics of management. Management is a systematic body of knowledge. As a discipline developed around the 20th century with the rise of the Industrial Revolution the model of big industries and organizations started. 3.3: BASICS OF MANAGEMENT According to F.W. Taylor, “Management is the art of knowing what you want to do and then seeing that it is done the best and cheapest way. “Management is a systematic organization of a corporate means forecasting planning, organizing, amending coordinator and controlling. It requires both artistic and scientific skills and the knowledge of tools and techniques of marketing. It can also be said as the art of getting things done through the right kind of people. For a better understanding of the meaning of management, we must consider some definitions by some writers and experts. 1. To manage is to forecast and plan; to organize, command, coordinate, and control (Fayol, H. 1949). 2. Management is a process of planning, organizing, directing, and controlling available resources of an organization to achieve the set goals of the organization (Okafor, et al., 2011). 3. Management is the process by which managers create, direct, maintain, and operate purposeful organizations through systematic, coordinated, and cooperative human efforts (McFarland, 1979). 4. Management is the process of working with and through others to achieve the environment (Kreitner, 1992). 5. Management is the manipulation of resources to achieve predetermined objectives (Aina, 2002:1). Odisha State Open University, Sambalpur Page 26  JMC-404(D)/OSOU 6. Management is the process of utilizing organizational resources to achieve specific objectives through the functions of planning, organizing, leading, and controlling (Williams, 1977). Management is important in both small and big businesses. In big organizations where there are hundreds of people working and selling products throughout the world, it becomes more important to systemize and channel the operation. In the current context, it has become much more important to organize the media operation for the better functioning of society. 3.3.1 Characteristics of Management 1. Management requires an objective and should be goal-oriented. 2. It is a group activity that requires a leader followed by employees in a coordinated system 3. A manager should be a decision maker 4. Management aims to maximize returns on investment by reducing wastage and increasing efficiency therefore it becomes an economic activity 5. It is also a creative activity as a manager has to get work done in different types of situations which require which require personal individual human skills. 3.3.2 Components of Management 1. Management is universal which means that it requires in all types of organizations. It may be commercial, social, or political. it may be large or small, school, college, or university. No organization can have a smooth functioning without having a management team. 1. Management is an integrating process. 2. Management is goal-oriented/directed. A good manager will always have long-term and short-term goals. The success of any organization will depend on these goals. 3. Management is a continuous process Management is a never-ending process in any organisation for the smooth running of the business. 4. Management is an integrative process All the departments of any organisation have a symbiotic relationship which means all are interdependent. Therefore all the functions, activities, processes, and operations are integrated. It is the task of the management teams to coordinate among themselves to achieve desired results. Odisha State Open University, Sambalpur Page 27  JMC-404(D)/OSOU 5. Management is multidisciplinary Management team of any organisation should know all the disciplines like production, distribution, accounting, or any other discipline that is related to the respective organization. For example, a management team working for an engineering organization should have some basic knowledge of the field to understand and comprehend the tasks that are required on a day-to-day basis. 6. Management is a social process Since most aspects of management require handling people/groups, it is essential to have qualities like motivation and understanding human psychology for a good management team. 3.3.3 Stages of Media Management 1. Planning Planning involves determining the organization’s objective and the plans and strategies by which these objectives are to be accomplished. Usually, there are three types of planning: economic, service, and personal. In economic planning objectives related to financial position focusing on revenues, expenses, and profit are focused. In-service programming that will appeal to audience needs and be responsive to their appeals is planned. In personal planning objectives of individuals employed by the organization can be seen. Planning is done through a lot of research. It is not only done for the smooth functioning of the media unit but also planning the content and understanding the target audience are the main tasks. Looking ahead and planning a future course of operation, and formulation of objectives, programs, policies, and budgets at the essential components of planning in the media organization. 2. Organizing It is a process where human and physical resources are arranged into a formal structure and the responsibilities are assigned to attain the organization’s objective. It can apply to various departments in an organization like the sales department, program department, promotion and marketing department, news department, production department, engineering department, and business development department. 3. Influencing or directing The influencing function centers on the stimulation of employees so that they can carry out their responsibilities with enthusiasm and effectiveness. It involves motivational communication training and personal influence in motivation, since the success of the organization is directly dependent on the degree of motivation of the employee and their satisfaction, it is highly imperative to create a motivating and appreciating environment in any organization. Odisha State Open University, Sambalpur Page 28  JMC-404(D)/OSOU The basic needs include adequate compensation, a fringe benefit programme, healthy working conditions, and competent and fair colleagues. One must understand the importance of communication for the effective discharge of management functions. It means that the employees should know the objectives and plans of the organization. To achieve this, the management team must communicate about their needs and wants. An essential part of the organization is training most employees are selected based on their skills however they must be trained in the use of new environments, equipment, applications, and procedures. One of the major benefits of training programs is the provision of opportunities to prepare them for advance learning as a result employee morale increases. 4. Controlling Through planning, the Organization established its objectives and plans for accomplishing them. Through controlling it determines the degree to which the objective and plans are being realized. To be effective, controlling should be on a measurable performance basis. Periodic evaluation of individuals and departments allows the manager to compare actual performance to planned performance. If the two do not coincide, corrective measures can be taken. 3.4: OWNERSHIP PATTERNS OF THE MEDIA ORGANIZATION The structure of ownership control in media has gone through a tremendous transformation since the Second World War owing to many reasons such as technological advancement, concentration of production, expansion of markets and marketing techniques, the global reach of communication throughout the world and the increasing literacy level are among. In today’s world media ownership pattern shows two distinctive patterns which are a typical concentration of media and the diversification of investments. This is to create new channels of communication thus bringing the large multi-media conglomerates. Global investments mainly from North America and Europe have made a considerable impact on the media systems of developing nations. Although this influence and patterns of ownership vary from country to country. For example, initially in the beginning, in print media, some measures of private ownership are retained. However, electronic media was largely government-owned (except in Latin America). In Socialist countries, media are publically owned and controlled either by the government (such as China) or party organizations. Ownership in media is characterized by the increasing growth of conglomerates. There are examples of both vertical and horizontal integration. Horizontal integration is the control over a single level of production or a newspaper. Vertical integration can be set as several Odisha State Open University, Sambalpur Page 29  JMC-404(D)/OSOU levels of production by Parent company for example Bennett and Coleman in India. Total investment routes have gained controlling share an individual television, newspaper, and book publication units at the same time have parallel investment in large corporations such as aircraft, petroleum consumer durables, etc. Another way of investment is advertising investment which provides a commercial investment in newspaper, radio, and television without actual ownership. However, this financial mechanism cannot necessarily be termed as ownership. Ownership patterns are essential indicators of the free flow of information and ideas which are indispensable for democracy. It also indicates the extent of the Democratic nation of media in any given country. In most of the countries, there are two forms of ownership: a) Government ownership of the media b) Ownership of the media by a few individuals or groups 3.4.1 Government Ownership The state, government, and public-owned media hold a large proportion of World media. The term is generally referred to as public media which means that a type of ownership governed by the government. However, there are two distinctions in this: (a) Public Service broadcasting- It means the organization uses public money for the public interest. It is often constituted by the law and works as a non-profit organization. UNESCO defines public Service broadcasting as broadcasting made, financed uncontrolled by the public, for the public. Design either commercial not statement; they are free from political interference and commercial. Who this, citizens are informed, and also entertained. (b) State and government media This type of media is owned by the government directly. It is run by public money. It can sometimes work as a propaganda instrument for the government are the ruling party. An example of this can be the media of the erstwhile Soviet Union. 3.4.2 Private Ownership Private media is a profit-making organization that is sustained by advertising and commercials. It is controlled by individuals or groups. It can be a transnational conglomerate wherein there is not only the accumulation of interest but also of power. For Example, in 2012 the private media in the United States was consolidated into six mega Corporations, also known as the Big Six. These big six were Time Warner, Walt Disney, NBC Universal, CBS Corporation, Viacom, and Rupert Murdoch News Corp. These giant corporations run by the most richest and political people in the world. The Rising Odisha State Open University, Sambalpur Page 30  JMC-404(D)/OSOU globalization and the rapid development of technology led to the expansion of media. At the end of World War II, 80% of the daily newspaper in United States were individually owned in less than 50 years around the 1980s, the United States deregulated the American media industry which created a way of trading private media ownership as a result of this rises the phenomena of monopolistic control of media conglomerates. There are both advantages and disadvantages to this. The main advantage is that the concentration of several smaller outfits under one big name makes better management, funding, and resources. The disadvantage is the fact that the mass media rose into an enormous private and political power. One can also see it as the elimination of various sorts of small and independent voices by Ether taking over or preventing the creation of independent media outlets. It is not only ethical but also curves the freedom of expression and excess of information. There are various types of clear ownership patterns in the Newspaper industry but no such clear-cut distinction in the overall private media ownership. Still, some different types of ownership patterns can be observed. Here are some of the few examples: 3.4.2.1 Sole proprietorship The sole proprietorship is a type of ownership where the business organization is owned and managed by one man. He/she will be responsible for raising funds. The advantages of this type of ownership are that it requires minimum legal requirements no profit sharing, and the decision-making power relies on one hand therefore it becomes convenient and fast to do business. There are some disadvantages such as an unlimited liability in the event of debt and concentration of power in a single hand. The proprietors exert control over their editors and other staff. Proprietors have been known to demand self-censorship by their editors. The proprietors expect those working in their media organizations to understand and protect their interests. The members of staff (editors in particular) are expected to make sure that they do not write stories that will be unfavorable to proprietors, their friends, etc. They can sack editors or other staff who are not obedient in this area. 3.4.2.2 Conglomerate Ownership A conglomerate is a combination of two or more organizations into different complete businesses together. Usually, it involves a parent company and several subsidiaries. It is often a large and multinational presence. for example, if a publishing company owns a media organization as well as an engineering company, Telecom sector, or petroleum business or the corporation is also the same time owning shares in several media organizations. In India, Reliance industries can be seen as one example. Global media giants are Comcast, 21st Century Fox, Walt Disney Company, Viacom, etc. Odisha State Open University, Sambalpur Page 31  JMC-404(D)/OSOU 3.4.2.3 Cross Media Ownership Cross-media ownership is when the same company owns several newspapers, magazines, musical labels, and publishers and so on. cross-media ownership across the various carriers such as television, radio or print; consolidation, including vertical integration among media operations of content, carrier, and distributor within a media segment such as television or radio; and market share dominance in a given geography within each media segment. It is a method of investment in more than one media in a similar market. It is not limited to print or electronic only but expanded to the internet, DTH/cable, music recording, gaming, films, apps, etc. In India, The Times Group, Zee Media, and India Today are good examples of cross-media owners. There are two schools of thought for cross-media ownership. One says that it should be allowed and beneficial for the overall development of the media industry as it allows the organization to expand uninterrupted. Not promising this type of expansion means not allowing car makers to build buses. Another school of opinion suggests that it is an encroachment of local or small unit territories. The public is deprived of plurality and alternate opinions. Odisha State Open University, Sambalpur Page 32  JMC-404(D)/OSOU Yet another school of thought says that the 'synergy alliance' which means participation in the shape of equity/Foreign Direct Investment (FDI) should be allowed to break media concentration or formation of media giants. Some of the global examples of the creation of media giants because of media concentration and cross-media ownership are- globally just six companies create ninety percent of media content, in the United States just four companies hold ninety percent of the business which are Comcast, 20 Walt Disney, 21*‘ Century Fox/NewsCorp and Time Warner. In the UK just three companies namely Daily Mail, General Trust, and Trinity Mirror control 70% of national newspaper circulation. In Australia around the 1990s, Rupert Murdoch controlled 63 percent of the metropolitan paper circulation. It rose to a more upward curve in the mid and late 1990s with Murdoch’s News Corporation expanding itself to satellite transmission. This system gave rise to the creation of media moguls like Rupert Murdoch, Silvio Berlusconi, RenhardMohn, Ted Turner, Henry Lucy, and the Warner Brothers -Harry and Jack. These names have global empires of news, entertainment, and transmissions. 3.4.2.4 Vertical Integration Vertical integration means that the make your company also does the production of the ingredients that are required to produce the final media product. Such as newspaper organizations also produce paper or ink. Another example is when a film company also owns a distribution network or film theatres. Many of the large media organizations also on vertical integrations. This means one cannot see diversity of opinion or Power within the same structure. It is a strategy that enhances market power by cross-promotion or selling. 3.4.2.5 Chain Media Ownership In this type of ownership pattern Newspaper Company owns several publications in a country or a television channel organization owns several channels in a country. It forms a chain of newspapers, radio stations TV channels, etc. These organizations are formed without a common holding but with a chain of command. For example, in India Hindustan has 13 editions that are printed under HT Media. The advantages of this kind of partnership are that financial, administrative, and human resources can be centrally managed which reduces the cost of operations and creates better training atmosphere, work environment, and more facilities. 3.5: COMMUNITY MEDIA Community media is largely to serve the community, owned by the community. It is also sometimes referred to as alternative media or the voices of the voiceless because it talks away from the dominant ideology of the mainstream media. A few characteristics of community media it is Odisha State Open University, Sambalpur Page 33  JMC-404(D)/OSOU owned and controlled by the community, it is for community service, for community participation, and works on a non-profit. It can be both printed and broadcast as well as online. Community media is inclusive and participatory and mostly run by volunteer participation on non for profit purposes. It has usually small and loyal audiences. This type of media evokes a grassroots attitude for the development of the community. The main benefit of community media is that it fills the void of information which is created by media giants and caters to the marginalized population of any given country. It allows a reputable media environment which means every citizen becomes a reporter. Especially in Crisis and conflicting situations wearing there are violation of human rights and our environmental rights it become an imperative tool in the hand of local to report the matter and bring it to public scrutiny. 3.6: SUMMARY According to Lucy Kung, “The core task of media management is to build the bridge between the general theoretical disciplines of management and the specifics of the media industry”. Media management is both an art and a science. However one needs to understand the management principles for the smooth functioning of any media organization. Globally there are different ownership patterns. But broadly either it is government controlled or privately controlled. In government ownership, there are two variants: 1 Public Service Broadcasting and 2 media owned by the government whereas in privately owned media there are various forms like Sole proprietorship, conglomerate ownership, cross-media ownership, and vertical integration. The last type of media is Community Media which acts as a voice of the voiceless and works for the development of the community and nation. 3.7: CHECK YOUR PROGRESS 1. What are the Characteristics of Management? _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________ 2. Define management by tracing the roots of today’s management thought and practice. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________ 3. Draw parity and disparity between government and private media systems. Odisha State Open University, Sambalpur Page 34  JMC-404(D)/OSOU _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ ________ 4. Explain cross-media ownership of a media organization. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________ 5. What is the purpose of community media in a developing nation? _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________ Odisha State Open University, Sambalpur Page 35  JMC-404(D)/OSOU UNIT-04: ECOSYSTEM OF MEDIA ORGANIZATION 4.0: UNIT STRUCTURE 4.1: Learning Objectives 4.2: Introduction 4.3: Media and its Ecosystems 4.3.1. Types of Ecosystems Existing Around Media 4.3.2. Media’s Inter-dependence on its Ecosystem 4.4: Summary 4.5: Check Your Progress 4.1: LEARNING OBJECTIVES The objective of this unit is to understand the ecosystem within which media works. It also outlines and identifies the various systems on which media are dependent. After reading this unit you will be able to understand:  The types of ecosystems existing around media  The dependence of media on its ecosystem 4.2: INTRODUCTION Like any other organization, media is dependent or rather interdependent upon various other institutions for its functions. Media is very much central to the political, economic, and social systems of any country. It draws its strengths as well as weaknesses from these systems and reflects their positive and negative trends. However, media managers need to understand the ecosystems within which media works and how they can influence the working of media. As Peter Drucker (1999) has said, “One cannot manage change, but one can be ahead of change”. Knowing the ecosystem of media very well would help the media managers to remain ahead of any changes that can influence the existence and functioning of media. Thus, first of all, we need to know what are the various organizations in the media ecosystem which are interdependent on media. Media managers also need to know, how much and in what manner media is dependent upon these ecosystems. Also, different media may have different ecosystems as per their functions and characteristics, however, some may overlap. That’s why, in this unit, we will discuss those ecosystems that exist in media and how media is dependent upon them. We shall also try to highlight how media is part of the Odisha State Open University, Sambalpur Page 36  JMC-404(D)/OSOU broadly existing political, economic, and social systems, which shape the media and get feedback from media to shape itself better. 4.3: MEDIA AND ITS ECOSYSTEMS All types of organizations operate within an ecosystem and it builds its ecosystem too to function smoothly. Media organisations are no exception to this. In common understanding, ecosystem means a network of various organisations or systems which are related to the central organisation in such a way that both of these are interdependent and create an environment for the central organisation. There can be an internal as well as external ecosystem for any of the media organisation. Where the internal ecosystem helps in production and dissemination of media content, the external ecosystem creates an environment in which this content can be accepted or rejected by people. The internal ecosystem of a media organisation consists of many sub-sections like Editorial Wing, Reporting Wing, Production Wing, Administration, Photo Section, Computer Section, etc. depending upon the size of the organisation. All these internal systems work together for the existence of the media organisation. Some of the sub-sections of the media’s internal ecosystem are shown in the figure 1.3.1 below. These sub-sections altogether make the physical structure of the entity called media. Production Wing News Section Administration Computer Photo Section Section Advertising Section Figure 2.3.1: Media’s internal ecosystem However, we will not discuss this internal ecosystem of media in detail as it is already the subject of the other block of the syllabus. Here we will talk at length about the external ecosystem within which media works. Odisha State Open University, Sambalpur Page 37  JMC-404(D)/OSOU 4.3.1 TYPES OF ECOSYSTEMS EXISTING AROUND MEDIA While studying media management, one must understand the environment within which the media organisation is working. Here it is important to discuss the system theory of management, which is known for its approach towards the management of organisations from a macro perspective. Almost all organisations are engaged in similar kinds of activities like generating resources, production, distribution, and collection, and various organisations involved in these activities create an environment within which the organisations work. Thus the organisations do not work in isolation; rather they work in tandem with the other organisations existing in its ecosystem. This ecosystem is important to recognize and understand subtly because any organisation can control its internal ecosystem with not much difficulty, but it has no control on the external ecosystem that how the components of the ecosystem would react or not react. Same is the case with media too. Media also works within an ecosystem made up of certain organisations, government system, social construction or political environment which can affect media in many ways and vice versa. However the ecosystem for different media can be different such as the ecosystem of print media can be different from that of electronic media and the ecosystem of electronic media can be different from that of online media. But if we are not talking about the specific ecosystems, broadly the ecosystem of media can be said to be surrounded by four systems - Political, Economic, Social, and Technological (PEST). The ecosystem of media can be kept within the periphery of PEST because interdisciplinary is an obvious characteristic of media. It has a direct connection with the social structure, economic structure, political system, and technical advancement of any country. This is why various fields of studies have evolved in media studies like media sociology, media economics, and of course media management. Thus the external ecosystem of media can be broadly depicted as shown in Figure 1.3.1.1 below. Economics Politics Media Social Technology Figure 2.3.1.1: Media’s external ecosystem Political Ecosystem: The political system of any country, state, or region affects media deeply. A country like India which is inherently democratic and politically powerful, can affect the media system in various ways. We have seen the power of the political system Odisha State Open University, Sambalpur Page 38  JMC-404(D)/OSOU over the media on many occasions in the journey of 70 years of the country after independence and the strongest occasion was seen in 1975 during an emergency when the media was censored from writing anything against the political leadership. Other than this there are many instances of direct and indirect influences of the political system on media. Earlier the import of newsprint (paper on which the newspaper is published) was not allowed in India and the newspapers were given rationed newsprints by the government. So the newspaper owners were heavily dependent upon the government for allotment of newsprints and in a way for their sustenance. Later on, this system was abolished and the newspapers were allowed to import newsprints, which changed the situation positively. However apart from the allotment of newsprints, there are many other issues and businesses media has to do with government like advertising. Government advertising is still a huge source of revenue for many of the media groups, especially regional and local media. Many –times it is claimed that the media does not criticize the government freely due to the obligation of getting advertising. Apart from this, the media policies made by the government, the distribution of licenses to run a television channel radio station, or newspaper, and government advertising are a few of the direct influences of political power on media. These are primarily in the hands of the government. So a media organization is generally seen to appease the government instead of confronting them. There are some specific organizations, ministries, and departments in the political ecosystem (means under government control) of media that surround it and are directly related to it. Ministry of Information and Broadcasting Ministry of Communication Registrar of Newspaper for India Press Information Bureau Photo Division Research Reference and Training Division Publications Division Press Council of India National Library Films Division Central Board of Film Certification National Film Archive of India National Film Development Corporation Directorate of Film Festivals National Centre of Films for Children and Young People Directorate of Advertising and Visual Publicity (DAVP) Directorate of Field Publicity Song and Drama Division All India Radio Doordarshan Indian Institute of Mass Communication Odisha State Open University, Sambalpur Page 39  JMC-404(D)/OSOU Film and Television Institute of India Satyajit Ray Film and Television Institute Economic Ecosystem: Since media is also an industry that contributes to the GDP of the country, the economic ambiance of the country also affects it naturally. All the economic policies, decisions, bodies, and regulations influence media directly or indirectly. We have seen how the scenario of the media industry in India changed after economic liberalization in the 1990s. The Plethora of news channels started and thrived with global standards of content and production. The complete business scenario of newspapers also changed the Times of India is blamed by critics for initiating this change. The attention of the media owners shifted from content to advertising for more profit and revenue. This happened due to the changed economic atmosphere in the country and opening the doors for the world to invest in India. The overall economy changed from a mixed economy to a capitalist economy. So it presented a huge opportunity for the corporate and business world to earn more profit and explore the media industry more. Although before that too many newspapers and other media organizations were owned by business houses, now their priority shifted from just running those media organizations for the people to also