The Broadcast

Media Industry
(Broadcast Institution Management)
BA Broadcasting 3A and 3B
 What is Broadcasting?
• Broadcasting refers to the simultaneous electronic
transmission of audio and video content to a diverse
audience.
It is the process of disseminating news and
information to the mass via electronic media.
Its Primary Functions:

To inform
To entertain
To educate
 Role of Broadcast Stations:

• Advertising
• Entertainment
• Information
• Public Service
 Broadcast Media Platforms

RADIO INTERNET
TV
Overview of the Broadcast Media
Industry
The Nature of the Broadcast Media Industry:
Political Economy

Social Business
Institution Entity
 The Business of Electronic/
Broadcast Media

Advertising
Network
Spot Announcements
Sponsorship
 The Broadcasting System

 State Ownership

✓ The broadcast facilities are owned directly by

the government with broadcasting activities
under the immediate supervision of a
government head or committee appointed by
the latter.
 The Broadcasting System
 Private Ownership

✓ Broadcast facilities are owned and operated

by private individuals or corporations, usually
regulated in some manner by a government
body.
 Broadcast
Management
 Management Defined

• Management is an art of getting things done through human

and material resources.

• Management is the activity which plans, organizes, leads, and

evaluates the wise use of the 7Ms (manpower, machines,
materials methods, money, moment and market) as basic
resource elements in providing direction to human efforts to
achieve the sought objectives of the organization.

• Managers direct the effort and activities of other people

toward common objectives.
 Generally, what is management?
• Mcguire, Stoner, & Mylona (2008):
Management is the process of planning, organizing,
directing, and supervising the efforts of the members of the
organization and the use of other organizational resources
in order to achieve the stated organizational goals.
• (Terry, 1992):
Management is a series of activities in which there is a
different process, i.e. planning, organizing, actuating, and
controlling and therefore, it can use the existing resources
to achieve goals in effective and efficient way.
 Broadcast Management Defined

• Broadcast Management is the overall

operation of planning, organizing,
leading and evaluating the resources of
mass media establishing to achieve their
set objectives.
 A Must for Broadcast Managers
 OVERALL VISION - The station manager must be able
to see clearly where his station is headed.
 SKILLS AND CREATIVITY
He must be an exceptional communicator who is able to
recognize and to nurture someone’s abilities.
 Things to Ponder

 If your broadcast station is a failure in financial

terms, it will ultimately be a failure as a broadcast
venture.

 Financial management is a key to the survival of the

station, and ultimately to its quality and ability to
fulfill the vision of its owners and staff.
 Basic Functions of Broadcast
Management
1. Planning
➢ the most important phase in organizations
➢ the process decides what goals and ways the organizations will
achieve
➢ a series of activities related to the efforts to formulate a program
which contains everything to be carried out
➢ determines objectives and policies, direction to be taken as well as
procedures and methods to be followed in the efforts to achieve
the goals.
➢ It is the formulation of the station’s objectives and identification of
the plans or strategies to accomplish them.
 Benefits of Planning

• provides a framework for decision making

• permits an orderly approach to problem
solving
• encourages team effort
• provides a climate for individual career
development and job satisfaction
 Reasons for Planning:

To be able to formulate and develop:

1) individual objectives
2) departmental objectives
 Planning (Basic Things to Consider)
Economic: Refers to the main objective of the
company to generate income/revenues (profit).
Service: Produce quality programs that will appeal to
audiences and be responsive to their interests and needs
(programs).
Personal: Career growth satisfaction of the employees
in the company (personnel).
How is planning applied in broadcast
institutional management?
Questions to consider in the
Pre-Production Process:
✓What ideas or content ideas
will be produced?
✓What/who will be the
sources
✓What is the production
budget
 Basic Functions of Broadcast
Management
2. Organizing
➢ the process in which the
organizations organize and distribute
works among members of the
organization to achieve the
organizational goals efficiently
➢ assigning duties to departments and
personnel and forming them into a
formal structure
➢ refers to the delegation of tasks to
the group of employees assigned
with specialized responsibilities in
their respective departments or units
How is the organizing function applied in
broadcast media management?
➢ The organizing function in the
broadcast media management can
be realized during the division of
tasks in the production process.
➢ In the process of television
production, for example, each
member has his/her own duties and
responsibilities, such as producer,
production assistant, creative team,
event director, cameraman,
lightingman, audioman, makeup and
wardrobe, and editor. , etc.
 Basic Functions of Broadcast
Management
3.Actuating/Leading/
Influencing
➢the implementation phase in
achieving the organizational
goals.
➢supervising and motivating
employees to perform their
duties enthusiastically and
effectively
 Leading/Directing

• No asset is more important to a broadcast station

than its human resources.
• In many large stations, human resource
management is the responsibility of a Human
Resource department, whose head reports directly
to the general manager.
How is the actuating function realized in
broadcast management?

• In the broadcast media

management, the
implementation function can
be realized during the
production process. At the
time of production, the
producer cooperates with the
program director to create a
program in accordance with
the planning.
 Basic Functions of Broadcast
Management
4. Controlling/Evaluating
➢ the act of comparing the plan with the actual one
➢ the measurement and correction of appearances with the aim of
ensuring that the goals and plans having been decided have been
implemented
➢ carried out in several phases, i.e. the determination of standards,
the measurement of work results and the correction if there is any
differences between the standards and the actual ones
➢developing criteria to measure the performance of
individuals, departments, and the station and taking
corrective actions when necessary.
 Controlling/Evaluating

• SWOT Analysis
Strength
Weaknesses
Opportunities
Threats
 How is the controlling function applied
in broadcast institution management?
➢ In the television program production
process, for example, the function of
controlling can be realized in the post-
production process.
➢ In the process, editor teams will edit
the program materials and therefore,
the content will be more attractive. The
team will insert images or videos,
graphics, backsound and other aspects
that can beautify the program materials
to be displayed.
 Organizational Structure in
Broadcasting
1. Executive Suite
➢ Headed by a chief executive or operations officer called
the general manager (GM)
➢ The GM may have assistants that head up the
organization's various sub-divisions.
➢ A team of administrators and human resource
professionals who answer phones and emails, pay bills
and help hire staff may work under the GM
 Responsibilities of the GM

• Oversees budgetary issues

• Ensures legal compliance and liaising with the
creative and production teams
• Works closely with community-relations and
marketing executives.
 The General Manager

The GM carries out several roles such as:

• Interpersonal
• Informational
• decisional.
Skills that must be possessed by the GM:
Technical, human, and conceptual skills
(together with personal attributes)
 Organizational Structure in
Broadcasting
2. Advertising Access
➢Headed by the director of advertising who
sets the company's strategy to sell advertising,
such as commercial slots, to organizations
and companies wishing to promote their
products and services.
 Responsibilities of Advertising
Director
• Works with account executives and marketing
specialists
• Oversees the work of marketing and PR staff to
connect the broadcaster with community
organizations and potential business partners.
 Organizational Structure in
Broadcasting
3. Engineering and Technology
➢Headed by a chief engineer or director of
broadcast operations
 Responsibilities of Chief Engineer
of Broadcast Operator Director
• Ensures that the engineers and information
technologists do their jobs of making sure the
broadcast signal is distributed properly
• Oversees the work of those who operate
cameras and sound equipment, perform
maintenance and repair tasks and archive
material
 Organizational Structure in
Broadcasting
4. Creative Types
➢Headed by a creative director in close
coordination with the GM to cater to the
company's target market as well as
incorporating advertising and communicating
in the tone and voice that viewers or listeners
expect
➢Considered as the face of any broadcasting
company
 Responsibilities of the Creative
Director
• Oversees the creative team, including
newscasters, sports announcers, DJs and
other on-air personalities, producers, writers,
editors, makeup artists, graphic artists, and art
directors who help give the station its
personality.
 Corporate Structure of a
Radio Station
1. Station Manager
➢On top of the hierarchy
➢Responsible for day-to-day operations
➢Enforces the owner's standards while making sure the
needs of all employees are being met.
➢Maintains the budget, hires and fires, trains personnel
and reviews employee performance.
➢Ensures that operations comply with licensing and
other regulations.
 Corporate Structure of a
Radio Station
2. Operations Manager
➢Holds down the No. 2 spot within a radio station
➢Focuses on coordinating, scheduling, and promoting
on-air programming
➢Works closely with disc jockeys, anchors, and hosts to
make sure they represent the station's branding
correctly.
➢Answers to the station manager
 Corporate Structure of a
Radio Station
3. Program Director
➢Creates and plans the daily broadcast schedule by
locating and providing the news, music, or
entertainment that should be covered while
monitoring on-air activity to ensure content is
disseminated properly.
➢Generally works with the same staff every day
➢Reports to the operations manager.
 Corporate Structure of a
Radio Station
4. Sales Manager
➢ Responsible for generating revenue by selling air - time to
advertisers.
➢ Researches potential accounts, do some cold-calling and
generally generate sales leads.
➢ Sells air -time to meet a quota while negotiating price and
payment schedules.
➢ Designate employees to perform collections on past-due
accounts.
➢ Reports to the station manager
 Corporate Structure of a
Radio Station
5. Chief Engineer
➢ Manages a team that handles all technical matters
➢ Inspects equipment, maintains and repairs it when
necessary, purchases new equipment when merited
and abide by regulations.
➢ Oversees the work of the engineering staff who are
often directly involved with broadcasts by editing
tracks, managing sound effects and monitoring the
station's signal for strength, quality and overall clarity.
➢ Reports to the operations manager.
 Corporate Structure of a
Radio Station
6. On-Air Personalities
➢Transmits the station's voice to the public by ensuring
that they perform according to the station branding.
➢Composed of disc jockeys who play music, take
requests and provide information; anchors who deliver
the news, weather and traffic updates; hosts who
often conduct interviews and allow listeners to call in
and become part of the show
➢Report to their program director
The Organizational Structure of a
Television Station

1. General Manager
➢ Supervises the station's management and
operations tasks
➢ Establishes and implements station policy
➢ Has the final word in decisions affecting the
station's programming and production work.
➢ Works with the news, sales, and technical staff
members to ensure that the station's operations
run
The Organizational Structure of a
Television Station

2. News Director
➢Coordinates the station's news-gathering
efforts
➢Called on to write news stories, edit stories
from reporters and coordinate schedules for
covering breaking news stories
 The Organizational Structure of a
Television Station

3. Sales Manager
➢ Positioned at the top of the hierarchy in a news channel
➢ Works with the ad sales staff on lead generation, sales
techniques and client relations to sell the station's available
commercial time
➢ Hires and trains new sales staff
➢ Finds the best sales opportunities for the station's
programming and creates sales plans and objectives
➢ Works with the general manager to determine the station's
revenue needs and the best methods to meet those needs.
 The Organizational Structure of a
Television Station

4. Production Manager
➢ Supervises each live local newscast and assigns news
stories
➢ Sets order of stories for each newscast and selecting
when and where any live remote reports occur
➢ Works in the operations booth, alongside the director and
technical staff, to ensure that the lights, camera angles,
and sound cues all work together to present a
professional and informative program.
 Departments/Units

Sales Department

Selling “airtime” to advertisers is the main source of income

for commercial radio and television station. and It is the
responsibility of a sales department, headed by a sales
manager.
Programming Department
This is under the supervision of a program manager
or director. The program department plans, selects,
schedules, and monitors programs.
Promotion and Marketing Department
This function involves both program and sales
promotion. The former seeks to attract and
maintain audiences, while the latter is aimed at
attracting advertisers.
* Both functions may be the responsibility of
promotion and marketing department.

Some stations assign program promotion to

the program department and sales
promotion to the sales department.
News Department
The department is responsible for the regularly
scheduled newscasts, news and sports specials,
documentary and public affairs programs
Engineering Department
A chief engineer manages this department. He is
responsible for the operation and maintenance of the
studio control room, transmitter, and often oversees
the station’s computers and other technical equipment.
Production Department
In radio stations, this department is headed by a
production director or creative director responsible
for producing commercials and other production
materials.
 HUMAN RESOURCE
MANAGEMENT

• The basic functions of human resource

management are staffing; orientation,
training, and development;
compensation; safety and health;
and employee relations.
 Components of Personnel Planning
• Job analysis identifies the responsibilities of the job, usually
through consideration
of the job’s purpose and the duties that must be carried out to fulfill
that purpose.
• Job description results from the job analysis and includes
purpose and
responsibilities.
• Job specifications grow out of the job description and set forth
the minimum qualifications necessary to function effectively. Typically,
they include a certain level of education and experience in similar
work. Other specifications vary with the job.
• Workload analysis is an estimate of the type and
amount of work that must
be performed if the station’s objectives are to be met.
• Workforce analysis involves consideration of the skills
of current employees
to determine if any of them have the qualifications to
handle the job.
 BASIC TERMINOLOGIES

• Recruitment is the process of seeking out candidates for positions in the

station.
• Selection involves the identification of qualified applicants and the
elimination of those who are not.
• Orientation seeks to introduce employees to their colleagues and the
station.
• Training and development are attempts to develop employee’s talents
and skills.
• Compensation includes financial rewards as well as approval, respect, and
recognition.
 Scientific Management Theory
• Frederick W. Taylor (1856–
1915)
- mechanical engineer
- father of scientific
✓ Espoused by Frederick W. Taylor, management
Henry Gantt, Frank and Lilian
Gilbreth (also called Taylorism)
✓ Analyzes and synthesizes workflows
✓ Main objective is improving economic
efficiency, especially labor productivity.
 Four (4) Principles of Scientific
Management according to Taylor
• Systematic analysis of each job to find the
most effective and efficient way of
performing it (the “one best way”);
• Use of scientific methods to select employees
best suited to do a particular job; not rule of
thumb
• Appropriate employee education, training, and
development;
• Responsibility apportioned almost equally
between managers and workers with decision-
making duties falling on the managers
 Taylor believed that:
▪ Economic incentives were the
best motivators;
• Workers would cooperate if
higher wages accompanied higher
productivity;
• Management would be assured of
higher productivity in return for
paying higher wages.
 Taylor’s Theory as applied today

Job analysis, methods of

employee selection, and
their training and
development are
examples of ways in
which principles of
scientific management
are practiced today.
 Administrative Management
• Introduced by French mining and steel
executive Henri Fayol (1841–1925) c
• Considered the total organization with
a view to making it more effective and
efficient.
• Focused on “managerial activities”:
 Functions of Management according
to Fayol
Forecasting and Planning:
Contemplating the future and drawing up a
plan to deal with it, which includes
actions to be taken, methods to be
used, stages to go through, and the
results envisaged.

Organizing: Acquiring and structuring

the human and material resources
necessary for the functioning of the
organization.
Functions of Management according
to Fayol
Controlling:
Monitoring the
execution of the plan
and taking actions to
correct errors or
weaknesses and to
prevent their
recurrence.
 14 Principles of Administrative Management

Specialization of work results in higher

Division of work and better productivity.

The right of the manager to give orders

and to demand conformity, accompanied
Authority and Responsibility by appropriate responsibility

Discipline Obedience and respect for agreements

between the firm and its employees

Unity of Command An employee should receive orders from

only one superior.

Each group of activities having the same

objective should have only one plan and
Unity of Direction one head.
 14 Principles of Administrative Management

Subordination of individual The interest of one employee or group of

employees should not prevail over that of
interest to general interest the concern.

Remuneration of personnel Payment should be fair and, as far as possible,

satisfactory to both employer and employee.

Centralization Each firm must find the optimum degree

of centralization to permit maximum
utilization of employee abilities.

Scalar chain The line of authority, from top to bottom,

through which all communications pass

Order Materials and employees in their appropriate

places to facilitate the smooth running of the
business
 14 Principles of Administrative Management

Kindness, fairness, and justice in the

Equity treatment of employees

Employees must be given time to get

Stability of tenure of employees used
to new work and to succeed in doing it
well.

Initiative The freedom and power to think out and

execute a plan

Esprit de corps Establishing harmony and unity among

the personnel.
 Bureaucratic Management

• Introduced by Max Weber (1864–1920),

a German sociologist, known as the
'father of the bureaucratic management
theory.’
• Focused on the kind of structure that
would enable an organization to perform
at the highest efficiency.
✓ Includes the basics of bureaucratic
management specialization, hierarchy
and formal processes.
 Bureaucratic Management

• Specialization refers to groups of people working in

specific functional areas
• Hierarchy refers to management layers
• Formal processes refer to how companies organize
internally and interact externally with investors, suppliers
and customers
• Relies on meritorious performance
• Impersonal management (organizations are more
authoritative, rigid and structured)
 According to Weber, there should
be:
Division of labor
➢ a clearly defined hierarchy of authority
selection of members on the basis of
their technical qualifications
Technical qualifications
➢ promotion based on seniority or
achievement
➢ strict and systematic discipline and
control
➢ separation of ownership and
management
 Human Relations Theory

✓Occurred in the 1920s with the

advent of the industrial revolution
✓ Espoused by Professor Elton
Mayo who began his experiments
(the Hawthorne Studies), to prove
the importance of people for
productivity - not machines.
 Human Relations Theory
• Believes that people desire to be part of a supportive team
that facilitates development and growth.
• Argued that if employees receive special attention and are
encouraged to participate, they perceive their work has
significance, and they are motivated to be more productive,
resulting in high quality work.

(Individual attention and recognition, motivational theory,

importance of human relations in business)
 References:
• Briandana, R., & Irfan, M. (2019). Broadcasting Management: The Strategy of
Television Production Configuring for Sustainability in the Digital Era. International
Journal of English Literature and Social Sciences (IJELS), 4(6). Retrieved from
http://journal-repository.com/index.php/ijels/article/view/1449
• Mcguire, D., Stoner, L., & Mylona, S. (2008). The role of line managers as human
resource agents in fostering organizational change in public services. Journal of
Change Management, 8(1), 73–84.
• Lawson-Borders, G. L. (2006). Media organizations and convergence: case studies
of media convergence pioneers. Routledge
• Soriano, Robert F., (2000), Broadcast Management. Booklore Publishing
Corporation
• Terry, G. R. (1992). Personnel Management. United Kingdom: Macmillan Coll Div;
Subsequent edition
• The Organizational Structure of a Television Station (chron.com)