Media Organisation

Media Organization
Unit‐I
Institution:
Media is an institution. Society, home, office, marriage, friends, law, etc., is an
institution
Institution will follow some systematic procedures.
An institution is a set of rules which is followed and practiced by group of
people for a better living.
Rules and Ethics are also followed in an institution.
Working for some systematic purpose forms an organization. Example for
media organization is ad agency, audio‐visual industry, etc.,
Three common characteristics make an organization:
Purpose:
Purpose differs from organization to organization. It can be called as goal
by management persons. Goals may be of short term goal or a long term goal
or even a single or set of goals.
People:
People make an organization. Simplicity sake people are categorized into
two divisions.
• Operatives
• Managers
Definition:
Definition makes an organization, it creates some rules, regulations, boss
and sub‐ordinates issues, giving an authority, job description etc,

Managers:
An individual in an organization who directs and makes people to work, looks
in the perfection of other workers is a manager.
Media Organization & Design: Some Conceptual Issues Page 1

Media Organization
Unit‐I
Operatives:
People who works directly on a job or a task and have no responsibilities on
the over saying to the work of others.
Management Pyramid:
Top
Managers
Middle Level Managers

First Line Managers

Operatives
Operatives:
In all the organization we have large number of operatives, they do their
assigned job.
First Line Managers:
They are usually called as supervisors. Example industrial foreman’s in some
industries.
Middle Level Managers:
Departments’ heads, Project leader, Dean in a University, etc, are middle level
managers.
Top Managers:
Top most people in the management. Example in the channel the
programming head is the top manager. CEO’s, MD, etc,

Media Organization
Unit‐I
Management:
What is management?
Management is a process. A process of getting activities completed effectively
with and through other people is called management.
Getting from where you are to; where you want to be with; least expenditure
of resources; getting things done through other people and co‐ordinate the
resources to attain a common goal or end is call management.
To have a good management you should go through four important stages:
1. Planning
2. Organizing
3. Leading
4. Controlling
These make a good management which helps an organization.
Retrospection Analysis:
Media is a tool to reach masses. Sociology says that family, religion and
government are social organization.
Concept of media comes from sociology.
Concept of organization comes from management.
Concept of management says about organization as follows: A systematic
arrangement of people for a specific purpose.
Planning (Put everything in paper):
The management theory says planning includes defining goals; establishing
strategies (must have some strategies for organization).

Media Organization
Unit‐I
Media Organization Network:
They will have policies also, must follow that properly. Planning includes
development of plants to co‐ordinate activities.
Organization or Organizing:
Determining that task are to be done, who is to do that, how you are going to
do, whom going to do and where.
Leading:
Leading includes motivations. Must motivate the workers to achieve the goals
(Leaders will make their workers to feel them as a boss and work for the goal).
Push everybody to the maximum:
Directing others is also leading.
Selecting a right person to do a right job.
Leader must also be a very good observer.
Must be an effective communicator. Your thoughts must be conveyed
properly.
Resolving the conflicts. Get into the problem, find solution, and resolve it.
Controlling:
Part of controlling is monitoring activities of the people in your organization,
ensuring that your plan is going properly.
All these form will leads to one thing called “Success”.
Management Roles:
Refers to the specific level of management goals, management behavior, also
have psychology termed it as organizational behavior.

Media Organization
Unit‐I
Three types of roles:
1. Interpersonal role:
Leading and speaking to people.
2. Information role:
This includes secret issues in the organization and also must be aware
of the proper information.
3. Decisional role:
It includes resource, association, negotiation, etc,
Three level management, Percentage of functions of various managers:
First line managers:
• 15% of planning.
• 24% of organizing.
• 51% of leading.
• 10% of controlling.
Middle level managers:
• 36% of leading.
Top managers:
• 22% of leading.

Media Organization
Unit‐I
Three different categories of media organization:
1. Technology.
2. Reach.
3. Function.
Technology:
Electronic media, film media, news media, print media, etc,
Reach:
International, National, Regional, Local (cable), etc,
Functions:
Three primary functions of media is
• Information.
• Education.
• Entertainment.
Media organization also can be categorized as:
• News.
• Infotainment (News + Entertainment).
• Pure Entertainment.
• Cometainment (Commercial ad + Entertainment), Teleshopping, TSN,
etc,
In all media organization there is some control called ownership.
Media control:
¾ Media ownership.
¾ State Law & Policies.
¾ Self regulation by the media itself.

Media Organization
Unit‐I
¾ Economical issues (Money also determines the control).
¾ Advertisers – They control media, very important control, they control their
own channel.
¾ Media person.
¾ Audience.
Media Ownership:
I. Cross media Ownership.
II. Horizontal Concentration.
III. Vertical Concentration.
Cross media Ownership:
The diversification of media corporations into several fields of media
production and distribution houses... Here a one particular company will have lots
of media organizations to their group.
Example: Sun Network. Film‐1, Television‐20, Radio‐43, Print newspaper‐2,
Magazine‐4. Sun Network is the second largest Indian company in India. First
Indian company is Zee Network.
Horizontal Concentration:
Horizontal concentration in marketing is much more common than vertical
concentration. Here a firm merges or take over another firm within the same
industry category. Example: Times of India, Economic Times, Navbharath Times,
The Hindu, Business Line. This helps in reducing the competitors for a firm, and at
the same time increases a firm’s market share of the industry.
Vertical Concentration:
The process by which a media corporation extends its influence by expanding
into areas of operation previously left to other organizations. Here the ownership

Media Organization
Unit‐I
concentrates mainly on production house. Vertical concentration is along the
supply chain for a single product. Example: Zee.
Decision Making:
We define decision making as the allocation of scarce resources by individuals
or groups to achieve goals under conditions of uncertainty and risk.
Allocation is to distribute among the alternatives.
Scarce resources is the available resource i.e. people’s time and money. These
two are interchangeable. This limits the time and money spent on the decision.
Group makes some decisions better than individuals.
Goal means decision has a purpose.
Uncertainty is all the decisions are probabilistic, and no decision outcome is 100%
certain.
Risk refers to the amount of resources committed to an accomplishing a goal and
therefore, the maximum amount of resources that might be lost. A decision with
a relatively great risk and a high level of uncertainty is important and difficult and
the vice versa.
Types of decision:
There are two types of decisions programmed and non‐programmed.
¾ Programmed decision is highly structured with established goals and
channels of information are available.
¾ Non‐programmed decisions occur at irregular intervals and require
information and analysis, specific to a particular set of options.

Media Organization
Unit‐I
Another way to categorize decisions involves the impact of external events and
trends on an organization.
¾ Anticipation of external changes is proactive decision.
¾ Reactive decision happens as a result of external changes.
The Decision Process:
Ducker (1983):
¾ Classify the problem.
¾ Define the problem.
¾ Specify what the decision must do.
¾ Seek the right decision.
¾ Build in the action to carry out the decision.
¾ Use feedback to test the decision’s effectiveness.
Griffin and Moorhead (1986):
Incorporates the difference between programmed and non‐programmed
decisions and acknowledges the role of information at each step.
Decision Wheel:
Another model called as decision wheel, because it represents the cyclic nature of
the decision process. This model differs from Griffin and Moorhead model in two
ways.
¾ Programmed
¾ Central/Analysis Information.
Correct analysis with little information often is more useful than poor analysis
with abundant information.

Media Organization
Unit‐I
Decision Wheel
Define
Problem

Monitor Specify
Solution goals

Collect
/Analyze
Information

Develop
Implement Alternative
Solution Solutions

Select
Solutions &

Prioritize
Alternatives
Defining the problem:
Collection of information about some form of behavior, that creates problem
for media firm.
Specifying Goals:
Specifies the goals, goals need to be concrete. The decision process might
address multiple goals. All goals should have a time frame in which they will be
accomplished.


Media Organization
Unit‐I
Developing Solutions/Alternative Solutions:
The third step in the decision wheel develops alternative solutions. This step
should yield as many viable alternatives as possible. Inadequate solution or
solution not considered is rejected.
Selecting a solution/Prioritize Alternative:
The solution may combine more than one alternative solution, but the next
step requires a decision to pursue a specific solution.
Implementing the solution:
Once the solution is selected it must be implemented. The solution means
nothing unless applied correctly, which requires a detailed plan of action with a
timetable for specific action, a budget, and a breakdown of who has responsibility
for executing the changes. The details should be as specific as possible.
Monitoring the solutions:
A final step monitors the implementation in light of the goals. This monitoring
should provide feedback on a regular basis to judge progress toward the goals
and be part of the implementation plan.
A timetable is crucial to the monitoring system. A solution not working should
be given an adequate test, but a media organization should not remain
committed to a solution once it becomes obvious that it will not accomplish the
goal. Deadlines should be set for deciding to continue or end the plan.
This monitoring process makes the entire decision process cyclical. If the
solution does not work, this becomes a problem that starts a new cycle of
decision making.

Media Organization
Unit‐I
Constraints on the Decision Process:
¾ Who makes the decision?
¾ Time available for the decision.
Decision Makers:
Both individuals and groups make decisions.
Advantages & Disadvantage of Group Decision Making:
Advantages Disadvantage
Timing
>>Slower decision process >>Slower decision process
>> Division of labor for >>Disagreement over goals may
for complex task. result in no decisions.
Uncertainty
>>Larger amounts of information >>Political behavior of group members
& knowledge generated reduces
acceptance of information from others.
>>Fewer errors in analyzing >>Group think or the tendency of group
Information. members to think the group is
infallible.
>>More alternatives generated.
Goals
>>Groups can clarify goal >>Groups sometimes acts on ways

Media Organization
Unit‐I
understanding. inconsistent with goals.
>>Participation increases >>Group think of group goals.
acceptance.
Individuals decision making styles:
Most managers exhibit more than one style, but often a particular style
emerges under pressure. Use of information involved either satisfying or
maximizing. Satisfactory conclusion may not be good. Maximizing is the decision
taken when they feel it to be the best.
Solution focus concerns the use of data to identify possible solution.
Uni‐focus people collect information and identify on solution they think is best.
Multi‐focus people collect information and provide a variety of solutions to a
problem.
These two dimensions were combined to produce the following five decision
style:
Decisive style:
This style involves people who are satisfiers and are uni‐focus with respect to
solution. They collect limited amount of information and act quickly. Once they
identify this solution, they are unwavering in their support of that solution.
Flexible style:
They are satisfiers who have multi‐focus solutions. They also act on limited
information but they show more flexibly in using solutions. If one solution fails to
work, they turn to another.

Media Organization
Unit‐I
Hierarchical style:
This style involves maximizing and uni‐focus. These decision makers act slowly
because they collect large amount of information to select the one best solution
among those being considered, which is pursued using a detailed plan.
Integrative style:
People using this style are maximizing with multi‐focus solution. They tend to
take their time in collecting and evaluating information, but unlike the
hierarchical style, these people do not believe the problem has one ‘best’
solution.
Systemic Style:
This style incorporates both the integrative and hierarchical styles in a tow‐step
process. First step is using integrative style of evaluation large amount of
information and dealing with multiple solutions. Second step is more hierarchical
in which the solutions are prioritized with one or more criteria being considered
the best.
This style is more contemplative than the hierarchical but, involve more
organized and active solution than integrative.


Media Organization
Unit ‐ I

Organizational Design:
The term organizational design refers to the different parts of the organization
that separate the elements that are brought together to create it and consider
how these fit together and ways in which they must be analyzed and include.
The design aspects include how the organizational design should follow:
i. It is use to handle and pass information and to take decisions.
ii. To produce designs, to manage quality.
iii. For planning, developing and to manage resources (all kind of resources).
iv. To innovate new ideas and to handle crisis (Financial status handled by
CFO i.e. Chief Financial Officer).
Media Organization & Relationships:
Media Organization has Relationships with three following elements:
a. Society. The primary relationship is between media and society.
b. Owner, Suppliers and Clients.
c. Pressure groups – wishes religious, politics and caste bodies.
Media organization aims to produce in financial areas.
Organization aims to give values and also social services.
Business aspects of media:
¾ Media organization gets money through circulation (print media) &
distribution (channels).
¾ By selling space & time.
¾ By creating content for the media (they are creating it & sell it to the
client).
¾ Through advertisement & advertorial.
Media as Business and Social Institution Page 1

Media Organization
Unit ‐ I

¾ Advertorial is advertisement written in the form of news. Advertorial
is a combination of Advertisement and Editorial. They sell their
product.
Functions of social institution of media:
Media as a social organization plays an important role in ideological function.
Morals are basically given by media.
• Provides education.
• Promoting national integration.
• Safeguard citizenship rights.
• Environmental explosion.
• Family and health organization.
• Community development.
So media is a business and also a social institution.
Hence media is of two phases i.e. Social and Business.

Media as Business and Social Institution Page 2

Media Organization
Unit ‐ I
Entrepreneur:
Entrepreneur is a person who starts or organizes a business company,
especially one involving risk. The entrepreneur leads the organization and also
demonstrates leadership qualities by selecting managerial staff. Management skill
and strong team building abilities are essential leadership attributes for successful
entrepreneur. Entrepreneurs are the catalyst for economic change. Highly
creative entrepreneurs have the tendency to imagine new solutions by finding
opportunities for profit or reward.
Media Entrepreneurship:
The “media” in media entrepreneurship refers to traditional mass
communications systems and content genres as well as other technologies for
mediated human speech. This would include traditional publishing (newspapers,
periodicals, and books), traditional electronic media (radio and television via
broadcasting, broadband, cable or satellite), motion pictures, video gaming,
recorded music, advertising and public relations, fixed and wireless
telecommunications and adaptations of the Internet for any of these media.
The entrepreneur/innovator criterion should be relaxed for the case of media.
First of all, whether the venture is new or not, it represents a voice, a key issue in
our conceptualization. Second, it is hard to imagine a small media company
surviving in the cluttered media marketplace without being innovative,
differentiating itself and its products in some meaningful way to the search for
diversity, access, quality and democratizing potential. In other industry sectors,
small businesses may prosper by imitating, i.e., buying a franchise, but there are
few media examples of pure imitation in the form of franchising (itself a
noteworthy artifact).
The final element of media entrepreneurship is that it counts both for‐profit
and non‐commercial forms of media enterprise. The presupposition in
entrepreneurship literature is that it occurs only in the commercial, for‐profit
Media Entrepreneurship Page 1

Media Organization
Unit ‐ I
realm. It is presumed that achieving personal wealth is the driver for the
entrepreneur. In the case of media, that would be limiting; so much media and
communication technology are the products of non‐profits, non‐commercial
communities and even small government agencies.
Media Entrepreneurship in India:
Entrepreneurship is an important element in the print media of India which
gained independence from Britain in 1947. Forty years after independence, in
1987, Indian print media had multiplied 1,000 times – from 200 publications in
1947 to nearly 25,000 publications.
Broadcasting in India follows its British colonial beginnings, with radio
operating under the name All India Radio (AIR) and TV as Doordarshan (‘distance
view’). Doordarshan uses satellite service to reach remote locations bringing
network TV to four out of five people in the country. As in most developing
countries, the network regularly broadcasts programs aimed at improving public
life and about subjects such as family planning, health hygiene, etc,
One of the most prosperous industries in India today is filmmaking. The film
industry which produces 800 films a year (almost twice as many as Hollywood), is
centered on a place called Film City near Mumbai where 16 film studios employ
thousands of people, who work at dozens of sprawling sets. The industry is known
as Bollywood, a mix of Bombay, the former name of Mumbai.
Media Entrepreneurship Page 2

Media Organization
Unit ‐ I
THE FOLLOWING MODEL IS VERY IMPORTANT FOR EXAMINATION:
Greiner’s model of organizational development:
Greiner’s model of organizational development is also called as evolution or
revolution growth model.
Evolution & Revolution as organization grow – written in 1972 by
Dr. Larry. E. Greiner. He is a professor from the management & organization
department school of Business Administration University of southern California,
Los Angles, and U.S.A.
Five characters:
¾ Age of organization (Dimension for any model, practice are not
maintained).
¾ Size of organization.
¾ Size of evolution.
¾ Size of revolution.
¾ Growth of the industry.
Size of the organization:
• Problem tends to change with increased employers & sales revenue.
• Co‐ordination & communication becomes more difficult.
• New functions emerge.
• Structural hierarchy increases.
• Jobs become more interrelated.
• Formalized process for control.
Griener’s Development Model of a Company Page 1

Media Organization
Unit ‐ I
Organizations:
Large Vs Small
Economics of scale Responsive, flexible
Global reach Regional reach
Vertical hierarchy Flat structure
Complex Simple
& stable market
Stages of evolution:
• Known as evolution period.
• As organization grows, different evolution organization periods emerge.
Growth rate of the industry:
Business growth is determined by the market environment of its industry.
Example: Mozilla Firefox – Test revolution, Comet bird, slow revolution.

Media O
Organizaation
U
Unit ‐ I

Phases of growth:
Companies go tthrough w
well defined
d phases, eeach characterized byy the gradual.
Examplee: The grow
wth of bussiness of an
n audio vissual industry:

1: Growth tthrough crreativity;
Phase 1
¾ Founderss oriented.
¾ Commun nication is ffrequent &
& informal.
¾ Long houurs of workking.
¾ Modest ssalaries.
¾ Reactive to feedback from th he market p
place.
Griener’ss Developm
ment Model o
of a Compan
ny Pa
age 3

Media Organization
Unit ‐ I

The Leadership Crisis:
As the company grows up, new systems are needed – manufacturing,
accounting, personal, etc, the founders usually do not have the expertise to
manage this new set of systems nor can they motivate new employees. This is
leadership crisis. The company may bring in management who can manage in this
new environment or may flounder as founders try to “maintain the old guard”.
Phase 2: Growth through direction:
This can be characterized by:
¾ Functional organizational structure.
¾ Accounting system.
¾ Formal, impersonal communication.
¾ Direction centralized to the new, top managers.
The Autonomy Crisis:
As the company grows further centralized management is in appropriate.
Lower level managers come to possess better knowledge about the market place
but are unable to react quickly. The second revolution comes from the demand
for greater autonomy.
Thus, the solution to the first phase becomes the crisis of the second phase.
The solution to this crisis is to push decision responsibility to lower level managers
who fail to do so will see their companies passed by quicker organizations.
Phase 3: Growth through delegation:
This phase is characterized by:
¾ Greater responsibility in the plant and field marketing managers.
¾ Use of profit sharing and bonuses for incentives.

Media Organization
Unit ‐ I
¾ Top managers manage by exception.
¾ Management becomes active in acquisition.
¾ Communication from the top is infrequent.
The Control Crisis:
Field operator becomes diversified and inefficiencies creep into the system.
Top management lost control over planning, money, technology and manpower.
Parochialism field operations characterize this new revolution. Management must
solve it by bringing in special co‐ordination techniques.
Phase 4: Growth through co‐ordination:
¾ De‐centralized units are merged into product groups.
¾ Formal planning procedures are established and reviewed.
¾ Staff is hired at head quarters to initiate company wide programs.
¾ Capital expenditures are reviewed and distributed across the organizations.
¾ Return‐on‐capital becomes the criteria for measuring field operators.
¾ Certain technical functions, such as data processing, are centralized.
¾ Stock options and profit sharing are used to encourage identity with the
firm.
The red tape crisis:
A lack of confidence gradually builds between the line and staff, and between
headquarters and the field. Systems begin to outline their usefulness and field
managers begin to resent formalized control by staff managers who do not
understand the local markets. Staff personal resent in the “in co‐operative” line
managers. The organization has become unwieldy and everyone resents the
bureaucratic system that has evolved. A new crisis is underway.

Media Organization
Unit ‐ I
Phase 5: Growth through collaboration;
¾ Focus on solving problems through team action.
¾ Teams are formed from across functions.
¾ Headquarters staff are reduced and reassigned to teams which consult in
the field units.
¾ A matrix organization structure often develops.
¾ Formal systems are simplified and combined.
¾ Conferences of key managers are held frequently.
¾ Educational programs are utilized to train managers.
¾ Real time information systems are used in decision making.
¾ Economic rewards are geared to team performance.
¾ Experiments in new practices are encouraged.
The Crisis of What? :
Here Greiner speculates about the solution to this new crisis that comes about
from employees who become saturated emotionally and “who grow emotionally
and physically exhausted by the intensity of teamwork and the heavy pressure for
innovative solutions”. He illustrates this with a European Company that has
created a structure which allows employees to include a “reflective” period in
their daily activities.
He also cites the Chinese practice of requiring executives to spent time in
lower‐level jobs. This is interesting in light of the increased contact that our
western and pacific industrial complexes have with the Chinese.
Implications of History:
There are specific management actins that characterized each growth phase.
These actions are also the solution for evolution stage, revolution stage, etc,


Media Organization
Unit ‐ I

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Management

Make &
forces sell
Efficiency Expansion Consolidation Problem solving
of of market of organization & innovation
Organization Informal Centralized & Decentralized Line‐staff & Matrix of
structure functional & geographical product groups teams
Top management Individualistic & Directive Delegate Watch Dog Participative

style entrepreneurial
Control Market Standards &

Reports & profit Plans &investment Mutual goal
System result cost centers centers centers setting
Management reward Ownership Salary & merit Individual Profit sharing & Team bonus

emphasis increases bonus stock option

The problem which was discussed her are actually rooted in past decision rather
than present events or market dynamics. It is important for managers to know in
what stage it is.


Media Organization
Unit ‐ II

Organizational Behavior (OB):
Organizational Behavior is field of study that investigates the impact that
individuals, groups and structure have on behavior within organization. It is the
study and application of knowledge about how people act within organizations. It
is a human tool for human benefit. It applies broadly to the behavior of people in
all types of organizations, such as business, government, schools and services
organizations. It covers three determinants of behavior in organizations:
individuals, groups, and structure.
OB is an applied field. It applies the knowledge gained about individuals, and

the effect of structure on behavior, in order to make organizations work more
effectively. OB covers the core topics of motivation, leadership behavior and
power, interpersonal communication, group structure and process, learning,
attitude development and perception, change process, conflict, job design and
work stress. Before studying organizational behavior, it is desirable to know the
meanings of organization and management.
Organization:
Organization as a purposeful system with several subsystems where individuals
and activities are organized to achieve certain predetermined goals through
division of labor and coordination of activities. Division of labor refers to how the
work is divided among the employees and coordination refers to how all the
various activities performed by the individuals are integrated or brought together
to accomplish the goals of the organization. The term organizing is used to denote
one aspect of the managerial activities when he or she is preparing and
scheduling the different tasks that need to be completed for the job to be done.

Behavior In Media Organization & Organizational Behavior Page 1

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Unit ‐ II

Management:
It refers to the functional process of accomplishing the goals of the
organization through the help of others. A manager is an individual who is given
the responsibility for achieving the goals assigned to him or her as part of the
overall goals of the organization and who is expected to get the job done. The
terms o f top management, lower management are frequently used to indicate
the hierarchical levels of those who are engaged in the process of getting the
goals of the organization accomplished.

Why to study about organizational behavior?
¾ Development of soft (interpersonal) skills.
¾ Personal growth via insight into others.
¾ Enhancement of individual and organizational effectiveness.
¾ Sharpening and refining common sense.
Organizational behavior relates to the process, rather than the content of
conducting managerial work.
Skill Development:
Skills are the essential requirement to survive, and succeed in the modern
workplace. Organizational behavior skills have gained its importance in the
modern workplace. Soft skills generally refer to interpersonal skills such as
motivating others, communicating, and adapting to people of different cultures.
Hard skills generally refer to technical skills.
Personal growth through insight into human behavior:
Understanding others leads to personal fulfillment, and can also lead to
enhanced self‐knowledge and self‐insight. Insight is useful for the purpose of
selecting people for jobs and assignments, communication and motivation.

Media Organization
Unit ‐ II

Enhancing organizational and individual effectiveness:
An important goal of organizational behavior is to improve organizational
effectiveness, the extent to which an organization is productive and satisfies the
demands of its interested parties. People‐oriented management practices enable
workers to use their wisdom and to receive appropriate training. If a person
develops knowledge about subject such as improved interpersonal
communication, conflict resolution, and teamwork, he or she will become more
effective.
Sharpening and refining common sense:
Organizational behavior sharpens and enlarges the domain for common sense.
Organizational behavior knowledge also, refines common sense by challenging
you to re‐examine generally accepted ideas that may be only partially true, such
as inactivity reduces stress for everybody.
Organization Consideration:
¾ Mission.
¾ Strategy.
¾ Stake holders.
¾ Culture.
Major workforce diversity categories:
Gender
Disability National Origin
Age

Race / Caste
Domestic Partner
Note: Disability is not only physical.

Media Organization
Unit ‐ II

Diversity Challenges:

Fairness & Justice

Decision Making
Flexibility
& Performance

Challenges and opportunities for organizational behavior:
There are many challenges and opportunities for managers to use
Organizational Behavior concepts to enhance the overall effectiveness of
individuals, groups and organization. The following are some of the critical issues
confronting managers for which the knowledge of Organizational Behavior offers
worthy solutions based on behavioral science and other interdisciplinary fields.

Significant problems in management:
¾ Improving People Skills
¾ Improving Quality and Productivity
¾ Managing Workforce Diversity
¾ Responding to Globalization
¾ Empowering People
¾ Coping with Temporariness
¾ Stimulating Innovation and Change
¾ Emergence of the e‐organization
¾ Improving Ethical Behavior

Responding to Globalization:
¾ Increased foreign assignments.
¾ Working with people from different cultures.
¾ Overseeing movement of jobs to countries with low‐cost‐labors.

Media Organization
Unit ‐ II

¾ Managing people during the war on terror.
¾ Managing workforce diversity.
¾ Embracing diversity.
¾ Changing developed countries demographics
¾ Implication for managers.
¾ Recognizing and responding to differences.
Improving quality and productivity:
‐ Quality Management (QM).
‐ Process Reengineering.
Responding to the labor shortage:
‐ Changing work force demographics.
‐ Fewer skilled laborers.
‐ Early retirements and older workers.
Improving customer service:
‐ Increased expectation of service quality.
‐ Customer‐responsive culture.
Quality Management
What is QM?
‐ Intense focus on the customer.
‐ Concern of continuous improvement.
‐ Improvement in quality of everything the organization does.
‐ Accurate measurement.
‐ Empowerment of employees.
‐ Improving people skills.
‐ Empowering people.
‐ Stimulation innovation and change.

Media Organization
Unit ‐ II

‐ Helping employees balance work / life conflicts.
‐ Improving ethical behavior.
‐ Managing people during the war on terrorism.
‐ Changing social / cultural environment.
‐ Evolving global environment.
‐ Advancing information technology.
‐ Shifting work / employment relationship.
‐ National culture.
‐ Employment organization ethics and well being.
Event Management (EM):
What is EM?
‐ In this age of media glare and direct telecasts event management
becomes very important.
‐ Event management stands for organizing a stage show, beauty pageant,
fashion or sports event, exposition, exhibition, seminar or a conference
with clinical percussion i.e. accuracy.
‐ Apart from smooth running of the event it is about minimizing the risk
and maximizing enjoyment of the participants and audience.
‐ It is also about planning business gatherings, marriages and birthday,
packaging ‘the deliverables’ in a never before wrapper, without excusing
damage or inconvenience at the surroundings and those in the
neighborhood.
Categorizing events:
Size wise:
¾ Mega events (Olympics, Oscars, World Cup, IPL).
¾ Hallmark (Ms. Universe, Ms. World).

Media Organization
Unit ‐ II

¾ Major Regional events (Area specific – Goa film festival, Afro – Asian
games).
¾ Minor events (Meetings, parties, celebrations, community and social
events).
Categorization –II
Types of events:
¾ Sports.
¾ Entertainment.
¾ Commercial and Marketing Promotion.
¾ Meetings and Exhibition.
¾ Festivals.
¾ Family.
¾ Fundraising.
¾ Miscellaneous.
The Common Thread:
¾ Most events are once in a lifetime experience for participants.
¾ They are generally expensive to conduct.
¾ They take place over a shot period of time.
¾ They receive long and careful planning.
¾ Most events carry high level financial and safety risks (annually held events
are no exception).
¾ There is often lot at stake for those involved, including the EM team.
CBCE of Event Management:
I. Conceiving.
II. Brainstorming.
III. Coordinating.
IV. Executing and Postmortem.

Media Organization
Unit ‐ II

Conceiving the idea:
• Type.
• Management.
• Novelette.
Planning and Brainstorming:
• Concept and design, Developing and analyzing.
• Types of nature of environment.
• Choice of venue.
• Flexibility – Financial, SWOT.
• Event audience.
• Invites.
Coordinating the effects:
• Logistics – Venue, Parking, Crowd Security, Capacity, Transportation,
Catering.
• Staffing and Contracts.
• Marketing – Nature, Process, Marketing Mix.
• Promotion – Image / Branding, Advertising, PR.
• Legal Compliance.
• Media Coverage.
• Celebrity Management.
• Crisis Management Plan.
• Minute to minute details.
Executing the event:
• Implementing logistics.
• Enforcing protocol plan.
• Enforcing order of events.

Media Organization
Unit ‐ II

• Crowd Management.
• Monitoring and control.
• Implementing emergency plan.
• Arrangements for media.
• Plan what to do after the event.
What after the event?
Before you party or treat… Review…
How things could have been better… so that mistakes are never REPEATED.
Contributing Disciplines to the OB field:
Psychology:
Psychology has perhaps the most influence on the field of organizational
behavior because it is a science of behavior. Almost all aspects of behavior are
studied by psychologist. Psychology deals with studying human behavior that
seeks to measure explain and sometimes change the behavior of humans and
other animals. Psychologists primarily interested to predict the behavior of
individuals to great extent by observing the dynamics of personal factors,
environmental and situational factors. Those who have contributed and continue
to add to the knowledge of OB are learning theorists, personality theorists,
counseling psychologists and most important, industrial and organizational
psychologist.


Media Organization
Unit ‐ II

Sociology:
Sociology is the study of origin, development, organization and functioning of
human society.

‐Group dynamics
‐Work team
Sociology ‐Communication
‐Power Organization System
‐Conflict
‐Intergroup Behavior
‐Formal Organization Theory
‐Organization Technique
‐Organization Change Group
‐Organization Culture
Social Psychology:
Social psychology is the scientific study of how people’s thoughts, feelings, and
behaviors are influenced by the actual, imagined, or implied presence of others.
‐Behavioral Change
Social ‐Attitude Change
Psychology ‐Communication Group
‐Group Process
‐Group Decision Making


Media Organization
Unit ‐ II

Anthropology:
Anthropology is a social science that deals with the origins, physical and
cultural development, biological characteristics, and social customs and beliefs of
humankind.
‐Comparative Values
‐Comparative Attitudes
Anthropology ‐Cross‐Cultural Analysis Group
‐Organizational Culture
‐Organizational Environment Org System
Political Sciences:
Contributions of political scientist are significant to the understanding of
behavior in organizations. Political scientists study the behavior of individuals and
groups within a political environment.
They contribute to understand the dynamics of power centers, structuring of
conflict and conflict resolutions tactics, allocation of power and how people
manipulate power for individual self interest. The knowledge of political science
can be utilized to the study the behavior of employees, executives at micro as
well as macro level.

Economics:
Economics contributes organizational behavior to great extent in designing the
organizational structure. Economic pressures determine the suitable structure
through markets, hybrid network structures or hierarchy to organize transactions
effectively.


Media Organization
Unit ‐ II

Three Levels of analysis in OB are:
¾ Organization level.
¾ Group level.
¾ Individual level.
Organizational level:
¾ Structure and design.
¾ Culture.
¾ Change and knowledge management.
¾ Cultural diversity.
Group level:
¾ Communication.
¾ Group dynamics.
¾ Teams.
¾ Leadership.
¾ Power, politics and influence.
¾ Conflict, stress and well being.
Individual level:
¾ Individual differences.
¾ Learning, perception and attribution.
¾ Attitudes, values and ethics.
¾ Creativity.
¾ Motivation.

Media Organization
Unit ‐ II

Challenges faced at the workplace:
Organizational Level
¾ Productivity
¾ Developing Effective Employees
¾ Global Competition
¾ Managing in the Global Village

Group Level
¾ Working with others Work Place
¾ Workforce diversity

Individual Level
¾ Job satisfaction
¾ Empowerment
¾ Behaving Ethically

Media Organization
Unit ‐ II

Organizational Structure:
Explicit and implicit institutional rules and policies designed to provide a
structure where various work roles and responsibilities are delegated, controlled
and coordinated. Organizational structure also determines how information flows
from level to level within the company.
An organizational structure entirely depends on the organization’s objectives

and the strategy chosen to achieve them. In a centralized structure, decision
making power is concentrated in the top layer of the management and tight
control is exercised over departments and divisions. In a decentralized structure,
the decision making power is distributed and the departments and divisions have
varying degree of autonomy.
Types of Organizational Structure:
Organizational structure can generally be classified as follows,
¾ Military type of organization.
¾ Functional type of organization.
¾ Line and Staff system.
¾ Committee organization.
¾ Geographical type.
¾ Product type.
¾ Market type.
¾ Matrix type.
Nature & Structure of Different Media Organizations Page 1

Media Organization
Unit ‐ II

Organizational Structure of different media organizations:
Ad agencies have two organization structures:
1. Centralized agencies
2. Decentralized agencies
Centralized Agency
Everybody will work to one boss i.e. the CEO
CEO

Finance
Marketing
Program Creative

Finance Manager Creative Dept & His Team

Marketing Manager

And His Team

Sales Manager

Work to the head – CEO & Different Vice President. They will have their own team
like Finance, Marketing, etc,

Media Organization
Unit ‐ II

Decentralized Agency
They cannot directly talk to the CEO. Power is distributed to different persons.
CEO

Division Manager Division Manager

Category Manager Category Manager

Brand Manager Brand Manager


Media Organization
Unit ‐ II

DD
Station Management / Director

Engineering Dept Program Dept NewsDept Business Dept Sales&Management Promotion&CommunityDept

Maintenance Asst. Editors (
Operator
News Editors)
Transmitor Reporters
PR
Readers
Accounting legal counsel secretary
Commercial
Govt
Accounts
Affairs
Operation Dept
Production Dept
Account Pay Roll
Receivable Franchising
On air Dept Traffic Dept Library
Direct Sales Advertisement Commercial

&Promotion Accounts
Studio
Food Post Production Dept
Audio
Writer

Engineer
Director

Recordist
Talent
Floor Editor

Management


Media Organization
Unit ‐ II

Organizational Chart of AIR

Program Audience News Engineering Administration
Research Research Research Division Finance
Unit Unit Division Security

Engineer
Deputy Deputy Director in chief
Director Director General
General
General
News

Chief Engineer
Deputy Director
• Director

General
• Audience
• Research
• Civil Construction
Administration

•• Research &
Zonal Training

• Regional
•
Home Service Development

• External Service • Maintenance Deputy Director
•

Commercial Service
•
Modernization & General
•
Training Renewal
Finance
• Planning & • Project Cell

Development
•
Inspection
Deputy Director
General
• Additional Deputy

Secretary
• Additional
• General

Regional News

• Additional
Deputy Deputy
General
Unit General

• Control news
Producer, Sound
• Monitoring

• Service Services
Recordist & Announcers

Media Organization
Unit ‐ II

Note: They do Audience Research Unit by letters; there was no proper measuring unit for AIR. Administration department
also looks after HR.
Superior Advertising/Public Relations Agency
President or Chief Executive Officer

Chief
Budget
etc,
Financial
Officer
Accounting
Department

Director Director Director Director Director
Public Media Production Creative Advertising
Relations Services Services Services

Traffic Manager
• • Media Director • Art Director • Corporate Accounts
Accounts
• Media Partner
• Copy Editor Supervisor
Supervisor
• Accounts • Media Buyer • Designer • Accounts Executive
Executive
• Consumer Accounts
Supervisor
• Accounts Executive

Media Organization
Unit ‐ II

News Paper Organization
Newspaper Publisher

Business Manager Editor
Managing Editor
Advertising & Promotion

Circulation City Editor Editorial Page Editor

Printing Services
Local Reporters
Local Photographers
Wire Editor State Editors
Business Editor Sports Editor
Features Editor

Media Organization
Unit ‐ II
Media industry:
Media industry is a very vivid and one of the most versatile industry. Mass
media, as it is called theoretically, is one of the most influential industries as it is
directly connected with the mass audience. The main work of media industry is to
provide information and generate public opinion. The media industry first started
the mass distribution of newspapers and magazines. Today, the definition of
media has changed and media has many sub forms like broadcasting with the
help of television and radio, entertainment with use of audio visual films and
videos, the internet that includes websites, blogs, forums, music, news, then
publishing books, papers, magazines, and it also includes postal mail, telephony
and other interactive media. The media has various purposes like providing
entertainment, education, and advocacy among others. Thus the scope of career
in media industry is vast.
Scope of Media Industry in India:
The Indian entertainment industry is one of the fastest growing in the world
producing more than 800 films per year. It is the largest output by any media
industry in the world. Raised regulations, quality content development,
competitive pricing, increased consumer base and significant marketing, creative
use of technology and work effectiveness are the key drivers of Indian media
industry. Because of varied structure and root presences, many media companies
in India have grown up speedily and are recruiting newer young talent for
increased efficiency and creativity. Thus starting a career in media industry is the
latest trend among many youngsters in India.
The Media holds strong influence over people’s life has also attracted many to
start a career in Media. The business opportunities in Indian media and
entertainment industry are enormous. There is untapped potential along with the
good creativity talent. In addition, good economy, FDI inflow, higher per capita
income are the main reasons, because of which new media industries are opening
up, thus giving good career in media industry.
Employment Opportunities in Indian Media Industry Page 1

Media Organization
Unit ‐ II
Groups:
Group is defined as the collection of two or more individuals who are
interdepartmental and interact with one another for the performance to attain a
common goal or objective.
Types of groups:
Various methods are used to classify the types of groups that exist in an
organization; the predominant operating groups are the functional groups, task or
project groups and interest groups. In addition, groups are also classified as
formal and informal groups.
Formal groups:
Formal groups are collections of employees who are made to work together by
the organization to get the job done smoothly and efficiently. The formal groups
are those whose primary purpose is facilitating, through member interactions, the
attainment of the goals of the organization.
Informal groups:
Informal groups are groups that emerge or randomly get formed due to the
formal group member’s interaction with each other, and thereby develop
common interest. Informal groups provide a very important service by satisfying
their member’s social needs.
Functional groups:
The functional group in an organization is a group generally specified by the
structure of the organization. It involves a superior‐subordinate relationship and
involves the accomplishment of ongoing tasks and generally considered as formal
group.
Group Behavior Page 1

Media Organization
Unit ‐ II
Task or Project groups:
When a number of employees are formally brought together for the purpose
of accomplishing a specific task ‐ for a short ‐ term or long term period ‐ such a
collection of individuals is called a task or project group.
Interest and Friendship groups:
The group members formed relationships based on some common

characteristics such as age, political belief, or interests. Generally, it can be
considered as formal or informal group. Groups often develop because the
individual members have one or more common characteristics. This is called
friendship groups.
Reasons for joining groups:
The most popular reasons for joining a group are related to our needs for
security, identity, status, self‐esteem, affiliation, power and engaging in common
task.
Stages of group development:
There are five stages of development that happens in a group. They are as follows
¾ Forming stage.
¾ Storming stage.
¾ Norming.
¾ Performing.
¾ Adjourning.
Forming stage:
At this stage, group members try to comprehend where they stand in the
group and how they are being perceived by others in the group. The members are
very cautious with their interaction with each other and the relationships along
the group members are very superficial. Member’s seldom express their feeling in

Media Organization
Unit ‐ II
the group and the individual members who are trying to understand who they are
in the group have concerns about how they will fit in the group as permanent
group members. This is characterized by much uncertainty about group’s
purpose, structure and leadership. This stage is complete when members have
begun to think of themselves as part of a group.
Storming stage:
At this stage, disagreement tends to get expressed among the group members,
and feelings of anxiety and resentment are also expressed. Some power struggle
may ensure at this stage to determine who should assume the informal
leadership role in the group. This storming stage is also known as the sub‐
grouping and confrontation. This group is characterized by intra‐group conflict.
Members accept the existence of the group, but there is resistance to the control
the group imposes on individuality. There is sometimes conflict over who will
control the group. When this stage is complete, there will be a relatively clear
hierarchy of leadership within the group.
Norming stage:
This stage is characterized by close relationships and cohesiveness. The group
sets norms, tries to attain some degree of cohesiveness, understands the goals of
the group, starts making good decision, expresses feelings openly and makes
attempts to resolve problems and attain group effectiveness. At this stage,
member’s roles get defined, and task and maintenance roles are assumed by
group members. Group members also begin to express satisfaction and
confidence about being members of the group.
Performing stage:
This stage is characterized by collaboration and integration. The group
members evaluate their performance so that the members develop and grow.
The group relationships and structures are set and accepted. Group energy has
moved form getting to know and understand each other, to performing the task

Media O
Organizaation
Unit ‐ II
at handd. Feelings are expresssed at this stage witthout fear,, leadershiip roles shared
among the memb bers, and the
t group member’ss activitiess are highlly co‐ordin nate.
The taask and maintenan nce roles are played very effectiveely. The task
performmances levels are higgh and member satissfaction, prride and co ommitmen nt to
the group also high. Both performan
p ce and meember’s saatisfaction are sustained
indefinitely.
Adjourn
ning stage:
This stage is ch
haracterizeed by conccern with w wrapping up activities rather tthan
task performancce. The group prepares fo or its dissbandmen nt. High task
perform mance is no longer the
t group’s top priority. Insteaad, attentiion is directed
towardss finalizing activitiees. As thee group approachees the terminal ph hase,
membeers break o off their bo
onds of afffection andd stop inteeraction wiith each otther.
Responses of grou up membeers vary in this state. Some feell pride in w what the grroup
has acco omplished d. Others mmay be neggative and critical of tthe way th he organizaation
has treaated the group
g and others maay be sad over the loss of frieendship gained
during tthe life of tthe work ggroups.

Group Be
ehavior Pa
age 4

Media Organization
Unit ‐ II
Innovation:
Innovation generally is an idea wit a purpose – a means to an end. It is the job
of managers to determine how well that tool or technology serves its purpose and
what effect it has on the people who use it. This is especially true in a media
company knowing the innovation’s limitation eases the burden of managing.
There is a roundabout way of saying a media managers job is to turn the
innovation to the company’s advantage. To do so, the manager must analyze the
organization role and impact of innovation.
Manager’s approaches to innovation include the following:
“Approach” is another way of saying a manager needs to think about what he
or she wants before doing it.
Strategy:
A manager considers the intended use of the innovation and how it fits with
the company’s overall strategy to avoid overreacting to it or using the innovation
to produce unintended results.
Environmental Scanning:
Environment scanning means searching for significant marketplace events

such as a corporate merger, an improvement in the technology, swings in
consumer behavior, or some noteworthy social change. The manager also
routinely surveys the external environment – competition, political landscape,
regulatory structure, economy, technological development, and whatever affects
customer behavior.
Resourcefulness:
Anyone can develop a strategy, but it takes a readily able manager to
effectively implement it. A planned program of implementation is needed.
Innovation & Creativity Page 1

Media Organization
Unit ‐ II
Vision:
Technologically driven products cannot be managed without forethought.

Media visionaries continually maintain and update their understanding of
business/product objectives and “define their business’ identity within whatever
future comes”.
Structural Approach:
The structural approach focuses on the impact of formal devices such as rules
and organizational hierarchy. This approach uses technology as a planned,
controlled instrument of management, which makes conscious, intentional
decisions concerning the implications of the innovation.
Technological‐Task Approach:
The technological‐task approach complements the structural approach. The

technological‐task manager sees innovation as being controlled and having a
measurable response in the organization. The manager chooses a technology,
hoping that it increases productivity by enhancing the processes and routine tasks
of work.
Sociotechnical Approach:
The sociotechnical approach lies somewhere between the structural and

technological‐task approaches. Here the manager stresses the needs and actions
of the innovation’s users and examines the innovation’s attributes and
characteristics.

Media Organization
Unit ‐ II
Factors influencing innovations adoption:

Media type Internal External
Younger markets
More value needed Lower entry barriers
Online Low marketing appeal More direct competition
Less‐proven audience
preferences
Younger markets
More value needed Lower entry barriers
Multimedia Low marketing appeal More direct competition
Less‐proven audience
preferences
Television High cost of operation Higher entry barriers
Low audience base Moderate competition
High capital cost of High entry barriers
Cable TV operation Dueling market revenue
Very low audience base streams
More direct competition
Radio More value needed Mid‐range entry barriers
Elastic advertising
demand
High capital cost of Mature, limited market
Newspapers operation & distribution New technology threats
dual market dueling market revenue
streams
Magazines High cost of distribution
Books High cost of distribution
Global market
Motion Pictures High cost of operation Growing secondary
market


Media Organization
Unit ‐ II
Innovation may have several types of effects:
¾ Desirable/Undesirable
¾ Direct/Indirect
¾ Anticipated/Unanticipated
¾ Disruptive/Nondisruptive
These effects are approached from internal and external viewpoints.
Internal Impacts:
Internally, managers focus on the adoption process and its effects. When an
organization decides to adopt a technology or innovation, several steps precede
and follow the decision. They are,
¾ Agenda setting.
¾ Matching.
¾ Redefining/restructuring.
¾ Clarifying.
¾ Routinizing.
¾ Convergence and Innovation as product.
¾ Brand awareness and strategy.
¾ Superior supervision.
External Impacts:
External impacts is the another way of managing change or innovation directly
implies dealing with elements of market structure. They are,
¾ Competition and market boundaries.
¾ Revenue alternatives.
¾ Consumer behavior.
¾ Advertising and promotion strategies, method and content.

Media Organization
Unit ‐ II
Creativity:
Creativity is defined as the production of new and useful ideas concerning
products, services, processes and procedures by individuals or group of persons
working together.
Creativity is the mental characteristic that allows a person to think out of the
box, which results in innovative or different approaches to a particular task.
Creativity and management:
¾ A new idea is the combination of cold elements.
¾ It’s your ability to combine ideas in a unique way.
¾ There is virtually no problem you cannot solve, no goal you can achieve, if
you know how to apply the creative powers of your mind, to cut through
every difficulty in your life and your work.
Creative people in an organization:
Creative people in an organization is divided into two different groups namely
initiators and problem solvers.
Creative people can be said to have:
¾ A particular style.
¾ Originality.
¾ Competence.
¾ Experience.
¾ Determination.
¾ Flexibility.
¾ Positive outlook.

Media Organization
Unit ‐ II
Organizational Culture:
Organizational culture is the shared set of values, beliefs and norms that
influence how members of an organization relate to one another and cooperate
to achieve their organizational goal.
Nature of organizational culture:
The culture of an organization may reflect in various forms adopted by the
organization. These could be:
¾ The physical infrastructure.
¾ Routine behavior, language, ceremonies.
¾ Gender equality, equity in payment.
¾ Dominant values such as quality, efficiency and so on.
Functions of organizational culture:
¾ Behavioral control.
¾ Encourages stability.
¾ Provides source of identity.
Increasing importance of organizational culture:
Organizational culture is important in today’s world due to increased
competition, globalization, mergers, acquisitions, alliances, and various workforce
developments have created a greater need for;
¾ Coordination and integration across organizational units in order to

improve efficiency, quality, and speed of designing, manufacturing, and
delivering products and services.
¾ Product innovation.
¾ Strategy innovation.
¾ Process innovation and the ability to successfully introduce new
technologies.
Culture of Organization Page 1

Media Organization
Unit ‐ II
¾ Effective management of dispersed work units and increasing workforce
diversity.
¾ Cross‐cultural management of global enterprises and/or multi‐national
partnerships.
¾ Construction of meta‐ or hybrid‐ cultures that merge aspects of cultures
from what were distinct organizations prior to an acquisition or merger.
¾ Management of workforce diversity.
¾ Facilitation and support of teamwork.
Organization culture change:
There may be many reasons why the culture of an organization needs to be
changed. This includes;
¾ Lack of morale.
¾ Lack of job motivation.
¾ Lack of job meaning and change in the business.
Culture of Organization Page 2

Media Organization
Unit ‐ III
Supplier:
A company which supplies goods or services to another company is called as
suppliers. They are also called as vendors. A supplier can be distinguished from a
contractor or subcontractor, who commonly adds specialized input to deliveries.
Buyer:
A buyer is a professional purchaser, who purchases finished goods, typically for
resale for an organization. In product management, buyer is the entity who
decides to obtain the product.
Important five forces that of an organization during buying and selling are:
¾ Buyer power.
¾ Supplier power.
¾ Threat of substitute product or services.
¾ Threat of new entrants.
¾ Rivalry among existing competitors.
Relationship between supplier and buyer:
The relationship between the supplier and buyer varies depending upon the
organization. Supplier and buyer are the essential part of any organization. An
organization will achieve its goal correctly only with the help of good relationship
between the supplier and buyer. It is the buyer who demands something from the
supplier, and the supplier must satisfy the buyers need. This is basic requirement
of almost all the organization.
Media relationship:
Buying time and space in media:
Those with goods and services to sell need the mainstream media in which to
advertise, and media that are wholly or partly funded by advertising need
advertisers in order to survive. Buying and selling advertising space is therefore a
Economics of Media Relationship between Supplier and Buyer Page 1

Media Organization
Unit ‐ III
crucially important matter for advertising agencies and media owners alike.
Media space is a commodity that is traded like any other. The goal is to buy the
right amount of space that reaches the right people at the right time, and to do so
as cheaply as possible.
The media department of an agency is responsible for choosing the media in
which advertisements for its clients’ goods and services will appear, and for
negotiating the best deals with those media. As the number and variety of media
outlets have skyrocketed, and as competition between them for advertising
revenue has grown more intense, so the business of “media buying” has become
more complex. With more and more magazines to read, televisions to watch, and
websites to surf, it has become harder and harder to find the best way of reaching
any given audience.
Economics of Media Relationship between Supplier and Buyer Page 2

Media Organization
Unit ‐ III
Leisure time activity:
Leisure time is a crucial setting of popular cultural activity. Understanding
people’s leisure activities requires attention to both quantity and quality of
leisure time. Time is a scarce resource that is becoming increasingly significant to
the media environment and media research. Temporal demands of the modern
society are placing increased pressure on individual’s leisure time and media use.
Time spent on media and communications is part of the overall time use
patterns of individuals and audiences. Approximately one‐third of a person’s time
is unavailable for media use in average lives because it is used for sleep. Another
third is consumed by work, schooling, and other daily routines during which only
limited media use can occur. The final day of the day is allocated to commuting,
shopping, eating and leisure.
The large portions of media use devoted to entertainment and division can be
considered just one of the myriads of possible leisure time activities such as
sports, performances and hobbies. It is the time available for this type of activity
that media companies seek as well as that time when limited use can occur as
other activities takes place.
Individuals make personal time decisions, but there are collective uses of time
for overall activity and media use. These uses of patterns reflect a difference in
the ways and purposes for which audiences use different media. Companies that
are introducing new media or increasing the number of units of a medium must
then try to induce audiences or consumers to alter their media time use patterns
or to increase their overall media use time by taking time away from other
activities.
Leisure Time Activity Page 1

Media Organization
Unit ‐ III
Cost factor:
Cost estimating relationship in which cost is directly proportional to one
independent variable, such as a certain percentage of the material consumed
in producing a good.
Economically, a media organization will allocate the resource considering
cost as one of the main factor. Considering cost is not only important for every
manufacturer but also for the customers. Competition is creeping in today’s
market which in turn makes the manufacturer to consider the cost factor.
Pricing is more important for the customers and profit is more important for
the manufacturers. This is the main reason for the manufacturer’s to have a
special consideration with cost and budgeting.
Managers also consider a market’s cost structures, which refers to

production costs and includes fixed and variable costs. Fixed costs are costs
over which managers have little control because they are incurred in
producing the first unit of the product. High fixed costs in a market are a
barrier to entry because they mean that a tremendous amount of investment
capital is needed to begin operations and stay in business until the company
begins generating profits.
Variable costs are costs which a manager has some control, such as travel
and entertainment budgets and, to a more limited degree, personnel,
advertising, and marketing expenses. For media companies, personnel costs
generally are one of the largest budget lines.
Advertising plays a major role in promoting one company’s product, so
allocating cost for this is consider as valuable input. The advertisers underwrite
the bulk of the operating costs in return for the time and attention of the
consumers.
Cost Factors Page 1

Media Organization
Unit ‐ III
Cost approach towards costing:
• Cost per minute.
• Cost per viewer.
• Cost per measured result.
Negotiation of unwanted matter:
i. Cost per minute:
Selling a program .
Example: 1, 20,000 = 30minutes, so 1minute = 4,000.
ii. Cost per viewer:
It is easy to figure out; this is purely for television channels.
Total cost / Actual viewer = 1, 20,000 percentage / 1, 20,000 viewers.
iii. Cost per measured unit:
¾ Racer = 1.60secs commercial.
¾ Sell = 3, 00,000 packs of Racer.
¾ Profit = 3, 00,000.
¾ Expenditure for product & air the commercial = 2lakhs (Good
investment).
How to manage cost?
¾ Stick to the schedule
¾ Simplify your design work.
¾ Give a close eye to the animation and special effects.
¾ Reduce the complication of editing.
¾ Reduce the amount of raw footage.
¾ Allocate the budget properly.
Cost Factors Page 2

Media Organization
Unit ‐ III
Revenue:
The income generated from sale of goods or services, or any other use of
capital or assets, associated with the main operations of an organization before
any costs or expenses are deducted. Revenue is shown usually as the top item in
an income statement from which all charges, costs and expenses are subtracted
to arrive at net income. In business, a revenue model is generally used for mid
and long‐term projections of a company’s profit potential and operation.
Market analysis for revenue:
A market analysis will be done to estimate the financial costs and returns that
will result from the project. This involves forecasting the revenues that the new
investment or project will generate, the costs involves, what long‐term return on
investment to expect, the availability of capital to finance the project or
investment, and the possibility of intangible benefits that company might gain. If
a company purchases an existing property, information will be available to help
estimate revenues and costs based upon the previous performance.
In examining financial conditions, you must forecast how long it will be before
revenues exceed costs so that the company will make a profit off the investment.
The analyst must examine current and future costs including planned operational
changes and the investment those changes might require, and current and future
economic conditions in the market.
Revenue sources:
¾ Single stream
¾ Multiple stream
¾ Interdependent
¾ Loss leader
Revenue Models Page 1

Media Organization
Unit ‐ III
Revenue Models:
Revenue model is been developed by the company knowing their client’s and
in an idea of how to make money. Revenue models will depend upon the
following components,
¾ Subscription or membership
¾ Volume or unit based
¾ Advertising
¾ Licensing and syndication
¾ Transaction fee
How a Media Organization gets revenue:
¾ By selling time and space.
¾ They are selling television spots i.e. ads.
¾ Channels they are selling the air time.
¾ Newspapers are selling space.
¾ It is being sold as, rates per second or rates per centimeter or color.
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Media Organization
Unit ‐ III
Market factors:
Any external agent that affects the demand or the price of a good or service is
market factor. A market analysis includes a careful examination of the specific
conditions that will affect success in a given product or geographic market.
Among the conditions to consider are market structure, the nature of the target
market, and the market’s economic and sociological environments.
Market structure:
One of the most important considerations in a market analysis, market
structure analysis is conducted for product and geographic markets. When
examining the structure of a market, a manager considers several things,
including seller concentration, and buyer concentration, vertical integration,
product differentiation, cost structures, and barriers to entry.
Seller concentration measures the number of companies competing in the
market. Too much or too little seller concentration in a market makes it hard for
newcomers to survive. If there are too many competitors in a market, it will be
hard for most companies to make money, since each one will have only a small
share of the available audience or advertisers, as online media companies have
discovered. Analyzing seller concentration is complicated in media markets
because different types of media products substitute for one another for both
consumers and advertisers.
Buyer concentration is the opposite of seller concentration in that it measures
the number of buyers in the marketplace for a given product. Again, media
managers examine this for audiences and advertisers. Estimating buyer
concentration among advertisers is particularly important because, in the
advertising market, having either too much or too little buyer concentration is a
problem.
Another element of market structure is vertical integration, where a company
also owns the companies from which it buys, supplies or, on the other end to
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which it sells its final products. When analyzing market media managers measure
their competitors’ vertical integration as one way to determine market power.
Product differentiation, another factor in market structure, measures the

difference between the various products competing in the market. Managers also
consider a market’s cost structures, which refers to the production costs and
includes fixed and variable costs.
Finally, media market analysts look at barriers to entry, in general. A barrier to
entry is anything that makes it difficult for a new competitor to enter the market.
If a media manager already is in a market, having barriers to entry against new
competitors is an advantage because they limit competition. For those trying to
enter a new market, barriers to entry are disadvantages.
Nature of the target market:
A market analysis necessarily includes an analysis of the target market. From
the standpoint of media companies, not all audiences are created equal. Some
audiences are more desirable to advertisers than others, which makes those
audiences more desirable as target markets for media companies. A careful
target‐market analysis will examine the potential advertisers in the market who
would not be likely to buy space or time in a mass audience medium.
Economic and sociological conditions:
The final element to include in an analysis of the external conditions in a
market is an examination of the economic and sociological conditions in the
geographic are of interest. These include such things as the unemployment rate,
how it compares to state and national averages, and the long‐term growth trends
in the area, and the diversity of business and industry in the economy.
Demographics and psychographics are the sociological elements that a media
market analyst examines. Demographics describe what people are in terms of

Media Organization
Unit ‐ III
factors that they generally can’t change, such as age, race, gender, education
level, and income. Psychographics describe lifestyle, culture and values.
The Market Analysis Process:
External Conditions:
Forecasting
¾ Trends in technologies.
¾ Trends in audience demand.
¾ Trends in demographics and lifestyles.
¾ Trends in advertiser demand.
Demand Factors
¾ Price.
¾ Price of substitutes and complements.
¾ Consumer income.
¾ Consumer uses and gratifications for trends in political/regulatory
conditions.
¾ Technology forecasting.
Specific market factors
¾ Market structure.
¾ Seller concentration.
¾ Buyer concentration.
¾ Barriers to entry.
¾ Product differentiation.
¾ Cost structures.
¾ Vertical integration.
¾ Access to distribution channels.
¾ Target market.
¾ Economic and sociological conditions.

Media Organization
Unit ‐ III
Internal Conditions:
¾ Company mission and objectives.
¾ Organizational structure and culture.
¾ Expertise and product mix.
¾ Resources.
¾ Strengths.
¾ Weakness.
¾ Opportunities.
¾ Threats.
Financial Conditions:
¾ Revenues.
¾ Costs.
¾ Return on investment.
¾ Availability of capital.
¾ Intangible returns.

Media Organization
Unit ‐ III
State of Indian Media Industry:
Media and entertainment are fastest growing sectors in India. Indian media is
comprised of several segments such as cinema, TV, print media, advertising, radio
and digital media. All these sectors are getting advanced on regular basis. The
media in India was initiated since the late of 18th century with print media and
radio broadcasting. It is consider the oldest and foremost media of the world.
Indian media has been measured as free and independent. The television news in
India came into existence in 1895 and this was the biggest revolution in the media
industry.
As per the recent studies which were done in the beginning of the year 2008, it
was concluded that over 99millions of newspapers were bought during the year
2007. This revolution has made India as the second biggest market of newspaper
all over the globe. The Indian media is promoted because the nation has provided
the freedom of speech and expression as per the Indian constitution. By 2009,
India had a total of 81,000,000 registered users who read newspaper and watch
news over internet. This was about 7.0% of the population of the country. As per
the data of 2010, India has become the 11th largest country in the world that had
access to broadband internet. India has having 1400 television broadcast stations
as per the survey of 2009 and become the 4th largest one in the world.
In India, latest news is aired immediately to internet and television. One more
advantage of media industry in India is that it can produce the news in any of
languages. That means news or published and delivered in the regional languages
also. Cyber media has grown to a large extent and India is having cyber media
audience of over 1.5 million. It offers the current news to the viewers and the
readers with the amazing updates in seconds.
The film industry is the largest one in the world. It is the accordance to the
number of news and the play produced every year. Many foreign production
houses are also investing in the Bollywood. Journalism has also come a long age in
India. With the entry of news channels the concept of this industry is changing at
State of the Industry Today Page 1

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fast. Youths of India are also choosing this sector as a hot career option. Twenty
years back, a few selected individuals were there in India who preferred
journalism.
Television is considered as the leader of the digital media sector which is
achieving tremendous growth in terms of channels. Broadband and DTH service
have brought the technology advancements in this sector. As per Federation of
Indian Chambers of Commerce and Industry (FICCI), it is found that growth in the
media industry is much more than Indian economy. Radio sector is also gaining
momentum and growth with many latest FM channels. The Indian media industry
is continuously coming up in the most amazing way and bringing amazing
opportunities for the new generation also.
State of the Industry Today Page 2

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Unit ‐ IV
Production Project Cycle (PPC):
The ways in which projects are planned and carried out in a sequence in to
achieve specific goals is known as the project cycle. The cycle starts with the
identification of an idea and develops that idea into a working plan that can be
implemented and evaluated. Ideas are identified in the context of an agreed
strategy. It provides a structure to ensure that stakeholders are consulted and
relevant information is available, so that informed decisions can be made at key
stages in the life of a project.
Planning:
Good Planning:
¾ Achievable timeline.
¾ Clearly defined work flow.
¾ Clear roles and responsibilities.
¾ Decision making framework.
Planning – What can be done?
PPM:
¾ Proposal/Concept brief/Response to tender.
¾ Budget or project resources approval.
Team Meeting:
¾ Roles, Responsibilities.
¾ Where are the workspaces – Physical and virtual.
¾ Types of files that will be produced.
¾ File naming conventions.
¾ Standards for production, documentation and access.
¾ Guidelines for the content.
¾ Develop a list of what will be produced.
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Unit ‐ IV
Output:
¾ Requirement, specifications / Design documents.
¾ Flowcharts: Storyboards.
¾ Layout Grids.
Production:
¾ To consider all the structure of pages,
Vertical / horizontal pass – Navigations.
¾ HTML / Graphics / Scripts / etc – Production and Illegalization.
¾ Usability / Component testing.
Testing:
¾ Testing should be based on specifications – whether to confirm

certain standards and functions.
¾ To test performance.
¾ Testing is cyclical process.
¾ To revise and bugs.
¾ Validation.
Publish:
¾ To monitor performance of system.
¾ To prepare a maintenance guide.
¾ To conduct training for the users / operators.
Evaluation:
¾ To check up documentation.
¾ Thank you letters.

Media Organization
Unit ‐ IV
An example with a website building:
Objectives:
¾ Identifying key phases for building up website.
¾ Understanding the major goals and activities of each production process.
¾ Defining key roles and outputs for each stage of a project.
Planning:
¾ Time: 1/3.
¾ Requirement specifications; goals, audience…
¾ Contracts.
¾ Design.
¾ Roles.
Production:
¾ Time: 1/6.
¾ Develop specifications – file naming.
¾ Structure; vertical pass, horizontal pass.
¾ Coding.
¾ Alpha testing.
Testing:
¾ Time: ¼ for component testing,

¼ for system – wide testing.
¾ Test the system based on the specifications.
¾ Revisions
¾ Validation
Publishing:
¾ One who launch the project.

¾ Performance monitoring.
Evaluation:
¾ One who evaluate the process.

¾ Documentation.

Media Organization
Unit ‐ IV
Project work plan:
Project work plan is the mechanism used to manage the tasks that are listed in
the work breakdown structure. It is the project manager’s primary tool for
managing the project. Using it, the project manager can tell whether the project is
ahead or behind schedule, how well the project was estimated, and what changes
need to be made to meet the project deadline.
Basically, the work plan is the table that lists all of the tasks in the work
breakdown structure, along with important task information such as people who
are assigned to perform the tasks, the actual hours that the task took, and the
variances between estimated and actual completion times. At the minimum, the
information should include the duration of task, the current status of the tasks,
and the task dependencies, which occur when one task cannot be performed until
another task is completed. Key milestones, or important dates, are also identified
on the work plan. In general, the project plan defines the following,
¾ Project purpose.
¾ Business and project goals and objectives.
¾ Scope and expectations.
¾ Roles and responsibilities.
¾ Assumptions and constraints.
¾ Project management approach.
¾ Ground rules for the project.
¾ Project budget.
¾ Project timeline.
¾ The conceptual design of new technology.
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Possible sources for funding your television project:
After creating a rough budget for your project, then you can focus on raising
the funds you need. The more effective tool is a solid business proposal that can
be offered to potential financing source, which includes:
¾ Private investors:
You can approach people you know – friends, family, coworkers, fellow
students, neighbors or you can find business people you’ve never met who
see the economic promise in your idea, are looking for tax advantages, or
simply to ego boost. Ideally your project will be successful, and your
investors can see a return in your initial investment. But you don’t want to
promise anything that can be delivered. Assure investors that you will do
your best to pay back their good faith in you, if not their monetary
investment. Some investors are happy simply to be on set and watch the
shoot, or to get a small walk‐on part in return for their investment.

¾ Grants:
Grants are source of money that could prove beneficial in funding
phases of your project, such as the initial research, writing, and/or post‐
production; some may cover the entire budget. Grants are awarded by
public and private foundations.

¾ Public foundations:
Various categories of financial aid and grants are given out to
filmmakers, depending on the nature of the project. The public
organization could offer funds for you projects that fit their grant’s
requirements.

¾ Private foundations:
Most large corporations earmark specific funds to support projects in the
public interest, and not by accident, to elevate their own public image.
Sources of funds Page 1

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Unit ‐ IV
They may fund part or the entire project, or underwrite projects that they
want to be associated with. Public television might air a special or series
that is partially or entirely sponsored by a public or private foundation.

¾ Bank loans:
Avoid investing your own money if you can. However if you’re
determined to make your project, and you know that you can pay the loan
back later with interest, it might be possible to get a bank loan if your credit
allows. If not the bank will require a cosigner or collateral such as a car,
house, or something else of value that you own.

¾ Credit cards:
You may have a healthy credit rating and can afford to take out a cash
advance to pay the production costs. But before you do this, add up the
extra interest costs on the advance, and be sure that you can cover the
payments. You don’t want to loose your valuable credit rating if you can
find another financing source.
Depending on the project you’re developing you can fund your own money,
but it involves various risks. Some of the potential contributors are listed below,
¾ Family and relatives.
¾ Friends.
¾ Other writers and producers.
¾ Fellow students.
¾ Former elementary or high school students.
¾ Coworkers.
¾ Independent TV/film/new media volunteer organizations.
¾ Writers.
¾ Directors.
¾ Producers.
¾ Lawyers.

Media Organization
Unit ‐ IV
¾ Agents.
¾ Managers.
¾ Investment brokers.
¾ Actors.
¾ Restaurant or deli owners.
¾ Local stores.
¾ National chains.
¾ Social networking sites.
Source of fund is very essential element for your project, so well planned budget
will help in finding the source for your project.


Media Organization
Unit ‐ IV
Budget:
A budget is a document that translates plans into money – money that will be

need to spent to get your planned activities done (expenditure) and money that
will need to be generated to cover the costs of getting work done (income).Lets
have a look at advertising budget.
Types of Budget:
¾ Excess Budget:
Anticipate extra expenses & miscellaneous, might forget to cut cost in
some place.
¾ Zero Budget:
This is the professional way of budgeting. This is seen among experience
media people and not among the students. This is the budget of paper.
¾ Deficient Budget:
Cutting cost at a simple budget, which can be increased if not looked
properly.
Let’s have a look at advertising budget:
After determining the advertising objectives, the next important managerial

task is to determine the advertisement budget. The amount set aside exclusively
for advertising is known as advertising budget or appropriation. The firm may be
spending the amount in order to achieve the sales goals. The question raised in
this respect is how much amount can a producer or manufacturer spend on
advertising? The financial manager has to tackle the problem. But it is a difficult
task to be solved. Generally, every year, an estimate will be made to calculate the
amount for advertisement. There are different factors to be considered before
making out a budget for advertising. Mainly product life cycle stages have to be
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Unit ‐ IV
looked upon. Here, the emphasis is given to the basis or methods available for
determining the advertising budget or appropriation. They are as follows,
¾ Affordable Method:
Under this approach, a company, to determine the advertising
appropriation, is to find out what the company can afford. It can spend for
advertising as much as the funds permit. From the name itself it is clear
that the affordable amount set apart for advertising, is known as affordable
method. It means that the advertising expenses may vary form year to year.
Under this method the weakness may be the opportunities of advertising
are overlooked and it is difficult to plan long‐term marketing development.
¾ Percentage of Sales methods:
Here the budget amount is decided for advertising as a percentage of
sales, i.e., relationship between advertising expenses and sales revenue.
For instance, a company may allot Rs.5, 000 in which is 2% of the preceding
year’s past or forecast or anticipated sales i.e., Rs.2, 50,000.
¾ Competitive comparison method:
A company sets its budget solely depending upon the basis of
competitor’s expenditure. That is under this method, the advertising
appropriation is decided on the basis of spending for advertising by the
competitors. For this a company has to collect relevant data about
competitors. They will do simply what others have done.
¾ Objective and task method:
This is also known as research‐objective method. The amount is set aside
on the basis of objectives to be achieved and tasks to be involved. Under
this method, three questions are involve, what does the company want to
accomplish? What is necessary in order to accomplish this? What will it cost
to do this?
¾ Return on investment method:
Here the advertising budget is considered as an investment, thereby
expecting a certain return in terms of profit. A clear study is made by
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Unit ‐ IV
emphasizing the relation between advertisement and sales. Sales are
measured with advertising and without advertising. That is, it profit
obtained by advertising is compared with the cost of advertising.

Budgeting Page 3

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Unit ‐ IV
Project Roles and Responsibilities:
There are many groups of people involved in both the project and project
management lifecycles.
The Project Team is the group responsible for planning and executing the
project. It consists of a Project Manager and a variable number of Project Team
members, who are brought in to deliver their tasks according to the project
schedule.
¾ The Project Manager is the person responsible for ensuring that the Project
Team completes the project. The Project Manager develops the Project
Plan with the team and manages the team’s performance of project tasks.
It is also the responsibility of the Project Manager to secure acceptance and
approval of deliverables from the Project Sponsor and Stakeholders. The
Project Manager is responsible for communication, including status
reporting, risk management, escalation of issues that cannot be resolved in
the team, and, in general, making sure the project is delivered in budget, on
schedule, and within scope.
¾ The Project Team Members are responsible for executing tasks and
producing deliverables as outlined in the Project Plan and directed by the
Project Manager, at whatever level of effort or participation has been
defined for them.
¾ On larger projects, some Project Team members may serve as Team Leads,
providing task and technical leadership, and sometimes maintaining a
portion of the project plan.
The Executive Sponsor is a manager with demonstrable interest in the outcome
of the project who is ultimately responsible for securing spending authority and
resources for the project. Ideally, the Executive Sponsor should be the highest‐
ranking manager possible, in proportion to the project size and scope.
The Executive Sponsor acts as a vocal and visible champion, legitimizes the
project’s goals and objectives, keeps abreast of major project activities, and is the
ultimate decision‐maker for the project.
Project responsibility Page 1

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Unit ‐ IV
The Executive Sponsor provides support for the Project Sponsor and/or Project
Director and Project Manager and has final approval of all scope changes, and
signs off on approvals to proceed to each succeeding project phase. The Executive
Sponsor may elect to delegate some of the above responsibilities to the Project
Sponsor and/or Project Director.
The Project Sponsor and/or Project Director are a manager with demonstrable
interest in the outcome of the project who is responsible for securing spending
authority and resources for the project. The Project Sponsor acts as a vocal and
visible champion, legitimizes the project’s goals and objectives, keeps abreast of
major project activities, and is a decision‐maker for the project.
The Project Sponsor will participate in and/or lead project initiation; the
development of the Project Charter. He or she will participate in project planning
(high level) and the development of the Project Initiation Plan. The Project
Sponsor provides support for the Project Manager; assists with major issues,
problems, and policy conflicts; removes obstacles; is active in planning the scope;
approves scope changes; signs off on major deliverables; and signs off on
approvals to proceed to each succeeding project phase.
The Project Sponsor generally chairs the steering committee on large projects.
The Project Sponsor may elect to delegate any of the above responsibilities to
other personnel either on or outside the Project Team. The Steering
Committee generally includes management representatives from the key
organizations involved in the project oversight and control, and any other key
stakeholder groups that have special interest in the outcome of the project.
The Steering committee acts individually and collectively as a vocal and visible
project champion throughout their representative organizations; generally they
approve project deliverables, help resolve issues and policy decisions, approve
scope changes, and provide direction and guidance to the project.
Depending on how the project is organized, the steering committee can be
involved in providing resources, assist in securing funding, act as liaisons to
executive groups and sponsors, and fill other roles as defined by the project.

Media Organization
Unit ‐ IV
Customers comprise the business units that identified the need for the product
or service the project will develop. Customers can be at all levels of an
organization. Since it is frequently not feasible for all the Customers to be directly
involved in the project, the following roles are identified:
¾ Customer Representatives are members of the Customer community who

are identified and made available to the project for their subject matter
expertise. Their responsibility is to accurately represent their business
units’ needs to the Project Team, and to validate the deliverables that
describe the product or service that the project will produce. Customer
Representatives are also expected to bring information about the project
back to the Customer community. Towards the end of the project,
Customer Representatives will test the product or service the project is
developing, using and evaluating it while providing feedback to the Project
Team.
¾ Customer Decision‐Makers are those members of the Customer community
who have been designated to make project decisions on behalf of major
business units that will use, or will be affected by, the product or service
the project will deliver. Customer Decision‐Makers are responsible for
achieving consensus of their business unit on project issues and outputs,
and communicating it to the Project Manager. They attend project
meetings as requested by the Project Manager, review and approve
process deliverables, and provide subject matter expertise to the Project
Team. On some projects they may also serve as Customer Representatives
or be part of the Steering Committee.
Stakeholders are all those groups, units, individuals, or organizations, internal

or external to our organization, which are impacted by, or can impact, the
outcomes of the project. This includes the Project Team, Sponsors, Steering
Committee, Customers, and Customer co‐workers who will be affected by the
change in Customer work practices due to the new product or service; Customer
managers affected by modified workflows or logistics; Customer correspondents
affected by the quantity or quality of newly available information; and other
similarly affected groups.

Media Organization
Unit ‐ IV
Key Stakeholders are a subset of Stakeholders who, if their support were to be
withdrawn, would cause the project to fail.
Vendors are contracted to provide additional products or services the project

will require and are another member of the Project Team.

Media Organization
Unit ‐ IV
Production process of a film is of three stages:
¾ Pre‐production.
¾ Production.
¾ Post production.
Responsibility during a production process:
¾ Project will start with a basic proposal.
¾ Creative team will set with the elements to be added.
¾ The crew members = the whole project = Final output = Success, for a long
run of the program.
¾ Quality control is important. Director will not sit for the editing, they
will only monitor.
¾ Genuine standard production and material should be used, which is to be
taken care by the marketing department.
¾ Man power management along with resource power is very important.
During the production process it is very important to have a look at your
proposed plan well in advance and have an assessment and follow up the plan
correctly. It is the responsibility the project manager or the production manager
to negotiate unwanted things and to complete the task on time and have a status
report up to date which would help in completion of the project perfectly.
*Note – Discussed earlier in this chapter, depends on how you apply depending on the context*
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Media Organization
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Management themes:
Organizations operating according to the principles of management are

characterized by several themes.
¾ High degree of specialization in jobs and the qualifications and training of

personnel.
¾ Clear divisions of labor.
¾ Distinct hierarchy of authority.
¾ Assumptions that workers are motivated primarily by economic rewards.
Before starting a production process we must research on the following themes
¾ Where are we now?
¾ What we want to achieve?
¾ What we will do?
Production Company and team:
A production company is a company responsible for the development and
physical production of news media, performing arts, film, radio or a television
program. The company may also be directly responsible for the raising of funding
for the production or may accomplish this through an intermediary.
A production team is the group of technical staff who produce a play, television
show, recording, or film. Generally the term refers to all individuals responsible
for the technical aspects of creating of a particular product, regardless of where in
the process their expertise is required, or how long they are involved in the
project.
Management duties in a media production organization:
¾ Approving all production expenditures, usually submitted via purchase

order, check request, or petty cash envelopes.
¾ Negotiating the crews’ salaries and approving time cards.
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Media Organization
Unit ‐ IV
¾ Negotiating equipment procurement (for example, cameras, film stock and
lights), while attempting to use the preferred vendors of the Director of
Photography, Director or the Unit Production Manager themselves.
¾ Approving each day’s “call sheet” and “production report”.
¾ Often needing to mollify the members of the crew involved in personality
conflicts.
Example of ad film’s production process:
¾ Proposal
¾ Status report
¾ Budgeting
¾ Assessment
¾ Client meeting
¾ Negotiation
¾ Completion of the project
¾ Final process
¾ Follow ups
¾ Changes
¾ Feedback
¾ Final Output
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Project management:
Project is a task. For a news channel news story is a project. Whatever the
project may be assigned, it is the duty to work towards the project properly. It
requires some management skills. When you apply management skills on a
project, it is called as project management.
Project Planning:
Project planning is a discipline for stating how to complete a project within a
certain timeframe, usually with defines stages, and with designated resources.
Project planning divides the activity into,
¾ Setting objectives.
¾ Identifying the deliverables.
¾ Planning the schedule.
¾ Making supporting plans.
Project plan for an advertisement:
¾ What is the product to advertise?
¾ What is your USP?
¾ Who will fund your product?
¾ Pretesting of the product (doing some market research).
¾ Target audience (to whom you going to target your product).
¾ Media selection (which media vehicle to choose).
¾ The language to be used for communication.
¾ The visual and the copy of the advertisement.
¾ Timing and duration of the ad (keeping cost factor in mind).
¾ Post‐testing (reaction of the audience).
¾ Effects of sales.

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Media Organization
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Strategic Planning:
Strategic planning is the long‐term process by which an organization pursues
its mission and tries to reach its goals. If an organization participates in two or
more of the three traditional media markets – information, advertising and
intellectual – the strategic plan must explicitly address these markets and explain
the relationship among them. A TV station cannot make plans for the advertising
market without including the information market that attracts viewers. A
newspaper cannot plan for the information market without examining the role it
plays in the intellectual market. Strategic planning includes,
¾ Examine the business environment and past performance.
¾ Evaluate available resources.
¾ Identify, select, prioritize and execute the planning goals.
¾ Identify alternative approaches for obtaining goals.
¾ Select from among the alternative approaches.
¾ Implement the plan
¾ Monitor implementation.
¾ Evaluate the plan’s progress and adjust the plan.
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Media Organization
Unit ‐ IV
Steps in strategic planning:

Examine the Business

Environment and Past

Performance

Progress & Adjust the

Evaluate Plan’s
Evaluate Available
Resources
Plan

Identify, Select, Prioritize

and Execute Planning

Goals

Identify Alternative
Implementation
Approaches for Obtaining
Monitor
Planning Goals
Select Among the
Alternative Approaches
Implement the Plan
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Unit ‐ IV
Video Production PPC:
Producing video can range from person doing it all to a cost of 100’s with a
budget. Here are some, but not all, of the job titles in a typical production project.
¾ Producer
¾ Director
¾ Writer
¾ Production Manager
¾ Camera operators
¾ Lighting/Grips
¾ Sound technicians
¾ Non‐Linear, DV Editors
From the list you can begin to see how the work might flow through the project.
Basically you start with an idea; develop it into a script, or treatment, then into a
story board, co‐ordinate the talents and locations, shoot the video; put it together
in post production and release.
The PPC flow will be as follows:
Stage 1 – Develop the idea:
¾ This may involve talking with Subject Matter Experts (SME’s), researching
the topic on the net or the library or a company’s archives.
¾ Make an outline of all the relevant information and remove any
information that is not necessary.
¾ Because video is experience to produce, there should be no fat.
¾ Ask yourself – Is this a “need to have or nice to have” piece of information
is necessary.
Stage 2 – Write a script:
¾ Take the outline produced in the above step and create a story that has a
beginning, middle and end.
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Media Organization
Unit ‐ IV
¾ Remember to maintain a flow.
¾ The script must present ideas in a logical sequence with each ideal building
on the last.
Stage 3 – Develop the treatment:
¾ Treatment in two colors.
¾ I cannot say this is enough – media is experiencing.
Stage 4 – Shooting the video:
¾ Legal things must be proper
¾ Arrange the talents.
¾ Cut down the cost.
¾ Camera’s two or three possible.
¾ Make sure you have lots of footage to us in post production.
Stage 5 – Post production:
¾ Use your script for editing.
¾ Copyright clearance
¾ You are painting a picture over a visual and sound, so must be in continuity,
in a good phase.
Stage 6 – Release it:
¾ You do for someone else.
¾ Get feedback from your client.
Three things required for PPC is money, time and the quality of the product is
important, must manage this properly. Quality output is very important and must
be well managed. Creativity is important for media. PPC is necessary or probably
it is necessary to emphasis that creativity is a mechanical process and it involves
business disciplines.

PPC in Practice –Initiation (Ideas, Evaluation and Assessment) Page 2

Media Organization
Unit ‐ III

Risk and impact Assessment:
Risk recognition and risk rating together form the risk assessment component
of the risk management process. Risk assessment involves the recognition of risk
and rating of them to determine the significant risk facing the organization,
project or strategy.
Approaches to risk assessment:
There are several approaches that can be taken when planning how to
undertake risk assessment. One of the key decisions will be who to involve in the
risk assessment exercise. Sometimes risk assessments are undertaken by the
board of directors as a top‐down exercise. Risk assessments can also be
undertaken by involving individual members of staff and local departmental
management. This bottom‐up approach is also valuable.
The opinion of the chief executive officer is critically important, especially as its
helps to define the overall attitude of the organization to risk. There is no doubt
that the CEO will be able to provide a well‐structured view of the significant risks
faced by the organization. The disadvantage in relying on the opinion of the CEO
is that the focus is likely to be external risks. Although CEO’s will be concerned
about the financial management and infrastructure risks, these internal risks may
not be their major concern area of interest.
For example, if an organization normally does not hold meetings and
workshops, then the workshop may not be the most appropriate approach to risk
assessments. Likewise if the culture of the organization relies heavily on reports
and written papers, this may be the best way of conduction risk assessment.
The use of voting software has become popular in recent times. For
organization such as media companies familiar with this technology, this may be
the appropriate way of undertaking risk assessments.
Risk and Impact Assessment Page 1

Media Organization
Unit ‐ III
The assessment and comparison of risk events and their potential impact on
reputation must become part of a continual process to establish a bank of data
that provides comparative measures. This will improve the quality of the
subjective judgments made by managements and provide objective experiences
against which further analysis can be made.
Risk assessment techniques:
There are wide ranges of risk assessment techniques, in which the most
common risk assessment approaches are as follows,
¾ Questionnaires and checklists.
¾ Workshops and brainstorming.
¾ Inspections and audit.
¾ Flowcharts and dependency analysis.
¾ SWOT and PESTLE analysis
*Note: Strengths, weakness, opportunities, threats (SWOT). Political, Economic, Social,
Technology, Legal, Environmental (PESTLE)*
Risk and Impact Assessment Page 2

Media Organization
Unit ‐ IV
Pre‐Production:
Pre‐production is the period of time used to plan and prepare for the shooting
and completion of your film. It is the time in which to,
¾ Produce a final script.
¾ Schedule and budget your show.
¾ Locate and set up production offices.
¾ Hire a staff and crew.
¾ Cast the film.
¾ Meet with department heads, get realistic cost estimates, refine your
budget and make sure your film can be done for the amount of money it’s
budgeted for.
¾ Have the script researched and all necessary clearances secured.
¾ Evaluate locations, visual effects, special effects and stunt requirements as
per your script.
¾ Arrange for insurance and a completion bond (if necessary).
¾ Become signatory to the unions and guilds you wish to sign with the post
and necessary bonds.
¾ Scout and choose locations.
¾ Contact film commission for distant location options.
¾ Book travel and hotel accommodations.
¾ Secure passports, work visas, a shipper, customs broker and all necessary
permits if shooting out of the country.
¾ Build and decorate sets.
¾ Wardrobe actors and have them fitted for wigs and prosthetics (if
necessary).
¾ Have the director read through and talk through the script with the actors,
and if possible, rehearse.
¾ Take pre‐production stills and pre‐production videos.
¾ Teach and rehearse dance and /or fight routines, practice on screen skills
such as horseback riding or piano playing, etc,
PreProduction Page 1

Media Organization
Unit ‐ IV
¾ Negotiate deals with vendors, and order film equipment, vehicles and
catering.
¾ Prepare all agreements, releases, contracts and paperwork.
¾ Plan stunt work, aerial work and special effects.
¾ Line up special requirements such as picture vehicles, animals, mock‐ups,
boats, helicopters, models, etc,
¾ Set up accounts with labs; set up editing rooms; schedule the routine of
dailies; plan a post‐production schedule; hire a post‐production crew; and
pre‐book scoring, looping and dubbing facilities.
¾ Clear copyrighted music/video/computer playback you wish to use in your
picture.
PreProduction Page 2

Media Organization
Unit ‐ IV
Production team:
“Who does what?” is one of the most‐often asked questions from students,
interns and production assistants. Even people who have been in the business for
a while are sometimes unclear as to exactly who performs which functions on any
give project – especially when it comes to producers. Although some duties can
only be done by individuals who occupy certain positions and others can be
accomplished by a number of different people, depending on the parameters of
the project – there’s no doubt that production requires a team effort.
From where I sit, there’s a core group that constitutes the production team,
and they are the:
¾ Producers.
¾ Directors.
¾ Unit Production Manager.
¾ First Assistant Director.
¾ Production Accountant.
¾ Production Supervisor.
¾ Production Coordinator.
¾ Second Assistant Director.
Think of casting directors, location managers, travel coordinators, post‐

production coordinators and the studio and network executives assigned to your
show as auxiliary team members.
Unfortunately, it doesn’t always happy this way, but that the ideal team is that
works together and where members understand and support each other’s
boundaries and goals. The mood and temperament of the production team is
going to permeate the entire project and affect everything and everyone
involved.
Production team Page 1

Media Organization
Unit ‐ IV
Project Specifications:
A specification is separately identified or called out as part of the statement of
work. Specifications are used for man‐hour, equipment and material estimates.
Small changes in a specification can cause large cost overruns.
Another reason for identifying the specifications is to make sure that there are
no surprises for the customer downstream. The specifications should be the most
current revision. It is not uncommon for the customer to hire outside agencies to
evaluate the technical proposal and to make sure that the proper specifications
are being used.
Specifications are, in fact, standards for pricing up a proposal. If specifications
do not exist or are not necessary, then the work standard should be included in
the proposal.
For instance, if you are planning to launch a new product you must need to do
various researches before launching the product. All these research methods and
types of research must me specificities during your project proposal. Must have a
look at your previous launch if any and also keep in mind your competitors
product and design accordingly. The resource required, the budget, schedule date
of launching the product should be in your project specification. Accurate
planning in the early stage can very often highlight a potential problem weeks or
months in advance.
Good project specification is undertaken for one key reason – to work to
deliver your project on time and on budget in an open and transparent way. Thus,
whatever may be your organization type, project plan and specification is very
important for an organization to achieve its goals on time and budget.
Project Specification Page 1

Media Organization
Unit ‐ V
Programming Strategies for a broadcast channel to have good ratings:
The audience that leads into your show is important. This is especially true for
viewers who get TV free of the air, rather than from cable or the internet, where
their many more options. If your show comes after one that has high ratings, your
show will benefit through audience flow.
When a station or network schedules a number of programs consecutively that
have a similar demographic appeal, this is referred to as stacking. Often, networks
will stack a series of sitcoms together, assuming that audience flow will hold
viewers for several hours.
¾ By putting a new or weak show between two popular shows audience flow
will tend to bring up the new or weak show through what is called the
hammock effect.
¾ Rather than switch channels between two strong shows audiences tend to
stay with the network.
¾ Somewhat related is the concept of tent poling, or using popular, well‐
established TV shows scheduled in pivotal time periods to boost the ratings
of the shows around them.
Related programming techniques include:
¾ Hot switching:
Where programmers eliminate any pause between the end of one
program and the start of the next one ‐‐ generally at the top of the
hour. The idea is to immediately get viewers involved in the next program
before they are tempted to switch channels.
¾ Cross‐programming:
Involves the inter connection of two different shows. The story line of
one program continues into a different program, generally with a mixture
of the key people appearing in each.

Programming Strategies Page 1

Media Organization
Unit ‐ V
¾ Bridging:
This is followed when one TV program intentionally extends beyond the
normal end point of programs on the other channels. With these programs
already underway when the first program ends it discourages the audience
from changing channels and joining another program "in progress."
¾ Theming:
When a block of shows ‐‐ maybe even a whole week of shows during a
certain time period ‐‐ all center on the same theme.
¾ Stripping:
Stripping is done when episodes of the same syndicated series are
scheduled Monday through Friday at the same time. Not having to wait an
entire week to see the next episode of a series (as they would with first‐run
network series) is an attractive option to many viewers.
¾ Marathons:
Marathons are popular on some local stations and on cable and satellite
channels. Marathons often take place on weekends and during holiday
periods when viewers are apt to have more time to watch TV.
*Note – Programming strategies are similar to the production strategy, which has been
discussed earlier*
Programming Strategies Page 2

Media Organization
Unit ‐ V
Television Rating Point:
The television rating point indicates the popularity of a television channel or
program. The TRP measure helps advertisers decide which TV channels and
programs to place their advertising in.
Methodologies of television audience measurement:
¾ Telephonic survey: Randomly calling a sample and enquiring about the

program and the management records the feedbacks.
¾ Dairy/Schedule: A kind of booklet is given and feedbacks are asked to fill.
¾ Household meter/Audit meter: It’s an instrument delivered to the house to
register each and every program.
¾ People meter: Viewer/ Audience have to program the meter before the
program starts, then only the meter records the feedbacks.
¾ Passive people meter: Current system in India, it is fixed in household.
Researchers will select few house and the details will record automatically.
Program Rating = Household time to a particular program/Household using TV’s.
Fetching TRP is by tempting the audience,
For instance rating = 51422500 / 36630000 = 1.4, therefore the TRP = 14points.
Selling space and time:
Television channels gets its revenue by spelling time and space, they actually sell
spots to the advertisers. Income is mainly through advertising. In newspaper they
sell space in the unit of square centimeters.
Audience Rating AnalysisProgramming and audience trends Page 1
Marketing Programs arid selling space and time
Media Organization
Unit ‐ V
Contracts & legal agreements:

¾ A contract is an agreement to do or a not to do certain things.
¾ It gives rise to an obligation or legal duty, enforceable in an action at law.
¾ In other words, a contract is a promise.
¾ If the promise is broken, the law provides remedy.
¾ A contract may consist of single or a series of promises.

Elements of contract:

¾ Parties capable of contracting
¾ Mutual consent
¾ A lawful object
¾ A sufficient cause or consideration.

Parties capable of contracting:

¾ Mutual consent
¾ A lawful object
¾ A sufficient cause or consideration
¾ Defenses to contract
¾ Common provisions of entertainment contracts
¾ Assignment
¾ Right of 1st negotiation
¾ Additional documentation
¾ Notices
¾ Force majeure
¾ Incapability
¾ Default
¾ Effects of suspension
¾ Termination rights
¾ Effects of termination
¾ The right to cure
¾ Indemnification
¾ Name & likeness
Different types of contracts and legal arrangement Page 1

Media Organization
Unit ‐ V
¾ Publicity restrictions
¾ Remedies
¾ Insurance
¾ Employment of others
¾ Governing laws
¾ Illegality

Some of the contracts in audio visual media:

¾ Film clip license
¾ Still photo release
¾ Art work release
¾ Literary purchase ( short term & long term )
¾ Actor offer letter
¾ Actor employment agreement
¾ Extra agreement
¾ Minor release
¾ Nudity rider
¾ Stunt performer’s agreements.
¾ TV host agreement
¾ TV performer employment agreement
¾ Writer employment agreement
¾ Director agreement
¾ Director TV series employment
¾ Music composer agreement
¾ TV music rights license
¾ Sound track recording agreement
¾ Promissory note
¾ Promissory note with guarantee
¾ Production service agreement
¾ Casting director employment agreement
¾ Crew deal memo
¾ Producer employment agreement
¾ TV series producer agreement
¾ TV commercial production agreement

Media Organization
Unit ‐ V
¾ Make‐up & special effects agreement
¾ Location agreement
¾ Theatrical acquisition – distribution agreement
¾ Certificate of origin
¾ TV broadcasting distribution agreement
¾ International / overseas distribution agreement
¾ Security agreement
¾ Home video licensing agreement
¾ Audio rights agreement
¾ Merchandising agreement

*Note: The next topic, Project management is discussed already in the previous unit*

Media Organisation

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Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Top management Individualistic & Directive Delegate Watch Dog Participative

Control Market Standards &

Management reward Ownership Salary & merit Individual Profit sharing & Team bonus

OB is an applied field. It applies the knowledge gained about individuals, and

An organizational structure entirely depends on the organization’s objectives

The group members formed relationships based on some common

Environment scanning means searching for significant marketplace events

Technologically driven products cannot be managed without forethought.

The technological‐task approach complements the structural approach. The

The sociotechnical approach lies somewhere between the structural and

¾ Coordination and integration across organizational units in order to

Managers also consider a market’s cost structures, which refers to

Product differentiation, another factor in market structure, measures the

¾ Testing should be based on specifications – whether to confirm

¾ Time: ¼ for component testing,

¾ One who launch the project.

¾ One who evaluate the process.

A budget is a document that translates plans into money – money that will be

After determining the advertising objectives, the next important managerial

¾ Customer Representatives are members of the Customer community who

Stakeholders are all those groups, units, individuals, or organizations, internal

Vendors are contracted to provide additional products or services the project

Organizations operating according to the principles of management are

¾ High degree of specialization in jobs and the qualifications and training of

¾ Approving all production expenditures, usually submitted via purchase

Think of casting directors, location managers, travel coordinators, post‐

¾ Telephonic survey: Randomly calling a sample and enquiring about the

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