MEDIA MANAGAMENT

• The media industries are unique to society in many ways in that they
are ubiquitous and pervasive in nature.
• The media is a primary source for information and entertainment and
an important part of the function Laswell (1949) described as
transmitting the culture of a society.
• Lavine and Wackman (1988) identified five characteristics that
differentiate media industries from other types of businesses. These
include (a) the perishable commodity of the media product, (b) the
highly creative employees, (c) the organizational structure, (d) the
societal role of the media (e.g., awareness, influence) and (e) the
blurring of lines separating traditional media.
Major schools of thought
• Classical school of Management – late 1800s to 1920’s
- improving means of production & increasing productivity

• It is represented by Scientific management, Administrative

management, Bureaucratic management.
• Scientific management offered a systematic approach to the challenge
of increasing production. Frederick W. Taylor, by profession a
mechanical engineer, is known as the father of scientific
management.
 Administrative management
• Henri Fayol, a French mining executive, approached worker
productivity differently from Taylor by studying the entire organization
in hopes of increasing efficiency.
• Fayol (1949) introduced the POC3 model, which detailed the functions
of management the author identified as planning, organizing,
commanding, coordinating, and control.
 Bureaucratic management

• German sociologist Max Weber focused on another aspect of worker

productivity— organizational structure. Weber (1947) theorized that
the use of a hierarchy or bureaucracy would enable the organization
to produce at an optimal level.
Human Relations School of
Management
• The belief that workers were motivated only by wages and economic
factors began to be challenged in the 1930s and 1940s, giving rise to
the human relations school of management.
• The human relations school recognized that managers and employees
were indeed members of the same organization and thus shared in
the accomplishment of objectives.
• Further, employees had needs other than just wages and benefits;
with these needs met, workers would be more effective and the
organization would benefit.
• The Hawthorne Experiments Perhaps the greatest influence on the
development of the human relations approach to management
involved this series of experiments conducted from 1924 to 1932
often identified with Harvard professor Elton Mayo. These
experiments were actually commissioned by General Electric, with the
goal of ultimately increasing the sale of light bulbs sold to business
and industry.
• Mayo concluded the human aspects of their work affected the
productivity of the workers more than the physical conditions of the
plant. In other words, worker behavior is not just physiological but
psychological as well.
The Hierarchy of Needs
• Psychologist Abraham Maslow contributed to the human relations school
through his efforts to understand employee motivation. Maslow (1954)
theorized employees have many needs resembling a hierarchy. As basic needs
are met, other levels of needs become increasingly important to the
individual as the person progresses through the hierarchy.
• Maslow identified five areas of need: physiological, safety, social, esteem, and
self actualization.
• Physiological needs are the essentials for survival: food, water, shelter, and
clothing. Safety or security concerns the need to be free from physical danger
and to live in a predictable environment. Social includes the need to belong
and be accepted by others. Esteem is both self-esteem (feeling good about
the self) and recognition from others. Self-actualization is the desire to
become what one is capable of being—the idea of maximizing one’s potential.
Hygiene and Motivator Factors
• Psychologist Frederick Herzberg, studied employee attitudes through
intensive interviews to determine which job variables determined
worker satisfaction.
• Herzberg (1966) identified two sets of what the author called hygiene
or maintenance factors, and motivators.
• Hygiene factors were analogous with the work environment, including
technical and physical conditions and factors such as company policies
and procedures, supervision, the work itself, wages, and benefits.
• Motivators consisted of recognition, achievement, responsibility, and
individual growth and development. Herzberg recognized that
motivators positively influence employee satisfaction. H
Theory X and Theory Y
• Whereas Maslow and Herzberg helped advance an understanding of
motivation in management, industrial psychologist Douglas McGregor
(1960) noted many managers still held traditional assumptions that workers
held little interest in work and lacked ambition.
• McGregor labeled this style of management Theory X, which emphasized
control, threat, and coercion to motivate employees.
• McGregor offered a different approach to management called Theory Y.
Managers did not rely on control or fear but instead integrated the needs of
the workers with the organization. Employees could exercise self-control
and self-direction and develop their own sense of responsibility.
• The manager’s role in Theory Y centers on matching individual talents with
the proper position in the organization and providing appropriate rewards.
Theory Z
• Ouchi (1981) used characteristics of both Theory X and Theory Y in
contrasting management styles of American and Japanese
organizations.
• Ouchi claimed U.S. organizations could learn much from a Japanese
managerial model, which the author labeled as Theory Z.
• Theory Z posits employee participation and individual development as
key components of organizational growth. Interpersonal relations
between workers and managers are stressed in Theory Z. Ouchi also
drew from Theory X, in that management makes key decisions, and a
strong sense of authority must be maintained.
CONTEMPORARY APPROACHES TO
MANAGEMENT
• Management Effectiveness
• Leadership
• Systems Theory
• Total Quality Management
• Strategic Management
Management Effectiveness
• Drucker (1973) claimed effectiveness is the very foundation of
organizational success, more so than organizational efficiency.
• Drucker (1986) developed Management by Objectives (MBO),
promoting exchange between managers and employees. In an MBO
system, management identifies the goals for each individual and
shares these goals and expectations with each unit and employee.
• The shared objectives are used to guide individual units or
departments and serve as a way for management to monitor and
evaluate progress.
Leadership
• Considered a broader topic than management, leadership is
commonly defined among management theorists as “the process of
influencing the activities of an individual or a group in efforts toward
goal achievement in a given situation” (Hersey & Blanchard, 1996, p.
94).
• Warren Bennis (1994) claims leadership consists of three basic
qualities: vision, passion, and integrity. Regarding vision, leaders have
an understanding of where they want to go and will not let obstacles
deter their progress. Passion is another trait of a good leader,
whereas integrity is made up of self-knowledge, candor, and maturity.
Systems Theory
• Systems theory approaches management from a macro perspective,
examining the entire organization and the environment in which the
organization operates (Schoderbek, Schoderbek, & Kefalas, 1985).
• Organizations are engaged in similar activities involving inputs (e.g.,
labor, capital, and equipment), production processes (converting
inputs into some type of product), and outputs (e.g., products, goods,
and services).
Total Quality Management
• Another modern approach to management theory is total quality
management (TQM). TQM is best described as a series of approaches
to achieving quality in organizations, especially when producing
products and serving customers (Weaver, 1991).
• Under TQM, managers combine strategic approaches to deliver the
best products and services by continuously improving every part of an
operation (Hand, 1992). Although management implements and leads
TQM in an organization, every employee is responsible for quality.
Strategic Management
• The growth of companies and industries during the second half of the
20th century led to the importance of strategic management.
• Strategic management is concerned with developing the tools and
techniques to analyze industries and competitors and developing
strategies to gain competitive advantage.
• The most significant scholar in the area of strategic management is
Harvard professor Michael Porter, whose seminal works Competitive
Strategy (1980) and Competitive Advantage(1985) form the primary
literature in studying strategy in business schools all over the world.