MEDIA ORGANIZATION

UNIT I

MASS MEDIA

Mass media is a term used to denote the section of the media specifically
conceived and designed to reach a very large audience such as the population of a nation
state. It was coined in the 1920s with the advent of nationwide radio networks, mass-
circulation newspapers and magazines
Media (the plural of "medium") refers to those organized means of dissemination
of fact, opinion, entertainment, and other information, such as newspapers, magazines,
out-of-home advertising, cinema films, radio, television, the World Wide Web, books,
CDs, DVDs, videocassettes, computer games and other forms of publishing .

ORGANISATION

■ An organization is a social arrangement which pursues collective goals, which

controls its own performance, and which has a boundary separating it from its
environment. The word itself is derived from the Greek word “organon” meaning
tool.

■ "organization" is understood as planned, coordinated and purposeful action of

human beings to construct or compile a common tangible or intangible product.
This action is usually framed by formal membership and form (institutional rules).

Some views of organisation:

• Organisation is a system of structures and function.

• Organisation is structure in action over time.
• Organisation is an input/output system.
• Organisation is a cultural product.
• Organisation is a processing system.
• Organisation is a structure of sub-groups.
• Organisation is an exchange agent with its environment.

MEDIA ORGANISATION

■ The organisation involved in production, distribution and exhibition of content

through mass media constitute a media organisation
■ It could be film production unit, television production company, advertising
agency, PR agency, News paper agency, television channels, web portals etc.

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 ■ These organisations are mainly involved in producing content for their audiences.

Types of media

■ Based on technology
electronic media, print media, new media

■ Based on reach
National, regional, local

■ Based on function
News, entertainment, advertising

WHO CONTROLS MEDIA ORGANIZATION

■ Media owners
■ The state and the law
■ Self regulation by media
■ Economic determinants
■ Advertisers
■ Audience
■ Media personals
■ Media sources

MEDIA OWNERSHIP

■ Cross media ownership

different media(TV + Radio + News paper) owned by one owner( Eg: sun network –
sun TV, Suryan FM, Dinakaran, Kungumam.)

■ Horizontal concentration
same media( Eg: news papers, magazines) owned by the same owner( Eg: times of
india + economic times + navbharath times etc.)

■ Vertical concentration
Where ownership control various media institutions like production houses, channels
and distribution channels( Zee TV, Zee Telefilms, Zee City-cable)

ORGANIZATION DESIGN

The term organizational design refers to the different parts of the organization and the
separate elements that are brought together to create it, and considers how these fit
together and ways in which they may be analyzed and improved. The design aspects
include how the organization is structured, the types and numbers of jobs, and the process
and procedures used to:

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 ■ handle and pass information.
■ Make decisions.
■ Produce results.
■ Manage quality.
■ Communicate information.
■ Plan, develop and manage resources.
■ handle crisis.

Internal Structure And Dynamics

There are different sources of division within the boundaries of the organization.

■ One impact is the diversity of function like news, entertainment or advertising.

Each section has different interests and they compete for status and finance.

■ Secondly, the personnel of M.O belong to different socio – economic

backgrounds.

Media organizational relationship

The M.O has some kind of relationship with the following

■ Society
■ With owners, suppliers and clients
■ Pressure groups (religious, political bodies)
■ Internal public
■ audience

MEDIA AS BUSINESS OR SOCIAL INSTITUTION

■ Utilitarian organizations aims to produce or provide material goods or services for

financial ends
■ Normative organizations aims to advance some value or achieve a valued
condition, based on the voluntary commitment of its participants.

Organization Structure

■ Structure refers to the way the organization is organized and in particular to the
grouping of function and lines of communication and control. It is the frame
work which explain how an organizations resources are allocated and managed.
These are usually shown as lines on an organization chart, commonly called a
‘family tree’ or an ‘organ gram’.

■ This formal structure lays down who has the authority to make decisions
and to whom individuals report. The informal structure is what happens in

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 practice. Individuals may sometimes bypass the person they are supposed to
report to or vice versa.

■ The main purpose of the structure is to ensure that the organization is

designed in the best way to achieve its goal and objectives. While structure exists
in organization of all sizes, issues relating to its design become significant when a
certain size and complexity are reached, this can happen even at a very early
stage.

Purpose of the organization structure

■ To support the organizations strategy.

■ To organize resources in the most efficient and effective way.
■ To provide for the effective division of tasks and accountabilities among
individuals and groups.
■ To ensure effective coordination of the organization’s activity and classify the
decision making processes.
■ To enhance the clarity of the lines of communication up, down and across the
organization.
■ To allow for the effective monitoring and review of the organization activities.
■ To provide mechanism for coping with change in markets products and the
intervals external environment.
■ To facilitate the handling of crisis and problems.
■ To help to motivate, manage and give job satisfaction to individual members of
the organization.
■ To provide for management succession.

Effects of poor organization structure:

• Poor motivation and morale.

• Ineffective decision – making
• A lack of co-ordination and control.
• No adherence to corporate objectives
• Poor communication
• Divisiveness & lack of co-ordination, with everyone trying to protect their
own domains.
• Higher costs and inefficiency
• An ability to respond effectively to changing conditions or to innovate
• Duplication of certain activities & possibly failure to undertake others.
• Failure to provide suitable opportunities for the development of future
manager.

Media organization levels of analysis:

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 The main levels and associated sources of influence are:
■ Supra national (international, multinational)
■ Society(Govt, social institution)
■ Media industry (competing media business)
■ Intra organizational (departments in organization)
■ Individual (role, social background, attitude, gender)

MEDIA AS BUSINESS

Media organisations are established mainly to make money by the following ways:

■ Selling space and time

■ Through circulation and distribution
■ By creating content for media
■ Through advertisements and advertorials
■ By creating the advertisements itself

Media As Social Institution

■ The social institutional aspect of media is concerned with the distribution of

power in society and the domination of certain interests over others. Clearly, the
media are a major player in this ideological struggle.
■ Most critical communication theories are concerned with mass media primarily
because of the media’s potential for disseminating dominant ideologies and theirs
potential for expressing alternative and oppositional ones. For some critical
theorists, media are part of a culture industry that literally creates symbols and
images that can oppress marginalized groups.

OBJECTIVES OF MEDIA AS A SOCIAL INSTITUTION

■ Promoting national integration

■ Safeguarding citizens rights
■ Paying special attention to field of education
■ Contributing to the growth of agriculture
■ Providing environmental exposure
■ Adequate coverage to Rural development
■ Health and family welfare
■ Science and technology
■ Culture and heritage
■ Empowerment of marginalized communities

Media entrepreneurship

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Media entrepreneurship is “the creation and ownership of a small enterprise or
organization whose activity adds at least one voice or innovation to the media
marketplace.”

The basic notion is that entrepreneurs entering media markets cause media innovation
and ensure a diversity of viewpoints, a key element in the “marketplace of ideas.”

In measuring the incidence of media entrepreneurship, in comparison to other industries,

media often enjoyed greater rates of entrepreneurship over time

Media Entrepreneurs

Media Entrepreneur Organisation Media Category

Radhika Radaan Television Production house

Kalanidhi Maran Sun network Television channels,

News papers, Radio etc

Subhash Chandra Zee Television Television channels,

Production house,
News papers etc
Pranoy Roy NDTV News channels, Web
portals etc
Jimmy wales Wikimedia foundation Free Encyclopedia

GREINER’S DEVELOPMENT MODEL OF A COMPANY

■ The growth phases model of Larry E. Greiner suggests that organizations go

through 6 stages of growth and needs appropriate strategies and structures to
cope.

■ It is a descriptive framework that can be used to understand why certain

management styles, organizational structures and coordination mechanisms work,
and why some don't work at certain phases in the development of an organization.
The 1972 Growth Phases model of Greiner describes five phases of organizational
development and growth:

Greiner’S 6 phases of organizational development and growth:

■ 1. Growth through creativity. Start-up company, entrepreneurial, informal

communication, hard work and low earnings.

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 ■ 2. Growth through direction. Sustained growth, functional organization
structure, accounting, capital management, incentives, budgets, standardized
processes.
■ 3. Growth through delegation. Decentralized organizational structure,
operational and market level responsibility, profit centers, financial incentives,
decision making is based on periodic reviews, top management acts by exception,
formal communication.
■ 4. Growth through coordination and monitoring. Formation of product groups,
thorough review of formal planning, centralization of support functions, corporate
staff oversees coordination, corporate capital expenditures, motivation through
lower-level profit sharing.
■ 5. Growth through collaboration. New evolutionary path, team action for
problem solving, cross-functional task teams, decentralized support staff, matrix
organization, simplified control mechanisms, team behavior education programs,
advanced information systems, team incentives. More recently Greiner added a
sixth phase to his Growth Phases model:
■ 6. Growth through extra-organizational solutions (mergers, holdings,
networks of organizations)

COMMUNICATION IN MEDIA ORGANIZATION

■ Vertical communication
a) upward communication
b) downward communication

■ Horizontal communication

■ Diagonal communication

Greiner's stage model of Organisational Development

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Crisis of leadership: Often, an individual or small group of individuals, with a clear
sense of purpose, provide the energy needed to start an organisation: the creativity phase.
Some organisations later stall at the point where they have grown and become more
complex. Clear direction and a sense of purpose are needed. If the stage is managed and
survived, the growth of strong leadership and direction drives the organisation.

Crisis of autonomy: The Direction phase is characterised by clarity of strategy and a

clear direction for the whole organisation. As the organisation grows and develops
further, so there is pressure to devolve power and decision-making to other levels in the
organisation. There may be power struggles between centralised information and decision
sources, and others in the organisation. E.g. the leader(s) may be starved of information.
This stage can absorb much energy. If the stage is managed and power begins to be
devolved, this can happen quickly. Problems can later occur from a lack of co-ordination;
the organisation can become fragmented, and lack an overall strategy.

Crisis of control: the bureaucratic machine can begin to establish itself here, as the move
to the co-ordination phase occurs. Power is still devolved but in a more regulated and
proceduralised way. Accountability becomes a key word. The controls can threaten to
stifle the growth and initiatives of the organisation.

Crisis of red tape: Here, there are many ways to develop. The organisation needs to free

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itself from the clutter of rules and regulations so that it can deal with its customers,
market and competitors. To move to the collaboration phase is risky: how to develop a
more participative approach without the anarchy of the earlier stages?

Crisis of uncertainty: Sometimes at this stage, the organisation has grown to the extent
that a new and clear strategy and mission is required. Maybe the organisation needs to
break into smaller sub-units, which have autonomy within a clear overall framework and
culture.

UNIT II

BEHAVIOR IN MEDIA ORGANIZATION

The General behavioral patterns of employees in an organization is listed below,

■ The chairman – calm, coordinating and controlled

■ The shaper – directive, creative and a balance to the chairman.
■ The plant – creative, often an “ off the wall thinker; sometimes a little tangential
to the needs of the team at that time.
■ The monitor/evaluator – the person to bring the plant down to earth and provide
some critical thinking.
■ The company worker – the back bone of a good team, providing stability and
solid work for the team’s function, gets the jobs done
■ The team worker – good at bringing the team together, but may not be a good
decision maker.
■ The completer/finisher –keeps the team focused on what has to be done.
■ The resourcer/investigator – a great starter, full of enthusiasm, an extrovert keen
for a challenge who, once the challenge is met, often loses interest in the work
that needs to be completed.

Behavioral models – JOHARI WINDOW

Johari window was invented by Joseph Luft and Harry Ingham, who combined their first
names to create the name. The Johari window model focuses on the balance of

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interpersonal communication. It is a way of showing how much information you know
about yourself and how much others you know about you. It divides interpersonal
relationship between people into four quadrants based on two dimensions: whether
information is not known by each of the parties.

The window contains four panes, as shown below.

Known to Self Unknown to Self

Known to Others OPEN PANE BLIND PANE

Known to self and others Blind to self, seen by others

Unknown to Others HIDDEN PANE UNKNOWN PANE

Open to self, hidden from Unknown to self and others

others

The OPEN PANE includes information such as hair color,occupation and physical
appearance

The BLIND PANE includes information that others can see in you, but you cannot see in
yourself. You might think you are poor leader, but others think you exhibit strong
leadership skills.

The HIDDEN PANE contains information you wish to keep private, such as dreams or
ambitions.

The UNKNOWN PANE includes everything that you and do not know about yourself.
You may have hidden talents, for example, that you have not explored.

Organizational Chart of Different Media Organizations

AIR

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Door Darshan

11
Media Conglomerate

AD and PR agency

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Broadcasting company

News Department

13
RADIO

News Paper

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INNOVATION AND CREATIVITY

■ The members should be given opportunity to work in an innovative and creative

environment.

■ One major threat to innovation is a sense of job security and lack of safety at
work.

■ Not all the members are ready to take risk. The entrepreneur could be seen as the
individual who manages the risk on behalf of the creative team.

■ They do different things and most of the time do things differently.

ROLE OF THE INNOVATOR

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 ■ It might be suggested that the role of the entrepreneur / proxy / project manager /
producer in fostering innovation is;

1. To identify the staff who are likely to be innovative

2. To establish an innovative climate
3. To promote innovation amongst all staff
4. To promote innovation among teams

THE CULTURE OF THE ORGANISATION

■ Organizations have a definable culture

■ In addition to any national, regional, social culture there is a unique business

culture relating to that organization

■ The behavior, the dress code, the rules, the code of ethics, the communication
system, the policies, the objectives, the working atmosphere of the organization
etc., determines the culture of that organization.

TYPES OF ORGANIZATION
CULTURAL FORMS

■ The power culture

There is a central figure who controls the
whole organization
■ The role culture
Different departments are considered as
pillars which support the leader
■ The task culture
The control is maintained by managers
through resource allocation. the managers
have a high degree of power and autonomy
■ The person culture
Made of group of individuals who need
some form of administrative and
management support to enable them to do
their professional tasks.

Job opportunities in Indian Media/ Journalism

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Journalism is concerned with collection and dissemination of news through the print
media as well as the electronic media. Career in journalism is a prestigious profession as
well as a highly paid one. The opportunities for journalists are endless and at the same
time, the job has become more challenging

India is one of the few countries from the global south to emerge as a significant actor in
the international media market. International Journalist Community and Media Market
are looking forward to overseas recruitment because of strong educational background
and fluency Indians have over English and Asian languages.

Career Opportunity
The Newspaper, Radio and TV Industry is currently passing through what may be
described as growth explosion in the number and reach. This opens an ever-widening
vista of opportunities to new entrants to the profession. The various carrier options in
theses industries are :
● Newspaper Reporter
● TV News Reporting
● Television Production
● Magazine Writer
● Advertising Executive
● Radio Journalist
● Public Relations Officers
● Media Marketing Executives
● Space Selling Executives
● Actors, Directors and Producers
● Audiovisual Production Specialists
● Broadcast and Sound Technicians
● Careers in Content
● Cinema Projectionist
● Copy Editor
● Editors and Writers
The Job Demands
An enquiring mind, a high degree of persistence, curiosity and a sensitivity and
enthusiasm for language are among the demands of a career in journalism/media.
Journalism as a specialised field of study encompasses not only newswriting or editing in
the print media but also on the electronic media. The advances in telecommunications
have made it possible for Journalism majors to enjoy the forays into New Media such as
the Internet, and be involved in newspaper, magazine and broadcast productions such as
television or radio. The writing-heavy demands of journalism may include the production
of annual reports, speechwriting and professional writing.

Employers look for graduates who can assimilate information, analyse situations, work in
and build teams and above all communicate with clarity and with empathy using a variety
of media resources.

The Recruiter looks for :

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The Must Have's
To become a journalist or media personality one should have an inquisitive mind, will
power, an aptitude for presenting information in an accurate, concise and effective
manner, organize their thoughts and to express themselves clearly both orally and in
writing. At the same time a journalist has to be tactful, confident and organised. They
must have the ability to sift relevant facts from the irrelevant. The ability to accept
criticism and willingness to do considerable rewriting are also necessary.

Eligibility
Bachelor's degree or post-graduate degree in journalism/mass communication is required
to pursue a career in this field. Additional course work, specialized training or
experience, fieldwork or internship increases one's opportunities in the field.

UNIT 3
MEDIA ECONOMICS

■ Media economics are the economic polices and practices of media companies and
disciples including journalism and the news industry, film production,

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 entertainment programs, print, broadcast, mobile communications, Internet,
advertising and public relations.

■ Deregulation of media, media ownership and concentration, market share,

intellectual property rights, competitive economic strategies, company economics,
"media tax" and other issues are considered parts of the field.

■ Media economics has social, cultural, and economic implications.

Pressures on media

Economics

Media
Institutions

Technology
Politics

ECONOMICS OF FILMS

■ Ticket sales
■ network TV rights
■ foreign distribution
■ sales to independent TV stations
■ pay and pay-per-view TV rights

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■ airline rights for in-flight movies
■ college rights for campus screenings
■ music sales for film soundtracks
■ film-related merchandise (toys, etc.)
■ book publishing rights (when a book follows the movie)
■ and product placement (money received for clearly showing certain products in
scenes.)

Sources for news paper and magazine revenue

Typical News paper production expenses

Expenses for television production

Traditionally, the expenses as falling into two broad areas: above-the-line and
below-the-line.
Above-the-Line and Below-the-Line

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■ Although the "line" blurs at times, above-the-line expenses generally relate to the
performing and producing elements: talent, script, music, and others.

■ Below-the-line elements refer to two broad areas:

■ the physical elements: sets, props, make-up, wardrobe, graphics, transportation,

production equipment, studio facilities, and editing

■ the technical personnel: stage manager, engineering personnel, video recording

operators, audio operators, and general labor

SUPPLIER – BUYER RELATIONSHIP WITH REFERENCE TO INNOVATION

■ innovation and R&D-employment intensity will decline in buyer concentration if

supplier markets are low concentrated,

■ buyers' pressure on input prices reduces suppliers' innovation expenditures and

their incentive to develop new products,

■ a small number of competitors in domestic and foreign suppliers markets and a

large stock of customers stimulates innovative behavior,

■ small and medium sized suppliers invest more in their innovation activities but
have lower probabilities to realize innovations than larger firms, and

■ higher technological capabilities lead to a higher innovation input and output

transaction between buyer and supplier.

LEISURE TIME ACTIVITIES

The importance of leisure-time activities in the psychological, cognitive and

physical development of young people is recognized in all societies.
Leisure-time activities include
■ games,
■ sports,
■ cultural events,
■ entertainment and community service.
■ Excursions
Appropriate leisure programmes for youth are elements of any measure aimed at
fighting social ills such as drug abuse, dowry system, untouchability

While leisure programmes can contribute greatly to the development of the

physical, intellectual and emotional potential of young people, they should be
designed with due care and concern so that they are not used as a means for excluding
youth from participating in other aspects of social life

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COST FACTORS
Film production expenses

■ 1. script and general preproduction costs

■ 2. location scouting/travel expenses
■ 3. studio and office rental
■ 4. sets and set construction
■ 5. on-location site expenses
■ 6. equipment rental
■ 7. film stock and processing
■ 8. production crew
■ 9. producer, director, and associated personnel
■ 10. actors and extras
■ 11. makeup and hair
■ 12. clothes and costumes
■ 13. insurance, shooting permits, contingencies, etc.
■ 14. editing and special effects
■ 15. food/catering
■ 16. police, safety, watchmen and crowd control
■ 17. materials, supplies, and miscellaneous expenses

Costing out a production

■ 1. preproduction costs
■ 2. location scouting and related travel expenses
■ 3. studio rental
■ 4. sets and set construction
■ 5. on-location expenses
■ 6. equipment rental
■ 7. videotapes and videotape duplication
■ 8. production crew costs
■ 9. producer, director, writer, creative fees
■ 10. on-camera talent costs
■ 11. Insurance, shooting permits, contingencies, etc.
■ 12. on-line and off-line editing
■ 13. advertising, promotion, and publicity
■ 14. research and follow-up
■ 15. materials, supplies, and miscellaneous expenses
REVENUE MODELS

■ The time or space is sold to a programme producer as per the rates, and the
producer takes the advertisement revenue.

■ The time is given for free to the producer and the media takes the advertisement
revenue.

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 ■ The media pays the producer for the programme and takes the advertisement
revenue

UNIT IV

PROJECT

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 ■ Normally a project is a task which is a tiny part of a magazine,
newspapers, radio or television. Too many small and completed projects form a
newspapers issue, or a days radio or television programme
■ As we know a days issue of a normal newspaper contains at least 10 to 12
pages and almost all the radio stations and television channels have 24 hours non
stopping broadcasting everyday.
■ To make the articles for the news paper or to produce software for the
radio/television for a day is not an easy job. It needs proper planning and
execution to ‘run’’ the media.
■ The skillful planning for the making of various segments to the print
media or electronic media is known as ‘project management’.
■ As we described earlier not the entire pages are formed by a single man or
a single group and also not al the 24 hours programme are produced by a single
unit.
■ The tasks of making materials or programmes are classified and the
responsibilities of making the parts are given to different people and units.
■ Planning, organising, directing and overall making of the projects are done
after Departmentation.
■ The projects are classified in to (a) topic wise, (b) page wise (c) theme
wise (d)time wise (e) day wise and so on…

STEPS INVOLVED IN VIDEO PROJECT MANAGEMENT

■ 1.clearly identify the goals and purposes of the production.

■ 2. identify and analyze your target audience.
■ 3. Check out similar productions done in the past
■ 4. determine the overall value of the production
■ 5. Develop a Treatment or a Production Proposal
■ 6. Develop A Production Schedule
■ 7. Select Key Production Personnel
■ 8. Decide On Locations
■ 9.Decide On Talent, Wardrobe and Sets
■ 10.Decide on the Remaining
■ 11.Production Personnel
■ 12.Obtain Permits, Insurance and Clearances
■ 13.Select Video Inserts,
■ 14.Still Photos and Graphics
■ 15.Moving to Rehearsals and Shooting
■ 16.The Editing Phase
■ 17.Do Postproduction Follow-Up

PRODUCTION PROJECT CYCLE

■ In print media as well as in electronic media, since the publication of news

papers and magazines , radio and television programmes are non stopping in their

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 publishing and telecast respectively the plan and making the materials need to be
a cyclic one.
■ Most of the media Organisations have particular topic for a particular time
or particular day for its publication or telecast.
■ So the organisations plan to make these projects continuously. Hence their
infrastructure and day to day activities are designed in such a way to produce the
programmes to be published for all the 365 days in a year.
■ So the script writers, sub editors, column writers, producers and all the
creative crew repeatedly produce programmes allotted to them.
■ Other then the ‘hot news’ or ‘the current affairs’ topics of all other
programmes are planned well in advance and made in such a way so that the
editorial department can have too many episodes in their hand as ‘ready to fit’ the
space of the book publication or telecast of electronic media.
■ PPC- production project cycle keeps an organisation active and it is a
continuous process which yields employment to too many.

Stages of Production Project Cycle (PPC)

PPC has four stages of operation, and with in each one there are two or three steps that
need to be successfully completed for the project to proceed.

The four stages and associated steps are:

1. Initiation: ideas, assessment and evaluation
2. Pre-production: definition and planning
3. Production: media production and post-production
4. Completion: delivery, distribution and wrap
A Production process is essentially a linear process with a start, a middle and an end.
Complexity is introduced such that each of the four stages has steps that in themselves
are iterative. They can require several revisions to refine the task in question by testing
both concepts and technologies.

Initiation Stage: The evaluation of risk and rewards will have an impact on the outcome
of the assessment process. This will then be fed back to influence and modify the initial
ideas.

Pre-Production Stage: Further assessment takes place as the project is scoped. As the
project becomes more tightly defined, production budget and contracts are devised: these
too will impact and re-shape the initial ideas.

Production Stage: Monitoring and Control systems give the assurance of successful
delivery by maintaining the feedback path. Completion will be influenced by the
distribution ideas and requirements of the agent for, or owner of, the programme.

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Completion Stage: A website can all too easily be ‘tinkered’ with - the project never
ends. The end of the project has to be defined by the scope and contract terms defined in
the initiation and design stages.

Overall a production project is governed by the rule of quality(Q), Cost(C) and the
Time(T), as in any project. These three factors have an impact at all stages of production.

PRODUCTION STRATEGIES AND WORK PLAN

■ ‘Strategy’ is defined as ‘skillful planning’.

■ Programmes are planned according to the expectation of readers or
viewers. Programmes are planned on basis of viewers age group, states, inherent
time of publication, day of publication, season of publication and so on. For
example in a well planned TV channel, mid day programmes are planned for
house wife’s and elders; the evening time programmes are meant for children and
late evening and late night programmes for adults and grown ups respectively.
■ Production strategy also includes cost cutting and making programmes.
Eg: a creative crew sent for the coverage of a current affairs programme may do
some short stories as bi-products.
■ Like wise a huge set and settings which are made for a expensive show may be
used for some other programmes after having a slight modification.
■ By planning (PPC) production product cycle properly the efficiency in
production can be achieved.
■ Spending comparatively a lesser amount of money and man power for proper
planning, achieving good results is called efficiency in production.
■ Efficiency at all the three levels of production namely pre production,
production and post production means production strategy altogether.

PROGRAMME STRATEGIES

■ Though the media is making programmes for the common public the
readership or viewer ship differs according to the content of the project. Elders
like to see more of news, current affairs and spiritual programmes where as youth
like mostly entertainment.
■ So programmes must be planned according to the audience viewerships at
a particular time. The opinion poll and audience survey (television rating points)
TRP give us the need of the mass or response of the public.
■ As said earlier skill planning while programming, increases the
viewerships, then the flow of advertisements and the revenue of organisation
ultimately.

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■ Continous marketing survey and TRP rating are carefully monitored and
discussed to plan the importance in existing programmes, and to form new
suitable concepts for the new programmes
■ Utilizing the current style and fashion, programmes are designed to create
a sensation which will make a swap and be a box office hit. While marketing the
programmes the audience and the advertiser views to be considered and adopted
to make programmes of new trend.
■ Inserted of planning too-many programmes, concentration and efforts
must be focused on a selective few programmes, so that the presentation can be
‘complete at perfect’.

Approaches to Attributing Costs

■ Once the cost for a production is figured out, you may need to justify it, either in
terms of expected results or cost effectiveness.
■ There are three bases to measure cost effectiveness: cost per minute, cost per
viewer, and cost vs. measured benefits.
■ Cost Per Minute
■ The cost per minute is relatively easy to determine; you simply divide the final
production cost by the duration of the finished product. For example, if a 30-
minute production costs 120,000, the cost per minute would be 4,000.
■ Cost Per Viewer
■ Cost per viewer is also relatively simple to figure out; you simply divide the total
production costs by the actual or anticipated audience.
■ Cost Per Measured Results
■ The last category, cost per measured results, is the most difficult to determine.
■ For this we must measure production costs against intended results. In
commercial television we might sell 300,000 packages of razor blades after airing
one 60-second commercial. If our profit on 300,000 packages was 3 lakhs and we
spent 2lakhs producing and airing the commercial, we might question whether it
was a good investment.
■ Of course, once produced, most ads are aired more than once. (Sometimes
endlessly, it seems!) This means that the cost of future airings simply centers on
buying air time. If the cost of TV time was

MEDIA PLANNING

A systematic method of determining 1) which media to use

2) how to use
3) when to use
4) where to use
To ensure cost effectiveness, more reach, efficient usage of media and effective
delivery of message or information.

MANAGING COSTS

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Some tips for cost reduction

■ Stay on schedule
■ Simplify the design
■ Keep a close eye on animation and special effects costs
■ Reduce the complexity of editing and other post production activities
■ Reduce the amount of film or video shot.
■ Proper budgeting

What affects the content

■ The structure, policy and working condition in a media organization will affect
the content.
■ constraint Vs autonomy
■ routine production Vs creativity
■ commerce Vs art
■ profit Vs social purpose

Types of budget

■ Excess budget
Anticipating additional expenses and quoting extra amount.

■ Deficit budget
Quoting less than the expected amount and working towards cutting down the costs

■ Zero budget
Professional way of making budget where the actual expenses will be the same as
that of the expected one

PROJECT RESPONSIBILITY AND PRODUCTION PROCESS

■ A project is normally proposed by the management of the organisation.

■ A project after being developed by a creative team, adding all the needs of
the marketing team and updating according to the audience taste is taken for the
production process.
■ Since making a project is a long process of different peoples contribution
to the overall completion and betterment, a great responsibility is needed at all the
levels of its formations.
■ Care should be taken to bring the original ‘aroma’ even if we continuously
change the color and shape of the project.
■ Budgeting and planning should be proper and should accommodate each
and every tiny segment that is going to shape the form.
■ Quality control at every level must be monitored for the unique and
standard presentation.

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 ■ The talents and technical crew must be taken care for their needs
concerned with the product.
■ Genuine and standard materials should be used to get the accuracy in the
appearance.
■ Manpower and mechanism should be blended to yield good results. A
good presentation with the clear cut content message in the correct format will
make the production process a successful one.

Production process

■ Status report / proposal

■ Assessment / budgeting
■ Negotiation / client meet
■ Completion / finished product
■ Follow – up / response, changes according to the feedback

UNIT 5

TELEVISION AUDIENCE MEASUREMENT

Methodologies
1) Telephone – making calls to the viewers and recording/documenting the response

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2) Diary – all the persons in a household keep a record of their viewing habits. But now it
is very difficult to do in a multichannel television scenario
3) The household meter (audimeter)
The viewers should input the details everytime
4) People meters – somebody has to program them before starting to watch. Then the
machine will record what is being watched, who watches, and the duration of each
session.
5) Passive people meters – a sensor will automatically begin to record the viewing
details.
6) For radio a device similar to people meter called as ARM Actual Radio Measurement
and diaries are used for listener ship surveys.
7) In case of printmedia its very easy because the audience measurment can be done with
the circulation details. For minute details like demographics can be had by conducting
readership surveys and audience surveys.
8) Some agencies like ABC, IMRB etc conducts the study for the media

Audience rating

TRP = Television Rating Points

Program rating = households tuned to the program

total TV households in the Market
( AT A GIVEN TIME )

Example; TRP = 5,142,250 = .14 = 14

36,630,000

Share of Audience

■ Share of audience = house holds tuned to the program

house holds using television

If 60% of house holds in a market are watching a given program and 300 house holds
are using TV at that time, the program’s share is 20.

Selling Space And Time

■ The main income of newspaper in through the advertisements where as the

income to the electronic media comes form the advertisement and selling time
slots.

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 ■ Space selling in a news papers is providing the space to advertise their
commercials. The space thus sold is in square cms.

■ Time selling in television media is providing a specific time to telecast the

specified programme made by the advertiser with the commercials. There the time
sold is called ‘time-slot’. Time slot can be broken by the manufactures to telecast
their advertisements directly or by the advertising agencies who process
advertisement from different parties and place them in the programme according
to the ‘Release orders’ by the advertisers.

CONTRACTS AND LEGAL ARRANGEMENTS

■ Media organization deals with different kind of people and almost all kind
of professionals and concerns.
■ A ‘contract’ seems a must after the organisation engage a individual or
company for a specific task.
■ A contract says the terms and conditions both the organisation and the
party fixed, to be observed.
■ ‘without agreement there is no contract’ so a contract is a written
statement of parties MOU.
■ An organisation needs to enter into contracts for various needs like place,
equipments, suppliers, talent service and so on.
■ Duration or total violations of term from the agreement leads to legal matter.
Every organisation is having a legal departments of its own.
■ The legal departments drafts the term and conditions of the contract. If any of the
term seems violated or not observed then to legal department of the organisations
takes necessary steps to proceed legal action against the party through the court of
law.
■ Labour contract, lease agreement, service agreement, purchase orders copy right
claims are some topics normally a media organisation deals with.

Media Industry and Management in India

The growth of communication from sign language and drumbeats to the instantaneous
transmission of words and pictures round the globe via satellite is a long and fascinating
story. After Gutenberg’s invention of the movable printing press in 1468 and the
emergence of newspapers thereafter, we saw the first signs of mass media.

The world witnessed major breakthroughs like the first black and white photograph by
Fox Talbot in England in1939, the development of electric telegraphy in 1850s, the first
movie by the Lumiere Brothers in Paris 1895, the invention of the phonograph by Edison
in 1896, the wireless radio by Marconi in 1912 and the first regular television sets and
transmission in 1936.

Today, media has become a social institution whose main function it is to inform, analyse
and entertain. It is dictated by societal norms and is a mirror of the prevalent cultures and

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thought processes. It includes within it’s gamut, various channels of communication like
newspapers, magazines, television channels, radio stations, the Internet, news agencies,
publishing houses, etc. These media organisations together form the media industry.

One characteristic of the media industry is that it functions as a people to people dynamic

...

In addition a news agency may offer

- Specialised coverage of market quotations, racetracks, commodity prices and so on.

There are two kinds functions of the regional office

a. The speed of flow and spread of information, its power to incite and influence, subject
news agencies to increasing stresses and obligations.

Ш Depending on the circulation of newspapers and the grade of news provided, the fee
varies. As far as managerial positions are concerned, there is usually a General Manager
who heads the department. No agency can depend on its sustenance solely on
subscriptions. In India, agencies sell their service to a number of commercial houses and
to hotels. Instead the agency transmits reports about a news event as it unfolds. It is a
source of basic news for all media and as such, influences the character of journalism
itself. By employing good marketing techniques, the agency will be able to attract more
and more subscribers besides coming up with creative ways to generate more and more
revenue.

There also exists a marketing department in a news agency.

News agency procedures are devised to facilitate quick transmission of news.

Filing stories in ‘takes’ makes it easier for the news agency to spot errors and transmit
corrections speedily. Similarly, radio stations subscribe to the full service.

PRESS ORGANISATIONS IN INDIA

Indian Newspaper Society
INS Building, Rafi Marg,
New Delhi – 110001

All India Newspaper Editors Conference

Room No. 36, North End Complex,
R.K. Ashram Marg,
New Delhi – 110001

All India Newspaper Employees Federation

29, Shankar Market
New Dellhi – 110001

All India Small & Medium Newspaper Federation

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26-F, Connaught Place,
New Delhi - 110001
Editors Guild of India
Delhi Press Building,
Jhandewalan Estate,
Rani Jhansi Marg,
New Delhi – 110055

Indian Federation of Small and Medium Newspapers

53/19. Old Rajendra Nagar,
New Delhi – 110060

Indian Federation of Working Journalists

Flat 29, New Central Market,
New Delhi – 110001

Indian Institute of Mass Communication

D-13, N.D.S.E. Part II,
New Delhi – 110049

Indian Languages Newspapers Association

Bhasha Bhavan, Post Bag No.10029,
Badruddin Tayabji Marg,
Behind J.J. School of Arts,
Cama Hospital Back Lane,
Near Times of India,
Mumbai – 400001

National Union of Journalists

187, Outram Road,
Lucknow – 226001

Press Guild of India

Guild Hall Suite 6,
The Majestic,
Mumbai – 400001

Press Institute of India

Sapru House,
Annexe, Barakhamba Road,
New Delhi – 110001

Specialised Publication Association

Shorab House, 235,
Dadabhoy Naorji Road,
Mumbai – 400001

Indian Journalists Union

29, Shanker Market,
New Delhi – 110001

REFERENCE BOOK:

Managing in the Media By William Houseley, Tom Nicholls, Ron Southwell

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