25 MARCH 2024

Management: Roles

MANAGEMENT DIVERSE, COMPLEX HENRY MINTZBERG MANAGERS SPENT WRITING MEMOS,

FUNCTIONS REFLECT ACTIVITIES EXECUTED “MANAGEMENT SHORT PERIODS OF LETTERS, CALLS,
THE MAJOR ON A DAILY BASIS ACTIVITY IS TIME TACKLING MEETINGS, VISITING
RESPONSIBILITIES OF CHARACTERIZED BY DIFFERENT TASKS & PEO OUTSIDE ORGS,
GM BREVITY, VARIETY, AND OFTEN INTERRUPTED ETC, ETC
FRAGMENTATION FREQUENTLY B4 A TASK
IS ACCOMPLISHED…
Books by Mintzberg

• Mintzberg, H. (1994) The Rise and

Fall of Strategic Planning, New
York, The Free Press.
• Mintzberg, H. (2005) Managers
Not MBAs: A Hard Look at the Soft
Practice of Managing and
Management Development, San
Francisco, Berret-Koehler
Publishers.
• Mintzberg, H., Ahlstrand, B.,
Lampel, J. (2009) Strategy Safari,
2nd Edition, Harlow, Prentice Hall.
Mintzberg’s 10 roles divided into 3 categories

Interpersonal Roles Informational Roles

Figurehead: GM carries out duties of The GM is “nerve centre” “news centre” receives
ceremonial/legal entity eg signing of mou at massive vol of internal and external info
community events
Leader: Establishing workplace atmosphere,
guiding and motivating employees
Liaison: GM’s interaction with peers & other
individuals & grps outside the org links the org
with the environment, GM’s relationship with
other GMs, suppliers & community grps
• So, GM acts as:
• Monitor: Info allows GM to
understand what is taking place in the
org , environment. Receipts of latest
sales data or whatever potential
trouble spots
• Disseminator: GM distributes external
info to members of org & internal info
fr one subordinate to another
• Spokesperson: GM speaks on behalf of
the org… at press conferences,
especially in announcing new
developments
• Decisional Roles – comes fr GM’s responsibility for org’s strategy-making process and involve GM as:
• Entrepreneur
• GM as initiator & designer of controlled change. Eg, GM of TV station may introduce
procedures, SOPs at attaining top station in news rating
• Disturbance handler:
• GM in involuntary situations and change that may be beyond control
• Situations of dispute (eternal war between Ed vs Designer, Programme Ed vs Sales Manager)
• Resource allocator:
• GM determines priority for expenditure
• Negotiator:
• GM represents org in negotiating with programme supplier
MANAGEMENT ROLES

• To carry out FUNCTIONS & ROLES

effectively, managers require MANY SKILLS
• R.L. Katz identifies three (3) basic skills:

• Technical : knowledge analytical

ability, facility in use of tools &
techniques for particular kind of
activity
• Require knowledge to ask questions &
evaluate responses
GM should have knowledge of:

Management and
management
Knowledge of functions of planning, Biz practices esp S &
objectives of owners organizing, influencing M, budgeting, cost, PR
or directing, &
controlling
The market, including
Broadcasting & allied
interests & needs of
Competing media, the professions, including
audience and biz
sources and amounts advertising agencies,
potentials afforded by
of their revenues station reps or news
area retail & service
services
establishments
 Contd:

The station and activities of its depts. & personnel

Broadcast laws, communications & media laws, rules &

regulations

Contracts, particularly those dealing with station representation,

programming, talent, music licensing, labour unions
GM and basic skill

• Human:
• The ability to work people and to build a
cooperative effort
• GM shld have capacity to INFLUENCE the
behavior of employees toward the
accomplishment of the stations’s
objectives by motivating them, creating job
satisfaction, encouraging loyalty & mutual
respect.
• Appreciation of the differing skills &
aspirations of employees & depts.
essential
GM & basic skill

• Conceptual:
• Ability to see the enterprise as a
whole & dependence of one part on
to others.
• To coordinate successfully the
station’s efforts, GM must recognize
the interdependence of
programming and promotion, sales &
programming, production
engineering
• Ability to comprehend community
and to prevailing economic, political
& social forces
 Added skills:

Foresight Wisdom Courage Flexibility

Honesty Integrity Responsiveness Responsibility

Influences on Management
• Other forces that contribute to GM’s decisions & actions, eg
INFLUENCES on effectiveness of GM
• The Licensee
• Person /persons who have made financial investment in company (owners)
• Expectation of reaping annual profits

• Increase in financial worth of investment

GM seek to satisfy expectations
• The Competition
• Media orgs compete against each other for advertising ringgit
• Actions of GM will be influenced by those competitors
 Law MCMC
Executive Regulatory
The Govt Ministry, …laws on
branch: agencies:
(MCMC) Internet

• Govt looms big, • Defamation law

major forcein • Sedition law
broadcast operation
• OSA
• Govt exerts influence • Copyright
thru its 3 branches
…executive,
legislative & judicial,
eg C&MA
 The Public Advertisers Technology
Organized public, pressure grps Attracting audiences sought by GM need to respond to advances in
advertisers technology at station and leisure-
Programme n sales decisions time at home
“Creativity is
a key driver
of economic
success” –
Richard
Florida
Definitions
• UNESCO defines cultural industries as those industries
which produce tangible or intangible artistic and creative
outputs
• Film, pop cd, fashion item as well as theatre, ballet, or
concert performances

• Govts like cultural industries because govts believe they

create wealth and generate income by exploiting national
cultural assets and by producing knowledge-based goods
and services of all kinds
• Cultural industries have in common is that they all make
use of cultural knowledge to produce goods & services
which have social and cultural meanings
Creative industries

• 2011-2015 Five Year Plan for economic development

• Shanghai & Yanhai prefer the term creative industries
• Beijing follows Taiwan & Hong Kong with usage of
‘cultural & creative industries

• Australia & UK adopted the term fr mid-1990s as part of

their cultural policies
• Under Labour Govt beginning 1998, Dept of Culture,
Media & Sport (DCMS) defined creative industries as :
• ‘those activities that have their origin in individual
creativity, skill & talent and which have a potential
for walth and job creation through the general
exploitation of intellectual property.
Fr cultural to creative
industries (CCI)
Also known as:
• Cultural
• Creative
• Contents
• Copyright
(advertising, art, fashion, film, music, publishing etc)
 In economic
terms
• ‘creative economy’ term introduced by John
Howkins in2001
• Imp contributor to nation’s GDP
• Worth US$2.2 trillion worldwide in 2000
• Creative CI worth more than telecom services,
worth more than GDP of India
• Top 3 earners
• TV (US$477 billion)
• Visual arts (US$391 billion)
• Newspapers & Magazines (US$353 billion)
UN dedicated 2021 to the creative
economy and its critical roles in Creative industries are badly hit by
providing sustainable development the pandemic
especially in Post Covid world

Creative economy has proven to be

Creative economy contributes to
a powerful emerging economy
positive social change
sector
What is the nature of the
relationship between media and
society?
• (the micro level)
• the role of media in our daily lives

• (the macro level)

• economy, politics, religion and
technological development
 Top 3 employers

Visual arts (6.73 Music (3.98 Publishers (3.67 Check for latest figures
with UNCTAD (United
million) million) million) Nations Conference on
Trade and Development)
 PUBLIC INTEREST

Political social economic

objectives objectives objectives

DEMOCRACY SOCIAL and ECONOMIC

political CULTURAL WELFARE
welfare WELFARE

FREEDOM of SOCIAL ECONOMIC

COMMUNICATION INTERACTION PRODUCTION

Information transport telecom

services services infrastructure

national
communication system

COMMUNICATIONS POLICY

media policy telecoms policy

Figure 1a. Segments of a national communication system

(Van Cuilenburg & Slaa, 1993, p.168)
 ECONOMIC FUNCTIONS OF COMMUNICATIONS MEDIA

The economic value of communication to A large and growing sector of industrial

society is unmistakable and is increasing all
the time. The mass media and many related
communication activities are often industries
in themselves, producing informational
products.
production is devoted to electronics and
information technology hardware and
software of all kinds, from radio sets to
mainframe computers or telephone systems.
Media Economics
• It is not possible to make anyone here an economic/financial expert
• just to introduce studs to econ/financial terms, concepts & typical
jargons in the trade

• What is media econs? ME is combination of study of economics with

study of media…
• It is concerned with the changing economic forces that direct and
constrain the choices of managers, practitioners and other decision-
makers across media

ME is concerned with how media
operators meet the informational &
entertainment wants and needs of
audiences, advertisers and society with
available resources
Alexander et al., ME refers to ‘the
business operations & financial activities
of firms producing & selling output into
the various media industries. ME is
concerned with a range of issues
including international trade, business
strategy, pricing policies, competition
&industrial concentration as they affect
media firms or policies
THANK YOU
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