Media management is seen as a business administration discipline that identifies and describes strategic and operational phenomena and problems in the leadership of media enterprises. Media management contains the functions strategic management, procurement management, production management, organizational management and marketing of media enterprises

1. BY: CHELDY SYGACO ELUMBA-PABLEO,MPA,LLB

2.  IN COMMUNICATION, media is the
storage and transmission tool used to
store and deliver information or
data.
It is often referred to as synonymous
with mass media or news media, but
may refer to a single medium used to
communicate any data for any
purpose. BY: CHELDY SYGACO ELUMBA-PABLEO,MPA,LLB

3. Media management is a term
used for several related tasks
throughout post-production.
 In general, any task that relates
to processing your media is
considered to be media
management, such as capturing,
compressing, copying, moving,
or deleting media files.

4.  However, media management
also refers to keeping track of
your media files via clip
properties such as log notes,
comments, scene number,
shot/take number, and so on.

6. The media plays a very important
role in most community, public
policy, national, and international
conflicts.
Depending on the nature and the
amount of media coverage, the
situation can be made better or
worse.

7.  If the media does a good job of presenting
the issues clearly, from both sides' points of
view, much can be done to correct
misunderstanding and avoid escalation borne
from rumors and fear.
 Coverage of moderate, rather than extreme
positions is also helpful, as is coverage of
attempts to de-escalate or resolve the
conflict.

8. For theoretical purposes, it may be
convenient to separate the function of
management but practically these
functions are overlapping in nature
i.e. they are highly inseparable.
Each function blends into the other &
each affects the performance of
others.

9. There are four functions of
management that span across all
industries.
 THEY INCLUDE: planning,
organizing, leading, and
controlling.
You should think about the four
functions as a process, where each
step builds on the others.

10. The base function is to: A. PLANNING
 It is the foundation area of
management.
It is the base upon which the all the
areas of management should be built.
Planning requires administration to
assess; where the company is presently
set, and where it would be in the
upcoming.

11. From there an appropriate course of
action is determined and
implemented to attain the
company’s goals and objectives.
 Planning is unending course of
action.
 There may be sudden strategies
where companies have to face.

12. PLANNING. Sometimes they are
uncontrollable.
 It is an external factors that
constantly affect a company both
optimistically and pessimistically.
Depending on the conditions, a
company may have to alter its course
of action in accomplishing certain
goals.

13. This kind of preparation, arrangement is
known as strategic planning.
IN STRATEGIC PLANNING, management
analyzes inside and outside factors that
may affect the company and so
objectives and goals.

14.  Here they should have a study of
strengths and weaknesses,
opportunities and threats
(SWOT).
For management to do this
efficiently, it has to be very
practical and ample.

16. The subsequent function is to: B.
ORGANIZE
The second function of the management is
getting prepared, getting organized.
Management must organize all its
resources well before in hand to put into
practice the course of action to decide
that has been planned in the base
function.

17. ORGANIZE
Through this process, management will
now determine the inside directorial
configuration; establish and maintain
relationships, and also assign required
resources.
While determining the inside directorial
configuration, management ought to look
at the different divisions or departments.

18.  ORGANIZE
 They also see to the harmonization of staff,
and try to find out the best way to handle
the important tasks and expenditure of
information within the company.
 Management determines the division of
work according to its need. It also has to
decide for suitable departments to hand
over authority and responsibilities.

19. The third function is to:
C.DIRECT DIRECTING
Working under this function
helps the management to
control and supervise the
actions of the staff.

20. DIRECT DIRECTING
This helps them to assist the staff
in achieving the company’s goals
and also accomplishing their
personal or career goals which can
be powered by motivation,
communication, department
dynamics, and department
leadership.

21. DIRECT DIRECTING
 Employees those which are highly provoked
generally surpass in their job performance
and also play important role in achieving the
company’s goal.
 And here lies the reason why managers focus
on motivating their employees.

22. DIRECT DIRECTING
They come about with prize
and incentive programs based
on job performance and geared
in the direction of the
employees requirements.

23.  DIRECT DIRECTING
It is very important to maintain a
productive working environment,
building positive interpersonal
relationships, and problem solving.
And this can be done only with
Effective communication.

24. DIRECT DIRECTING
Understanding the
communication process and
working on area that need
improvement, help
managers to become more
effective communicators.

25. DIRECT DIRECTING
The finest technique of finding the areas
that requires improvement is to ask
themselves and others at regular
intervals, how well they are doing.
 This leads to better relationship and
helps the managers for better directing
plans

26.  The final function is to: D. CONTROL, it
includes establishing performance
standards which are of course based on the
company’s objectives.
 It also involves evaluating and reporting
of actual job performance.
 When these points are studied by the
management then it is necessary to compare
both the things.

27. CONTROL
This study on comparison of both:
“decides further corrective” and
“preventive actions”.
 In an effort of solving performance
problems, management should set a
higher standard.
They should straightforwardly speak
to the employee or department
having problem.

28.  CONTROL
 ON THE CONTRARY, if there are inadequate
resources or disallow other external factors
standards from being attained, management
had to lower their standards as per
requirement.
 The controlling processes as in comparison
with other three, is unending process or say
continuous process.
 With this management can make out any
probable problems.

29.  CONTROL
 It helps them in taking necessary
preventive measures against the
consequences.
 Management can also recognize any further
developing problems that need corrective
actions.
 Effective and efficient management leads
to success, the success where it attains the
objectives and goals of the organizations.

30. CONTROL
Of course for achieving the ultimate
goal and aim management need to
work creatively in problem
solving in all the four functions.
Management not only has to see the
needs of accomplishing the goals but
also has to look in to the process
that their way is feasible for the
company.

31. CONTROL
A COMMUNICATION PLAN INCLUDES:
1. Target audiences
2. Key messages
3. A budget
4. A calendar for message release

33. The success of any management
activity is assessed by its
achievement of the predetermined
goals or objective.
Management is a purposeful activity.
It is a tool which helps use of human
& physical resources to fulfil the
pre-determined goals.

34. FOR EXAMPLE, the goal of an
enterprise is maximum consumer
satisfaction by producing quality
goods and at reasonable prices.
This can be achieved by
employing efficient persons and
making better use of scarce
resources.

35. In an organization, human
beings work with non-
human resources like
machines.
 Materials, financial assets,
buildings etc.

36. Management integrates
human efforts to those
resources.
It brings harmony among
the human, physical and
financial resources.

37. Management is an ongoing process.
 It involves continuous handling of
problems and issues.
 It is concerned with identifying the
problem and taking appropriate steps to
solve it. E.g. the target of a company is
maximum production.

38. For achieving this target various policies
have to be framed but this is not the
end.
Marketing and Advertising is also to be
done.
For this policies have to be again framed.
Hence this is an ongoing process.

39. Management is required in all types of
organizations whether it is political,
social, cultural or business because it
helps and directs various efforts
towards a definite purpose.
 Thus clubs, hospitals, political parties,
colleges, hospitals, business firms all
require management.

40. When ever more than one person is
engaged in working for a common
goal, management is necessary.
Whether it is a small business firm
which may be engaged in trading or a
large firm like Tata Iron & Steel,
management is required everywhere
irrespective of size or type of activity.

41.  Management is very much less concerned with
individual’s efforts.
 It is more concerned with groups.
 It involves the use of group effort to achieve
predetermined goal of management of ABC &
Co. is good refers to a group of persons
managing the enterprise.

43. The term “Levels of
Management’ refers to a line of
demarcation between various
managerial positions in an
organization.

44. The number of levels in
management increases when
the size of the business and
work force increases and
vice versa.

45.  The level of management
determines a chain of
command, the amount of
authority & status enjoyed
by any managerial position.

47. It consists of board of directors, chief
executive or managing director.
The top management is the ultimate
source of authority and it manages
goals and policies for an enterprise.
 It devotes more time on planning and
coordinating functions.

48. Top management lays
down the objectives and
broad policies of the
enterprise.

49. It issues necessary instructions
for preparation of department
budgets, procedures, schedules
etc.
It prepares strategic plans &
policies for the enterprise.

50. It appoints the executive for middle level
i.e. departmental managers.
It controls & coordinates the activities of
all the departments.
It is also responsible for maintaining a
contact with the outside world.

51. It provides guidance and
direction.
The top management is also
responsible towards the
shareholders for the
performance of the enterprise.

52. The branch managers and
departmental managers
constitute middle level.
They are responsible to the
top management for the
functioning of their
department.

53. They devote more time to
organizational and directional
functions.
In small organization, there is only
one layer of middle level of
management but in big enterprises,
there may be senior and junior
middle level management.

54. They execute the plans of the organization
in accordance with the policies and
directives of the top management.
They make plans for the sub-units of the
organization.
They participate in employment & training
of lower level management.

55. They interpret and explain
policies from top level
management to lower level.
They are responsible for
coordinating the activities
within the division or
department.

56. It also sends important reports and other
important data to top level management.
They evaluate performance of junior
managers.
They are also responsible for inspiring
lower level managers towards better
performance.

57. Lower level is also known as
supervisory / operative level
of management.
It consists of supervisors,
foreman, section officers,
superintendent etc.

58. According to R.C. Davis, “Supervisory
management refers to those executives
whose work has to be largely with
personal oversight and direction of
operative employees”.
In other words, they are concerned with
direction and controlling function of
management.