فصلنامه پژوهش های ارتباطی
پیاپی 66 (تابستان 1390)

The present study, a qualitative research, aims to shed lights on the status of Media Management as an academic major in Iran, using views of professionals and specialists of the field. The views and ideas of the participating specialists consisted of two groups, i.e. IRIB and electronic media’s CEOs as well as media management university instructors, were gathered through interviews and questionnaires and finally analyzed. The validity of the research questionnaire was confirmed through direct contact with the specialists and elites taking part in the study. The results show that for the time being Media Management doesn’t have the required affectivity to train media managers in Iran, given the major’s designed objectives. Accounting for the weaknesses of the current related program, the present study proposes a new branch for Media Management named “Radio-TV Management” as an appropriate model to be used in M.A. course.

The present study was conducted in two phases, using elites’ views through questionnaires, in the first stage, and results and reviewing the definition, in the second. The research shows that the objectives of “increased Attempt and Work” match the concepts of affectivity, effectiveness and efficiency in the field of management. Shedding lights on the objectives, the study addresses different paradigms of organizational management which have this potential to cover these three concepts in media. Employing two approaches, i.e. source-based and knowledge-based, the study works out some of the components of these paradigms to develop a desired media management pattern. It finally proposes a framework for developing a management pattern to be used in media organizations; a pattern in which efficiency and affectivity in the media specialized processes and internal management would bring about effectiveness. Interaction of an organization with outside will lead to its efficiency. Combining these two will bring about the expected performance through which the objectives of “increased attempt and work” will be realized.

This article aims to examine factors involving in the process of working out strategies in media organizations. One of the common slips in codifying a strategy is overlooking influential variables possibly impacting the whole process of the codification as well as its result. The employed techniques for developing strategies, high ranking managers’ mindset as well as power structure are among significant variables which could affect development of strategies. The research subjects are academic members familiar with the concept of strategy and media organizations CEOs. Related documents and evidence as well as a questionnaire were the two tools to gather research data. To test validity and reliability of the items, specialists’ views, pre-test and Cronbach’s Alpha (80/0) were used. The findings indicate that in media organizations, power structure and CEO’s mindset have respectively the biggest impact on the process of developing a strategy. Such factors as the manner of surveying environmental developments, methods used to determine strategies and the way strategic developments are analyzed stand next.

Increasing developments in media industry has remarkably affected the management of companies engaged in this industry. In past, media companies were big institutes embedding the whole process of value-creating. However, nowadays non-media companies are involved in the business of media, and media do non-media stuff; that’s why carrying out all media productions’ stages through a single company is impossible and media companies have no choice but employ other companies to contribute to their their job. The present article aims to examine how strategic alliances could provide a mechanism for interaction with media new environment. Employing media economics concepts, the article further tries to shed lights on approaches to creating synergy and value-adding in media industry. Given the results of the research which employed an explorative and descriptive methodology and explained how it is possible to develop a participative network and a strategic alliance among companies enjoying complimentary competitive advantages, such an approach could realize internal capabilities of media companies.

Media potentials in leading public opinions could be realized only through a proper management. In the absence of an appropriate management, crisis could lead to irrecoverable damage. Given this, examining the role and function of media in crisis management is of paramount significance. Since there is a remarkable literature on the role of media at the time of a crisis, the present article employs a preventive approach to examine the role of mass media in the stage before a crisis occurs. Predicting a crisis in time, taking action to prevent it or to decrease its consequences as well as preparing the society to face it, are among the most important tasks mass media should assume before the occurrence of a crisis. IRIB could adopt a preventive approach and employ the butterfly pattern of media role in crisis management and take a number of other measures including scanning the environment, training and leading public opinions, informing people and creating national solidarity to face crises in advance.

National media in Iran as a public university is tasked with channeling information, public training and developing new components for culture as it plays a key role in the world as well as in the society sustainable development. National Media benefits several entities including the government and Islamic Revolution, audiences, IRIB employees and political parties. It is necessary to offer an appropriate pattern for balanced responding to all these entities. Such a pattern stems from the social responsibilities of the National Media. This article identifies the National Media beneficiaries and classifies them based on multiple-scaled decision-making methods, and then evaluates the status of National Media based on the beneficiaries’ balanced needs using the organization social responsibilities components. It employs statistical tests, T-test and Spearman rank coefficient test. The findings indicate that National Media performance in light of the organization social responsibility indicators matches the status of the beneficiaries. However, the satisfaction of some of the beneficiaries like political parties and employees is evaluated as weak. Thus, to reach a balanced pattern for responding to the beneficiaries, the National Media social performance needs to be boosted.