"The adoption of a quality-management system by a media organization (radio, TV, newspaper, magazine, online or other) is strictly voluntary. It should be a strategic decision taken by senior management with the support of staff. The aim of such a system is to make sure that a media organization is
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managed in such a way as to meet the highest quality standards in the following areas: service to its users (audience / readership) and the general public; service to the society in which it operates, notably by promoting the open flow of information essential in a democracy; service to other important stakeholders, including staff, advertisers, subcontractors, shareholders, civil society associations, journalists' unions, public authorities." (Introduction, page 8).
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"The present study is a first attempt to look inside media organizations in Lebanon in order to understand what kind of business decisions are being made. This study analyzes employee diversity, as well as political affiliation or media owners [...] There was a clear reluctance among media owners to
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wards discussing their business practices [...] Most of Lebanon's seven private commercial television stations, which are comparatively very few considering the nearly 300 Arab television stations in operation, are among the most viewed stations in the region, due to their high production values and quality of programming. At the same time, these and other Lebanese media lag behind with respect to effectively managing human resources. Many lack written job descriptions, organizational policies, or regular performance appraisals, and they heavily rely on part-time staff and volunteers while not providing adequate financial incentives to their employees [...] Perhaps the most significant findings of the present study are those related to the financial aspects of Lebanese media organizations. Despite the sensitivity of discussing the profitability of these media, and considering that it is illegal, according to both the Press Law of 1962 and the Audio-Visual Law of 1994 for a broadcast or print organization to depend on sources of funding other than sales revenues and advertising, the answers given were quite candid and revealing. In Lebanon, financial support by the political elites who own these media is what has allowed most of the local media to survive. To ensure the sustainability of these outlets, long-term financial solutions and better marketing strategies must be adopted." (Preface, pages 7-8)
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"[...] upon the request of a great number of developing countries media managers UNESCO has initiated this handbook. The manual is designed with a specific focus on Public Service Broadcasting, but it could be used by every interested individual or media practitioner. It’s a straightforward guide
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that can help make a broadcaster’s programming more vibrant and engaging. It also offers advice to media executives on how to refine their management structures and practices, to keep their companies operating smoothly. What’s more, it provides practical tips on how to create sustain able financial plans which will help propel public service broadcasters into the future. We believe that this reference book can enhance both the economic and the civic competence of journalists and broadcasters. We hope that it will promote a free and pluralistic journalism and assist broadcasters’ companies in becoming more independent and sustainable; both of which are fundamental for modern democratic societies." (Foreword, page 6)
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"The extraordinary editor” provides media leaders with the skills to run their news organisations by learning about the mistakes and successes of other experienced editors. The presented examples are mainly derived from South African newspapers, but the issues tackled may apply to other media anyw
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here in the world as well. The seven chapters cover the essence of editing, the editor’s self-management, staff management, content and process management, business management, public relations, change management and media convergence. The book is quite a practical resource, full of checklists as well as brief statements from acknowledged practitioners. The clear language and the excellent caricatures and design add to the value of this publication." (CAMECO Update 1-2010)
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"'La otra cara de la libertad' busca servir de mapa a los gerentes, directores y dueños de medios que, desde la perspectiva de la Responsabilidad Social Empresarial -RSE-, intentan atender las crecientes exigencias a las que se enfrentan sus empresas. Contribución al desarrollo sostenible, alianza
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s con organizaciones de la sociedad civil, impacto ambiental, transparencia en la política editorial o publicidad responsable son solo algunos aspectos que poco a poco comienzan a aparecer en la agenda de los medios, ya no como una preocupación de académicos sino como parte integral del negocio mismo y de su cadena de valor." (Introducción)
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"Discussions on how to support sustainability of independent media generally focus on the political conditions, the legal framework and – especially in German development cooperation – on the quality of journalistic coverage. Nevertheless, economic factors are of equal importance, not only for p
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ure survival but also with respect to editorial independence and the resources available to enhance or guarantee the quality of media outlets. The German Forum Medien und Entwicklung (Media and Development) highlighted in its annual international Symposium, “Money Matters – How independent media manage to survive”, two dimensions marking economic sustainability: factors constituting a restricting or enabling media environment; factors supporting the business management of media in their endeavour to become self-sustainable." (Executive summary, page 5)
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"Ce manuel est destiné particulièrement aux formateurs qui seront amenés à intervenir in situ dans des radios souhaitant un renforcement de leurs capacités dans le domaine de la pratique du journalisme radio ou dans celui du management. S’inspirant de cette première expérience pilote menée
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au Burkina Faso, mais également d’autres interventions initiées auprès des entreprises de presse écrite du Mali et de la République démocratique du Congo, la première section de ce manuel capitalise la méthode in situ en attirant l’attention sur ses avantages, mais aussi son caractère délicat et les précautions nécessaires à adopter par le formateur. La seconde partie constitue un outil de formation pratique au journalisme radiophonique et s’accompagne d’extraits sonores et d’exercices disponibles sur le CD-Rom ci-joint. La troisième partie propose un module de spécialisation des personnels chargés de l’administration et de la gestion d’une station de radio communautaire ou commerciale : elle s’appuie également sur des documents de référence qui seront utiles pour la mise en oeuvre concrète des recommandations." (Préface)
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"I have been privileged to compile this anthology of essays, stories and testimonies of Africa’s top media executives who, through their actions and visionary leadership, are re-shaping and strengthening Africa’s fledgling media companies and institutions. Their touching real-life stories are an
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inspiration to all who work and desire to see Africa succeed and to have its voice heard above the din of the new digital age. A financially robust African media that is also independent and pluralistic will serve to give meaning to and strengthen the continent’s nascent democracy and contribute to the lifting of its people out of grinding under-development, poverty and related ills. These media leaders, in sharing their stories with the rest of Africa and the world, show that the real test of what works and does not work in managing and leading a successful media firm too often lies in the field and at times does not necessarily follow orthodoxy." (Editor's note)
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"Media centres around the world are facing the same challenges in ensuring long-term sustainability after “start-up” funding from donors ceases. In order to overcome these challenges, a number of centres have pioneered innovative approaches for ensuring financial and institutional viability and
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credibility, thus allowing them to successfully evolve into stable expert institutions within their media landscapes. It is in this context that in October 2006 International Media Support (IMS) invited a number of media centres and other institutions from Southeast Europe, West and East Africa, South and Southeast Asia and the Middle East to a workshop to share lessons learnt and identify approaches for addressing common challenges. These centres were asked to join the workshop because they represent perspectives and experiences from all over the world, thus offering the chance to pool diverse knowledge and experiences. In undertaking this workshop, it was recognised that all media centres are unique. The participating institutions represented media centres at differing stages in their development and performing varied roles, from lobbying for media policy reform to providing training opportunities and producing media publications. Nevertheless, despite these differences, there are considerable similarities and therefore scope for sharing knowledge. As an outcome of the workshop, the best practices discussed and defined by the participants have been collated in this handbook, which is being published jointly by IMS and the participating media centres. I hope that this publication is a useful tool for media centres of all designs and orientations, in further strengthening their options for achieving financial self sustainability." (Introduction, page 5)
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"Die vorliegende Studie wendet den Blick ab von den bisher in erster Linie erforschten journalistischen Inhalten hin zu den Prozessen und Strukturen, innerhalb deren sie entstehen. Sie erweitert dabei die Perspektive der Rühl’schen Redaktionsforschung (1969) um Erkenntnisse der betriebswirtschaft
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lichen Managementlehre und hier besonders des Total-Quality-Managements (TQM). Neben den originär journalistisch-handwerklichen Entscheidungsprogrammen (z. B. Recherche, Themenselektion, Gegenlesen) werden auch Entscheidungsprogramme des redaktionellen Managements (z. B. Personalmanagement, redaktionelles Marketing) als potenzielle redaktionelle Routinen gesehen, die in ihrer Vernetzung ein zielgerichtetes Qualitätsmanagement ermöglichen können. Diese Routinen werden als Instrumente (Werkzeuge) des Qualitätsmanagements bezeichnet. Die Praxis des Gegenlesens oder die institutionalisierte Blattkritik sind also ebenso solche Instrumente wie die redaktionelle Zielformulierung, Weiterbildungsofferten oder Leistungslohnsysteme für Mitarbeiter. In einer Vollerhebung aller deutschen, tagesaktuell arbeitenden Nachrichtenredaktionen wurde ermittelt, welche der einzelnen Instrumente des redaktionellen Qualitätsmanagements im Nachrichtenjournalismus der unterschiedlichen Medientypen bereits Anwendung finden und in welcher Form dies geschieht. Eine abschließende Zusammenschau der einzelnen Instrumente soll zeigen, ob diese Bemühungen um die Sicherung der redaktionellen Qualität bereits auf eine systematische Anwendung im Sinne des Total-Quality-Managements hinweisen oder – falls nicht – inwiefern sich Tendenzen und noch ungenutzte Potenziale zeigen (siehe Kap. 7). Die Analyse wird vor dem Hintergrund einer funktional multidimensionalen Definition journalistischer Qualität durchgeführt (siehe Kap. 3.2.2). Es wird davon ausgegangen, dass jede Redaktion ihre eigenen Qualitätsziele und -kriterien hat (inwiefern sie diese auch schriftlich fixiert, ist ebenfalls Teil der Untersuchung). An ihnen richteten sich alle Bemühungen ihres internen Qualitätsmanagements aus. Im Zentrum der Erhebung steht also nicht die fallbezogene Untersuchung der Effizienz der Maßnahmen (denn dazu müssten ebenfalls die Qualitätsziele, -kriterien und Inhalte einer Redaktion untersucht werden), sondern ihre Existenz und Vernetzung im Sinne von TQM. Dies entspricht nach Donabedian einer Analyse der Struktur- und Prozessqualität. Werden diese für gut befunden, ist es auch wahrscheinlich, dass die in diesem Umfeld produzierten Inhalte (Ergebnisqualität) den Zielen der jeweiligen Redaktion entsprechen." (Seiten 22-23)
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"The 5th edition of a popular guide that provides an overview of the potentials and pitfalls of electronic journal publishing. While not specifically written for an African audience, it is an excellent resource for African journal editors and publishers who are contemplating switching to an electron
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ic environment. It introduces all the issues that will need to be considered before taking such a step. This includes a discussion of the benefits and challenges of electronic publishing; the decisions that will have to be made when changing to an online (or print/online) publication; the hosting issues involved; licensing considerations; issues relating to open access; the changes that would be required in editorial procedures, sales and marketing; and the likely costs in terms of both time and money/people, and how these costs might be recouped. It also offers a range of sales models for online journals and step-by-step guidelines how to plan for a switch to online publication." (Hans M. Zell, Publishing, Books & Reading in Sub-Saharan Africa, 3d ed. 2008, nr. 2478)
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"¿Es posible lograr que en la Redacción de una empresa periodística convivan los conceptos de calidad y creatividad con los de eficiencia y productividad? ¿Son aplicables en las Redacciones las herramientas tradicionales de gestión de empresas? De estos interrogantes parte el autor para analiza
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r las particularidades del trabajo en un medio de comunicación y proponer herramientas para que editores y periodistas mejoren su gestión. “Estamos convencidos –sostiene Jornet– de que la independencia económica de un medio es esencial para lograr independencia editorial. Y que las redacciones tienen mucho para aportar en este camino”. Y agrega: “No se trata de convertir al periodista en un burócrata ni olvidar que la principal misión de un editor es pensar el mejor producto para la sociedad a la que se dirige. Se trata, sí, de aprovechar las herramientas de gestión para mejorar nuestro trabajo en las redacciones”. El libro se dirige básicamente a directores periodísticos, jefes de Redacción, editores generales o de secciones, productores, jefes de servicios informativos y coordinadores de noticias en medios gráficos o audiovisuales. Pero también a cronistas o redactores que deseen tener una visión más amplia del proceso editorial; a estudiantes de periodismo que se preparan para el ejercicio profesional; a quienes se vinculan con las redacciones desde otras áreas de los medios de comunicación o desde organizaciones civiles o gubernamentales." (Resumen)
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