"In this report, we have analysed how the Hindustan Times, Dainik Jagran, and Malayala Manorama are changing their newsroom organisation and journalistic work to adapt to an increasingly digital media environment. Our analysis shows that all three newspapers are investing in expanding their digital
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activities to pursue new opportunities as digital media become more important in India, and print relatively less so. All are investing significantly more effort in digital operations than they did in the past, and more than many other Indian newspapers. This includes investments in new technology and staff with new expertise, as well as training of existing staff. We find important variations in how they are changing. At the Hindustan Times, senior editorial and managerial leaders have worked together to integrate print and digital newsrooms into one cross-platform operation equally adept at serving audiences across print, website, mobile app, and social channels. At Malayala Manorama, and especially Dainik Jagran, the transition seems to have been led more exclusively by management, and the focus has been on expanding parallel digital operations that are not part of the print newspaper organisation. By creating a brand of their own, distinct from but built on that of their print newspapers, opening up new offices and hiring new personnel to perform digital news work, Jagran Online and Manorama Online partially circumvented the inertia that often hampers attempt to change an incumbent organisation where people are proud of what they have accomplished in the past. Because they are building parallel units, they do not have to deal with the issues that arise when moving from a print to a digital or platform-agnostic newsroom." (Conclusion)
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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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"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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"Destiné non seulement aux dirigeants mais également à tous ceux, journalistes, futurs journalistes ou cadres, qui travaillent dans le domaine de la presse écrite, cet ouvrage vous aidera à mieux comprendre et améliorer l'efficacité des fonctions éditoriales, commerciales et administratives
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de votre journal. De la planification stratégique au business plan, en passant par la communication interne, tous les aspects du fonctionnement d'une entreprise de presse sont traités dans ce manuel. Des exemples pris dans un grand nombre de journaux et le détail des descriptions de postes (trop rarement expliquées dans les livres sur la presse) permettent au vademecum de la presse écrite d'aborder, de manière très professionnelle, toutes les facettes du métier. Grâce à l'optimisation de la structure de votre " entreprise de presse ", développez votre professionnalisme et faites en sorte que votre journal devienne ou reste un incontournable du secteur." (Description de la maison d'édition)
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"Die vorliegende Diplomarbeit besteht aus zwei Teilen: Der erste Teil besteht aus einer theoretischen Einführung in die politische und gesellschaftliche Situation Kambodschas, einer Darstellung des Pressewesens und technischen Entwicklung des asiatischen Königreiches. Er soll dem besseren Verstän
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dnis des zweiten, des empirischen Teils dienen. Dieser besteht aus der Erarbeitung eines Konzepts einer lokalen Zeitung. Ziel des Konzepts ist es, kambodschanische Verleger und Journalisten dabei zu unterstützen, in eigener Verantwortung eine lokale Zeitung aufzubauen; es soll Ideen und Anregungen geben, wie unter der gegenwärtigen politischen und sozialen Lage eine lokale Zeitung bestehen kann." (Einleitung)
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"This handbook is intended for entrepreneurs, promoters, directors and heads of newspapers for whom the press constitutes the main activity and principal source of income. The subject matter is directed to those who have the power to decide the conditions in which they choose or have already chosen
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to set up their newspaper." (Back cover)
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"Aider à structurer un projet de journal pour lui donner les meilleures chances de succès, contribuer à fixer les responsabilités de chacun, définir les options financières qui lui garantiront longévité et indépendance : tels sont les objectifs de ce manuel qui s'adresse aux porteurs de pro
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jets de journaux, aux éditeurs, aux chefs ou secrétaires de rédaction voulant rationaliser l'organisation de leur publication, mais aussi à tout journaliste curieux de connaître les principes du fonctionnement d'une entreprise de presse." (Dos de couverture)
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"The present work considers the many possible uses of information technologies from the viewpoint of newspapers, with particular reference to small- and medium-sized papers in Asia and the Pacific. Despite, and perhaps even because of, the special challenges faced by this region, due for example to
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its vast cultural and economic diversity and its multitude of languages based on non-Roman scripts, it is hoped that the work will also be of interest to newspaper and allied media professionals in other developing regions." (Preface, page 6)
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"La presse en Corée du Sud — Le problème des caractères typographiques, vu l'existence de deux alphabets: chinois et coréen — La presse se prépare à un changement notable sur le plan technique: l'élimination des caractères chinois." (Jean-Marie Van Bol, Abdelfattah Fakhfakh: The use of m
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ass media in the developing countries. Brussels: CIDESA, 1971 Nr. 1236, topic code 141)
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"Le lien qui existe entre le fait que la plupart des journaux sont propriété de l'Etat et les problèmes ethniques que cela crée — Il est d'autres problèmes, nés de l'apport étranger et de la carence des équipes de direction — L'auteur examine ensuite les différents secteurs de la gestio
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n d'un quotidien, chiffres à l'appui." (Jean-Marie Van Bol, Abdelfattah Fakhfakh: The use of mass media in the developing countries. Brussels: CIDESA, 1971 Nr. 1567, topic code 142)
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"Measures for rationalising the printing of newspapers in Manila, where, since March 1962, three newspapers in different languages have been printed at the same time." (Jean-Marie Van Bol, Abdelfattah Fakhfakh: The use of mass media in the developing countries. Brussels: CIDESA, 1971 Nr. 602, topic
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code 143)
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"Situation d'un journal en langue arabe: élaboration et perspectives." (Jean-Marie Van Bol, Abdelfattah Fakhfakh: The use of mass media in the developing countries. Brussels: CIDESA, 1971 Nr. 1320, topic code 141)
"Basic changes are manifesting themselves in the Afghan press." (Jean-Marie Van Bol, Abdelfattah Fakhfakh: The use of mass media in the developing countries. Brussels: CIDESA, 1971 Nr. 2477, topic code 143)