CHALLENGES OF MANAGING PRIVATE OWNED MEDIA HOUSE ( A CASE STUDY OF PRIVATE MEDIA HOUSES IN UYO)
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1. Introduction
One of the main pillars of socio economic development and political stability in any society are the media. The media have got a critical role to play in the evolution of any society as much onus lies on their shoulders in disseminating information that would help make or mar any society; politically, socially or economically.The media over the years have evolved into a strong institution that has helped in the precipitation of democracy in most advanced countries and equally their developing counterpart.The art and science of newspaper management in contemporary societies have become more challenging. The difficulty emanates essentially from the innovative change occasioned by information and communication technologies. This is because management is the “process of combining and utilising or of allocation an organisation’s inputs (men, materials machines money and manpower) by planning, organizing.
Directing and controlling for the purpose of producing outputs (goods and services or whatsoever are) desired by customer so that the organizational objectives are accomplished. In the process, work is performed with and through organisational personnel in an ever – changing organisational environments (Akhator 1997, p. 78). Information and communication technologies simply refer to the harnessing of computer and telecommunication systems to create services or products that have the capacity to service man’s information or communication needs. Adamu (2007) observes that ICTs includes computers, ancillary equipment, software and firmware. (hardware) and similar procedures, services, including support services and other related resources. The term ‘‘information technology’’ also includes any equipment or interconnected system or subsystem of equipment, that is used in the automatic acquisition, storage, manipulation, management, movement, control display, switching interchange, transmission or reception of data or information. The world over, new technologies have shaped or are reshaping media practice. This, Tiamiyu (2001) notes, when he stated that information and communication technologies are now generally perceived as strategic activities and the management of resources for stimulating personal, organisational and national productivity, growth and development. Towing the same line of though, media experts like John (2009), Croteau and Hoyness (2003) acknowledge that there is a revolution in media industry everywhere in the world brought by new media technology or convergent media that changes the character of communication in society. The bottom line in these experts’ thoughts on information technologies is innovation. Joyce Wyco defines innovation as “the creation, development and implementation of a new product, process or service, with the aim of improving efficiency, effectiveness or competitive advantage”. In the light of this paper, Joyce Wyco’s definition suggests two primary challenges to management, first, the need for the adoption or deployment of information and communication technologies as part of the newspaper organization’s culture, second, the use of these technologies as part of the newspaper organisation’s culture, third, the use of these technologies in an efficient and effective ways for better competitive advantage to the company. Anim (2006) thought is of essence, in that product excellence production facilities working tools and equipment, as well as working capital are not enough to make a successful newspaper, though they are necessary for a newspaper’s success. The Nigerian newspaper industry has come of age, from the earliest newspaper, Iwe Iohin, to the latest; The Monitor. The industry has been a beehive of activities, though the various challenges confronting the industry have led to the death of most newspapers. The challenges are so pervasive that only a few are in production continuously for 10 years and above. The advents of new information technologies have added a new dimension to the challenges prevalent in managing the newspaper industry in Nigeria.
2.2. Theoretical framework
According to Omiyi (2009, p. 10) the “Emergent Change” programme, which became popular around the 1990s following lessons from research into complex adaptive systems, starts with the assumption that change is happening all the time and that is emerging around every living system. He asserts that the proponents of the thought believe that change starts with attempts at discovering existing pockets of innovation (“freeze”), working with that energy and shaping it (“adjust”), and then, setting the organisation free again (unfreeze”). He believes that the school of though assumes a more organised, yet, also unpredictable change sequence. Lewin’s change model explains the theory further; using a three – step change model as a framework for planned change. The first step is unfreezing. Sharpe (2008, p. 8 – 9) asserts that it is a process of objectifying existing behaviours and the desired organisation behaviours needed to achieve the organisation’s mission and shared goals. This he notes can be done by analysing the difference between existing behaviours and needed behaviour with the involvement of organizational members. This is known as “unfreezing” existing change. The second step, he notes is moving. The step involves the process of developing new behaviours, values, and attitudes by identifying the processes and changes in organisational structure that will facilitate the accomplishment of the new behaviour combined with implementation and evaluation of achievement. The last step is refreezing. It means the stabilisation of the organization’s new group behaviour, values and attitudes. It is normally accomplished through system that reward the new behaviour and with policies, education and communication that reinforces the new culture and behavioural norms Mediamorphosis is a recent theory propounded by Roger fiddler in 1997. According to him, mediamorphosis is the transformation of communication media, usually brought about by complex interplay of perceived needs, competitive and political pressures and social and technological innovations. He asserts that the essence of mediamorphosis is the notion that the media are complex adaptive systems. Anaeto Osifeso and Onabajo (2008, p.191), note that the media, as other systems, respond to external pressure, with a spontaneous process of self – reorganisation. Fiddler (1997) contends that new media do not arise spontaneously and independently; rather, they emerge gradually from the mediamorphosis of older media. He suggests that emerging forms of communication media propagate dominant traits from earlier forms The relevance of these theories to the paper cannot be over – emphasized. First, the adoption of various ICTs in newspaper operations indirectly or directly course change, since new pattern of operations is learnt from such. Second, old machines are often replaced by new ones or with the relevant ICTs features that can make operations faster. In the modern era, only newspapers which adopt these new technologies stand a better chance to compete in the volatile newspaper environment. The adoptions of these technologies require frequent training, frequent evaluation and practical use to make the desired change possible. Again, the non-adoption limits the capacity of a newspaper to achieve its ultimate goal.
CHALLENGES OF MANAGING PRIVATE OWNED MEDIA HOUSE ( A CASE STUDY OF PRIVATE MEDIA HOUSES IN UYO)
