Managerial competencies amodg first-line news managers
in South Africa's mainstream media:
A
newsroom
management framework
EF
Steyn
MA (Potchefstroom University for CHE)
MA Communication Policy Studies (City University, London)
Thesis submitted for the degree Doctor of Philosophy at the Potchefstroom Campus of the North-West University
Promotor: Prof. GJ de Klerk
May 2006 Potchefstroom
Abstract
Abstract
In recent years, a number of changes characterised the business management environment nationally and internationally. These include global expansion of business activities, business alliances and expanding business interests across industries. Related changes also characterise the media environment. These comprise (amongst others) technological changes; globalised business interests and activities; increasing numbers of news events to be covered and increasing competition to do so. South African media enterprises have not escaped these changes. In fact, they face an additional challenge to adjust to changing political, economic and social landscapes that characterise South Africa post-1 994.
Business owners and managers thus increasingly realise that people are among their most important assets and resources, and that they should manage these resources properly. However, traditional management approaches (also in the media) often neglected this aspect, as management styles were autocratic and top-down. Businesses are therefore now required to fit human resources management into a paradigm that benefits both staff and the enterprise.
To achieve this, managers need expertise in six managerial competencies rooted in general management theory. These are communication, planning and administration, strategic action, teamwork, global awareness, and self-management. This study aimed to measure the importance attached to and current implementation of these competencies by first-line news managers in South Africa's mainstream media. This was done among first-line news managers and reporters from a representative sample of South African mainstream media titles.
Effect size analyses identified gaps between the importance and implementation for all six competencies. In many cases, qualitative data from interviewees on higher management levels of media enterprises confirmed these gaps. This implies that human resources management in South Africa's mainstream media newsrooms is currently neither effective nor efficient.
The study concludes with a proposed newsroom management framework based on the six managerial competencies measured. It is argued that implementation thereof could improve human resources management in newsrooms. This, in turn, could enable South African media enterprises to produce and distribute more professional news products to the benefit of internal and external stakeholders.
Opsomming
Opsomming
Bestuursbevoegdhede onder operasionele bestuurders in Suid-Afrika se hoofstroom media: 'n Raarnwerk vir nuuskantoorbestuur
'n Aantal veranderinge kenmerk die hedendaagse bestuursomgewing. Dit sluit in die internasionalisering van sake-aktiwiteite, besigheidsvennootskappe en 'n uitbreiding van sakebelange na verskillende bedrywe. Soortgelyke veranderinge kenmerk ook sake-aktiwiteite in die media. Dit hou, onder meer, verband met tegnologiese vooruitgang; uitbreiding van sakebelange en -aktiwiteite oor landsgrense heen, en 'n toenemende aantal nuusgebeure wat te midde van sterk kompetisie deur die media gedek moet word. Die Suid-Afrikaanse media spring nie hierdie veranderinge vry nie. Inteendeel, die bedryf staar 'n addisionele uitdaging in die gesig, naamlik om aan te pas binne politieke, ekonomiese en sosiale veranderinge in post-apartheid Suid- Afrika.
Sake-eienaars en bestuurders besef toenemend dat mense van hul belangrikste bates en hulpbronne is, en gevolglik behoorlik bestuur moet word. Tradisionele bestuursbenaderings (ook in die media) het egter nie noodwendig hierdie siening ondersteun nie. As sodanig, is bestuurstyle dikwels gekenmerk deur oulokrasie. Sake-ondernemings word dus nou uitgedaag om mensehulpbronnebestuur op 'n benadering te skoei wat beide personeel en die onderneming bevoordeel.
Om die doe1 te bereik, moet bestuurders vaardig wees in ses stelle bestuursbevoegdhede wat in algemene bestuursteorie gesetel is. Hierdie bevoegdhede omsluit kommunikasie, beplanning en administrasie, strategiese aksie, spanwerk, globale bewustheid, en selfbestuur. Die studie het ten doel gehad om die beiangrikheid te toets wat aan hierdie bestuursbevoegdhede gekoppel word. Die huidige implementering daarvan deur operasionele bestuurders in Suid-Afrika se hoofstroommedia is ook ondersoek. Dit is gedoen onder operasionele bestuurders en verslaggewers uit 'n verteenwoordigende steekproef van media-organisasies.
Opsomming
Ontleding van effekgroottes dui op gapings tussen die belangrikheid en implementering van al ses bestuursbevoegdhede. In baie gevalle bevestig kwalitatiewe data uit onderhoude met bestuurders op hoer bestuursvlakke hierdie gapings. Dit impliseer dat mensehulpbronnebestuur in Suid-Afrika se hoofstroom media tans nie effektief of doelmatig is nie.
Gegee hierdie bevindinge, stel die studie 'n raamwerk voor vir nuuskantoorbestuur. Die rasionaal is dat implementering van die bestuursbevoegdhede kan bydra om mensehulpbronnebestuur in Suid-Afrikaanse nuuskantore te verbeter. Dit kan daartoe lei dat Suid-Afrikaanse media-organisasies 'n meer professionele nuusproduk vervaardig en versprei, wat tot voordeel van interne en eksterne belangegroepe is.
Acknowledgements
Acknowledgements
In completing this study, I would like to thank:
God
-
for the strength to complete this and for keeping His promises to me; Derik and Elanderi-
for believing in me and for being patient until this was completed;Prof. Deon de Klerk
-
for his knowledge of the discipline and his wisdom of life;My family
-
for their love;The Sanef Education and Training Committee (ETC)
-
for permission to use the data and results from the first and second Sanef Skills Audits;Dr Suria Ellis
-
for her advice on the methodological section of the study; My employer-
for the opportunity and the time to devote to the study; and Managers and reporters in the South African mainstream media forparticipating in the study.
Mark 5:34: Jesus said to her, Daughter, you took a risk of faith, and now you're healed and whole. Live well, live blessed! Be healed of your plague.
Table of contents
Table of contents
Chapter 1: Introduction and orientation
1.1 Introduction ...
.
.
...
1...
Definition of research terminology 2...
Managerial competencies 2...
Communication 2...
Planning and administration...
.... 3...
...*...
Strategic action.
.
.
3...
Team work 4...
Global awareness 4...
Self-management 5...
First-line news managers 5...
South African mainstream media newsrooms 6 Newsroom management...
7Respondents
...
....
...
7lnterviewees
...
7Background to the study
...
8...
Changing management approaches 8 The quest for a new media management paradigm...
9Media management in a South African context
...
10Factors challenging media management in South Africa
...
11A lack of skills
...
11...
Transformation in the media industty 12
...
Socio-economic challenges 13
...
News, staff, and infrastructure management 14
...
Table of contents
1.4 Problem statement
...
.
.
....
.
...
15 ...1.5 Purpose of the study 16
...
I . 5 I General research objective 16
...
1.5.2 Specific research objectives 16
...
Research hypotheses 17
...
Research design and methodology 18
...
Literature study 18...
Empirical research 18...
Research designs 18...
Research instruments 19...
...
Research population and sample frame
.
.
.
.
20Media types
...
20...
Media ownership 21...
National representivity 2'l...
Sampling procedure 22....
Professional profile of first-line news managers included in the study 24
...
Professional profile of reporters included in the study 25...
...
Data analysis
.
.
.
261.8 Possibilities for further study on newsroom management
in South Africa
...
271.8.1 Involving community media in the country
...
271.8.2 Expanding quantitative research to respondents on higher
management levels
...
.
.
.
...
281.8.3 Expanding qualitative research to first-line news manager and
...
reporter respondents 28
1.8.4 lncreasing the time spent at individual media titles, in order to
... increase the size of the volunteer and availability samples 29
Table of contents ... 111
1.1 0 Summary
...
31Chapter 2: Theoretical framework: General management within the
context of newsroom management
Introduction...
34The dimensions of management
...
34Planning as a basic management function
...
36The need for proper planning
...
....
... 36Identify potential problems which might negatively impact on business success
...
37Establish the business' future focus (goals and objectives)
...
37Determine how available resources should be utilised and applied to achieve organisational goals and objectives and maximise profit
...
37Supporf another management function, namely control
...
38Prevent misunderstanding on the tasks that need to be performed and the people responsible for it
...
38Levels of planning
...
38Strategic level
...
38Tactical level
...
39...
Operational level 39 2.3.3 Factors that hamper effective planning...
....
...
402.3.3.1 Theinabilitytoplan
...
402.3.3.2 lnadequate planning processes
...
402.3.3.3 Lack of commitment to the planning process
...
41...
2.3.3.4 lnferior information 41 2.3.3.5 Lack of focus on the future...
41Table of contents iv
2.3.4 Decision making as an additional management function
associated with planning ...
.
.
...
422.3.4.
1 Routine decisions ....
.
.
.
.
...
432.3.4.2
Adaptive decisions...
442.3.4.3
Innovative decisions...
..,
...
44Organising as a basic management function
...
45The importance of organising properly
...
45To establish lines of authority
...
....
...
45It improves organisational output
...
.,...
45To communicate properly
...
46Organising as a process
...
46Managerial roles implied by organising as a management function
...
48...
Organiser 49...
Liaison officer 49 Staffing coordinator...
.
.
.
.
...
50 Distributor of resources...
51 Delegator of tasks...
51Factors hampering effective organisation
... .
.
.
...
51insufficient planning
...
52Improper definition of relationships and lines of authority
...
52Inability to delegate properly
...
.
.
.
...
52Abuse of functional authority
...
52Coordination as an additional management function associated with organisation
...
53Unity of command
...
.
.
...
53...
Scalar principle 54 Span of management...
542.5 Leading as a basic management function
...
552.5.1 Management roles associated with leading
...
552.5.
7 . 7 Figurehead and spokesperson...
.
....
...
55Table of contents
Coach
...
56Team builder
...
56Team player
...
57Technical problem solver ...
..
..
. , . ... 57IntrapreneurlEntrepreneur
...
57Motivation as an additional management function associated with leading
...
58...
Job design 59...
Setting specific goals 59 Financial and other incentives...
60inclusion in decision making
...
60Communication as an additional management function associated with leading
...
60Delegation as an additional management function associate with leading
...
61Delegating authority without responsibility
...
.
.
.
.
.
.
... 61Delegating responsibility without authority
...
62Leadership skills as a tool to lead more effectively
...
62Control as a basic management function
...
63The need for proper control
...
65Control as a process
...
66Establishing performance criteria based on goals and objectives ... 66
Comparing actual performance with predetermined standards
...
66Reinforcing positive behaviour or taking corrective action ... 67
Managerial roles implied by control as a management function
...
68Overseer
...
68Handler of disturbance
...
68Discipline as an additional management function associated with control
...
69Table of contents
Chapter 3: Methodology
...
3 .I Introduction 72...
3.2 Research framework 72...
3.2. I Literature study 73...
3.2.2 Empirical research 75...
3.2.2.1 Research designs 75...
3.2.2.2 Research instruments 783.3 Research population and sample frame
...
89...
3.3. I Media types 90...
3.3.2 Media ownership 92...
3.3.3 National representivity 93 Sampling procedure...
.
.
...
94...
Step I: Compiling the sample frame of media titles 94
Step 2: Calculating the proportional sample per media type
...
95Step 3: Calculating the proportional sample per media
...
ownership type 95
Step 4: Drawing a systematic random sample from the
...
respective strata 96
...
Step 5: Categorising the above sample into geographical areas 97
Step 6: Drawing a volunteer and availability sample of
first-line news managers
...
.
.
...
97....
Step 7: Drawing a volunteer and availability sample of reporters 993.5 Data analysis
...
100...
3.5.1 Qualitative data analysis 100
...
3.5.2 Quantitative data analysis 107
...
Table of contents vii
Chapter 4: Communication as a managerial competency
within the context of newsroom management
Introduction
...
104The need for proper communication in modern-day enterprises
...
105Technological innovation
...
.
.
...
106Communicating with a culturally diverse workforce
...
107Communication in an information age
...
108Communication with staff in teams
...
1094.3 Dimensions of communication as a managerial competency
...
1104.3.1 Formal communication
...
1104.3.2 Informal communication
...
1124.3.2. .1
The need to adjust informal communication to reach the
target audience
...
1134.3.2.2
Initiatives to facilitate understanding in informal communication
situations
...
1144.3.3 Negotiation
...
115Barriers to effective communication
...
... .
.
117Semantics andjargon
...
117information overload
...
118Communication channels
...
..
..
...
118Noise or distraction
...
119Trust and credibility
...
120Listening skills
...
121Emotional barriers
...
121Nonverbal communication
...
122Table of contents viii
...
Addressing communication barriers
...
.
.
.
123Focus on the audience
-
whether one person or more...
124Create a climate for open communication ... 'I24 Be cautious not to cloud messages with too much information .... 125
Effectively manage emotions ... 125
Implement active /is tening skills
...
125Use technology sparingly
...
.
.
...
126Communication should be based on sound ethical standards
...
127Results
.
the importance and implementation of communication as a managerial competency...
.
.
...
129Comparing the importance of management tasks related to communication as a managerial competency with the implementation thereof
...
131Originating formal communication
...
131Encouraging feedback and comment from reporters ... 131
Using technological resources to accommodate communication needs
...
132Soliciting interpersonal communication between first-line news managers and reporters
...
.
.
.
.
.
...
133Maintaining sound interpersonal relationships with reporfers
...
'I 34 Taking reporters ' feelingslemotions in to account when communicating with them ... 134Negotiating resources for reporters
...
135Developing relationships with higher management
...
135Exercising influence with higher management
...
136Decisively handling difficult reporters
...
136Handling difficult reporters fairly
...
137Aligning goals to promote communication
...
137Language skills that promote communication
...
.
.
...
.
.
.
....
138...
Handling multicultural differences to promote communication 138 Handling multilingual differences to promote communication...
139Table of contents IX
lmplementation of management tasks related to
communication as a managerial competency
...
139 Maintaining sound interpersonal relationships with reporters...
1 39Taking reporters' feelings/emotions into account when
communicating with them
...
140Comparing the importance and implementation of
communication as a managerial competency across media
...
...
types
.
.
141Importance of communication as a managerial competency
from the perspective of reporters
...
142 lmplementation of communication as a managerial competencyfrom the perspective of reporters
...
143 lmportance of communication as a managerial competencyfrom the perspective of first-line news managers
...
144 lmplementation of communication as a managerial competencyfrom the perspective of first-line news managers
...
144Comparing the importance and implementation of
communication as a managerial competency across media
ownership types
...
...
...
145 lmportance of communication as a managerial competencyfrom the perspective of reporters
...
.
.
...
147 lmplementation of communication as a managerial competencyfrom the perspective of reporters
...
148 lmportance of communication as a managerial competencyfrom the perspective of first-line news managers
...
1 49 lmplementation of communication as a managerial competencyfrom the perspective of first-line news managers
...
150Table of contents
Chapter 5: Planning and administration as a managerial
competency within the context of newsroom management
Introduction
...
1535.2 Planning and administration within a changing business
environment
...
1545.2.1 Increased need for proper planning
...
1555.2.2 Approaches to newsroom planning in the South African
mainstream media
...
...
...
156Dimensions of planning and administration as a managerial
competency
...
157Gathering and analysing information to facilitate problem
solving
...
158Gathering and analysing information on external and internal factors
...
1 58The need for a more participative approach to gathering and
analysing information
...
159Technology as a means to facilitate information gathering
and analysis
...
160Planning and organising projects
...
.
.
.
...
161Developing plans and schedules to achieve organisational
goals and objectives effectively
...
161Obtaining and organising resources needed to achieve
organisational goals and objectives
...
.
.
...
162Delegating responsibility for task completion to staff
...
163Time management
...
.
.
...
163Aspects related to time management in a South African
media context
...
164Budgeting and financial management
...
166The media's challenge to balance financial and other objectives
...
167The need for proper financial management skills among news
Table of contents
Results
.
the importance and implementation ofplanning and administration as a managerial competency
...
169Comparing the importance of management tasks related to planning and administration as a managerial competency with the implementation thereof
...
170Taking well-informed decisions despite deadline pressure
...
172Anticipating consequences of risks taken to deliver the news product
...
172Defending consequences of risks taken
...
..
..
...
173Pro-actively developing plans to improve the level of professional
...
output 174 Pro-actively scheduling plans to achieve set goals...
.,.
... 174Prioritising tasks to deliver the desired news product
...
775Delegating responsibility for tasks
...
176Delegating authority to perform tasks
... ...
.
...
176ldentifying resources to deliver the news product
...
177Obtaining resources to deliver the news product
...
177Organising resources obtained
...
178Budgeting and financial management
...
778lmplementation of management tasks related to planning and administration as a managerial competency
...
..
..
.
180Taking well-informed decisions despite deadline pressure
...
181Prioritising tasks to deliver the desired news product
...
.
.
..
181Budgeting for activities in the departmentlsection
...
....
181Handling a variety of incidents at once
...
181Comparing the importance and implementation of planning and administration as a managerial competency across media types
...
......
....
...
782lrnportance of planning and administration as a managerial competency from the perspective of reporters
...
783lmplementation of planning and administration as a managerial
...
Table of contents xii
5.4.3.3 Importance of planning and administration as a managerial
competency from the perspective of first-line news managers
...
1865.4.3.4 lmplementation of planning and administration as a managerial competency from the perspective of first-line news managers
...
1875.4.4 Comparing the importance and implementation of planning and administration as a managerial competency across media ownership types
...
1885.4.4. I lmportance of planning and administration as a managerial competency from the perspective of reporters
...
1895.4.4.2 lmplementation of planning and administration as a managerial competency from the perspective of reporters
...
...
...
1905.4.4.3 lmportance of planning and administration as a managerial competency from the perspective of first-line news managers
...
1915.4.4.4 lmplementation of planning and administration as a managerial competency from the perspective of first-line news managers
...
192...
...
5.5 Summary.
.
.
.
194Chapter 6: Strategic action as a managerial competency
within the context of newsroom management
Introduction...
196Dimensions of strategic action as a managerial competency ... I 9 7 Understanding the industry
...
198Past. current and future challenges facing the industry
...
198Current trends in the South African media environment
...
199Understanding the enterprise
...
.
.
...
203Understanding and balancing internal stakeholder concerns ... 203
Understanding and addressing business strengths and weaknesses
...
208Table of contents xiii
6-23 Taking strategic action
...
215Results
.
the importance and implementation of strategic action as a managerial competency...
...
. . .
218The importance of management tasks related to strategic action as a managerial competency compared to the implementation thereof
...
219Monitoring changes in the departmentlsection
...
219Monitoring changes in the media enterprise
...
221Monitoring changes in the media environment
...
221Monitoring changes in the broader South African context
...
221Monitoring changes in the international context
...
221Playing a role in setting the news agenda
...
223Knowing the news enterprise's news policy and implementing it
...
224Being informed about the activities of other media enterprises and strategic partners
...
225Understanding the concerns of internal stakeholders
...
226Understanding the concerns of external stakeholders
...
226Knowing the media enterprise's vision. mission and goals
...
227Making decisions in line with the organisational vision and mission
...
228Ensuring that operational goals support organisational strategy
...
228Realising organisational goals
...
228Developing human resources
...
229Understanding the nature of the news product vis-a-vis the target audience
...
230implementation of management tasks related to strategic action as a managerial competency
...
232Comparing the importance and implementation of strategic action as a managerial competency across media types
...
233importance of strategic action as a managerial competency from the perspective of reporters
...
234Implementation of strategic action as a managerial competency from the perspective of reporters
...
235Table of contents xiv
6.3.3.3 lmportance of strategic action as a managerial competency from
the perspective of first-line news managers
...
2366.3.3.4 lmplementation of strategic action as a managerial competency from the perspective of first-line news managers
...
2376.3.4 Comparing the importance and implementation of strategic action as a managerial competency across media ownership
...
fypes 239 6.3.4. I lmportance of strategic action as a managerial competency from the perspective of reporters...
2406.3.4.2 lmplementation of strategic action as a managerial competency from the perspective of reporters
...
2416.3.4.3 lmportance of strategic action as a managerial competency from the perspective of first-line news managers
...
2436.3.4.4 lmplementation of strategic action as a managerial competency
...
from the perspective of first-line news managers....
2446.4 Summary
...
.
.
...
246Chapter
7:
Teamwork as a managerial competency
within the context of newsroom management
7.1 Introduction...
2487.2 Workplace teams
...
2497.2.1 Workplace teams defined
...
2497.2.2 Increased tendency to incorporate workplace teams
...
250...
7.2.2. I lmplementing a teamwork approach in the media 251...
7.3 Dimensions of teamwork as a managerial competency 252 7.3.1 Team design...
2537.3. I
.
I Establish clearly defined objectives...
..
...
...
254Table of contents xv
...
The need for clearly defined roles and responsibilities 257
...
...
Roles within a teamwork context
.
.
258Monitoring performance
...
260Creating a supportive teamwork environment
...
261Creating an environment characterised by empowerment
...
262Assisting teams to identify and acquire necessary resources
...
263Managers as coaches, counsellors and mentors
...
.
.
.
...
265Managing team dynamics
...
.
.
...
267Understanding and utilising individual strengths and weaknesses
...
267Resolving individual and team conflict
...
267Results
.
the importance and implementation of teamwork as a managerial competency...
271The importance of management tasks related to teamwork as a managerial competency compared to the implementation thereof
...
272Structuring the department to implement teamwork
...
274Organising reporters into teams
...
274Assisting reporters in acquiring knowledge to work in teams
...
275Formulating teamwork objectives
...
275Motivating reporters to perform satisfactorily in teamwork situations
....
275Sharing the responsibilities associated with teamwork
...
276Compiling teams to accommodate diverse ideas
...
277Compiling teams to effectively utiljse technical skills
...
277Defining team objectives
...
.
.
.
...
278Defining individual objectives
...
278Creating an environment where teamwork is rewarded
...
279Coaching, mentoring and counselling reporters through a team project
...
279...
Supporting teams in identifying and obtaining resources needed 280 Understanding individual strengths and weaknesses in a team...
281Managing team conflict
... .
.
.
...
281...
Sharing recognition and credit with members of the team 282 Praising reporters in the department...
282Table of contents
Implementation of management tasks related to teamwork as a
managerial competency
...
283Motivating reporters to perform satisfactorily in team work situations
....
283Understanding individual strengths and weaknesses within a team
...
284...
Sharing recognition and credit with members of the team 284Praising reporters in the department
...
284Comparing the importance and implementation of teamwork
...
as a managerial competency across media types 285
lmportance of teamwork as a managerial competency from
the perspective of reporters
...
.
.
...
286lmplementation of teamwork as a managerial competency from
the perspective of reporters
...
287lmportance of teamwork as a managerial competency from
the perspective of first-line news managers
...
288lmplementation of teamwork as a managerial competency from
the perspective of first-line news managers
...
289Comparing the importance and implementation of teamwork
as a managerial competency across media ownership types
...
290Importance of teamwork as a managerial competency from the
perspective of reporters
...
290lmplementation of teamwork as a managerial competency from the
perspective of reporters
...
291Importance of teamwork as a managerial competency from the
perspective of first-line news managers
...
294lmplementation of teamwork as a managerial competency from the
perspective of first-line news managers
...
295Table of contents xvii
Chapter 8: Global awareness as a managerial competency
within the context of newsroom management
Introduction
...
.
.
...
299Challenges associated with a globalised business
environment
...
.
.
.
.
...
300Threats and opportunities presented by global activities
...
300The impact of globalisation on the media industry
...
301...
Challenges presented by globalisation...
.
.
302Knowledge as a core competency in a globalised environment
...
303Dimensions of global awareness as a managerial competency
...
304Cultural knowledge and understanding
...
305Being informed of political. social and economic trends and
recognising the impact thereof
...
.
.
.
...
305Understanding, reading and speaking more than one language
fluently
...
307Cultural openness and sensitivity
...
..
..
..
...
308Insight into national. ethnic and cultural differences and the
ability to examine these openly and objectively
... .
.
.
...
308Sensitivity towards cultural cues and skills to avoid stereotyping ... 313
Ability to adjust behaviour when communicating with people from
different ethnic and cultural backgrounds
...
.
.
...
314Results - t h e importance and implementation of global
awareness as a managerial competency
...
.
.
...
315The importance o f management tasks related to global awareness as a managerial competency compared to the
implementation thereof
...
316Being informed about social. political and economic changes in
Table of contents
Being informed about international social. political and
economic changes
...
318
Recognising the impact of these changes on the media
...
319
Developing multilingual skills
...
319
Confidence in handling ethniclcultural differences
...
320
Gaining understanding in ethnic and cultural differences
...
321
Being sensitive to ethnic and cultural cues
...
322
Being able to adapt to ethnic and cultural cues
...
322
Adjusting behaviour when interacting with different cultures
...
322
lmplementation of management tasks related to globalawareness as a managerial competency
...
..
....
...
323
Willingness to gain understanding of ethnic and cultural differences
....
324
Comparing the importance and implementation of global...
awareness as a managerial competency across media types
324
lmportance of global awareness as a managerial competency
from the perspective of reporters
...
326
lmplementation of global awareness as a managerial competency
from the perspective of reporters
...
327
lmportance of global awareness as a managerial competency from
the perspective of first-line news managers ...
327
Implementation of global awareness as a managerial competency
from the perspective of first-line news managers
...
328
Comparing the importance and implementation of globalawareness as a managerial competency across media
ownership types
...
330
lmportance of global awareness as a managerial competency
from the perspective of reporters
...
331
lmplementation of global awareness as a managerial competency
from the perspective of reporters
...
.
.
...
332
lmportance of global awareness as a managerial competency
from the perspective of first-line news managers
...
333
lmplementation of global awareness as a managerial competency
Table of contents xix
8.5 Summary
...
...
...
335
Chapter 9: Self-management as a managerial competency
within the context of newsroom management
Introduction
...
338
Dimensions of self-management as a managerial competency
...
339
Integrity and ethical conduct
...
340
Clear personal standards
...
.
.
...
.
.
...340
Admit to mistakes made
...
342
Take responsibility for individual actions by being honourable.
steadfast and self-assured
...
343
Personal drive and resilience...
343
Seek responsibility. are innovative. ambitious and motivated to
achieve personal and organisational goals
...
344
Work diligently
...
.
.
...
344
Persevere when facing obstacles and have the ability to recover
afler failure
...
.
.
.
...
346
Balanced professional and personal life...
346
Balance work and other responsibilities in a way that neither is
neglected
...
347
...
Self-awareness and development
351
Being cognisant of their strengths and weaknesses and ways
through which these can be utilised or improved
...
351
Learning from work and life experience and be willing to adjust
learning in light of changed situations
...
353
Results
.
the importance and implementation ofTable of contents
The importance of management tasks related to
self-management as a managerial competency compared to
...
the implementation thereof 357
...
Conduct based on clearly defined personal values 357... ...
Accommodating different personal values
.
.
359Upholding the news enterprise's code of ethics
...
360...
Admitting to personal mistakes 361
...
Working diligently 361
Being conscious of a healthy lifestyle
...
362...
Being able to lead a healthy /ifesty!e 362
...
Taking responsibility 363
...
Being ambitionsfmotivated to achieve set objectives 363...
Persevering under conditions of failure and stress 363...
Coping with secondary trauma 364
...
Balancing private life and work responsibilities ....
...
365...
Taking reporters' physical state into account 366Taking reporiers' mental state into account
...
366Being able to clearly define personal and professional goals
...
367...
Maximising individual strengths 368
...
Addressing individual weaknesses 368
Being able to learn from mistakes and past experience
...
369Implementation of management tasks related to
...
self-management as a managerial competency 370
...
Taking responsibility 371
...
...
Admitting to personal mistakes
....
371...
Basing conduct on clearly defined personal values 371...
Upholding the news enterprise's code of ethics 372
...
Being able to learn from mistakes and past experience 372...
Taking reporters' mental state into account 372
Accommodating differing personal values between
...
departmentallsection managers and reporters 372
...
Taking reporters' physical state into account 373
...
Table of contents mi
Persevering under conditions of failure and stress
...
373 Comparing the importance and implementation ofself-management as a managerial competency across
media types
...
374lmportance of self-managemenf as a managerial competency
from fhe perspective of reporters
...
375lmplementafion of self-management as a managerial competency
from the perspective of reporiers
...
376lmportance of self-management as a managerial competency
from the perspective of first-line news managers
...
...
377lmplementation of self-management as a managerial competency
from the perspective of first-line news managers
...
378 Comparing the importance and implementation ofself-management as a managerial competency across media
owners hip types
...
380lmportance of self-managemenf as a managerial competency from
the perspective of reporters
...
38 1lmplementation of self-management as a managerial competency
from the perspective of reporters
...
382Importance of self-managemenf as a managerial competency from
the perspective of first-line news managers
...
384lmplemenfation of self-management as a managerial competency
from the perspective of first-line news managers
...
385Summary
...
387Chapter
10:
Conclusions and recommendations10.1 Introduction
...
391Table of contents xxii
PO. 3.2
10.3.2.1
Conclusions based on research results
...
394 Conclusions based on research objectives...
394The importance reporters in South Africa's mainstream media
newsrooms attach to the six managerial competencies ... 394
The perception among reporters in South Africa's mainstream media newsrooms with regard to the implementation of the six
managerial competencies
...
.
.
...
398The importance first-line news managers in South Africa's
mainstream media attach to the six managerial competencies
...
403The perception among first-line news managers in
South Africa's mainstream media newsrooms on their own
implementation of the six managerial competencies
...
407Conclusions based on research hypotheses
...
41 3Research hypothesis
I:
First-line news managers in South Africa's mainstream media do not consider the managerialcompetencies important for newsroom management
...
4 1 3Research hypothesis
2:
Due to the little importance first-line news managers attach to these competencies, first-line news managers in South Africa's mainstream media do not implement them optimally either, with subsequent negative impact onnewsroom activity
...
4 14Research hypothesis 3: Reporters in South Africa's mainstream media, on the other hand, consider the managerial competencies essential to effective and efficient newsroom management. They consider it
more important than news managers
...
.
.
... 41 4Research hypothesis 4: Given the importance they attach to these competencies, reporters do not consider their first-line news managers to implement these optimally, with subsequent negative implications for newsroom activity and professional media
...
Table of contents
10.3.2.5 Research hypothesis 5: Due to factors such as structure, audience characteristics and historical background associated with different media types, reporters and first-line news
managers at individual media types attach different levels of importance to the six managerial competencies. As a result, they
also perceive the optimal implementation thereof differently
...
41 510.3.2.6 Research hypothesis 6: Based on advantages and challenges associated with different media ownership structures in the country, reporters and first-line news managers at media titles operating under different ownership frameworks perceive the importance of the six managerial competencies differently. As a result, they also perceive the optimal implementation thereof
differently
...
4 1 6Recommendations based on research results: a proposed
newsroom management framework
...
41 8Premises for the proposed newsroom management framework
...
41 9Elements of the proposed newsroom management framework .... .420
Self-management
...
422Global awareness
...
423Strategic action
...
424Planning and administration
...
425Communication
...
.,
..
..
..
...
426Teamwork
...
428Implementing the proposed newsroom management
framework
...
429Aspects that facilitate the successful implementation
of the framework
...
429Involvement from top management and owners
...
430...
Table of contents
List of tables
Table 1.1 : Table 1.2: Table 1.3: Table 1.4: Table 1.5: Table 3.1 : Table 3.2: Table 3.3: Table 3.4: Table 4.1 : Table 4.2: Table 4.3: Table 4.4:Sample of mainstream media in South Africa per media type
...
23 Sample of mainstream media in South Africa per ownership type ... 23 Sample of mainstream media in South Africa per geographicalarea
...
23 Abridged professional profile of first-line news managers in theSouth African mainstream media
...
24 Abridged professional profile of reporters in the South Africanmainstream media
...
25 Results of validity tests performed on the questionnairefor reporters
...
80 Results of reliability tests performed on the questionnairefor reporters
...
81 Results of validity tests performed on the questionnaire forfirst-line news managers ...
.
.
...
83 Results of reliability tests performed on the questionnaire forfirst-line news managers
...
.
.
...
83 Comparing the importance and implementation ofcommunication as a managerial competency between first-line
news managers and reporters
...
130 Comparing the implementation of communication asa managerial competency between first-line news managers
and reporters
...
140 lmportance and implementation of communication as amanagerial competency across media types from the
perspective of reporters
...
141 lmportance and implementation of communication as amanagerial competency across media types from the
Table of contents
Table 4.5: lmportance and implementation of communication as a managerial competency across media ownership types from
the perspective of reporters
...
146 Table 4.6: lmportance and implementation of communication as amanagerial competency across media ownership types from
the perspective of first-line news managers
...
147 Table 5.1 : Comparing the importance and implementation of planningand administration as a managerial competency between
first-line news managers and reporters
...
171 Table 5.2: Comparing the implementation of planning and administrationas a managerial competency between first-line news managers
and reporters
... .
.
.
.
.
.
...
7 80 Table 5.3: lmportance and implementation of planning and administrationas a managerial competency across media types from the
perspective of reporters
...
1 82 Table 5.4: lmportance and implementation of planning and administrationas a managerial competency across media types from the
perspective of first-line news managers
...
7 83 Table 5.5: lmportance and implementation of planning and administrationas a managerial competency across media ownership types
from the perspective of reporters
...
188 Table 5.6: lmportance and implementation of planning and administrationas a managerial competency across media ownership types
from the perspective of first-line news managers
...
189Table 6.1 : Comparing the importance and implementation of strategic action as a managerial competency between first-line news
managers and reporters
...
.
.
...
220 Table 6.2: Comparing the implementation of strategic action as amanagerial competency between first-line news managers
Table of contents
Table 6.3: lmportance and implementation of strategic action as a managerial competency across media types from the
perspective of reporters
...
.
.
.....
.
... 233 Table 6.4: lmportance and implementation of strategic action as amanagerial competency across media types from the
perspective of first-line news managers
...
234 Table 6.5: lmportance and implementation of strategic action as amanagerial competency across media ownership types from
the perspective of reporters
...
239 Table 6.6: lmportance and implementation of strategic action as amanagerial competency across media ownership types from
the perspective of first-line news managers
...
240Table 7.1 : Comparing the importance and implementation of teamwork as a managerial competency between first-line news managers
and reporters ...
.
.
...
273 Table 7.2: Comparing the implementation of teamwork as a managerialcompetency between first-line news managers and reporters
...
283 Table 7.3: lmportance and implementation of teamwork as a managerialcompetency across media types from the perspective of
reporters
...
285 Table 7.4: lmportance and implementation of teamwork as a managerialcompetency across media types from the perspective of
first-line news managers
...
286 Table 7.5: lmportance and implementation of teamwork as a managerialcompetency across media ownership types from the perspective
...
of reporters 291
Table 7.6: lmportance and implementation of teamwork as a managerial competency across media ownership types from the perspective
...
...
Table of contents Table 8.1 : Table 8.2: Table 8.3: Table 8.4: Table 8.5: Table 8.6: Table 9.1 : Table 9.2: Table 9.3 Table 9.4 Table 9.5:
Comparing the importance and implementation of global
awareness as a managerial competency between first-line news
managers and reporters
...
31 7 Comparing the implementation of global awareness as amanagerial competency between first-line news managers and
reporters
...
.
.
.
...
323 lmportance and implementation of global awareness as amanagerial competency across media types from the perspective of reporters
...
325 lmportance and implementation of global awareness as amanagerial competency across media types from the
perspective of first-line news managers
...
326 lmportance and implementation of global awareness as amanagerial competency across media ownership types from the
perspective of reporters
...
330 lmportance and implementation of global awareness as amanagerial competency across media ownership types from the
perspective of first-line news managers
...
331 Comparing the importance and implementation ofself-management as a managerial competency between
first-line news managers and reporters
...
.
.
...
358 Comparing the implementation of self-management as amanagerial competency between first-line news managers and
reporters
...
......
370 Importance and implementation of self-management as amanagerial competency across media types from the
perspective of reporters
...
.
.
374 lmportance and implementation of self-management as amanagerial competency across media types from the
perspective of first-line news managers
...
375 lmportance and implementation of self-management as amanagerial competency across media ownership types from
Table of contents
Table 9.6: lmportance and implementation of self-management as a
managerial competency across media ownership types from the
perspective of first-line news managers
...
383 Table 10.1: Links between research objectives and hypotheses, questionsin the questionnaire and discussion of research results
...
393 Table 10.2: Most important management tasks related to eachmanagerial competency from the perspective of reporters
...
395 Table 10.3: Management tasks related to each managerial competencyreporters perceive first-line news managers to implement best
...
399 Table 10.4: Most important management tasks related to eachmanagerial competency from the perspective of first-line news
managers
...
.
.
.......
...
404 Table 10.5: Management tasks related to each managerial competencyfirst-line news managers perceive themselves to implement best
....
408 Table 10.6: Importance and implementation of individual managerialcompetencies as perceived by reporters and first-line news
managers at different media types
...
.
.
...
41 5 Table 10.7: lmportance and implementation of individual managerialcompetencies as perceived by reporters and first-line news managers at media titles operating under different
ownership frameworks
...
41 7 Table 10.8: Skills transfer initiatives to facilitate implementation of theproposed newsroom management framework
...
431List of figures
Table of contents
List
of Addenda
Addendum A: Addendum B: Addendum C: Addendum D:Sanefs South African National Skills Audit Phase 2
-
200415 Questionnaire for first-line news managers...
433 Sanefs South African National Skills Audit Phase 2-
2004/5 Questionnaire for reporters...
,.,..,...
439Sanef s South African National Skills Audit Phase 2
Framework for interviews
...,..,.~...
445 Rotated factor patterns retained by Kaiser's criterionImportance and implementation of managerial competencies
from the perspective of reporters
..,.,...,,,,,.~.~...,.,..,.
448References
Chapter 1: Introduction and orientation
Chapter
1
:
Introduction and orientation
South Africa is a different country to what it was 10 years ago. And newsrooms need to reflect that
-
not simply by how many black and female faces make up ourteams and are sourced in our media, but also in how we work together.
-
Ranchod (2OO3:lO)In the last ten years we have seen media owners and managers grapple with varying degrees of success with managing media in a democratising and developing country. In general
there is a tendency towards shod commercial imperatives and profit making at the expense of long term planning for sustained viability and profitability.
Managers need to develop better managerial skills,
-
Kupe (2004:38)1 . Introduction
This study focuses on the importance and implementation of six managerial competencies in South Africa's mainstream media newsrooms. These competencies are inherent to general management theory, and encompass communication, planning and administration, strategic action, teamwork, global awareness, and self- management. The importance and implementation of these competencies were tested among respondents from the first-line news manager and reporter tiers of a sample of mainstream media titles in South Africa. This was done to develop a newsroom management framework for South African mainstream media, given the gaps between importance respondent groups attach to these competencies, and the current implementation thereof by first-line news managers.
This chapter provides the background and motivation to the study. It furthermore focuses on the research objectives and research hypotheses in light of the problem
Chapter 1 : Introduction and orientation 2
statement described. These elements form the framework against which the research methodology is delineated and suggestions for future research are made. The chapter concludes with the division of the study by means of a chapter outline.
1.2 Definition of research terminology
For the purposes of this study, the following operational definitions apply.
1.2.1 Managerial competencies
Within the framework of this study, managerial competencies refer to sets of knowledge, skills, behaviours and attitudes (first-line news) managers need to be successful. These competencies specifically relate to communication, planning and administration, teamwork, strategic action, global awareness and self-management (Hellriegel, Jackson & Slocum, 2005:4-5; Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw & Oosthuizen, 2004:5; Oosthuizen, De Bruyn, Jacobs & Kruger, 2002:29-32).
To be more specific, individual managerial competencies comprise of (Hellriegel et a/., 2005:4-5; Hellriegel et a/., 2004:5; Oosthuizen et a/., 2002:29-32):
1.2. I . 1 Communication
Communication refers to the effective transfer and exchange of information to promote understanding between managers and employees. This is crucial in media management (Markus, 2001:15). Peters (2004:5) substantiates this statement as follows: "Reporters complain that editors communicate with them exclusively through e-mail, (while)
...
top editors complain that they are the last to know about problems that might profoundly impact (on) the enterprise".' In comparison, one of the characteristics afforded to "successful" news managers is their "human" approach to newsroom communication-
personal contact, interaction and discussions with1
For the purposes of this study, the terms "enterprise" or "enterprises". "organisation" or "organisations" and "company" or "companies" are used synonymously to the terms "business" or "businesses".
