Media Management and Enterpreneurship Unit-Ii Chapter - 1 Management: Definition, Need and Principles

MEDIA MANAGEMENT AND ENTERPRENEURSHIP
UNIT- II
CHAPTER- 1
Management: Definition, Need and Principles
Management: An Overview
Management is the act of getting people together to accomplish desired goals and objectives
using available resources efficiently and effectively. Since organizations can be viewed as
systems, management can also be defined as human action, including design, to facilitate the
production of useful outcomes from a system. This view opens the opportunity to manage
oneself, a pre-requisite to attempting to manage others.
Definition:
• Management can be defined as the process of administering and controlling the affairs of
the organization, irrespective of its nature, type, structure and size. It is an act of creating
and maintaining such a business environment wherein the members of the organization
can work together, and achieve business objectives efficiently and effectively.
• Management acts as a guide to a group of people working in the organization and
coordinating their efforts, towards the attainment of the common objective.
Compiled by: Dr. Upasana Khurana, Associate Professor & HOD, Department of Journalism & Mass
Communication, KRCHE, GGSIPU, Delhi. E-mail: drupasanakhurana@gmail.com.
• In other words, it is concerned with optimally using 5M’s, i.e. men, machine, material,
money and methods and, this is possible only when there are proper direction,
coordination and integration of the processes and activities, to achieve the desired results.
Characteristics of Management
Universal: All the organizations, whether it is profit-making or not, they require management,
for managing their activities. Hence it is universal in nature.
Goal Oriented: Every organization is set up with a predetermined objective and management
helps in reaching those goals timely, and smoothly.
Continuous Process: It is an ongoing process which tends to persist as long as the organization
exists. It is required in every sphere of the organization whether it is production, human resource,
finance or marketing.
Multi-Dimensional: Management is not confined to the administration of people only, but it

also manages work, processes and operations, which makes it a multi-disciplinary activity.
Group Activity: An organization consists of various members who have different needs,
expectations and beliefs. Every person joins the organization with a different motive, but after
becoming a part of the organization they work for achieving the same goal. It requires
supervision, teamwork and coordination, and in this way, management comes into the picture.
Dynamic Function: An organization exists in a business environment that has various factors
like social, political, legal, technological and economic. A slight change in any of these factors
will affect the organization’s growth and performance. So, to overcome these changes
management formulates strategies and implements them.
Intangible Force: Management can neither be seen nor touched but one can feel its existence, in
the way the organization functions.
Precisely, all the functions, activities and processes of the organization are interconnected to one
another. And it is the task of the management to bring them together in such a way that they help
in reaching the intended result.
Levels of Management
Top-Level Management: This is the highest level in the organizational hierarchy, which
includes Board of Directors and Chief Executives. They are responsible for defining the
objectives, formulating plans, strategies and policies.
Middle-Level Management: It is the second and most important level in the corporate ladder,
as it creates a link between the top and lower level management. It includes departmental and
division heads and managers who are responsible for implementing and controlling plans and
strategies which are formulated by the top executives.
Lower Level Management: Otherwise called as functional or operational level management. It

includes first line managers, foreman, supervisors. As lower level management directly interacts
with the workers, it plays a crucial role in the organization because it helps in reducing wastage
and idle time of the workers, improving the quality and quantity of output.
The three management levels form the management hierarchy, that represents the position and
rank of executives and managers in the chart.
NEED FOR MANAGEMENT
• Effective Utilization of Resources: It is necessary to get maximum output. Management

is needed to take care that there is no underutilization and no overutilization of resources.
• Development of Resources: Through training and development, we enhance the morale

of the workers.
• To incorporate Innovations: As there is a lot competition in the market, we need to

structure the organization but flat structures are more emphasized for organizations.
• To Integrate Various Interest Groups: Customers, Officials, Workers interest, share
holders interest should be looked upon.
• Stability in Society: Stability can be ensure by management if it changes according to the

change in the environment and is able to cope up with the changes.
HENRI FAYOL’S PRINCIPLES OF MANAGEMENT
Henri Fayol suggested the following 14 principles as the general principles management:
1. Division of Work: This is the principle of specialization, which is very well expressed
by economists as being a necessary factor for efficiency in the utilization of labor.
2. Authority and Responsibility: In this principle, Fayol conceives authority as a
combination of official authority deriving from a manager’s official position and personal
authority, which is compounded of intelligence, experience, moral worth, past services,
etc.
3. Discipline: Holding the notion that discipline is ‘respect for agreements which are
directed as achieving obedience, application, energy and the outward marks of respect’,
Fayol declares that discipline requires good superiors at all levels, clear and fair
agreements and judicious application of penalties.
4. Unit of Command: This is the principle, which states that an employee should receive
orders from one superior only.
5. Unity of Direction: According to Fayol, the unity of direction principle implies that each
group of activities having some objectives must have one head and one plan. As
distinguished from the principle of unity of command, Fayol perceives unity of direction
as related to the functioning of personnel.
6. Subordination of Individual Interest to General Interest: In any group, the interest of
the group should supersede that of the individual. When the interests differ, it is the
function of the management to reconcile them.
7. Remuneration of Personnel: Fayol perceives that remuneration and methods of
payment should be fair and also should be able to afford the maximum satisfaction to
employee and employer.
8. Centralization: Although Fayol does not use the term, Centralization of Authority, his
principle definitely refers to the extent to which authority is concentrated or dispersed in
an enterprise. Individual circumstances determine the degree of centralization that gives
the best overall yields.
9. Scalar Chain: Fayol thinks of the scalar chain as a line of authority, a chain of superiors
from the highest to the lowest ranks. And, because it is an error of a subordinate to depart
needlessly from the lines of authority, the chain should be short-circuited.
10. Order: Breaking this principle into material order and social order, Fayol thinks of it as a
simple edge for everything. This organization is the principle, which refers to the
arrangement of things and persons in an organization.
11. Equity: Fayol perceives this principle as one of eliciting loyalty and devotion from
personnel with a combination of kindliness and justice in managers while dealing with
subordinates.
12. Stability of Tenure of Personnel: Finding that instability is both the cause and effect of
bad management, Fayol points out the dangers and costs of unnecessary turnover.
13. Initiative: Initiative is conceived as the process of thinking out and executing a plan.
Since it is one of the keenest satisfactions for an intelligent man to experience, Fayol
exhorts managers to sacrifice personal vanity in order to permit subordinates to exercise
it.
14. Esprit de corps: This principle implies that union is strength and an extension of the
principle of unity of command. Fall here emphasizes the need for teamwork and the
importance of communication in obtaining it.
CHAPTER-2
MANAGEMENT FUNCTIONS
• PLANNING: It is to decide in advance what is to be done in future, when and by whom

and how is to be done. Planning is to bridge the gap between current and future positions
i.e. Establishment of objectives, Establishing Planning Premises, Choice of alternatives,
formulating the derivative plans, Implementing the policies and follow up.
• ORGANISING: Organizing is the process of integrating two resources and bringing

about harmony among them to do productive work.
• STAFFING: It is a process of hiring personnel in the organization and assigning them

appropriate jobs.
a) Man Power Planning: It is about bridging the gap between current and future
manpower positions.
b) Recruitment: It is the process of looking for the perspective employees,
motivating them and attracting them to apply for the job position in an
organization.
c) Training: It is aimed at increasing knowledge and skills of the employees to do a

particular job.
d) Placement: Placing a person at an appropriate place. I.e. Right person at right

job.
e) Induction: Means orientation and introduction i.e. introduction to the

organization in both ways. I.e. General & Specific. General means introduction to
the organization, specific means introduction to the particular department.
• DIRECTING: It is concerned with overseeing people at work in order to make them

work with best of their abilities.
• CONTROLLING: It is a way by which manager assure that whether actual confirms
with the standards.
FUNCTIONS SUB-FUNCTIONS
PLANNING FORECASTING, DECISION MAKING,

STRATEGY FORMULATION, POLICY
MAKING, PROGRAMMING,
SCHEDULING, BUDGETING, PROBLEM
SOLVING, INNOVATION,
INVESTIGATION AND RESEARCH
ORGANISING FUNCTIONALISATION,
DECISIONALISATION,
DEPARTMENTALISATION,
DELEGATION, DECENTRALISATION,
ACTIVITY ANALYSIS, TASK
ALLOCATION.
STAFFING MANPOWER PLANNING,

RECRUITMENT, SELECTION,
TRAINING, PLACEMENT,
COMPENSATION, PROMOTION,
APPRAISEL ETC.
DIRECTING SUPERVISION, MOTIVATION,

COMMUNICATION, LEADERSHIP,
ACTIVATING ETC.
CONTROLLNG FIXATION OF STANDARDS,

RECORDING MEASUREMENT,
REPORTING AND CORRECTIVE
ACTIONS.
PLANNING
Planning is deciding the best alternative among others to perform different managerial operations
in order to achieve pre-determined goals. Planning is an intellectually demanding process. It
requires the conscious determination of course of action and the basing of the decision on
purpose, knowledge & considered estimates. (Koontz).
PROCESS OF PLANNING:
1. Identification of area of study: The first and foremost step in planning process is identifying
the area of study for which management wants to work.
2. Collection and Analysis of data: Sufficient information must be collected in order to make
the plan & sub-plans. The collection & forecasting should be done in terms of external and
internal environment.
3. Setting the objectives: Once data is collected, objectives are set. Objectives provide direction
to various activities in the organization or the other functions are based on the crucial step.
4. Establishing planning premises: We find out whether it is cost effective, beneficial or not,
will it help the organization etc.
5. Searching alternatives: Usually there are several alternatives for plans. The planner must
find out all the possible alternatives.
6. Comparing and selecting the best among them: Comparisons must be made on the basis
of cost long range objectives, limited resources, expected payback, risk & other intangible
factors.
7. Formulating derivating course of action: Derivate plans are those plans which support the
main plan. So we have to find out what is to be required.
8. Implementation: Execution of planning is important. Assign jobs to different level of
people so that they can implement it all.
IMPORTANCE OF PLANNING:
1. Focus attention on objectives and research

2. The dues uncertainty & risk.
3. Provide sense of direction’
4. Encourages innovation & creativity
5. Helps in co-ordination
6. Basis for decentralization
7. Efficiency in Operations
8. Guides Decision Making
9. Facilitate Control
10. Helps coping with Changing environment
PLANNING IN NEWSPAPAER ORGANISATION
1. Production Planning: Planning of printing and scheduling is one of the important parts
of it. Where and how to get newspaper printed & scheduling means when it will come.
2. Editorial Planning: Planning of news content, editorial content & layout of the
newspaper.
3. Marketing Planning: The pricing of the newspaper, advertising, publicity &
promotional strategy of newspaper is also discussed in the marketing planning.
4. Financial Planning: It is related to source of money, available investors, and resources
available for the organization.
5. Human Resource Planning: Recruitment of people, motivation, training, interviewing
the people & incentives given to the people.
6. Organisation Setup Planning: Delegation of authority, decentralization, administrative
department & controlling system.
NEWSPAPER MANAGEMENT
EDITORIAL DEPTT. PROMOTIONAL ADMIN

DEPTT. DEPTT. DEPTT.
BUSINESS DEPTT. MECHANICAL DEPTT.
ADVERTISING CIRCULATION
DIVISION DIVISION
COMPOSING PRESS
ROOM ROOM
ORGANISING
According to Louis A. Allen, Organization is a process of identifying & grouping of the work to
be performed defining & delegating the responsibilities & establishing relationship for the
purpose of achieving organizational goals.
IMPORTANCE OF ORGANISING:
1. Discipline: A clear cut definition of authority enjoyed by each manager and his jurisdiction
of activity minimizes conflict and confusion about their respective powers & privileges of
managers. There is proper use of authority. The each employee is accountable to his
superior.
2. Division of work: Organization makes clear division of work. Every job is assigned to the
right person. The division of work leads to the specialization and hence increases the
efficiency.
3. Better Co-Ordination: Every organization has number of departments and sections. These
are assigned different duties for achieving the objectives. One head is appointed for the
supervision of one department.
4. Increase in efficiency: The organizational structure increases the efficiency of the
organization in the following ways:
a. Best possible use of resources
b. Economy of resources
5. Security of support: Organizational structure is a source of support security & satisfaction
to managers and employees in performing their assigned task. Unless & until an employee
has not given any rank he will feel insecure. Job security also encourages person to take
initiatives & work with higher efficiency.
6. Avoid duplication of work: It helps in avoiding duplication of work and overlapping in
responsibility among various employees & work units, without organizing, same work is
done by many because no job specification has been made. This leads to wastage of
resources & precious time.
7. Adaptability: Adaptation means changing according to the circumstances. Business is also
dynamic in nature. It has to change itself according to market situation.
8. Better Human Relations: Human relation improve in a good organization set up. A clearly
defined work authority, responsibility and accountability will enable the individual to work
in a free atmosphere.
9. Achievement of goals: It makes employees specialist and encourages them to take initiative
and work with higher efficiency. In this way organizing helps in the achievement of goals.
PROCESS OF ORGANISING
1. Review Plans: Organization is always related to certain objectives. Therefore, it is essential

for the management to identify the objectives before starting any activity.
2. List task: Before grouping the jobs it is important to list down the entire task.
3. Group the task into job: If the members of the group are to pool their efforts effectively,
there must be proper division of major activities. Each job should be properly classified &
grouped.
4. Grouped Jobs: The total activities of an organization may be divided into major functions
like production & purchasing etc. and each such function is further sub divided into various
jobs. The jobs then can be classified and grouped to ensure effective implementation of the
other steps.
5. Assignment of duties: After grouping the activities into various jobs they should be allotted
to the individual so that they can start working. Each individual should be given a job
according to his capabilities
6. Delegation of authority: Since so many individuals work in a same organization it is
responsibility of management to lay down structure of relationship in the organization to
carry out the smooth flow of work.
STAFFING
Staffing is referred as both line as well as a staff activity. It is referred as line activity because
like other functions such as planning, organizing, directing, controlling, staffing is also
performed by every manager. It is a staff activity because it is an important area of management
also like marketing management, financial management, we have human resource management
department also in large organisations.
IMPORTANCE OF STAFFING
1. Efficient performance of other functions: For the efficient performance of other

functions of management, staffing is its key. Since, if an organization does not have the
competent personnel, then it cannot perform the functions of management like planning,
organizing and control functions properly.
2. Effective use of technology and other resources: What is staffing and technology’s
connection? Well, it is the human factor that is instrumental in the effective utilization of
the latest technology, capital, material, etc. the management can ensure the right kinds of
personnel by performing the staffing function.
3. Optimum utilization of human resources: The wage bill of big concerns is quite high.
Also, a huge amount is spent on recruitment, selection, training, and development of
employees. To get the optimum output, the staffing function should be performed in an
efficient manner.
4. Development of human capital: Another function of staffing is concerned with human
capital requirements. Since the management is required to determine in advance the
manpower requirements. Therefore, it has also to train and develop the existing personnel
for career advancement. This will meet the requirements of the company in the future.
5. The motivation of human resources: In an organization, the behaviour of individuals is
influenced by various factors which are involved such as education level, needs, socio-
cultural factors, etc. Therefore, the human aspects of the organization have become very
important and so that the workers can also be motivated by financial and non-financial
incentives in order to perform their functions properly in achieving the objectives.
6. Building higher morale: The right type of climate should be created for the workers to
contribute to the achievement of the organizational objectives. Therefore, by performing
the staffing function effectively and efficiently, the management is able to describe the
significance and importance which it attaches to the personnel working in the enterprise.
PROCESS OF STAFFING
1. Estimating manpower requirement: Staffing process begins with the estimation of

manpower requirement which means finding out number and type of employees needed by the
organisation in near future. Manpower requirement is not only to find out number of people
needed but also the type of people.
Type means what should be the qualification educational background of the people whom we
need to appoint. While assessing the type of manpower required company should also make
policy regarding number of people to be appointed from backward classes, women force,
minority, etc.
For estimating manpower Requirement Company will take following three steps:
(i) Work load Analysis.
(ii) Workforce Analysis.
(iii) Comparing both to find out requirement.

• Workload Analysis: This requires finding number and type of employees required to
perform various jobs designed in organisational structure.
• Workforce Analysis: It means analysing existing workforce or employees already
occupying the job positions and how many of them are overburdened or under burdened.
• Comparison: After doing work load analysis and workforce analysis, the manager
compares both as excess of work load over workforce indicated under staffing and you
need to appoint more people whereas excess of workforce over work load indicated over
staffing and you need to remove or transfer some employees elsewhere.
As both overstaffing as well as understaffing are undesirable. The manager tries to find out the
manpower requirement by equating workload analysis to workforce analysis.
2. Recruitment: It refers to the process of inducing the people to apply for the job in the
organisation. After assessing the number and type of employee required, the manager tries that
more and more people should apply for the job so that the organisation can get more choice and
select better candidates.
If we can fulfill the requirement from inside the organisation through transfers and promotion,
then it is very economical and fast but generally organisation has to fulfill its requirement from
outside the organisation. To recruit people from outside the organisations contact various
placement consultants, employment exchanges, contractors etc. but the most common way to
recruit fresh talent is through advertisement. Company advertises in newspapers etc. and many
job seekers after reading the advertisement applies for the job.
3. Selection: It refers to choosing the most suitable candidate to fill the vacant job position. The
selection is done through a process, which involves test, interviews, etc. In selection number of
selected candidate is less than the number of rejected candidates that is why selection is called
negative process also. The main objectives of selection are:
(i) To select the best among the available.
(ii) To make selected candidate realise that how seriously things are done in the organisation.
4. Placement and Orientation: Placement refers to occupying of post by the candidate for
which he is selected. After selection the employee is given appointment letter and is asked to
occupy the vacant job position.
Orientation refers to introduction of new employees to the existing employees large

organisations organise orientation programmes to familiarize the new employees with the
existing whereas in small organisations superior takes the new employees on round and
introduces him to the existing employees.
5. Training and Development: To improve the competence of employees and to motivate them
it is necessary to provide training and development opportunities for employees so that they can
reach to top and keep improving their skill. Organisations may have in house training centres or
arrange with some institutions to provide training for their employees. Training and development
not only motivate employees but these improve efficiency of work also.
By offering the opportunities for carrier advancement to their employees organizations can
improve their effectiveness and efficiency.
In most of the large, scale organisations there is a separate human resource department which
performs staffing function but in small organisations the line managers only perform all the
functions. So small organisations in which there is no human resource department include
following steps also in the staffing process.
i. Performance Appraisal: After taking training and performing the job for sometimes there is
need that employees’ performance must be evaluated. Performance appraisal refers to evaluating
the performance of employees against some standards. The standards are made known to
employees in advance. Superiors prepare a feedback report on the basis of performance
appraisal.
ii. Promotion and Career Planning:Promotion refers to being placed at a higher job position
with more pay, job satisfaction and responsibility. Generally on the basis of feedback report of
employees’, performance they are given promotion and opportunities for higher job positions.
iii. Compensation: It refers to price of the job. It includes pays, reward and other incentives
given to employees. It includes direct as well as indirect payments. Direct payments such as
wages, salary, etc. Indirect payments such as medical facility, insurance, etc. The managers must
fix the right compensation on the basis of qualification, type of job, etc.
Direct financial payments are of two types:
(i) Time based payment: This plan means salary/wages are paid on daily, weekly or monthly
basis.
(ii) Performance based: Under this method the payment is made to employees on the basis of
number of pieces or units produced by the employees.
Some pay plans use time based payment in combination with some incentives such as bonus,
commission, etc. Organisations must consider various factors before fixing the compensation
such as Labour laws, Minimum Wages Payment Act, Union’s policy, Competitor’s policy, etc.
DIRECTING
While managing in the enterprises (organization) managers have to give things through people.
In order to be able to do so they have to undertake many activities like guide the people to work
under them inspire and lead them to common objectives. Directing is concerned with instructing,
guiding, supervising and inspiring people to achieve its objectives. It is the process of telling
people what to do and saying that they do it in the best possible manner.
IMPORTANCE OF DIRECTING
Plan remains mere plans unless they are put into action. In the absence of direction subordinates
will have no idea as to what to do. They will probably not be inspired to complete the job
satisfactorily Implementation of plan is thus largely the concern of directing functions. As a
function of management directing is useful in many ways:
• It guides and helps the subordinates to complete the given task properly and as per
schedule.
• It provides the necessary motivation to subordinate to complete the work satisfactorily
and strive to do those best.
• It helps in maintaining discipline & rewarding those who do well.
• Directing involves supervision which is essential to make sure that work is performing
according to the orders and instructions.
• Different people perform different activities in the organization. All the activities are
interrelated. In order to coordinate activities carried out in different parts and to ensure
that they are performed well, directing is important. It thus helps to integrate the various
activities and so also the individual goals with organizational goals.
• Directing involves leadership that essentially helps in creating appropriate work
environment and built up team spirit.
CONTROLLING
• Control maintains the equilibrium between ends and means, output and efforts.
- Peter Ducker
• Control is checking event performance against pre-determined standards contained in the
plans with a view to ensuring adequate process & satisfactory performance.
- EFL Breads.
IMPORTANCE OF CONTROLLING
The following are some factors contributing to the importance of controlling:
1. Decentralization of authority: Since managers at every level of an organization have to

exercise control, the controlling process leads to decentralization. This, in turn, enables
middle and lower level managers to have some autonomy in making decisions. An
organization that distributes authority at every level always works smoothly and efficiently.
2. Increasing managerial abilities: By enabling all managers to possess the autonomy to make
decisions, controlling enhances their managerial abilities. With these skills, managers can
further their organization’s goals by adapting to diverse situations and problems.
Furthermore, this also helps managers grow and develop at an individual level by giving
them new experiences.
3. Using resources effectively: The most important function of controlling is to compare actual
performances with expected results. This, in turn, helps managers understand where they are
lacking and how they can improve their performances. Using this knowledge, managers can
use all available resources optimally and prevent their wastage.
4. Facilitating coordination: In every business organization, managers and employees always
have to coordinate and work with each other collectively. Controlling improves this
coordination by basically demarcating all activities and efforts into fixed boundaries. It
brings together all the resources of an organization and enables its personnel to work together
with unified efforts.
5. Structuring human behaviour: Since all organizations have to depend on humans for
functioning, they need to regulate human behaviour of their employees. Controlling
rationalizes this human behaviour and prevents employees from behaving arbitrarily and
badly. It basically does so by providing for sanctions in case employees do not prescribe to
expected standards of behaviour. For example, managers often take disciplinary action
against employees who take unauthorized leaves.
6. Achieving efficiency and effectiveness: A good control system can always greatly boost an
organization’s efficiency and effectiveness. It generally does this by identifying deficiencies
in an organization’s functioning and suggesting improvement measures. Managers use
control to achieve their targets in this manner.
PROCESS OF CONTROLLING
1. Establishing Performance Standard: Standards are created when objectives are set
during the planning process. A standard is any guideline establish as the basis for
measurement. It is precise explicit statement of expected result from a product, service,
machine, individual or organizational unit. It is usually express numerically and is set for
quality, quantity and time.
2. Measure Actual Performance: Supervisors collect data to measure actual performance
to determine variations from standards. Written data might include time cards & sales
ticket, personal observation, statistical reports. Oral reports and written reports can be
used to measure performance.
3. Compare Measure Performance Against Established Standards: Comparing results
with standards determines variations. Some variation can be expected in all activities and
the range of variation/ the acceptable variations has to be established.
4. Take Corrective Actions: The supervisor must find the cause of deviation from
standard. Then he or she takes action to remove or minimizes the cause. The supervisor
can opt to take basic corrective actions which would determine how & why performance
has deviated & collect the source of deviation.
5. Human response to control: Though control should aimed at satisfying the need of the
member of the organization. It is often taken otherwise by them. This may be either
because of the adverse real impact of control on them or because of misperception of the
impact of control.
CHAPTER -3
MANAGEMENT: RESPONSIBILITY, AUTHORITY AND

ACCOUNTABILITY
An organization stands on three pillars of strength. Responsibility, Authority, Accountability.

Unless you are literally a one-man army, you have to rely on others down the line to deliver
results. The best organizational heads know the benefits of delegation. They pick the right person
for the job and then resist the temptation to micro-manage. Yes, the CEO can possibly do the
task better (that’s what made him or her the CEO in the first place) but it’s important to let the
other person do the job. Your job as CEO is to encourage and provide support. Once the person
you have delegated the task to knows he or she has that trust and support, a successful outcome
can be expected.
The three pillars of delegation:
RESPONSIBILITY
Responsibility indicates the duty assigned to a person in an organization. It refers to the

obligation of a subordinate to perform the duty as required by his superior. It is a continuing
obligation.
Definitions:
• According to Webster- “Responsibility is that for which one is responsible on

accountable”.
• According to Knootz and O’Donnell- “Responsibility may be defined as the obligation of
sub-ordinate to perform assigned and implied duties”.
• According to Hicks- “Responsibility is the obligation to do something”.
According to R.C. Davis, – “Responsibility is the obligation of an individual to perform assigned
duties to the best of his ability under the direction of his executive leader”.
Thus, responsibility has these elements i.e., it is applied to a sub-ordinate, it essence is obligation
to perform work and it arises out of superior and sub-ordinate relationship.
Features:
1. It can be assigned to human beings only not to non-living things such as machines.
2. It arises out of superior and sub-ordinate relationships.
3. It may be a continuing obligation on confined to the performance of a single person.
4. It may be defined in terms of functions or targets or goals.
5. Essence of responsibility is to perform duty assigned to him.
6. It is a derivative of authority.
7. It is an absolute and cannot be delegated.
8. It flows upward (i.e., sub-ordinate is responsible to his superior).
9. Accountability arises out of responsibility and the two go together.
Forms of Responsibility:
This responsibility can be of two types:
(i) Operating Responsibility: It is the obligation of an employee to carry out the assigned tasks.
(ii) Ultimate Responsibility: It is the final obligation of the manager who ensures that the task is
done efficiently by the employees.
AUTHORITY
No organization can survive without authority. The defence forces are an excellent example of
how authority can be given and not questioned by subordinates. Authority is the right or power
assigned to an executive in order to achieve an organization’s objectives. This authority allows
for decision-making, enables the person in charge to give orders and instructions and expect
them to be obeyed. It sometimes happens that the person given the authority finds that his wings
are being clipped by a superior who undermines his authority. If subordinates realize that the
person in charge can be over-ruled they will not give immediate and unquestioned obedience.
Definitions:
• According to Koontz and O’Donnell- “Authority is the power to command others to act
or to act in a manner deemed by the possessor of the authority to further enterprise or
departmental purpose”.
• According to Henry Fayol, “Authority is the right to give orders and power to exact
obedience”.
• According to Herbert G. Hicks “Authority is the right that a manager has to request a
sub-ordinate to do something to accomplish organization goals”.
• Davis and Filley say “Authority consists principally of the rights to decide and
command”.
• According to Simon, “Authority may be defined as the power to make decisions which
guide the actions of others”.
Features of Authority:
On the basis of above definitions, the following features of authority can be identified:
1. It is the power to make the decisions and to see that they are carried out in the right time in the
right way.
2. It is the relationship between two individuals i.e., superior and sub-ordinate.
3. Authority is exercised to achieve organizational goals.
4. It is a legitimate right and given to position i.e., formal.
5. Authority is key to the managerial job.
6. Authority can be delegated.
7. The exercise of authority is always subjective.
ACCOUNTABILITY
In an organization a person given a task is held accountable and is obliged to complete the job
assigned to him or her as per expectations. That person is responsible for the actions of the
people or group under his or her supervision even if there are several layers down the hierarchy.
The person accountable has an obligation to report formally about the work done to his superiors,
explain any factors responsible for non-performance and take full responsibility for the actions
taken.
Features:
1. It is in fact the legal responsibility.
2. It can neither be shared nor delegated.
3. It always to be assigned duties only.
4. It always from downward to upward.
5. It is different from responsibility.
6. It is unitary in nature i.e., a sub-ordinate under the principle of unity of command is

accountable only to one officer who has delegated authority to him. It avoids confusion and
conflicts.
These three elements – Responsibility, Authority and Accountability – are inter-related. In the
process of delegation, the superior transfers his duties or responsibilities to his subordinate and
also gives the necessary authority for performing the required task. It is the ideal way to delegate.
You can only hold people responsible when they have been given enough authority to do the job
well without any interference from their superiors.
CHAPTER-4
LEADERSHIP: IMPORTANCE, NEEDS AND TYPES
LEADERSHIP
Leadership is a process by which an executive can direct, guide and influence the behavior and
work of others towards accomplishment of specific goals in a given situation. Leadership is the
ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to
influence a group towards the realization of a goal. Leaders are required to develop future
visions, and to motivate the organizational members to want to achieve the visions.
According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and motivates it
towards goals.”
Characteristics of Leadership
• It is a inter-personal process in which a manager is into influencing and guiding

workers towards attainment of goals.
• It denotes a few qualities to be present in a person which includes intelligence,
maturity and personality.
• It is a group process. It involves two or more people interacting with each other.
• A leader is involved in shaping and moulding the behaviour of the group towards
accomplishment of organizational goals.
• Leadership is situation bound. There is no best style of leadership. It all depends upon
tackling with the situations.
• Leadership is an influence relationship among leaders and followers who intend real
changes and reflect their mutual purpose.
The concept of leadership has been quite visible in areas such as military operations, politics, and
management. Within work organization, leadership is no longer exclusively spontaneous or
emergent. Leadership can be assigned as a part of the requirement of exclusive jobs of
individuals, teams or it can be part of the expectations that members of a role set have from
individual teams. Leadership as a managerial function is no longer limited to the top officers. To
become a great leader, check out this business speaker.
IMPORTANCE OF LEADERSHIP
Leadership is an important function of management which helps to maximize efficiency and to

achieve organizational goals. The following points justify the importance of leadership in a
concern.
• Initiates action- Leader is a person who starts the work by communicating the policies
and plans to the subordinates from where the work actually starts.
• Motivation- A leader proves to be playing an incentive role in the concern’s working.
He motivates the employees with economic and non-economic rewards and thereby
gets the work from the subordinates.
• Providing guidance- A leader has to not only supervise but also play a guiding role
for the subordinates. Guidance here means instructing the subordinates the way they
have to perform their work effectively and efficiently.
• Creating confidence- Confidence is an important factor which can be achieved
through expressing the work efforts to the subordinates, explaining them clearly their
role and giving them guidelines to achieve the goals effectively. It is also important to
hear the employees with regards to their complaints and problems.
• Building morale- Morale denotes willing co-operation of the employees towards their
work and getting them into confidence and winning their trust. A leader can be a
morale booster by achieving full co-operation so that they perform with best of their
abilities as they work to achieve goals.
• Builds work environment- Management is getting things done from people. An
efficient work environment helps in sound and stable growth. Therefore, human
relations should be kept into mind by a leader. He should have personal contacts with
employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.
• Co-ordination- Co-ordination can be achieved through reconciling personal interests
with organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader.
TYPES OF LEADERSHIP
There are the different types of leadership styles that exist in work environments and advantages
and disadvantages exist in each leadership style. Some companies offer same leadership style
while others follow different leadership styles depending upon what task to perform. Its only the
culture and goals of an organization that determines which type of leadership suits to the firm.
• Authentic Leadership : The recent authentic Leadership approach seems to have

evolved in the light of major scams and scandals, a blind race for profits and personal
gains and short term prospective, involving the CEO’s of top organizations. It focuses on
the charter of the leader as the driver of positive interrelationships. Authenticity is about
being genuine and not attempting to play a role; not acting in a manipulative way.
• Autocratic Leadership: Autocratic leadership allows autocratic leader to take the
ultimate control of taking decisions without consulting others. An autocratic leader
possess high level of power and authority and imposes its will on its employees. This
type of leadership proves to be useful where close level of supervision is required.
Creative employees morale goes down because their output is not given importance and
is often detest by employees. Since they are unable to take any part in decision making,
this results in job satisfaction and staff turnover.
• Laissez-Faire Leadership: Under this type of leadership, a laissez-faire leader do not
exercise control on its employees directly. Since employees are highly experienced and
need little supervision, a laissez-faire leader fails to provide continuous feedback to
employees under his or her supervision. This type of leadership is also associated with
leaders that do not supervise their team members, failed to provide continuous feedback
resulting in high costs, bad service, failure to meet deadlines, lack of control and poor
production.
• Transnational Leadership: The Informational leadership highlights a leader as a
facilitator of change occurring, when one or more persons engage with others in such a
way that leaders and followers raise one another to higher levels of motivation and
morality. The process of transformational leadership aims at influencing changes in
attitudes and assumptions held by organizational members and building commitment for
organizational goals and objectives. High level of communication exits between
managers and employees and it is under the guidance of leaders that employees meet
their goals and enhance productivity and efficiency.
• Transnational Leadership: Transnational Leadership contrast, involves management –
by- exception, intervention, and punishing those who made errors. This can lead to
negative emotions and performance on the part of the subordinates. This approach would
also require close monitoring of the subordinates, who would surely not like it, and if
they felt constrained, their performance might not be best.
Additionally, some of their voluntary behaviors, like citizenship behaviors would be

reduced. A manger lead a group of highly motivated individuals who follow his
leadership and achieve their goals. Employees are trained or rewarded such as bonuses
depending upon their performance.
• Bureaucratic Leadership: Under bureaucratic leadership, a leader believes in structured
procedures and ensure that his or her employees follow procedures exactly. This type of
leadership leaves no space to explore new ways to solve issues and in fact work by book.
This type of leadership is normally followed in hospitals, universities, banks (where large
amount of money is involved) and government organizations to reduce corruption and
increase security. Self motivated individuals who are highly energetic often feel
frustrated due to because of organization inability to adapt to changing environment.
• Charismatic Leadership: The charismatic leader is visionary and works by infusing
high amount of energy and enthusiasm in his team. He sets as role model for his team and
drive others to show high level of performance. This type of leader is committed to the
organization and believes more in him rather than his team. The presence of charismatic
leader works as a boost for rest of the employees and therefore such type of leader should
be committed to the organization for the long run.
A charismatic leadership may pose as a risk to the company if he decided to leave to

explore new opportunities and it might take lot of time and hard work by the company to
win the confidence of its employees.
• Participative Leadership: Also known as democratic leadership style, participative
leadership consults employees and seriously considers their ideas when making
decisions. When a company makes changes within the organization, the participative
leadership style helps employees accept changes easily because they had given a big role
in the process. Participative Leadership may be required for tasks that are non routine or
unstructured, where relationships are non-authoritarian and the subordinate‘s locus of
control is internal.
• Directive Leadership: Directive Leadership provides guidance about what should be
done and how to do it, scheduling work, and maintaining standards of performance. Thus,
it may be inferred that directive leadership is effective as the subordinators has an
external locus of Control, lacks experience, has a high need for clarity or a low need of
achievement. Also, when the task is unstructured, or there is conflict between work
groups, a more directive style would be useful.
• Supportive Leadership: Supportive Leadership show concern for the needs of the
employees, leader is friendly and approachable. Supportive Leadership would be more
suitable for highly structured tasks, under bureaucratic and formal authority relationship.
In supportive Leadership, leader support to their subordinates officially and some time
personally also. Leader always try to fulfill their requirements, it boost employees moral
also.
• Achievement Oriented Leadership: Achievement oriented Leadership encourage
employees to perform at their highest level by setting challenging goals, emphasizing
excellence and demonstrating confidence in employees abilities. Achievement Oriented
Leadership is largely suitable for unstructured tasks, where the subordinate need for
achievement is high.
LEADERSHIP STYLES
The success of a business enterprise depends upon the type and style of leadership which a leader
follows. Styles describe how a leader behaves with his group or how leadership is applied in
practice. The following leadership styles have been developed :
1. Motivational styles,
2. Power styles and
3. Orientation styles or Supervisory styles.
1. Motivational Styles-Positive and Negative Leadership: Motivation of followers (workers in

a business enterprise) is the main function of a leader. Motivational styles cover two main
approaches, which are generally followed by a leader : (i) Positive approach and (ii) Negative
approach motivation may be : (a) Positive and (b) Negative.
(i) Positive Approach or Leadership: Where a leader motivates the people by offering them
monetary or non-monetary rewards. When a leader motivates the people to work hard by
offering them various rewards monetary or otherwise-the approach or leadership is said to be
positive. The more is the reward, the higher is the efficiency. Positive leadership promotes
industrial peace. For example, encashment of leave will certainly reduce the absenteeism in the
organization because it increases workers' real wages.
(ii) Negative Approach or Leadership: Where a leader motivates the people through negative
rewards such a pay cut, loss of job, reprimand before others, etc. Where the leader (manager)
induces the followers (workers) to work hard and threatens them to penalize if work is not upto
the work, it is said Negative Leadership.
2. Power Styles: They are of three types : (a) Autocratic, (b) Democratic and (c) Free-rein styles.
(a) Autocratic Styles : Where power is centralized in the leader and the subordinates are
allowed only to follow them. He also assumes full responsibilities. If he uses his power in the
best interest of the followers then it is called 'benevolent autocratic leadership'.
(b) Democratic or Participative Style : Under this style, power is decentralised. Workers or
subordinates are allowed to participate in the decision making process and implementing them.
(c) Free-rein Leadership : Under this style, leaders avoid power. Power is vested in employees
and the leader only contracts with outsiders. Under this style, leaders enjoy no power. The
leadership is employee-centred and the group of employees is free to establish its own goals and
work-out its own problems. The members of the group train themselves and provide own
motivation.
The leader keeps contact with outsiders to bring the group the information and resources, the
group needs to fulfill its job. Free-rein leadership ignores the leader's contribution in the same
way approximately that autocratic leadership ignores the group. It fails to provide to the group
the benefits of leader inspired motivation. Sometimes it creates chaos.
3. Orientation Style or Supervisory Style : There are two types of leadership under this style :
(i) Employee oriented leadership and (ii) Production-oriented or task oriented leadership.
(i) Employee Oriented Leadership : Employee oriented leaders are concerned about the human
needs of their employees and pay highest attention to their subordinates' attitudes, interests and
necessities, etc. They try to get more and more production and increased productivity by
improving the working conditions and environments and solving the problems, if any, faced by
them during the course of their action on the job.
(ii) Production or Task Oriented Leadership : Production or task oriented leaders on the other
hand, believe that they are concerned mainly with the production and employees are not of much
concern. They are of the opinion that they can attain results by planning better methods, keeping
people, constantly busy and using them to produce. They do not consider human aspect of the
workers.

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MEDIA MANAGEMENT AND ENTERPRENEURSHIP

Management: Definition, Need and Principles

Multi-Dimensional: Management is not confined to the administration of people only, but it

Lower Level Management: Otherwise called as functional or operational level management. It

NEED FOR MANAGEMENT

• Effective Utilization of Resources: It is necessary to get maximum output. Management

• Development of Resources: Through training and development, we enhance the morale

• To incorporate Innovations: As there is a lot competition in the market, we need to

• Stability in Society: Stability can be ensure by management if it changes according to the

HENRI FAYOL’S PRINCIPLES OF MANAGEMENT

• PLANNING: It is to decide in advance what is to be done in future, when and by whom

• ORGANISING: Organizing is the process of integrating two resources and bringing

• STAFFING: It is a process of hiring personnel in the organization and assigning them

c) Training: It is aimed at increasing knowledge and skills of the employees to do a

d) Placement: Placing a person at an appropriate place. I.e. Right person at right

e) Induction: Means orientation and introduction i.e. introduction to the

• DIRECTING: It is concerned with overseeing people at work in order to make them

PLANNING FORECASTING, DECISION MAKING,

STAFFING MANPOWER PLANNING,

DIRECTING SUPERVISION, MOTIVATION,

CONTROLLNG FIXATION OF STANDARDS,

1. Focus attention on objectives and research

PLANNING IN NEWSPAPAER ORGANISATION

EDITORIAL DEPTT. PROMOTIONAL ADMIN

BUSINESS DEPTT. MECHANICAL DEPTT.

1. Review Plans: Organization is always related to certain objectives. Therefore, it is essential

1. Efficient performance of other functions: For the efficient performance of other

1. Estimating manpower requirement: Staffing process begins with the estimation of

(i) Work load Analysis.

(ii) Workforce Analysis.

(iii) Comparing both to find out requirement.

(i) To select the best among the available.

Orientation refers to introduction of new employees to the existing employees large

Direct financial payments are of two types:

The following are some factors contributing to the importance of controlling:

1. Decentralization of authority: Since managers at every level of an organization have to

MANAGEMENT: RESPONSIBILITY, AUTHORITY AND

An organization stands on three pillars of strength. Responsibility, Authority, Accountability.

The three pillars of delegation:

Responsibility indicates the duty assigned to a person in an organization. It refers to the

• According to Webster- “Responsibility is that for which one is responsible on

2. It arises out of superior and sub-ordinate relationships.

3. It may be a continuing obligation on confined to the performance of a single person.

4. It may be defined in terms of functions or targets or goals.

5. Essence of responsibility is to perform duty assigned to him.

7. It is an absolute and cannot be delegated.

8. It flows upward (i.e., sub-ordinate is responsible to his superior).

9. Accountability arises out of responsibility and the two go together.

This responsibility can be of two types:

2. It is the relationship between two individuals i.e., superior and sub-ordinate.

3. Authority is exercised to achieve organizational goals.

4. It is a legitimate right and given to position i.e., formal.

5. Authority is key to the managerial job.

6. Authority can be delegated.

7. The exercise of authority is always subjective.

1. It is in fact the legal responsibility.

2. It can neither be shared nor delegated.

3. It always to be assigned duties only.

4. It always from downward to upward.

5. It is different from responsibility.

6. It is unitary in nature i.e., a sub-ordinate under the principle of unity of command is

LEADERSHIP: IMPORTANCE, NEEDS AND TYPES

• It is a inter-personal process in which a manager is into influencing and guiding