STRATEGIC MEDIA MANAGEMENT

Complete Exam Revision Guide

Everything You Need to Pass — Exam Tomorrow

HOW TO USE THIS GUIDE: Read each section carefully. Key terms are in bold. Boxes
highlight definitions or critical tips. Every topic from your notes is covered. Good luck!
SECTION 1: The 6 M’s of Management
DEFINITION: The 6 M's are the six key resources every organization must manage
effectively to succeed.

The M What It Is Key Activities

Manpower Human workforce Recruitment, training, performance evaluation,

(employees, motivation, career development
managers)

Machines Physical assets, Maintenance, reliability, utilization optimization,

equipment, technology selecting suitable machines

Materials Raw materials & Procurement, inventory control, quality control,

resources for supply chain management
production

Methods Processes, Evaluating workflows, identifying inefficiencies,

procedures, implementing best practices
techniques

Money Financial resources & Budgeting, financial planning, cash flow, cost
capital control, investment decisions

Markets External environment Market research, CRM, competitive analysis,

(customers, marketing strategies
competitors)

MEMORY TIP: Man-Mac-Mat-Meth-Mon-Mar = Manpower, Machines, Materials, Methods,

Money, Markets
SECTION 2: Management Functions (POSDCORB)
These are the 7 core functions every media firm manager performs. Remember: Planning,
Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting.

1. PLANNING
Setting objectives, determining strategies, outlining tasks to achieve business goals.
• Deciding content strategy (TV, OTT, newspapers)
• Scheduling productions, campaigns, and advertisements
• Planning budgets for production and distribution
• Forecasting audience trends
• Developing contingency plans for crises

2. ORGANIZING
Structuring resources, assigning roles, creating workflows for efficient operations.
• Structuring teams (editorial, production, marketing)
• Setting up workflows for content creation and publishing
• Allocating resources (studios, equipment, software)
• Establishing partnerships with advertisers and distributors

3. STAFFING
Recruiting, selecting, training, and managing employees.
• Hiring journalists, producers, editors, designers, technicians
• Recruiting influencers and brand ambassadors
• Training employees on digital tools, AI, and media ethics
• Managing freelancers and contractors
• Retaining talent through incentives and career growth

4. DIRECTING
Leading, guiding, and motivating employees to accomplish objectives.
• Supervising production teams and marketing departments
• Communicating brand vision and creative goals
• Encouraging innovation in storytelling and campaigns
• Ensuring alignment with ethical media practices
• Making quick decisions during live broadcasts or breaking news

5. COORDINATING
Ensuring synchronization between departments and stakeholders.
 • Aligning marketing, sales, and content teams for media launches
• Ensuring smooth communication between journalists and editors
• Managing relationships between media houses, sponsors, and advertisers
• Coordinating live events, film shoots, and news reporting

6. REPORTING
Documenting, analyzing, and communicating business performance and outcomes.
• Preparing reports on TV ratings, digital analytics, audience engagement
• Presenting financial reports to stakeholders
• Tracking success of ad campaigns and promotions
• Documenting editorial guidelines and compliance records

7. BUDGETING
Allocating financial resources efficiently to achieve business objectives.
• Allocating budgets for content, marketing, and tech upgrades
• Managing advertising expenditures and ROI tracking
• Controlling costs for film, TV shows, and publishing
• Managing payroll for employees and freelancers
SECTION 3: Mintzberg’s Managerial Roles
Henry Mintzberg identified 10 managerial roles grouped into 3 categories: Interpersonal,
Informational, and Decisional.

A) Interpersonal Roles (Building Relationships)

Figurehead
• Represents media firm at public events, press conferences, industry awards
• Acts as spokesperson for major launches (e.g., CEO announcing a new OTT platform)
• Signs legal agreements and partnerships

Leader
• Provides creative direction and strategic vision
• Encourages innovation in journalism, filmmaking, digital marketing
• Manages newsroom teams, production crews, and marketing staff

Liaison
• Builds relationships with advertisers, investors, and distributors
• Collaborates with influencers and content creators
• Maintains connections with government for media regulations and licensing

B) Informational Roles (Processing & Sharing Info)

Monitor
• Tracks audience engagement, market trends, competitor strategies
• Keeps up with media regulation changes and consumer behavior
• Analyzes media analytics (TV ratings, social media insights)

Disseminator
• Briefs teams on media trends, content strategies, and new policies
• Shares updates on ad revenue performance and viewership reports
• Educates employees on ethical journalism and compliance standards

Spokesperson
• Gives interviews about new media projects or campaigns
• Addresses media houses, government agencies, and stakeholders
• Manages PR and crisis communication (handling controversies)
C) Decisional Roles (Making Key Decisions)
Entrepreneur
• Initiates new media ventures (launching a new streaming service)
• Adopts emerging technologies (AI in journalism, AR/VR in filmmaking)

Disturbance Handler
• Resolves conflicts between media teams, clients, or advertisers
• Handles PR crises such as backlash over controversial content
• Manages technical failures during live events

Resource Allocator
• Distributes funds across production, marketing, and tech upgrades
• Allocates personnel and equipment for shoots and campaigns

Negotiator
• Negotiates contracts with advertisers, sponsors, distributors
• Finalizes salary agreements for journalists and actors
• Strikes licensing deals for streaming rights or publication partnerships
SECTION 4: Key Contributors to Management Theory
These theorists are exam-favourite. Know each person's key contribution and the theory they
are associated with.

Theorist Theory Key Contributions

F.W. Taylor Scientific Management Time & motion studies, incentive pay, 'one
best way', division of labor

Henri Fayol Administrative 14 Principles of Mgmt, 5 functions:

Management Plan/Organize/Command/Coordinate/Control,
management education

Elton Mayo Human Relations Hawthorne Experiments: productivity rises

Theory with better work conditions & social
interactions; informal groups matter

Chester Barnard Organizational Organizations as cooperative systems,

Communication Acceptance Theory of Authority, informal
organizations

Peter Drucker Modern Management Father of Modern Mgmt, MBO (Management

by Objectives), knowledge workers,
customer-centric, CSR

C.K. Prahalad Core Competency Core Competency Theory, Fortune at Bottom

of Pyramid (serving low-income markets),
strategic intent

Ram Charan Practical Strategy Execution Gap (bridging strategy &

implementation), agile leadership, digital
transformation, CEO leadership
SECTION 5: Organizational Structures in Media
Each media industry type has its own unique hierarchy. Know the structure and key features
of each.

1. Advertising & Digital Marketing Agency

Key roles: CEO/MD → Creative Director → Account Management → Media Planning & Buying →
Content & Copywriting → Design & Production → SEO & Performance Marketing → PR &
Influencer Marketing

• Client-driven structure with project-based teams

• Collaboration between creative and strategy teams
• Heavy focus on analytics, ROI, and audience engagement

2. Publication Houses (Newspapers & Magazines)

Key roles: Editor-in-Chief → Managing Editor → Editorial Team → Design & Layout → Advertising
& Sales → Marketing & Circulation → Printing & Production → Digital Media Team

• Hierarchical structure with clear editorial control

• Strong coordination between editorial, advertising, and circulation teams
• Transitioning to digital platforms for online news consumption

3. OTT Platforms (Netflix, Amazon Prime, Disney+ Hotstar)

Key roles: CEO & Executive Leadership → Content Acquisition & Production → Technology &
Product Development → Marketing & Growth → Data Analytics → Subscription & Revenue
Management → Legal & Compliance

• Tech-driven structure with data analytics at the core

• Heavy investment in content acquisition and AI-driven recommendations
• Focus on global expansion, user experience, and subscription growth

4. Broadcasting Channels (Radio & TV)

Key roles: CEO/MD → Programming Director → News & Journalism Team → Production &
Technical Team → Advertising & Sponsorship → Marketing & Audience Research → Compliance &
Legal

• Divided into News, Entertainment, and Technical segments

• Requires coordination between production, marketing, and editorial teams
• Heavily regulated by government broadcasting laws and advertising policies
SECTION 6: Decision Making

Types of Decisions
Strategic Tactical Operational

Long-term, high impact Medium-term, departmental Day-to-day, routine work

level

7 Steps of Decision Making

1. Identify the Problem – Recognize the issue requiring a decision
2. Gather Information – Collect relevant data, facts, and insights
3. Identify Alternatives – Explore different possible solutions
4. Evaluate Alternatives – Analyze pros & cons, risks, and feasibility
5. Choose the Best Alternative – Select the most effective solution
6. Implement the Decision – Execute the chosen course of action
7. Monitor & Review – Assess the outcome and adjust if needed

Factors Influencing Decision Making

• Data & Analytics
• Organizational Goals
• Risk Assessment
• Past Experiences
• External Environment
SECTION 7: Leadership

Key Leadership Qualities

Quality What It Means

Visionary Thinking Clear long-term goals and direction

Strong Communication Ability to convey ideas effectively

Decision-Making Skills Making timely and strategic choices

Emotional Intelligence Understanding and managing emotions

Integrity & Ethics Leading with honesty and fairness

Adaptability Adjusting to changing situations

Team Building Encouraging collaboration and motivation

Confidence & Charisma Inspiring trust and enthusiasm

Styles of Leadership

1. Dictatorial Leadership
• Leader uses power/fear to get work done
• No delegation of authority — all decisions made by one person
• Subordinates wait for direction; cannot act independently
• Suitable for small businesses with unorganized employees

2. Functional / Intellectual Leadership

• Leader is a professional expert with technical knowledge
• Subordinates respect leader’s guidance due to intellectual ability
• Does not disturb subordinates unnecessarily; focuses on merit
• Suitable for R&D organizations with highly educated staff

3. Bureaucratic Leadership
• Functions strictly within rules, regulations, and procedures
• No room for innovation, flexibility, or discretion
• Common in government departments and public sector
• Human motivation is largely ignored; delays are common
4. Situational Leadership
MOST IMPORTANT STYLE: Situational leadership is considered the BEST because it
adapts to whatever the situation demands.
• Leader studies the situation and adopts the most appropriate style
• Can switch between autocratic and democratic as needed
• Flexible, adaptable, and practical — based on real-life situations
• A combination of all types of leadership
• Focuses on the personality of the organization, not just the leader
• Has universal acceptance as the most effective approach
SECTION 8: Formal vs Informal Groups

Factor Formal Group Informal Group

Objective Task accomplishment Member satisfaction

Origin Management Individual members

Structure Formal Informal

Orientation Task oriented Relation oriented

Influence Formal authority Personality

Leadership Formal leader Informal leader

Control Formal control Social sanctions

SECTION 9: Conflict Management
Conflict management = identifying, addressing, and resolving disputes to maintain a
productive work environment.

1. Preventive Measures (Avoiding Conflict Before It Happens)

• Clear Communication – Ensure transparency and avoid misunderstandings
• Defined Roles & Responsibilities – Set clear expectations to prevent overlap
• Effective Leadership – Encourage open dialogue and address concerns proactively
• Strong Organizational Culture – Promote teamwork, respect, and inclusivity
• Regular Feedback & Meetings – Provide a platform for employees to voice concerns early
• Conflict Resolution Training – Equip employees with problem-solving skills

2. Curative Measures (Resolving Existing Conflicts)

• Identify the Root Cause – Understand the core issue before taking action
• Active Listening – Hear all perspectives to find a fair solution
• Mediation & Negotiation – Involve a neutral party to facilitate resolution
• Collaboration & Compromise – Find a middle ground that satisfies all parties
• Establish Conflict Resolution Policies – Implement formal procedures for disputes
• Follow-Up & Monitor – Ensure the conflict is fully resolved and does not resurface
SECTION 10: Individual Stress and Its Sources
Stress is a psychological and physiological response to demands and pressures. There are 4
main categories of stressors.

Category Type Examples

Individual Stressors Psychological Life/career changes, fear of uncertainty, fear

of loss of power, perfectionism

Individual Stressors Economic Fear of job loss, fear of economic loss, loss
of incentive, status issues

Individual Stressors Social Social displacement, group opposition,

habits, retaining the group

Extra-Organizational External Social changes, technological changes,

economic conditions, community conditions

Group Stressors Team-based Lack of group harmony, lack of social

support, conflicts and misunderstandings

Organizational Workplace Rigid policies, poor hierarchy, inefficient

Stressors procedures, physical discomfort
SECTION 11: Strategic Management Models &
Frameworks

1. Porter’s Five Forces Model

PURPOSE: Helps businesses analyze competitive forces within an industry and develop
strategies for competitive advantage.

Force What It Measures Media Industry Example

1. Threat of New Entrants How easy is it for new players High capital & brand loyalty
to enter? reduce threat (e.g., OTT
market entry costs)

2. Bargaining Power of How much control do Few content studios = high

Suppliers suppliers have? power; many = low power

3. Bargaining Power of How much influence do Many streaming choices =

Buyers customers have? high buyer power

4. Threat of Substitutes Can customers switch to More streaming options =

alternatives? higher substitution risk

5. Industry Rivalry How intense is existing Netflix vs Disney+ vs Amazon

competition? = high rivalry

2. Porter’s Generic Strategies

PURPOSE: Three strategies a company can use to gain competitive advantage.

Strategy Definition Media Example

Cost Leadership Become the lowest-cost Amazon Prime Video —

producer affordable subscription plans

Differentiation Offer unique Apple TV+ — exclusive high-

products/services quality content

Focus Strategy Target a specific niche Shudder — horror-only

market streaming platform

3. BCG Matrix (Boston Consulting Group)

PURPOSE: Helps analyze product portfolio based on market growth rate and market share.

Quadrant Market Share Market Growth Media Example

⭐ Stars HIGH HIGH YouTube Shorts —

growing rapidly, strong
user base

🐄 Cash Cows HIGH LOW Cable TV channels —

stable but declining
market

? Question LOW HIGH New OTT platforms —

Marks uncertain success

🐄 Dogs LOW LOW DVD rental businesses

— outdated model

4. GE McKinsey Matrix
PURPOSE: Helps businesses prioritize investments based on Industry Attractiveness (Y-
axis) and Business Strength (X-axis).

Decision Condition Media Example

GROW / INVEST High strength + high AI-driven content

attractiveness recommendations

HOLD / MANAGE Medium strength or Print newspapers (still

attractiveness relevant for some)

HARVEST / DIVEST Low strength + low Physical newspapers (costly,

attractiveness declining readership)
SECTION 12: Social Responsibility of Management
A business has responsibilities not just to itself, but to multiple stakeholders.

To the Enterprise Itself

• Earn adequate profit
• Utilize resources to the fullest
• Follow business laws honestly
• Create good corporate image
• Earn profit through efficient management

To Consumers
• Provide goods and services
• Avoid monopolistic practices
• Allow free and fair competition
• Ensure products have no adverse health effects
• Reveal correct information in advertising, packaging, and labelling

To Employees / Workers
• Provide opportunities for meaningful work
• Create conditions for employees to give their best
• Provide adequate opportunities for capability development
• Introduce a code of conduct for workers
• Recognize and honour workers' rights

To Shareholders / Investors
• Earn sufficient profit for financial soundness
• Keep the enterprise stable and dynamic
• Provide fair return for capital invested
• Supply complete and accurate information
• Supply audited annual accounts

To Government
• Pay taxes, duties, and fees regularly
• Respect and follow all commercial and industrial laws
• Offer cooperation to the government
• Avoid corrupt and unethical means
• Follow fair trade practices
To Society
• Generate employment opportunities
• Ensure community amenities are not damaged
• Avoid pollution (bad effluent, smoky chimneys)
• Contribute towards economic growth
• Introduce social audit by professional experts
SECTION 13: Management of Change

Factors Causing Resistance to Change

A) Individual Factors — Psychological

• Maintaining Status Quo
• Element of Phobia
• Human Psychology
• Fear of Uncertainties
• Fear of Loss of Power
• No Faith in Change Agent
• Individual Perception

B) Individual Factors — Economic

• Fear of Technological Unemployment
• Fear of Economic Loss
• Status Issue
• Loss of Incentive

C) Individual Factors — Social

• Social Displacement
• Group Opposition
• Habits
• Retaining the Group

D) Organisational Factors
• Sunk Costs
• Organisation Structure
• Increased Responsibilities
• Pressure from the Group
• Chain Reaction
• Resource Issue
• Non-Cooperation by Staff
SECTION 14: Management of Crisis
Crisis management involves preparing for, responding to, and recovering from critical
situations that threaten an organization.

7 Steps in Crisis Management

1. Anticipation of Crisis: Identify potential risks and plan in advance before a crisis occurs
2. Facing the Crisis: Acknowledge the crisis and activate the crisis management team
immediately
3. Warning of Crisis: Issue warnings to relevant stakeholders and prepare action plans
4. Happening of Crisis: The actual crisis event takes place; response plans are executed
5. Rescue and Relief Operation: Provide immediate help, contain damage, and support
affected parties
6. Rehabilitation and Reconstruction: Rebuild systems, restore operations, and repair
reputation
7. Crisis Control: Monitor, review, and implement measures to prevent future crises
QUICK REVISION CHEAT SHEET
Read this page LAST — right before your exam. It’s a rapid summary of everything.

Must-Know Lists
6 M’s of Management
Manpower • Machines • Materials • Methods • Money • Markets

7 Management Functions (POSDCORB)

Planning • Organizing • Staffing • Directing • Coordinating • Reporting • Budgeting

Mintzberg’s 10 Roles
Interpersonal: Figurehead, Leader, Liaison
Informational: Monitor, Disseminator, Spokesperson
Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

7 Management Theorists
Taylor (Scientific) • Fayol (Administrative) • Mayo (Human Relations) • Barnard (Communication) •
Drucker (Modern) • Prahalad (Core Competency) • Charan (Execution)

4 Leadership Styles
Dictatorial • Functional/Intellectual • Bureaucratic • Situational (BEST)

4 Strategic Models
Porter’s Five Forces • Porter’s Generic Strategies • BCG Matrix • GE McKinsey Matrix

7 Steps in Decision Making

Identify → Gather Info → Identify Alternatives → Evaluate → Choose → Implement → Monitor

7 Steps in Crisis Management

Anticipation → Facing → Warning → Happening → Rescue & Relief → Rehabilitation → Control

YOU ARE PREPARED. Take a deep breath. You know this material. GOOD LUCK! 🌟