Chapter 6: Students’ experiences of the participative assessment process 6.1 Introduction
1.3 Specific Outcomes
1. Possess a broad knowledge of management theories and principles with a specialised knowledge regarding the holistic and strategic management of media organisations.
In order to meet this exit level outcome, the learner will be able to demonstrate:
a. the ability to articulate an understanding of theories and principles relevant to the management of a media enterprise.
b. an understanding of the context within which media organisations operate and the way in which economic, regulatory and political constraints, as well a professional principles, impact on media management practice.
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2. Possess the skills and knowledge they need to perform effectively in a middle management positions within a media enterprise.
In order to meet this exit level outcome, the learner will be able to demonstrate the ability to:
a. both lead and work in teams, taking into account the need for cultural and gender sensitivity.
b. perform tasks independently without supervision.
c. identify, analyse and deal with concrete problems in media management by providing evidence-based solutions and theory-driven arguments
d. retrieve, evaluate and make use of relevant information in solving media management-related problems
e. conduct basic qualitative and/or quantitative research that will enable them to function more effectively as media managers.
3. Be able to communicate professionally.
In order to meet this exit level outcome, the learner will be able to demonstrate the ability to:
a. present and communicate both academic and professional work effectively through presentations, written assignments, and appropriate a professional discourse.
b. make use of computer technology in preparing written reports and delivering effective presentations.
4. Have an understanding of relevance and nature of academic endeavour and the importance of life-long learning.
In order to meet this exit level outcome, the learner will be required to demonstrate that he or she:
a. can utilise a framework against which new information and advances in the management of media enterprises can be assessed and assimilated.
b. is able to access new information from libraries, the Internet and other appropriate sources.
c. understands that business, political and economic systems change continually, requiring the acquisition and application of new information to address changing circumstances, thus fostering the need for life-long learning.
139 2. Course Structure
The Postgraduate Diploma in Media Management comprises the eight core modules (see 2.1) outlined below. These modules run consecutively over three week intervals taking into account the university vacations. Together these modules count towards 80% of the final mark. The remaining 20% of the final mark is allocated to a student’s portfolio examination, discussed in more detail below (See 2.2).
140 2.1 Core Modules (80%)
Module One: Media Management Contexts, Policy and Institutions
This module provides an overview of the normative and theoretical consideration regarding the role media plays in society. It explores critical issues media managers need to consider regarding the media’s role in democratisation, diversity and transformation. It explores questions relating to the structure of media organisations, governance and the impact of regulatory frameworks on media enterprises. It also focuses on how external regulatory and policy requirements can be addressed through internal policy development.
Module Two: Media Management and Leadership
This module develops the student’s knowledge of different theories relating to leadership and management and will enable them to develop the skills and attitudes they require to motivate and lead teams of media professionals in a way that promotes high performance, commitment and creativity. It also focuses on the development of skills in the areas of change
management, decision-making and strategic planning.
Module Three: Human Resource Management
This module provides students with an overview of the different theoretical and practical issues involved in human resource planning and development at a media organisation. It addresses the core human resource management functions of workforce planning, policy development, job analysis, recruitment, performance management, motivation, training and discipline. The module focuses primarily on the SA labour context, but principles covered will be applicable in other countries.
Module Four: Media Economics and Financial Planning
The module covers the economic fundamentals of running a sustainable media organisation, including the critical issues of budgeting, controlling production costs and revenue
generation. It addresses strategies for fundraising and accessing financial support for media organisations. The module provides students with the financial planning, budgeting,
monitoring and reporting skills they require to ensure an organisation meets its fiscal goals.
Module Five: Markets and Audiences and Advertising
The module will focus on an understanding of media markets and the strategic and analytical skills required in ensuring media products achieve optimum penetration in competitive environments. It will cover the knowledge required to conduct or commission appropriate research and introduce students to the fundamentals of marketing and promoting media products. The module also addresses the relationship between the media organisations and the advertising industry.
Module Six: Managing Media Content
The module aims to develop knowledge of the different approaches to content provision in the print and broadcast industries. It covers print media product development, niche
packaging and convergence. It examines programming trends emerging in radio and
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television, both in South Africa and internationally. It will also explore strategies for marrying audience and reader needs with advertisers’ demands.
Module Seven: Circulation and Distribution Management
This module addresses the pivotal strategic role a circulation department can play in a print media enterprise. It will enhance students’ understanding of the imperatives driving
circulation decisions and introduce them to strategies for managing sales, effective distribution, pricing, subscriptions and sales team training.
Module Eight: New Technology and Convergence
This module explores the different ways in which media organisations can use new media to add value to existing products, increase their market share and attract additional revenue. It focuses on different models of convergence and addresses questions of online content, the use of cellular technology and the impact other emerging technologies are likely to have on media enterprises.