Comm 2303.001 chapter 2
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Transcript of Comm 2303.001 chapter 2
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STATION MANAGEMENT
Chapter 2
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Life is not easy for any of us,but what of that? We musthave perseverance and,above all, confidence inourselves.
Marie Curie
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I. Nature Of The Business A. Employees Cover a Wide Range of Personalities B. Programming Employee Turnover is Prevalent C. Administrative, Technical, and Sales Staffs Experience Less Turnover
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D. Competition Varies as to a Station’s Location E. Station’s Business is Also the Government’s Business F. Radio Must be Adapt at Changing
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II. The Manager As Chief Collaborator A. Manager is the Captain B. Manager is a Collaborator or Senior Advisor C. Manager is both Coach and Chief Collaborator
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III. What Makes A Manager? A. Formal Education is a Good Start B. Practical Experience is a Must C. Sales is Especially Useful
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IV. The Manager’s Duties And Responsibilities A. Manage to be Profitable but Maintain a Good Atmosphere 1. Vast majority of stations are corporate owned 2. Hiring and retaining good people a necessity
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B. Responsibilities Vary as to Market Size 1. Small market stations are a training ground 2. Large market stations face ratings battles C. Developing and Maintaining Budgets
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V. Organizational Structure A. Market-Size Determines Responsibilities 1. Small market stations 2. Medium-size markets 3. Large market stations
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B. Operations Manager C. Program Director D. Sales Manager E. Chief Engineer
VI. Whom Managers Hire A. Ambition and a Positive Attitude
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B. Stability and Reliability C. Self-Respect and Esteem for the Organization
VII. The Manager And The Profit Motive
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VIII. The Manager And The Community A. Ascertainment of Community Concerns* 1. Small market stations still have community concerns
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2. Managers actively participate in local groups 3. Public file must have quarterly updates of concerns covered a. six to ten hours per quarter is recommended*
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b. public affairs may be call-in talk shows, documentaries* B. Community Involvement is a Key to Success 1. Operates in the public interest
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2. The station is a business a. station may be sold immediately b. station does not have to offer news or public service announcements
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i. PSAs should be for non-profit local organizations or tax supported institutions ii. PSAs should be in the interest of the general public
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IX. The Manager And The Government A. Minor Infractions May Result in a Fine B. Serious Violations and Repeat Offenders may Lose License
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C. FCC May Monitor and Inspect Station 1. Monitoring may take place at any time 2. Inspection is to be during business hours
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X. The Public File A. The File’s Contents 1. Annual employment reports 2. Copies of all FCC applications
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a. Power increases b. Construction permits (CPs) c. Facilities changes d. License renewals 3. Ownership reports
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4. Political file 5. Letters from the public 6. Quarterly issues 7. Local public notices B. Must be Accessible to Public
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XI. The Manager And Unions A. American Federation of Television and Radio Artists (AFTRA) B. National Association of Broadcast Employees and Technicians (NABET)
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C. International Brotherhood of Electrical Workers (IBEW)
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XII. The Manager And Industry Associations A. National Association of Broadcasters (NAB) B. Radio Advertising Bureau (RAB)
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C. American Women in Radio and Television D. Broadcast Education Association (BEA) E. Radio-Television Digital News Association (RTDNA)
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XIII. Buying Or Building A Radio Station A. Building a Station 1. Must be legally qualified to hold a license a. must be an American citizen
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b. must not be a convicted felon 2. Financial resources must be revealed 3. Solid personal and professional history needed
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4. Specialized attorney/ broker needed 5. Construction permit filing required a. must prove a frequency exists
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b. must prove interference will not occur B. Buying a Station 1. Analyze the market 2. Evaluate facilities and assets
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3. Hire a technical consultant (engineer is required) 4. Assess existing contracts, etc. 5. Research financial records
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6. Examine public file 7. Probe FCC’s file C. License Renewal is Required Every Eight Years
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