Zarządzanie Mediami Isuue 1 (2015)

2015

Publication date: 28.05.2015

Licence: None

Editorial team

Issue editor Bogusław Nierenberg, Anna Pluszyńska

Issue content

Opcje strategiczne mediów publicznych - doświadczenia Polskiego Radia Gdańsk SA

Jan Kreft

Media Management, Volume 3, Issue 1, 2015, pp. 1-19

https://doi.org/10.4467/23540214ZM.15.001.3576

The inconstancy of business and competition models influence the need for constant redefining of media enterprises strategy. In case of polish regional radio station companies, the destabilization of subscription revenue and rules governing their division is an additional factor underlining the instability of management conditions.

The purpose of this article is to demonstrate that in the face of persistent destabilization of external factors, public media companies have limited strategic choices and may maximize their income by increasing activity in the advertising market and value co-creation with the users of media products.

The paradox of those companies actions lies in the fact that they seek for stabilization of their financial situation in the highly competitive and unstable advertising market and that the forced competition with other commercial media must accompany carrying out the public media mission.

Those solutions are based on the example of the Polish Radio Gdańsk SA.

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Rola mediów w budowaniu kapitału symbolicznego: przykład sektora publicznego w Polsce

Roman Batko, Monika Kostera

Media Management, Volume 3, Issue 1, 2015, pp. 21-43

https://doi.org/10.4467/23540214ZM.15.002.3577

Media, as the name suggests, mediate social communication and oftentimes also play a leading role in constructing it by manipulation (Nierenberg, 2011). Pierre Bourdieu (1998) points out that intellectuals have a moral obligation to react to media manipulation, by offering themes and ideas enriching discourses and helping to make symbolic capital (Bourdieu, 1986) socially wider accessible.

In this text we show how the media discourse currently dominating in Poland creates an image of the public sector. We claim that such an image may ignite a destructive conflict, provoking a number of managerial dysfunctions. Instead of cultivating such an image we propose an approach more oriented towards diversity, which may promote constructive conflicts, which are creative, and also support humanistic functions of management and makes the symbolic capital of the ethos of public service more easily socially available.

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Zarządzanie własnością intelektualną w agencji reklamowej – wstęp do zagadnienia

Anna Pluszyńska

Media Management, Volume 3, Issue 1, 2015, pp. 45-57

https://doi.org/10.4467/23540214ZM.15.003.3578

The essence of management, is the confident and efficient use of resources, the organization’s and the means to achieve certain goals. The advertising agency, in addition to human resources also has financial, tangible and intangible resources. However, of particular interest is intellectual property rights which has economic value and gives the advertising agency a powerful competitive edge. It is significant, therefore, that the management of intellectual property is effective. In this article, the author attempts to illustrates what the process involves.

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Marketing medialny a dialogowość Internetu

Magdalena Różycka

Media Management, Volume 3, Issue 1, 2015, pp. 59-75

https://doi.org/10.4467/23540214ZM.15.004.3579

Marketing Media (MM ) is a term which, together with the ongoing massification and interactivity of the media is becoming increasingly popular. The media in the media marketing are characterized by sending transfers, mediates them and multiply them being their recipient at the same time. Media marketing should not be regarded as a way of reaching out through the media to the client – it is the component of the management and marketing. This media marketing, not marketing products or services by the media. The article pointed out some of the tools, techniques and modern marketing communication channels used by media companies. The purpose of this publication is to analyze the aspect of marketing communication which is organization of „Action plebiscite” in the network. Exemplification of the above considerations is the „Dziennik Zachodni” acting in Silesia since 70 years.

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Rozregulowany zegar telewizji, czyli w jaki sposób współczesne media zarządzają naszym czasem

Jacek Skorus

Media Management, Volume 3, Issue 1, 2015, pp. 77-91

https://doi.org/10.4467/23540214ZM.15.005.3580

The main issue discussed by the article concerns the question what new digital media do to traditional TV audience and how new technologies are changing television programming and the way of viewing and consumption of this medium. Technological conditions of new mobile media are a decisive part of this change, which, at the same time, is not neutral, as it poses a threat of commercialization of our privacy.

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Słowa kluczowe: public media, management, strategy, radio, Media, public sector, symbolic capital, dysfunctional conflict, constructive conflict, management, intellectual property, management of intellectual property, advertising agency, media, marketing strategy, communication network, television programming, time shifted viewing, new model of media consumption, digital content, commercialization of our privacy, management of TV audience, social media

Volume 3, Issue 1

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2015