STATION MANAGEMENT

Chapter 2

Life is not easy for any of us,but what of that? We musthave perseverance and,above all, confidence inourselves.

Marie Curie

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

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

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

III. What Makes A Manager? A. Formal Education is a Good Start B. Practical Experience is a Must C. Sales is Especially Useful

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

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

V. Organizational Structure A. Market-Size Determines Responsibilities 1. Small market stations 2. Medium-size markets 3. Large market stations

B. Operations Manager C. Program Director D. Sales Manager E. Chief Engineer

VI. Whom Managers Hire A. Ambition and a Positive Attitude

B. Stability and Reliability C. Self-Respect and Esteem for the Organization

VII. The Manager And The Profit Motive

VIII. The Manager And The Community A. Ascertainment of Community Concerns* 1. Small market stations still have community concerns

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*

b. public affairs may be call-in talk shows, documentaries* B. Community Involvement is a Key to Success 1. Operates in the public interest

2. The station is a business a. station may be sold immediately b. station does not have to offer news or public service announcements

i. PSAs should be for non-profit local organizations or tax supported institutions ii. PSAs should be in the interest of the general public

IX. The Manager And The Government A. Minor Infractions May Result in a Fine B. Serious Violations and Repeat Offenders may Lose License

C. FCC May Monitor and Inspect Station 1. Monitoring may take place at any time 2. Inspection is to be during business hours

X. The Public File A. The File’s Contents 1. Annual employment reports 2. Copies of all FCC applications

a. Power increases b. Construction permits (CPs) c. Facilities changes d. License renewals 3. Ownership reports

4. Political file 5. Letters from the public 6. Quarterly issues 7. Local public notices B. Must be Accessible to Public

XI. The Manager And Unions A. American Federation of Television and Radio Artists (AFTRA) B. National Association of Broadcast Employees and Technicians (NABET)

C. International Brotherhood of Electrical Workers (IBEW)

XII. The Manager And Industry Associations A. National Association of Broadcasters (NAB) B. Radio Advertising Bureau (RAB)

C. American Women in Radio and Television D. Broadcast Education Association (BEA) E. Radio-Television Digital News Association (RTDNA)

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

b. must not be a convicted felon 2. Financial resources must be revealed 3. Solid personal and professional history needed

4. Specialized attorney/ broker needed 5. Construction permit filing required a. must prove a frequency exists

b. must prove interference will not occur B. Buying a Station 1. Analyze the market 2. Evaluate facilities and assets

3. Hire a technical consultant (engineer is required) 4. Assess existing contracts, etc. 5. Research financial records

6. Examine public file 7. Probe FCC’s file C. License Renewal is Required Every Eight Years