Solutions to China's Media Problems

China has successively approved the formation of dozens of media groups, which have made many useful explorations and attempts in strengthening industrial functions, improving comprehensive strength, optimizing the allocation of resources and expanding the scope of business, providing many valuable experiences. At the same time, the domestic media market has initially formed a group of mainstream strong media with relatively strong economic strength. But needless to say, in the process of media group development, there are also some problems that can not be avoided, this paper will be a brief analysis of the management problems, and to solve the problem of some of the ways to explore.

A management system

It is well known that industrial development and industrial policy have a very close connection. The first limitation of China's media industrialization process comes from the system, and the limitations of the system are accompanied by other aspects of media management "inherent deficiencies".

In the past, China used an administrative approach to news media. With the deepening of market economic reform, China's news media have gradually changed from emphasizing publicity and neglecting management to developing the economic connotations of the media under the premise of ensuring publicity functions. "Enterprise management institutions" is the best interpretation of the current stage of the state of China's media.

But now the government has formed two tendencies towards the "dual-track system" of the media (enterprise-managed institutions). On the one hand, the media is still state-owned and maintains its original political attributes, still assuming its traditional role as the government's mouthpiece, with the media shouldering its social benefits; on the other hand, the media has been pushed into the sea of the market, allowing the media to realize the value of its economic benefits. Under this management system, the media is in a kind of "free state" sandwiched between the macro-planned economy and the market economy.

Media group management in the economy means that the media capital breaks through a single structural framework, to the media chain management and a variety of media joint management development, and even means that the media capital to other industries flow. If there is no modern enterprise system as the basis for this kind of capital flow, not only the expansion of capital is restricted, but also the security of capital will be threatened. However, China's existing media institutions, which were created at the beginning of the reform and opening up, are positioned as "public institutions, enterprise management", which makes it difficult to realize the media's desire to establish a modern enterprise system.

The media is essentially an information industry, and the intensive operation of the information industry requires the deep processing of information products, which gives rise to the requirement for the media to be able to produce and disseminate information products in different media forms more freely, and in terms of operation, requires the free flow of capital among various media industries. However, the conditions are not yet ripe.

Historically, in order to strengthen the propaganda role of the media, China has generally adopted a "four-tier newspaper and four-tier radio" system, with the media representing the interests of each region to a certain extent. The distribution of benefits among administrative organs at all levels has led to serious duplication of management. The media are subject to various restrictions on cross-regional operations.

China's media assets are still state-owned, and generally belong to the nature of public institutions. The media's status as a corporate entity cannot be established, and there is no clear subject of interest, resulting in a lack of interest-driven media.

Media management under real conditions is a "pain" in the process of transitioning to a market economy. China's media management was formulated under the prevailing social conditions, taking into account the media's technical support, political influence, and economic impetus. Once social conditions change, the government's management system is bound to change.

1. Deepen the institutional reform, drawing on the experience of the reform of large and medium-sized state-owned enterprises, or the implementation of state-owned assets, or shareholding reform, the separation of rights and profits, the separation of the editorial and management, to give the management of the department of the status of an independent legal person, and to establish the status of the main body of its clear interests.

2. Strengthen the legalization of news construction, the formation of operable, clear news regulations, so that the government's functions have changed accordingly, the relationship between the government and the media to become a legal system under the conditions of the relationship between the regulator and the regulated, weakening the color of the administrative management, the media in the media to give a more relaxed environment for the development of the media at the same time, to prevent the media to play the "ball". "

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3. To regulate the media competition market on a macro level, break the existing restriction on cross-regional operation of the media, replace regional interests with the market competition mechanism, and establish the exit mechanism of the media market, so as to realize the survival of the fittest and the survival of the winners and the elimination of the fittest.

4. Vigorously promote the process of media conglomeration in developed regions, and establish large-scale media groups with strong strength; at the same time, through the form of shareholding system, media groups will intervene in underdeveloped regions to speed up the development of media in underdeveloped regions.

Two, financial management

In recent years, China's media group reform continues to deepen, resource integration efforts continue to strengthen, but the relatively lagging financial management system brings problems appear increasingly prominent. Mainly in the following aspects:

One is the lack of awareness and ability to participate in corporate decision-making. Most of the media group's financial management is still "housekeeper" means, mainly after the settlement work. This is a far cry from the real development of the media for financial management to assist the group management decision-making requirements.

The second is that the budget system is virtually non-existent, the management of funds in a disorderly manner. At present, although many media groups have a budget system, but the budget has not become the legal basis for the organization of the group's production and business activities, there are chapters do not follow, the phenomenon of arbitrary changes occur from time to time. Lack of unified planning and control of the income and expenditure of funds, arbitrariness, the use of confusion, occupation is not reasonable, the phenomenon of misappropriation of production and operation funds for long-term investment, resulting in cash flow imbalance, insufficient capacity to pay.

Thirdly, the internal multi-level legal person scattered occupation of funds. This is due to the formation and development of the media group, the group's departments are separated, relatively independent, go their own way, the group's unified financial management organization did not have a strong control of the secondary sector of the "treasury". Group subordinate secondary legal entity multiple accounts, funds out of control. Inefficient use of funds, good departments always want to get rid of the group supervision and control, bad departments and over-reliance on the group.

Fourth, supervision, control, assessment is not effective. Some media groups on the secondary sector of the investment and financing, capital revenue and expenditure, contingent liabilities and profit distribution and other significant information is not fully grasp, coupled with the internal audit system is not sound, social audit driven by the interests of the passing, resulting in a lack of financial supervision, lagging behind, the funds are very serious phenomenon of running, leakage and dripping.

Solution of the above problems, can start from the following aspects:

1. The implementation of the centralized management-based, decentralized management, supplemented by the financial management model. Now China's media group has some kind of conglomerate scale operation, but in general, the conglomerate is still in the embryonic stage, has not established a real parent-subsidiary system, the subordinate secondary legal entity to the group parent of the strong dependence. This requires the management of funds to be under the overall control of the group to reduce the waste of funds. It is necessary to establish a unified fund clearing center of the group and prohibit the secondary departments from opening multiple accounts. Funds, investment, material procurement, income distribution and financial personnel all centralized management. May be in compliance with the principle of financial system, moderate decentralization of cost expenditure approval authority.

2. Change the "plan financial" for the "corporate finance", so that financial management is really involved in the media group's business decisions. Media group foreign investment should focus on efficiency, security, integrity and rationality. Group all investment must go through the project, feasibility studies, demonstration, decision-making process, in this process, financial management to the group decision-making layer to provide effective staff advice. Media Group financial management to change the role of the "gatekeeper", change the static management for dynamic management, change the "after-the-fact settlement" for the "ex ante analysis and prediction", emphasizing the scientific analysis of the ex ante, to predict the trend of market changes in the next few years. Predict the trend of market changes in the next few years and the probability of possible risks and payback period, return on investment, to provide a basis for decision-making.

3. Establishment of a sound internal monitoring and inspection system. First of all, we must establish a sound media group financial management system, improve financial management procedures, improve the transparency of financial management; secondly, we must improve the effective internal control organization system, give full play to the integration of internal control mechanisms, to prevent moral hazard and financial operation risk; to ensure the authenticity of the financial accounting data, the accuracy of financial processing, and the legitimacy of the funds income and expenditure, through the complete financial supervision system Timely detection of problems and plugging loopholes.

Three, human resource management

The competition of the media, in the final analysis, is the competition of talent. Media managers are clear about the importance of talent, but how to find talent, with good talent is a complex issue. The shortcomings of the original personnel system have limited the development of media industrialization.

The traditional personnel system of Chinese media adopts the management method of administrative organizations and implements the administrative level system, which is easy to cause people to be overworked and overlap the organizations, resulting in low efficiency. The nature of the institution makes the media practitioners life-long, iron rice bowl, pot rice, the enthusiasm of the staff is difficult to mobilize.

With the deepening of the market economy reform, the media employment mechanism has also changed. Some media have established a personnel management mechanism based on full employment contract system, in addition to the editor-in-chief, all other employees to compete for the job, the survival of the fittest. This is conducive to the rapid formation of teams and promotes competition and career development. But the shortcomings of this mechanism is also obvious.

First of all, this system still belongs to the experimental stage, it is more with a kind of similar to the characteristics of militarized management. Because the main top still comes from the administrative appointment, such employment system exists in the power too centralized contradiction, long-term use is easy to form a new type of bureaucratic tendency.

Secondly, this kind of employment mechanism change "before and after", also has a certain short-term effect. At this stage, China's media mainly recruit university graduates and open recruitment for the community, as well as the use of high salaries to attract talent. Talent into the media, the lack of effective follow-up talent management tools, grass-roots staff mobility is large, the real strength of the backbone of the serious loss of talent.

In the process of management, also inherited a "literati newspaper" concept, talent structure is unreasonable. More editorial staff, know how to operate, know how to technology, will manage the composite talent less; general editorial staff too much, less professional journalists; too much emphasis on work experience, ignoring the "high, medium, low" personnel with.

In the process of management, too much emphasis on competition, ignoring the staff's wages, benefits, titles, pensions and other aspects of the problem, is not conducive to having a stable team.

To solve the above problems, it is necessary to invoke the advanced talent management approach - human resource development management.

1. Establish a complete talent management system. Media newly hired talents are "new people", they are facing a new working environment, and cooperation with new colleagues, mutual understanding is the first step towards better development of the media, the establishment of an employee handbook is the most effective way for new employees to understand the new working environment, so that all employees are familiar with the duties and compensation, to reduce misunderstandings.

2. Strengthen human resource development. For the talent first of all, we should do a good job, give full play to the individual's strengths, good at what they do, the scientific use of talent, to avoid the waste of talent; at the same time, to strengthen the skills training of employees, training the backbone of the skills to fill the vacancies in the talent to the existing personnel; create a fair opportunity for the development of the break the pot of rice, to eliminate the phenomenon of seniority, and vigorously promote capable employees.

3. Recruitment according to needs, improve the structure. When recruiting, pay attention to their own needs, especially to improve the talent structure. Lack of technical talent on the introduction of technical talent, lack of management talent on the introduction of management talent. In the talent pool, do not "one foot long, one foot short".

4. Clear rules and regulations. The establishment of a clear mechanism of competition, incentives and constraints, so that the system "transparent", the establishment of procedural work environment, each in its own way, to avoid the whole media operation in the articulation of the interruption.

5. Improve the management of "health factors". Such as policies, wages, benefits, safety and security, interpersonal relationships and so on. As a supplementary means of incentivizing employees, they can motivate employees to work at ease and maintain the stability of the entire media personnel.