CHAPTER-4

HUMAN RESOURCE
MANAGEMENT IN PRINT MEDIA
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Human Resource Management

The Practice of HRM has both similarities and
dissimilarities with that of the past. Similarities include the
continued focus of HRM on the entire employment relationship.
HRM practice today differs from that of the past in many ways.
First, HRM is characterized by the emphasis on the
integration of the traditional PM Activities as well as HRM’s
involvement in overall organizational planning and change.
Second, HRM today is characterized as a partner in
organizational change, creator of organizational culture and
facilitator of organizational commitment.
Third, HRM is characterized by the decentralization of
many of the traditional HRM activities-from personnel specialist
to senior line management.
Fourth, current HRM is characterized by a focus on
individual employees rather than on collective management-trade
union relations. In general, today’s HRM function has been
described as broad and strategic, involving all managerial
personnel, regarding employees as the single most important
organizational asset, being proactive in its responsibilities and
having the objective of enhancing organizational performance and
meeting employee’s needs.
Furthermore, HRM has become a partner with other
management functions and has become increasingly responsible
to cultivate the requisite culture that is conducive of required
behaviors. HR professional are no longer the simple technicians
proficient in the IR and PM functions of the past. Rather, they
should be the architects and leaders in the development of
competitive organizational social systems.
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The HRM function today is not only more integrated but is

holistic as well. HR practitioners of today is not narrowly
specialist in his personnel area. Instead, he must be able to build
effective HRM systems in which activities such as, recruitment,
selection, training and development, performance evaluation and
compensation work together synergistically with a strategic focus.
HRM in a Changing Environment
A number of environmental factors influence the work of a
HR Management. These factors influence the organization
through human resources. The term “environment” here refers to
the “totality of all factors which influence both the organization
personnel sub system”.External and Internal factors influencing
the Personnel Function.
External Factors Internal Factors

Technological Factors Mission

Economic Challenges
Policies
Political Factors

Social Factors Orgnisational culture

Local and Government Issues

Organisation structure
Unions

Employers demands HR Systems

Workforce diversity
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The internal environmental factors include organization

missions, policies, organizational structure, the functional areas of
the organization with which the personnel manager works
continuously like finance, marketing and production. Impact of
internal environmental factors is profound as they frequently and
closely interact with HRM function in an organization. For
instance, the objectives of HRM are formulated based on the
organizational objectives. Jobs are designed and analyzed based
on the organizational structure. The personnel manager works
closely with other functional (line) managers in solving their
personnel problems through counseling, advising, providing
information etc. The levels of wage and salary, various
allowances incentive compensation etc are heavily influenced by
the level of finance and success of marketing functions. Most of
the personnel problems are linked with the production function of
an organization Thus, the internal environment of an organization
influences heavily on the HRM.
Changes in the external environment of enterprises have a
profound impact on the personnel. These changes include
technological obsolescence, cultural and social changes, changes
in the policies of the Government, politics and the like. With the
result, the work-environment changes thereby affecting their
productivity level. It is often said these peculiarities and changes
complicated the task of personnel management. Modern
managers face new, bewildering and often contradictory ideas and
situations.
Further, numbers of impressive changes have taken place in
the level, aspiration, values and position requirement of human
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resources. These are due to changes in technological innovations,

more moral education, demands of the Government trends in the
employee roles, changes in the values of workforce, demands of
employers etc.
Human resources and their management interacted with the
internal and external environmental factors. Many environmental
factors affect the performance of specific tasks of HRM. Changes
in the internal and external environmental factors complicate the
tasks both of line and personnel managers in the tasks of dealing
with human resources.
Considering the complexities and the challenges in the
HRM, now and in near future, management has to develop
sophisticated techniques and efficient specialists to manage the
personnel on sound lines.
HRM therefore depends on integrating the importance of
human resources into the organisation’s strategic policy and
planning and ensuring that all line managers adopt its principles
as part of their everyday work. If it is effective, the organization
will achieve its objective and also its employees will be
committed to its success. It depends on the match, between
employees and the human resource needs of the organization and
the quality of working life.
In the future, the principal issues will be how the HRM
function can transform its outlook from a traditional to a modem
one : from being functionally-oriented, internally focused,
reactive, activity driven, centralized and contral-oriented, to being
business oriented, customer-focused, proactive effectiveness
driven, decentralized and empowerment-oriented.
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In the future, organizations will need to be concerned with

extending their recruiting efforts, developing careful screening
procedures, training employees to help them adapt to change,
providing appropriate and sufficient educational programmes and
accounting for their investment in recruiting, selecting and
training employees. The new generation of employees will weigh
salary and benefits packages against their personal needs and
values. Therefore, compensation and benefits packages will offer
greater flexibility in order to meet individual needs.
Human Resource Policy: - The dictionary meaning of
“policy” is a “plan of action” and that “plan” is a policy. Policy-
making and planning are, therefore, synonymous. “A policy,”
says Flippo “is a man-made rule of pre-determined course of
action that is established to guide the performance of work toward
the organisation objectives. It is a type standing plan that serves to
guide subordianates in the execution of their tasks. “According to
Calhoon, “Personnel Policies constitute guides to action. They
furnish the general standards or bases onwhich decisions are
reached. Their genesis lies in an organisaion’s values, philosophy,
concepts and principles. “Policies are statements of the
organisation’s overall purposes and its objectives in the various
areas with which its operations are concerned-personnel, finance,
production marketing and so on.”
Yoder observes. “A policy is a pre-determined, selected
course established as a guide towards accepted goals and
objectives…….They (policies) establish the framework of
guiding principles to facilitate delegation to lower levels and
permi individual managers to select appropriate tactics or
programmes……..In contrast to these, personnel policies are
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those that individuals have developed to keep them on the track

towards their personnel objectives………..Management policies
are developed by working organizations to keep them on course
headed and directed toward their organizational objectives. These
define the intentions of the organization and serve as guidelines to
give consistency and continuity to total operations…….They
provide a base for management by principle as contrasted with
management by expediency.” He adds: “Personnel or labour or
industrial relations policy provides guidelines for;
Objective of Manpower Planning :-
The main objectives of man power planning are as :-

1. Ensures best use of human resources employed in the

organization.
2. Proper distribution of work.
3. Useful to assess future man power skill requirement of any
organization.
4. It is useful in controlling measures to ensure availability of
necessary human resources whenever required in the
organization.
5. Control the cost aspect of human resources.
6. Human resource planning is helpful in formulating policies of
transfer and promotion of organisation’s employees.

Requisites for Manpower Planning:-

The implementation and development of manpower planning
need following prerequisites:-

1. Goals or Objectives of Business

2. Support of Top-level management.
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3. Well organized personnel department.

4. Determination of related personnel policies.
5. Responsibility.
6. Fixing planning period.
7. Manpower standard

Human Resources (Man Power) Planning in Paper Industry

The process of Man Power Planning covers the following
activities.

1. Determination of objectives of manpower planning.

2. Current manpower inventory
3. Demand forecasting.
4. Job requirements.
5. Employment plan.
6. Training and development programme.

Manpower planning is a continuous process as shown below. The

manager responsible for manpower planning has to be concerned
with all the step at all time. He may have to revise employment
plan and training and development programme from time to time
depending upon the changes in circumstances such as sudden
changes in volume of production. Unexpected high rate of labour
turnover, obsolescence of existing skills and so on.
A brief explanation of the steps in the man power planning
process is given below :-
1. Objectives of Manpower Planning :- The persons concerned
with manpower planning must be clear about the goals of
manpower planning.
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2. Current Manpower Inventory: - Analysis of current manpower

supply may be undertaken by department, by function, by
occupation, or by level of skill or qualifications. Care must be
taken in order to ensure that a reservoir of talent is available when
vacancies occur.
3. Demand Forecasting: - A proper forecast of manpower required
in the future (say, afterone year, two years, three years and so on)
must be attempted.
4. Job Requirements: - Job analysis is the qualitative aspect of
manpower requirements since it determines the demands of a job
in terms of responsibilities and duties and then translates these
demands in terms of skills, qualities and other human attributes. It
helps in determining the number and kinds of jobs and
qualifications needed to fill these jobs because with the help of
job analysis one can know the quantum of work which an average
employee can do on a job in a day. Thus it is suitable for division
of work into different jobs.
5. Employment Plans: - Employment plan refers o planning, how
the organization can obtain the required number of right type of
personnel as reflected by the personnel forecasts. It is a need to
prepare programmes of recruitment, selection, training, transfer
and promotion so that personnel needs of various departments of
the organization are met on appropriate time.
6. Training and Development Programme: - Training is necessary
not only for new employees, but also for old employees.
Executive development programmes have to be devised for the
development of managerial personnel. No enterprise has a choice
of whether to provide training or not, but the only choice is that of
 69

method of technique. All types of jobs usually require some sort

of training for their efficient performance.
7. Appraisal of Manpower Planning: - After the employment and
training programmes have been implemented, an appraisal must
be made of the effectiveness of manpower planning. Deficiencies
in the programme should be pointed out and the catalogue of
manpower inventory should be updated periodically.
Definitions of Job Analysis
For, hiring the right personnel on the most scientific basic,
it becomes essential in the very beginning to determine
beforehand a standard of personnel with which the applicants
might be compared. In other words, there must be prescribed
some standards to establish minimum acceptable qualities in the
personnel to be assigned with different jobs and duties. Briefly,
the qualitative aspect of the man-power needs careful
consideration before actually engaging the personnel for work.
This very process is designated as “Job Analysis.”
In the opinion of John A. Shubin, “Job analysis is the
methodical compilation and study of work-data in order to define
and characterize each occupation, in such a manner so as to
distinguish it from all others.”
According to Clothier and Spriegel, “Job analysis is the
process of studying and collecting information relating to the
operations and responsibilities of a specific job.”
On the basis of the above it may be said that job analysis is
such a process through which the functions, duties and
responsibilities, etc. are interpreted. By it, knowledge regarding
all the relevant facts is acquired. Moreover, by the job analysis,
the responsibilities of the employees regarding work, the
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conditions of work, the temperament, the remuneration or wages

expected by the employees, their abilities, qualifications, etc
could be known

Process of Job Analysis

The job analysis is essentially a staff function. It is to be
transformed by personnel section. In such analysis, the process
involves mainly the data collection. The following might be
included as the main steps in the process.

Collecting
the fact
Job
Approval Description &
by Top Specification
Executiv

Report
Compilation

Significance of Job Analysis in Personnel Management

1. Helpful in Wages and Salaries Administration

2. Helping in Training Programmes and Amending Policies.
3. Helpful in Personnel Selection.
4. Useful in Job Evaluation.
5. Facilitating Personnel Evaluation and Direction.
6. Healthy Personnel Policies Easily Framed.
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Methods of Job Analysis

The Collection of job information is the first and the most
important step in the process of job analysis. There are the
following methods of gathering information:-
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METHODS

Questionnaire Personnel Observation Record

Method InterviewMethod Methods Method

Jobs Talks Physical ability Old Records

Principal Tasks Expression Other Methods

Mental Skill Posture

Physical Requirement Cross Examination

1. Questionnaire Method.
2. Personal Interview Method.
3. Observation Method.
4. Record Method.
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Potential Problems with Job Analysis

Certain problems crop up while conducting job analysis.
The major ones are described below
Support form Top Management
Single Means and Source
No Training or Motivation
Activities may be Distorted
Job Description :-
At operative levels, it is possible to write job descriptions
that reflect what workers do while at work. At middle and higher
management levels, a clear definition of expected and unexpected
job-related behavior is not possible. Certain aspects of a
manager’s job (e.g. whether to take decisions in the absence of
clear cut information, how to react to situations where workers
confront them on the shop floor, whether to hire a person related
to the Managing Director, etc.) may defy clear conceptualization.
Job analysis, in such cases, may be woefully inadequate to
uncover the subtle, informal ways of doing things. It fails to
capture the behavioral expectations of various groups (unions,
colleagues, superiors, general public, etc.) that influence the
actions of a job holder. Over a period of time, the roles to be
played by a job holder may undergo a complete transformation.
Identifying important job related behaviours that may lead to
effective performance, under the circumstances, proves to be a
difficult exercise.
Role analysis provides a satisfactory answer to this
problem. A role is a set of expectations people have about the
behavior of person in a position. A position holder may perform
three types of roles in day-to-day life; namely the expected role,
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the perceived role and the actual role. The expected role is what
other people expect from a person. For example, a college teacher
is expected by his role partners (principal, colleagues, students) to
come to the college and teach properly. The perceived role is how
the individual thinks he should behave to fulfill the expected role.
The teacher may think that he may be able to complete the give
course in about a month’s time and it is a sheer waste of time to
be in the college all through the year. The enacted role or the
actual role is the way the person actually behaves in an
organization. The college teacher, giving shape to his thoughts,
might visit campus once a week to handle his classes!
Job Specification :-
A job specification is a document which states the
minimum acceptable human qualities necessary to perform a job
properly. It sets forth requirements sought in the person who is to
be selected to perform a particular job. Job specifications translate
the job descriptions into human qualifications and sometimes
level of performance, required for successful performance of the
job. Specifications are often appealed to the job descriptions.
They are intended to serve as a guide in hiring and to be used in
job evaluation. In hiring they are presumed to be a partial guide to
the characteristics sought, in the application blank. Tests
interviews and checking of references.
Because of the admitted impossibility of presenting a
completely objective and accurate standard of personnel, some
firms have discarded the idea of preparing job specifications.
Instead they prefer to deliver the description to the employment
interviewer as they are sure of the accuracy of the information.
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But this does not mean that job specification has been eliminated
or discarded. It now exists in the minds of the interviewers.
1. Recruitment of Human Resources
Meaning of Recruitment
Procurement of employees is one of the major operative
functions of personnel management. The function of procurement
involves recruitment, selection and placement of employees. The
success or failure of an organization depends to a great extent
upon this fact as to how much efficient, experienced and capable
employees are procured and recruited. Thus it froms an important
part of the personnel management functions.
In fact, recruitment is that process through which, after
knowing about the willing workers, they are encouraged for being
given job and for the purpose encouraged to apply or submit their
applications. The main motive of recruitment is that there must be
available applicants in large numbers. Man is an important factor
of production and as such must be selected quite carefully. They
should be scientifically selected, without any bias, prejudices or
favours, etc.
Methods of Recruitment
There might be various devices or techniques for the
selection of the employees. The procedure, generally followed,
might include the under mentioned.

(1) Personal Presence of Employees.

(2) Verification of Applications and Enclosures.
(3) Examinations Relating the Employment.
(4) Interviews by Employment Section.
(5) Approval from the Section-in-Charge.
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(6) Checking the Physical Competence.

(7) Despatch of Appointments.
(8) Allotment of Work.

2. Selection of Human Resources:-

The word selection ordinarily means a process by which
qualified personnel could be chosen from among the applicants,
who have offered their services to the organization for
employment. The selection process is, therefore, supposed to be a
tool in the hands of management to differentiate the qualified and
the unqualified applicants by the application of various
techniques, etc. Thus the process negates those who don’t qualify
for the job and therefore, are denied the opportunities for
employment.
It has rightly been said by Dale Yoder the “Selection is the
process in which the candidates for employment are divided into
two classes, i.e. those who are to be offered employment and
those who are not to be.
According to Billimoria: - Induction is a technique by which a
new employee is rehabilitated into the changed surroundings and
introduced to the practices, policies and purposes of the
organization. “In other words, induction is a welcoming process
the idea is to welcome a newcomer, make him feel at home and
generate in him a feeling that his own job however small, is
meaningful and has a significance as a part of the total
organization.
When a newcomer joins an organization, he is an utter
stranger to the people, work place and work environment. He may
feel insecure, shy and nervous. Induction leads to reduction of
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these anxieties; dispels the irrational fears of present employees

and hold colleagues responsible for assisting the newcomer so
that he may feel confident.

Elements of Induction
A good induction programme has following three elements:-

(1) Introductory In Information

(2) On –the-job Information.
(3) Follow up Interview.

Procedure of Induction
Induction programme in an enterprise may be formal or
informal depending upon the size of the organization and the
complexity of the individual’s new environment. There is no
model induction procedure. Each industry develops its own
procedures as per needs.
Typical techniques of Induction Programmes
A typical induction programme should consist primarily of
three steps :

(a) General Orientation by the staff of the personnel

department.
(b) Specific orientation by the job supervisor, or his
representative, and
(c) Follow-up orientation by either the personnel department or
the supervisor.

Follow-up induction takes place sometime within one week

to six months form the time of the initial hiring and orientation. It
is conducted either by a foreman or a specialist.
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Through personal talks, guidance and counselling, efforts

are made to remove the. Difficulties experienced by the
newcomer.
Manpower Training
All the types of jobs require some type of training for their
efficient performance and therefore all employees, new or old,
should be trained or re-trained.
Every new employee, irrespective f his previous training
education and experience, needs to be introduced to the work-
environment of his new employer and to be taught as to how to
perform specific tasks. It is valuable to the employee in terms of
better job security and greater opportunity for advancement. Skill,
thus acquired by the employee through training, is an asset to the
organization and the employer too. Thus, the establishing of a
sound training programe is a necessity for every organization for
the development of the personnel.
Objectives of Training
The objective of training is basically, to achieve a change in
the behavior of the personnel or the workers who have been
trained.
Briefly, the following are the main objectives or aims of the
training to the personnel:

(1) The workers are familiarized with some of the developed

techniques of working.
(2) The workers are also imparted training for developing, their
loyalty toward the organization.
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(3) The training is provided with a view to raising up the morale

of the workers as well as to enable them develop themselves
to their highest levels.
(4) Often the training programmes are organized in order to
increase the worker’s knowledge and efficiency, improving
the methods of work and increasing the productivity of the
concern.
(5) An important objective of training relates to the appraising of
the workers with the policies, activities and the purposes of
the organization.

It is better that the management could evolve some

systematic programme for workers training which might prove
valuable in the following ways:

(1) Economy in Materials and Equipments.

(2) Man-Power Requirements Filled Up.
(3) Increasing Productivity.
(4) Increasing Organisational Flexibility.
(5) Better Industrial Management Relations.
(6) Reduced Supervision and Direction.
(7) Standardisation of the Working.
(8) Learning Duration and Accidents Reduced.
(9) Versatility and Adaptability.

Method of Training
The various methods of training may broadly be described in
figure 4.4

(1) Class Room Training.

(2) Training by Supervisors.
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(3) Apprenticeship Training.

(4) On-the job Training.
(5) Under-Study Training.
(6) Vestibule Training.
(7) Conferences and Seminars.
(8) Case-Studies.

Class Room Training.

M
Training by Supervisors.
E
T Apprenticeship Training.

H On-the job Training.

O
Seminars / Workshopts
D
Case Studies
S

Other Method’s

Evaluation of Training :-

It is a general belief that training does not always work and

when it does, it is rarely 100 percent effective. Sometimes the
skills required to do the job are extremely difficult for the target
population to acquire. Sometimes the organization does not
permit performance of the job as specified, or sometimes there are
some deficiencies inherent in the equipment that are so severe that
no reasonable amount of training and learning can make the
equipment usable or maintainable. These factors are to be
considered while evaluating a training programme.
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Evaluation is necessary because of the following reasons:-

1. To determine whether a programme is accomplishing its

objectives.
2. To identify the strength and weakness in the HRD process
3. To determine the cost and benefit ratio of a programme.
4. To decide who should participate in future.
5. To test the clarity and validity of the content.
6. To identify which participant benefited the most or the
least.
7. To develop any future programme.

There are different approaches to training evaluation technique

like Uirle-Patrick approach, Bell systems approach, CIRO
approach, Saratoga approach, IBM, Xerox approach and CIPP
model.
Performance Appraisal:-
In common words, appraisal generally means the
evaluation of any person’s worth quality or merit. It is generally
the evaluation of present performance as well as the capabilities
existing in the employees for their future working.
The performance appraisal is a continuous activity and has
to be planned in a systematic, continuous and orderly manner by
the management. In it, there is the need of trained and
experienced experts who could organize and operate it carefully.
By doing so, the chances of personal prejudices and subjectivity
in the appraisal are contributory to the boosting up of the
employees morale and general working in the concern.
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Compensation Management: - Concept of Compensation

Management.
Compensation in general sense means wages or salaries or
allowaness given to the employees of an organization.
Compensation management, also known as wage & salary
administration, remuneration management or reward
management, is concerned with designing and implementing total
compensation package.
The term wage is referred to the remuneration paid to the
worker for his services to the organization. Salary is a
compensation to an employee for services rendered on a monthly
basis. Salary is usually associated with office employees,
supervisors, managers & professional & technical staff.
Salary :- Money paid periodically to persons whose output
cannot be easily measured such as clerical staff as well as
supervisory staff, is generally referred to as salaries. Salaries are
paid uniformly generally on monthly basis and at times the
element of incentive is introduced in the form of commission.
Incentives are paid o salaried persons in addition.
Compensation Management: Wage & Salary Administration
in Print Media:-
Compensation refers to a wide range of financial and non-
financial rewards to employees for their services rendered to the
organization. It is paid in the form of wages, salaries & employee
benefits such as paid vacations, insurance, maternity leave, free
travel facility, retirement benefits etc. Monetary payments are a
direct form of compensation to the employees and have a great
impact in motivating employees.
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Reward in Print Media:-

Most organization believe that the reward system is
designed to payoff for merit. The problem is that the definitions
of merit are often debatable. Some define merit as being
deserving, while to others, merit is achieving excellence.
Deserving rewards may take into consideration such factors as
intelligence, effort or seniority.
The popular criteria by which rewards can be described are :

(a) Performance.
(b) Effort.
(c) Seniority.
(d) Skill held
(e) Job difficulty.
(f) Discretionary time.

Recognition is fast becoming its own reward. Recognition

is a basic requirement for creating a positive work culture in the
organization. It enthuses employees and encourages them to
innovate products and processes.
Non-monetary rewards may take the form of treats, knick-
knacks, awards, social acknowledgement, office environment,
tokens or on-the-job rewards as shown in figure 4.5
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Types of Non-monetary Rewards

Treats Kince-Knacks Awards Environment

*Free lunches * DeCoratives * Trophies * Renovation
*Festival bashes * Co. watches * Plaques * Music
*Coffee breaks * Tiepins * Certificates * Flexible hours
*Picnics * Brooches * Scrolls * E-mail
*Dinner with boss * Diaries * Letter of appreaciation
*B’day treat * Calendars
* Wallets
* T-shirts

Social acknowledgement Tokens On the job rewards

*Informal recognition * Movies tickets
* More responsibility
*Recognition at office * Vacation Trips * Job rotation
Get-togethers *Coupons redeemable at * Special
assignments
*Friendly greetings stores * Training
*Solicitation of advice/ * Early time-offs * Representing the
Suggestion
* Anniversary/birthdaycompany at public
*Membership of clubspresents forum.
*Company facilities for Personal projects
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Employee Welfare:-
Welfare means faring or doing well. It is a comprehensive
term, and refers to the physical, mental, moral and emotional
well-being of an individual. Further, the term welfare is a relative
concept, relative in time sand space, It therefore, varies from time
to time, from region to region and from country to county.
Employee welfare has two aspects-negative and positive.
On the negative side, labour welfare is concerned with
counteracting the baneful effects of the large-scale industrial
system of production-especially capitalistic, so far as India is
concerned-on the personal family, and social life of the worker.
On its positive side, it deals with the provision of opportunities
for the worker and his/her family for a good life as understood in
its most comprehensive sense.
Type of Welfare Activities:-
The meaning of labour welfare may be made more clear by
listing the activities and facilities which are referred to as welfare
measures.
A comprehensive list of welfare activities is given by
Moorthy in his monumental work, on labour welfare. He divides
welfare measures into two broud groups, namely.

1. Welfare measures inside the work place , and

2. Welfare measures outside the work place.

Each group includes several activities.

(i) Conditions of the Work Environment.

(ii) Conveniences.
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(iii) Workers Health Services.

(iv) Women and Child Welfare.
(v) Workers Recreation
(vi) Employment Fallow -up.
(vii) Economic Services.
(viii) Labour Management Participation.

II. Welfare Measures Outside the work place.

(i) Housing bachelors quarters, family residences according to

types and rooms.
(ii) Water, sanitation, waste disposal.
(iii) Roads, lighting, park, recreation, playgrounds.
(iv) Schools, nursery, primary, secondary and high school.
(v) Markets, co-operatives, consumer and credit societies.
(vi) Bank.
(vii) Transport.
(viii) Communication post, telegraph and telephone.
(ix) Health and medical services dispensary, emergency ward,
out-patient and in-patient care , family visiting, family
planning.
(x) Recreation, games, clubs, craft centres, cultural
programmes, that is , music club, interest and hobby circle,
festival celebrations, study circles, reading room and
library, open air theatre, swimming pool, athletics,
gymnasia.
(xi) Watch and ward, security.
(xii) Community leadership development, council of elder
committee of representatives, administration of community
services and problems, child, youth and women’s clubs.
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The job of workers in Print Media has increased

significantly due to cut throat competition with live media. Now a
days the Print media has not merely a business but it has become
an industry too. Print Media Management is quite different from
that of other industries. Classification of Print Media Management
and organizational structure is depicted in Chart
Business Administration and editorial section are two main
departments in print media. Business Manager is head of business
administration department. Business manager controls other
departments like, advertisement, circulation, promotion (Human
Resources) accounting and other departments.

Print Media Organisation Structure

Departments of Print Media

Business Administration

Head / Business Manager

Advertisement Circulation Promotion Accounting & Auditing

Department Department Department Department

Head / Head / Head / Head/

Advisement Manager Circulation Officer H.R. Manager Accounting
Officer

Classified Display Advertisement

Department Department
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Other important department and their working is described

below:[A] Advertisement Department : It is shown in Chart2

CHART 2 :-ADVERTISEMENT DEPARTMENT

Local National & Classified Display Service

Account International Account Account Account Division

[B] Circulation Department : It is depicted in Chart-3.

The main departments come under this important department

are city circulation, area Circulation and Sales promotion. Sales
promotion department is also known as Public Relation Department of
a Newspaper.
Chart-3.
CIRCULATION DEPARTMENT

City Circulation Area Circulation Sales Promotion

PublicRelation Department

Rural Urban

[C] Mechanical Department: Irrespective of climat and other

conditions duet. This department news paper must be ready every

morning for their readers organization chart of this department is

depicted in chart-4.
 89

Chart-4. :- MECHANICAL DEPARTMENT

Head Technical Manager /

(Plant Superintendent)

Composing Stereo Type Press Engraving Proof

Room Department Room Desk

[D] Editorial Department : As mentioned in Chart 5 Chief Editor

is head of this important department.

Chart 5 :- EDITORIAL DEPARTMENT

Head / News Collected from

Chief Editor Journalists

City Desk Society Sport Entertainment Business & Reserve

Economy News

Copy Copy Copy Copy CopyCopy

Reader Reader Reader Reader Reader Reader

Different desks (i.e. departments) come under his jurisdiction. These

are depicted in the chart.

(e) Newspaper Department :

Chart. 6 shows how a Newspaper gets news, features and

photos. Wire services like PTI, UNI, HS, SB and own reporters are

responsible for this purpose. Wire Services and Feature Syndicate are

mentioned in Chart6 .
 90

Chart 6
Newspaper Department
(Get News Form)

News Features Photos

[A] WIRE SERVICES : - P.T.I.

- U.N.I.

- Hindustan Samachar (H.S.) Hindi

- Samachar Bharti (S.B.) Hindi

- Own Reporters

[B] FEATURE SYNDICATE - Human Interest Stories

- Political & Economic News

- Development

- Fashion

- Food

- Child Care

- Health

- Religion

- Education

- Astrology

- Housing

- Travels

- Others

- Comics

- Puzzle

- Cartoons
 91

HEAD OF NEWS DEPARTMENT different heads (managers) in

a news paper are mentioned in Chart-7.

Chart 7:l-

HEAD OF NEWS DEPARTMENT - City Editor

- Managing Editor

- News Editor

- Finance / Business Editor

- Sports Editor

- Society Editor

- Radio / TV Editor

- Individual Beats Editor

- Editorial Writer

- Sunday Editor

- Columnists

- Commercial Editor

City editor, Managing editor, News editor, Business editor,

Sports editor and other editor and other editors are head of their own
departments. Some times these departments are called section and sub
section of Print Media Industry.
 92

Outlines of Printing Technology : Outlines of Printing Technology is

showed in chart-8.

Chart-8

COMPOSING ROOM

Hand Composing Machine Type Setting Modern Printing Method

Hand Compositor Lino-type Operator Photo type setter

Proof Reader Photo setting operator Proof Reader

Lock-up Man Monotype Key board Operator Offset Printer

Distributor Monotype Caster

Machine Operator

Rotogravure Method Other Methods

Rotogravure setter Photo Engraving

Screen Printer Lithography

Type Casting

Photo Cropping
Hand composing Machine type setting, Photo type setting, Roto
type setting, Lithography and Offset printing organization is
presented in above mentioned chart.
 93

Human resource management various aspect

Printing of Newspaper is a continuous and regular activity.
Print media is a unique industry because in newspaper industry
employees have to observe strict time schedule.
Various aspects performed by human resource management
are as follows :-
(1) Managerial functions : These are –
(a) Planning
(b) Organisaing
(c) Directing and
(d) Controlling
(2) Operative functions : This includes
(a) Employment (Job Analysis)
(b) Requirement
(c) Selection
(d) Placement
(e) Induction and
(f) Orientation
(3) Human Resource Development – It includes
(a) Performance appraisal
(b) Training
(c) Transfer
(d) Promotion and
(e) Demotion etc.
(4) Service Conditions – This aspect is an important one and
includes –
(a) Various wage commission recommendations
(b) Fringe benefits.