Chapter 2: Station Management
Overview
Chapter 2 discusses the organizational structure of radio stations, and how the chain of command works.
Topics in this chapter include: Corporate broadcasting groups and clusters of stations, the nature of the
business, the manager as chief collaborator, what makes a manager, the manager’s duties and
Student Objectives
xLearn the hierarchal structure of the workplace as applied to radio stations.
xDevelop understanding of the specific responsibilities of various management positions.
xUnderstand how a systematic approach to management creates crisis and conflict resolution.
xLearn different management styles.
Key Words
Theory X, Y, and Z, Programming, Program Director, Operations Manager, Station Manager, Sales
Manager, Traffic Manager, Chief Engineer, AFTRA, NAB/ RAB, FCC
Discussion Topics
xMake clear to the students that there are a wide variety of positions to consider in radio other than
on-air.
xExplain job titles which are specific and unique to radio stations.
xUse role-playing to develop understanding of organizational structure in management.
Class Activities
xUsing an organizational chart, illustrate the various combinations of positions and delegations of
authority existing in today’s station organization. Then have students fill in the positions on a blank
flow chart. (See PowerPoint and PDF files for this exercise.)
xAssign students to take on the following management jobs: Station Manager, Operations Manager,
Sales Manager, Program Director, Business Manager, and Chief Engineer. Each student will then do
a presentation and explain the duties and responsibilities of their positions.
Assignments
xAsk students to listen carefully to their favorite station for a two-hour period. Have them compile a
list of each aspect of the air product they hear, allocating each to the area (Operations, Programming,
Sales, Engineering) that would have responsibility. For example, music is Programming,
commercials are Sales, sound quality is Engineering, news is Programming, etc. Have them
QUIZ: Chapter 2: Station Management
1. The managers of small market radio stations can usually count on air personalities to:
__ a. stay with the station for a long time
__ b. leave for a better position with another station
__ c. move into sales
__ d. move up into management
2. Which management style is most prevalent in radio today?
__ a. X: The authoritarian approach
__ b. Y: The collaborative approach
__ c. Z: The hybrid of both X and Y
__d. The Darwinian approach
3. Many radio station managers are promoted from which department?
__ a. Sales
__ b. Business management
__ c. Programming
__ d. Legal and technical
4. Station managers are often most concerned with what outside influence?
__ a. The evolution of new music formats
__ b. The corporate policies affecting budgets
__ c. The Federal Communications Commission’s oversight
__ d. The creating new revenues from local advertising sales
5. A primary objective for a station manager is to:
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__ c. operate in a manneUWKDWJHQHUDWHVWKHPRVWSUR¿W
__ d. to ensure a lot of turnover in the air staff
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__ a. All the rules and laws concerning areas that impact human resources
__ b. Guidelines for the sales department
__ c. Music and programming guidelines
__ d. FCC rules and regulations
7. When several stations owned by the same company are clustered together in one location,
what effect does this have on management?
__ a. A team of managers for the whole cluster
__ b. Managers at the corporate level at the home office
__ c. More managers at each station within the cluster
__ d. A lot of turnover in the air staff
8. This job position is often second only to the general manager in noncluster operations:
__ a. program director
__ b. sales manager
__ c. operations director
__ d. business manager
9. What qualities do managers try to avoid when hiring staff?
__ a. Individuals with fragile or oversized egos
__ b. Ambition and a positive attitude
__ c. Competitiveness and determination
__ d. Stability and reliability
10. What effect did the FCC’s deregulation in the early 1980s have on radio’s involvement in
community affairs?
__ a. Ascertainment procedures have all but been eliminated
__ b. A station may virtually divorce itself from the concerns of the community
__ c. Involvement in community affairs is mainly an opportunity to enhance advertising
revenues
__ d. Stations should only involve themselves in community affairs in very small markets
11. The FCC base forfeiture amount or fine for broadcasting “indecent/obscene” material is:
__ a. $12,500
__ b. $20,000
__ c. $7,000
__ d. $50,000
12. Who is responsible for operating the station within the regulations established by the FCC?
__ a. The program director
__ b. The general manager
__ c. The chief engineer
__ d. The operations manager
13. If an inspection by the FCC finds violations and deficiencies, the station will be:
__ a. forced to cease operations
__ b. given a time frame to correct the problems
__ c. made to lose their license to operate
__ d. forced to fire the person responsible for the violations
14. The union which represents announcers is:
__ a. IBEW
__ b. AFTRA
__ c. NABET
__ d. SAG
15. Which industry organization is designed to serve as the sales and marketing arm of
America’s commercial radio industry?
__ a. RAB
__ b. NAB
__ c. NAFTA
__ d. RTNDA
ANSWER SHEET
Chapter 2: Essay Questions
1. Can the managers of small market radio stations usually count on air personalities staying with the
station for a long time?
2. Which management style is most prevalent in radio today?
3. Many radio station managers are promoted from which department?
4. Station managers are often most concerned with what outside influence?
5. A primary objective for a station manager is to:
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7. When several stations owned by the same company are clustered together in one location, what
effect does this have on the staff?
8. ‘H¿QHWKHMREGHVFULSWLRQWKHoperations manager.
9. Who is ultimately responsible for protecting the license?
10. What effect did the FCC’s deregulation in the early 1980s have on radio’s involvement in
community affairs?
11. According to the text, how much is WKH)&&¿QHIRUbroadcasting “indecent/obscene”?
Chapter 2: Essay Question Answers
1. Can the managers of small market radio stations usually count on air personalities staying with the
station for a long time?
No. The deejays have come to WXXX to begin their broadcasting careers with plans to gain
2. Which management style is most prevalent in radio today?
Z: The hybrid of both X and Y. The authoritarian approach to management implies that the
general manager makes all of the policy decisions. The collaborative approach allows the
3. Many radio station managers are promoted from which department?
Sales: Many radio station managers are recruited from the sales area rather than
4. Station managers are often most concerned with what outside influence?
The FCC. Station managers, unlike the heads of most other enterprises, have had to conform
to the dictates and whims of a federal agency specifically conceived for the purpose of
5. A primary objective for a station manager is to:
A primary objective of the station manager is to operate in a manner that generates the most
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All the rules and laws concerning areas that impact human resources. Have an attorney
7. When several stations owned by the same company are clustered together in one location, what
effect does this have on the staff?
8. ‘H¿QHWKHMREGHVFULSWLRQWKHoperations manager.
In noncluster operations, this person is second only to the general manager in level of
9. Who is ultimately responsible for protecting the license?
The station manager is ultimately responsible for protecting the license. Title 47, Part 73, of
10. What effect did the FCC’s deregulation in the early 1980s have on radio’s involvement in
community affairs?
In the early 1980s, the FCC reduced the extent to which radio stations must become involved
11. According to the text, how much is WKH)&&¿QHIRUbroadcasting “indecent/obscene” material?
The fine is $7,000. The FCC lists its fines in 47 CFR 1.80, and here are some examples of the
base forfeiture amounts that can be decreased and/or increased at the commission’s
discretion per incident:
a. Broadcasting telephone conversations without authorization: $4,000
b. Unauthorized substantial transfer of control: $8,000