全媒体背景下报业集团的组织变革研究
发布时间：2019-01-03 14:31
【摘要】：当前我国媒介传播技术发生着日新月异的变化,网络用户、手机等移动终端用户规模越来越大。新兴媒体的蓬勃发展大力冲击了传统媒体市场,传媒业进入了新阶段——传统媒体与新媒体融合发展的全媒体时代。受众的骤减大大降低了传统媒体的舆论影响力和经营收益,使传统媒体面临着严峻的生存危机。报业集团是我国传统媒体的典型代表,纷纷将全媒体转型作为组织变革的战略目标。在现阶段,报业集团进行组织变革是具有一定优势的。传播技术的不断更新发展为组织进行全媒体方向的变革提供了技术支撑;用户对信息的差异化需求是组织变革的外在动力;国家、媒体行业各项政策措施为组织变革提供了良好的政策环境;传统媒体与新兴媒体的定位日益明朗。同时,从近些年报业集团组织变革的实践探索来看,也面临着难以打破体制束缚、改革成本高、缺乏动力机制、改革措施不到位等困境。纵观国内报业集团组织变革的探索实践之路主要可以分为两种模式:一是组织变革的初级模式——报网互动模式,二是高级模式——整体布局模式。报网互动模式是报业集团内传统媒体与新兴媒体的浅层互动,是一种过渡性模式,在组织原有的架构体系之下生长,必然带有自身的局限性。以广州日报报业集团的组织变革为典型。在整体布局模式中,报业集团的组织变革是一种结构性融合,从组织结构、协作机制到市场布局架构,都实现全面深度的融合,以解放日报报业集团、烟台日报报业集团全媒体组织变革为典型。国内报业集团要实现组织全媒体转型的战略目标,必须从组织流程、组织结构、组织人员、组织文化等四个方面进行全面、彻底的变革。通过建立数字技术平台、打造全新生产流程、构建产业价值链实现组织流程变革;建立扁平化、灵活性强的组织架构,灵活运用虚拟组织形式;打造全媒体人才队伍,灌输全媒体思维,完善和建立人才保障机制;在集团内树立全媒体转型的共同愿景,创建“以人为本”的核心价值观,营造学习型、创新型、包容型的组织文化。
[Abstract]:At present, the media communication technology in our country is changing with each passing day, and the scale of mobile terminal users such as network users, mobile phones is becoming larger and larger. The booming development of the new media has greatly impacted the traditional media market, and the media industry has entered a new stage-the all-media era in which traditional media and new media merge and develop. The sharp decrease of the audience greatly reduces the influence of public opinion and the operating income of the traditional media, which makes the traditional media face a severe survival crisis. Newspaper Group is a typical representative of traditional media in China, which regards the transformation of all media as the strategic goal of organizational change. At this stage, the newspaper group for organizational change is a certain advantage. The continuous updating and development of communication technology provide technical support for the organization to carry out the change of the whole media direction, the users' demand for information differentiation is the external motive force of the organization change. The policies and measures of the media industry provide a good policy environment for the organizational change, and the orientation of the traditional media and the emerging media is becoming clearer. At the same time, from the practical exploration of the organization reform of newspaper group in recent years, it is difficult to break the shackles of the system, the reform cost is high, the power mechanism is lacking, the reform measures are not in place and so on. The way to explore and practice the organizational change of newspaper groups in China can be divided into two modes: one is the primary mode of organizational change, the other is the interactive mode of newspaper and net, the second is the high-level model-the overall layout model. The interactive mode of newspaper and net is the shallow interaction between the traditional media and the emerging media in the newspaper group. It is a transitional mode. It must have its own limitations to grow under the original structure system of the organization. Guangzhou Daily newspaper Group as a typical organizational change. In the overall layout model, the organizational change of the newspaper group is a kind of structural integration, from the organizational structure, the cooperation mechanism to the market layout structure, the overall and deep integration is realized in order to liberate the daily newspaper group. Yantai daily newspaper group all media organization reform is typical. In order to realize the strategic goal of organizing the transformation of the whole media, the domestic newspaper group must make a comprehensive and thorough reform from four aspects: organizational process, organizational structure, organizational personnel and organizational culture. Through the establishment of digital technology platform, to create a new production process, to build an industrial value chain to achieve organizational process change, to establish a flat, flexible organizational structure, flexible use of virtual organization form; Build the whole media talent team, inculcate the whole media thinking, perfect and establish the talent guarantee mechanism; Set up the common vision of the transformation of the whole media in the group, create the core values of "people-oriented", create a learning-type, innovative and inclusive organizational culture.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：G219.2
[Abstract]:At present, the media communication technology in our country is changing with each passing day, and the scale of mobile terminal users such as network users, mobile phones is becoming larger and larger. The booming development of the new media has greatly impacted the traditional media market, and the media industry has entered a new stage-the all-media era in which traditional media and new media merge and develop. The sharp decrease of the audience greatly reduces the influence of public opinion and the operating income of the traditional media, which makes the traditional media face a severe survival crisis. Newspaper Group is a typical representative of traditional media in China, which regards the transformation of all media as the strategic goal of organizational change. At this stage, the newspaper group for organizational change is a certain advantage. The continuous updating and development of communication technology provide technical support for the organization to carry out the change of the whole media direction, the users' demand for information differentiation is the external motive force of the organization change. The policies and measures of the media industry provide a good policy environment for the organizational change, and the orientation of the traditional media and the emerging media is becoming clearer. At the same time, from the practical exploration of the organization reform of newspaper group in recent years, it is difficult to break the shackles of the system, the reform cost is high, the power mechanism is lacking, the reform measures are not in place and so on. The way to explore and practice the organizational change of newspaper groups in China can be divided into two modes: one is the primary mode of organizational change, the other is the interactive mode of newspaper and net, the second is the high-level model-the overall layout model. The interactive mode of newspaper and net is the shallow interaction between the traditional media and the emerging media in the newspaper group. It is a transitional mode. It must have its own limitations to grow under the original structure system of the organization. Guangzhou Daily newspaper Group as a typical organizational change. In the overall layout model, the organizational change of the newspaper group is a kind of structural integration, from the organizational structure, the cooperation mechanism to the market layout structure, the overall and deep integration is realized in order to liberate the daily newspaper group. Yantai daily newspaper group all media organization reform is typical. In order to realize the strategic goal of organizing the transformation of the whole media, the domestic newspaper group must make a comprehensive and thorough reform from four aspects: organizational process, organizational structure, organizational personnel and organizational culture. Through the establishment of digital technology platform, to create a new production process, to build an industrial value chain to achieve organizational process change, to establish a flat, flexible organizational structure, flexible use of virtual organization form; Build the whole media talent team, inculcate the whole media thinking, perfect and establish the talent guarantee mechanism; Set up the common vision of the transformation of the whole media in the group, create the core values of "people-oriented", create a learning-type, innovative and inclusive organizational culture.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：G219.2
【参考文献】
相关期刊论文 前10条
1 孙李苗;;移动直播,传统媒体融合转型的新契机[J];传媒观察;2017年02期
2 顾雷鸣;;坚持政治家办报 提高党报传播力引导力——深入学习贯彻习近平总书记“2·19”重要讲话精神[J];传媒观察;2016年06期
3 庄传伟;;融媒时代的媒体经营与思考[J];传媒观察;2016年06期
4 周跃敏;;新华报业两会报道:践行总书记讲话精神的一次生动实践[J];传媒观察;2016年05期
5 田梅;张晓东;;众媒时代,传统媒体集团如何抢占融合“交汇点”[J];传媒观察;2016年01期
6 周跃敏;;报业集团如何布局全媒体[J];中国记者;2014年06期
7 周跃敏;;全媒体融合·全方位出击·全时段播报——新华报业全媒体聚焦两会的践与思[J];新闻战线;2014年04期
8 佘世红;;试论全媒体转型背景下报业集团组织再造[J];中国出版;2013年06期
9 柳剑能;;中国报业全媒体转型的三大路径[J];传媒;2013年03期
10 王纲;;报业集团全媒体转型的路径选择[J];传媒;2012年02期
相关硕士学位论文 前1条
1 张r，
本文编号：2399507
本文链接：https://www.wllwen.com/xinwenchuanbolunwen/2399507.html
