| dc.description.abstract | The media industry internationally is going through a turbulent change. In the wake of 21st century changes in almost every sector of life, the media industry is affected as any other business industry. Political, economic, socio-cultural, and technological changes require managers across industries, including the media, to navigate changing internal and external environments and maximize their organizations’ effect on and success in society. Bangladesh, a relatively new country on the world map, has seen much economic growth in recent years, with a steady GDP growth of 7%. This growth has been projected to span all business sectors, especially industries based on and utilizing the benefits of digital technologies. The media industry in Bangladesh is thriving, with both new media outlets and traditional media organizations trying to keep up with the challenges and opportunities presented by changes in internal and external environments. Traditionally, the Bangladeshi media scenario was dominated by legacy mainstream media that were managed by people who value control and stability. However, new media outlets and the managers who lead those organizations are leaning towards innovation and creativity to maximize their impact and organizational success. This creates differences in management approaches between these two industries in Bangladesh. By utilizing the Competing Values Framework (CVF) proposed by Quinn (1984), this research identifies the managerial competencies applicable to traditional media managers and those implemented by their counterparts in non-traditional media organizations in Bangladesh. It also delineates how those two approaches are similar and different and how that affects management of these organizations. | en_US |
