for the Board to exercise this role in a fairly active way and for its members to have broad- ranging expertise in areas such as mass communications, business management, marketing, and management systems.
2.11.2 Specifically, we suggest that the Board meet on a monthly basis during the first year or two after RTHKC is launched, and that it follow a clear agenda of plan and budget reviews and discussions of critical issues. For example, it might take a fresh look at TV programme priorities or radio's target audience and channel mix, and might evaluate options to manage RTHKC's cost structure. Several subcommittees of the Board might be formed for instance, to work with management in studying commercialisation opportunities or information systems implementation.
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2.12 This new structure is in effect the skeleton of RTHKC's organisation. It must be complemented by key changes in management systems, personnel management, and the management style and values that drive the organisation. The next section outlines these additional elements that will help to "put flesh on the bones" of the RTHKC organisation.
3- SUPPORTING ORGANISATIONAL CHANGES
3.1 Substantially upgraded systems, significantly fewer but more skilled staff, and an entrepreneurial, businesslike management style will be essential to launch RTHKC.
MANAGEMENT SYSTEMS
3.2
RTHKC management will need more systematic planning, budgeting, and control processes to help produce distinctive programmes on a cost-effective basis. Because television is a high-cost, resource-intensive medium compared with radio, the two divisions will require different systems. For RTHKC as a whole, a range of new financial and administrative systems are necessary, and an overall marketing plan must be developed
(Exhibit 7).
3.3 In the TV Division, highest priority should be given to establishing a planning, budgeting, and control system for individual programmes. While some elements of such a
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