American Journal Of Philological Sciences
375
https://theusajournals.com/index.php/ajps
VOLUME
Vol.05 Issue05 2025
PAGE NO.
375-377
10.37547/ajps/Volume05Issue05-100
The
Сontemporary Landscape
and Challenges of
Television and Radio Channel Management
Sadokat MAKHSUMOVA
PhD, Associate Professor, Uzbekistan
Received:
31 March 2025;
Accepted:
29 April 2025;
Published:
31 May 2025
Abstract:
This article explores the recent transformations in the management of television channels, which occupy
a central position within the mass media system. It emphasizes the correlation between ownership structures and
management approaches, and examines the evolving demands placed on modern broadcast administration.
Keywords:
Media management, mass media, television channels, creative process, journalism, media system,
audience, media analysis, media research, programming, editorial team.
Introduction:
Television has long held a dedicated
audience, serving as both a mirror of society and,
initially,
a
primary
means
of
information
dissemination
—
later evolving into a source of
entertainment. However, in today’s digital age,
television faces a powerful competitor: the internet.
This shift has compelled broadcasters to enhance and
streamline both creative and production processes in
order to maintain viewer engagement.
Television as a medium of mass communication
performs a variety of essential functions, including the
dissemination
of
information,
observation,
interpretation,
connectivity,
recreation,
and
interactivity. Nonetheless, within the national media
landscape, many television channels fail to fully
implement these functions. Observations indicate that
the more a channel captures and retains viewer
interest, the higher its ratings and revenue tend to be.
Ratings are typically calculated as a percentage based
on a
verage viewership. A channel’s rating is a crucial
metric, as advertisers prefer to invest in high-
performing programs and networks.
Therefore,
continuous
improvement
in
the
organization and management of creative production
processes is essential for television and radio
broadcasters seeking to remain competitive and
relevant in the evolving media environment.
Identifying Target Audiences to Increase Ratings and
Viewer Engagement
To increase television ratings and attract greater viewer
attention, it is essential to identify the target audience
in advance. Currently, the primary target demographic
is composed of individuals aged 20 to 40. However,
analytical data indicates that a significant portion of
loyal viewers are aged 40 and above. Therefore, in the
planning process, it is advisable to consider the
interests and preferences of this older demographic.
This includes programming that is comforting,
discussion-based, or socially engaging.
Regardless of the type of program
—
whether it be
news, talk shows, or educational initiatives
—
there are
several critical stages that must be completed prior to
broadcast. These include the pre-production phase
where the concept is developed, the production
process itself, and the post-production and broadcast
phases. The duration of each phase depends on the
length and topic of the program. For instance, a news
segment can be produced within a few hours.
The conceptualization stage often involves the bulk of
the creative work. This phase begins with idea
generation, which may come from one or several
content creators. However, like any editorial
department, television channels also implement their
own distinctive management structures.
According to data presented by Owler.com, among the
world’s leading media companies, Fox N
ews ranks first
in management performance, followed by NBC News
and BBC News. Despite the fact that the BBC is the
American Journal Of Philological Sciences
376
https://theusajournals.com/index.php/ajps
American Journal Of Philological Sciences (ISSN
–
2771-2273)
largest media organization in terms of revenue and
number of employees
—
with 19,572 staff compared to
Fox News' 1,783
—
it reportedly suffers from certain
managerial inefficiencies. For example, management
effectiveness scores show Fox News leadership rated at
80 points, while BBC leadership received 67.
In Uzbekistan, such comparative analyses are not
commonly conducted. Television channel ratings are
generally determined by viewership data or public
opinion surveys. This illustrates that a media outlet's
commercial success is not always directly tied to its
organizational structure.
What is notable is that television across the globe is
transitioning toward a new format
—
internet-based
platforms. A study conducted by Campaign UK revealed
that between 2018 and 2019, advertising viewership
among the 16
–
34 age group declined by 1.5%. In
contrast, online platforms offer more affordable and
convenient subscription options for viewers. For
instance, subscribing to Netflix or Amazon Prime costs
roughly half as much as traditional television packages.
Nevertheless, according to analysts at Thinkbox,
traditional television still retains a sizable audience. A
majority of UK viewers aged 16 to 34 still watch three-
quarters of their advertisements via television.
However, other studies show that between 2010 and
2019, television viewership among people under the
age of 25 in the UK dropped by nearly 50%. These
trends highlight the urgent need for structural,
organizational, and creative reforms in television
broadcasting.
A Public Opinion Survey on Uzbekistan's Most Popular
Television Channels and Viewer Preferences
In March 2020, the national movement Yuksalish
conducted a public opinion survey across Uzbekistan to
identify the most popular national television sources
and broadcasting formats. A total of 6,467 citizens
participated in the survey, representing various age
groups and professional backgrounds from both urban
and rural areas.
The survey aimed to assess the population’s interest in
socio-political
and
informational
television
programming, measure the effectiveness of news
dissemination to broader audiences, and gauge public
attitudes toward programming aired on both public
and private television channels.
Approximately half of the respondents cited lack of
time (24.7%) and a preference for using mobile phones
as their main source of information (24.5%) as reasons
for not watching television. Other respondents
mentioned a lack of interest in TV content,
misinformation, and excessive propaganda or
advertising
as
factors
contributing
to
their
disengagement.
As part of the study, participants were presented with
a list of 18 public and private national television
channels, along with options such as regional
broadcasters and the response “I do not watch national
television at all.” Based on the responses, a ranking of
the most-watched national TV channels was compiled.
Interestingly, the top five positions in this ranking were
exclusively occupied by private television channels:
1.
Zo‘r TV –
11.8%
2.
Sevimli TV
–
9.6%
3.
My5
–
9.4%
4.
Milliy TV
–
6.9%
5.
Futbol TV
–
6.8%
When asked about what types of programs were
lacking on national television, respondents emphasized
the need for more socially relevant investigative
reports, socio-political talk shows, entertainment
content, and reality television formats.
What stood out in the results was the consistently
lower ranking of state-run channels. To better
understand the reasons behind this, an in-depth
analysis was conducted focusing on the structure,
operations, and management model of state
broadcasters. The study specifically examined the
activities of Uzbekistan National Television and Radio
Company (MTRK).
The Uzbekistan channel is funded through the state
budget, sponsorships, advertising revenue, and other
sources not prohibited by law. The channel operates
under the umbrella of the National Television and
Radio Company (MTRK), and it is responsible for
proposing editorial concepts and organizational
structures, which must be submitted for approval to
MTRK along with budgetary and technical resource
requirements.
The director of the Uzbekistan channel serves as the
sole executive authority and is appointed
—
and
dismissed
—
by MTRK. The director oversees the
creative operations of the channel and ensures the
professional quality of its programming. The director
also defines the responsibilities of employees,
approves internal work regulations, appoints and
dismisses staff, and determines salaries and disciplinary
measures in accordance with established procedures.
The Uzbekistan National Television and Radio Company
(MTRK) operates a comprehensive media network
encompassing
television
channels
such
as
“O‘zbekiston,” “Oila,” “O‘zbekiston Tarixi,” and the
“O‘zbekiston” radio station. The organizational
American Journal Of Philological Sciences
377
https://theusajournals.com/index.php/ajps
American Journal Of Philological Sciences (ISSN
–
2771-2273)
structure is headed by a Director and five Deputy
Directors, each overseeing specific departments:
1.
First Deputy Director
2.
Deputy Director for Economic Affairs
3.
Deputy Director for Radio
4.
Directors of the “Oila” and “O‘zbekiston Tarixi”
channels
According to the “Position Instruction,” the Deputy
Director of the “O‘zbekiston” TV and radio company is
responsible for executing specific functions assigned by
the Director. In the Director's absence, the Deputy
Director assumes their duties.
An independent editorial and artistic council evaluates
the quality and standards of programs. Its members
and procedures are approved by the Chairman of MTRK
based on the Director's recommendations. The
Director leads this council.
MTRK's operations are carried out by permanent staff
and individuals employed under fixed-term or contract
agreements, with compensation in accordance with
Uzbekistan's labor laws. The number of employees and
their salaries are determined by MTRK within legal
frameworks.
The
First
Deputy
Director
coordinates
the
organizational and creative aspects of program
preparation and contributes to shaping the channel's
operational concept. They also participate in
developing strategic plans, including calendar-themes
and production-financial schedules.
Collaboration among creative and technical personnel
is crucial for program quality. The creative team
includes editors, directors, operators, editors, sound
directors, assistant directors, and assistant operators.
Administrative and technical support is provided by
staff handling organizational issues and computer
services.
The “Oila” channel comprises two editorial
departments: “Cultural
-
Educational” and “Recreation,”
operating in both Uzbek and Russian languages. The
channel develops an annual creative concept and a
program schedule, approved by the Director. Staff
recruitment and termination are managed by the
Director, with candidates subject to testing and
recommendations.
Financially, the “Oila” and “O‘zbekiston Tarixi”
channels receive 100% of their funding from the state,
while the “O‘zbekiston” TV and radio company receives
50% state funding. The remaining 50% is generated
through advertising, commercial programs, and
sponsorships. For instance, programs like “Assalom,
O‘zbekiston!” and “Oydin Hayot” are being developed
with dedicated commercial segments. Since 2020, an
individualized approach system has been implemented
for each advertiser, offering discounts to regular
partners to strengthen collaborations and increase the
number of advertisers.
The editorial structure has evolved, with the “Yangi
Jamiyat” editorial office replaced by “Do‘stlik” in 2020
and “Jamoatchilik” in 2019.
Traditional television channels worldwide are
transitioning to online formats. Uzbekistan's existing
channels are encouraged to enhance the quality of
online content. Some private channels, like “Sevimli,”
have successfully monetized through platforms like
YouTube. National channels must adapt to changing
times; otherwise, they risk losing their position in the
media landscape.
REFERENCES
Yuksalish Nationwide Movement. (2020). Public
Opinion Survey on Popular TV Formats and Sources in
Uzbekistan. Tashkent: Yuksalish NGO.
Uzbekistan National Television and Radio Company
(MTRK).
(2020).
Organizational
Charter
and
Operational Guidelines. Internal documentation.
Cabinet of Ministers of the Republic of Uzbekistan.
(2019). Regulations on the Structure and Function of
State Unit Enterprises. Government Decree No. 247.
Uzbek
Agency
of
Information
and
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Communications. (2021). Annual Report on Media
Landscape in Uzbekistan.
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Sevimli TV Channel. (Accessed
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https://www.youtube.com/c/SevimliTV
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