1.

0 Introduction
1.1 Broadcasting
Broadcasting is the distribution of audio or video content or other message to
an audience that is spread through any medium of mass communication electronics,
but usually uses the electromagnetic spectrum (radio waves), in one-many model.
Starting with AM radio broadcasting, which used popular in the 1920s with the spread
of the vacuum tube radio transmitter and receiver. Previously, all forms of electronic
communication (initial radio, telephone, and telegraph) is one-to-one, with a message
intended for a single recipient. Broadcasting terms, borrowed from the method of
sowing seeds in the field of agriculture with widely throw, created by KDKA manager
Frank Conrad or a history buff George Clark RCA around 1920 to distinguish this new
activity "one-to-many" communication; A single radio station that transmits to a wide
audience. As a verb broadcasting also can be define as to send a signal to the program
or are intended to be received by the public through radio, television, or in the same
way. As a noun, radio, television, or other program that is accepted by the public
through the delivery.

1.2 Importance of Effective Management in Broadcasting Industry

Management is a universal phenomenon. It is a term that is very popular and

widely used. All organizations such as business, political, cultural or social
involvement in management because it is the management that assist and guide efforts
towards a definite goal. According to Harold Koontz, "Management is the art of
getting something done through and with people in a formally organized group. This is
art to create an environment where people can do and individuals and can work
together towards the achievement of group goals." According to F.W Taylor,
"Management is an art to know what to do, when done and see that it is done in the
best and least cost way". Leadership and effective management involves creative
problem solving, encourage employees and ensure the organization achieve its goals
and objectives. There are some importance of effective management in broadcasting
industry. There are five management and leadership functions: planning, organizing,
staffing, coordinating and controlling. This function separates management processes.

The management planning function controls all planning that enables the
organization to run smoothly. Planning involves defining goals and determining the
most effective actions to achieve those goals. Typically, the design involves a
 concession, because the designer must coordinate with all levels of management in the
broadcasting organization. Planning also involves knowledge about the resources and
objectives of the company's future. Management control functions are useful to ensure
that all other organizational functions are in place and operating successfully.
Regulation involves setting performance standards and monitoring performance to
ensure worker output per worker meets those standards. The escalation process often
leads to the identification of the conditions and problems that need to be addressed by
creating new performance standards. Performance levels affect the success of all
aspects of the organization.

The leadership organizer's function controls the overall structure of the

company. The organizational structure is the foundation of a company; without this
structure, the daily operation of the business to be difficult and not successful. The
organization involves duties and responsibilities assigned to employees with specific
skill sets needed to complete the task. The organization also involves the development
of an organizational structure and chain of command within the company. Effective
management assists to achieve goals in broadcasting industry. It manages the factors
of production, installing and organizing resources, integrating resources in an effective
way to achieve the goal. It directs the group's efforts towards achieving the goals set.
By defining the organization's objectives clearly there will be no waste of time, money
and effort. Management converts irregular sources of men, machines, money and
others into useful companies. These resources are coordinated, directed and controlled
in such a way that the company strives to achieve its goals.

2.0 Broadcasting Company

Broadcast in Malaysia beginning with the formation of the Amateur Radio Station
Kuala Lumpur (Lars) in 1930 began to publish the program for 2 hours three times a week. In
1940, the British Broadcasting Malaya has been part of the British Ministry of Information
and Broadcasting Authority known as Malaya. At the date of the historic on 6 September
1963, when Malaysia published the word "Radio" or "Radio" and then transferred to another
big step in television services that began with a series of TV Channel 5 TV Malaysia, in
Kuala Lumpur. Operation of radio and television broadcasting officially merged and stored
under the jurisdiction of the Ministry of Information. The first private commercial
broadcasting stations established in June 1984 by System Television Malaysia Berhad (TMB)
is named as TV3. This is the decade of privatization. Starting with the new administration of
former transition. Dr. Mahathir Mohamad. The new administration has strengthened the
establishment of private radio and broadcasting stations such as TV3, NTV7 which is free
from air-broadcast and ASTRO subscriber satellite stations began on 1996 (Radio Television
Malaysia, 1989).

2.1 Company Background: ASTRO

MEASAT Broadcast Network Systems Sdn.Bhd better known as ASTRO is a Pay TV

Malaysia (DBS) direct satellite service. It sends digital satellite television and radio services
to households in Malaysia and Brunei and has operations in the All Broadcast Centre in Bukit
Jalil, Kuala Lumpur and Cyberjaya MEASAT. ASTRO has been granted an exclusive license
as the sole provider of Baby TV to the Malaysian federal government until 2022. Until then, it
will be the only one DBS provider in Malaysia. It competes with HyppTV, TM's IPTV
service. ASTRO Malaysia Holdings Berhad is also a leading consumer entertainment media
group in Malaysia and Southeast Asia with operations in four key business areas: Pay-TV,
Radio, Publications and Digital Media. With a customer base of 4.2 million residential
customers or approximately 60% penetration of Malaysian TV households, ASTRO offers
172 TV channels, including 40 HD channels, transmitted via satellite direct to home TV,
IPTV and OTT platforms. ASTRO provides HD, 3D, PVR, VOD and IPTV services through
ASTRO, ASTRO B.yond and travel. Fulfilling his promise to bridge the digital divide for all
Malaysia, ASTRO introduces NJOI as DTH satellite TV services is the entry-level and non-
subscription-based satellite TV first state, offering 22 TV and 20 radio channels. ASTRO
Radio is among the highest rating stations in Malaysia in all major languages and available on
both land and digital channels, reaching approximately 12.6 million weekly listeners. Arm
involved in digital publishing, applications and digital platforms as well as an entertainment
and lifestyle magazines locally.
 Tan Sri Ananda Krishnan, issued a license in 1995 to handle MEASAT. MEASAT
subsequently launched ASTRO, Malaysia's live satellite digital service. He is estimated to
have net worth more than US $ 7.4 billion. Malaysia's private FM station exhibits the same
pattern of ownership as television, and is largely controlled by Ananda Krishnan. Five of
these seven stations are owned by Airtime and Programming Management Sdn. Bhd. (AMP).
AMP also operates four "FM" services only available via digital live broadcast satellite
(ASTRO). AMP is also part of Krishnan's ASTRO. Not forgetting that Ananda Krishnan also
has control over Binariang Bhd's telecommunication company which has two Measat-1,
Measat-2 satellites and now Maxis Communications Berhad (S) (Shriver, 2003). After
launching the MEASAT-1 satellite as part of Malaysia's space commercialization, ASTRO
began broadcasting in 1996 with twenty-two early radio bells and eight radio channels, which
are its own channel (Astro All Asia Networks, 2011).

ASTRO won the 'Gold' award in the Media and Entertainment category at the Putra
Brand Awards for 5 consecutive years from 2010 to 2014, including the 'Year's Brand' award
in 2012 and the 'Brand Icon' award in 2013. ASTRO CSR projects have been recognized by
the International Business Awards (BAS) for the third year in a row. ASTRO is named the
winner of the Stevie Silver Award in 2014 IBA for the Corporate Social Responsibility
Program category (Asia, Australia and New Zealand) for Astro Kasih and EkoVillage
projects. In 2013 and 2012, ASTRO 'Beautiful Malaysia: Longest Underwater Clean Up'
projects and 'Astro Kasih Hostel' were awarded with the Silver Stevie Award. This award is
in recognition of Astro's efforts to exemplify innovation, quality and a strong corporate
responsibility.

Now ASTRO lead the broadcasting industry in Malaysia and indirectly, ASTRO
entertainment has been established to create a reality show and develop the national film
industry. Filling of channels and programs available from ASTRO is an excellent information.
The goal of the company is to provide technology advancement to every user to experience
the changing times. Technological advancement from Astro's party is capable of delivering
high-quality digital images. The company also has the goal to expand its market to all corners
of the country with a rate of 80 per cent of customers use ASTRO services by 2017.
2.2 COMPANY OBJECTIVES

The objectives of ASTRO is to make best use of its shareholders worth by means of
increasing the size of its business by devoting and providing new opportunities in the media
production internationally in order to get sustained growth in revenues with a view of early
cash flow generation. Organization is currently in search of the new ways to boost its
contribution mostly in the under- penetrated economies which would have an advantage from
the estimated liberalization in the media production industries and has the fast phase in the
customer increase section, especially in case at the developing countries where the demand
for media production is increasing at the enormous rate. Its own operational and monetary
aims which are different in terms of diverse business units which the organization is running
in order to make sure that every business focuses and works in order to achieve the major
objectives and goal of the organization as a whole.

2.3 MISSION

It is our mission to establish an organization that will exceed our customers'

expectations in quality, time delivery, troubleshooting, service and cost control. This will be
achieved by continuously improving our processes, our systems and our service with the latest
technological innovations available, as well as focused efforts by our employees. We will
dedicate our resources to our customers and we will reinvest our profits in our business.

We will do our best to promote ourselves from within and help our employees achieve their
full potential through continuous education, training, and achievement recognition.

We will share our success with our employees through the use of bonuses and other incentives
in our overall scheme to empower our employees. We will use our best consultants, who are
our customers, and our employees to continue our mission, and help us decide the facts that
will maximize our chances for success.

Our main focus is Heat Transfer Technology, but we will continue to be opportunistic and
other market considering similar or related. We will be the leader in the development of new
technologies.

2.4 VISION

To create an organization that will exceed customers expectation in quality on time

delivery, problem solving service and cost control.
To provide quality picture and digital sound system is the best to all viewers.
 2.5 ORGANIZATIONAL CHART

BOARD OF DIRECTORS

AUDIT COMMITTEE

CHIEF EXECUTIVE OFFICER (CEO)

CORPORATE SECRETARIAL CORPORATE ASSURANCE

FINANCIAL & RISK CUSTOMER GROUP CONTENT GROUP

MANAGEMANT

CORPORATE FINANCE, TAX, STRATEGY, PRODUCTS & TV

TREASURY & INVESTOR TECHNOLOGY
RELATIONS

STRATEGIC CONTRACTS & BROADCAST & RADIO

PROCUREMENT PRODUCTIONS OPERATION

LEGAL COMMUNICATION DIGITAL

PUBLICATION

REGULATORY HUMAN CAPITAL FILM

COMMUNITY AFFAIRS TALENT

2.0 Types of Management : Behavioural Management Theories: Human Relations
Approach
There are several management theories and behaviour management theories that are
also one of them. At the time of the industrial boom, the overall focus of the manager is to
improve employee efficiency and productivity. How workers feel completely neglected,
managers do not care to see the working conditions. Managers then realized that the
organization was not improved by simply increasing labour efficiency and productivity. Work
environment also affects employee behaviour which ultimately affects overall productivity.
Many people donate their thoughts to organizational behaviour (OB), from which Robert
Owen, Mary Parker Follett, Hugo Munsterberg and Chester Barnard are well-known figures.
Understanding OB also help managers to understand management, motivation, teamwork,
leadership and conflict management with a better way.

2.1 Human Relation Movement

Human relations movement founded by sociologist George Elton Mayo in the 1930s
following a series of experiments known as the Hawthorne studies, which focus on exploring
the relationship between satisfaction / well-being of workers and workplace productivity.
Basically Hawthorne study concludes that when employers take an interest in your employees
and make decisions based on the needs of the natural and psychological makeup, increased
productivity. They also find that people work best when organized into groups, when they can
have effective bilateral communication with their leaders, and when leaders communicate and
share information freely as part of a comprehensive decision-making process. The movement
of human relationships is seen as a trigger of the function of modern human function. Before
the movement of human relations, workers usually seen as replaceable cogs in the
organizational system that puts the ultimate in high output

2.2 Human Resource Approach

The theory of human resources is a general term for the strategy, tactics and
objectives used by business owners and managers to administer policies and procedures
relating to the workers. While specific HR objectives differ between organizations depending
on the needs and composition of their workforce, there are some key objectives that are
generally considered to be important.

Douglas McGregor provides the views of Theory X and Theory Y dichotomy. These
theories tell how the managers make assumptions about the worker and what the impression
of these assumptions on employee behaviour.
Theory X managers assume that employees are always lazy and did not venture to complete
in their appearance; therefore, they need to be rejected. Employees have no or little ambition,
and most focus on their safety needs. Managers of this type of thinking that this assumption is
correct, and they treat employees accordingly.

Theory Y managers assume that workers have the self-control and inadvertently putting less
effort in working. They can be innovative and creative and in a general way, their needs are
higher than the needs fulfilled in the workplace. This type of manager then treat their
subordinates as if their assumption was correct.

2.3 Behavioural Science

Behavioural management theory depends on scientific research to develop a theory of
human behaviour in any work that may help make practical guidelines for employees at the
management level. Overall emphasis on developing useful tools that managers can use to
improve the performance of employees. Behavioural science does not depend on
mathematical certainty, as it is about human behaviour that is very difficult to predict. It does
not conclude that scientific approaches cannot be practical or their findings are less important
in the study of human behaviour in the organization. In that respect, goal setting for the
individual can be the best example, where the individual can be achieved; however, it is not
too easy.

One of the compensation strategies used by ASTRO is to provide stock options to

employees. The employee share option plan is the company's incentive plan where the
company contributes their stock of stocks or cash to be used to purchase the stocks to the trust
set up to purchase the stock of the company stock for the employees. The firm usually makes
this contribution annually proportionately to the amount of workers' compensation, with a
limit of 15% compensation. Trust holds shares in the accounts of individual employees, and
distribute it to employees in retirement, assuming that the person has worked long enough to
acquire ownership of the stock. Many companies use the employee share option scheme to
retain and attract employees, the purpose is to provide employees with incentives to act in a
way that will increase the company's share price. By issuing employee share options as
compensation, an organization can preserve and generate cash flows. Cash flows come when
the organization issuing new shares and receive the exercise price and receive a tax deduction
equal to the fair market value of the shares transferred to the trustee, and also be able to claim
a tax deduction for dividends paid on shares owned by ESO. Employees are not taxed until
they receive distribution from trust, usually on retirement when their rates are lower.
Employee Retirement Income Security Act (ERISA) allow firms to borrow against employee
stock held in trust and then repay the loan in pre-tax of dollars after tax, other tax incentives
for the use of the design.

Employees will have the incentive to work hard for the company because they are the
owners of the stock, so there is a good chance for employees to take more responsibility and
on the performance they are doing more efforts to gain advantage. They would like to put a
goal in front of their own company and be willing to work harder to make their stock options
become more valuable. This places the workers in the ownership position, and they will treat
the business as if they were themselves. This can also help shareholders of the company be
held to diversify their assets by placing some of the company's shares into ESO's trust and
buying other securities that can be marketed for themselves.

Many business owners find that offering stock options to employees increases the
spirit. When employees are given part ownership in the company, they will enjoy working.
They know that their efforts will have a direct impact on their financial situation and will be
more willing to cooperate. Instead of looking at the situation as an employee against an
employer, they will look at the situation as if everyone is working toward the same goal.
Another strategy adopted by ASTRO compensation is performance-based payments. The
ASTRO meritocracy system enables merit enhancement, performance bonuses and
promotional opportunities to be provided to highly-energized players. Performance-related
pay or pay for performance is the money paid to a person connected with a person's work
performance. Performance-based payment (PBP) has been defined as 'transfer of money or
conditional materials when taking measurable action or achieving a defined performance
target' (Eichler 2006). With performance-based payment, the contract was designed in a way
that the objectives of both the principal and the agent are fully aligned. Just as textile factory
workers can be paid for every garment they sell, health care workers or organizations should
be paid for expected outcomes such as every immunized child or successful operation. It is
worth noting that the overall perception of PBP lies in the belief that agents are driven by
financial profits and will find ways to maximize revenue. The rationale for using PBP in
health care is based on the success of such payment schemes in the private sector or business.

In addition, many team workers have a lot of freedom in their daily work. Usually it is
not a regular schedule or supervision. Employees are not behind a desk or in a cube all day,
they interact with potential customers, sometimes in their homes or on the sales floor. If
employees need to plan their day with the appointment of a doctor or a football game,
children are usually free to do so.

3.0 Problem Faced By ASTRO and How They Cope With The Problems
The weakness illustrates the internal disadvantages of the organization where it can be
a hazard to the company if it is not overcome. The weaknesses in this ASTRO organization
can be seen from some of the most important aspects of internal organization. Risk, either
individually or in combination, can significantly affect the Group's financial performance and
should be considered carefully to any forward-looking statements in the Annual Report. The
main risks highlighted and summarized below may not be and are less likely to be
comprehensive.

3.1 MARKET AND COMPETITION

ASTRO recognizes the presence of competition in the TV market and media content in
Malaysia including competitors offering integrated mobile services, TVs and data and other
alternative content providers such as OTT content, online and social channels. Additionally,
there may be competition pressures on TV and Adex Radio sections. The Group is well aware
of the competitive landscape and establishing strategies and appropriate measures to compete
in this environment.

3.2 POLITICAL, LEGAL AND REGULATORY

The Group operates in an industry that is subject to various laws and regulations
implemented by the various governing bodies and the relevant authorities. New laws and
regulations may also be implemented from time to time and recognize that any non-
compliance may have significant adverse effects on the Group's financial and operating
performance. To manage any potential uncertainty, the Board of Directors and management
abreast of all developments related and in constant contact with authorities related and legal
advisors of the Group, and emphasized strict compliance with all applicable laws and
regulations.

3.3 AVAILABILITY OF SERVICES

ASTRO is highly dependent on various systems, including MEASAT-3 and

MEASAT-3a satellites, broadcasting equipment and business systems, to deliver high-quality
services to customers. ASTRO reviews and reviews improve the system and its extension to
minimize service interruption. ASTRO also has two broadcasting centres, two call centres and
an alternative site for its business system that provides backup capacity for delivery and
reconnection purposes. ASTRO reviews its capacity planning to ensure adequate broadcasting
capabilities to meet growth and planning targets. Business continuity planning will be
examined and tested by ASTRO along with appropriate insurance program-to-aim to further
reduce the loss of business.

3.4 ECONOMIC CONDITIONS

Changes in economic conditions, whether global or local level may have an adverse
impact on consumer sentiment and spending, thereby affecting the growth and financial
performance. The Group closely monitors economic conditions and consumer sentiment to
ensure that strategies are optimized to the existing conditions.

3.5 RELIABILITY AND EXPERIENCE OF EXCELLENCE

Local and international content that is attractive to TV viewers is essential to gain and
retain customers. The cost of acquiring or acquiring outside content is increasing, especially
relating to sports and premium content, as well as third-party licensed channels for a limited
period of time may result in ASTRO's inability to obtain or renew the attractive TV content at
acceptable rates. In radio operation, the ability to produce compelling radio content is key to
the Group's position as the leading radio network in Malaysia. Therefore, the Group to
explore opportunities to develop proprietary signature content and works closely with key
program providers while diversifying sources of third party content.

3.6 TECHNOLOGY AND INNOVATION

Technology and innovation are critical to ASTRO's business and industry. ASTRO
strives to be in the forefront of technology and innovation to achieve the first drive advantage
in making content available on all platforms from DTH to IPTV to AOTG (TV Everywhere),
Radio-On-The-Go, e-magazines and games online. At the same time, facilities and equipment
are constantly upgraded to enhance security, improve high definition transmission and
provide quality customer experience. ASTRO has also taken steps to maintain the best
performance in the technical and operating class with 99.99% availability while ensuring its
system remains current and relevant through continuous system maintenance and upgrades.

3.7 FINANCIAL

ASTRO effective management of the Group's financial exposure ASTRO mainly

foreign currency risk, interest rate, liquidity, credit and financial operations is important in
maintaining the profitability and sustainability. ASTRO Group Financial Function provides
support to management and ensures accurate financial reporting and tracking of its business
performance with monthly reports on financial performance provided to the Board. Cash flow
forecast is made for each Group entity ASTRO with a daily cash position reports are
maintained and monitored by the Treasury ASTRO to ensure sufficient liquidity to meet its
operational requirements. In addition, the Treasury Committee and the Treasury Policy
provide guidance on appropriate protection against foreign currency fluctuations and interest
rates.

3.8 HUMAN CAPITAL

ASTRO's success depends on a significant level, among other factors, ASTRO's

ability to continuously attract, retain and develop human capital and talent across ASTRO
operations. Therefore, ASTRO's ability to attract, retain and develop human capital and talent
can have a significant and positive impact on the business, prospects, results of operations and
financial position. Strategy Group stressed the importance of human capital makes ASTRO as
a great place to work and ensure growth in the basic talent. These include competitive rewards
and benefits, annual training courses, graduate programs, apprenticeship programs and talent
management leadership development programs.

3.9 BRANDING AND REPUTATION

Brand identity and value are important to ASTRO as it drives the overall reputation of
the organization. ASTRO supports corporate responsibility through the Astro Kasih
program which focuses on community development, education, appreciation and
advancement of local sports standards and environmental conservation. ASTRO has launched
the Go Beyond branding that aligns all product brands and integrates all subsidiaries within
ASTRO to reinforce their brand equity in public opinion.

3.10 DIGITAL THREATS

The transformation of digital content usage is the opportunity and the risk. The risk of
more and more people access the content through the Internet, the need to see it from local
suppliers declined. Just as ASTRO can attract new digital audiences outside of Malaysia,
foreign companies can also gain access to Malaysian viewers from their online platform. The
options available to consumers increased dramatically and competition for the attention of the
audience will be more likely to ASTRO in the future.

4.0 Conclusion
The theory of compensation is generally assumed that the higher performance require
greater effort or that it is otherwise associated with the uncertainty of workers. To provide an
incentive, these theories predict the existence of a reward system that give rise to
compensation to utilities is expected to increase with productivity in mind. The potential
benefits of paying a fee to performance is clear, and it surprised the researchers that the firm
appears to have refused to introduce a bonus based compensation plan with enough financial
"action" to have a major motivation effect. An explanation of the lack of pay for performance
plans, offered mainly by psychologists and behavioural, is that financial rewards are
productive. The cost of dealing with many problems caused by the merit system only exceeds
the limited organizational benefits that they offer.

5.0 REFERENCES

http://izharhusin.blogspot.my/

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https://2012books.lardbucket.org/books/an-introduction-to-organizational-
communication/s05-classical-theories-of-organiza.html

http://legal-dictionary.thefreedictionary.com/Broadcasting

http://www.thaiscience.info/journals/Article/TKJS/10471716.pdf

http://www.managementstudyguide.com/what_is_management.htm

http://corporate.astro.com.my/aboutus.aspx

https://valueinvestasia.com/astro-malaysia-holdings-berhad/

https://www.ukessays.com/essays/business/the-astro-malaysia-holdings-berhad-business-
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https://www.hrzone.com/hr-glossary/what-is-the-human-relations-movement

http://www.astro.com.my

https://en.wikipedia.org/wiki/Astro_Malaysia_Holdings

https://en.wikipedia.org/wiki/Astro_(television)