成立报业集团便于对报刊实行管理,同时应对加入WTO后可能出现的国外传媒业的竞争;在报业经济上起到“1+1>2”的裂变效应。然而,有的报业集团成立后,因为摊子扩大,使得报业集团运营成本增加了不少,效率和效益都出现下滑。导致这种情况,一个重要原因就是报业集团的牌子虽然挂了,但却没能针对报业集团的特点,在管理上迅速有效地实现创新。一提到管理,自然便列举出竞争上岗、全员聘用、绩效挂钩、严格考核等等,但这只是机制创新而并非是管理模式和管理方式的创新。管理创新的误区随着报刊整顿,不少报刊归到报业集团。在报业集团未吸纳这些报刊之前, The establishment of a newspaper group facilitates the administration of newspapers and periodicals and at the same time copes with the possible competition in the foreign media industry after the accession to the WTO. It also plays a fissile effect in the newspaper economy. However, after the establishment of some newspaper groups, the operating costs of the newspaper group have increased a lot because of the expansion of the press groups, and both the efficiency and the profits have declined. An important reason for this situation is that although the brands of newspaper groups are hung up, they failed to address the characteristics of newspaper groups and realize the management in a prompt and effective manner. When it comes to management, it naturally lists the competition for posts, full employment, performance-linked, rigorous examination and so on, but this is only a mechanism of innovation and not a management mode and management innovation. Misunderstanding of management innovation With the press consolidation, many newspapers go to the newspaper group. Before the press group failed to absorb these newspapers and periodicals,