The adoption of Robotics in TV & Film is not on par with other industries. In this work, we investigate the possible causes. If we think of TV robots (robotic cameras, dollys) as social robots, their level of adoption in the industry would depend on how Social they are, which we can improve through positive perception and an effective Human-Robot Interaction framework. To validate this, we interviewed a crew of camera operators about TV robots. 60% reported negative feelings; fears of loss of jobs and relevance, but 60% wanted to learn more. Based on that, we developed an Internet of Things (IoT)- enabled Robotic Camera Dolly (IRCD) for the operators, with a companion interview/guidance protocol; the Pre and Post Interview Protocol, to monitor their reactions. Next, we deployed the IRCD at their TV station, where they completed a set of filming tasks using the IRCD. There was a jump in perception, with 60% positive feelings, 95% wanting to learn more, and 95% successfully completing their robot-powered filming tasks. Also, the IRCD registered a 0.15s response time and 5s video delay time, well within industry limits. These results show that positive perception and effective HRI could stimulate the adoption of Robotics in the TV & Film industry. An additional unplanned result; the IRCD, with its remote operations, enabled creators to continue making content while observing social distancing, thus reducing the financial impact of Covid-19 Lockdowns on TV & Film Production.

This paper proposes a model of human management developed from a qualitative research project carried out between 2016 and 2019. The project involved a total number of 100 participants who work with television and new media industries in Malaysia. These participants include 14 managers, 46 creative production workers, 30 production workers (technical), and 10 participants representing policymakers. The model was built upon a four-layer conceptual framework comprising analyses of (i) organisation, (ii) policy, (iii) production community and (iv) product/text. In doing so, we examined how these media production workers manage and balance between their; (i) personal, emotional, (ii) religious-spiritual and (iii) professional life. The study also identifies systematic approaches to managing the challenges faced by Muslims media professionals. A model of human management proposed by this project takes into consideration of elements, such as (i) organisational culture, (ii) values, (iii) leadership, (iv) workplace policy and also, such meanings as (i) ‘being human,’ (ii) ‘humanised workplace,’ and (iii) ‘doing good work.