The target of this examination is to break down the impacts of hierarchical culture on management of change practice in the South African media industry as the nation is situating itself to grasp the fourth Industrial Revolution (4IR). Led through a cross-sectional study of the media houses in South Africa, this research collected data both qualitative and quantitative in nature. Questionnaires were distributed to a total of 60 managers in the South African media space, with a response rate of 90%. The examination confirmed that change is a procedure driven by a few vital contemplations, which include the need for progressively harmonized techniques for conducting work and the improvement of business execution. These contemplations regularly are the outcome in organized change issues, dependent on the supposition that the management of change involves a compelled course of action of conciliation that can be recognized in a for the most part limited timeframe. Practically, the ramification of this investigation is to guarantee that firms basically assess all the significant factors and by expansion in this way include all the applicable partners for a progressively effective change management procedure in the present period of the 4IR.