edition-dw-akademie-in-the-service-of-the-public-functions-and-transformation-of-media-in-developing-countries-pdf

Part IV Organizational Development: Approaching Change Processes Towards Public Service Broadcastingthe surveys of viewing and listening figures. With a total of approx.1,100 employees, the station is completely overstaffed.In the past decades it has been used as a place to push peopleaside, especially individuals who were punished or rewardedas part of the political business. Within the corporation, thistraditional practice is reflected in the numerous networksand cliques within the organization, cooperating and workingagainst one another in varying constellations. Due to thissituation, not only has further development of the organizationand the program come to a standstill, but also matterssuch as digitalization, convergence, etc., have been handledwith little success.For our ideal-type consultation process, we shall assumethat all necessary parameters for starting a transformationhave been addressed, such as the legal basis, the regulatoryframework, funding, and willingness of the management. Theproject is run by the media development organization “Mediafor the People,” it is part of a long-term strategy and fundedappropriately. A Memorandum of Understanding has beensigned, providing a basis for agreement between both partiesto cooperate.The Transformation ProcessLooking at NHB from the outside, the key question arises inwhich areas of the organization and in what order the changeprocess is to be implemented. Both qualitatively and quantitatively,the program is in serious need of reform, the technologyis partially outdated, management has little experience andis rather naive concerning new management and leadershipmodels. Additionally, the station’s administration is distinctiveto a great extent only by its size and inefficiency. As noorganization would be able to cope with a situation where allof its structures and processes are crowbarred open simultaneously– and thus would refuse to accept it – the fundamentalquestion is now: What should be tackled first? The functionalunits, such as editorial staff, management, administration?The segments radio and television? Or start with one participatoryprocess for everybody: draw up a mission statement?And who plays or is to play what part?ActorsLet us first take a look at who needs to be actively involvedand has to play what part. Within the organization, the centralactors in the change process are, besides the General Director,the TV and radio directors as well as the directors of thehorizontal and support functions (Executive Board), such asfinance, technology, HR, etc. In addition, at least one GoverningBoard representative and one from the Broadcasting Commission(if possible the respective chairpersons) should beinvolved. On the part of Media for the People the key figure isthe Project Manager (PM). In our case, he/she enters the scenetogether with an organizational consultant and an expert consultantfor program development.In the course of the process, the constellation actors willchange, but it is absolutely necessary for the entire processthat at least one person from upper management, the projectmanager (PM) and the organizational and expert consultantscooperate continuously. Although this circle is part of a steeringcommittee (see below) to be established, as the “strategygroup” in its function as the hub for the power centers of theorganizations involved, it is situated above the steering committee.It is important that the parts to be played are definedat an early point:– Thus, the managers are the ones to pave the way forthe change process into the organization. They are alsoresponsible outwardly for the process, towards the public,the political system and the ministries of Happyland.Further, they are officially in charge of content.– The project manager (PM) must implement overall logisticmanagement of the process. At a meta-level, he/she has to reflect the consultant, client and consultationsystem and take care of coherence of consultation resultswith Media for Development’s policy (e.g., implementationof fundamental ideas of public service media).– The organizational consultant steers the transformationprocess by means of reflection loops (diagnosis –formation of hypotheses – intervention – evaluation),and together with the expert consultant supervises theprocess operation. He/she is officially in charge of theprocess. As long as the required capacities are availablelocally, this function should be assigned there (on possiblepitfalls, see Chapter 4.2).– The expert consultant focuses on the change tasks inhis/her field and thus also lends an ear to the practicalside in the consultation process. From this perspective,he/she complements the reflection on the transformationprocess.5More recent fundamental literature complements these descriptionswith variations such as the decision-oriented and situative approaches,the transaction cost theory, the games theory as well as constructivistand structuration theory approaches. The system-oriented approachesalone are subdivided into organization sociological, system theoreticalcybernetic and contingency theoretical approaches.6On the basis of contingency, autopoiesis, reduction of complexity andpartial autonomy, such an attitude may include (according toKrämer-Stürzel 2006): Complexity and selection,; principle of selforganization;creation of meaning; creation of relations; creation ofcontexts and environments; principle of the learning organization;principle of ‘continuous feedback’.7Königswieser et al (2006); Königswieser/Lang (2008).Edition DW Akademie In the Service of the Public 267