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

In the steering committee mentioned above, apart fromrepresentatives from middle and upper managementfrom the different areas of operation, there are also staffmembers and – to the extent that they exist – representativesof in-house interest bodies and of employeegroups (women, trainees, disabled, etc.). When selectingstaff members, what should be of particular importanceapart from professional competence is whether theyhave a positive attitude towards the process and can assumethe function of promoter.In the further course of the process, the different occupationgroups of NHB are to be included in temporaryproject and working groups.Process OperationFor the systematization of an organizational developmentprocess, there are various models. 8 For the work with NHB, wehave agreed upon a fairly clear and simple model.Preparation – Analysis (system diagnosis)– Formulation of objectives– Design of the process architecture– Resource and communication planningChange – Start– Implementation of Part Projects– Crisis management– Reflection loopsSecuring – Evaluation– Adjustment– Securing– CompletionPreparationJust as in any consultancy process, our transformation processat NHB also begins with an analysis of the organizational realities.Preliminarily, the management has informed the staffabout the imminent process and announced that the consultantswant to get to know the organization. The team of consultantstalks with all members of upper and middle managementat NHB. For this purpose, a semi-structured interviewguideline is employed. The questions refer to the program, themarket, resources, visions and objectives, and to consequencesof change or failure to change. Classic sets of questions forfirst interviews are used here. It is important at this point – justas for the entire analysis – to ask not only deficiency-orientedquestions, but also resource-oriented ones. This is also a wayof expressing appreciation for the old style and the past on thepart of the consultant system. Such appreciation is vital for theprocess to be accepted.After the interviews we carry out short workshops with selectedelements of the organization: the TV news editorial team,the youth radio presenter and producer team, the personneldepartment, etc. The function of these short workshops (approx.2 h) is, on the one hand, to survey the actual and targetcondition from the point of view of the staff. On the otherhand, they are intended to make the consultant system visibleand build trust.Only afterwards, a questionnaire is used. The questions focuson contentment with the employees own work situationand the perception of the organization culture as well as possiblesuggestions for improvements. In any case, a very highlevel of feedback must not necessarily be the case (possiblereasons are reservations, anxiety, lack of staff motivation).The consultant team analyzes the results from the interviews,workshops and questionnaires and draws up hypotheseson the state of the organization. A report on all this ispassed on to the general director, upper management andthe chairpersons of the supervisory bodies, with a request forcomments. An abridged form is distributed throughout thehouse as a first result of the change process.The response rate of comments from the NHB managementlevels is relatively modest, both in quantity and quality.The relatively new general director, who is highly committedto beginning the transformation process, wants to convincethe consultant team that the lack of comments on the partof the supervisory body representatives is not a problem. Theconsultant team points out that without such comments, theprocess cannot continue. The problem emerging here of involvementof the hierarchy as power sponsors for the transformationprocess is a central one and will be addressed oncemore in Chapter 4.On the basis of the analysis, the consultant team togetherwith the general director formulates the objectives, i.e., the systemof goals for the transformation process. These can – forcompatibility purposes in regard to international cooperation– be structured as overall goals, project purpose, resultsand activities, or respectively in “impact analysis terms,” as impact,outcomes, outputs, and inputs. NHB’s general director istemporarily represented by an upper management colleague.Since the feedback works well, this does not cause a problem.The system of goals describes the desired state of NHB at theend of the consultation process at the level of project objectives.At the level of results, the desired state of partial areas ofthe organization is described, i.e., television, radio, administration,bodies, etc.Overall goals: The people of Happyland have access to informationfrom a broad range of sources, they participate in publicdiscourse and make their voices heard.Project purpose: NHB works as a public service broadcaster forits audience.268