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

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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
Part IV Organizational Development: Approaching Change Processes Towards Public Service BroadcastingResult I: NHB-TV delivers balanced and objective news andprograms in good quality for social and political participation,cultural expression, education and entertainment.Result II: Radio 1 (info channel) delivers balanced and objectivenews programs and educational formats in good quality.All regions and languages are covered and forums for local andnational dialogue are offered.Result III: Radio 2 (youth channel) delivers balanced and objectivenews and social and cultural orientation for its specificaudience. Young citizens are integrated not only as the audiencebut also as editors and reporters.Result IV: Administration works efficiently supporting thestaff and work flow.The goal system is fed into the organization in the same wayas the report on hypotheses. Once it has been passed – by authorityof the General Director – it represents the compass forthe transformation process. Only after this basis has been established,is the process architecture is drawn up accordingly.For the purpose of project management, the process architecturecombines the individual interventions within the frameworkof the part projects of the transformation process. Thisalso means that a number of strategic decisions – what shallwe start with and in what sequence? – are expressed here.For NHB, on the basis of the analysis and in accordancewith the formulation of goals, decides to employ the followingmodel:A lighthouse project in the program segment (Part Project 1).A campaign to communicate the transformation process internallyand externally (marketing and distribution/sales department(Part Project 2).Restructuring of administration (Part Project 3).An overview shows what a flow chronology – depending onpassage of the goal system – could look like.Flow OverviewYear I Year II Year III Year IV Year VPreparationPart Project 1Part Project 3Part Project 3Part Project 3Part Project 1Part Project 3Working group(WG) FinancingWG TechnologyPart Project 2Part Project 3WG InteriorConstructionPart ProjectYouth RadioPart ProjectDigitalizationPart ProjectMission StatementPart ProjectYouth RadioPart ProjectInfo RadioPart ProjectDigitalizationPart ProjectInfo RadioPart ProjectDigitalizationWG ConvergenceWG PersonnelDevelopmentWG PersonnelDevelopmentWG ConvergenceWG ConvergenceEdition DW Akademie In the Service of the Public 269
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PrefacePrefaceA mouthpiece of gover
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Part I: Developing Public Service M
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Part I IntroductionSo the evolution
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Part I Introductionand that this ha
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Part I IntroductionConsequently Ham
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AppendixReferencesACT et al. (2004)
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Part I Definitions and ConceptsTran
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The Strategic ModelPolitical and le
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Research QuestionsTo sum up we now
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Part I Definitions and ConceptsEdit
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Part II Afghanistan: Reform Fear, L
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Part II Kyrgyzstan: Advancements in
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However, thanks to the input of exp
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and that the present situation of t
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AppendixReferencesBertelsmann Found
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Part II Namibia: Multilingual Conte
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live on two US Dollars a day or les
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According to the interviewed stakeh
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Characteristics Status Changes and
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Part II Mongolia: Achievements Thro
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Part II Moldova: Slow but Successfu
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08Myanmar: New Media Freedom, New T
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them Shan, Kayin, Rakhine, Mon, Chi
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The newly launched NRC, broadcast f
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Even though the constitution can be
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population is estimated to live bel
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important that MRTV is reflecting M
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Status of Myanmar Radio and Televis
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General Functions I: Political Sphe
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Part II Myanmar: New Media Freedom,
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Part II Myanmar: New Media Freedom,
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Part III Serbia: Two Very Different
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Function B92 RTS Comment/Conclusion
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International Media Development Par
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Part III Nigeria: Freedom Radio, an
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Nonetheless, whilst the outlet prid
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Status of Freedom Radio Muryar Jama
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General Functions II: IntegrationFu
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AppendixReferencesAgbakwuru, JohnBo
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11Nepal: Radio Sagarmatha,an Asian
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Today, there are over 250 community
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- To educate the masses in issues o
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The methods that were applied to de
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Despite its mission statement, many
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news, Radio Sagarmatha has subscrib
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- One big issue is financial sustai
Page 220 and 221: Status of Radio SagarmathaCharacter
Page 222 and 223: Characteristics Status Changes/Adva
Page 224 and 225: General Functions II: IntegrationFu
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Page 228 and 229: AppendixReferencesACORAB - Associat
Page 230 and 231: Real Clear Politics (March 29, 2011
Page 232 and 233: 12Bolivia, Colombia, Ecuador:Three
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Page 236 and 237: In contrast, the second sector, com
Page 238 and 239: cial capitals, Oruro and Cochabamba
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Page 242 and 243: With regard to Vokaribe, no systema
Page 244 and 245: of community radio and establishing
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Page 248 and 249: A second field should be the streng
Page 250 and 251: Status of Radio Pio XII, Vokaribe a
Page 252 and 253: Characteristics Radio Pio XII, Sigl
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Page 256 and 257: General Functions I: Political Sphe
Page 258 and 259: General Functions II: IntegrationFu
Page 260 and 261: International Media Development Par
Page 262 and 263: AppendixReferencesAdlatina.com (Feb
Page 264 and 265: List of InterviewsAcosta, Ana Marí
Page 266 and 267: Part IV: The Way Forward13Organizat
Page 268 and 269: Thus, the range spans from the phys
Page 272 and 273: The change process is intended to s
Page 274 and 275: Part Project 3: Restructuring of NH
Page 276 and 277: SteeringThe complexity of the proce
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Page 280 and 281: Conclusions and Recommendations278
Page 282 and 283: Based on these considerations we di
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Page 286 and 287: ening of identity, cultural cohesio
Page 288 and 289: support for Radio Pio XII in Bolivi
Page 290 and 291: This list of possible solutions and
Page 292 and 293: In sum, media development actors sh
Page 294 and 295: Authors292
Page 296 and 297: Priya EsselbornPriya Esselborn is t
Page 298: About UsDW Akademie is Germany’s
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