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

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often also serves the purpose of ensuring that nothingactually does change, according to the motto: Let’schange everything so everything stays the same.– Or the result is that instead of being permanently overloaded,the organization turns out to be constantly underchallenged.In any case, a change process will hardlybe sustainable that way. As a test of motivation, expectingan appropriate own share should contribute towardshedging in such tendencies. Another strategy for theinstrumentalization of consultation is the assimilationof the consultant system into the client system. The bordersof the two systems begin to merge, and instead ofmaintaining the outside perspective, the consultant’seyes get used to the comforting view from inside.– Sometimes the consultants are simply put underpressure. Especially local consultants can be affectedby this, because in a structure where everybody knowseverybody, it may be of essence to actually “irritate” theclient system.– Fund outflow pressure: If the transformation processis financed with public funding, two fields of gravitationoverlap: the consultant system on the one hand,whose intention it is to draw up the transformationprocess as clearly as possible from the beginning in theform of a structured assignment clarification. On theother hand, there is the project manager of the fundingorganization, who wishes to get a clear, binding overviewof the activities in order to assign the appropriatefinancial resources. As a consequence, the assignmentclarification may be formulated unclearly, increasinglyobscuring what the client system’s own responsibilitiesshould be. Concomitantly, no exit strategy is agreedupon. It is important as part of the assignment clarificationto define working packages which each constitutea passage, a gate, to the next working package.Both sides thus have the option in case of non-performanceor general dissatisfaction with the situation inthe change process to back out of it.or coaching unit. As part of a larger publically fundedproject, a build-up of external capacities in cooperationwith a university can be considered.– Lobbying work for the transformation process: Everychange process is a construct which is as complex asit is fragile, subject to a multitude of influences anddisruptions. This applies to an even greater extent toa transformation process, as both the general politicallevel and the level of media policy are stretched acrossit in two layers. In the case of NHB, we have thereforedefined the campaign “NHB - our new PSB” as a partproject. In any case, lobbying work should be a fixed elementof planning.ProspectsNo matter how comprehensively a transformation process isdefined at the start, it must be clear to everyone involved thatsuch a process costs a lot of time and money. Besides this, politicalincalculability and financial restrictions remain. As a resultthe prospects for success are less favorable than for conventionalchange processes. This is why all those involved shouldbe well aware of what responsibilities they are assuming. Thisapplies in particular to top management also and especiallywhen the consultancy service is provided more or less for freeby an international organization for media development.– Avoidance of dependencies: The client system hasa tendency to become dependent on consultation(avoidance of responsibility, the consultant is the onedoing the nasty things, etc.). This does not only meanthat the consultant system needs to keep an eye out soit can avoid becoming increasingly monopolized. Rather,this also means that it must work towards becomingsuccessively superfluous. This also includes that internal,and if required, external consultancy authorityneeds to be built up. Such a build-up can take place bymeans of method transfer such as advice to colleagues,mentoring programs or an internal orientation unit276
Part IV Organizational Development: Approaching Change Processes Towards Public Service BroadcastingAppendixLiteratureBackovic, Lazar (2011), Der Zusammenhang zwischenDemokratisierung und der Entwicklung des Mediensystemsin den postsozialistischen Staaten Südosteuropas. Die Rolleder Medien im kroatischen Transformationsprozess, in:Internationaler Studiengang Politikmanagement (ed.),Schriftenreihe ISPM-Arbeitspapiere, Bremen.Banerjee, Indrajit & Seneviratne, Kalinga (2005), Public ServiceBroadcasting – A best Practices Sourcebook. Paris, UNESCO.Jakubowicz, Karol (2007), Public service broadcasting: A newbeginning, or the beginning of the end? Knowledge Politics.Königswieser, Roswita; Sonuc, Ebru & Gebhardt, Jürgen (ed.)(2006), Komplementärberatung- Das Zusammenspiel vonFach-und Prozess-Know-how, Stuttgart, Klett-Cotta.Königswieser, Roswita & Lang, Erik (2008), Wenn 1 plus 1mehr als 2 macht: Erfahrungen zur Komplementärberatung,Zeitschrift für Unternehmensentwicklung und Change Management‘OrganisationsEntwicklung’, vol. 2., pp. 28–39.Krämer-Stürzel, Antje (2006), Organisationsberatung –Modelle, Methoden, Instrumente, Studienbrief PersonalentwicklungTU Kaiserslautern.Milutinović, Vladimir (2011), Fernsehen im ehemaligen Jugoslawien:Die Transformation zum öffentlich-rechtlichen Rundfunk,PhD Thesis, Friedrich-Alexander University of Erlangen-Nürnberg.United Nations Development Program (2004), SupportingPublic Service Broadcasting Learning from Bosnia and Herzegovina’sexperience, United Nations Development Programme,Bureau for Development Policy Democratic Governance Group.Wakili, Merjam (2012), Medien und Öffentlichkeit im Demokratisierungsprozessin Afghanistan: Die Transformation desStaatssenders Radio Television Afghanistan in einen öffentlichenSender, Berlin.Edition DW Akademie In the Service of the Public 277
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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
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Status of Radio SagarmathaCharacter
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Characteristics Status Changes/Adva
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General Functions II: IntegrationFu
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PartnerAim of the cooperation(e.g.,
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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
Page 254 and 255: Characteristics Radio Pio XII, Sigl
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
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Page 268 and 269: Thus, the range spans from the phys
Page 270 and 271: In the steering committee mentioned
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Page 276 and 277: SteeringThe complexity of the proce
Page 280 and 281: Conclusions and Recommendations278
Page 282 and 283: Based on these considerations we di
Page 284 and 285: Namibia the state broadcaster under
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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