Saturday, March 30, 2019

British Broadcasting Company (BBC)

British beam Company (BBC)The British Broadcasting Company (BBC) was established on October 18, 1922. It was established under the hold of some wireless manufacturers including Guglielmo Marconi (Marconi), inventor of the radio. In 1927, the familiaritys name was changed to the British Broadcasting Corporation. The BBC is the largest and popular broadcast medium companies in the world. The BBC London office alone has 10,000 employees. It is publicly-owned and funded by a video license fee that everyone with a television has to pay.The twist of the BBC is very complex. in that respect are much(prenominal) than 150 subsidiaries and joint ventures, carve up into 16 main divisions and out of which nine are broadcasting divisions.In Britain the BBC has got eight television channels and ten radio net courses along with 46 local and national radio stations. It has its own website c every last(predicate)ight-emitting diode online site bbc.co.uk.The nine broadcasting divisions are* Television* radio set and music* News* National and regions* Sports* factual and learning* Drama, Entertainment and CBBC* New media and technology* BBC world service and globular newsThe BBC networks (like BBC1, BBC3, and Radio 1) are managed by these nine areas.The other louvre divisions provide the support to course of instruction-making and channel- trial running. Without these the BBC couldnt function.* BBC People* Finance, Property and profession affairs* Marketing, communications and Audiences* Policy and legal* Strategy and distri besidesionLiterature review strategical management is a systematic analysis of external and internal environmental factors in order to provide necessary information for effective management practices.In short the strategic management process is explained as under1) Formation of vision2) Preparing mission statement with respect to vision3) close in objectives with respect to mission4) Developing strategies to achieve objectives5) Implementi ng strategies6) Evaluating performance.Cultural web of BBC positioning your compositional cultural with strategy. Culture determines how we do the things around us. Once system adopts some ways of doing particular things in a particular air and people followers it makes the farming. It is very difficult to change the culture of an organization, but dyke was very much success in changing the culture of BBC from bureaucratic to clan control.The difficulties associated with BBC are1) Launch of ITV ( autonomous Television) has decreased BBCS market dole out to as low as 28%2) Reduced viewers because of the interpolation of satellite and cable television in the UK.3) In 1990 BBCS in- house labor department was affected by the broadcasting act of 1990, which states that all television channels are required to source 25% of their television weapons platforms from independent producers.4) The another problem faced by the BBC was low employee morale5) The work is decentralized6) No co-ordination amid employees of the firm was the major problem7) There was no mutual trust and employees were not willing to collaborate with each other.The casts followed by the BBC before decameter took the chargeBureaucratic stupefy BBC was following bureaucratic standard, which Dyke found, it was not suitable to the BBC because, those models will aim at only efficiency through framing strict rules and regulations. Everyone in the organization is bound to follow the rules even though the rules do not abut the persons capabilities. Some employees who have new ideas were in like manner lacking behind because of these rules, which in the main restricts their responsibilities.The models and programs of BBC implemented after dyke took the charge1) The rational goal model this model focuses on the organizations ability to achieve its goals. An organizations goals are identified by establishing the general goal, and finding easy ways to achieve the general goals in turn which le ad to achievement of organizational goals.2) The managerial process model A productivity of various managerial processes like decision making, planning, budgeting, is canvas for achieving goals. The bene blend ins of this model are* Improves supervisory behavior and concern for workers* Increases aggroup spirit, conference loyalty, and aggroupwork among workers and between workers and management* Develops confidence, trust and communication among workers and between workers and management* Gives more freedom to set own objectives.3) Organizational development model This model as well as increases the organizations ability to work as a team and to fit the needs of its members. The benefits of these models are same as Managerial process model.4) The geomorphologic functional model this model tests the durability and flexibility of the organizations structure for responding to a diversity of situations and events. The benefits of this model are* Helps the organization to be secure d in semblance to the social forces in its environment.* Improves stability of lines of authority and communication.* Improves stability of folksy relations within the organization.* Continuity can be seen in policy making.5) McKinsey heptad S models this model helps in facing the competitors by analyzing Strength, weaknesses, opportunities, threats SWOT of BBC and in that respect by working with respect to the areas where the BBC is weak. The diagram below explains the seven S of this model.Mckinsey 7 s model family control MR. Dyke followed Clan control policy which represents cultural values almost the opposite of bureaucratic control. Clan control works well with values, beliefs, corporate culture, shared norms, and informal relationships to regulate employee behaviors and achieving organizational goals.Critical analyses of the programs implemented in BBC aremaking IT HAPPENOn February 07, 2002, Dyke announced the new program wholeness BBC Making It Happen, in-order to driv e internal change at the BBC. The goal of this program was to make the BBC the most creative organization in the world by the year 2007. Dyke wanted to achieve this by giving more freedom to the people, encouraging new ideas, and changing the work culture. He also aimed at building trust among the employees, making them feel more valued, and alter the lead capabilities of the people in higher positions.In the first step, Dyke and the BBCs senior management identified 7 areas where changes will make a huge difference. Dyke wanted the BBC employees to give their suggestions on how to improve the company in the seven areas through an appreciative inquiry process. For this, he initiated a consultation program called Just Imagine in which seven teams create on the basis of the seven areas for change he consulted the staff and managers crossways the organization. The teams headed by a leader, would record the various suggestions and ideas, come up with proposals for change, and tara diddle these to the Executive Committee.Along with 7 teams, 17 divisional teams were formed to harbor on Making It Happen at the divisional level and demonstrable the change plans. The consultation process started with the teams hosting the sessions which included a group of employees ranging between 25 and 200 at a time. During the sessions, the employees were asked to explain their most memorable experience at the BBC and the situations that helped in creating the experience and the steps to be taken to make the memorable experience a routine at the BBC. By September 2002, nearly 7,000 employees had voluntarily participated in the sessions, providing ideas and suggestions along with a sum up of issues. For instance, some employees highlighted that the BBC lacked a proper induction program, which had resulted in a progeny of new employees leaving the organization within six months of their joining.BBCS SEVEN free radical TEAMS Inspire Creativity Everywhere Led by Helen Boade n, Controller Radio 4. This team gathered feedback on ways to improve creativity crossways the organization. Connect With All Audience Led by Jane Root, Controller BBC Two. This team collected ideas on how to connect with audiences of all ages. Value People The team, led by Jerry Timmins, Head of Americas, World Service, recorded ideas to create a best(p) relationship among the employees. We Are The BBC The team, led by Roger Mosey, Head of Television News, consulted employees and asked them well-nigh the steps to be taken to promote oneness among the employees. Just Do It The team enquired the steps to be taken to reduce bureaucracy and read the BBC into a can do organization. The team was led by Sara Geater, theatre director of Rights and Business Affairs. Lead More, Manage Less This team believed that management is closely leadership and emphasized that employees should be led quite than controlled. It dealt with what the employees wanted from their leaders. The team was l ed by Andy Griffee, Controller, and English Regions. Make heavy(p) Spaces Led by Shar Nebhranjani, Head of Finance, New Media, the team dealt with making the working environment more exciting and creative.Dyke also introduced upfront for London based employees and the issuing is the formation of 6 groups. They are One BBC To create a close set(predicate) organization. Leadership To have great leadership. Audiences To inspire and connect to a divers(a) audience. Creativity To be the most creative organization in the world. Great spaces To create better places to work. People To provide better benefits, etc.THE uncollectible CONVERSATIONOn May 15, 2003, Dyke arranged a comprehensive meeting of the BBC staff, which he called The Big Conversation. The London station was connected to all the BBC offices crosswise Britain. Nearly 17,000 employees participated in the live interactive event and raise about 3,500 questions. This program was aimed at communicating the steps that would be taken to implement the changes. According to Dyke the important issue that came out of this converse is related to complaints related the poor management standard. Many employees complained that they were being bullied rather than managed. Dyke found out that the BBC had good leaders, but not many, as there werent any leadership development programs. He was looking for employees to be led well. Any person handling more than 2 employees was ordain under the program and BBC willing to spend up to 40 one thousand thousand on leadership development over the next 5 years. BBCS leaders PROGRAMThis program was developed using the feedback of Just Imagine sessions. The employees wanted to have a good relationship with their managers and good leadership across all levels. Its been found that BBC had 52 different leadership development programs across 17 divisions and that this had resulted in a difference in leadership capabilities across various divisions. During consultations the emp loyees said that they felt the nice when their managers, supported, motivated, trusted and treated them with respect. These aspects were kept in mind date describing the qualities of a leader. The rearing program would run for six months.The leadership program was developed by BBC senior managers and the Ashridge profession school staff. The BBC also involved some of its partners and customers in developing the leadership program. The program, designed around BBC values, was aimed at change in the behaviour of the employees with their subordinates and also aimed at training them to deal with problems that they could encounter as leaders such(prenominal) as managing incompetent staff. Before the start of the program, the managers are nominated for the training by their reporting manager and they were given 360-degree feedback in the company of a professional psychologist. This provided them with their objectives, which will be used for evaluating the progress after the training.T he program started for all the 3 levels of leaders with 1 day workshop in which they learned about BBC leadership and important concepts of leadership such as collaborative working etc. Learn gateway provided learning discipline and material for the employees after the training. Connect gateway enabled the employees to share their knowledge skills while Talk gateway enabled helped to debate, discuss various topics.Dyke was finally made with his approaches and programs for a good period of time and thereby helping the BBC to retaining to its overlord position.ReferencesBooksJohnson,G,Scholes,K,whittington,R (2008).Exploring corporate strategy. 8th ed. Harlow Pearson Education Limited. p215-557.Johnson,G,Scholes,K,whittington,R (2005).Exploring corporate strategy. 5th ed. Harlow Pearson Education Limited. p233-563.electronic sourcesBBC. (6th September 2001).The Competitive Forces Business Model.Available http//www.bbc.co.uk/dna/h2g2/A593345. Last accessed 26 expose 2010.Weber,M. ( 1920).Business Systems The Bureaucratic Model. Available http//www.bola.biz/systems/bureau.html. Last accessed 26 ring 2010.Barnat, R. (2005).The Managerial make Model.Available http//www.strategic-control.24xls.com/en128. Last accessed 26 March 2010.Mckinsey. ().7 S model.Available http//www.managingchange.com/bpr/bprcult/mckinsey.gif. Last accessed 26 March 2010.Mind tools. (2010).The cultural web.Available http//www.mindtools.com/pages/article/newSTR_90.htm. Last accessed 26 March 2010.Business dictionary. (2010).strategic management.Available http//www.businessdictionary.com/definition/strategic-management.html. Last accessed 26 March 2010.Open learning. (2010).Process of strategic management.Available http//www.openlearningworld.com/olw/courses/books/ display%20to%20Strategic%20Management/Strategy%20Development/The%20Process%20of%20Strategic%20Management_files/image002.gif. Last accessed 26 March 2010.Bolender. (2009).strategic management process.Available www.bolender.com// BBA4073%20Strategic%20Planning%20and%20Policy. Last accessed 26 March 2010.Kumar,V. (2006). Leadership traning and development at the BBC.ICFAI. 1 (1), p1-13.Froud,J,Johal,S,Leaver,A,. (June 2009). Stressed by Choice A Business Model Analysisof the BBC.SSRN. 20 (2), p252-264.

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