Disadvantages:
A- Reduce revenue: because of digital revolution and chance hunt which created by the new technology such as new channels or sits, so much money will be needed to invest the digital channels, this will help BBC to reduce the available revenue to enlarge its strategy such as talents will came again and sports property.
B- Dumping down: BBC channels accused in dumping down and chasing rating, that because it try to gain audiences, because BBC in year 2000,some bodes ore complaint on it, they seed that BBC did not produce a good quality programs and so that it loss its own knowledge.
C) Being a global player:
The advantages:
A- The expanding of BBC: the license Fee encourage BBC to combat and get its audience, BBC develop the broadcasting for UK and now it has the ability to be the leader because it has a good quality programs and its free ness or independent, the world service report prove that BBC administration is separate from the government and its operations are under the term of BBC Royal charter, its services is the first resource for the fast in all counters.
B- Income increase: the UK government encourages BBC to enlarge its commercial operations to increase the income, BBC programs create some expand and a new channel appears for BBC such as (discovery program which encourage the union to expand in anew markets. BBC has invest more in new technology specially the digital one, the available money where decrease for analogue serves.
BBC exploit its commercial mark to gain back fixed assets to arrange the out comes which is return back and invest again in a public services programs.
Disadvantages:
A- The possible of failing: If you want to be international, be sure that this will cost you so much effort, does BBC can do it from local to global position and in successful way? BBC doesn’t have all resources of raw materials which will help it to be able to compete, this shoe to us that BBC organization moves in the world without a clear strategy because it depend on the local success to jump to international, if they cannot do it they may will loss their brand name specially after the ignoring of giving care of small community in UK.
B- Losing its local identity: When BBC leave the local square or local arena, it could loss audience commitment, because it follow the global policy to have a global broadcasting, in the new world the pressures on BBC much more than before, before they where produce different programs but not in hi quality because they where just want to focus on the quantity more than the quality, the produces programs look for global audiences more than the British, people look for BBC as commercial company more than a public service broadcasting.
Question 2
Most of UK society see that BBC contribution must look for the multi-channel future, I think BBC has to adapt some changes in its operations and try to follow the rapidly changing demands in the broadcasting future, UK nation want BBC to be in advance place to get high level or position of innovation in broadcasting adopt more talents, this will be useful to BBC and will make British nation gain more power and this will give more respect from the contribution of others in the media world. The choice of process must come from rational methods to have a different a alternative choices, task choice must include three steps, first we should have a list of alternatives, second determination all result that follow each of these alternatives, finally we have to do some comparative evaluation of these sets of consequences.
We can analyze the process of decision-making in the modern firm in terms of the variables that affect organizational goals, the variables that affect organizational expectations, and the variables that affect organizational choice.
ORGANIZATIONAL GOALS:
Quite simply, I have identified two sets of variables affecting the goals of an organization. The first set influences the dimensions of the goals (what things are viewed as important). Within this set of variables, we can cite the composition of the organizational coalition, the organizational division of labor in decision-making, and the definition of problems facing the organization. Thus, I have argued that organizational goals change as new participants enter or old participants leave the coalition. I have that the operative goals for a particular decision are the goals of the sub-unit making that decision. Finally, I have argued that goals are evoked by problems.
The second set of variables influences the aspiration level on any particular goal dimension. Here I have identified essentially three variables: the organizations past goal, the organizations past performance, and the past performance of other (comparable) organizations. The aspiration level is viewed as some weighted function of these three variables.
ORGANIZATIONAL EXPECTATIONS
Expectations are seen as the result of drawing inferences from available information. Thus, we consider variables that affect either the process of drawing inferences or the process by which information is made available to the organization. With respect to inference drawing, we have not attempted to reflect all of the recent efforts in the psychology of individual choice. With respect to the process by which information is made available, we have cited particularly variables affecting search activity within the firm. Affecting the intensity and success of search are the extent to which goals are achieved and the amount of organizational slack in the firm. Affecting the direction of search are the nature of the problem stimulating search and the location in the organization at which search is focused.
ORGANIZATIONAL CHOICE
Choice takes place in response to a problem, uses standard operating rules, and involves identifying an alternative that is acceptable from the point of view of evoked goals. Thus, the variables that affect choice are those that influence the definition of a problem within the organization, those that influence the standard decision rules, and those that affect the order of consideration of alternatives. The standard decision rules are affected primarily by the past experience of the organization and the past record of organizational slack. The order in which alternatives are considered depends on the part of the organization in which the decision is being made and past experience in considering alternatives.
Finally, I thing the group thinking is the best way to act and do any thing in BBC policy management, by adopting the group thing thinking, the top manager can avoid any uncertainty eve dances and the wrong dictions and be in the save side of risks and hazards, and I think group think is a rational choice which will solve any problems that may face the top manager and when he ably these theory he will not be bureaucratic one, so he can protect him self if there is something wrong.
Question 3
governments seek to regulate the realm of broadcast television . This may have something to do with a government’s ideology and the discourses at play within a particular political party at any given time. The first Director General of the BBC Sir John Reith argued that public service broadcasting had a duty to educate and reform but this became a cultural strategy that imposed a blinkered and somewhat elitist high brow culture on a socially diverse nation. This was very much in keeping with British political thinking at that time which was patriarchal and traditional.
First dilemma: Programme producer V. programme commissioner
Creativity drives everything that’s good about the BBC. At its best, it’s the lifeblood of the corporation. But this vital element has become dangerously marginalized over the part few years. In my experience creativity becomes stifled as soon as you attempt to over-manage it, if you constrain it too tightly within structures against which it will constantly, and for the most part unproductively, chafe.
(Putnam, 1998)
In the past, the BBC was a traditional public service organization with a bureaucratic, hierarchical structure and a strong, internalized set of value encompassing the public service ethos. The corporation’s values and style of working practices were passes on to new employees through a long and comprehensive training period and endorsed with the promise of a lifelong career, but in the 1980 the government put some changes, What has been seen as strengths were now defined, politically and by sections of the press-particularly those newspapers owned by news international – as systemic weakness. The BBC was described as out of touch, lacking customer focus, elitist, expensive and dominated by a small cadre of self-serving and politically unaccountable producers. The solution to the constantly emphasized weaknesses of the BBC was to replace the dominance of programme makers by the dominance of managers and to weaken the programme makers by exposing the corporation to the purifying sweep of market forces. With the new competitive and political climate of the 1980s and 90s the BBC was forced to adopt policies which would mirror commercial organizations and make it more (accountable) to market forces.
Organizational restructuring and the adoption of the internal market and Producer Choice marketed the end of the period of protected creative freedom and radically changed the dynamics between the producers and management. Three key changes were initiated.
First, relations between departments and functions and organizational units in the corporation were transformed in to marker relations.
Second, a large proportion of BBC programme production was to be done outside the corporation. Government legislation required the BBC to outsource 25 per cent of programme production. Producers became responsible for demonstrating the viability of their ideas and programme s.
Third the organizational changes of the 1980s and 90s involved the imposition of tighter and more pervasive management controls over programme activity. The policy involved producers in learning new skills and taking on responsibilities that previously were the domain of managers. As one senior manager recalls, it was a difficult transition for many of them:
The staff found it very difficult to adjust … they’d come to be creative, to make brilliant programmes, not to be accountants and marketing people … this way a really big culture change for them and challenged some of the basic reasons why they thought they were working here.
The BBC suffered an increasing loss of key talent in all areas during the 1990s. Restructuring and the move to outsourcing, plus the need to prepare the organization for the multi-channel, multi-competitor age, not only diminished the nurturing creative culture that had prevailed, but paradoxically replaced it with one that was perceived by many to be stifling in its bureaucracy. This change in the nurturing nature of the corporation has had the effect of encouraging talent to distance itself through independent companies or freelancing.
Second dilemma: Competitor for rating with ITV channels V. public service provider
The second dilemma faced by the BBC centers around what sort of programmes it wants to make and for what audience. The BBC faces a dilemma with ratings, on one the one hand having to demonstrate its ability to maintain a reasonable audience share in order to justify the continuation of the license fee, and on the other, having a requirement to fulfill the public service obligation stipulated in its charter.
In fact, the BBCs action was taken without consultation with either the public or the government and led to threats by Chris Smith, the Culture Secretary, of removing the power of the BBC governors; the move sparked a ratings war between the two companies.
Panorama, he BBC’s flagship current affairs programme, was moved to a late-night Sunday slot in October 2000, losing around 14 per cent of its regular viewers and angering journalists. The BBC claims that the new timing wills extra 300,000 news viewers and increased audiences during the 9 to 19 pm slots. However research conduct by national consumer Council showed that most respondents were dissatisfied wit the clash of bulletins. “ The BBC has been dumping down the 6 pm news by featuring lightweight stories rather than covering serous issues”(Humphrey’s, 1999). Roger Mosey says that “the BBC head of television news, agree that there had changes, but defended them, saying that audiences’ needs had changed.” (Mosey quoted in Wills, 2000b).
ITV won the premiership highlights for $61M, a move that cost the BBC its Match of the Day programe and, according to Dyke, made no economic sense. However the BBC had bid more than that amount – an estimated $70m- for the FA cup, plus some England matches, a package generally thought of as less important than the premiership.
The culture secretary Charis Smith was unperturbed by the loss of the BBC’s premiership right to ITV. Although lost to the BBC, they are still available on a free-to-air terrestrial channel accessible to all. Indeed, Mr. Smith applauded the boost that the inflated price will give to the Premier League clubs.
Because of the industry-wide obligation to contract a minimum of 25 per cent of programming through independent companies, it has become commonplace over the past decade for some actors and presenters to own production companies and to insist on working thought them.
Third dilemma: global organization V. UK provider
The third dilemma concerns the growth of new channels and alliances covering international audiences. What factors are influencing the move towards the globalization of the BBC, and should the corporation focus on the national audience who pays for its services?
It can be argued that the BBCs success as a national broadcaster along with the other main UK broadcasters- is hampering its efforts to exploit its programmes on the world market. The British tradition for commissioning in series of six to ten programmes is against the majority of potential foreign buyers needs of 26, making British series difficult to sell over seas. While this is beginning to change, government regulations requiring a proportion of programmes to be made in the region also holds back exports, as international viewers find them difficult to understand. The British media industry as a whole has failed to exploit new markets, allowing others to gain access. The arrival of satellite and cable channels in the UK created a great hunger for content that was eventually filled by US broadcasters on account of the failure of UK broadcasters to supply.
