British Broadcasting Company (BBC)

British Broadcasting Company (BBC) The British Broadcasting Company (BBC) was established on October 18, 1922. It was established under the hands of some wireless manufacturers including Guglielmo Marconi (Marconi), inventor of the radio. In 1927, the companys name was changed to the British Broadcasting Corporation. The BBC is the largest and popular broadcasting companies in the world. The BBC London office alone has 10,000 employees. It is publicly-owned and funded by a television license fee that everyone with a television has to pay. The structure of the BBC is very complex. There are more than 150 subsidiaries and joint ventures, divided into 16 main divisions and out of which nine are broadcasting divisions. In Britain the BBC has got eight television channels and ten radio networks along with 46 local and national radio stations. It has its own website called online site bbc.co.uk. The nine broadcasting divisions are: * Television * Radio and music * News * National and regions * Sports * Factual and learning * Drama, Entertainment and CBBC * New media and technology * BBC world service and global news The BBC networks (like BBC1, BBC3, and Radio 1) are managed by these nine areas. The other five divisions provide the support to program-making and channel-running. Without these the BBC couldnt function. * BBC People * Finance, Property and Business affairs * Marketing, Communications and Audiences * Policy and legal * Strategy and distribution Literature review: Strategic 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 below: 1) Formation of vision 2) Preparing mission statement with respect to vision 3) Framing objectives with respect to mission 4) Developing strategies to achieve objectives 5) Implementing strategies 6) Evaluating performance. Cultural web of BBC: Aligning your organizational cultural with strategy. Culture determines how we do the things around us. Once organization adopts some ways of doing particular things in a particular manner and people following it makes the culture. 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 are: 1) Launch of ITV (independent Television) has decreased BBCS market share to as low as 28% 2) Reduced viewers because of the introduction of satellite and cable television in the UK. 3) In 1990 BBCS in- house production department was affected by the broadcasting act of 1990, which states that all television channels are required to source 25% of their television programs from independent producers. 4) The another problem faced by the BBC was low employee morale 5) The work is decentralized 6) No co-ordination between employees of the firm was the major problem 7) There was no mutual trust and employees were not willing to collaborate with each other. The models followed by the BBC before Dyke took the charge: Bureaucratic model: BBC was following bureaucratic model, 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 meet the persons capabilities. Some employees who have new ideas were also lacking behind because of these rules, which generally restricts their responsibilities. The models and programs of BBC implemented after dyke took the charge: 1) 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 lead to achievement of organizational goals. 2) The managerial process model: A productivity of various managerial processes like decision making, planning, budgeting, is analyzed for achieving goals. The benefits of this model are: * Improves supervisory behavior and concern for workers * Increases team spirit, group loyalty, and teamwork 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 also 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 structural 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 secured in relation to the social forces in its environment. * Improves stability of lines of authority and communication. * Improves stability of informal relations within the organization. * Continuity can be seen in policy making. 5) McKinsey Seven S models: this model helps in facing the competitors by analyzing Strength, weaknesses, opportunities, threats {SWOT} of BBC and there 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 Clan 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 are: MAKING IT HAPPEN On February 07, 2002, Dyke announced the new program One BBC: Making It Happen, in-order to drive 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 improving the leadership 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 formed on the basis of the seven areas for change; he consulted the staff and managers across the organization. The teams headed by a leader, would record the various suggestions and ideas, come up with proposals for change, and report these to the Executive Committee. Along with 7 teams, 17 divisional teams were formed to carry on Making It Happen at the divisional level and developed 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 number of issues. For instance, some employees highlighted that the BBC lacked a proper induction program, which had resulted in a number of new employees leaving the organization within six months of their joining. BBCS SEVEN THEME TEAMS †¢ Inspire Creativity Everywhere: Led by Helen Boaden, Controller Radio 4. This team gathered feedback on ways to improve creativity across 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 better relationship among the employees. †¢ We Are The BBC: The team, led by Roger Mosey, Head of Television News, consulted employees and asked them about 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 transform the BBC into a can do organization. The team was led by Sara Geater, Director of Rights and Business Affairs. †¢ Lead More, Manage Less: This team believed that management is about leadership and emphasized that employees should be led rather than controlled. It dealt with what the employees wanted from their leaders. The team was led by Andy Griffee, Controller, and English Regions. †¢ Make Great 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 outcome is the formation of 6 groups. They are: †¢ One BBC: To create a closer organization. †¢ Leadership: To have great leadership. †¢ Audiences: To inspire and connect to a diverse 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 BIG CONVERSATION On May 15, 2003, Dyke arranged a nationwide meeting of the BBC staff, which he called The Big Conversation. The London station was connected to all the BBC offices across Britain. Nearly 17,000 employees participated in the live interactive event and raised 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 conversation 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 put under the program and BBC willing to spend up to  £40 million on leadership development over the next 5 years. BBCS LEADERSHIP PROGRAM This 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 employees said that they felt the nice when their managers, supported, motivated, trusted and treated them with respect. These aspects were kept in mind while describing the qualities of a leader. The training program would run for six months. The leadership program was developed by BBC senior managers and the Ashridge business 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 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. The 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 content 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 successful with his approaches and programs for a good period of time and thereby helping the BBC to retaining to its original position. References: Books Johnson,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 sources BBC. (6th September 2001).The Competitive Forces Business Model.Available: http://www.bbc.co.uk/dna/h2g2/A593345. Last accessed 26 March 2010. Weber,M. (1920).Business Systems The Bureaucratic Model. Available: http://www.bola.biz/systems/bureau.html. Last accessed 26 March 2010. Barnat, R. (2005).The Managerial Process 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/Introduction%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.

How does Macbeth change between Act one scene three and act three scene one Essay

Shakespeare is definitely the most influential writer of all English literature and the author of many comedies, history plays, poems and tragedies. Shakespeare’s shortest and bloodiest tragedy was Macbeth. It is a dark tragedy that tells of ambition and guilt in a background of violence and supernatural. It has been described as â€Å"not Shakespeare’s most complex play, but †¦certainly one of his most powerful and emotionally intense†1. It tells the story of a man that changes from a noble warrior to a murderer and a cruel ‘abhorred tyrant’. In this essay I will analyse how Macbeth changes through the play and who is to blame for his changes. It is very important to state that Drama plays are usually created to be performed on stage and seldom created to be read. There is a great difference between reading a play and watching it performed; the performed play is performed the way the director and the actors themselves imagine the characters and the scenes. Hence we get a good idea of what characters are like. On the other hand, when reading a play, we have no description of the characters or places available and therefore we have to recreate the characters in our heads, only using the stage directions and the dialogue of the characters -the rest is up to our vivid imagination. The stage directions are a vital thing in understanding the characters, their emotions and of course in understanding the whole play. The opening of this play is very short but very meaningful-however the stage directions give us our fill of details: the place of the action, the mood and weather conditions and the characters that are present in this scene. Further understanding follows as we start reading the play. The weather in the first scene is hostile to men; the ‘fog and filthy air’ suggests unusual darkness but it also tells us a lot about the play as a whole. We understand that the play will be filled by lies, betrayal and unclearness. Additionally we meet the ‘weird sisters’ talking about a battle being ‘lost and won’. The quotations ‘ the battle is lost and won’ and ‘ Fair is foul and foul is fair’ chanted by the witches during Act 1 scene 1 are considered to be curious paradoxes since their words contradict themselves. Furthermore Macbeth’s personality will contradict itself during the play also as he starts off as a noble warrior and ends up as a cruel tyrant. This very first scene is on the whole a prologue of the evil present throughout the play, evil that is somehow connected to Macbeth from the very beginning. In the next scene we are give a lot of valuable knowledge about Macbeth, although he is not yet present on the scene. We learn that he was a ‘good and hardy soldier’, was called ‘brave’ by the captain and ‘valiant cousin, worthy gentleman’ by Duncan the king of Scotland. After hearing all this praise we expect Macbeth to be a noble warrior and a loyal subject to the king. However we are still knowledgeable that the three evil witches present in the first scene were somehow connected to Macbeth. The first time he meets the witches (Act I Scene 3) he is with Banquo who is amused by them. He asks them if they are really women since he exclaims that their ‘beards forbid me to interpret that you are so’. The witches hail Macbeth as thane of Glamis and as thane of Cawdor and finally they say that Macbeth is fated to be king of Scotland one day. Perturbed, frightened and amazed, Macbeth asks the witches for more information but they were now predicting Banquo’s future and declaring that he is somehow â€Å"lesser than Macbeth, and greater,† and â€Å"not so happy, yet much happier†. Then they state that he will never be king but that his children will rule Scotland. Macbeth tries to make the witches explain what they meant by calling him thane of Cawdor, but they disappear as quickly as they came leaving him in total confusion. The paradox appears once more since Banquo is clearly aware of the witches’ nature while Macbeth, only focused on their promises, forgets about the other, more important details; Banquo realizes that the witches are ‘ foul’ while Macbeth still believes the witches are ‘fair’ due to all the good they have predicted him. As an audience we can judge the witches better than Macbeth can. We know from act 1 scene 2 that Macbeth was going to be declared ‘thane of Cawdor’ because of his courage and not because of their evil magic. In act 1 scene 2 we find out that the thane of Cawdor was a villain that betrayed Duncan and therefore was executed. After his execution, noble Macbeth received this title, the title of a previous villain. This could be interpreted as a clue that Shakespeare is giving his audience that Macbeth might have the same fate as the previous Thane. It would be hard for an ambitious and noble soldier, such as Macbeth, to resist the temptation of killing Duncan, and becoming king himself, once he has such a high position. The witches appear to have washed Macbeth’s brain since soon after the meeting with them; Macbeth admits that he has some ‘horrible imaginings’ and he says the word ‘murder’ to himself. In only one scene Macbeth has already changed completely and already has in mind ‘black and deep desires’ -the killing of his king. This first change is due to the witches’ prophecy combined with his fierce ambition and we realize that the predictions please his hungry-for-power soul. Shakespeare emphasizes the terrible effects of ambition on his noble character, Macbeth. On the other hand, Macbeth remains an honest and loyal subject to his beloved wife. He sends her a letter explaining everything that happened. This is an important proof of loyalty and devotion to his subjects, weakened ever since he met the evil witches. Shakespeare presents Lady Macbeth as ruthless and evil, a woman who is ready to give away her soul in order to reach her goal. She prepared her mind for killing the king right after reading her husband’s letter and to help her do so, she calls evil spirits to dehumanize and defeminise her. She sees Macbeth’s kindness as a crucial weakness which might be the doom of their rise to the throne of Scotland. In act 1 scene 7 Macbeth is wrestling with his conscience because he admires and respects Duncan a lot and can not bring himself to kill him. He speaks in a soliloquy explaining the audience all the duties he owes Duncan: ‘ he’s here in double trust:/first, as I am his kinsman and his subject’ and ‘ as his host /who should against his murderer shut the door/ not bear the knife myself.’ But even if Macbeth was not a host and a kinsman, killing the king would still be an unforgivable sin and he admits that the only reason for committing this horrible murder, his ambition was now not enough . The imagery in his speech ( act I scene 7 lines 1-28) is dark. We hear of ‘bloody instructions,’ ‘deep damnation,’ and a ‘poisoned chalice’. This suggests that Macbeth is aware of the seriousness of his crime. At this point Macbeth has already won a victory over himself and is prepared to give up but his ruthless wife would not let him. She asks him ‘was the hope drunk/wherein you dress’d yourself? †¦and wakes it now to look so green and pale†¦Ã¢â‚¬â„¢ She’s shocked that he wants to give up and she asks him if his hope had a hangover. Lady Macbeth’s worst fears have come true and Macbeth can’t commit the terrible crime. She said in her first soliloquy that ‘I do fear thy nature, / it is too full o’th’milk of human kindness/ to catch the nearest way.’ She knows her husband very well and she is aware of his great ambitions but she also knows how honorable he is. She knows very well that he will not want to ‘ catch the nearest way’, murder. However she’s not prepared to give up! To persuade him she calls him a coward and declares that she would rather kill her own child than break a promise as he has done. Her main argument is that Macbeth has to prove his manhood in her eyes. Lady Macbeth does not bother to contemplate failure and Macbeth is encouraged by her enthusiasm. In this scene we can see that Macbeth was not a bad person. His only fault is that he lacks strength of character and lady Macbeth uses this fault to her advantage. After the murder of Duncan Macbeth is horrified but lady Macbeth is only worried about destroying the evidence. Here we can see the difference between the two people. Macbeth feels guilty but Lady Macbeth is proud of him! She shows her good side in this scene when she confesses that she could not kill Duncan herself because he reassembled ‘my father as he slept’. However we are terrified by her evilness when she says ‘a little water clears us of this deed’. This is the hardest time for Lady Macbeth and her husband because they have to pretend that they are shocked and hurt when Macduff finds the dead body of Duncan. Because of the stress Macbeth manages to awaken the suspicion of Banquo and Macduff. From act 1 scene 3, the first scene when we meet Macbeth, he has suffered some serious character mutations. In the first scene he is described as a noble warrior and he’s prized for his courage and loyalty to King Duncan. However by the end of act 3 scene 1 he has killed his king and is planning to kill his best friend and his son in order to have Scotland’s throne for himself. However there are causes for his changes. As far as I am concerned the witches are partially responsible because they fooled Macbeth with their prophecies. On the other hand they are not to blame for the fact that Macbeth believed in their predictions. Banquo was with Macbeth the first time he met the witches but he did not fall in their trap. Thus Macbeth’s ambition is mostly to blame for his change since had it not existed in the first place none of these terrible deeds would have happened. As I explained Lady Macbeth is also greatly responsible fro her husband’s actions. She is the one who persuaded him too kill the king when he was ready to give up. She made Macbeth want to prove himself a man in her eyes by killing the king and rising to the throne himself. Despite what he has done, Macbeth is a good man. He proves this before and after the murder of Duncan. After the murder he feels very guilty and realizes that he has committed a terrible crime. However Shakespeare shows us how Macbeth becomes hardened to his crimes and yet the guilt and fears bring him imaginings. Another proof that he feels guilty for his actions is at the end of act 3 scene 1 when he talks to the murderers. He tries to show them that he is a good king and he tries to make them think that Banquo is their enemy, in order to get the burden of the deaths off his own soul. In conclusion Macbeth has changed from a noble warrior to a murderer due to his ambition, his lack of character and of course the persuasion of his wife. The message Shakespeare tries to convey to his audience is that ambition is the doom of the Victorian and modern society, and will always manage to end lives of good and innocent people. The quotations ‘ the battle is lost and won’ and ‘ Fair is foul and foul is fair’ chanted by the witches during Act 1 scene 1 are considered to be paradoxes since their words contradict themselves; a concept that can be easily applied about the perception of Macbeth’s character and his actual personality during the play. During Act 1 scene 2 , he is described by the Captain and King Duncan to be a ‘ worthy gentleman’ and ‘valiant’- adjectives which lead the audience to believe that Macbeth is a loyal warrior and a very correct person; while in Act 1 scene 3 ( when he officially steps into the play) he proves to be easily manipulated and swayed by the prospect of power after the witches exclaim their prophecies and disappear. His erroneous judgment, which eventually leads to his downfall and the mutation in his personality, is further displayed since Banquo is clearly aware of the witches’ nature while Macbeth, only focused on their promises, looses focus over the other , more important details; banquo realizes that the witches are ‘ foul’ while Macbeth still mistakenly believes the witches are ‘fair’ due to all the good they have brought upon him.

Selecting Appropriate Books For Children - 1596 Words

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The paper will conclude with iss ues and insights regarding Reading Readiness and the impact of gender on book choice. Importance of Knowledge of Theory There are numerous children’s books available for educators to utilize as they create, integrate, and incorporate reading books into their lessons. When selecting books for students, many factors come into play. One central component to employ when selecting Children’s books is ensuring the book is developmentally appropriate for the child (Lennox, 2013). In order to selectShow MoreRelatedEssay on Infant and Toddler Competency Statement681 Words   |  3 PagesSafety In my center I keep children safe by creating an environment where children gain the knowledge and discipline that allows them to make appropriate choices on their own. Emotional safety is promoted through daily greetings, love rituals and positive reinforcement. Children’s feelings are acknowledged, validated, and appropriate guidance suggested and modeled. 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Comparison of Two Newspaper Articles - 1280 Words

Comparison of Two Newspaper Articles These two articles are about asylum seekers. Both articles agree that there are too many asylum seekers, but are presented in a very different way to each other. Article one is a shorter more aggressive tract, not intended to make the reader think about the article but just to instantly agree with it. Article two however stands back and looks at the problem, why it has arisen and suggests ways that there can be resolutions. Both papers also criticise the government for being too lenient, and for not taking any action. Both identify David Blunkett, naming the governments minister responsible for this area of policy, an important factual ingredient. The two†¦show more content†¦These people are the opposite to the writer of article one who also has not seen both sides of the argument. The writer of article one relies on strong and emotive language to get her point across and to get people to see her point of view. She also tries to win a sympathy vote by starting to blame the asylum seekers for our second rate education system, long waiting lists for operations, people dying on hospital trolleys in corridors and the inadequacies of our social services system. In a way the author is right but for the wrong reason, that there are so many of them. She also tries to make the reader feel a bit hard done to by the government by commenting on how in Leeds the asylum seekers have got their own mobile health clinic when normal British people cant get to see a G.P for love nor money, in actual fact this is because the G.Ps wont take them on because they dont speak English and that they have too many patients as it is. 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The reason for this particular choice is quite simple, as basically a substantial part of all research in the field of Business English focused on the practical facet of comprehendingRead MoreA Comparison of Two Different Newspapers1161 Words   |  5 PagesA Comparison of Two Different Newspapers In the following essay, I intend to compare the differences and similarities in which two different newspapers - a tabloid (The Mirror) and a broadsheet (The Times) report the same story. I will be looking at the presentation and the use of language as well as the basics of how the story is put forward and told. Both papers are reporting the same story in which Prince Philip made a statement along the lines that guns are noRead MoreA Comparison of Two Newspapers758 Words   |  4 PagesA Comparison of Two Newspapers The Sun and the Guardian are very different newspapers, even at a first glance you can see that they are created for different purposes. 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