The International Programme for the Development of Communication: A decade of infancy
The IPDC, which at inception promised practical assistance to developing nations unencumbered by the conflicting ideologies of the First and Third Worlds, quickly fell short of expectations and has been largely ignored since the mid-1980s. Despite administrative and budget problems, the Programme remains an acceptable, if small, effort to address communications imbalances. Most projects approved for funding in the past decade have dealt with media training and research, radio and television broadcasting, and the creation or improvement of regional news agencies. In support of the 1991 Declaration of Windhoek, future projects will be funded not only according to need, but also based on their contributions to press freedom and the principles of independence, pluralism and diversity of the media.
INDICATIVE MODELS OF MEDIA DEVELOPMENT IN THE GLOBAL ..
This article studies the process of evolution of indicative models for evaluating the development of media in the global economy. Significant changes that have occurred in the process of determining the nature and dynamics of the media market are specified. The author of the paper makes a theoretical analysis of the polystructural diffusion of media systems. Special attention is paid to the sectoral structure of the market, which facilitates identifying the prospects for transforming the content of produced formats. A classification of the major approaches for the development of media market is proposed: classical, analytical, synthetic and trending, as well as an operating institutional system. The specifics of the dynamics of structural changes in the advertising market that are modelled on the media market are described. Geographical and compositional comparisons of selective indicators are made. The corporate changes in the media market are analysed.
Action and reaction.
“Whether public or private, for-profit or not-for-profit, part of a system or independent, all health care organizations must have the trust of their many publics to survive and achieve their individual missions. And it is the governing board of a health care organization that is ultimately accountable for maintaining the public’s trust, whether its members are appointed, elected, selfperpetuating, volunteer or paid. Every other responsibility that a board has flows from this fundamental accountability and is best understood in this context.” Yet, a single public allegation of wrongdoing or other misconduct resulting in serious negative consequences can deeply damage or even destroy an organization because of its potential to erode the trust and support of its many constituents. Ironically, the truth of such allegations is not what counts most, but rather how the crisis is handled by the organization and its leaders, including the governing board. e outcome of such crises often depends on whether an organization has a crisis-management plan in place and how it is managed by its leaders. WhAt is coRpoRAte cRisis? A corporate crisis often results when an organization is accused publicly of violating the social norms of corporate behavior, thereby engendering public hostility. Although lawsuits, prosecutions and governmental hearings often result, they are the tip of the iceberg. e more perilous risk is erosion of public trust, leading to lost customers. In the past, corporate crises fell into two broad categories: incompetent acts and intentional acts. Organizations facing a crisis typically had a window of opportunity to react and minimize any damage to their reputations because the major media delivered news to the public twice a day, in the morning and the evening. Today, social media and the Internet make information immediately and widely available. Bloggers and other activists use social media to air legitimate concerns as well as frivolous accusations. In an era when the public has become more skeptical of big business and other large institutions, corporate malfeasance makes headlines. In an effort to be the first to go public, even legitimate news media often base their reports on allegations that first appeared in social media. In a world of instantaneous and ongoing communication, more corporate crises result from claims that ultimately are proven false or actions that are simply beyond an organization’s control. Take, for example, allegations made late in 2009 that Toyota vehicles spontaneously accelerated due to an electronic problem. Although these allegations eventually were proven false, by the beginning of 2010, Toyota faced a public relations crisis, compounded exponentially by the changing delivery of news. e media locked onto Toyota’s problems and publicized every issue that emerged. Coverage quickly went global, most notably to China, the top consumer of automobiles. Toyota was forced to issue international recalls for more than 8 million vehicles, and its reputation suffered worldwide.