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Organizational Case Study: British Broadcasting Corporation Essay

Quality broadcasting does not constantly keep pace with traditional broadcasting and this duty, to make available to the masses with what is conceivably necessary rather than miscellaneous, stays at the core of public service broadcasting. As a result, funding is more often than not gained from taxation, contributions, state subventions, consenting to the importance to be on the esteem to society rather than audience ratings. But in an era of digitization and media junction, the radio and television audience is hastily turning into more broadly detached within a new-fangled multi-media, multi-channel setting.

Cable television, for instance, which is designed to target consumers not only by age and gender demographics, but by lifestyle, as well, also paved a broader global reach for the British Broadcasting Corporation (Bae, 2000). According to its website, “The British Broadcasting Corporation (BBC, also informally known as the Beeb or Auntie), founded in 1922, is the largest broadcasting corporation in the world. It produces programs and information services, broadcasting on television, radio, and the Internet.

The stated mission of the BBC is ‘to inform, educate and entertain,’ and the motto of the BBC is ‘Nation Shall Speak Peace Unto Nation’” (“British Broadcasting Corporation”). This way, the British Broadcasting Corporation also reflects the British touch of culture and heritage with entertainment, music, events, and news that are relevant to identifiable chunks of the larger Western marketplace. Entertainment is indigenous to specific European migrants across the globe, and that resonates in the programming of this format also.

The local shows are an integral part of the station’s defined lifestyle and are perceived by viewers as communicating directly to them. When the programs and documentaries broadcasted on BBC are delivered in a style that reflects the station’s format, and the message is relevant to the English viewers’ culture and heritage, there is a strong, personal connection. The cultural affinity is felt; Western identity coagulates (Ewing and Meissner, 2004).

The body of research in this paper identifies the theories, concepts, and studies that were used in the study. It points to the need to gain a greater understanding of the productivity variables, modern-day trends, and operations management carried out by a non-profit, public service-oriented media organization as the British Broadcasting Corporation (Shockley-Zalabak, (2008). Leading in program production worldwide, the BBC presents entertainment and media services to a wide-reaching audience through television, radio, and Web-based machineries.

As a component of its allegiance to expend a large chunk of its returns on services and programs, the BBC required to find means of condensing its administrative overheads and financial dispensation (Bae, 2000). Some people say that television news stations seem more interested in capturing viewer interest and ratings than reporting the most significant events of the day. It is easy for viewers to forget that networks are in the business of making money first then attempting to keep the public well informed with quality news broadcasting (Bae, 2000).

But BBC is a Public Service Broadcasting Company. Disengagement from the British government and vested interests implies that the British Broadcasting Corporation can tender a dispassionate and evenhanded standpoint, principally in the sphere of journalism. Whether the organization is strictly unbiased is challenging to gauge. Some critics claim that there is a middle-class partiality given that the BBC’s founding ideals are anchored in the purportedly middle-class philosophy of cultivating the unschooled masses (Ewing and Meissner, 2004).

What sets the British Broadcasting Corporation apart from other multimedia networks is its non-commercial business approach. In any case, there is the danger of having violence bulletins being found incredible at times with the flood of commercials punctuating the program. This is because of the capitalist theory of molding the news as per price of the news. Professor Justin Lewis of Cardiff University cites an instance when commercial pressures have influenced news output.

Local news broadcasting in the US is commercially successful, and research studies show that crime stories consistently draw the largest audiences. “Suddenly there seemed to be a crime wave across the US,” says Lewis. “But crime figures were actually decreasing. Of course if you ask the public, they would tell you crime is increasing. It was a product of news being a product” (Kimball, 1994). But as far as BBC is concerned, the excitement is not as easily drawn from the viewers themselves, because of their clear-cut delivery of the news, not necessarily the subject.

After all, recent surveys speak of the majority of the U. S. adult population as skeptical about the news and information programming on public broadcasting being biased. The plurality of Americans indicate that there is no apparent bias one way or the other, while approximately one-in-five detect a liberal bias and approximately one-in-ten detect a conservative bias (Newhagen and Reeves, 1992). And with the absence of war and administration news in BBC, it can be a one-headache-less day of an assiduous week.

Making devolution of media services work begin with the British Broadcasting Corporation officials assuming a more assertive role as institution managers for “morale, welfare and recreation” delivery (“British Broadcasting Corporation”). There is no doubt that the British Broadcasting Corporation does face a large set of variables as it takes place over different countries and it does act in different environments. One of the most determinant environments to the success of the British Broadcasting Corporation is culture, which holds the reason for many human acts and behavior.

Reaching to that point the British Broadcasting Corporation management should study deeply culture treaties of a country the media company is planning to act in so that special amendments in the organization overall plans and actions is made to act in accordance with the new market variables (Shockley-Zalabak, (2008). Like any organization, the British Broadcasting Corporation has its own history of success, which reinforces and strengthens the organization’s way of doing things.

The older and more successful the organization, the stronger its culture, its nature, its identity becomes. They are communities of people with a mission, not machines. The basic nature of a living social organism is naturally more fundamental, deeper in the hierarchy, and therefore much more powerful than business work processes, financial systems, business strategy, vision, supply chains, information technology, marketing plans, team behavior, or corporate governance (“British Broadcasting Corporation”).

In recent years, the British Broadcasting Corporation board has reviewed its interest in analyzing the operations’ accomplishments. The success experienced by the British Broadcasting Corporation is to a great extent attributed to a prospect of redesigning its operations to establish more Public Broadcasting Service stations throughout the world emanating from its local offices in Glasgow, Southampton, Newcastle, Birmingham, Cardiff, Belfast, Bristol, and Manchester (“British Broadcasting Corporation”).

The literature evokes that the development of global culture rapid changes in technology in the last several decades has changed the nature of culture and cultural exchange. People around the world can make economic transactions and transmit information to each other almost instantaneously through the use of computers, satellite communications, and the mass media like the British Broadcasting Corporation (Shockley-Zalabak, 2008).

Governments and corporations have gained vast amounts of political power through military might and economic influence (Ewing and Meissner, 2004). Corporations such as the British Broadcasting Corporation have also created a form of global culture based on worldwide commercial markets. Local culture and social structure are now shaped by large and powerful commercial interests in ways that earlier anthropologists could not have imagined.

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