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Develop a workplace learning environment assignment essay instructions

ASSIGNMENT : ASSESSMENT " DEVELOP A WORKPLACE LEARNING ENVIRONMENT "   SHORT ANSWER QUESTIONS : Within an organizational situation ( your own if desirable and appropriate), undertake a review of the overall workplace learning functions. i) Outline the current approaches to diagnostic techniques and provide details of the identified current and or future learning requirements. ii) Outline the current range of learning strategies utilized by the organization and make an assessment of the suitableness of  these approaches. iii) Provide details of the current learning programs and provide details of how this programs are implemented and administered. iv) Provide appropriate costing and evaluation details for these programs. v) Provide details of how the current programs are evaluated with details of the specific outcomes. vi) Make recommendations for improvement if wanted... The organization I would like to base this is my previous employer Campbells Cash & Carry

Develop a workplace learning environment assignment essay instructions

ASSIGNMENT : ASSESSMENT " DEVELOP A WORKPLACE LEARNING ENVIRONMENT " SHORT ANSWER QUESTIONS : Within an organizational situation ( your own if desirable and appropriate), undertake a review of the…

How does Tuberculosis transmit to other individuals?

This paper discusses and compares the risk of disease of an individual from the risk of the population at large using a medical diagnosis of a certain individual. The paper discusses the risk posed by tuberculosis or TB, and how risky it is for an individual and for the population at large.             Tuberculosis, TB, is an easily transmissible disease caused by mycobacterium tuberculosis, slowly growing bacteria whose host can only be humans. TB is the leading cause of death in the world effecting 1.7 billion people a year which is equal to 1/3 of the entire world population (Todar, 2005).             A person may be infected by TB by having the TB bacteria in his body but does not have the symptoms of the disease. The symptoms of the disease can only be seen on persons who have an active disease. These persons are those who have weak immune systems such as those with HIV. Aside from HIV positive individuals, other people are also at higher risk of TB such as those who work or live with others who have TB; those who are medically underserved populations; homeless people; people from other countries where TB is prevalent; people in group settings such as nursing homes and correctional; those who abused alcohol; people who used intravenous drugs; those with paired immune systems; the elderly; and the healthcare workers who come in contact with high-risk populations (Anonymous, 2006).             Using the case of a 35 year old male, one can determine the risks pose by TB to an individual. A 35-year old male was admitted in a hospital at New Delhi with a 4-month history of fever, cough, expectoration, diarrhea, loss of appetite, weight loss, weakness and breathlessness on exertion. There was a history of smoking and alcohol abuse. His father died of tuberculosis 10 years ago. He was chest x-rayed and showed bilateral extensive disease and his sputum was positive. He was diagnosed to have TB and given a treatment with streptomycin, rifampicin, isoniazid, pyrazinamide and ethambutol on the same day that he was confined (Puri et al, 1998).             From the case above, it can be concluded that an individual living or had lived with or have contact with a TB patient is at risk of acquiring the disease aside from having weak immunity against TB due to smoking and alcohol abuse. The risk posed by TB to an individual depends on his lifestyle, socio-economic status, the environment he is living and his health like if he has HIV, diabetes or end-stage renal disease (CDC, 2006). While for the population at large such as in nursing homes and correctional as well as in poor countries and ethnic minority groups where TB is prevalent, the risks posed by TB are higher than posed on individuals. As noted above, TB is an easily transmissible disease; therefore, the population with higher risk of TB can easily acquire the disease and pass it on the other member of the population. Also, individuals like health workers exposed to population or group of people with higher risk are also more likely to have TB.             TB is spread by airborne particles and can be acquired by persons who share the same airspace with persons with infectious TB disease (CDC, 2006). Therefore, the risk posed by TB to population at large or those who have direct contact with TB patients is higher than the risk posed to individuals. The more a person associates in a group, the more likely for him to acquire TB.

How does Tuberculosis transmit to other individuals?

This paper discusses and compares the risk of disease of an individual from the risk of the population at large using a medical diagnosis of a certain individual. The …

Cathay Pacific Management of Change

1. Executive summary Change will always be a part of any business operations. Change is done whenever there are flaws in how a company provides services to the clients. Change occurs in various sectors such as retail, banking, manufacturing, airline and others. One company that allowed change to transpire in their organization is Cathay Pacific. In implementing change, the company will have to make sure that the change will be managed well to prevent any complications. This paper will continue the discussion on the management of change. The paper will contain the prescription for change that includes the vision for renewed organization; direction and scope of change; and the speed of change. The paper will also contain the proposed actions that include leveraging change; renewing systems & structure; tailoring culture; overcoming resistance; leadership of change and communication change. Lastly the paper will contain a conclusion on the management of change.                   2. Introduction Over the last two decades of the twentieth century, theories of organizational changes have had a tremendous impact on business and not-for-profit companies. Many of the top corporations, have implemented one or other change program over the last twenty years, often at the cost of millions of dollars, and involving large-scale restructuring and extensive job losses (Mills 2003).  At the end of the day, while it is generally agreed that certain change programs have become widely popular, there is considerable debate about the success or failure of the subsequent changes themselves. Business critics blame suggested failure on incorrect implementation (Mills 2003). Other business critics are less convinced, questioning the lack of evidence of a clear link between the implementation of selected change program and subsequent business success. It is argued that, within management thought and practice, the notion of organizational change has changed in significance over the last two decades, from one of many potential strategies of managing to a key influence on organizational effectiveness and survival (Mills 2003).    The focus has shifted from the strategic choice of the actor to one of incontrovertible external forces that managers need to anticipate, react to and manage. It is contended that organizational change as imperative has become an important management discourse that can be witnessed in the discursive practices of companies. Explaining the popularity of organizational change in sense making terms it can be argued that change has become a conventional management practice, developed and sustained through a powerful management discourse, whose on-going character influences the decision-making of large and small companies, profit and not-for-profit companies alike. Whether or not the adoption of a particular program of change is the right course of action for some companies doesn't seem to matter. Decisions to implement change programs are based on plausibility rather than accuracy (Mills 2003). Over time, the emphasis on change programs has switched focus from ways to improve employee satisfaction to a goal today of customer-driven corporate effectiveness (Mills 2003).   The notion of organizational change has taken on new meaning. Since the early 1980s, it has become an imperative rather than a technique to be considered at appropriate times, a holistic rather than a piecemeal approach to organizational effectiveness (Mills 2003).Organizational change is done by a company when it believes that the company is not adjusting to the new trends in its environment. To turn the division around the management must make sure that the changes will help the members of the organization to easily adjust. The management must also make sure that there are back up plans in case the changes that the company intends to make will fail. Changes in businesses are eminent, especially with different situation in the environment. As the strategies of organizations change, so thus the different policies and practices it has.   Change cannot be completed if there will be no one guiding this kind of activity in the company. 3. Prescription for change 3.1 Vision for renewed organization Cathay pacific wants to be the company that provides the best service in its industry.  It wants to make sure that the change would create a better performance for the company. Cathay pacific wants to realize a different image and business processes for the company after the implementation of change.  It wants to make use of a determinist approach to shape the future scenario in which the organization will operate.  Cathay pacific believes that renewed vision evolved from the current vision through it looking for better means for the company to survive and be successful in its environment.   3.2 Direction and scope of change The macro view towards the proposed change focuses more on the need for change and what the change can do for the company’s improvement. The Mc Kinsey model was used for determining the direction and scope of change.   3.2.1 Structure The structure of the company is decentralized wherein decisions are not made by a single person. Each department has a say on decisions that will be made. Each department communicates with each other before making any kind of decision. This structure of the company helps it to make the best decisions that in turn will be vital so that the company can provide the best service that people will avail. This also makes sure that any conflicts within the company can be minimized. 3.2.2 Staff Cathay Pacific makes sure that the employees they hire will be an asset to the company. They hire the best people for a specific job. This people are trained well by the company so that each employee will have an important role to play in the company. The company provides various financial and compensation packages to their employees. This ensures that for every effective service the employees do they are greatly rewarded.  The company also recognizes and gives awards to employees who perform above standards and do things that exceed what is expected of them.   3.2.3 Skill Cathay Pacific uses the personnel that have ideas on how service should be given and these personnel are the ones assigned to provide the best service.  The company tests these personnel before letting them provide service to the clients. Cathay pacific makes sure that the personnel are skilled enough to make use of high tech materials that will provide service to their clients.   3.2.4 Style Cathay Pacific has a culture of continuous learning.  Managers and leaders of the company use a democratic style of leadership so that its culture can be maintained. Cathay Pacific makes sure that through its culture of continuous learning and the use of appropriate leadership styles can achieve the organization’s goals. 3.2.5. Strategy Cathay Pacific through its leaders is trying hard to learn from its past mistakes so that they can be market savvy.  The company tries to minimize committing its past mistakes. The company is trying to have closer relationship with customers so that they can provide services that people will purchase. The company also wants to invest in better equipments. The new and better equipments will be the source of the company providing the best service.    3.2.6 Systems The different systems of the company were reconfigured to make sure that the system will positive changes to the way the services are given. The different systems are revised according to the different concerns and needs of the department using them. The systems have been altered depending on the needs of the company in that environment.   3.3 Speed of change Cathay Pacific’s approach on change in terms of the speed for the process of proposed change program focuses on a step by step approach to make the change process be implemented gradually. This would enable the company to make gradual adjustments as the change process goes in the company’s system.  The step by step approach would help the company make changes whenever problems are encountered during the implementation of the activities in the change process. Field theory Unfreezing In this stage Cathay Pacific is in the process of overcoming its current inertia. The company has just realized that there is a need for change thus it slowly goes into the process of creating changes within the organization. In this stage the existing mind set is removed so that a new one can be used. With the desire for changes comes the need to replace old habits and culture that tend to cause distractions to the change process.   Moving In this stage Cathay Pacific is still confused and it is still in the process of transition. Information technology helped Cathay pacific to introduce newer means for them to provide service to the clients; this helped the company to put itself in a position that has a distinct competitive advantage. Information technologies are something that is constantly evolving and being improved over the course of time.   Refreezing In this stage the focus for Cathay Pacific is to integrate the new mindset into the company and return the comfort level into allowable positions. Change should not be forgotten after implementation, it is a continuing process and it needs maintenance. Cathay pacific needs to continuously adopt improvements to its systems so that the company will continuously achieve its benefits. 4. Proposed actions 4.1. Leveraging change Force field analysis is another exceptional tool that provides managers with the opportunity to effect change. The technique, and the resulting tool, was developed by Kurt Lewin. Lewin's force field theory asserts that in any situation there are forces that struggle for equilibrium. This equilibrium is achieved through a balance of both driving and restraining forces (Gottlieb 2001). Driving forces are those forces affecting a situation that push the situation in a particular direction. They can be viewed as forces that promote change such as productivity or quality improvements, monetary and other incentives, and competitive forces. Restraining forces are acting to offset the pressure from the driving forces. Such things as lack of financial resources, apathy, and lack of or poor equipment might fall into this category (Gottlieb 2001).  The next figure shows an analysis using force field model. 4.2 Renewing systems and culture Internationalizing firms seem unlikely to change their key attributes and practices substantially unless the following conditions are met. First, foreign operations, assets, and profits constitute a large proportion of the total. Secondly, they are concentrated in a different kind of business system, which, thirdly, is more developed than the domestic one, and, fourthly, is more cohesive and linked to strong, more integrated institutions than the domestic one. Fifthly, they integrate foreign subsidiaries closely to domestic operations, and, finally, these attributes are not highly interdependent with strong domestic agencies and institutions. Because business-system change implies a reorganization of economic coordination and control relations, it involves the restructuring of interest groups outside as well as inside the firms concerned, and often a reshaping of sectoral strengths (Whitley 1999).    For internationalizing firms to affect such shifts in the organization of their domestic economy, then, they would have to be allied to powerful groups and interests (Whitley 1999).To renew the systems and culture the company should first take a look at the expenses it has to incur before changing the system and the culture.  It should then take a look at the effect of renewing its systems and culture. In renewing the systems and culture there should be a step by step approach so that once problems are noticed it can be easily given solutions. Having a step by step approach will also help the company and its members in making adjustments to the change in culture and systems. 4.3 Tailoring culture The cultural web Stories The stories in the company usually points to the different kind of people they encounter as they provide services to the clients.  The stories revolve around some people who are approachable, some are irritable and some who are considered to be different from others.   The company is not trying to create rumors about their clients, it is just being observant on the difference of personalities of each client that they provide service.   Rituals and routines Cathay pacific has various routines that make sure that the clients will have a safe experience before, during and after availing of their services. The company’s daily behavior is providing service that comes from the heart. In such behavior the company wants to provide an authentic service to its clients.  This routines and behavior determines what should be expected in certain situations.   Symbols Cathay pacific has a brush wing logo which is installs into its airplanes and other facilities that need a logo. The company has clean and plush offices that give proper accommodation to their clients.  The company also has formal dress codes that help in giving some respect to its clients.  These symbols create a different identity for the company. It sets it apart from its competitors and gives it advantage over their rivals. Organizational Structure The company‘s top man is the Chairman Christopher Dale. The CEO of the company is Anthony Tyler. The finance director is Robert Atkinson. They are the ones that lead the company and the ones whose contributions are most valued; underneath them are department heads, sector managers and other personnel that work in different locations. This structure of the company intends to promote teamwork and camaraderie amongst the members of the organization.   Control systems The control system can help in making sure that employees and their culture can be managed. The control system is also the one used to regulate employees and their culture. The company’s financial systems, quality systems and rewards is measured, controlled and distributed through the feedback system wherein the company checks for problems in the financial, quality and rewards system before it distribute such systems to different segments of the company.   Power structure The people responsible for decisions on strategies and techniques the company intends to use include the Chairman and the CEO. They have the greatest amount of influence on the decisions, operations, and the strategic direction of the company. 4.4 Overcoming resistance The next solution towards resistance is explaining the background of new scheme as well as its function and what will be the extent of the change process. This can help the staff to understand how these changes will not affect them greatly. It will also help in dispelling rumors. Lastly communicating with employees to assist them view the logic of a change can reduce the resistance.  Good communication is not only reducing the resistance but also creates a harmonious relationship in the company.   4.5 Leadership of change Organizations with the purpose of starting change need to have good leaders so that the learning process would be uninterrupted and cannot be influenced by outside forces. Good leaders can find sources of information that will be of great value to the change process.  They can make decisions that can help the change process to run smoothly and be equipped with appropriate information beneficial to the process.   4.6. Communication change With the change process being implemented the relationship between the leaders and their subordinates should improve. There should be more chance for the members of the organization to communicate more and share their thoughts on the change process, its strengths and the different problems it might bring to their company. Conclusions Companies are seeing the importance of change in their business. Organizational change is done by a company when it believes that the company is not adjusting to the new trends in its environment. The benefits that the company will acquire from the changes it has made may be present after some time. The changes can bring a better future for the company as long as it is gradually completed. After planning the change, the next thing done is implementing it wherein the goal is to make sure that change will give benefit to the company. Change should not be forgotten after implementation, it is a continuing process and it needs maintenance. The success or the failure of the change process should be reported to the upper management for them to decide whether the process should continue or not. Although other stakeholders and members of the organization should be informed about the result of the project , the first people that should know about what happened is the upper management since they are the ones that have to make management decisions.  The different groups should receive various data and report on the process depending on their stature in the company and the importance of the information acquired.   References/Bibliography   Benveniste, J, Dunphy, D, Griffiths, A & Sutton, P (eds.) 2000, Sustainability: the corporate challenge of the 21st century, Allen & Unwin, Crows Nest, N.S.W.    Butkus, RT & Green, TB 1999, Motivation, beliefs and organizational transformation, Quorum Books, Westport, CT.   Bennis, W 2000, The future of leadership: Today's top leadership thinkers speak to tomorrows leaders, Wiley.   Binney G & Williams, C 1995, Leaning into the future: Changing the way people change organizations, Nicholas Brealey, London.   Black, SJ 2002, Leading strategic change, FT Prentice Hall.   Chambers, HE 2001, Effective communication skills for scientific and technical professionals, Perseus Books, Cambridge, MA.   Collins, D 1998, Organizational change: sociological perspectives. Routledge, New York, p.65-70.   Conner, DR 1992, Managing at the speed of change, Wiley, Chichester.   Cunha, JV, Cunha, PE & Kamoche, KN (eds.) 2002, Organizational improvisation, Routledge, New York.    Elkin, P 1998, Mastering business planning and strategy: the power of strategic thinking, Thorogood, London.   Goleman, D 2002, The new leaders: emotional intelligence at work, Little Brown.   Gottlieb, MR 2001, Managing group process, Praeger, Westport, CT.   Hall, WD 1993, Making the right decision: Ethics for managers, Wiley, New York.   Haus, M, Heinelt, H & Stewart, M (eds.) 2004, Urban governance and democracy: leadership and community involvement.  Routledge, New York.   John, J 2003, Fundamentals of customer-focused management: competing through service, Praeger, Westport, CT.   Kotter, JP 1996, Leading change, Harvard Business School Press.   Levicki, C. 2000, The leadership Gene, Prentice Hall, London.   Mills, JH 2003, Making sense of organizational change, Routledge, New York.   Oden, HW 1997, Managing corporate culture, innovation and intrapreneurship, Quorum Books, Westport, CT.   Reddy, P 2000, The globalization of corporate R & D: implications for innovation systems in host countries, Routledge, London.   Whitley, R 1999, Divergent capitalisms: The social structuring and change of business systems, Oxford University, Oxford.

Cathay Pacific Management of Change

1. Executive summary Change will always be a part of any business operations. Change is done whenever there are flaws in how a company provides services to the clients. Change occurs in various s…

Media and International Politics

Media and International Politics   Preliminary Remarks               We are told that this generation is far more complicated in terms of people’s lifestyle and behavior compared to the 60’s and 70’s generation. Indeed, there is a great gap between our generation and the generation of our parents. In fact, we are no longer adheres to their beliefs, myths, fables, and tradition. We have our own beliefs, myths, and tradition in which in turn our parents can hardly understand.             This reality seems so naive to them, yet, it is very clear. The emergence of technology and complex phenomena happened to be the primary factor in which we, the new generation, become detached from the previous generation and tradition. Moreover, we are not only detached to them but gradually become more and more independent in terms of how to define our life.             By and large, media become one of the many instruments in which influences our way of life. We look at media in different perspectives and in different ways. We become witnesses of the transformation and evolution of media. From standing as a paragon of peace, freedom and equality, to deterioration and ratification of reality, media seem to stand on its own, independent to the branching institutions. However, media become naive in some ways because it somehow caught unguarded with the lure of globalization. Here, we come to analyze how the trend of globalization comes to influence the media sphere.        The New Trend: Globalization               This construct renders a vast meanings and definition derived from various scholars of various disciplines.    The vast definitions of globalization make us puzzled and logically inferred that absolute is non-existent insofar as a definitive meaning of globalization cannot be comprehended and capsulated.  In the book, Articulating the Global and the Local: Globalization and Cultural Studies, Ann Svetkovich and Douglas Kellner defined globalization as “a code word that stands for a tremendous diversity of issues and problems and that serves as a front for a variety of theoretical and political positions (1997).” This in a way served as a substitute term for modernization and continues as a legitimating ideology for the westernization of the world, cultural differences, and struggles.             Svetkovich and Kellner (1997), think that this phenomenon gradually replacing concepts such as imperialism, thus displacing focus on domination of developing countries by overdeveloped ones  or on national and local economies by transnational corporations. In this discourse globalization functions and concepts are important in understanding the phenomenon which in nature a theoretical construct which varies according to the assumptions and perspectives in question. In this context, the authors would like to treat globalization as a term used to describe the ways global economic, political, cultural forces are rapidly penetrating the world in the creation of the “new world market, new transnational political organizations, and a new global culture.”  Furthermore, globalization involves a dissemination of new technologies that have tremendous influence and impact on polity, economics, culture, society and in our daily life. New technologies such as communication instruments become the primal tool in creating a world, though, has frontiers, tremors to collapsed borders, inflicting and creating global cultural village wherein everyone defined his culture as universal and homogenuis. The diversity of culture, on the other hand, is neither protected nor preserved, rather the fundamental project of globalization is to collapse all barriers in order to form one single unit of culture—a new global culture.             Hence, globalization brings forth the consciousness of reconstruction, deconstruction and rehabilitation of what was present in civilizations long ago. The Old and New Media             When we speak of old media, we immediately think of the three fundamental mediums namely: print, radio and television. These instruments that comprise the traditional concept of media are still present and powerful. Yet, it can be thought that each instrument occupies a certain level of power measured in terms of its effect to the producers or receivers. While print became the first medium invented, radio and television was the offshoot of reasonable guesses by its inventors, the three has its own inherent power to influence its audience.             On the other hand, theoretically speaking, when we thought of media models and theories we are immediately thinking about the linearity of communication popularized by Schramm and later on refuted, remodeled, revised, and modified by other media theorists and scholars. The historical pedigree of media is not exclusive only to those who theorizes communication and exploits the mediums, but became open to other critiques in different fields of academic pursuits. For instance, one of the most popular in terms of understanding the political economy of media was Karl Marx which thought that the ideological role of media always in favor to the capitalist ideologies since they have the power to manipulate and exploit using their capital in order to enable them to diffuse and proliferate their ‘believed’ ideologies to the public.  Moreover, media serve to be instrumental in the propagation of national identity and unity among the people within a community. The best to describe these qualities of the media is directly found on the journalistic doctrine in which media assumed a principal role being a fourth estate in a democratic society. Media help stabilize states’ three democratic branches: judiciary, legislative and executive, more so, to protect the democratic ideals of the society.  This is very much related to Joseph Man Chan’s article Media, Democracy and Globalization: A Comparative Perspective, in which he believed that, the “the roles of media in a society are very much defined by its mode of media control which varies mainly with its power structure. In general, when power is concentrated, media tend to serve as an extension of the state and support the status quo.” The existing journalistic archetype is adherent and administrative in nature. Yet, when power is more spread, media can maintain greater relative autonomy and serve as a forum for a wider sector of the public.   The role of media practitioners is to carry out the cardinal values of their journalistic archetype which is to observe an objective, impartial, and true reporting of information to the public. This is true in the field of the old media, but I am not telling an absolute truth about the practice or the use of media instruments. What I am saying is that, these principles is somehow been practiced in the old times, yet, not all necessarily observed such practice. Hence, due to the emerging trend set by technology and globalization, media became the foremost sphere which is being victimized and attacked. Globalization and technological innovation become primary factors in which emergence of new media put forth dramatically in order to serve a specific purpose. New media is described to be a phenomenon of ‘convergence’. This concept refers to “all forms of communications written text, statistical data, still and moving images, music and the human voice that now can be coded, stored and relayed in digital form, and made accessible and convertible through the end-used technology of the computer and/or television screen” (Golding and Murdoch, 1996). Moreover, Slaatta (1998) conjures that “changes in media and communications technology are simultaneously changes in the structuration of the social and cultural spaces for social interaction and integration.” Indeed, the structural and cultural formation of one’s behavior reflects the effects of the new media. The emergence of internet, ipod’s, mp4’s, sophisticated mobile phones, and other new gadgets presents an alarming mood for us. To examine the effects of these new media technologies in a wider perspective, we can say that these are purposively made and proliferated for economic gain. The economic value of these is transcendental. In this sense, the value becomes transcendental because it contributes to the constant violence among individuals and disparities of principles among nations. Moreover, new media provide us a wider time and compressed space in which we can easily participate in a wider arena of socialization and political activities. It indeed brings a new paradigm to the civil society in terms of its role in opening a more accessible public spheres. Yet, these are still controlled and manipulated by the capitalist institutions. And as Slaatta argued, “the new media and information technology give an imperative towards scrutinizing the changes in the political economy of the international media industry.” Media Globalization               Arjun Appadurai popularized the idea of scape that fundamentally described the central concept of sometimes ambiguously interpreted term globalization. In this context, we are introduced to terms like ethnoscapes, mediascapes, technoscapes, finanscapes, and idioscapes. These terms illustrate the ideological, empirical, and structural dimensions of globalization in which variably affect the complex system of the society. What seems a basic knowledge and assumption about globalization in a theoretical debate, framing our thought on Marxism, is the idea of cultural homogenization. Moreover, in the discourse of Sinclair (2004), postmodern theorists see the trend as being much more in tension with its opposite, heterogenization—that is the proliferation of cultural fusion or ‘hybridity’ which occurs as global influences become absorbed and adapted in a host of local settings. Other globalization theorists would simply define the phenomenon as “the compression of the world”, “the intensification of consciousness of the world as a whole”, “annihilation of space by time”, and ‘time-space compression.” However, these theorists have different highly qualified definition on globalization it could be nice to find the neutral between their dissimilarities. These theorists, though, aware of being in disagreement regarding such matter, “all identified the control of space and time as a defining abstract principle behind globalization” (Sinclair, 2004).             Given these descriptive and theoretical definition of globalization offered by different theorists, it can be argued that the presence of media globalization continuously penetrates the cultural virginity of some societies that tried to keep their socio-cultural identity distinct, yet, with the emergence of new media flourishing in every corner of the globe, social theories dictate that it is inevitable to maintain the cultural virginity due to new media emergence. It reflects on the idea that globalization primarily caters to the homogenization of culture, by trying to use effective means like media. David Held argues that “the growth of global communications above all of television, video and film, gives people new ways of seeing and participating in global development which opens up the possibility of new mechanisms of identification at a global or even a local level” (Held, 1995:124) Slaatta’s melancholic description of new media reflects the trending effect of globalization by stating that: “The coming of the internet and the convergence technology, the traditional link between the cultural and the political space for social organization within the nation-state, and the organizational logic of the media and communication industry, is once more disconnected. This time is potentially into an almost anarchic disorder. The television screen, in its commodified, household form is presently turned into a veritable battle field or perhaps a battle screen where a formidable race is taking place between competing formats of software, operative systems, processors, sockets, hardware, cables and networks (1998: 6). One concrete example that manifests a global media is found in Beverley Yu’s article Critical Analysis of Readings: Global Television which she cited the  analysis made by Sowards in her article MTV Asia: Localizing the Global Media which contends that MTV Asia “repackages and disguises Western narratives of class, culture, values and consumerism which in effect helps construct a globalized, consumerist culture for middle-class Asians based on their consent and participation of MTV’s cultural hegemony. The new media is characterized by the convergence phenomenon in which Slaatta (1998) articulates that due to convergence, “the present structure of the media industry will become increasingly blurred, as the boundaries between media technologies and their respective audience markets will collapse.” This phenomenon becomes a concrete picture of what media globalization is. Moreover, to look further into the significance of media globalization, we should take a simple act of analyzing certain offshoot of media globalization by bringing into the light the issue on media trends.  Critique on Media Globalization               Is media globalization helpful or does it misleads us to think that it is beneficial to our development?             The question posits differently answers coming from different theoretical and empirical perspectives. The advancement of media due to globalization in one hand is beneficial and helpful. On the other hand, it becomes alarming and misleading us. To speak of media globalization as beneficial and helpful is to speak of the globalized democratic system. Today, democracy becomes the global political system. Although, there are remnants of communism and socialism, majority of countries nowadays is democratized. The role of media in democratization is essential. Say for example, the well-known People Power Revolution in the Philippines that toppled down the dictatorial leadership of their former President Marcos was became successful not only because of the collective power of the masses but also because through the media in which people are gathered together to bring down the dictator to its presidency.             On the other hand, the ideological of media may have a negative and alarming state. Global media corporations are blinded by the pursuit of economic gain, oftentimes at the expense of quality and the interest of the public. This is always the critique under the Marxist doctrine. The media globalization misleads us to think of its primary purpose. The ideology in which it propagates can be a “false” ideology due to what the global media demonstrates is its noble task of bringing countries out of political oppression and authoritarian ruling system. Yet, the political economy of media still adheres to the idea that the main purpose of globalizing media is the political interest of those powerful countries like the United States to gain control over other regions and nation-states.     Further, media globalization brings significant effects like a compromise of journalistic integrity in favor of a commercially profitable global product and cultural identity in the case of MTV. Globalization implicitly promotes certain ideologies to foreign cultures by means of a mass medium and hence creating a state of hegemony. Conclusion               The emergence of globalization is undoubtedly shatters our way of life. The cultural and anthropological relevance of the phenomenon came into existence through our recognition of the effects of media. In one way, through media we knew something about globalization like the emergence of scapes popularized by Appadurai. Moreover, we should treat this phenomenon in a balance platform in order to see both edges of it. In one hand, media globalization significantly brings easy access to the events of the world and promotes democratization. On the other had, media globalization may only be a trap of the main purpose of powerful international media outfits. Media globalization supports on the noble act of helping the world to cope with problems related to freedom, equality, and peace, may only be a pretense to the real socio-political interest which is to gain control of other countries.             The issue on media globalization is complex. It needs to be examined well and trying to make a more objective and empirical analysis. Although, media theorists and sociologist may already provide ample discussions and theories in order to bring media globalization in the litmus-test, it can again be argued that constant update and assessment should be put forth.       References Adesoji, A. (2006). Globalization of the media and the challenges of democratization in Nigeria. http://www.nobleworld.biz/images/Adesoji.pdf Chan, J. (n. d.) Media, Democracy and Globalization: A Comparative Perspective. http://www.waccglobal.org/index.php/wacc/content/pdf/680 Golding, P. & Murdoch, G. (1996). Culture, Communications and Political Economy, in Curran, J. & Gurevitch, M (1996)             Mass Media and Society. London: Arnold Held, D (1995). Democracy and the Global Order. Cambridge: Polity Press Sinclair, J. (2004). Globalization, Supranational Institutions, and Media. http://www.sagepub.co.uk/mcquail5/downloads/Handbookchaps/ch3%20Downing%20HB.pdf Slaatta, T. (1998). Media and Politics: Research Strategies in a Crossdisciplinary Field. http://www.nordicom.gu.se/common/publ_pdf/30_slaatta.pdf Yu, B. (n. d). Critical Analysis of Readings: Global Television. http://beverleyyu.com/Documents/criticalanalysis.pdf

Media and International Politics

Media and International Politics Preliminary Remarks We are told that this generation is far more complicated in terms of people’s lifestyle and behavior compared to the 60’s …

Management report assignment essay instructions

The assignment is a Management Report. This is not an academic paper but rather a professional business report of the type that you may be expected to be involved in preparing when you start your business career. You do not need to use academic references but you do need to quote your sources. This is useful training for you. Even if you never formally write a business report the discipline of being clear about what you want to say is a key business skill. We will be studying the global automotive industry. Your management report should be an analysis of a segment of the sector or a firm within the sector with recommendations as to the future. The definition of the industry is also very broad and can include any type of good or service within the field of the automotive industry. The future is restricted to the next 5-10 years. You are advised to contact your tutor to ensure that your proposed study falls within that area The broad aim of the paper is to synthesise all available information on a business issue and then  in a succinct and clear manner- brief senior executives on they should do. CEO's make decisions daily using such processes although it is usually presented verbally with back up papers. The ideal situation is for someone to trust you enough just to read the executive summary. The format of the report follows clear guidelines. You will be marked against these guidelines guidelines...--- Section B grade and above Executive summary- 10% The summary contains all the information necessary for a senior manager to understand the key issues including any recommendations for future action. No more than one page. Not page numbered. Table of contents Correctly set out Introduction/ Background- 5% Page numbers start here This clearly sets out the broad industry trends and the background to the case. It describes how the data is to be analysed. External Analysis-20% This section sets out the strategic dynamics of the industry at both micro and macro level including likely future trends. Internal Analaysis-20% This section analyses the strategic capabilities of the firm. This should included leadership, culture and management competences Conclusions-15% The conclusions logically emerge from the facts. Recommendations-15% The recommendations address the main strategic issues identified in the Introduction and meet the criteria of achievability, suitability and acceptability. Appendices-5% They add value Presentation-10% This is a report that is clearly written with good graphics. I would be proud to show it to a professional manager There is no easy way of saying what does an A grade report cover. Obviously it will cover all the main points above but in addition there is a spark about the writing as well as evidence of genuine strategic insight. Also good reports are easy to mark. The report is 3000 with a margin of error of 10% i.e. 2850-3150. The word count is the Executive Summary and Main Body including footnotes of the report- but not including the Table of Contents, References and Appendices. These are the penalties for being under or over the word count. 10% (2700 to 3330) lose one grade point i.e C is C-; above 10% but below 20% lose 3 grade points (2400-3600); above 20% fail. This must be submitted on Turnitin

Management report assignment essay instructions

The assignment is a Management Report. This is not an academic paper but rather a professional business report of the type that you may be expected to be involved in preparing when you start your b…

Nonverbal communication and its effects on Behavior

What is the nature of nonverbal communication in relation to nonverbal behavior?   INTRODUCTION   This essay typically discusses the essence of nonverbal communication and how it is related in the manifestation of nonverbal behavior. For the purposes of the broad scope of nonverbal communication, the focus of just one theory seems to be not that appropriate to be utilized in this straightforward essay.  Thus, in this essay the discussion of nonverbal communication will be expounded.  Further, nonverbal communication having a vague meaning cannot be completely discussed but a descriptive view of nonverbal communication will be tackled.  The discussion will also tackle the nonverbal behavior as a medium in which it will be used for communication. In demonstration of the vagueness of nonverbal communication, it can refer to the vocal features, which in turn can also be objectively seen in the facial expressions.  Nonverbal communication may also refer in the manner of which it can be touched and smell or the several artifacts that can be used as a tool of making a facade. The vagueness of nonverbal communication sometimes leads to misinterpretations.  A review of related literatures that seeks to examine whether or not nonverbal behavior can be regarded as communicative is also included in this essay. MAIN PART The study of verbal and nonverbal communication has assumed a prominent role in psychology during the past 20 years ( 1978; 1983).  One classic definition of nonverbal communication given by (1989) is nonverbal communication as the process by which nonverbal behaviors are used, either singly or in combination with verbal behaviors, in the exchange and interpretation of messages within a given situation or context. Moreover, (1989), categorized nonverbal communication into eight classes among which are facial expression and eye behavior, body movements and gestures, touching behavior, voice characteristics, culture and time, environment, clothing and personal artifacts and body types, shapes and sizes. As an example of the illustration of facial expression and eye behavior as being a modifier of meaning of other nonverbal behavior is when two persons waiting for a cab at the same time in a waiting shed.  Just when a cab is about to embark, the issue is who gets to have the cab first, one person rushes to the cab wherein the cab is in fact in front of the other person waiting for a cab, the facial expression and the initiation of eye contact between the two person involved would tell who gets to have the cab first, whether the other gives in to the rushing passenger or the one who was in front of the cab would readily hop in to the said cab and deny the rushing passenger.  Similarly, according to  (1972), eye contact is another important aspect of nonverbal communication. Further, with respect as to what behaviors can be considered and regarded as being communicative, the definition of nonverbal communication shares different point of views. Some theorists have argued that all nonverbal behavior should be regarded as communicative (1968). Others have argued that only behaviors intended to be communicative should be regarded as such (  1969).  However, both viewpoints are criticized by  (1972), who argued that for nonverbal behavior to be regarded as communicative, it needs to be shown that it is used both to transmit and receive information in their terminology; there is both systematic encoding and appropriate decoding. Thus, not all nonverbal behavior is necessarily communicative. Further, . (1972) have suggested a definition of communication as it implies that one person (an encoder) is actively making his experience known to some other person (a decoder) by means of a shared code.  In agreement to  (1972), for nonverbal behavior to be communicative is has to comply with the essence of being able to communicate clearly and with sense to the other person.  Simply stated, all nonverbal behavior necessitates nonverbal communication.  For example, a boy winks over a stranger, does not mean that there is a nonverbal communication going on between the two of them since the stranger is did not make the sense of connection with the boy (encoder) who makes the wink and thus putting no meaning to the wink being enacted by the boy.  Although the boy is actively seeking the attention of the stranger, a response has not been made by the stranger and that the stranger did not share the same code as that of the boy.     The narrow definition of nonverbal communication as only occurring when the sender consciously intends to give a message to be received by another in which the exclusion of nonverbal behavior from the category of communication is rejected by  (1978) and therefore contends that these subsidiary behaviors are more than secondarily informative; they are a fully integrated part of the total message one transmits to another. The message itself would be different were they not present.  For  (1978), nonverbal communication may not exactly necessitates the manifestation of a nonverbal behavior but their contention in the exclusion of nonverbal behaviors is based on the fact that these nonverbal behaviors may act more than informatively in the sense that their integration may constitute the totality of the message of the nonverbal communication.   CONCLUSION Nonverbal communications may have either use or not use nonverbal behavior in the communication streaming.  Other authors have contest to the fact that the use of nonverbal behaviors are meaningful in communicating nonverbally and are likely indicative of the real message it is about to convey and therefore, proposes that all nonverbal behavior should be considered as communicative .  But other authors in contrast, propose that not all nonverbal behaviors can be considered communicative of the fact that they are not being used solely for communication purposes.  Nevertheless, nonverbal behavior discloses critical information about emotions and relationships (1985).  The importance of subtle expressive behaviors is incorporated to how we communicate with others and in assessing the interpretation of behavior.  Nonverbal cues are often more powerful and reliable than verbal cues ( 1984). The explanations of the nature of nonverbal communication contributed to the study of communication such that it is able to uncover the underlying factors behind those nonverbal behaviors as having meaning or no meaning at all.  Nonverbal communication is in itself very subtle means to communicate yet its impact is unquestionably means something and may in some sense striking.

Nonverbal communication and its effects on Behavior

What is the nature of nonverbal communication in relation to nonverbal behavior? INTRODUCTION This essay typically discusses the essence of nonverbal communication and how it is related i…

MTV Channel will succeed in the Chinese Market?

MTV Channel will succeed in the Chinese Market? Introduction             Pressures of globalisation, such as the development of the world market and international trade resulting to growth in different economies through the operation of production outsourcing and massive exportation of excess products, have taken its toll on the formerly socialist China so that just several years ago, China has opened its market to the world. China has a lot to offer to the world including its bountiful natural resources and raw materials and abundant labour, but it cannot market these resources to the world by closing its market to other economies. Although China cannot be considered as a democratic state, the Chinese government has made allowances for the entry of diverse foreign products and services into China in the same manner that China takes part in the massive exportation of manufactured products. China has made efforts to maintain nationalism and keep its culture in tact amidst the entry of products and services comprising the cultural artefacts of other cultures. However, a look into the young generation of China shows that this may not be possible with young people embracing other cultures as expressed in their choice of clothing, television programs, and music and even in their beliefs, attitudes and behaviour. As such, China, as a society, has undergone rapid and long-term change because these changes have determined the direction of the movement of the Chinese society, one that moves further and further away from its socialist legacy. In addition, future changes are expected to happen in the future as China takes on various roles in the world market.             One of the cultural artefacts that have entered China is music television (MTV), which is a music-centred television channel owned by Viacom, an entertainment firm, since 1986 when the company purchased all MTV networks including MTV, Nickelodeon, and Country Music Television (CMT). As a global company, Viacom sought to achieve the goal of connecting to diverse audiences in different parts of the country. As such, the company sought to bring MTV and the different networks to different markets through the strategy of thinking globally but acting locally. This means that the company introduces the different networks by packaging the global values of the different network brands to fit into the demands of the local culture. It was through this strategy that Viacom was able to enter many regions including North America, Europe, Australia, Asia, and Latin America. Although the MTV networks remained a global brand shared by the different viewers in different markets, the programs are designed to reflect the local culture by including segments featuring local artists and other multi-cultural shows.             The global operation of Viacom can be characterised as involving multi-levels of concessions and integration into the local culture. Depending upon the regulatory measures for the entry of foreign networks in place in the different markets, Viacom engages in agreements with governments and industries in order to enter its targeted foreign market. This creates problematic situations such as the maintenance of the brand equity of its global brands amidst the varying demands of the different markets and regulatory regimes. A recent venture of Viacom for its networks is China. Although, Viacom has experienced success in other Asian countries, the stringent regulatory demands of the Chinese government have caused the company to agree to certain limitations in its program design including the prohibition to mention Taiwan’s independence or allusions to its quest to establish an independent state and other similar content deemed by the Chinese government as likely to incite unwanted disturbance. This creates a dilemma for MTV since it holds the brand value of spearheading counter-cultural action by influencing the creation of sub-cultures based on the idea of freedom of expression.               In this context, the paper focuses on the introduction of the music television (MTV) channel in China, the issues that have emerged after a few years of MTV airing in China, and the current position or performance of MTV in the Chinese market to provide support for discussions on whether MTV will succeed in China in the long-term. The paper is organised as a case study by focusing on MTV, one of the MTV networks owned by Viacom, and the Chinese market. Characteristics of the Chinese Market             The Chinese population is undergoing rapid changes spurred by the reforms initiated by the government during the 1980s primarily to usher the opening of China to the world market. Although, the political reforms in the 1980s paved the way for cultural change, it was the changes directed by the young people that gave momentum to these changes. This means that the Chinese market is largely comprised and directed by the post-socialist generation that are receptive to different cultures and cultural artefacts.             Overall, an encompassing characteristic of the Chinese market is the greater trend towards individualism, which is the opposite of the socialist collectivism. This means that the Chinese market, directed by the young generation, has accorded greater value to individualism, which finds expression in the popularity of the Chinese slang word ku that is the counterpart of the English slang term ‘cool’. Since these terms hold strong parallelism, the emergence and wide use of ku reflects the linguistic icon of the rebellious tendencies of the young generation that seeks to deviate and transform the cultural values introduced by the older generation. Although, the changes being experienced by China are different from the experiences of the western countries, these changes reflect the common experience of modernisation. The young generation’s acceptance of values resisted by the older generation reflects the patterns of modernisation. By adopting new cultural artefacts, the young generation seeks to differentiate themselves from the older generation. (Moore, 2005)             Individualism finds expression in a number of ways. One is through the acceptance and support for private enterprise. In urban areas such as Beijing and Shanghai, private property and business ownership have received support by majority of the population. As such, individuals exposed to the modern cultural artefacts and modern business firms operated on the assumption of private enterprise. Private property and enterprise ushers the acceptance of competition, in the context of a free market, among similarly positioned business firms and industry members. Except for public enterprises, business firms decide their strategies by considering the interests of its stakeholders and the requirements for competitiveness. Enterprising behaviour also finds expression in the common courses taken up by the young generation that weighs more towards university courses expected to provide them with promising financial gains as a profession and less towards courses that offer little promise for wealth. (Moore, 2005)             Another expression of individualism is youth rebellion expressed through the differentiated youth attitudes and behaviours creating the unpredictability of China’s youth. Many young Chinese individuals have chosen to live in between the safe and daring circumstances and just choosing which way to go when faced by different circumstances. There are other young people that stick by intellectual values while others opt for materialistic values. Some young people also apply self-denial while other members of the same generation have adopted hedonistic living. Although, China’s youth decide individually on the direction they intend to go, it is precisely the variances that reflect the rebelliousness of the youth because this is different from the stringent common direction and path that the older generation have enforced or adhered to. The direction towards a different self-expression is expressed through grunge music as well as shock literature proliferating among the youth despite the efforts of the government to control the exposure of young people to these media. Music, print content, and internet information widely accessed by China’s youth cover topics such as drugs, violence, sex, world-weariness, and generational differences. (Weber, 2002) Youth rebellion encompasses all actions by young people made in the context of enterprising and individualistic attitudes.             Still another expression of individualism is in popular culture. A common representation of popular culture is trends the clothing and fashion, particularly the deviation from the solid colours and plain designs in the previous decades to the use of colours and bold patterns in clothing. Western designs have largely influenced Chinese fashion. Apart from the use of colours and bold prints, designs have also evolved to more non-conservative or more revealing clothes. In urban areas in China, trendy clothes are commonly adorned by the young people including the group of young professional employees. Another representation of popular culture is the books and other literary media popular to the young people such as western television shows and movies. Young people in China have also become apprised of happenings in Hollywood in the same manner as young people around the world. Another representation of popular culture is in dating and relationships. Previously, dominant thinking prohibits dating and the development of romantic relationships in schools or school premises. Teachers and professors spearheaded the maintenance of this policy in schools. However, with the cultural changes occurring in the China, educators have taken a non-interfering stand on dating and romantic relationships between their students. Engagement in relationships that starts with dating comprises an individualistic decision so that the relaxation of the rules by the educators in China, especially in the urban areas, indicates the acceptance of educational institutions of individualism in this sphere. (Moore, 2005)             Changes in the Chinese culture have resulted to the strengthening of the value of individualism and the weakening of the value of collectivism. Moore (2005) explains that the statement that Chinese collectivism has become a misleading term carries a dual implication. On one hand, this carries an air of truth because of the increasing adherence to individualism of the young generation contrary to traditions. On the other hand, some segments of the older generation have sought to maintain traditions amidst the changes espoused by the young generation. This means that the Chinese society has become divided between the younger and older population in terms of values, attitudes and behaviour as well as divided into the urban and rural population. This geographic divide indicates that even young and older populations are further divided into those that express acceptance of modern values and culture and those that prefer the traditional ways. In urban areas, the older population carries a more accepting stand over cultural change while in the rural areas, the older population espouse traditional practices and dominate the extent and direction of cultural change.             These characteristics of the Chinese society carry a number of implications for MTV as a foreign brand entering the market. One implication is a ready market and potential market for expansion of MTV to the Chinese market. The ready market is comprised of segments of the young population that espouse individualism. It is this segment of the market that matches the value of MTV as a global brand, which adheres to individual self expression and freedom. There are also potential market segments for expansion including the older population that have accepted individualism and the young population in the rural areas that are increasingly exposed to foreign and modern cultures. Another implication is on the great possibility that MTV would persist as a brand in China, provided that it can cope up with the demands of the changing culture of China. As long as MTV becomes adaptive to cultural changes and flexible to changes occurring in China’s business environment, this brand should be able to become an established brand in China. Although, it cannot be denied that MTV has to address the issue of brand value in China in support its introduction of a global brand into a local market. The continuity and success of MTV as a brand in China depends upon the extent that it builds its brand amidst the resistance by segments of the population as well as the Chinese government. Development of Music Television (MTV) as a Global Brand             MTV has become an influential cultural force more than three decades after its inception. MTV emerged in the US as a channel for popular music, visual expression, and cultural artefacts. This was responsible for the introduction of a number of new cultural experiences through the sponsorship and airing of events such as Live Aid, which expressed the fusion of the corporate and music worlds through the corporate sponsorship of artistic or musical events. MTV also introduced and popularised unplugged acoustic performances by different artists in order to bring to people acoustic music usually performed in live performances. It was also MTV that real world viewing by airing live performances in real time and presenting shows aired live covering different themes. (Jones, 2005) Due to the wide range of ‘firsts’ that MTV was able to introduce to its global audience, these has influenced entertainment concepts. Until now, the concept of real world viewing remains popular through reality shows. Live performances by viewing MTV also persists making MTV a viable alternative to listening music in bars or watching concerts.             MTV has achieved the status of a global brand by widely influencing popular culture in different regions. Only a few years after MTV was launched in the United States, it has already expanded into different countries. Its global popularity was primarily attributed to its live airing of Live Aid, the benefit rock concert simultaneously occurring in different locations in the US and around the world to raise funds for the famine-stricken people in Ethiopia. The ability of MTV to cover and air the performances in all these sites increased the popularity of the channel. After Live Aid in 1985, MTV has launched twenty satellite and cable channels including MTV Base, MTV UK, MTV Canada, MTV and MTV2 Europe, MTV and MTV2 Germany, MTV France, MTV Holland, MTV Italy, MTV Russia, MTV Nordic, MTV Romania, MTV Poland, MTV Spain, MTV Latin America, MTV Brazil, MTV South East Asia, MTV Korea, MTV Japan, MTV HK and Taiwan, and MTV China. (Jones, 2005) The extent of expansion of MTV into the global market expresses the wide appeal of its entertainment format to different cultures apart from the recognition that music constitutes a common artefact of culture. It is easy for people in different cultures to accept another culture through music. As a channel providing music from all over the world to different viewers, MTV has become a globally recognised brand that promotes musical and artistic appreciation of various cultures through music. It is this value that enhances the acceptability of MTV even in stringent cultures such as China. This is especially so when MTV also incorporates local culture into its programs.             MTV also has cultivated relationships with different cultures across the globe. MTV first applied the adoption of the local culture into its shows after its experience in establishing MTV in India during the earlier part of the 1990s. MTV initially introduced MTV in India as a copy of its program structure in the United States. However, it did not achieve the number of viewers that it targeted. This was because of the strong competition with local and regional entertainment channels that divided in viewers as well as pulled viewers inclined to watch local shows. As such, in 1996 MTV India was launched as a channel carrying the distinctive global brand but fashioned after the Indian culture. MTV India featured Indian and International artists and themes. A similar strategy was applied by Viacom in introducing MTV in different countries or regions. Now, MTV also adheres to the policy of airing local themes comprising seventy percent of its total daily programming. This strategy deviated from its previous principle of introducing a similar programming format designed to meet the demands of various market segments. (Chalaby, 2002; Jones, 2005) This means that MTV has developed the best practice of giving priority to the local culture and local artists as the effective means of entering a local market instead of introducing a single programming format that the target audience cannot relate to. The key to the success of foreign entertainment ventures is the extent that the target audience relate to the shows to effectively build a consumer base. MTV has recognised this early on and adopted a market entry strategy that expresses its understanding of the local culture by formatting its shows to reflect cultural realities in terms of music and lifestyle to appeal to the local market.                MTV also seeks to reinforce its global impact by partnering with other global business firms and advertisers. In the context of globalisation, local cultures have become fluid and unsettled because of challenges from the global culture. Business firms operating on an international scale or those seeking entry in other countries would greatly benefit from a partnership with a youth-oriented brand as MTV in allowing them entry into local markets. MTV has mutual tie ups with both foreign and local firms, with these firms benefiting through the advertising or featuring of their products in the programming of MTV and MTV enhancing its value by featuring popular and high value brands. This is supported by the business concept of creating a global mall instead of a global culture. This is done by airing similar advertisements to different viewers in various markets so that even with if different audiences watch different MTV shows, they are still exposed to the same advertisements resulting to a similarity, to a certain extent, in the impact to the purchasing decision. (Jones, 2005) MTV has built a global brand through partnerships with global brands that would be able to bring MTV an audience in the local market apart from the sharing of brand value.             MTV achieved its global status by taking local culture and presenting these as part of the global culture. By doing so, MTV has been able to draw the perception of local viewers on the existence of a place for them in the global sphere. MTV develops a sense of global belongingness on the part of its local viewers translated patronage for the MTV global brand. (Jones, 2005) This is supported by the MTV ‘vee-jays’ that are usually of mixed descent and represent the fusion of the local and other cultures. The ‘vee-jays’ have knowledge of the local culture but their mixed descent offers a global perception of the local culture. (Juluri, 2002) By doing this, MTV is able to express its appreciation of the place of the local culture in global affairs.             As a global brand, MTV reinforces its brand by becoming not only a channel for viewing music videos but also a venue for reality programming. This was recognised as the means of drawing audiences to watch its shows for prolonged periods. (Jones, 2005) Airing music videos cannot do this on a wide scale because audiences have different tastes in music so that they only tune in to the channel during the time slot of the segment that airs their preferred music. The shift in reality programming coincided with the popularity of the talk format in the case of radio shows to draw audience response as well as keep audiences listening for the duration of a show in the succeeding show segments. (Andrejevic, 2002) In the case of the MTV, it developed thirty minute shows, still airing music videos, but inviting audience participation by using promotional merchandise such as free concert tickets, cds, posters, and other items related to the segment that the audience would like to win. Vee-jays ask trivia questions and request the audience who knows the answer to call the studio, provide their correct answers, and claim their prizes. Another audience-engaging activity of MTV is a segment that caters only to the live requests of audiences who make their requests by calling. Calls are received live and the audience can also greet friends, peers, family-members, or work colleagues. These live programming features attract audiences especially when these use MTV as a venue for socialisation. (Jones, 2005)   Entry of MTV in the Chinese Market             MTV first entered the Chinese market prior to 1995 as an English-language channel aired in hotels and other establishments that are foreign-owned or primarily cater to foreign consumers (Galupo, 2003). As such, MTV was not really able to make a mark in the Chinese market because of a number of factors. First, it was an English-language channel so that only consumers that understand English are targeted by MTV. Second, it had a limited distribution channel revolving only on hotels and establishments frequented by English-speaking individuals or foreigners. Third, it was introduced as an English-language brand so that it failed to draw the interest of the locals. During this time, there were still no changes in the programming format of the MTV channel aired in China so that there was no impetus, such as developing a sense of alignment or belongingness, for the local audience to tune in to subscribe to the channel or to frequent the establishments where the channel is aired. Although, MTV has been able to make its mark in other markets such as in the United States and European countries, China remained a challenge for Viacom.             By 1995, MTV was also introduced in China through the establishment of MTV Asia that had three entertainment arms including the MTV Mandarin that catered to Mandarin speaking Asian residents, MTV Southeast Asia, and MTV India. The establishment of MTV Asia resulted to the expansion in the market reach of the MTV brand covering one hundred twenty four million residents in twenty-one territories. (Fung, 2006) Although, MTV Mandarin catered to the Asian population               However, in 2003, Viacom planned to expand the sphere of influence of the channel to more locals by entering into an agreement with China Entertainment Television (CETV) a locally owned satellite broadcaster and production firm that has been able to establish long-term strategic relationship with a number of key Chinese authorities (Weber, 2003). In addition, Viacom also made a direct agreement with the State Administration of Radio, Film and Television, the regulatory body for entertainment in China that involves the acquiescence of Viacom to limitations in the content and format of its programming (Galupo, 2003). Moreover, to have another distribution link, Viacom also signed a distribution agreement with Guangdong Cable Networks, a major player in cable connection services in the province. Viacom also intends to make similar deals with other cable companies in other regions to facilitate distribution but no definite schedule has yet to be advanced by the company. (CNN.com. 2003) These agreements were engaged into by MTV to facilitate its entry into the broader Chinese market. Its partnerships with CETV and Guangdong Cable Networks ensure that MTV China would be carried by the satellite company in its service offerings to consumers. This was a key distribution strategy that would bring MTV China to more households. The agreement with the regulatory body of China was made in order to facilitate its valid entry into the Chinese entertainment market even if this meant agreement with certain limitations such as sympathy to the independence sought after by Taiwan and other issues considered as threats to the People’s Republic of China. The implication of this move would be discussed earlier.             MTV China was launched in Gaungdong, a southern province of China so that the coverage of the channel included Hong Kong. The selection of Guangdong province as the market in launching MTV China was supported by fact that this province contributes twenty percent of the country’s gross domestic product. This province comprises the wealthiest province in all of China. (CNN.com, 2003) This means that economically, the economic activities in the province generate significant income for consumers to spend on entertainment from providers such as MTV China. Purchasing power of the target population is important in the decision of MTV in selecting the launching place of MTV China. By launching MTV China in the wealthiest province of China, it increased the probability of consumer adoption of the MTV brand. In addition, the province hosts a population of close to eighty million permanent residents and more than thirty million migrants (CHINAdaily, 2005). A huge population in the economic centre of China means that it is in this province that the target audience of MTV China resides. The province hosts the two cities, Guangzhou and Shenzhen, comprising the primary business and trading centres in the country. This means that not only does the vibrancy of the provincial economy supports the existence of income of the targeted market but also the exposure of the target market to foreign entertainment including the MTV brand that facilitates consumer support for the MTV channel.             In addition to the launch of MTV China in Guangdong province, Viacom also concentrated on the further development of its distribution channels to maximise the exposure of the market to its brand and programs. Apart from continuing the showing of the MTV channel to hotels and establishments catering to English-speaking customers, Viacom also expanded the accessibility of MTV China to luxury hotels, especially foreign-owned by localised hotels and local-owned luxury hotels. Moreover, Viacom also developed distribution links to residences in two ways. One is by syndicating hourly programs to various television and radio stations located in forty-five cities to achieve MTV China exposure to sixty million households. The other is through its efforts to obtain the rights to air MTV China on a twenty-four basis in its cable distribution link. In China, this is issued only to a limited number of foreign entertainment firms. This was a strategic move because twenty-four hour viewing enables MTV to tap into a pool of one hundred million viewers. (CNN.com, 2003) Establishing and developing wide-reaching distribution linkages benefited MTV China in a number of ways including the maximisation of the exposure of the Chinese market to the MTV channel, the enhancement of channel accessibility to tap into potential markets for expansion, and ensuring the continuity of access to the channel by securing twenty-four hour showing.             With the launch of MTV China, this carried the localisation of the MTV brand through the formatting of shows to apply the principle of designing seventy percent of the programs to reflect the local culture. As such MTV China lost its previous brand identity as an English-language show to become a global brand refashioned to the local culture. This means that MTV China has vee-jays that embody the cultural fusion intended by the MTV brand. Most if not all of the vee-jays are of mixed descent with some born in China or in a foreign country with Chinese and foreigner parents or born in China or in a foreign country with Chinese parents. This ensured that the vee-jays had sufficient exposure to different cultures to embody the cultural fusion brand value of MTV. Although, the primary language used in shows integrated with the talk format is Chinese, the vee-jays also have knowledge of the English language. Moreover, the shows feature Chinese artists in music videos reflecting sites and people in China but presented in the global concept of music videos. Other show segments feature the Chinese lifestyle through interviews with celebrities and locals alike. (Jones, 2005) It was through the change in program format that allowed Viacom to reintroduce the MTV brand intended to appeal to the Chinese market.             In entering China and introducing MTV China to the market, Viacom succeeded in launching MTV China by considering a number of key strategic factors. First is the determination of its business partners that would provide the brand and the company with a local air. The purpose of alliances by a foreign firm with a local company is usually to facilitate the easy acceptance of the brand, product or company by locals. This works with the local firm carrying the foreign brand in its marketing ventures and distribution channels to introduce the public to the brand, product or company and transfer the local value to the foreign brand. To benefit from such arrangements, Viacom selected satellite and broadcasting firms, cable companies, and local networks as its partners in order to ensure exposure of the public to the MTV brand and entertainment concept. Second is the consideration of the ways of broadening the channels of distribution to ensure access by its target market as well as potential markets for expansion. Apart from the engaging in alliances with cable and satellite broadcasting companies, Viacom also engaged many local networks to carry its shows tapping into the viewers of the entertainment station. Third, the company considered the development of the MTV brand. By shifting its strategy from a common programming format to fit the international market to the refashioning of the international MTV brand to reflect local cultures, it was able to draw the interests of its target customers by appealing to their alignment with the shows. Assessment of the Position of MTV Channel in the Chinese Market Market Penetration of MTV             China comprises a promising television and internet market for the introduction of brands such as MTV. This supports the relative success of MTV brand in entering the Chinese market and the future expansion of the brand to other market segments in China. The appeal of China as a market for entertainment brands is its large population, booming economy, and technological progress,             In 2006, around ninety-four percent of China’s total population has a television in their homes (ChinaBroadband, 2008). Access or ownership of a television is a necessary requisite for the introduction of entertainment brands such as MTV. The fact that most Chinese households have television implies that there could be more than one billion television viewers at a given time (ChinaBroadband, 2008). This potential for a viewer pool in China provided the incentive for the entry of Viacom in China and the introduction of its MTV brand. It is the more than one billion people with access to the television that also comprised the stringent competition among industry players and the protectionism of the government of its local industries that resulted to the establishment of rigid standards for the entry of foreign firms in the Chinese market. This means that while entry into the Chinese market is promising, this could also involve barriers and risks. Moreover, persistence in the Chinese market comprises a separate issue from market entry.             Access to television programming in China comprise of two channels. First is cable television that services one hundred million households, with the number increasing by twelve million every year (ChinaBroadband, 2008). This means that a significant number of the Chinese population subscribe to cable channels that offers a wide selection of channels without any signal interruptions. As such, the tie-up of MTV with the top cable firm in Guangdong ensures that the MTV twenty-four hour channel forms part of the cable channels offered to the public. This strategic alliance has benefited MTV China and the continuity of this alliance would benefit plans for expansion. Second is digital television, which received government support in 2006 so that all cities should embrace digital television concurrent to the plan of completely phasing-out analog television by 2015 (ChinaBroadband, 2008). Digital television offers a number of benefits not only to viewers but also to networks and entertainment firms, including improved sound and picture quality to enhance the viewing experience of the audience and more channel options. This fits with the plan of MTV to maximise its market reach through its partnerships with a top cable firms as well as syndicating programs to local networks. Digital television would improve the quality of picture and sound of MTV shows that enhances viewer satisfaction. Digital television also ensures wider channel coverage for viewers to have access to MTV China.             This shows that MTV China has optimised its reach in the Chinese market due to its strategic business-to-business (B2B) alliances with key companies in China together with developments in the entertainment industry favourable to MTV China. Its significant market reach has allowed the company and the brand to carry top positions in the industry for a foreign business.             As of 2006, China has also become the second ranking internet market in the world with one hundred thirty seven million people using the Internet at a given time and the number increases at a rate of fourteen million every year, which constitutes an increase greater than the growth in television viewers (ChinaBroadband, 2008). This means the existence of another distribution channel for MTV China. Growth in Internet users means that the virtual market could become a segment for expansion of the MTV brand. Internet service provision has been bundled with cable connection so that in 1997, broadband subscribers in China reached seventy-nine million people, with the number expected to grow to one hundred thirty million in 2010 (ChinaBroadband, 2008). This means another strategic move for Viacom in partnering with the cable company that would likely offer broadband services to consumers in the next years.             In recognition of the emergence of the Internet as a new MTV China delivery channel, MTV Networks including MTV China has made advertising and content alliances with Baidu.com., which is the leading search engine in China. Such agreements have the effect of enabling around one hundred twenty-three million Internet users in China to gain access to fifteen thousand hours of MTV shows merged with Nickelodeon video content together with the provision of access to Internet users of a wide selection of music videos for online download using Baidu.com. The mutual trade-off works for both firms with MTV China and Nickelodeon advertising Baidu.com in its television shows while Baidu.com advertises MTV China and Nickelodeon (MTVN) and carries show contents in its main website. The MTVN format was approved by China’s State Administration of Radio, Firm and Television but this arrangement was limited only to Guangdong province. With its tie-up with Baidu.com, MTVN need not only be limited to Guangdong province but extends to the Chinese virtual market. (China.org.cn, 2008) This expresses the extent of long-term strategic plan for MTV China and MTVN since Viacom has anticipated the development of broadband services and the Internet as promising access and distribution channels.             MTV can be considered as successful in penetrating the Chinese market relative to its other foreign counterparts. Viacom as the company that own the MTV brand is considered to be the leading foreign entertainment firm in China because it has achieved the highest degree of market penetration when compared to the other counterpart firms despite the difficulties in entering the Chinese market. Its achievements are expressed by the status of MTV China of being the only global brand with a twenty-four hour showing in the province of Guangdong. The round-the-clock availability of shows has been determined to reach 13.8 million television households across China. Moreover, MTV China has also expanded syndications to more local stations in four hundred fifty nine cities across China to give MTV access to one hundred ninety million households. This means that MTV China can be directly viewed by more than thirteen million satellite and cable television viewers in different parts of the country and indirectly viewed through local channel airings by close to two hundred million Chinese households. (Coonan, 2007) Its partnership with Baidu.com expanded its market reach to more than one hundred million Internet users (China.org.cn, 2008). Competitiveness SWOT Future of MTV in China (8 pages) Conclusion (2 pages) Reference List   Andrejevic, M. (2002). The kinder, gentler gaze of Big Brother. New Media &         Society, 4, 251–270.   Chalaby, J. K. (2002). Transnational television in Europe: The role of pan-European channels. European Journal of Communication, 17, 183–203.   ChinaBroadband (2008). Market Analysis: China’s Cable Broadband Market. Retrieved January 23, 2008, from http://www.chinabroadband.tv/marketAnalysis.html.   CHINAdaily (2005, Jan 29). Gaungdong becomes most populous province. Retrieved January 23, 2008, from http://www.chinadaily.com.cn/english/doc/2005-01/29/content_413299.htm.   China.org.cn (2008). MTV, Baidu Launch Stunning Alliance. Retrieved January 23, 2008, from http://china.org.cn/english/2006/Oct/184736.htm.   CNN.com (2003, Mar 26). MTV launches China channel. CNN.com/Business.    Retrieved January 23, 2008, from     http://www.cnn.com/2003/BUSINESS/03/26/mtv.reut/index.html. Coonan, C. (2007, Jun 14). MTV China, Motorola ready to rock: Net launches      'Back to True Music' campaign. Variety. Retrieved January 23, 2008, from            http://www.variety.com/article/VR1117966946.html?categoryid=14&cs=1. Fung, A. (2006). ‘Think globally, act locally’: China’s rendezvous with MTV.          Global Media and Communication, 2(1), 71–88.   Galupo, S. (2003, Apr 19). MTV to Dance to Communist China's Tune. The Washington Times, D01.   Jones, S. (2005). MTV: The Medium was the Message. Critical Studies in Media Communication, 22(1), 83–88.   Juluri, V. (2002). Music television and the invention of youth culture in India. Television and New Media, 3, 367–386.   Lin, M. (2004). Changes and Consistency: China’s Media Market after WTO         Entry. Journal of Media Economics, 17(3), 177–192.   Moore, R. L. (2005). Generation KU: Individualism and China's Millennial Youth. Ethnology, 44(4), 357+.   Weber, I. (2002). Shanghai Baby: Negotiating Youth Self-Identity in Urban China. Social Identities, 8(2), 347-370.

MTV Channel will succeed in the Chinese Market?

MTV Channel will succeed in the Chinese Market? Introduction Pressures of globalisation, such as the development of the world market and international trade resulting to growth in …

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