Tuesday, May 17, 2016

Laizer Edwin n 42691
Why the new media environment needs old roles
The focus of my paper will be the quality of political communication. We observe in our studies several trends, most of which are interrelated. As longitudinal data indicate, citizens in most western democracies show a decreasing interest in and knowledge of news on politics and public affairs.

Those who show an interest in politics direct their attention increasingly to partisan sources and interact, for instance on social media, with people who think alike. Value changes in ‘post-post-materialistic societies’, the consequences of experienced ‘attacks on the self’ through complex realities in the news, and a decreasing awareness and use of professional media are some of the reasons for these developments. Consequences are

(1) A growing proportion of people’s cognitions that are not based on professionally created accounts of reality, and (2) A diminishing proportion of such cognitions that are shared with other members of society. The former attacks the validity of world views, the latter the coherence of society. This makes the existence of professional journalism and exposure to its products more crucial than ever.  
What can and should society expect from the leaders of media organizations?

The age of digital communication has thrown the established media industry into disarray. Unceasing technological advance, convergence between once distinct sectors, and profound changes in how consumers engage with content has brought dynamism, complexity and uncertainty.
Virtually no ‘traditional’ media organizations occupy positions in new media markets equivalent to the ones they held in the ‘old’ mass media ones.
 It is unclear how well, or in some cases how long, traditional media organizations will continue to fulfil mass media’s traditional roles in the age of digital communication. The most important change agent in any organization is the leader.  It falls on their shoulders to find a transition or even survival route in the age of digital communication.

The fact that very few traditional media organizations occupy a position in new digital markets equivalent to the one they had in traditional markets attests to the scale of this challenge. Although the leaders of media organizations are frequently in the public spotlight, and their broader societal contributions (or otherwise) often critiqued (think of Rupert Murdoch, Steve Jobs, or the BBC’s recent
Director Generals), surprisingly little research has been conducted into the role and responsibilities of the media leader. This paper draws on management theory and interviews with serving and post leaders in the media industry to explore the implications of digital transformation for leadership. It reflects on role of leader from the perspective of the organization, but also from that of society.

 How can media leaders not only sustain economic viability of their organizations (for some a very significant challenge in itself), but also meet wider responsibilities? How can and should they maintain quality as they inform, educate and entertain? How can they respond to the opportunity that digital communication represents, and foster growth and technological advance?


No comments:

Post a Comment