"In this book, the case is made for visual management as a method of communications, planning, learning and reporting that connects the organisation in a single, meaningful and seamless way. Throughout this book, visual management is theorised around the position that all forms of management documen
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tation are an artefact of human construction and of the organisation itself that reflects learned patterns of activity. The book places visual management as a more intuitive and seamless method of coordinating, learning and communicating across an organisation than more traditional formats of presenting management documents. Consciously assembling the artefacts of an organisation in order to manage it introduces a layer of criticality that encourages reflection and consistency that is often absent from current management practice. The benefits that a visual approach brings to organisational management are an increasing necessity, as machine learning, robotics and process automation remove traditional roles from organisations and necessitate new views on how individuals now fit into a data-informed business." (Publisher description)
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"The COVID-19 pandemic has reorganized existing methods of exchange, turning comparatively marginal technologies into the new normal. Multipoint videoconferencing in particular has become a favored means for web-based forms of remote communication and collaboration without physical copresence. Takin
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g the recent mainstreaming of videoconferencing as its point of departure, this anthology examines the complex mediality of this new form of social interaction. Connecting theoretical reflection with material case studies, the contributors question practices, politics and aesthetics of videoconferencing and the specific meanings it acquires in different historical, cultural and social contexts." (Publisher description)
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"This publication considers the range of policy changes that have been tried or recommended by global regulators, assessing their impacts on press freedom and news media sustainability, with consideration for the risk of capture, and other potential tradeoffs of these interventions. It examines four
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categories of interventions: related to taxes and direct subsidies; copyright and licensing; competition and antitrust regulation; and transparency. Each piece discusses the driving concept behind each intervention, its advantages to publishers, how these benefits are distributed and how decisions are made regarding them, potential government involvement in each one, and their ability to address key underlying challenges related to news media sustainability. Our research also emphasizes the interrelationships between these policies and their broader effect on the platformatization of journalism. However, given that these interventions are in their early stages, or in some cases are still theoretical, a dearth of data makes it difficult to conclusively assess their impacts on media sustainability, media freedom and access to news. Where data asymmetries exist related to these questions, they are noted as areas for further research and potential regulatory attention." (Introduction, page 2-3)
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"This study analyzes the social communication and journalism programs accredited by the Latin American Council for Accreditation of Education in Journalism and Communication (CLAEP) to identify the competencies and subjects whose expected learning outcomes contribute to general innovative profession
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al profiles in media entrepreneurship. The study is a qualitative, descriptive study in which in-depth interviews were conducted with deans, program directors, and lecturers in communication, and syllabi and programs of the subjects that contribute to strengthening the components of entrepreneurship and innovation were analyzed. The main conclusions make it clear that entrepreneurial profiles should be strengthened since there are market opportunities for future communication and journalism professionals; there is no traceability in the projects developed in the different subjects in a way that allows for the strengthening of the entrepreneurial proposal; these reach an ideation and prototyping phase, which does not allow for the transfer of entrepreneurship to acceleration and growth units external to the program. Likewise, a proposal for the design of expected learning results is made for programs to use in their curricular designs to strengthen the profile and competencies in innovative entrepreneurship on the basis of eight categories: 1) identify the conditioning factors that determine entrepreneurship from its context, from the form they acquire to be recognized before the state and society as media and from the elements that configure their operational functioning; 2) understand the logics of the entrepreneurial ecosystem; 3) develop capacities in entrepreneurship; 4) manage media and journalistic projects; 5) design business models; 6) generate innovation processes, prototyping, and product testing; 7) obtain resources to accelerate entrepreneurship; and 8) establish growth and consolidation plans." (Abstract)
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"DW Akademie’s “Mapping out curriculum development” guide sets out an agile process that leads you step-by-step through designing an innovative and interactive training program. It can be used to develop trainings for journalists and media managers, as well as to develop media and information
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literacy training for the general public." (Page 3)
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"This Working Paper addresses this challenge of adopting innovations. How can development organisations institutionalise a new way of working, bringing what was once novel to the core of how business is done? Analysing successful adoption efforts across five DAC agencies, the paper lays out a propos
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ed process for the adoption of innovations. The paper features five case-studies and concludes with a set of lessons and recommendations for policy makers on innovation management generally, and adoption of innovation in particular." (Abstract)
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"Carrying out regional consultations with multiple stakeholders can help establish a shared understanding of major challenges and build consensus about promising paths forward. They are particularly useful in complex environments with many different actors. This guide provides some practical guidanc
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e on how to organize consultative processes on a regional scale in the field of media development. It should serve as a hands-on toolbox for practitioners working to advance media freedom and is based on an approach first developed and implemented by DW Akademie and the Center for International Media Assistance (CIMA) in 2015. We aim to make this method available for international organizations carrying out consultations, as well as regional and local organizations who would like to do so. Consultations can take place in-person, online or in hybrid form." (Page 2)
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"Although it is a community broadcasting station with a small radius, Koch FM conceptualises itself as part of a national and global civil society network and acts as such. Specifcally, it sees its role as promoting democracy and Good Governance. The station has consequently decided to stay away fro
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m government funding. However, despite an assumed freedom from government and commercial infuence, the station is subject to implicit infuence by its donor(s) as far as setting the agenda is concerned. In the case of Norwegian Church Aid (NCA), while climate change issues are not negative, this relationship of “gentle pressure” to move in one direction and not the other illustrates the infuence that comes with financing from sources outside the community, even when legally speaking, community representatives own the station. For a community station, reliance on a single donor comes with the challenge of dependence on them. This dependence could be reduced if stations explored more diverse funding models including community contributions or subscriptions, and through capping the percentage of total funding that a single external donor can provide. Although Kenyan legislation does not address the issue of ownership of community broadcasters, station ownership and control by communities may be gauged by their formal and informal participation in the life of the station. Much as a grassroots community like that around Koch FM does not contribute substantial fnances to the station, it expresses a sense of ownership and control through informal interactions with the station. It wields infuence through contributing to the station’s content and content management agenda and sometimes, resisting pressure from the station staf to participate in particular ways and not others. Thus, ownership and control are not dependent solely on who has the fnancial clout. Rather, they are the subject of constant negotiation, both formally and informally." (Conclusion)
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"This article examines the sustainability of community radio, the ‘third pillar’ of Indonesia’s democratic media system, after twenty years of government recognition. It focuses particularly on the strategies adopted by the Indonesian Community Radio Network (Jaringan Radio Komunitas Indonesia
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, JRKI) – Indonesia’s largest community radio network – to maintain its survival, with a strong emphasis on funding models. This article is based on a review of relevant documents (reports from local and international agencies) and semi-structured interviews with informants from JRKI’s central board and its partners. It is further enriched with a critical analysis of Indonesian broadcast policies and a review of community radio funding models in developed countries. Through its analysis, this article shows that community radio network in Indonesia is facing a managerial and financial crisis, one that leaves its sustainability in question. It also finds that the sustainability of JRKI and its members depends on the political climate and that the organization requires friendly regulations as well as partnerships with local and national public institutions. The recent trend (2015–21) of establishing partnerships with various government bodies has resulted in the association becoming increasingly state-driven in its management." (Abstract)
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"Despite the political, economic and linguistic differences that characterise the 40+ countries where we conducted this research, the 540 digital native media organisations featured in our Project Oasis directory face many common challenges and opportunities. Among our key findings:
They use social
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media to target younger audiences, send news updates via Telegram to evade censorship, and train citizen journalists to reach underserved communities.
More than 85% said society and human rights issues are key areas of their coverage, including topics related to migration, refugees, gender and feminism.
More than 50% dedicate resources to investigative journalism, and many form alliances to cover stories across borders.
More than 58% of the media founders featured in this report are women. They are highly collaborative, and most have two or more co-founders.œMedia founded by teams that include both men and women reported the highest revenues, with an average of €509,740 per year.
Those that invest in business development build more sustainable organisations. Media outlets that have at least one employee dedicated to revenue generation reported average annual revenue six times higher than those without people in these roles: €598,539 compared to .95,629.
More than half the media in this study are non-profit organisations, and many of the for-profit ventures invest more in journalism than building profits.
Among non-profit media, the primary revenue sources are grants, individual donations and membership (in that order). Among for-profits, the top sources are: advertising, website subscriptions and grants.
Revenue diversity is key, but more sources do not correlate to greater success. Developing two to six sources of revenue appears to be optimal for sustainability and independence.
Digital native media outlets range from small start-ups run by volunteers dedicated to their communities, to highly profitable multi-platform operations that attract millions of page views every month and earn millions of euros a year." (Executive summary, page 4-5)
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"Dieses Buch stellt Ihnen das aktuell verfügbare Wissen über professionelles Fundraising und sein systematisches Management zur Verfügung. Dabei profitieren Sie sowohl von den neuesten wissenschaftlichen Erkenntnissen zu Nonprofit-Management und Fundraising als auch von der mehr als 25-jährigen
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Praxiserfahrung aus über 100 Beratungsprojekten zum Auf- und Ausbau von Fundraising in kleinen und großen gemeinwohlorientierten Organisationen in Deutschland, Schweiz und Österreich. Knapp 300 Best-Practice-Beispiele sowie über 300 Abbildungen und Tabellen veranschaulichen praxisnah, wie Sie das Fundraising für Ihre gemeinwohlorientierte Organisation systematisch einsetzen können. Ein umfassender Service-Teil am Ende nennt Adressen von Fachverbänden, Anbietern von Aus- und Weiterbildung sowie Dienstleistern in Deutschland, Österreich und Schweiz. Die 8. Auflage wurde umfassend überarbeitet, aktualisiert und insbesondere beim Thema „Online-Fundraising“ deutlich ausgebaut - hierzu werden die neuesten Entwicklungen auf anschauliche und nachvollziehbare Weise erläutert." (Verlagsbeschreibung)
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