"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"Este manual puede ser útil como material de consulta para orientar a los usuarios sobre los medios más apropiados para llevar a cabo una comunicación virtual eficaz, así como para formar parte de las herramientas de entrenamiento que utilicen las instituciones de desarrollo y las organizaciones
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sociales de base en el fortalecimiento de sus capacidades." (Presentación)
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"In 2019, the Fund partnered with Purposeful, a feminist movement-building hub for adolescent girls, to pilot a participatory grant-making initiative in Sierra Leone aimed at promoting youth leadership and amplifying the voices of young people. As our first foray into realizing the potential of part
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icipatory grant-making, this experience taught us many valuable lessons about how to foster genuine participation of children and young people.
A targeted and intentional approach to reach a diverse group of children and youth is essential. This helps prevent a participatory process that only benefits young people in urban areas and those from higher socio-economic backgrounds.
We also learned that true participation requires letting go of power while ensuring that young people have what they need to make meaningful and informed decisions. Support to child and youth-led groups should go beyond grant money to include a comprehensive package of grantee-led learning and accompaniment.
The biggest lesson is about the need to be open and flexible throughout the process. Being willing to adapt as we went along allowed us to respond and make changes (almost) in real time. It also allowed us to learn from the young people about what it means to use your voice and make yourself heard in ways far beyond what we could have anticipated." (Executive summary)
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"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"The aim of this guidebook is to walk you through – step by step – how to best organize digital events from the concept phase to planning to going live. It includes processes to help you learn from your experiences and improve your future events. This manual will not only assist you in organizin
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g online events that work towards your goals, but in creating digital experiences that attract the right audience and help you connect with them. Connections like these can develop even under difficult conditions like if your audience only has limited internet access, for example, or can only participate via a mobile phone. The guidebook offers a roadmap for success and is based on the practical experience that DW Akademie and its partner organizations have gained through staging online events during the pandemic. It is the sum of our insights gathered during this unusual period in world history. We hope this practical guide – and the case studies included – will provide you and your organization with the strategy and information needed for creating meaningful interaction with your audience through successful online events." (Introduction)
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"Die Team Toolbox soll dir eine Orientierung für die Arbeit mit und in Teams geben. Solltest du dich daher jemals mit der Frage auseinander gesetzt haben „Was mache ich wie und wofür mit meinem Team und wo fange ich da an?“, dann kann dir die Toolbox weiterhelfen. Die Toolbox passt ideal in Or
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ganisationen deren Kontext in Richtung „mehr agil“ oder „Selbstorganisation“ geht. Sie passt weniger in streng hierarchische Organisationen, die wenig Dynamik in Arbeitsabläufe benötigen und auch nicht zu Organisationen, die nicht auf Teams in ihrer Aufbau- und Ablauforganisation setzen wollen. Wie viel du letztlich von dem Inhalt als Coach oder Teammitglied mit deinem Team umsetzen möchtest, liegt an dir und deinem gesunden Menschenverstand. So gesehen, befreit die Toolbox nicht vom Denken und einem situativen Coachingansatz. Je nach Situation befindest du dich z.B. gerade im Aufbau eines Teams, oder übernimmst bereits ein bestehendes Team, stehst vor der Aufgabe aus einer Gruppe ein (Hochleistungs)team zu machen oder sollst agile Methoden einsetzen. Hierbei kann dir die Toolbox interessante Anregungen bieten. Der theoretische Unterbau der Toolbox wird durch systemisch, konstruktivistische Ansätze gestützt. Auf diese soziologischen Gedankengänge kommen dann agile Methoden zum Einsatz. Daraus haben sich 7 relevante Dimensionen in der Arbeit mit Teams ergeben: Teamkommunikation, Teamsteuerung, Team-Mindset, Teamzusammensetzung, Teamwerte, Teamprozesse und Teamvision. Jeder dieser Dimensionen wird mit konkreten Wissens- und Workshopformaten gefüllt, derer du dich aus der Team Toolbox bedienen kannst. Das bedeutet konkret, dass du zum Einen dein Team mit Grundlagenwissen in Kommunikation, sozialen Systemen oder Konfliktbewältigung ausstatten kannst und zum Anderen Ideen für Workshops findest, die du mit deinem Team gestalten kannst." (Team Toolbox: Was ist das? Seite 1)
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"This guide compiles and explains the basic tools for managing journalism businesses. In the media ecosystem, there are digital native media outlets of different sizes and ages, with different types of teams. Two of the keys to sustaining those media outlets are team management and leadership. Howev
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er, before looking at these components, it is important to first build your organization on a strong organizational foundation. Only then can you move on to more difficult and necessary aspects of management. When we refer to 'building the foundation of the organization,' we are talking about simple tools, available for everyone, that organize information within the organization. Establishing protocols is the best way to achieve this organization. In this guide, we share recommendations to develop protocols for five essential aspects of your organization: roles: Each person on the staff has a role that should be clearly defined and agreed upon; processes: Workflows should be analyzed and improved when necessary; structure: Roles and processes intertwine in a scheme that should be explicit; recruitment: When the team grows, it is important to organize the process for incorporating new staff; dismissals: When it is decided that someone has to leave the team, established processes help everyone involved to more effectively handle the transition." (Introduction)
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"Media is a business, and just like any business, the fundamental skills one needs remain pretty much the same – these range from the reason you became an entrepreneur to critically analyzing your market to knowing your audience and knowing how to make the business sustainable. The best way to arr
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ive at these fundamental truths is to not have a set of prescriptive instructions, but rather asking the right questions because the right answer will always be contextual." (https://www.mdif.org/25-questions-media-entrepreneurs-must-ask-themselves)
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"This in-depth study explores some of the most popular tactics being used by news and other media organizations to diversify their revenue streams and generate income through a variety of different means. It does this by deep dives into subscriptions, paywalls, advertising, content and other establi
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shed and emerging ideas. The report is a fully rewritten and fully revised update of my 2019 paper of the same name. Like its predecessor, it’s designed to be easy to digest and packed with a wealth of case studies. These insights will provide a mixture of inspiration — and affirmation — for publishers and content creators around the world, as they continue to look at how to reduce their dependence on advertising income, and identify fresh, diverse, opportunities to generate income across a variety of verticals." (Abstract)
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"Changes arising from capacity strengthening work can sometimes be measured directly. A range of tools and methodologies can also be used to help assess capacity change. Most of these were not designed specifically with capacity strengthening in mind, but can easily be adapted for the purpose. CSOs
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engaged in capacity strengthening work often use multiple M&E tools and methodologies in combination." (Introduction)
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"Organisational assessment (OA) tools are designed to assess organisational capacity, and plan capacity development initiatives. Sometimes they are used for monitoring and evaluation (M&E) purposes as well. There are two main ways of using OA tools for M&E. One is to develop an action plan based on
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the OA, and monitor it over time. The other is to repeat the OA at a later date to assess what has changed, and why." (Introduction)
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"Capacity strengthening is a process in which people and/or organisations are provided with external support to enhance and maintain their capacity over time. It can be a complex process, involving multiple actors, methods and influences. Monitoring and evaluation should always be designed to suppor
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t the capacity strengthening process, and should never undermine it." (Page 1)
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"The intersection between media and politics remains very strong in several countries under study. In these conditions, there is often little transparency on media ownership and a lack of transparency on local funding sources of media. Relatedly, in some cases, a change in government policies was ra
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ised as an important precondition to possibly change the negative discourse towards the (public) media. A different political climate may benefit the financial conditions of a media outlet, for instance by lifting difficulties in acquiring media licenses or access to (governmental) funding by independent media. The advertisement markets for media are, in many of the countries under study, still controlled by a few large, more traditional media outlets. Generally, the advertising market is driven by a number of factors, including a network, political patronage, and the ability of media owners to utilise relationships with the corporate sector. Due to the digitalisation of media and the advertising market, the market has further changed over the past years. There is limited to no regulation in the distribution of advertisement funding based on quality standards for journalism. Some media practitioners proposed to address this problem by stimulating national governments to support regulatory bodies for media advertisement. While digital advertisement is on the rise, most revenue of online (media) advertisement is directed to big tech companies. An increased amount of advertising money is flowing towards social media platforms, and Internet advertising has been rising exponentially, as observed in all countries under study. The media sector as a whole is suffering from this trend, particularly the more traditional print media who are struggling to make the transition to online media. In some countries under study, media are not even eligible to generate an income on the large social media platforms. Policies to regulate online advertisement is imperative to strengthen the competition position of traditional media." (Global trends, page 9)
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