"In this RISJ factsheet we analyse the gender break-down of top editors in a strategic sample of 200 major online and offline news outlets in ten different markets across four continents. Looking at a sample of ten top online news outlets and ten top offline news outlets in each of these ten markets
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, we find: Only 23% of the top editors across the 200 major outlets in our sample are women, despite the fact that, on average, 40% of journalists in the ten markets are women; Every single market covered has a majority of men among the top editors, including countries like Brazil and Finland where women outnumber men among working journalists; The percentage of women in top editorial positions varies significantly from market to market. In Japan, none of the major news outlets in our sample have a woman as their top editor. In South Africa, 47% of the top editors are women; When we compare the percentage of women working in journalism with the percentage of women in top editorial positions, we find a strong and positive correlation. Despite this, in nine out of ten markets, there are considerably more women working as journalists than there are women among the top editors; Looking more broadly at gender inequality in society and the percentage of women in top editorial positions, we find no meaningful correlation. Countries like Germany and South Korea that score well on the UN Gender Inequality Index have very few women among the top editors." (Key findings)
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"The paper seeks to identify the factors that motivate a person who champions ICT4D initiatives. Given the important contributions of ICT4D champions to initiative success, better understanding of their motivations holds the potential to identify, develop and deploy such individuals more effectively
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, harnessing their potential positive contributions to ICT4D initiative success. A multiple case study strategy is used to explore the motivational factors of three successful ICT4D champions in the South African context. The Work Preference Inventory (WPI) of personal motivations was used to design in-depth interviews with the champions and semistructured interviews with 29 other stakeholders. It found ICT4D champions are motivated by the need for personal actualization, business success and to address social concerns – origins of these motives could be traced to various internal and environmental stimuli. Practical implications drawn from the research are that profiling of stakeholder motivations in an ICT4D initiative is feasible and that organizations can use such information to create a conducive environment for grooming and empower new and existing champions to function more effectively. This first investigation of ICT4D champion motivations shows its importance and the potential thereof towards improving initiative success and emphasizes the need for further research of this nature." (Abstract)
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"Real-life practice is poorly understood and undervalued as a distinct professional domain. Written by practitioners, this innovative publication is designed to make capacity development more professional and increasingly effective in achieving development goals. Practical illustrations draw on expe
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riences from the civic, government and private sectors. A central theme is to understand capacity as more than something internal to organisations. This book shows how capacity also stems from connections between different types of actor and the levels in society at which they operate. The content is crafted for a broad audience of practitioners in capacity development: consultants, managers, front-line workers, trainers, facilitators, leaders, advisors, programme staff, activists, and funding agencies." (http://www.snvworld.org/en/Pages/CapacityDevelopment.aspx, 24.3.2011)
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"While there are many trainers offering curricula in radio, this curriculum focuses on the management aspect of community radio. Many people in organisations focus their commitment and energy on the delivery side of the organisation and neglect the task of building the organisation and its people. W
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hen things go horribly wrong, as they so often do, there is much talk of lack of dedication and commitment. People get disillusioned and drop out. The failure in non-profit organisations often has nothing to do with a lack of commitment, and everything to do with a failure of management. Organisations need to be managed properly so that they grow and succeed. Radio station managers need to understand how organisations work, and how they develop and change. They need to manage the people and the resources, as well as the programming, to build a successful radio station. This training curriculum is aimed at building radio station managers' understanding of organisations and of the management role. While there is management training available, it tends to be aimed at commercial stations. Community radio, with its emphasis on community participation and volunteer involvement, has its own management issues. This curriculum was developed specifically for community radio stations - drawing on the experience of community radio stations in South Africa." (Introductory comments, page 1)
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"How and to what extent are women in grassroots communication creating avenues for democratic communication and fostering social change? How is grassroots communication consolidating women's views and perspectives on gender subordination and social transformation? Women in Grassroots Communication b
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rings together a stellar cast of contributors from across the globe–Africa, Asia, Latin America, and North America–to answer these and other questions. First, they review the various frameworks for addressing the relationship between women, participation, and communication, looking at the ways women have been perceived. Next, the authors look at the social roles of women in their communities, their capabilities to communicate, and their informal networks at the local and community levels. The third section focuses on media production and the issues of media competency, identity, representation, evaluation, and group process. Finally, by looking at the connections between women's participatory practices and wider sociopolitical initiatives, the final chapters examine the issues of organization, leadership, and communication strategies." (Publisher description)
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