"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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"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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"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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"Speaking of trust in the Catholic Church necessarily leads to talking about the management of the crisis of clerical sexual abuse by its leaders. The focus is on managing responsibility and information, with case studies by Paulina Guzik and Patrick O'Brien. The first deals with the case of Poland,
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emphasizing the need for accountability and suggesting five actions to regain trust. O'Brien offers a map of the management of abuses in the 197 dioceses of the United States, and points to transparency in communication and government as a key to regaining trust. As you will read in these pages, neither the communicator nor the communication serves to mask a negative reality. The institution must justify its existence only if it is a good for society, even if it makes mistakes. This question is approached from a theological point of view: Is it still possible to trust the Church? To answer this question, Marco Vanzini highlights the tensions that characterize and define the identity of the Church: such as her divine origin and her human composition, or the inner coexistence of holiness and sin, among others. On the other hand, Gabriel Magalhães, taking a cue from passages of sacred and universal literature, invites reflection on the contrast between human and divine justice, highlighting the excessive and almost ‘scandalous’ nature of divine mercy. Faced with the reality of a certain human solidarity in evil, he explores the need for collective guilt and forgiveness as a common horizon that allows trust to be recovered at the social level.
It is precisely ‘the Church communicator’ on whom the article by Professors Gil and Gili puts the focus. His role as spokesman for an institution and bearer of a message gives him great responsibility. The credibility that he demands and needs, the authors maintain, depends to a great extent on his human and professional virtues. Creative fidelity, reliable transmission of an ideal and embodiment of the values he communicates are expected from him. Internal communication in organizations, with the transformation of the channels through which trust travels – more horizontal and collaborative than vertical and hierarchical (Botsman Citation2017) – represents a challenge for those who govern the organization. Receiving trust from the leadership in turn generates confidence in the workers. To put these ‘spirals of trust’ into action, Gara and La Porte analyze one of the most important moments in the relationship between an employee and an organization: recruitment. Trust, they say, must be considered one of the great strategic tools of the Human Resources department.
In the legal field, Moreno and Díaz show with a case study the ‘legal defense of corporate reputation’, where law and communication work in a complementary way. In recent years, especially with the digital revolution, new fields of interaction have opened up with their own followers, as well as new spaces for vulnerability (e.g. privacy, personal data, copyright…). In this context of the Internet, the authors present the crisis of reputation of an NGO linked to the Church and show how law and communication are two strategic tools of the organizations destined to collaborate. Looking at trust management in the public sector is a necessary source of inspiration for an institution like the Church. María José Canel conducts the academic interview with Steven Van de Walle on trust in public administration. He deals with a wide range of topics: from the ways of measuring trust and its typologies, to the influence of emotions on the inspiration of trust. The interview offers some comparative considerations between some other institutions, such as NGOs, and the Church. It also includes a final reflection on the new scenario created by COVID-19, which is testing citizens’ trust in the state and the health system.
In the public sphere, the management of vulnerability takes on a particular nuance in the case of high reliability organizations, entities that by their nature must avoid errors at all costs (Lekka Citation2011). Sanders takes the criteria of the HROs as her model to measure the trust that the British government has earned (or lost) with its public communication during the pandemic generated by the COVID-19, a situation that has tested the strength of social relations – especially trust toward public services – and that will merit another special issue of this journal." (Editorial: Contents of the special issue, pages 295-296)
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"This guide outlines the step-by-step processes and potential challenges that may arise in setting up a Boda Boda Talk Talk (BBTT) project. In it, you will find information and advice on everything from what equipment to purchase, to how to build relationships with other humanitarian actors, to recr
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uiting staff and establishing listening groups. Given its straightforward setup, readily available equipment and relatively low cost, the BBTT model can be easily replicated and adapted to other humanitarian emergency contexts." (Page 7)
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"This second module focuses on two main aspects of managing community radio stations. First, it examines the governing bodies of a station and gives succinct descriptions of each body’s function and structure as it relates to the governance of the radio. The second section of this module serves as
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a guide for human resources management. It presents the roles and responsibilities involved for each staff- and volunteer position, and gives an overview of the recruitment process for new personnel." (Introduction, page 2)
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"This study focuses on the trepidations, concerns and pitfalls audience researchers face when carrying out fieldwork studies in the Arab world. Based on extrapolations and detailed observations from field research projects, combining surveys, focus groups and interviews, this article has outlined fi
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ve main challenges in the process of audience research in the region: (1) recruitment strategies, (2) time issues, (3) group dynamics, (4) gender issues in interviews and (5) the significance of culture. In dealing with regional media audiences, researchers confront challenges ranging from hostile attitudes, suspicions of researchers' motives and even outright distrust to overzealous collaboration. Beyond these political/cultural factors, socio-economic considerations, such as literacy rates, not only affect respondents' self-reports and response rates, but may fundamentally skew the recruitment process. While some of these challenges are rooted in the practice of audience research irrespective of cultural setting, sociocultural and political realities create challenges specific to the region." (Abstract)
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"This book is a compilation of tutors' notes, lesson material and handouts from a management training course conducted since 1985 by UNESCO with great success in countries around the world. While gaining accessibility through its production in a book format, it retains the spirit of the original tea
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ching material. Themain topics covered are: functions and practices of publishing management, editorial organisation and management, using financial accounts for management information, understanding publishing business, recruitment, and a case study. The material, which was originated jointly by Book Hosue Training Centre and Unesco, has been edited by Mike Hauser." (Back cover)
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