BBC

BBC - Leadership and Culture

BBC - Leadership and Culture

Introduction

In the current era, BBC is facing different problems related to leadership development and growth. Curerntly, the management is looking for new stratgies to solve severe problems. The BBC began as a commercial company - a consortium of radio manufacturers brought together by a government fearful of the kind of unrestricted development of the new medium they saw in the USA. (Johnson, Scholes, Whittington 2008, 35-55) It was, however, an unusual company with considerable idealism and a strong sense of the importance of the work it was carrying out. From the outset the BBC undertook to cover as much of the country as possible with its broadcasts. Some of the manufacturers had bases outside London and local stations producing at least some local programmes were set up around England, Wales, Scotland and Northern Ireland. A comprehensive network of transmitters and telephone lines was developed through the 1930s which eventually allowed a choice for most listeners between a national and a regional programme. Broadcasts to the British abroad started in 1932 and the world's first regular high definition television service started in 1936.

BBC in the starting of 2010, introduces new tactics and ideas related to the ledearship development. BBC'S leadership style refers to the research that focuses on the behavior of leaders what they do in BBC and how they act. Leadership style is the behavior pattern by which a leader interacts with and influences subordinates. The two most studied behaviors associated with leadership style are task behaviors and relationship behaviors.

BBC has been an instrumental case organisation (Stake, 1995) in the study since then as it is an organisation that commits resources to equality at work. Its growing confidence in this arena is reflected in its willingness to now be identified in this paper. Previously, BBC has featured anonymously in two publications on the study of managing diversity (Maxwell et al., 2001, 2003). Because of the longstanding research investigation of BBC Scotland, the research focusing on this organisation constitutes a longitudinal study. The specific purpose of the investigation on which this paper is based is to explore further the relationship between managing diversity and equal opportunities, and to profile a proactive, race diversity initiative in terms of the framework of organisational inputs, outcomes and culture. The race diversity initiative programme in now in its third cycle. The participants of the first and second runs of the initiative are integral to the primary work of this paper.

Organizational Change and Leadership

Change is afoot at the British Broadcasting Corporation. Since the hugely publicized Hutton enquiry in 2003, which led to the quick departures of then chairman Gavyn Davies and director general Greg Dyke, the organization has very much remained in the public eye. The controversy surrounding Dyke's resignation, described by many staff and journalists as overdramatic and poorly justified, has been accompanied by many comparisons between the managerial decisions of Dyke and his successor Mark Thompson. Whereas, for example, the headcount at the BBC under Dyke ...