How Organizations Adapt to News Media
7. Mediatization of Organizational Outputs
“Control function’ and increased recognition of our organization.” “Education of community about services and expectation management.” “Supporting strategy and brand outcomes (goals).” “Keep public informed / encourage open debate / independent scrutiny of outcomes policy.” Above are some of the first observations that participants in focus groups sub- mitted to paper when asked to describe the most important function of the media for their organization. About a third of the respondents, some of them are quoted above, mentioned functions of the media that directly referred to the outputs of the organization, such as the delivery of services or general organizational strate- gy. Interestingly, as is noticeable in the quotations above, those respondents were for some reason or another unable to mention just one function of the media, even though they were asked to do so. These respondents generally felt inclined to collate a number of distinct but evidently indistinguishable roles the media played for them. This suggests that organizational exchanges with the media always have a complex and layered character: they serve (selfish) strategic aims for the person and the organization and (noble) causes of service delivery to the people. The media are instrumental tools that organizations may choose to util- ize, and thus try to control, while they are simultaneously institutions of their own that defy outside control by service providers (or others). This multifaceted character of the media – at the same time associated with deeply selfish and highly noble behavior; a greatly used practical instrument that nevertheless al-...
You are not authenticated to view the full text of this chapter or article.
This site requires a subscription or purchase to access the full text of books or journals.
Do you have any questions? Contact us.Or login to access all content.