Department of Defense Essay Example for Free

Department of Defense Essay Effective organization management is determined by the level and quality of public relations employed by the leadership in it. This has mainly been the case due to the direct demand for organizations to enhance their images to the external world upon which they rely on. Of greater importance are the services industries which directly rely on the consumers perceptions of their services as opposed to direct supply of products. Being considered as a direct intrinsic system to activate their system for external image, most of the leaders have been strongly embarking on it to ensure higher returns for their organizations. Such has been the case with the (DoD) Military Public Affairs system which has greatly tried to integrate itself with the community via offer of different services and direct interlink with them. Community relations objectives Arguably, ethical demands are considered to be intrinsically derived and externally displayed with emphasis on cohesive relations between organizations and the public. Therefore, it originates from the core of the management and effected by the established systems. In the theory of public relation ethics, Albert Sullivan argues that public relations involves a direct internalized system which is expressed externally via direct activities and interlink with the public (Pearson, 1999). Pearson continues to say that ethics begin with the people’s minds that must conceptualize it to become part of their system. Military Public Affairs has internalized the system by inculcating it to the immediate internal network necessary to develop the correct culture for the DoD. The Department emphasizes on its commitment to fostering good relations on mutually acceptable terms with the public, at home, and abroad on which the military depends on. Of greater importance is the emphasis by the DoD on the need for holistic adherence to human dignity and sanctity at all times (Department of Defense (DoD), 2007). Though military specialists have been calling for less involvement of the military with the public issues, the department has defied odds and ensured direct interface upon which the public have increasingly been informed on the roles and duties of the department in relation to their security and that of the international community. Besides, the policies of the Department of Defense have increasingly been taught to the public and opened for direct criticism as well as possible recommendations on improvements for the same. Direct support and integration with the community According to Russel (1966), human actions and desires are direct reflections for the sense of mind which is often used to denote the best possible consideration that would guarantee highest returns for them. However, this has been a major center for conflicts between the people and their systems in the society. Russel ethics indicates that external consideration is of essence for extended benefits. However, scholars have argued that care should be taken to reduce the negative effects that result from the actions perceived to be good. As a result, the Department of defense has been supporting organizations through loans and fund-raising. The head of DOD Component Command may provide a limited basis for equipments and logistical support to needy organizations especially those dealing with humanitarian services (Department of Defense (DoD), 2007). Besides, the Department officers have been offering voluntary support to these charitable organizations during their off duty periods to boost their development and human services capacity. The department also offers selective benefits and preferential treatment to specific organizations especially those in military operation regions. To ensure it commits itself to serving the community, the department dissociates itself from involvement and support to partisan political activities (Center and Jackson, 1995). Therefore, this assists it to be highly impartial and more effective in serving the community. Increased information and coordination with the public By the time Pearson wrote down the Public relations theory, it was clear that vast criticism had strongly risen on the implication of truth and direct impacts that resulted from its revelation. However, Pearson regards to truth as the direct mirror that indicates an individual or an organizations consideration necessary for establishing the correct picture is pasted in the respondent’s minds for making the correct decisions. Joint civilian meetings and instantaneous meetings with the management served as a direct platform for the system where most people were able to change their minds about the military as well as improve the direct interlink with the system (Department of Defense (DoD), 2007. Through this system, most people had benefited from assistance scheme of the department. Recently, strong appraisals have been posted to the department for ensuring increased information to the community as it directly provides the officers to the department. Conclusion Effective organization management is determined by the level and quality of public relations employed by its management and leaders. Arguably, this has been the main premises that the department of defense has embarked on to ensure better and effective disposal of its duties. Previously, there was strong misconception between the people regarding the role of military until the DoD moved in to clear its image. The direct interlink of the department by giving back to the community has not only raised the confidence of the people to the system, but also improved the general utility of the department. Organizations should struggle to establish better interlink with their consumers and public. Reference List Center, A. and Jackson, P. (1995). â€Å"Public relations Practices, Upper Saddle, N. J. Prentice Hall. Department of Defense (DoD), (2007). Department of defense directive: Public Affairs Relation Policy, Washington: DoD. Russel, B. (1966). â€Å"The elements of ethics† Philosophical essays. London: Longmans, Green. Pearson, R. (1989). Sullivan Theory of public relations Ethics. Public relations review. XV(1989):52-62.

Good Advice is Hard to Find Essay -- Personal Narratives

Good Advice is Hard to Find Advice is something that is very important in my life and in the life of most others. It allows us to ask another person their feelings and experiences about certain situations they have encountered in his/hers lifetime and then attempt use that information to help yourself. Good advice however is hard to come by. My dad has many stories that begin with, â€Å"Well when I was your age†¦Ã¢â‚¬  This is an example of bad advice. It is hard to relate what he experienced to my life, because of the generations of difference. Good advice to me is something that I ask for, and in my past, has come from people who know me extremely well. I agree with most in that good advice can come from anyone, but the best has come from my friends. They know my feelings in general and how I have reacted to certain situations in my past. In general, advice also needs to come from someone I trust and respect. I also tend to listen more closely and see how I can adapt it to my life if the advice has come from someone who is close to me, especially if it is someone who I believe t...

Consolidating the Directv Acquisition

Case 7: News Corp. in 2005, Consolidating the DirecTV acquisition The case focuses on the acquisition and consolidation of DirecTV by media mogul Rupert Murdoch’s News Corp. After the acquisition, Murdoch’s content-and-distribution empire spanned four continents, with more than 26 million subscribers. Murdoch, News Corp. ’s chairman, had ambitions to build one of the most powerful media companies in the world. He aspired to have a balance between subscription and advertising revenue, the best mix of content and distribution and the widest geographic spread in the world.There are a various aspects of the general environment firstly; the political/legal aspect of the general environment was initially most significant in the purchase of DirecTV by News Corp. FTC concerns of potential market concentration issues if EchoStar purchased DirecTV forced the two to drop discussion, paving the way for News Corp. ’s purchase of DirecTV. Technology is probably the most important current aspect of the general environment.Secondly, Demographic segment Growing markets worldwide for various communication and entertainment media content. Thirdly, Socio-cultural segment largely due to rapid changes in technology, as well as increased overall globalization efforts, consumers are becoming increasingly sophisticated in the quality and type of communication and entertainment that they expect. Communication, news and entertainment provided by DirecTV and similar services have become viewed as nearly a necessity in a modern world.Fourthly, Economic segment while general economic conditions and level of economic development in a particular country or region may hinder some feasibility of these types of services, in general, they are needed and used by markets worldwide regardless of overall economic conditions. Fifthly, Political/legal segment The FTC, the government’s watchdog arm that oversees competition policy, is responsible for ensuring that cons umers’ interests are protected. If an industry is getting increasingly concentrated, the FTC can use antitrust laws to prevent further consolidation of the industry or break up previous consolidation.The FCC, the government’s watchdog arm that oversees the communications industry, is responsible for overseeing companies that sell communications products and services. Finally, Technological/global segment The 1980s and 1990s saw a worldwide race to deliver television programs to global markets. Cable operators invested in laying cables and beamed programming content through these cables into subscribers’ homes. Satellite television had a much wider reach, because satellites orbiting the earth sent the programming content directly into the home without the need for a cable connection.By 2000, cable had an important advantage over satellite in that it offered high-speed, two-way access, including phone capability. Satellite was still mostly one-way. However, it wou ld take cable companies years of multi-million dollar investments to upgrade to digital technology. DirecTV competes in a broadly defined media industry. Several sectors of this industry might include communications (e. g. telephone, internet, cable, satellite TV), news services, entertainment (e. g. , cable and network programming, movies, pay per view, gaming). There are various characteristics of the dominant industry.Market size is the most providers are regional or national competitors, depending on the facet of media in which they compete. Life cycle stage is growth. Growth rate is rapid. Scope of rivalry is fragmented in some respects, but rivalry is fierce among those that go head to head in specific sectors. Rivalry concentration is the media industry is dominated by large and powerful companies, but most of these are regional, national or multi-national players. Pace of industry change is the technology change is rapid in telecommunications and related fields, which drives significant rapid change in all aspects of media.Product/service differentiation is the consumers often have changing options for substitute products. Porter's five forces model of competition to the industry. Generally media is a very attractive industry with substantial growth opportunities, both domestically and internationally. Extensive economies of scope and scale are becoming increasingly influential in this industry and its related sectors. Threat of entry: new technologies fuel the constant threat of new entrants into some facet of content and/or delivery in the media industry. Bargaining power of suppliers: Bargaining power of suppliers is not significant here.Content suppliers must deal with DirecTV due to its massive size and market share. Bargaining power of buyers: Customers’ bargaining power is very significant, as consumers increasingly have choices of how and when they take delivery of content. Threat of substitute products: many potential substitutes exist, along with many ways to access content. Rivalry amongst existing competitors: Rivalry is fierce, as News Corp. had substantial content that cable providers needed for product scope, permitting premium pricing. Cable and satellite are constantly battling for new or switching customers.Critical success factors DirecTV must continue to be aggressive in its acquisition and implementation of new technology. They must also be keenly aware of customer tastes and preferences for content and delivery options. There are two types of resources Tangible and intangible. News Corp. ’s tangible resources are its global satellite platform and its strength in both content and distribution, as well as an impressive set of fast-growing networks such as Fox News, Fox Sports, National Geographic and Speed Channel and satellite distribution in Europe, Asia and Australia. Before its acquisition of DirecTV, News Corp. as a global company, but had no direct broadcast satellite presence in the United States. DirecTV had three primary components at the time it was acquired by News Corp. , all of which appear useful for expanding News Corp’s scale and scope of offerings: it was the largest US provider of direct broadcast satellite, giving customers access to hundreds of channels of digital-quality video and audio programming; PanAmSat owned and operated 25 satellites that covered 98% of the world’s population; and broadband satellite networks and services were provided to both consumers and enterprises.Intangible resources an aggressive corporate culture used to dealing in the high-pressure, ever-changing media industry, which fuels significant interest in developing scope and scale of product content and delivery. There are unique internal resources and capabilities of DirecTV that played a prominent role in Murdoch’s decision to acquire DirecTV. DirecTV was the first entertainment service in the US to deliver all digital-quality multi-channels TV programmin g through an 18-inch satellite dish. In 2003 DirecTV had 12. million subscribers, 10. 7 million of which were DirecTV subscribers, and the remaining receiving DirecTV service from members and affiliates of the National Rural Telecommunications Cooperative. This unique capability potentially provided Murdoch with a vast American market and the ability to shake his programming from the seeming stranglehold of American cable companies. The rivalry like between News Corp. and its competitor(s) during the acquisition of DirecTV. In September 2000, Murdoch offered $22 billion for a 35% stake in DirecTV.In Feb 2001 Hughes stock declined, and Murdoch reduced his bid for a 30% stake. As News Corp. negotiated with Hughes Electronics for the sale of DirecTV, the progress was very slow. In 2001, EchoStar surprised many by making an unsolicited bid to buy Hughes for $30. 4 billion in stock and $1. 9 billion in assumed debt. EchoStar was in the US satellite pay-tv market and a combined DirecTV an d EchoStar would control as much as 92% of that market. Murdoch used this knowledge to lobby intensely to block the merger on antitrust grounds, and DirecTV and EchoStar dropped their deal.In April 2003, News Corp. acquired GM’s 19. 9% stake in Hughes and a further 14. 1% from public stakeholders. The feature of the external environment does News Corp. use to fend off its rivals. Murdoch used a US government regulatory body, the FTC, to make sure that his rival EchoStar did not get a chance to buy DirecTV. He forced the issue to the FTC that combination of DirecTV and EchoStar would create a monster that would control 92% of the market. Once the sale to EchoStar was blocked, News Corp. went forward and made a successful bid for the purchase of DirecTV.The News Corp. integrates the newly acquired DirecTV into its global strategy. DirecTV was immediately re-structured. Labor disputes were settled and half the employees were retrenched. DirecTV became increasingly focused on cor e business, selling its 80% stake in the satellite launch business for $2. 5 billion, and its set-top-box manufacturing and XM Satellite Radio. The proceeds of these sales were used to pay about $1. 4 billion for rural satellite companies that had 1. 5 million subscribers, dramatically increasing market share.The factors inhibit News Corp’s strategy from delivering its full potential. In order to close the DirecTV deal, News Corp. had to make some concessions: (1) Since the FCC had already banned large cable operators from discriminating against rival programmers, DirecTV could not use its muscle power to its full advantage (2) News Corp. had to submit to arbitration if cable operators accused it of using its popular channels as bargaining tools. These restrictions were temporary, as they expired within six years.

Corporate Control of the Media and Politics - 1071 Words

I read an article written by Andrew Romano, for News Week, discussing in detail the ignorance of the American public in political affairs. This article was largely inspired by a poll News Week conducted on the public, testing them with standardized questions given in the citizenship exam. After reading that a large amount of Americans failed to pass this exam I decided to take it myself. Once I completed the exam, which I failed miserably, I remembered a comment Romano made in his article about the populace being uneducated or non-English speaking immigrants. Being a college student this comment is kind of hard to swallow especially after doing so badly on the exam myself. I would not consider myself to be a genius but I am educated†¦show more content†¦This is why a large majority of Americans are so intrigued with celebrity news. If the industry would cover political views with the tenacity they cover other news events then, I believe, political news and economical de cisions would be much more understood. Is this form of news beneficial to the industry? No, as long as the public is uninformed on political information it allows the industry to leverage the publics decision leaning them toward a vote or decision beneficial to the industry. Think of it like this, if there was a proposition in act that would help with the deficit or boost the economy but put a slight strain on the top 10 percent of the earnings bracket in the United States, what side of the issue would be most covered? The side pertaining to the investors and owners of these media institutions would be the most covered. The majority of the information presented on the subject would be against the proposition. With the largest percentage being against the decision many Americans are going to base their decision on the information they have. 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