Radio broadcasting, policy and local language revitalisation in Zimbabwe
- Authors: Mabika, Memory https://orcid.org/0000-0002-4499-6300
- Date: 2014-01
- Subjects: Broadcasting -- Zimbabwe , Broadcasting policy -- Zimbabwe
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/25789 , vital:64479
- Description: The media as disseminators of news are considered the principal institutions that have the mandate to provide relevant information to the citizenry; from which members of the public get a better understanding of their society. Communicating in indigenous languages, in particular, facilitates interaction and the preservation of African languages. Studies have shown that radio is the most effective channel of mass communication which can help in the usage and preservation of indigenous languages. This is because it is affordable and accessible in more peripheral areas than other media. However, due to radio’s ideological and hegemonic functions, many governments in most African countries and in Zimbabwe, in particular, have continued to closely monitor and control its day to day running. Zimbabwe radio, due to the previous and current political contexts, has continued to create an atmosphere where minority languages are not given necessary recognition leading to their exclusion from most of the existing radio stations. This has come to threaten indigenous minority languages and to weaken the long established cultures. The research springs primarily from the desire to unearth the truth behind the failure by ILRBSs and government to protect indigenous languages in Zimbabwe, a sovereign nation. The electronic colonialism theory and globalisation approach (specifically its cultural globalisation strand) were utilised in this study. The research adopted a mixed method design. Data was collected using four instruments namely, Interviews, Focus groups discussions, questionnaire and document analysis. The study revealed that minority languages in Zimbabwe have never been developed beyond their oral use by speakers in their confined locations. This makes any effort to use these languages for broadcasting a serious challenge since speakers and non-speakers do not value these languages. The government’s stringent media laws and policies have made the usage of radio broadcasting in preserving indigenous languages an almost impossible task. The ambiguous BSA and its various vague policies are nothing but a fallacy to minority indigenous languages’ revitalization efforts. In addition, the existing education system is worsening this problem because of its failure to develop educational materials in minority indigenous languages. The study concludes with the observation that in multilingual and multicultural Zimbabwe, the language stance of the government, education system and the media particularly radio are destructive to indigenous languages preservation and revitalisation. In order to ensure effective indigenous languages preservation and revitalization in Zimbabwe, there is need to revise the various language policies enshrined the BSA and to open up the broadcasting landscape to reflect the multiplicity and diversity of voices existing in the country. , Thesis (PhD) -- Faculty of Social Sciences and Humanities, 2014
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Knowledge retention strategies in selected Southern Africa public broadcasting corporations
- Authors: Dewah, Peterson
- Date: 2012
- Subjects: Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:11572 , http://hdl.handle.net/10353/438 , Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Description: Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the Department of Broadcasting Services (DBS) in Botswana and the Zimbabwe Broadcasting Corporation (ZBC) in Zimbabwe. The aim of this study was to establish how knowledge is captured and retained at such organizations. The objectives of the study were; to find out the types of strategies the three broadcasting organizations employ to capture and retain knowledge; establish how the three broadcasting organizational cultures enable knowledge acquisition, transfer, sharing and retention; establish the role of ICTs as tools and enablers of knowledge retention, creation, transfer and sharing in the three broadcasting organizations; and to propose recommendations on the best strategies for retention of knowledge in the three public broadcasting organizations as well as suggest areas for further and future research. v The study used the survey method and employed the triangulation design for data gathering. Data were collected from three SADC public broadcasting organizations. The population sample comprised 240 professional staff including 38 managers from different sections of the broadcasting organizations. The researcher collected data by administering a questionnaire to staff, interviews with managers and observations. Documentary analysis was also conducted in order to supplement data and fill in gaps. The researcher was mainly interested in gathering data that would give a comprehensive picture about knowledge retention methods in broadcasting organizations. There were four main findings. First, knowledge management as a relatively new concept and practice has not yet been properly embraced in the public broadcasting organization system in order to capture and retain knowledge that is acquired and generated in the organizations. There are no measures put in place in the organizations to retain the knowledge to ensure that once those who hold vital tacit knowledge are gone, the knowledge may still be available and accessible. Second, the study established that the respective organizational cultures impede on organizational knowledge retention. The study established that there was no culture of knowledge sharing. It also emerged that employees were not free to share their knowledge because of government regulations, prevailing political contexts, mistrust and general lack of incentive to share knowledge. Third, the study established that the organizations have no strategies or systems in place to capture the experts‟ knowledge or the knowledge of experienced staff and vi those approaching retiring age. The Human Resources Departments hold exit interviews that cover issues purely to do with why the person is leaving the organization instead of recording the work experiences and expertise of the departing employees. Fourth, the study revealed that the public broadcasting organizations still lag behind in collaborative and communicative technologies that facilitate knowledge transfer and sharing of tacit knowledge but retention of knowledge generally. The study also found that, some of the organizations studied did not have internet connectivity and websites were not yet functional, which hampered acquisition and sharing of knowledge for retention purposes. The importance of this study is that it has made a contribution and provided literature on knowledge retention strategies for public broadcasting corporations as part of knowledge management practice. On the basis of these findings the study recommended the following: appointment of knowledge management officers, establishment of Communities of Practice, encouraging knowledge sharing between employees, introduction of joint programmes with other broadcasting organizations by managers and their supervision of mentoring programmes; organizations to facilitate acquisition of information and communication technologies that enable knowledge management
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