From diversity to cross-culturalism: the evolution of human resource training within the canadian broadcasting corporation
Zanutto, Gina (2014)
2014
Tiedotusoppi - Journalism and Mass Communication
Viestinnän, median ja teatterin yksikkö - School of Communication, Media and Theatre
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Hyväksymispäivämäärä
2014-06-24
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:uta-201408222076
https://urn.fi/URN:NBN:fi:uta-201408222076
Tiivistelmä
The objective of this master's thesis is to investigate the transformation of human resource management regarding a particular area of professional training and development. Specifically, the evolution of diversity training to incorporate facets of culture, like heritage, language and cross-cultural interactions, will be detailed an analyzed.
Within the literature review, this will consist of a deductive examination of the past, present and future of three organizational elements: human resource management, diversity training and cross-cultural training. Through the lens of fluctuations and advancements in globalization, internationalization and immigration, shifts in theoretical premises and actual practices will be discussed.
This will then be coupled with a history of public service broadcasting and, eventually public service media, as well as their relevant tenets and techniques. The following section will present a broad history of the case, the Canadian Broadcasting Corporation. It will also contain relevant information on the current market position, internal mechanisms and external efforts of the CBC.
The overall method of case study was implemented with open-ended interviewing via a semi-structured questionnaire previously utilized in a similar study by Lorraine Gutierrez, Jean Kruzich, Teresa Jones and Nora Coronado in their 2008 article Identifying Goals and Outcome Measures for Diversity Training, found in the journal Administration in Social Work. The purposive sample (N=7) was interviewed at the CBC headquarters in Toronto, Ontario, Canada in February 2014. The major findings of the study were portrayed in a timeline format spanning 6 generations (1970s/1980s, 1990s, 2000s, 2010 to present [2014] and future) because each era strongly reflects patterns found in the literature embodying the theme of diversity and cross-cultural training and management.
Finally, the concluding chapter will introduce implications, caveats and ideas for future research. Most importantly, it is the ambition of the entire document that these implications will generate insights regarding the entangled nature of internal and external elements of diversity and culture within organizations; the future of human resource training as more organic and casual; the expansion of internationalization beyond surface-level topic selection; and the fluid nature of diversity in an ever-changing media landscape.
Within the literature review, this will consist of a deductive examination of the past, present and future of three organizational elements: human resource management, diversity training and cross-cultural training. Through the lens of fluctuations and advancements in globalization, internationalization and immigration, shifts in theoretical premises and actual practices will be discussed.
This will then be coupled with a history of public service broadcasting and, eventually public service media, as well as their relevant tenets and techniques. The following section will present a broad history of the case, the Canadian Broadcasting Corporation. It will also contain relevant information on the current market position, internal mechanisms and external efforts of the CBC.
The overall method of case study was implemented with open-ended interviewing via a semi-structured questionnaire previously utilized in a similar study by Lorraine Gutierrez, Jean Kruzich, Teresa Jones and Nora Coronado in their 2008 article Identifying Goals and Outcome Measures for Diversity Training, found in the journal Administration in Social Work. The purposive sample (N=7) was interviewed at the CBC headquarters in Toronto, Ontario, Canada in February 2014. The major findings of the study were portrayed in a timeline format spanning 6 generations (1970s/1980s, 1990s, 2000s, 2010 to present [2014] and future) because each era strongly reflects patterns found in the literature embodying the theme of diversity and cross-cultural training and management.
Finally, the concluding chapter will introduce implications, caveats and ideas for future research. Most importantly, it is the ambition of the entire document that these implications will generate insights regarding the entangled nature of internal and external elements of diversity and culture within organizations; the future of human resource training as more organic and casual; the expansion of internationalization beyond surface-level topic selection; and the fluid nature of diversity in an ever-changing media landscape.