Deal And Kennedy Corporate Culture Pdf Viewer

Availability Cable Channel 44 (SD) Channel 789 (HD) Spectrum SportsNet LA and Spectrum Deportes LA (otherwise known as simply SportsNet LA and Deportes LA and originally known as Time Warner Cable SportsNet LA) is an American jointly owned by the team and through its acquisition of in May 2016. The channel's programming is devoted completely to the Dodgers, and includes coverage of all Dodgers games not being exclusively televised by MLB's national television partners, along with news, interview, and documentary programming focusing on the team.

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The channel, which launched on February 25, 2014, was the result of a 25-year deal with Time Warner Cable reached in January 2013, valued at $8.35 billion, succeeding as the regional rights holder for the team. The channel is one of three regional sports networks owned by Charter Communications serving the Los Angeles region.

SportsNet LA is carried by Charter reaching less than half the Southern California market. Other distributors, including, have not made carriage deals. Disputes in negotiations have included the cost of the channel and the requirement that SportsNet LA be carried with other mainstream premium channels rather than in a separate sports tier or on an basis. Contents. History In late 2012, ' exclusive period for negotiating a new broadcast deal with the Dodgers ended. Reports published at that time indicated that the team was negotiating with other potential broadcasters, such as the recently established, and contemplating forming an in-house network with, a television production company recently purchased by the Dodgers' new parent company,.

On January 22, 2013, the reported that had signed a deal to partner with the Dodgers to form a new regional sports network, which would be majority-owned by the team. On January 28, the Dodgers and Time Warner Cable signed a 25-year broadcast agreement valued at $8.35 billion, subject to the approval of Major League Baseball, which would see the establishment of a new channel known as SportsNet LA. The deal ended long-standing broadcast partnerships with Fox Sports West, which had aired Dodgers games on its Prime Ticket channel since; and with, an which had been the Dodgers' over-the-air broadcast television outlet since. TWC's winning bid exceeded Fox's bid by $2 billion and was worth $210 million for the inaugural 2014 season or $1.5 million a game. That amount exceeded the revenues from Prime Ticket and KCAL-TV by more than four times. The agreement increased the number of games aired: nearly 100 games were carried in 2014 compared with the 49 games aired by Prime Ticket in 2013.

Following the approval of the Dodgers' television deal, the team announced on January 16, 2014, that SportsNet LA would launch on February 25, the eve of, and that all of the Dodgers' spring training games would be televised by the new channel. At least 75 games broadcast by the channel in the 2014 season were simulcast in; the channel plans to televise all its games in Spanish in the future.

While the channel is not directly branded with the Dodgers' name, its logo incorporates the team's interlocking 'LA' insignia; team co-owner Todd Boehly stated that the decision was 'something Time Warner Cable thought was really valuable to their brand. We have the flexibility to sit down and evolve the name over time.'

Programming Team president Stan Kasten described Sportsnet LA as a 'Dodger-only channel with Dodger-only content 24/7', featuring live game coverage and original series focusing on aspects of the team. The initial program lineup included:. Access SportsNet: Dodgers — the channel's flagship news and information program, airing nightly and as a pre- and post-game show. Leadoff LA — analysis of the team by Sportsnet LA personalities and experts, coverage, and viewer interaction through.

Dodgers Clubhouse — airs weekly during the season with in-depth features on the team and its players, and interviews with the team's manager. Backstage: Dodgers — airs weekly during the season, featuring a behind-the-scenes perspective on the Dodgers' games, players, and staff. Talkin' Blue — panel discussions featuring Dodgers' players and staff. Connected With. — profiles and interviews of Dodgers players and staff, and documentaries. Timeless Dodgers — classic Dodgers games.

Larry King at Bat — an interview program hosted by long-time television personality and avid Dodgers fan. Dodgers Squeeze Play — condensed one-hour encores of Dodgers games. As part of cutbacks across TWC's Los Angeles regional sports networks due to low viewership, Larry King at Bat and Dodgers Clubhouse were cancelled in September 2015. The following February, the channel announced it would reduce the number of spring training games it broadcasts to 16, down from 31 in 2015 and 22 in its debut year.

Long-time sportscaster continued his tenure as voice of the Dodgers on SportsNet LA until his 2016 retirement. (play-by-play). (color commentary).

(color commentary). (alternate play-by-play). (field reporter on gameday, also hosts studio shows).

(studio commentary). (studio commentary). John Hartung (studio host of Access Sportsnet: Dodgers). Kelli Tennant (field reporter, studio host) As of the 2017 season, Dodgers games on SportsNet LA are called by on play-by-play, and on color., formerly of, is a field reporter and hosts the pre- and post-game show from. Former baseball players and (as well as Hershiser on days he isn't announcing) are also part of the pre- and post-game broadcasts. Former anchor serves as a studio host.

From SportsNet LA's inaugural season through 2016, broadcaster retained his traditional role as solo commentator for Dodgers games in California. The marked his 65th as a baseball commentator. Games not called by Scully were called by (play-by-play) and (color commentary). Scully retired at the conclusion of the. The following season, he was succeeded by Joe Davis; he was phased into the role by performing play-by-play for 52 road games during the 2016 season, splitting with Steiner the games not being called by Scully that season. Steiner continues to serve as an alternate play-by-play announcer if Davis is unable to work a game due to a assignment.

For the 2014 season, SportsNet LA began to carry an expanded schedule of dedicated broadcasts of Dodgers games on a special feed of the network. For the 2014 season, 75 games were broadcast in Spanish, and called by (son of the team's long-time Spanish radio voice ) and. As of the 2015 season, all Dodgers games broadcast by SportsNet LA are available in Spanish; at this time, Jorge moved to the Spanish-language radio broadcasts with his father, while and moved from radio to television alongside Mota. Also in 2014, SportsNet LA launched broadcasts carried on, called by Richard Choi and Chong Ho Yim. The Dodgers were the first MLB team to offer a Korean-language broadcast for all of its games. Carriage SportsNet LA has never been available to the majority of households in its service area.

Carriage was most limited in the channel's inaugural 2014 season, when it was carried by Time Warner Cable systems in Los Angeles, ' system in, and serving a small portion of the. Together, these distributors covered only 30% of the market, leaving the remaining 70% without the channel. Coverage rose when added SportsNet LA in June 2015, but remains under 50 percent: about 1.8 million homes. DirecTV is the largest unsigned distributor. Since Charter's acquisition of TWC on September 20, 2016, SportsNet LA is only carried by Charter and its subsidiary,. The has become emblematic of the growing tension between high-fee sports channels and content distributors.

The latter have grown concerned over losing subscribers who resent paying for sports channels they don't watch. Convergence Consulting Group predicted that by the end of 2016, some 27 million U.S. Subscribers will have on pay television services. Early on, DirecTV offered to carry the channel on an basis, rather than part of a package, at whatever monthly fee TWC set. That scheme would avoid passing the cost to DirectTV's entire base of subscribers, including those not interested in the channel. TWC responded by noting that bundled regional sports channels have been an industry standard, one that DirecTV itself adheres to in other markets. Another factor, one specific to Los Angeles, is the large number of regional sports channels in the area, which has resulted in higher subscriber costs than in other metropolitan regions.

Those channels include (formerly Time Warner Cable SportsNet), whose ratings dropped along with the flagging performance of its most visible team, the. In addition, some industry observers believed that, which was trying to acquire Time Warner Cable, would write off loses on the Dodgers' contract and offer distributors a better deal. That speculation lowered the signing incentive in 2014. Comcast withdrew the acquisition proposal on April 24, 2015.

In turn, Charter Communications announced its intent to acquire Time Warner Cable on May 26, 2015. As a result, Charter added SportsNet LA on June 9, making the network available to nearly 300,000 additional subscribers in the Los Angeles region. Proposed distribution fees In 2014, Time Warner Cable reportedly asked other distributors for an estimated $4.90 monthly fee per household, with carriage fees increasing over the length of the contract.

In March 2016, TWC attempted to break the stalemate by reducing the fee for the upcoming season by about 30 percent: about $3.50 per household, according to an estimate by the analyst firm SNL Kagan. A follow-up offer extended the period to six years, with fees comparable to DirecTV's own Seattle-based regional sports channel, estimated at $3.84 per household. Both pre-season offers were rejected before opening day. In September 2016, after acquiring TWC, Charter indicated it would price the 2017 season above $4.50. “The previous deal is no longer on the table—it didn’t work,” said Charter Chief Executive Thomas Rutledge to the Los Angeles Times. “We would love to sell the channel to others, but no one has bought it—and we are not giving it away. So if consumers want the Dodger channel, they’ll need to subscribe to us to get it.” Consequences At the end of the inaugural 2014 season, some observers saw TWC's inability to resell the channel as having industry-wide consequences.

Los Angeles Times business reporter Joe Flint called the standoff a potentially 'definitive moment for the world of sports programming, as the industry realizes that exorbitantly priced television deals can backfire.' Some business consultants to sports franchises reported a drop of interest in forming regional sports networks dedicated to a single team. In its first two baseball seasons, Time Warner Cable lost more than $100 million a year on SportsNet LA due to the channel's limited distribution. TWC Sports President David B.

Rone, who was instrumental in the company's foray into regional sports programming, departed TWC in October 2015. By June 2017, the SportsNet LA viewership for Dodger games had dropped 49% from 2013, shifting from 154,000 households to 79,000. Television viewership for the Dodgers' regional rivals, the initially soared to 107,000 households per game in 2014. But that number dropped over the 2015 and 2016 seasons, averaging just 47,000 households in the first few months of the 2017 season, even though the games are broadcast on all major carriers.

In bids to increase viewership, SportsNet LA content has occasionally been broadcast on over-the-air channels carried by all cable and satellite companies in the Los Angeles region. In 2014 and 2016, the Dodgers' final six regular season games were shown on and, respectively. The latter included Vin Scully's final games before his retirement. In 2017, 10 early-season games aired on KTLA, which, together with SportsNet LA, drew an average 378,000 viewers per game, about five times the size of the usual audience.

DirecTV collusion lawsuit On November 2, 2016, the sued and its corporate successor, alleging the company with its competitors to prevent SportsNet LA from being carried more widely. The parties settled the following March, resulting in stricter operating guidelines for AT&T, but no break in the negotiating stalemate. The DOJ alleged that DirecTV had 'unlawfully exchanged competitively-sensitive information' with AT&T (prior to its acquisition of DirecTV), Charter, and surrounding their negotiations and plans to carry SportsNet LA, in order to 'obtain bargaining leverage and to reduce the risk that they would lose subscribers if they decided not to carry the channel but a competitor chose to do so.' AT&T general counsel David McAtee responded to the claims, stating that the company made its decision 'independently, legally and only after thorough negotiations with the content owner”, and argued that no other provider carried the channel because they did not want to pass TWC's 'inflated prices' for the channel on to consumers. The March 2017 settlement required AT&T to better ensure that its employees maintain confidentiality during contract negotiations. But the state of those negotiations remained unchanged as AT&T was not required to make any bargaining concessions.

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Corporate Culture

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© iStockphoto hatman12 Corporate culture is one of the key drivers for the success – or failure – of an organization. A good, well-aligned culture can propel it to success. However, the wrong culture will stifle its ability to adapt to a fast-changing world. So, how do you attempt to understand your corporate culture? And what steps can you take to create a strong corporate culture that will best support your organization's activities? In their classic 1982 book, ',' Terrence Deal and Allan Kennedy proposed one of the first models of organizational culture.

When the book was published, it had many supporters, although there were also many who felt the idea of corporate culture would be just a passing fad. Now that we are in the next century, the notion of corporate culture is widely accepted to be as important a business concept as financial control and employee satisfaction. Deal and Kennedy's Cultural Framework In their work on the subject of culture, Deal and Kennedy suggested that the basis of corporate culture was an interlocking set of six cultural elements:. History – A shared narrative of the past lays the foundation for corporate culture. The traditions of the past keep people anchored to the core values that the organization was built on. Values and Beliefs – Cultural identity is formed around the shared beliefs of what is really important, and the values that determine what the organization stands for. Rituals and Ceremonies – Ceremonies are the things that employees do every day that bring them together.

Examples include Friday afternoon get-togethers or simply saying goodbye to everyone before you leave for the day. Stories – Corporate stories typically exemplify company values, and capture dramatically the exploits of employees who personify these values in action. Stories allow employees to learn about what is expected of them and better understand what the business stands for.

Heroic Figures – Related to stories are the employees and managers whose status is elevated because they embody organizational values. These heroes serve as role models and their words and actions signal the ideal to aspire to. The Cultural Network – The informal network within an organization is often where the most important information is learned.

Informal players include:. Storytellers, who interpret what they see happening and create stories that can be passed on to initiate people to the culture. Gossipers, who put their own spin on current events and feed people a steady diet of interesting information.

Employees know not to take the information at face value; however, they enjoy the entertainment value of a gossip's story. Whisperers, who have the ear of the powerful people in the organization. They can be used by anyone with a message they want taken to the top but who doesn't want to use formal communication channels. Spies, who provide valuable information to top management, and let them know what really happens on a daily basis. Priests and priestesses, who are the guardians of cultural values. They know the history of the company inside out, and can be relied on to interpret a current situation using the beliefs, values and past practices of the company.

Tip: When thinking about this, see also our article on, which was developed about 10 years later. In total, they identified six elements that together provide a picture of corporate culture: stories, rituals and routines, symbols, organizational structure, control systems and power structures. Deal and Kennedy's Culture Types By examining these cultural elements across a variety of organizations, Deal and Kennedy identified four distinct types of cultures.

They also identified two marketplace factors that they felt influenced cultural patterns and practices. They were:. The degree of risk associated with a company's key activities. The speed at which companies learn whether their actions and strategies are successful.

They believed that the risk involved in making a poor decision and the time it takes to find out whether a decision is the right one both have a bearing on how cultural elements develop and influence an organization's employees. Deal and Kennedy present these factors in a 2 x 2 matrix that identifies the four culture types, as shown in Figure 1 below. Teamwork is not highly valued in this culture, and it's a difficult environment for people who blossom slowly. This leads to higher turnover, which impedes efforts to build a cohesive culture. Thus, individualism continues to prevail.

Work Hard/Play Hard – This culture is the world of sales (among others). Employees themselves take few risks; however, the feedback on how well they are performing is almost immediate. Employees in this culture have to maintain high levels of energy and stay upbeat. Heroes in such cultures are high volume salespeople.

Interestingly, this culture recognizes that one person alone cannot make the company. They know it is a team effort and everyone is driven to excel.

Contests among employees are common here, as they drive everyone to reach new heights. Bet-Your-Company – Here, the culture is one in which decisions are high risk but employees may wait years before they know whether their actions actually paid off. Pharmaceutical companies are an obvious example of this culture, as are oil and gas companies, architectural firms and organizations in other large, capital-intensive industries. Because the need to make the right decision is so great, the cultural elements evolve such that values are long-term focused and there is a collective belief in the need to plan, prepare and perform due diligence at all stages of decision making.

Process – In this culture, feedback is slow, and the risks are low. Large retailers, banks, insurance companies and government organizations are typically in this group. No single transaction has much impact on the organization's success and it takes years to find out whether a decision was good or bad. Because of the lack of immediate feedback, employees find it very difficult to measure what they do so they focus instead on how they do things. Technical excellence is often valued here and employees will pay attention to getting the process and the details right without necessarily measuring the actual outcome. Tip: You may not feel that your organization fits with any of these culture types.

If this is the case, don't try to force it into one of these boxes: Pick and choose the parts of this model that work for you. Using Deal and Kennedy's Cultural Model The Deal and Kennedy cultural model is descriptive. It argues that no cultural type is better than another, because the types emerge as a result of circumstances. Its value lies in using it to understand how culture evolves and how to manage the various elements that influence it. The following steps will help you to do this:. Think of your corporate culture as an asset that needs to be managed. Take a look at the four types of culture and determine, generally, which category your organization fits best.

Identify critical risk factors associated with each different type: Tough-Guy, Macho. Is the degree of individualism appropriate within your company?.

Is organizational cohesiveness hampered by culture, and is this important?. Are there ways to build teams without neglecting the importance of individual performance? Work Hard/Play Hard. How can you make sure that employees aren't relying on good team performance to mask poor individual performance?. Are contests and other forms of recognition rewarding the right kinds of behavior?

Bet-Your-Company. Can the company react quickly enough to environmental changes?. Are the values so long-term focused that short-term gains are neglected? Process.

How can you make sure that employees don't get so bogged down in paperwork that action is unnecessarily slow?. Are there ways to measure how well a job is being performed and reward success?. Go through each of the cultural elements that Deal and Kennedy identify, as well as ones from other models like, and analyze what is happening on a cultural level within your organization.

Ask yourself:. Are the elements working positively within your organization?. Are elements congruent? Are they well-aligned?. Does your history cause you to get stuck in out-dated ways of dealing with contemporary issues?. Are company values and beliefs embraced by your employees, or simply written as words on a mission statement or plaque?. Do your values match your actions, so that you are not compromising them for short-term gains?.

Do you have ceremonies that honor employees who model the values you want?. Are you able to balance the social need for ceremony and rituals with more task-oriented behavior?. What stories are passed around, and what heroic figures emerge? Are these stories shared effectively with new employees through orientation or other rituals?. Do your heroes solidify and reinforce your cultural values?. Who are the key players in your cultural network?

Do you have methods for monitoring what they are doing and how? Do they exemplify positive values and beliefs, which are consistent with what your organization stands for? Does their presence help or hinder your strategy and objectives?. Revisit your cultural landscape regularly and be aware of what is happening. Make it a habit to ask yourself whether your culture is cohesive and consistent with your organizational goals. Key Points Corporate culture is very important to the success of a business. The social side of work requires as much attention as the financial side: If you neglect your cultural influences, your long-term economic performance will suffer.

Using Deal and Kennedy's cultural elements and cultural types, you can start the process of thinking about your workplace and shaping it into one where human interactions thrive. By creating and encouraging a consistent and cohesive culture, you build a strong foundation for meaningful and enjoyable work.

Corporate Culture Pdf File

That is the type of culture that breeds high performance, loyalty and commitment. Hi nafulakate, welcome to the forums! It's great to hear from you. As zuni so aptly described, getting the culture 'right' and knowing how to use that culture to drive the business forward and engage people are critically important. As a person with 10 years of history with the company you are in a great position to evaluate the cultural climate and suggest areas for improvement.

Consistency is an important element for a positive climate so that might be a good place to start looking for ways to make changes. I'm referring of course to positive consistency and not things that are done consistently poorly! Take a look too at Johnson and Scholes's Cultural Web ( STR90.php ) It's a similar framework but it adds some new/different dimensions that may be relevant to your workplace. Hope you gain the clarity you are seeking. This is a great project to undertake.

Let us know how things progress.