Sunday, May 20, 2007
Serikali ishindwe, mamluki waweze?
KUNA mkakati mpya wa 'kazi' uliobuniwa na baadhi ya viongozi wa serikali yetu pale wanaposhindwa kujibu hoja za wakosoaji zinazoibuliwa katika vyombo vya habari. Hawatoi majibu, lakini wanaandaa mamluki kushambulia wakosoaji wa 'wakubwa.' Serikali iliyoanzia magazetini, imerudi tena magazetini? Mamluki hawa wanaweza kutoa majibu ya serikali? Serikali yenyewe inafanya nini? Soma UCHAMBUZI HUU, na toa maoni yako.
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- Ansbert Ngurumo
- Nimechongwa na mambo haya: Falsafa, Fasihi, Muziki, Habari na Harakati. Sifuati mkumbo. Napenda kuhoji na kudadisi - hulka ya kifalsafa ya kuusaka ukweli - 'UKWELI ULIO UCHI.'
4 comments:
HelLo, Mimi naitwa Joshua Njogolo, Nimekuwa nakufatilia kila kitu kwako, Hongera sana kwa uandishi wako mzuri na bila ya kuogopa. Kweli wewe ni mchambuzi wa kweli na hapa Gazeti la Tanzania Daiam ndilo Gazeti na linasema ukweli bila ya Kufunga ndoa na serikali na kweli mengine yalifunga zamani sana ndoa na serikali. nataka kukupa Taarifa na kuona yale uliyoyasema kwa mwandishi wengineManufacturing Consent
A Propaganda Model
excerpted from the book
Manufacturing Consent
by Edward S. Herman and Noam Chomsky
Pantheon Books, 1988
www.thirdworldtraveler.com
The mass media serve as a system for communicating messages and symbols to the general populace. It is their function to amuse, entertain, and inform, and to inculcate individuals with the values, beliefs, and codes of behavior that will integrate them into the institutional structures of the larger society. In a world of concentrated wealth and major conflicts of class interest, to fulfill this role requires systematic propaganda.
In countries where the levers of power are in the hands of a state bureaucracy, the monopolistic control over the media, often supplemented by official censorship, makes it clear that the media serve the ends of a dominant elite. It is much more difficult to see a propaganda system at work where the media are private and formal censorship is absent. This is especially true where the media actively compete, periodically attack and expose corporate and governmental malfeasance, and aggressively portray themselves as spokesmen for free speech and the general community interest. What is not evident (and remains undiscussed in the media) is the limited nature of such critiques, as well as the huge inequality in command of resources, and its effect both on access to a private media system and on its behavior and performance.
A propaganda model focuses on this inequality of wealth and power and its multilevel effects on mass-media interests and choices. It traces the routes by which money and power are able to filter out the news fit to print, marginalize dissent, and allow the government and dominant private interests to get their messages across to the public. The essential ingredients of our propaganda model, or set of news "filters," fall under the following headings: (I) the size, concentrated ownership, owner wealth, and profit orientation of the dominant mass-media firms; (~) advertising as the primary income source of the mass media; (3) the reliance of the media on information provided by government, business, and "experts" funded and approved by these primary sources and agents of power; (4) "flak" as a means of disciplining the media; and (5) "anticommunism" as a national religion and control mechanism. These elements interact with and reinforce one another. The raw material of news must pass through successive filters, leaving only the cleansed residue fit to print. They fix the premises of discourse and interpretation, and the definition of what is newsworthy in the first place, and they explain the basis and operations of what amount to propaganda campaigns.
The elite domination of the media and marginalization of dissidents that results from the operation of these filters occurs so naturally that media news people, frequently operating with complete integrity and goodwill, are able to convince themselves that they choose and interpret the news "objectively" and on the basis of professional news values. Within the limits of the filter constraints they often are objective; the constraints are so powerful, and are built into the system in such a fundamental way, that alternative bases of news choices are hardly imaginable. In assessing the newsworthiness of the U.S. government's urgent claims of a shipment of MIGs to Nicaragua on November 5, I984, the media do not stop to ponder the bias that is inherent in the priority assigned to government-supplied raw material, or the possibility that the government might be manipulating the news, imposing its own agenda, and deliberately diverting attention from other material. It requires a macro, alongside a micro- (story-by-story), view of media operations, to see the pattern of manipulation and systematic bias.
SIZE, OWNERSHIP, AND PROFIT ORIENTATION OF THE MASS MEDIA: THE FIRST FILTER
In their analysis of the evolution of the media in Great Britain, James Curran and Jean Seaton describe how, in the first half of the nineteenth century, a radical press emerged that reached a national working-class audience. This alternative press was effective in reinforcing class consciousness: it unified the workers because it fostered an alternative value system and framework for looking at the world, and because it "promoted a greater collective confidence by repeatedly emphasizing the potential power of working people to effect social change through the force of 'combination' and organized action." This was deemed a major threat by the ruling elites. One MP asserted that the workingclass newspapers "inflame passions and awaken their selfishness, contrasting their current condition with what they contend to be their future condition-a condition incompatible with human nature, and those immutable laws which Providence has established for the regulation of civil society." The result was an attempt to squelch the working-class media by libel laws and prosecutions, by requiring an expensive security bond as a condition for publication, and by imposing various taxes designed to drive out radical media by raising their costs. These coercive efforts were not effective, and by mid-century they had been abandoned in favor of the liberal view that the market would enforce responsibility.
Curran and Seaton show that the market did successfully accomplish what state intervention failed to do. Following the repeal of the punitive taxes on newspapers between I853 and I869, a new daily local press came into existence, but not one new local working-class daily was established through the rest of the nineteenth century. Curran and Seaton note that
Indeed, the eclipse of the national radical press was so total that when the Labour Party developed out of the working-class movement in the first decade of the twentieth century, it did not obtain the exclusive backing of a single national daily or Sunday paper.
One important reason for this was the rise in scale of newspaper enterprise and the associated increase in capital costs from the mid-nineteenth century onward, which was based on technological improvements along with the owners' increased stress on reaching large audiences. The expansion of the free market was accompanied by an "industrialization of the press." The total cost of establishing a national weekly on a profitable basis in I837 was under a thousand pounds, with a break-even circulation of 6,200 copies. By I867, the estimated start-up cost of a new London daily was 50,000 pounds. The Sunday Express, launched in I9I8, spent over two million pounds before it broke even with a circulation of over 200,000.
Similar processes were at work in the United States, where the start-up cost of a new paper in New York City in I85I was $69,000; the public sale of the St. Louis Democrat in I872 yielded $456,000; and city newspapers were selling at from $6 to $I8 million in the I920s. The cost of machinery alone, of even very small newspapers, has for many decades run into the hundreds of thousands of dollars; in I945 it could be said that "Even small-newspaper publishing is big business . . . [and] is no longer a trade one takes up lightly even if he has substantial cash-or takes up at all if he doesn't."
Thus the first filter-the limitation on ownership of media with any substantial outreach by the requisite large size of investment-was applicable a century or more ago, and it has become increasingly effective over time. In I986 there were some I,500 daily newspapers, 11,000 magazines, 9,000 radio and I,500 TV stations, Z,400 book publishers, and seven movie studios in the United States-over 25,000 media entities in all. But a large proportion of those among this set who were news dispensers were very small and local, dependent on the large national companies and wire services for all but local news. Many more were subject to common ownership, sometimes extending through virtually the entire set of media variants.
Ben Bagdikian stresses the fact that despite the large media numbers, the twenty-nine largest media systems account for over half of the output of newspapers, and most of the sales and audiences in magazines, broadcasting, books, and movies. He contends that these "constitute a new Private Ministry of Information and Culture" that can set the national agenda.
Actually, while suggesting a media autonomy from corporate and government power that we believe to be incompatible with structural facts (as we describe below), Bagdikian also may be understating the degree of effective concentration in news manufacture. It has long been noted that the media are tiered, with the top tier-as measured by prestige, resources, and outreach-comprising somewhere between ten and twenty-four systems. It is this top tier, along with the government and wire services, that defines the news agenda and supplies much of
the national and international news to the lower tiers of the media, and thus for the general public. Centralization within the top tier was substantially increased by the post-World War II rise of television and the national networking of this important medium. Pre-television news markets were local, even if heavily dependent on the higher tiers and a narrow set of sources for national and international news; the networks provide national and international news from three national sources, and television is now the principal source of news for the public. The maturing of cable, however, has resulted in a fragmentation of television audiences and a slow erosion of the market share and power of the networks.
... the twenty-four media giants (or their controlling parent companies) that make up the top tier of media companies in the United States. This compilation includes: (I) the three television networks: ABC (through its parent, Capital Cities), CBS, and NBC (through its ultimate parent, General Electric [GE]); (2) the leading newspaper empires: New York Times, Washington Post, Los Angeles Times (Times-Mirror), Wall Street Journal (Dow Jones), Knight-Ridder, Gannett, Hearst, Scripps-Howard, Newhouse (Advance Publications), and the Tribune Company; (3) the major news and general-interest magazines: Time, Newsweek (subsumed under Washington Post), Reader's Digest, TV Guide (Triangle), and U.S. News ~ World Report; (4) a major book publisher (McGraw-Hill); and (5) other cable-TV systems of large and growing importance: those of Murdoch, Turner, Cox, General Corp., Taft, Storer, and Group W (Westinghouse). Many of these systems are prominent in more than one field and are only arbitrarily placed in a particular category (Time, Inc., is very important in cable as well as magazines; McGraw-Hill is a major publisher of magazines; the Tribune Company has become a large force in television as well as newspapers; Hearst is important in magazines as well as newspapers; and Murdoch has significant newspaper interests as well as television and movie holdings).
These twenty-four companies are large, profit-seeking corporations, owned and controlled by quite wealthy people. It can be seen in table I-I that all but one of the top companies for whom data are available have assets in excess of $I billion, and the median size (middle item by size) is $z.6 billion. It can also be seen in the table that approximately three-quarters of these media giants had after-tax profits in excess of $100 million, with the median at $I83 million.
Many of the large media companies are fully integrated into the market, and for the others, too, the pressures of stockholders, directors, and bankers to focus on the bottom line are powerful. These pressures have intensified in recent years as media stocks have become market favorites, and actual or prospective owners of newspapers and television properties have found it possible to capitalize increased audience size and advertising revenues into multiplied values of the media franchises-and great wealth. This has encouraged the entry of speculators and increased the pressure and temptation to focus more intensively on profitability. Family owners have been increasingly divided between those wanting to take advantage of the new opportunities and those desiring a continuation of family control, and their splits have often precipitated crises leading finally to the sale of the family interest.
This trend toward greater integration of the media into the market system has been accelerated by the loosening of rules limiting media concentration, cross-ownership, and control by non-media companies. There has also been an abandonment of restrictions-previously quite feeble anyway-on radio-TV commercials, entertainment mayhem programming, and "fairness doctrine" threats, opening the door to the unrestrained commercial use of the airwaves.
The greater profitability of the media in a deregulated environment has also led to an increase in takeovers and takeover threats, with even giants like CBS and Time, Inc., directly attacked or threatened. This has forced the managements of the media giants to incur greater debt and to focus ever more aggressively and unequivocally on profitability, in order to placate owners and reduce the attractiveness of their properties to outsiders. They have lost some of their limited autonomy to bankers, institutional investors, and large individual investors whom they have had to solicit as potential "white knights."
While the stock of the great majority of large media firms is traded on the securities markets, approximately two-thirds of these companies are either closely held or still controlled by members of the originating family who retain large blocks of stock. This situation is changing as family ownership becomes diffused among larger numbers of heirs and the market opportunities for selling media properties continue to improve, but the persistence of family control is evident in the data shown in table I-Z. Also evident in the table is the enormous wealth possessed by the controlling families of the top media firms. For seven of the twenty-four, the market value of the media properties owned by the controlling families in the mid-I980s exceeded a billion dollars, and the median value was close to half a billion dollars. These control groups obviously have a special stake in the status quo by virtue of their wealth and their strategic position in one of the great institutions of society. And they exercise the power of this strategic position, if only by establishing the general aims of the company and choosing its top management.
The control groups of the media giants are also brought into close relationships with the mainstream of the corporate community through boards of directors and social links. In the cases of NBC and the Group W television and cable systems, their respective parents, GE and Westinghouse, are themselves mainstream corporate giants, with boards of directors that are dominated by corporate and banking executives. Many of the other large media firms have boards made up predominantly of insiders, a general characteristic of relatively small and owner-dominated companies. The larger the firm and the more widely distributed the stock, the larger the number and proportion of outside directors. The composition of the outside directors of the media giants is very similar to that of large non-media corporations. ... active corporate executives and bankers together account for a little over half the total of the outside directors of ten media giants; and the lawyers and corporate-banker retirees (who account for nine of the thirteen under "Retired") push the corporate total to about two-thirds of the outside-director aggregate. These 95 outside directors had directorships in an additional 36 banks and 255 other companies (aside from the media company and their own firm of primary affiliation).
In addition to these board linkages, the large media companies all do business with commercial and investment bankers, obtaining lines of credit and loans, and receiving advice and service in selling stock and bond issues and in dealing with acquisition opportunities and takeover threats. Banks and other institutional investors are also large owners of media stock. In the early I980s, such institutions held 44 percent of the stock of publicly owned newspapers and 35 percent of the stock of publicly owned broadcasting companies. These investors are also frequently among the largest stockholders of individual companies. For example, in I980-8I, the Capital Group, an investment company system, held 7.I percent of the stock of ABC, 6.6 percent of KnightRidder, 6 percent of Time, Inc., and z.8 percent of Westinghouse. These holdings, individually and collectively, do not convey control, but these large investors can make themselves heard, and their actions can affect the welfare of the companies and their managers. If the managers fail to pursue actions that favor shareholder returns, institutional investors will be inclined to sell the stock (depressing its price), or to listen sympathetically to outsiders contemplating takeovers. These investors are a force helping press media companies toward strictly market (profitability) objectives.
So is the diversification and geographic spread of the great media companies. Many of them have diversified out of particular media fields into others that seemed like growth areas. Many older newspaper-based media companies, fearful of the power of television and its effects on advertising revenue, moved as rapidly as they could into broadcasting and cable TV. Time, Inc., also, made a major diversification move into cable TV, which now accounts for more than half its profits. Only a small minority of the twenty-four largest media giants remain in a single media sector.
The large media companies have also diversified beyond the media field, and non-media companies have established a strong presence in the mass media. The most important cases of the latter are GE, owning RCA, which owns the NBC network, and Westinghouse, which owns major television-broadcasting stations, a cable network, and a radio station network. GE and Westinghouse are both huge, diversified multinational companies heavily involved in the controversial areas of weapons production and nuclear power. It may be recalled that from I965 to I967, an attempt by International Telephone and Telegraph (ITT) to acquire ABC was frustrated following a huge outcry that focused on the dangers of allowing a great multinational corporation with extensive foreign investments and business activities to control a major media outlet. The fear was that ITT control "could compromise the independence of ABC's news coverage of political events in countries where ITT has interests." The soundness of the decision disallowing the acquisition seemed to have been vindicated by the later revelations of ITT's political bribery and involvement in attempts to overthrow the government of Chile. RCA and Westinghouse, however, had been permitted to control media companies long before the ITT case, although some of the objections applicable to ITT would seem to apply to them as well. GE is a more powerful company than ITT, with an extensive international reach, deeply involved in the nuclear power business, and far more important than ITT in the arms industry. It is a highly centralized and quite secretive organization, but one with a vast stake in "political" decisions. GE has contributed to the funding of the American Enterprise Institute, a right-wing think tank that supports intellectuals who will get the business message across. With the acquisition of ABC, GE should be in a far better position to assure that sound views are given proper attention. The lack of outcry over its takeover of RCA and NBC resulted in part from the fact that RCA control over NBC had already breached the gate of separateness, but it also reflected the more pro-business and laissez-faire environment of the Reagan era.
The non-media interests of most of the media giants are not large, and, excluding the GE and Westinghouse systems, they account for only a small fraction of their total revenue. Their multinational outreach, however, is more significant. The television networks, television syndicators, major news magazines, and motion-picture studios all do extensive business abroad, and they derive a substantial fraction of their revenues from foreign sales and the operation of foreign affiliates. Reader's Digest is printed in seventeen languages and is available in over I60 countries. The Murdoch empire was originally based in Australia, and the controlling parent company is still an Australian corporation; its expansion in the United States is funded by profits from Australian and British affiliates.
Another structural relationship of importance is the media companies' dependence on and ties with government. The radio-TV companies and networks all require government licenses and franchises and are thus potentially subject to government control or harassment. This technical legal dependency has been used as a club to discipline the media, and media policies that stray too often from an establishment orientation could activate this threat. The media protect themselves from this contingency by lobbying and other political expenditures, the cultivation of political relationships, and care in policy. The political ties of the media have been impressive. ... fifteen of ninety-five outside directors of ten of the media giants are former government officials, and Peter Dreier gives a similar proportion in his study of large newspapers. In television, the revolving-door flow of personnel between regulators and the regulated firms was massive during the years when the oligopolistic structure of the media and networks was being established.
The great media also depend on the government for more general policy support. All business firms are interested in business taxes, interest rates, labor policies, and enforcement and nonenforcement of the antitrust laws. GE and Westinghouse depend on the government to subsidize their nuclear power and military research and development, and to create a favorable climate for their overseas sales. The Reader's Digest, Time, Newsweek, and movie- and television-syndication sellers also depend on diplomatic support for their rights to penetrate foreign cultures with U.S. commercial and value messages and interpretations of current affairs. The media giants, advertising agencies, and great multinational corporations have a joint and close interest in a favorable climate of investment in the Third World, and their interconnections and relationships with the government in these policies are symbiotic. In sum, the dominant media firms are quite large businesses; they are controlled by very wealthy people or by managers who are subject to sharp constraints by owners and other market-profit-oriented forces; and they are closely interlocked, and have important common interests, with other major corporations, banks, and government. This is the first powerful filter that will affect news choices.
THE ADVERTISING LICENSE TO DO BUSINESS: THE SECOND FILTER
In arguing for the benefits of the free market as a means of controlling dissident opinion in the mid-nineteenth century, the Liberal chancellor of the British exchequer, Sir George Lewis, noted that the market would promote those papers "enjoying the preference of the advertising public.'' Advertising did, in fact, serve as a powerful mechanism weakening the working-class press. Curran and Seaton give the growth of advertising a status comparable with the increase in capital costs as a factor allowing the market to accomplish what state taxes and harassment failed to do, noting that these "advertisers thus acquired a de facto licensing authority since, without their support, newspapers ceased to be economically viable."
Before advertising became prominent, the price of a newspaper had to cover the costs .
JOSHUA M> NJOGOLO
Unaweza kusoma zaidi na athari zake kufunga ndoa na serikali na ni mbaya sana kama taifa kuona linapotea na hakuna watu wa kusema kweli.. Je tutaendelea mpaka lini?? Je umangimeza huu utaisha lini?? Je tutakubali kusema kweli?? Je waandishi wetu ni Imara kiasi hiki?? Haya Maswali kile mmoja wetu ajiulize?? kama wanaweza kusema ukweli!!
Joshua Njogolo
From Tanzania, Dar-Es-Salaam
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