Situation Analysis
Susan Majetti, the new manager of CBC Radio Toronto, who had been hired in the spring 2001 with her team she redeveloped the public broadcaster’s programs to be more reflective of contemporary Toronto. Audience response was immediate after the changing program were rolled out on the CBC’ local airwaves in September 2002. Susan had to face criticism, her changing was criticized by press also. Marjett’s team disheartened when the Bureau of Broadcast measurement ratings were released cause the audience had dropped. As the regional director of CBC Radio for 99.1 she recently appointed and which covered Toronto and Southern Ontario. She started her career at her student life when she was at Ryerson University. She also worked at Halifax, a private radio, CBC Winnipeg, New Brunswick etc. Her system of work on community and community connection. Marjetti aired an award documentary which produced for CBC in Halifax on some black people were being barred from a number of Halifax bars and nightclubs and Marjetti’s that show would go from the number five spot to tie for the number one spot in the market. She had produced a live-to-air full-network concert in celebration of National Aborginal Day, when she worked at Winnipeg that broadcast went on to be honored for excellence in public service by the International Gabriel Awards for ‘uplifting the human spirit’. Under the head of National Radio News Marjetti landed as the Toronto program manager at CBC Radio, who was also in charge of the local station. She emphasized on the need for high-impact journalism and journalistic specials that touched the heart and minds of Torontonians. She focused the staff on the city of Toronto and the communities and neighborhoods that made up the city and included a restructuring of programming and current affairs and the way people worked, according to the brainstorming, creative and conceptual redevelopment of the shows. According to Majetti to bring a change inside its’ necessary to change outside and for that she hired a new producer for the flagship morning show, appointed a new head of local current affairs, prompted a number of new leaders to her team and she hired strategically for every staff opening and opportunity that presented itself. Nick Davis, senior producer of ‘Metro morning’ explained the value of staff diversity, to him the diversity of the team contributes to their ability to reflect the entire community. ‘Metro morning’ needed to create connections with the community and important way to make these connections and getting local voices on the air was a Town Hall series and that produced by Joan Melanson who latter joined at Marjetti’s team. After the retirement of Alex Frame, Jane Chalmers joined as a new vice-president to CBC English Radio. Jane was regionalist and she supported the redevelopment of 99.1 and marjetti won the job of original director Toronto. Joan Melnanson joined as an executive producer for the mission of reflecting the Toronto community. Marjetti had to lose core listeners in the effort to reflect the city in all Radios diversity. Marjetti researched audience and market. To show her team how much the city had changed she launched the process by asking question on most multicultural city in Canada. The team examined that the process was gap analysis. Marjetti called members of transformation team to constantly communicate back to staff and ensure all staff had input into and constant updates out of the redevelopment process, Susan Marjetti was praised by her superiors, Jennifer McGuire for her style of leadership. She was dogged, very strategic and deliberate. Davis believed that her open leadership style enhanced the quality of the work. According to Joan Melanson, Susan always fair, she wouldn’t say something to one’s face and something else behind one’s back.

Major Problems
1. Bureau of Broadcast Measurement (BBM) rating for CBC radio showed that audience had dropped from a 10.8 per cent share of the Toronto market to 9.3 per cent share.
2. Toronto is neared the half way mark in terms of ethnic diversity and this ethnic community had grown and represented nearly half of the city’s population.
3. The listeners of “Meetro Morning” were older and not replaced by the younger listener, who are more diverse than the existing audience.
4. People openly worried about losing core listeners in the effot to reflect the city in all its diversity.
5. Multiculture people are want to listen there own voice in radio.

Minor Problems
1. The press criticized the redevelopment process because the CBC had no trouble with the current program and think that the radio goes in worng direction.
2. People from South Asia, China, Latin, Black and Muslim communities are live in Toronto.
3. There is also resistence of change so the problem is the redevelopment process is not accepted by the regular audience.
4. Andy Barrie, host of “Metro Morning” since 1995, said that “sounded like a guest on his own program” and Priya Ramu (new senior producer) is inexperienced and lacking in knowledge of her audience.
1. Should Marjetti and her team stay the course or roll back on the change initiative? Justify your decision and outline the next steps in your plan of action.

Answer:It is very clear that Marjetti and her team took the right decision on the change initiative. Catching up the new immigrant audience was necessary, as the ethnic diversity of Toronto had changed dramatically by 2001.
Toronto neared the half way mark in terms of diversity by 2001. However, things looked very different in 1961 when Toronto’s population had a diversity mix of only 3%.

There were communities in Toronto larger than many cities in Canada. The South Asian community, as well as he Chinese community each was half a million strong, followed by other communities like Latin, African and Muslim communities.

Marjetti and her team knew that the face of the city had dramatically changed – and if it were going to remain relevant to Toronto residents, it would need to look and sound more like the city. Though, the initial response was not positive at all. With in few months Metro Morning dropped in ratting (Dec, 2002). It just happened of existing old listener. But in long run this diverse strategy of connecting all community together will pick CBC in very high level and involve more audience with it.

Outline the next steps of the plan
To make sure that these directions made sense CBC should build support and relationship with communities. For this the following steps can be take to make it work-

• Build a diverse team to engage the community.
• Research to understand your audience.
• Create a cultural plan for set backs.
• Develop partnerships in key communities for deeper relationships.
• Encourage feedback and communication.
• Stay focused on your long-term goals.
2. What went wrong with Marjetti’s change initiatives? Can you pinpoint areas where the change process could have been improved to result in a better outcome?

Answer:Susan Marjetti was the new manager responsible for CBC Radio Torento, she had been hired in the spring of 2001. Before Marjetti could move to the brainstorming, creative and conceptual redevelopment of the shows, a number of structural changes has to be put into place. The first thing she refocus the staff on the city of Toronto and the communities and neighborhoods that made up the city. The others changes she made included a restructuring of programming and current affairs and the way people worked.

Marjetti hired a new producer for the flagship morning show, and she appointed new head of local current affairs. She hired or promoted a number of new leaders to her team. She hired strategically for every staff opening and opportunity that presented itself. Marjetti believed that it was necessary to change the inside if you really want to change to outside.

Some on the new producers were not experience, lacking of knowledge of audience and having a brusque and ungracious style.

After a lengthy program redevelopment process, the program changes were rolled out on the CBC’s local airwaves in September 2002. Audience response was immediate. The press criticized the changes and there was doubt, from some, as to whether the changes were even handling in the right direction. The Bureau of Broadcast Management (BBM) ratings were released (December 2002), which showed the CBC Toronto audience had dropped from a 10.8 per cent share of Toronto market to a 9.3 per cent share. Marjetti’s team was disheartened.

I think to improved the result in a better outcome needed experienced, confident, vast of knowledge about audience, creative and quick learner producer who can produce show quickly without delaying large amount of time.

3. What do you think of Marjetti’s leadership style? Is she the appropriate person for this position?
Answer:Susan Marjetti is the Managing Director of CBC radio, TV and online in Toronto. In addition to running the Toronto operation, Susan is responsible for overseeing, 3 smaller stations across Ontario. Susan is considered a leader in diversity and community reflection; work she’s made her passion and mission throughout her 30 year career in broadcasting.
Leaders lead on the community and the country. Susan Marjetti is such a very good leader. In shortly we can say some characteristics of leaders that should be on them. Those are:
 Leaders recognize they can use their public presence in order to change perceptions of who a leader is and can be.
 The real meaning of leadership is contributing to your local community.
 Diversity at the leadership table brings out different examples of how we live and shows how similar we are.
 Unlike the traditional, authoritarian leaders she grew up knowing, She wanted to work collaboratively and support other people in their life journeys.
 It is the duty of every leader to identify those who are future leaders and give them the opportunity and confidence to be able to move forward. A leader must listen first. The leader makes the ultimate decision but the best solution is found when a leader is equipped with many alternatives to choose from.
 Everybody has talent and a unique gift that can be brought out by leaders. The world is fast-paced but we must pause and appreciate the beauty in our diversity.
Marjetti follows her own style of leadership but on that all the above characteristics were belonged by Merjetti. Her style was:
• She feels the job so passionately and was very deliberate in developing strategies to achieve the goal that is she is very strategic and deliberate.
• She is very flexible to her team members so that they can also communicate freely with her.
• She allows the thinking or perception of others.
• People might not always agree with her but she command with respect.
She followed her responsibility like:
• Shaping a vision of success for all staffs, one based on high standards.
• Creating a climate hospitable to audience in order that safety, a cooperative spirit and
• other foundations of fruitful interaction prevail.
• Cultivating leadership in others so that other members assume their part in
• realizing the CBC Radio’s vision.
• Improving instruction to enable Staff to deliver at their best and audience to listen at their utmost.
• Managing people, data and processes to foster improvement.
In 2001, Susan took the reins of CBC radio 99.1 Toronto, and set forth to ensure that the public broadcaster looked and sounded like Toronto in all its richness and diversity. As a result, the CBC Toronto morning show, Metro Morning, has been number one, over twenty times since Susan and her team implemented their plan to make CBC more relevant to more people in Canada’s most multicultural city. Susan credits a great team for the unprecedented success, which CBC has seen in Canada’s largest most competitive marketplace. For the past 5 years, Susan has been a member of CBC’s English Services diversity committee- an oversight group that advises on strategic direction for the corporation on issues pertaining to diversity.
The transformation of CBC Radio’s Metro Morning began in 2001 when Susan asked the audience and her own staff if the show reflected the fact that Toronto is one of the most diverse cities in the world. The answer was a resounding “no. ”Since then, Susan has been committed to developing and implementing a diversity strategy that has made CBC. The success of her vision and leadership is in the numbers: CBC’s Metro Morning has been the number one morning radio program in Toronto 43 times. She has also made CBC News: Toronto the first anchor team of colour on a flagship newscast in a major Canadian market.
So we can say that Susan marjetti was the appropriate person for holding her position on her organization.
Implementation

• Not to reflect the city in all its diversity. Toronto is a happening city, which holds variety of communities like Asian, Chinese, Muslim etc. Talking about those certain communities might not sound interesting to the other people of Canada who are living in other region. They will love to hear about their stuffs, not about the gaudy city dwellers stories. So programs based on the preference of regional listeners should be developed in order to capture a big range of listeners.

• The way people worked in CBC radio should be re organized. The big team of reporters, producers and hosts should work together not scattered so that they know each other’s activity, goal and approach. Splitting them into different places eventually resulted in sounding like a guest instead of the host of the program.

• Engage reporters to collect stories not only about Toronto but also about the other region.

• Integration between all the departments so that no one sinks between the waves of uncongenial materials.

• Supplying adequate knowledge to all the hosts and boost up the confidence in them so that they perform with a gracious and confident style.