Thesis (MPhil (Journalism))--University of Stellenbosch, 2006. / Although reputation management has historically been restricted to companies or other organisational entities, countries are also increasingly concerned with their reputation relative to other countries and have started to actively measure and manage that reputation1. Over the past years, the Republic of South Africa has begun to professionally streamline its own reputation management activities, specifically by establishing the International Marketing Committee (IMC) in August 2000. South African Tourism, the media division of the South African diplomatic sector and even South African Airways are other reputation management vehicles that have been working toward emanating a comprehensive marketing and communication message from South Africa to other countries. The basis of good reputation management is to first measure such reputation2. It is also important to know what aspects are the main drivers of such reputation. Using the content of specific German newspapers as data body, this study determines the drivers of South Africa’s media reputation in Germany. In order to accurately set the scene for an analysis of South Africa’s reputation, a thorough situation analysis on the country is conducted. This situation analysis forms the backbone for the methodology used further on to investigate the drivers of South Africa’s reputation in specific German media. To this end, a large part of the situation analysis looks at South Africa in terms of Germany and a study is conducted on the relationship between Germany and South Africa as well as the potential stakeholders of South Africa’s media reputation in Germany. It is also important to know what current efforts in terms of reputation management are. After studying the history of South Africa’s reputation management activities, members of today’s reputation management vehicles are interviewed and an overview of South African reputation management efforts currently active in Germany is provided. The reputation management activities of other countries are briefly explored and specifically the lessons from other countries’ efforts are highlighted. Subsequently, the reputational dimensions that positively or negatively drive South Africa’s reputation in specific German media are determined. To this end, a content analysis is conducted on the seven German national daily newspapers, Börsen- Zeitung, Die Welt, Frankfurter Allgemeine Zeitung, Frankfurter Rundschau, Financial Times Deutschland, Handelsblatt and Süddeutsche Zeitung3 over a period of 20 months. The findings made culminate in suggestions for South Africa’s future reputation management activities in Germany.

A pesquisa tem por objetivo analisar o papel do Estado como promotor de desenvolvimento artístico-cultural por meio de um estudo de caso. O objeto de estudo é o Centro Cultural Teatro Guaíra (CCTG), autarquia do Estado do Paraná criada pela nº 9663/1991. O CCTG atualmente é responsável pela direção do Teatro Guaíra e do Teatro José Maria Santos, pela Orquestra Sinfônica do Estado do Paraná, Escola de Dança, Balé Teatro Guaíra e G2 Cia de Dança. O problema analisado trata do papel do CCTG, como consta do seu regulamento, de promotor do desenvolvimento artístico-cultural no Estado do Paraná em uma situação de dificuldades de financiamento do Estado, de competição de mercado com o fim do seu praticamente monopólio cultural na área de espetáculos teatrais na cidade de Curitiba, e com a falta de renovação do quadro funcional dos seus corpos estáveis. A hipótese de trabalho é de que o CCTG corre o risco de se tornar uma instituição anacrônica no seu propósito de promoção da cultura diante das condições de mudanças impostas por uma nova modernidade. A metodologia utilizada foi a Pesquisa-ação e a análise qualitativa da documentação produzida pelo Centro Cultural Teatro Guaíra e a análise de informações extraídas de bancos de dados disponibilizados a partir de portais da Transparência do governo do Estado do Paraná. A principal conclusão é que o CCTG enfrenta dificuldade na execução dos seus objetivos legais pelas dificuldades de gestão dos recursos humanos, financeiros e projetos artísticos. Propõe-se a gestão do CCTG por uma Organização Social (OS) transformando a gestão burocrática estatal por uma gestão mais eficiente. / The research aims to analyze the role of the state as promoter of artistic and cultural development through a case study. The object of study is Cultural Center Guaíra Theater (CCTG), an agency of State of Paraná created by Law No. 9663/1991. The CCTG is currently responsible for directing Guaíra Theater, José Maria Santos Theater, Paraná Symphony Orchestra, Dance School, Guaíra Theater Ballet, G2 Dance Company. The problem to be analyzed is the role of CCTG, as stated in its charter, as promoter of the artistic and cultural development in the state of Paraná in a situation of state financing difficulties, the market competition with the end of their practically cultural monopoly in the field of theatrical performances in the city of Curitiba, and the lack of staff renewal of their bodies stable. The working hypothesis is that the CCTG runs the risk of becoming an institution anachronistic in its purpose of promoting culture in the face of changing conditions imposed by a new modernity. The methodology to be used is based in the action research on the analysis of documents produced by the Cultural Center Guaíra Theater and databases available through Transparency portals of government of the State of Paraná. The main conclusion is that the CCTG faces difficulty in executing their statutory objectives by difficulties in management of human, financial and artistic resources in some projects. It is proposed the management of CCTG by a Social Organization (OS) transforming the state bureaucratic management for more efficient management.

A pesquisa tem por objetivo analisar o papel do Estado como promotor de desenvolvimento artístico-cultural por meio de um estudo de caso. O objeto de estudo é o Centro Cultural Teatro Guaíra (CCTG), autarquia do Estado do Paraná criada pela nº 9663/1991. O CCTG atualmente é responsável pela direção do Teatro Guaíra e do Teatro José Maria Santos, pela Orquestra Sinfônica do Estado do Paraná, Escola de Dança, Balé Teatro Guaíra e G2 Cia de Dança. O problema analisado trata do papel do CCTG, como consta do seu regulamento, de promotor do desenvolvimento artístico-cultural no Estado do Paraná em uma situação de dificuldades de financiamento do Estado, de competição de mercado com o fim do seu praticamente monopólio cultural na área de espetáculos teatrais na cidade de Curitiba, e com a falta de renovação do quadro funcional dos seus corpos estáveis. A hipótese de trabalho é de que o CCTG corre o risco de se tornar uma instituição anacrônica no seu propósito de promoção da cultura diante das condições de mudanças impostas por uma nova modernidade. A metodologia utilizada foi a Pesquisa-ação e a análise qualitativa da documentação produzida pelo Centro Cultural Teatro Guaíra e a análise de informações extraídas de bancos de dados disponibilizados a partir de portais da Transparência do governo do Estado do Paraná. A principal conclusão é que o CCTG enfrenta dificuldade na execução dos seus objetivos legais pelas dificuldades de gestão dos recursos humanos, financeiros e projetos artísticos. Propõe-se a gestão do CCTG por uma Organização Social (OS) transformando a gestão burocrática estatal por uma gestão mais eficiente. / The research aims to analyze the role of the state as promoter of artistic and cultural development through a case study. The object of study is Cultural Center Guaíra Theater (CCTG), an agency of State of Paraná created by Law No. 9663/1991. The CCTG is currently responsible for directing Guaíra Theater, José Maria Santos Theater, Paraná Symphony Orchestra, Dance School, Guaíra Theater Ballet, G2 Dance Company. The problem to be analyzed is the role of CCTG, as stated in its charter, as promoter of the artistic and cultural development in the state of Paraná in a situation of state financing difficulties, the market competition with the end of their practically cultural monopoly in the field of theatrical performances in the city of Curitiba, and the lack of staff renewal of their bodies stable. The working hypothesis is that the CCTG runs the risk of becoming an institution anachronistic in its purpose of promoting culture in the face of changing conditions imposed by a new modernity. The methodology to be used is based in the action research on the analysis of documents produced by the Cultural Center Guaíra Theater and databases available through Transparency portals of government of the State of Paraná. The main conclusion is that the CCTG faces difficulty in executing their statutory objectives by difficulties in management of human, financial and artistic resources in some projects. It is proposed the management of CCTG by a Social Organization (OS) transforming the state bureaucratic management for more efficient management.

M.A. (History) / Please refer to full text to view abstract