GBC's transition from bureaucracy to business is strategic, timely - Board Chairman Chairman of the GBC Governing Board, Professor Samuel Debrah says his office warmly embraces the ongoing strategic objective of the Corporation as its transition from bureaucracy to business, with the view to enhancing revenue to augment operations. He said with the advent of new media, the country’s media landscape is becoming highly competitive and therefore the State Broadcaster is required to go beyond “business as usual”, and explore innovative ways to improve the content and strengthen its overall funding sources. In an exclusive interview with GBC’s Isaac Asare in Accra, the new Board Chairman said the time has come for GBC to reduce its over-reliance on the central government by keeping pace with the changing times whilst looking out for alternative revenue sources to remain relevant in the media space. Describing GBCs transformation as strategic and timely, Professor Debrah said it has become imperative for GBC to build on its IT base, which he noted, has become pervasive in recent times. He stressed that with the level of qualified human resources and assets at his disposal, what is required of the GBC is to define its strategic goals and nurture the potentials that abound. Touching on the welfare of the staff of GBC, Professor Debrah said GBC has over the years paid her dues in delivering on its mandate as a Public Service Broadcaster and needs a satisfied workforce. He said the well-being of the staff of GBC is of priority to both Management and the Board. He gave the assurance that the Board shall in the performance of its mandate strive to improve the conditions of staff by changing existing structures if need be. Until his elevation as Board Chairman for GBC, Professor Samuel Debrah had served on the GBC Board for the past two years. Now as a student of organisational theory and design, you are required to answer the following questions: I. From the case, identify three key reasons influencing GBC’s quest to transition. II. From the case, briefly explain the existing theory(s) that account for current operations at GBC over the years. III. Explain the structural design(s) that fit your response in Q2. IV. Given the transformation agenda at GBC, carefully justify what structural organizational design will be appropriate for future GBC. IV. Identify key elements of contingency factors in the case.