Proposal for Reality Show

Proposal for Reality Show Melody gear Logline: Thirty simple Australians battle for a chance to get a recording deal with one of the world’s leading music production houses, Sony music. Pitch: Genre: reality Target audience: teens/adults/family Thirty adults are picked from the entire country through auditions. The adults are picked based on their competition to sing and perform to a live audience. Three professional musicians from different genres proceed over the auditions. All Australian citizens are given a fair to chance to participate in the study. The auditions take place for a period of three months countrywide. The initial number of contestants is one thousand two hundred. These people qualified for the first auditions. They are further subjected to more auditions to reduce the number of participants to six hundred contents. The process continuous until the number of participants is down to thirty participants. The process of auditioning is long enough to allow the audience to identify themselves with the participant before the main auditioning starts. The final participants are trained for a period of three weeks before the competition is now aired on Australian broadcasting corporation. The training helps the participants of the competition who will be the characters in the reality show to know how to act in public. The public is involved in the process of selecting the contestants that remain in the house. The thirty contestants are then put in a house that will be their home for the next couple of months. They are provided with all requirements that they will need during the reality show. The thirty contestants are trained on weekdays on various music aspects that help them to compete during the weekends. All the contestants perform a music that is chosen by their musical directors. They perform the song on Saturdays to a live audience. The best performers on Saturdays go back to the house while the poor performers are put on probation. The contestants that are put on probation are expected to perform the following week on Saturday. Four contestants are put on probation simultaneously. They are given a second chance to perform and impress the judges. After their performance, one of the contestants on probation loses their position and is evicted from the house. The fellow contestants have the privilege of saving one of the contestants that are put on probation. The judges save one contestant and the public saves one more contestant. The contestant left out is evicted from the house. The show will air two times in a week for a period forty-five minutes each. The reality show will be hosted by a famous celebrity and will be cohosted by another celebrity of the opposite sex. This aspect is expected to attract the attention of both sexes unlike the programs that are only watched by one of the sexes.The show will attract teenagers, adults and the whole family at large. The audience will have the option of choosing which participant remains in the competition .the audience will decide who will eventually win the competition. To: Australian television network From: media commentator Date: 27 February 2014 Subject: Program pitch proposal Introduction Television industry is a very significant industry to the economy and to the public(Allen Hill, 2004). For instance, candidates for public office use money to create and air television commercials, which in turn build name recognition, promote their issues, and attack their opponents. Television advertising in this environment influences the agenda-setting, learning and voting phases of election campaigns. The commercials of other products such as detergents, household equipment and institutions among other products and services normally utilize the same strategies.The television industry is today an instrument for imposing ideologies on the population it serves. Television influences behaviour through the symbols and messages they broadcast. A single thirty-minuteprogram can take months to produce, starting with research into the target audience and what excites or attracts their attention. Every image and every word is carefully chosen to achieve the best representation of the pro duct and the get the viewer’s interest(Australian Broadcasting Corporation, 2000). Television programsare the art and science of impact. Program producers always aim at ensuring that their target audience do not critically think about their programs. They want the message to slip in underneath the radar of critical judgment to achieve the greatest results (Jacka Dolin, 2007). Therefore, advertisers will always make use of emotional messages and images. They also take advantage of the brain’s unconscious processing.Scriptwriters have learnt that there are highly effective techniques they can use with great skill to motivate the audience to alter the way they feel about the programs being aired. If they are successful, the audience will without being aware that they have been influenced, change the way they behave. This process is blind but the manipulators of the process are not. The most effective television programs create an emotional state. Television programs geared towards specific target audience is often visual, interactive, employs catchy slogans, uses celebrities to pitch the products, and is simple yet effective in its language(Holmes Jermyn, 2004). Televised viewing disclosures are supposedly designed to supply consumers with important information for decision-making. Television has the power to persuade since it has features that appeal to our senses. This appeal comes from sound, movement, vision and colour thereby attracting the eye. Television also has a psychological, sociological and visual impact on the young.Due to the above reasons, television industry is a very significant section of the Australian system. It allows the manufactures of goods to display their products to the public. Television industry lubricates productivity by ensuring that buyers meet sellers. In addition, television viewing maintains the culture of a society through the airing of cultural programs. The cultural programs contain val ues that are embraced by the people in the society.The television network in Australia currently comprises of programs that have huge followings by one of the sexes. The programs have either a huge male following or a huge male following. The resulting outcome is that none of the programs has a huge following from the entire Australian population. The industry has therefore no much influence on the citizens of the country. Problem statement The Australian television network is facing increased competition from online digital sources. Technology allows people to stream television networks that are offered in other countries(Skeggs Wood, 2012). Aussies are constantly embracing television programs that are produced in Hollywood. For instance, several online webpage traffic watchers in 2014 indicated that the most watched television program was game of thrones. The program is an epic television program that is developed in Hollywood in the United States.The most watched comedy was reported to be modern family, a program that is also a Hollywood production. The television industry in Australia therefore needs to introduce a new program in their major television network(Turner, 2005). This practice will enable the television network to get more viewers and overcome the international competition.The television network has the advantage of having local actors that they can use in their production. The audience will identify themselves with the local actors.However, the television network will need to come up with an interesting program that will embraced by the entire Aussies population. Reality show choice There has been an increasing interest in reality television shows globally. The genre has the ability of attracting a huge audience. The audience is emotionally attached to the characters of their choice that are in the reality shows(Deaville, 2011).The most interesting fact about reality television shows is the fact that nobody knows the final winner. Both the audience and the producers of the show do not know who is going to be the final winner of the competition. This is because the audience through a valid online voting scheme that is vetted by top statistical organizations determines the final winners(Murray Ouellette, 2004). Furthermore, the contestants are exposed to a range of circumstances to find out how they handle different issues that may arise(Kraidy Sender, 2011). The subsequent interesting fact that sets reality shows above other genres in television programs is the love relationships that are developed by the contestants while they are in the house. The audience is intensively attracted to such relationships and therefore increases their viewing of the program(In Slade, In Narro, In Buchanan, 2014). After the production of the show, people will watch the program for different reasons. True fans of music will watch melody gear because they have a passion of music and hence want to see a good competition between the contesters(Kopp Dawson, 2013). A section of the audience will be attracted to the drama that takes place in the house. For instance, several competitors may develop a serious competition between them and the audience will be attracted to the actions that these contestants will take while they are in the house. Competitive Edge of Melody Gear Since the online streaming requires the services of an internet service producer, the internet service providers in Australia should come up with policies where streaming melody gear will be charged at a very cheaper rate that will allow the people to stream the show at a cheaper rate than the international content. The Australian television network should also approach a programming developer that will come up with an application that will enable the people to stream from their internet enabled devices and not just the conventional desktop computers. The Australian television network should use the following concepts to get a competitive edge against the international online digital streaming content. Currently, the audience can only give their feedback via computers. However, majority of the customers use internet-enabled devices such as smartphones and tablets often than they use computers. There is hence need to develop a mobile application that will enable the audience to watch melody gear from their Internet enabled devices. The proposed mobile application will provide real time processing services. These services will enable several audiences to interact with the system at the same time and get all their feedbacks on claims quickly (Raasch, 2012). The system will employ distributed processing capabilities. These capabilities will make customers interact with the system in such a way that they will think the system is on their computer. They will not be aware that the system is distributed a concept that means other audiences are also accessing the system The new mobile application will require the Australian television network to adjust its website design. This is mainly because the mobile application requires that the website being accessed be responsive so that the customers can get all the programs on the website. Failure to adjust the process would increase the chances of failure of the new program proposed Cochran. (2006). A good responsive design allows the television network to gauge and change centered on the device it is seen from without creating separate sites. Content focused site is the second aspect that will be considered during design of the mobile application. There is a strong positive connection between a superior focus on content and the upsurge use of receptive websites. The site will provide a good web experience for customers. The third trend is increasing custom typography. The typography has been a trend over the past years. It places emphasis of type in mobile web design. Fourthly, a simple flat design should be used. The design tends to use fewer colors and avoids textures, gradients, and shadows. As the web becomes responsive companies should opt for simple designs with flat design elements. Single page scrolling sites is the fifth trend. This trend allows visitors to find everything that they are looking for in the same page. The sixth trend is video usage. The Australian television network should increase the broadband internet speeds and use novel web technologies like HTML5 video. These two practices will increase online video usage. The audience will have the option to send and view television episodes to their friends that do not have internet access. A larger layout, photography, video material, and designs will be available on the mobile application. This trend will help the Australian utilize screen real estate on large screens and escalate usability on lesser displays. The final trend is scalable vector graphics and other vector images. The company needs images that are large enough to look good on large displays. This aspect should however not increase the load times for visitors accessing the site on a mobile device. Vector images however do not provide scalability of photographs. Future designs of vector images are expected to allow the vector images to provide for scalability of photographs (McWherter, 2012). The websites act as a platform for the television network to meet the audience directly. Therefore, the mobile application has to provide a favorable platform for the feedback to take place. A good web design of Australian television network will attract more audience and therefore increase the revenue of the business (Fling, 2009). The fact that the audience can give their feedback and get prompt responses from the website will increase customer satisfaction. The customers will find the process to be convenient and timesaving and will, therefore, choose to watch the program through the mobile application developed and interact with other viewers on the contents of the show. The mobile application would enable faster transfer of information between the audience and the television network. Customers would make their claims, and they would be able to get feedback quicker than the current system. The processes that will be available on the mobile application are not limited. Customers would be able to access all the services with huge convenience that would translate to a higher customer satisfaction level. After adjusting the Australiantelevision network website, the mobile application would now have higher chances of success and hence melody gear will be accessible easily. The mobile application process would follow the stages of system development. All the current inefficiencies will be identified. This process can be achieved by interviewing the audience (Neighbor, Ramsay, Australian Broadcasting Corporation, ABC-TV (Australia), 2002). The new system requirements are defined. The proposed system is then configured to incorporate all the specified requirements. The system is then developed and tested in pilot phases. The pilot phases are significant since it allows the television network to return to the previous system in the event of failure of the new structure. Once the mobile application is up and running, it should be maintained regularly and exhaustively evaluated (McLean-Conner, 2006). Audience The program will attract teenagers, adults and the whole family. The program will be aired at eight in the evening. It will be a rated parental guidance and therefore can be viewed by the whole family(Ouellette, 2013). This aspect will enable the program to attract a huge audience. However, the program would also be aired late in the night at eleven. The content aired at the time would include the love relationships and other adult themes. This move will be to attract the adults while maintaining the standards of television viewing. Majority of the children are often sound asleep at the time and would therefore not have access to this adult version of the program. Challenges Reality television requires a lot partnership with several stakeholders to guarantee success. The Australian television network will therefore need to come with favorable policies while developing the program to ensure its success. The reality show also costs more than other genres hence a sufficient amount of funds and time would be required. Adjusting the website to allow users to stream efficiently from smartphones is time consuming. Recommendations The simultaneous adoption of the program pitch and the adjustment of the Australian television network will guarantee the success of melody gear. The program would win back the audience from the international content. The Australiannetwork should collaborate with IINET to reduce the internet charges required in streaming melody gear and other local content. IINET is one of the leading internet providers in Australia. The partnership between the two organizations will reduce the charges that Aussies will incur while streaming melody gear. This trend will increase the viewers for the program and hence the network would achieve its intended purpose of winning back the audience from online digital streaming competitors. References Allen,R.C., Hill,A. (2004). The television studies reader. London: Routledge. Australian Broadcasting Corporation. (2000). National Broadband Network. Ultimo, N.S.W: Author. Brian Fling. (2009). Mobile Design and Development: Practical concepts and techniques for creating mobile sites and web apps. OReilly Media, Inc. Craig Cochran. (2006). Becoming a Customer-focused Organization. Paton Professional. Deaville,J.A. (2011). Music in television: Channels of listening. New York: Routledge. Holmes,S., Jermyn,D. (2004). Understanding reality television. London: Routledge. In Slade,A., In Narro,A.J., In Buchanan,B.P. (2014). Reality television: Oddities of culture. Jacka,L., Dolin,T. (2007). Australian television history. Perth, W.A: Network Books. Jeff McWherter. (2012). Professional Mobile Application Development. John Wiley Sons. Jon Raasch. (2012). Smashing Mobile Web Development. John Wiley Sons. Kopp,M., Dawson,M. (2013). Reality television. Minneapolis, MN: Core Library. Kraidy,M.M., Sender,K. (2011). The politics of reality television: Global perspectives. London: Routledge. Murray,S., Ouellette,L. (2004). Reality TV: Remaking television culture. New York: New York University Press. Neighbour,S., Ramsay,M., Australian Broadcasting Corporation, ABC-TV (Australia). (2002). The network. Nigel Hill., Greg Roche, Rachel Allen. (2007). Customer Satisfaction: The Customer Experience through the Customers Eyes. The Leadership Factor. Ouellette,L. (2013). A companion to reality television. Penni McLean-Conner. (2006). Customer Service: Utility Style: Proven Strategies for Improving Customer Service and Reducing Customer Care Costs. PennWell Books. Sender,K. (2012). The makeover: Reality television and reflexive audiences. New York: New York University Press. Skeggs,B., Wood,H. (2012). Reality television and class. London: Palgrave Macmillan. Turner,G. (2005). Ending the affair: The decline of television current affairs in Australia. Sydney, NSW: UNSW Press.

Analysis of Bbc at the Time of Greg Dyke

EMBA Organisational Behaviour Coursework – Analysis of BBC 1. Analyse the culture of the BBC at the time that Dyke took over. To what degree is it facilitating the success of the BBC? The BBC was set up in 1922 as a public service broadcaster. The BBC quickly became a household name and played a part in shaping British culture. Company culture is the values and beliefs shared by the members of a ‘group’ and the BBC is a ‘group’ which has both internal (BBC employees) and external (general public) members.The BBC is financed by a TV license fee paid by each household and represents the cultural artefacts: the concrete aspect of the BBC which is its ability to maintain its ‘independence and impartiality’ (Keys, 2006) due to public funding and a not for public service ethos. The BBC’s biggest critic: the UK press, are always at the helm of every attack and question over the quality – guarding the BBC on behalf of every person. The public values and principles that the BBC is based on were publically declared by the first director general.The BBC’s role was in ‘inform, educate and entertain’ and to ‘bring the best of everything to the greatest number of homes’ (Keys, 2006) and this became the espoused values for BBC culture. The culture of the BBC is so deeply ingrained in its employees that Dyke commented that what the BBC ‘does has enormous value and helps to define culture. People work at the BBC because of this value. Their commitment to the BBC, not necessarily to management, is very strong-at a level other companies would only dream of’ (Keys, 2006).These basic underlying assumptions of unconscious commitment to the organisation result in an unwillingness to tolerate change, whether good or bad, as it is an unconscious belief that it is interfering with the national heritage that belongs to each and every British person. The BBC culture is so strong that it has the ability to transport the general public on the same journey as its employees. They to, feel that the BBC is national heritage that they own a little piece of. It has a strong external identity of independence and impartiality which creates a sense of nshakable commitment by many employees that what they do is more than a job. When Dyke took over the BBC it had been through a period of cost cuts, staff cuts, implementation of new management controls and the formation of an internal market for services. While the new structure and aggressive cuts left the organisations morale low, the managerial reforms had not affected the core culture which under pinned the ethos of those who worked for the BBC. There was a strong belief by BBC employees ‘that what they achieved, they achieved despite management’ (Keys, 2006).This strong culture had facilitated continued success through a period of uncertainty for both employees, during cuts and managerial reforms, and the ge neral public, during a period of technological advancement in the digital space. However, with strong cultures can come dysfunctions and the BBC shows warring factions of low levels of agreement (with management) but high levels of intensity (believing they achieve without management) which if not addressed could become a barrier to future success. 2. What source of power does Dyke have? How do you predict he will manage in the upcoming political battles that he faces?Dyke has three forms of power: decision making, symbolic power and process power. One of the main sources of decision making power is the formal power of authority. Charisma is one of the forms of authority and Dyke is described by his own friends as ‘commercial, colourful and charismatic’. People with decision making power have the ability to inspire and to attract followers and this can be supported by Carolyn Fairbairn, director of strategy and distributions description that those who knew him ‘we re excited [by] his reputation as an inspiring leader†¦ who was instinctive†¦.. (Keys, 2006). Dyke’s showed symbolic power in his method of gaining a sound understanding of the business situation in his first weeks in post. Dyke undertook an extended ‘walkabout’ away from the BBC’s corporate centre in London in a bid to get to the grass roots of the business. He met with employees and asked ‘How can I make a difference? ’ and he listened to what people had to say and did not express any opinions. He also quickly gained respect at the top of the organisation using similar tactics and Mark Byford described what he really liked about ‘†¦ im and me is we talk a lot about the wider BBC together, not just World services. He doesn’t say everything he does is right, he asks, ‘what do you think’. ’ On his appointment Dyke was not a popular choice as Director-General only gaining his position on a 7-5 vote so his ability to influence at all levels was important. Those with symbolic power can change people’s understanding of a situation so that they adopt your goals as their own. Dyke’s process power due to his formal status held in the organisation hierarchy allows him to be able to stop/start or influence processes in order to achieve a desired outcome.Immediately after starting, Dyke launched an organisational review of the broadcast division and he later extended this to the whole of the BBC (Keys, 2006). Dyke’s process power is strong due to his position as Director General and his previous experience. Dyke’s ability to change peoples’ understanding of a situation and move them in the direction of his own goals, his charisma and ability to influence higher and lower in the hierarchy, and his innate understanding of the process of running a media company set him in a strong position to manage the upcoming political battles that he faces.Gaining t rust is essential after the tabloid attack due to share issues and history of working in the private sector. While Dyke is able to overcome these issues it is essential that he is transparent at all times and shows empathy to the public service ethos on which the BBC is based. 3. The organisational members that Dyke encountered on his walkabout were â€Å"despondent, down, and dismayed†. What underlying problems contributed to this lack of motivation?Herzberg’s Two Factor Theory can be used to analyse the underlying problems which caused the BBC employees to feel ‘despondent, down and dismayed’. Herzberg suggests that motivation will be enhanced by maximising the motivator factors and minimising the hygiene factors (Stilbiger, 2005). There are three main categories people can sit within an organisation when referring to overall motivation: a) dissatisfied and de-motivated, b) not dissatisfied but not motivated and c) positively satisfied and motivated.To m ove those who reside under categories a) or b) it is essential to understand what hygiene and motivational factors are lacking and attempt to rebuild. On Dyke’s ‘walkabout’ of the BBC outside of London it became apparent that when he asked the question ‘how can I make a difference? ’ that the issues were ‘pathetically’ small. The hygiene factors such as ‘fix the roof, get new paint’ were provided by employees (Keys, 2006). Maslow’s hierarchy of needs also explains why tangible issues such as ‘fix the roof, get new paint’ are important to having motivation.Maslow refers to these needs as safety needs and unless you have ‘biological, physical and safety needs’ in place you are unable to move to ‘belongingness needs’ which include work groups. These hygiene factors are important for a business to avoid the feeling of unpleasantness at work. When employees feel these factors are inad equate they cause dissatisfaction and no matter how well the company addresses the motivational factors they cannot work with motivational factors alone – the two go hand in hand. Motivational factors were also contributing to the overall lack of motivation.Due to the period of cost cuts, staff cuts, implementation of new management controls and the formation of an internal market for services that the BBC had been through in the 90’s, the changes meant that divisions were ‘competing aggressively to get a larger slice of the pie’ (Keys, 2006). This was potentially affecting individual’s opportunities for advancement, recognition of their work within the BBC, and sense of personal achievement and growth in their position. This was all being exacerbated by a ‘very analysis based, almost obsessively so’ (Keys, 2006) business from the previous Director – General.On an individual level the motivational circle can be used to understand where an employee is personally affected. This can be split into four categories: satisfaction, effort, recognition and performance and they link to each other. If the link between effort and performance is affected people feel that no matter how hard they work their performance will not improve. This could be due to a lack of resources, knowledge, training, tools and skills and also an ineffective process within the company.This break in the motivational circle can be seen as a symptom of the formation of an internal market for the services of the BBC. The internal market was causing the commissioners to become ‘king’ and the impact of programme–makers on decision making fell dramatically causing producers to become unhappy and leave as they felt the move towards external, independent production was increasing and no matter how much effort they put in within the BBC the performance would never be enough. 4. Analyse Dyke’s initial steps as he begins the c hange process. How has he done so far?What do you think about his approach to organisational change? What do you see as his biggest challenges going forward and how would you suggest he tackle them? Dyke recognised that the organisation had been through a major change period of cost cuts, staff cuts, implementation of new management controls and the formation of an internal market for services that the BBC. While these changes were essential to improve efficiency and to make the finances more transparent the change had been pushed from the top down and not been embraced by the employees.Dyke’s approach to further change is very different to that of John Birt as he recognised that further major changes were needed within the organisation. Dyke begins his role as Director-General by putting distance between Birt and himself by going on a ‘walkabout’. Dyke chooses to use is charisma, understanding of process and influencing powers to begin the change process. Dyke u nderstands that as Director-General of the BBC you are ‘damned if you do, and damned if you don’t’ due the strong public service ethos and culture of the BBC that lives both within the organisation and within every stakeholder.Dyke begins his change process by building relationships with employees both high and low in what Dyke termed ‘were too many hierarchies’. By asking employees views and building relationships before announcing major changes Dyke is able to build a network of people to support him through the changes and in turn influence others within the organisation. Dyke uses this time to launch a review of the organisation and learn where the inefficiencies reside in the organisation. By using both the relationships and analysis, Dyke begins to establish himself as a credible Director-General.He quickly puts in place tactics which are quick wins: changing the internal competitive market and the use of resources. These high impact changes ar e important for Dyke to establish his power and leadership of the BBC. Dyke clearly recognises the employee ‘commitment to the BBC, not necessarily to management, is very strong-at a level other companies would only dream of’ (Keys, 2006). For Dyke’s success it is essential that he shows employees that he understands the underlying culture of the BBC and is able to listen to his employees.Dyke needs to build a team that are able to discuss, decide and do real work. Dyke needs to select team members for their skills and set clear rules of behaviour and address the strong belief by BBC employees ‘that what they achieved, they achieved despite management’ (Keys, 2006). If Dyke can build a team within the BBC he has a very strong chance of success. 5. Analyse the structure of the BBC at the time Dyke took over. How appropriate was the structure given the goals of the BBC at that time? The structure of an organisation should follow strategy and for this r eason company structure can change often.The structure of an organisation should exploit the core competencies of its employees and managing organisational behaviour. John Birt had created an organisation based on bureaucracy due to the resistance to change that he met when restructuring the BBC. He found the internal resistance to change and the press hostility difficult and his management of staff became ‘defensive, solemn, businesslike’ and his style became rationalised and methodical without regard for people. Bureaucracy has positives which are its efficiency and fairness – this can be seen in the formation of an internal market for services that the BBC which brought inances under control and improved transparency. On the other hand it can be inflexible, restrict innovation and de-motivating – this can be seen with the loss of talented producers. The BBC at the time Dyke took over is divisional. The BBC network operations were split into two major di visions: broadcast and production. However, the broadcast division became more powerful as they were the division that set the strategy and content. The structure created unhappy programme makers who began to leave the BBC and set up their own companies to tender for the production from the outside.The structure was important to begin the re-structuring process of the BBC to make it a more transparent and accountable for its spending. However, the structure was causing the BBC to lose talented people and losing its internal innovation and intellectual property by pushing it outside of the BBC. When Dyke joined the BBC the external market place was rapidly changing. Digital, pay TV and the internet were making the average consumer more needy than ever and the BBC was required to stay at the forefront of the changes as it was funded by households.Audiences were becoming more and more fragmented and every new channel was gaining fewer viewers. For the BBC this meant that it was becomin g difficult to provide programming for all and the BBC mission from 1922 was – to ‘bring the best of everything to the greatest number of homes’ (Keys, 2006). The structure at the time Dyke joined was causing the BBC to become reliant on outside talent and leaving it open to flounder in the future. Keys, T, 2006. Greg Dyke: Taking the helm at the BBC (A). IMD286. International Institute for Management (IMD). Silbiger, S, 2005. The 10-day MBA. 3rd ed. Piatkus Books Ltd.

Internet Television Vs Cable Television - 1275 Words

Internet TV â€Å"Television viewers increasingly watch their favorite shows on their smartphones, tablets, and computers† (pg. 313). There are many entertaining television services on the internet and, â€Å"services such as Netflix are supplying content to screens of all kinds by streaming it over the Internet† (pg. 314). For many years, many people have sought joy from watching their favorite television shows to sports programs on Cable Television. They have spent nearly most of their lives watching programs on Cable television. However, since the inception of Netflix and other programs such as Hulu, people have stopped watching Cable and made the switch to begin watching television shows over the internet online on Netflix. Netflix†¦show more content†¦Netflix is a low cost service that will provide people with the TV shows and movies that Cable TV. Many people agree with the fact that they can watch Netflix and take a break from their normal lives. People like that Netflix is more accessible because it is cheap and they are many favorited shows on the website, a thing that cable television does not have, and has not had for years. In conclusion, a reason why Internet Television is taking over Cable Television is because the fact that Cable Television prices are rising and more people are going to Netflix and other programs because of this. In addition, Internet Television is taking over Cable Television because Internet TV is more modern-day and built for the younger generations. By this, I mean that Netflix and Hulu are more built for teenagers, rather than being built for adults and older generations. Many more teenagers are exposed to Internet Television rather than more adults and older generations being exposed to Cable Television for most of their childhood life. 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New England VS the Chesapeake Region - Free Essay Example

Sample details Pages: 2 Words: 707 Downloads: 10 Date added: 2017/09/21 Category Politics Essay Type Compare and contrast essay Tags: Government Essay Political Essay Population Essay Relationship Essay Did you like this example? New England vs. the Chesapeake Region (DBQ) Settlers arrived to the Chesapeake region only to be greeted by unhealthy lands full of despair and labor. New Englanders, on the other hand, were welcomed by fresh air and clean water. As the years passed, the state of these two lands stabilized a bit with each other, but the people’s way of living in these regions did not. New England and the Chesapeake region developed differently because of the types of people who came to each of these places, the goals settlers had in mind when they came, and their individuality/teamwork. The Chesapeake region was occupied mainly by single men, while New England had families. The list of emigrants bound for New England is detailed, with the age of the passenger and their relationship with another person on board, with a decent amount of women (Doc. B). However, the list of emigrants bound for Virginia only has the person’s name and age, with less than twenty women on board (Doc . C). As a result, New England became very populous while the Chesapeake had a less than satisfactory population. Another reason why the two regions were different was because the settlers each had different goals to fulfill. New Englanders, for example, wanted to start a new life with religious freedom. John Winthrop discusses how the settlers â€Å"Must consider that we shall be as a city upon a hill. [†¦] if we shall deal falsely with our God in this work we have undertaken, [†¦] we shall be made a story and a by-word throughout the world†. The Puritan settlers incorporated their beliefs in many things, as well as proper education. For instance, children were taught religion, as well as reading and writing. The people also ran their own churches and had a congregational church government, similar to democracy in a political government. Settlers in the Chesapeake area, however, only desired wealth from gold and agriculture by using slaves. Captain John Smith recounts his experience as â€Å"The worse [†¦] with their golden promises made all men their slaves in hope of recompenses. There was no talk†¦ but dig gold, wash gold, refine gold, [†¦]†. The people in Virginia only stayed for economic prosperity such as growing tobacco and mining for gold, even though the condition of the land was terrible and disease ridden. Both states had different things in mind, in terms of beliefs and goals. Lastly, the people of New England were interactive with others while the people of Virginia were independent. John Winthrop addressed the people as â€Å"[Yet] we must be knit together in this work as one man. We must entertain each other in brotherly affection; we must be willing to abridge ourselves of our superfluities for the supply of others’ necessities†. Settlers in New England were on relatively good terms with each other, with religion keeping them together. In Virginia things were different. Since the settlers there did not come to the Chesapeake area to start a new life, they did not care much about others around them and worked independently. There were not many people to trust, since everyone was out to make riches. Governor Berkeley and his Council stated â€Å"Also at least one third [of the freemen available for defense] are single freemen (whose labor will hardly maintain them) or men much in debt†¦ [†¦] in hopes of bettering their condition by sharing the plunder of the country with them†. The governing body of Virginia did not trust the single, young men that came because they may get swayed by the other enemy countries and betray their own. In conclusion, the settlers may not have been loyal. The Chesapeake region and New England developed differently because of the different people that gathered in those two lands, the goals they both had, and their unity. The Chesapeake area overall was not a good place to stay because of population issues, poo r living conditions, and lack of loyalty. New England had better conditions: A big population, positive goals that were beneficial to the settlers, and loyalty. Virginia created a place for settlers to make wealth in a risky way, while New England became a haven for Puritans that were looking to get away from Old England and start anew. Don’t waste time! Our writers will create an original "New England VS the Chesapeake Region" essay for you Create order