ABSTRACT
The increasing reach and power of the large communications corporations gives new urgency to the long-standing argument about who controls them and whose interest they serve/' argues Graham Murdock. A central problem for the network's operations is the high turn-over rate, especially of indigenous personnel, occurring at some stations. Since labor conditions are rather poor and there is almost no upward mobility, the incentives for staying are few. In 1987 the staff of the headquarters was composed of only four people, but in the early 1990s it was expanded to include as many as ten. In addition to director, in 1989 the headquarters staff included three coordinators, three department heads, and three secretaries. A station general manager supervises the overall operation of the station at the local level and administers the station's operational budget. He or she handles personnel decisions, hires and fires employees, and negotiates staff promotions.
