The Public Television Service in Taiwan: Its Culture, Management, And Organizational Communication


Li-li Chin


PTS, organizational culture, organizational communication, management


As an important symbol of democracy, the Public Television Service has undergone significant challenges during the past few decades in the Republic of China, on Taiwan. While policy-makers, communication scholars, media practitioners and people in various fields have called for the birth of the Public Television Service for many years, the development of PTS as an identifiable broadcaster with its own management philosophy, running policy and culture is relatively recent occurrence.

This paper attempts to provide the reader an overall picture of the Public Television Service in Taiwan which including its establishment, development, present status and dilemmas. The primary goal for this article is to complete the map of the organizational reality of PTS in Taiwan by introducing its development, management, culture, and various challenges it faced today. By doing so, this paper employed various qualitative research methods (e.g., historical analysis, organizational ethnography, and discourse analysis) to (1) describe the history and current status of PTS; (2) examine the organizational reality (or realities) of PTS within the context of the broader society; and (3) explore the members’ perceptions of their organizations and the changes. Consequently, the relevant issues of its survival, such as managing and operating, advertising and funding, image and culture building, are also discussed in this paper.

Although as evidenced by an increase in program rating, public acceptance, and funds, PTS still faces some growing pains. Particularly, the study shows that PTS seems to lack of an integrated culture that could help the organizational members to identity themselves with the organization. Without having good organizational communication strategies, PTS seems to suffer from the counter-cultures within it.

This thorough examination of its establishment, development, and current status is used to suggest the top management of PTS to make more efforts on both its internal and external organizational communication.