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Leeds Met Open Day Oct 2010
The idea of becoming a university student can be liberating, exhilarating and pretty daunting. It's a time to really think about what you want from your future, to make life-long friendships, to work the hardest you've ever worked, and have the most fun you've ever had. You've got lots to think about, and we at Leeds Metropolitan have lots to offer... Why choose us? We will enable you to fulfil your academic potential, make you a great prospect for employers and give you a little bit extra.
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Commonwealth of Learning Copyright Audit
To a significant extent, copyright law governs the production, dissemination and consumption of knowledge and culture. In an "information society" it is particularly important to ensure that the gates of learning are kept wide open. It is in this context that an examination of copyright law with respect to education becomes crucial. When performing an audit of copyright law, it is essential to keep in mind international treaty obligations: particularly, the Berne Convention, the Agreement on tra
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Irish eyes smile on tech
Already a popular place for U.S. technology companies to locate their international offices, Ireland is looking to support homegrown technology talent to spur future growth.
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Building the Brain: Art Installation
Watch as contemporary Spanish artist Daniel Canogar gathers materials that he will use in the creation of an enthralling walk-through installation for the American Museum of Natural History's upcoming exhibition Brain: The Inside Story. Canogar's installation is made up of a canopy of moving lights representing billions of firing neurons inside the human brain. Brain: The Inside Story is an amazing and stimulating exhibition that will give visitors a new perspective and insight into their own
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How to please donors, fight enemies and strengthen constituencies
Lydiah Kemunto Bosire givers her talk for the 2009 Taking Stock of Transitional Justice conference entitled: How to please donors, fight enemies and strengthen constituencies; appropriation of the international criminal court in Uganda
Author(s): Lydiah Bosire

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Rights not set

Imitation and breaking the mould
Freek Vermeulen, Associate Professor of Strategic and International Management, talks about imitation and breaking the mould

Creative destruction
Lourdes Sosa, Assistant Professor of Strategic and International Management at London Business School provides new insights into how incumbents react when faced with a desruptive technology

Investing in long-term innovation under cost pressures
Julian Birkinshaw, Professor of Strategic and International Management suggests ways to continue investing in long term innovation whilst under pressure to cut costs. Innovation is not just about new products but finding smarter ways to work

2.5.1 The reductionist perspective

Although theology had been thought of as ultimate knowledge, in post-Enlightenment thought, religion came to be seen by many in the West as a hindrance to progress and the advancement of human knowledge. Some came to believe that a rational and scientific way of looking at the world, unconstrained by religious belief and ‘superstition’, would lead to religion becoming redundant.

In the nineteenth century, this idea was boosted by Darwinian theories of evolution. Charles Darwinâ
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2.3 Marketing department marketing

It is common practice for an entire organisation's marketing activities, such as advertising, sales and market research, to be grouped together in a marketing department. The department's function is to create marketing plan activities that are designed to increase the customer's understanding of existing products and services. The marketing director manages all specialisms. Marketing is seen as ‘what the marketing department does’.

5 Summary

The aim of this Unit has been to give you an introductory overview of operations management. Operations is one of the central functions of all organisations The first learning outcome was that you should be able to ‘define “operations” and “operations management”’. I took the view in this session that operations embraces all the activities required to create and deliver an organisation's goods or services to its customers or clients.

The secon
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4 The boundary of the operations system
Operations management is one of the central functions of all organisations whether producing goods or services, or in the private, public or voluntary sectors. This unit will provide you with a basic framework for understanding this function and discusses the role of operations managers, in particular the importance of focusing on suppliers and customers.
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3.3 Outputs

The principal outputs of a doctor's surgery are cured patients; the outputs of a nuclear reprocessing plant include reprocessed fuel and nuclear waste. Many transformation processes produce both goods and services. For example, a restaurant provides a service, but also produces goods such as food and drinks.

Transformation processes may result in some undesirable outputs (such as nuclear waste in the example above) as well as the goods and services they are designed to deliver. An impor
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2.1.3 The modern period
Operations management is one of the central functions of all organisations whether producing goods or services, or in the private, public or voluntary sectors. This unit will provide you with a basic framework for understanding this function and discusses the role of operations managers, in particular the importance of focusing on suppliers and customers.
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2.1.2 Mass production
Operations management is one of the central functions of all organisations whether producing goods or services, or in the private, public or voluntary sectors. This unit will provide you with a basic framework for understanding this function and discusses the role of operations managers, in particular the importance of focusing on suppliers and customers.
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2.1.1 Craft manufacturing
Operations management is one of the central functions of all organisations whether producing goods or services, or in the private, public or voluntary sectors. This unit will provide you with a basic framework for understanding this function and discusses the role of operations managers, in particular the importance of focusing on suppliers and customers.
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2.1 Operations, operations management and operations managers

Every organisation has an operations function, whether or not it is called ‘operations’. The goal or purpose of most organisations involves the production of goods and/or services. To do this, they have to procure resources, convert them into outputs and distribute them to their intended users. The term operations embraces all the activities required to create and deliver an organisation's goods or services to its customers or clients.

Within large and complex organisations ope
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2 Operations, operations management and operations managers
Operations management is one of the central functions of all organisations whether producing goods or services, or in the private, public or voluntary sectors. This unit will provide you with a basic framework for understanding this function and discusses the role of operations managers, in particular the importance of focusing on suppliers and customers.
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3 Unit summary

This unit should have given you some idea of the issues surrounding the concept of innovation, in particular the key concepts of invention and innovation, and the negative as well as the positive effects that innovations can bring. Although the business functions have been recognised in passing, you should be able to see how the functioning of an organisation can be affected by innovation. Remember that although innovation can take place within any one function of the organisation, this can
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