Pages 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408 409 410 411 412 413 414 415 416 417 418 419 420 421 422 423 424 425 426 427 428 429 430 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 9031 result(s) returned

Purpose

By now you have sufficient familiarity with early portraits to know that photographers regularly used painted backdrops and accessories to create a sort of stage set within the studio. These backgrounds came into widespread use with the introduction of the carte de visite in c.1860. Until the Second World War, 2 scenarios remained popular: the interior setting with windows, curtains, table and chair; and the parkland setting with trees, balustrade, rustic bench or stile. This choice of backdr
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3.6 Assessing James's argument

James argues as follows:

A It is impossible to experience an emotion without feeling bodily changes.

B Therefore, an emotion is a set of bodily feelings.

Activity 6

<
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2.2 Identifying emotions

The question ‘What is an emotion?’ is a question about emotions in general. But it is impossible to address this question without being aware that there appear to be many different types of emotion. One way to start is to consider a range of states and to identify which states we would naturally classify as emotions, and which we would naturally classify as states of some other kind. This will put us in a better position to see whether there are any common features that link different typ
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2.1 Looking in detail at Thugga

In this section you will be looking in more detail at the city of Thugga and working with the video and further evidence. This study of a city will then broaden out to consider other forms of material and visual evidence from different parts of Africa; you will also watch more video sequences. This section focuses upon one aspect of Romano-African culture: the interplay between Roman culture and indigenous African culture. This theme is one of a range of ‘binary oppositions’ which may be
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Conclusion

This free course provided an introduction to studying the arts and humanities. It took you through a series of exercises designed to develop your approach to study and learning at a distance and helped to improve your confidence as an independent learner.


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3.1.1 Background information

Gamelan is the name given to a number of related musical ensembles in Indonesia. These ensembles comprise various types of instruments, the majority made of metal and most struck with beaters. There are several gamelan traditions, of which three are particularly well-known. These three are, moving from east to west, the Balinese, Javanese and Sundanese gamelans. (The term Javanese gamelan normally refers to the tradition developed in central Java; the Sundanese, who occupy the western part of
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2.3 Conclusion

As I warned you, it has been necessary to introduce here a fair amount of technical detail on North Indian music. You will not need to remember all of this – indeed, apart from a little basic terminology (such as rag and tal), some instrument names (tabla, tanpura) and the name of this genre (khyal), you may not come across any of these terms again in this course. What I hope you will remember is what this has taught you about the way North Indian art music is put together, and what this te
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Mergers and Acquisitions
Why do Mergers and acquisitions happen? What are the factors that motivate companies to buy sell and incorporate other organisations? In these uncertain economic times it is of paramount importance for companies to be able to weather financial instability while maintaining a profitable business model. It has become common place in the modern business world to observe the union of two separate or even different businesses but what are the reasons behind these partnerships and how do they benefit
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Rural entrepreneurship in Wales
What are the important issues to consider when starting up or running a small business in a rural environment? This free course, Rural entrepreneurship in Wales, will introduce you to some concepts and models that will help you work out what you want to do with your business idea and to consider the impact of living in a rural location.   First published on Wed, 0
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Understanding management: I'm managing thank you!
This free course, Understanding management: I'm managing thank you! provides you with a set of ideas for developing your approach to managing your own work what we might call self-management. In order to do this, we will examine some of the key processes of management decision making, such as allocating time, staff, physical and financial resources: prioritising and problem solving and monitoring performance.Author(s): Creator not set

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Understanding and managing risk
This free course, Understanding and managing risk, provides an introduction to financial risk management. The processes of risk identification, risk measurement and risk management are explored. The course then goes on to examine reputational risk and operational risk. It concludes with an examination of the subject of behavioural finance and what this can contribute to our understanding of risk taking and risk management. Author(s): Creator not set

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Introduction

Many managers find that they are required to manage projects. In this unit we aim to help you to take an overview of the features of a project and the issues that arise in managing a project. Once you have identified a piece of work as a project, you are able to use a number of management approaches that have proven effective in managing projects. A project is a one-off, non-repeated activity or set of tasks that achieves clearly stated objectives within a time limit. Most projects are goal-o
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Workplace learning with coaching and mentoring
In this free course, Workplace learning with coaching and mentoring, you will consider theoretical and practical issues in planning and managing learning and talent development programmes in your organisation. You will also explore ideas about coaching and mentoring; both are prominent learning and development tools in contemporary organisations. You will also learn about how different learning theories and philosophies become concrete in the practical decisions you make about learning and talen
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What is strategy?
Thinking about strategy generates many controversial questions. This free course, What is strategy?, focuses on practitioner views of strategy. You will learn about application of its major theoretical advances in professional life. The course provides definitions of the concept of strategy and strategy-related vocabulary and examines Mintzberg's five Ps framework. First pu
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Introduction

Campaigning organisations, whatever their size or orientation, are intent on achieving change in the behaviour or attitudes of their target groups. But if you have ever tried working to achieve change in this way, you will probably know that getting the results you want from campaigning can be difficult. It is all too easy to get sidetracked, or run out of energy and resources, before the objective has been achieved. And the decision to campaign on a particular issue can expose tensions and c
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Facilitating group discussions
Gain an insight into facilitating meetings and discussions in the workplace. In this free course, Facilitating group discussions, you will look at some of the behaviours effective facilitators exhibit. Informative and engaging videos will introduce you to examples of facilitation in practice. First published on Mon, 29 Feb 2016 as Author(s): Creator not set

An introduction to public leadership
In this free course, An introduction to public leadership, you will learn more about leadership in the context of public service provision, by public sector organisations, community and voluntary groups, and political bodies. First published on Thu, 01 Nov 2018 as Author(s): Creator not set

4.2.4 Collecting possible solutions

This is the most creative part of the problem-solving process: it involves breaking the mindset within which situations are normally interpreted. Brainstorming is a good way to generate new approaches, by making sure that even apparently ridiculous ideas are not thrown out in the initial stages. Brainstorming has two basic principles:

  • quantity is more important than quality, in the creative phase;

  • critical comments are not allowed, at th
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4.2 Problem solving

Involving the whole team in the problem-solving process shows that you value their experience and knowledge in devising a solution. It may also be appropriate to involve other stakeholders and/or the project sponsor. If problems are solved jointly there is usually wider ownership of the solutions and their implications; and, if more resources are agreed to be needed or new procedures are put into place, there is also likely to be more support.

Problem solving can be broken down into a s
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2.6 Maintaining balance

Monitoring is also concerned with achieving a balance of the three dimensions of the project:

  • cost – the resources available;

  • time – the schedule;

  • quality – the scope and appropriateness of the outputs or outcomes.

Many of the difficulties in implementing a project are caused by poor time management. This will have a direct effect on the costs of the project, as well as on the quality of what is achie
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