5.5.4 Confirmation You may find it difficult to read the ver
Activity 2 Click on 'View document' below to open and read the remainder of Audrey Linkman's article on 'Photography and art theory', then answer the questions. 3.3 Limited positive characterization The painted portrait was, however, perceived to be more than a mere ‘map of the face’. It was also meant to reveal aspects of the inner as well as the outer being. Acknowledgements This unit was written by Dr Marilyn Brooks, Dr Jessica Davies and Dr Valerie Pedlar
Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Grateful acknowledgement is made to the f 3.3 Emotion, motivation and action Perhaps one of the most striking features of James's theory is his account of the relationship between emotions and actions. As James points out, this is one aspect of his theory that runs directly counter to our ordinary conception of emotion. Ordinarily, we assume that emotions motivate actions: for example, if someone asked why Larry kicked Bella's bin, we might say that he was motivated by anger – that he did it because he was angry. On James's account, the order of explanation is rever 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 2.2.2 Model 2: African + Roman= African traits continue to dominate and Roman traits fail to become This model is more or less the opposite of the first, and the political domination of Rome has little or no effect upon the African people and their culture. Here we might expect to find evidence for politico-military control but little or no evidence for Roman culture or the acceptance of a Roman identity. This is perhaps the model we might expect to encounter in frontier zones at the limits of the Roman empire. It might also prevail in a scenario where a traditional society chose to reinfor 1.2 Continuity and change Religions generally go to a great deal of trouble to stress how consistent, how changeless, how solid they are, but change is, in fact, an observable and constant factor in religion. At a personal level, for example, older Catholics who grew up having to eat fish on Friday and ‘knowing’ that cremation was forbidden to them are aware of that. Such ‘unchanging certainties’ have changed a great deal over the years. It is therefore useful to look both at how a religion develops over time 3.2 Organisational memory systems Without a memory, humans are paralysed in the present moment, unable to reflect on lessons learned or to anticipate the future. You will notice that the heading given to the framework in Figure 3 is corporate memory. The whole dynamic system of people and technologies is conceived as constituting an organisation-wide resource that will enable it to become a more intelligent, learning organism, to pursue the anthropomorphic metaphor. The organisational memory challenge goes beyond tradi 1.1 ‘Technology’? In knowledge management literature the term ‘technology’ is assumed to mean digital media and networks: software and hardware that comprise today's ICTs. However, it is important to remember that pens and paper are forms of technology, along with whiteboards, sticky notes, and the other non-digital media that make up the infrastructure of our daily lives at work. These are not about to disappear: paper is robust and portable, text on paper is easily read and annotated, and most organisati 2.6 Conclusion This section has considered the reasons for different systems of accounting regulation in more detail. A number of factors external to accounting (e.g. the legal system and so-called ‘accidents of history’) have been important in shaping accounting regulations differently from one jurisdiction to another. The contingent model of accounting change provides an explanation of how accounting regulation continues to evolve and how dealing with one issue can have unintended consequences, leadin 2.4 Means of regulation We have started to draw attention to cultural variables already when talking about the perceived objectives of financial reporting. In this next section, cultural issues can be seen to have a considerable impact on the methods used in each country to regulate its accounting, and indeed on whether regulation is perceived to be necessary. One of the fundamentals in this area is the underlying legal system. The literature recognises two models: the common law model and the Roman law model. 3.1 Interconnectedness In making sense of the stretch from the here-and-now to the wider context, social science has often seized on distinct levels: the micro – dealing with things that happen in organisations, for instance – and the macro or national level. Explanations are often generated at either the micro or the macro level and critical connections between the two are ignored (Flyvbjerg, 2001, p. 138). Arguably, increased talk about globalisation provides a convenient label for things that g 2.5 Clusters A striking contradiction of the internet revolution is that, although cyberspace allows firms to be located anywhere, they still seem to cluster together in global cities such as New York, London and Sydney (Castells, 2001). Four years after publishing a book proclaiming The Death of Distance, Frances Cairncross noted in the book's second edition that, ‘Economists, most of whom have long ignored or despised economic geography, are now taking a fresh interest in it’ and, after revie 1.1 The wider context This unit explores the management of local knowledge-generating practices with regard to their wider contexts. Although these local practices might be considered in terms of individuals acting and thinking as if they were autonomous, independent agents interacting with other agents, such practices are simultaneously shaped by shared skills and understandings. As Karl Marx pointed out, when the hero of Daniel Defoe's (1660–1731) novel Robinson Crusoe (Defoe, 1994, first published in 1 4.2 Qualitative v. quantitative data Accountants do not, traditionally, deal with qualitative data, such as whether a customer was happy or sad, or whether it looked like it would rain when a customer bought an umbrella. Why do you think accountants do no 1 What is accounting about? Let's start with a question – we shall call questions ‘Activities’. For many of these activities you will need a pen and paper, or you can use the unit Forum, to note down your own ideas. Once you have completed the Activity you should return to the text, read the comments that follow the activity, and then think again about your answer. Change it, if you like. Once you are happy that you have understood the comments and that your own answer is alright, you should continue to read the t 4.6 Recruiting and selecting internal candidates Where an existing member of staff is applying for a post, you will already have knowledge of their personality, skills, fit with the organisation and so on. However, whether the job they are applying for is very similar to or different from the one they are doing currently, you need to ensure that they receive the same treatment as other candidates. Being an internal candidate is not easy. It can be both an advantage and a disadvantage to be known! Maintaining our theme of objectivity, the re 4.4 Job description From your analysis of the job you can write a job description which will state what the job holder is responsible for and what they are required to do (see Example 1). 3.3 Person–organisation fit This approach stresses that people's behaviour and performance are strongly influenced by the environment in which they find themselves. So being successful in a job in one organisation does not necessarily imply success in a similar job in another. In assessing the suitability of a job applicant a manager should explore the reasons why a person has performed well in their existing job and consider whether similar conditions apply in the new job. Advocates of the person-organisation fit appro
Activity 9
Author(s):
