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 10: Critical reflections on Hofstede Allow 60 minutes for this activity. You have spent most of this unit working with Hofstede's ideas. He is one of the pioneers of the study of national culture and its impact on organisations, and his work has been very influential. My aim so far has been to help you understand Hofstede's cultural dimensions and to become familiar with how they can be used to analyse one of the main environments within which organisations operate. National culture is also one of the factors 1 Overview This unit begins with some explanations of culture and discussion of how to distinguish between national and organisational culture. Reading what some well-known writers on organisational and national culture have to say will help you recognise some of the main dimensions of culture and reinforces that all of us, including organisations, construct different views of the world as a result of cultural influences. Thus culture plays a key role in the ways in which organisations perceive the envi 2.5 Project meetings schedule You need to decide early on what meetings are essential to the monitoring process. All your stakeholders will expect to receive reports at regular intervals, whether formally or informally. So you need to ask yourself: Who needs to be informed? About what? How often? By what means? Effective communication involves giving information, collecting information and listening to people. To ensure the 2.8 Network analysis One of the weaknesses of simple charts for planning and control is that they do not show how tasks are dependent on each other. Network analysis (or critical path analysis) seeks to overcome that drawback, particularly where large or specialist projects are concerned. The critical path is found as a result of the analysis of the network. There are many computer software packages which can help a manager to carry out a network analysis. 2.6.1 Compendium Compendium is a knowledge map software tool for visual thinking. It can be used
for personal reflection as you study or work on a problem, and you can share your maps
with others – your summary of a topic or a learning path through, say, an OpenLearn
unit. Follow the link to find out more about Author(s): 2.3 Influence diagrams An influence diagram shows the influences, from within the organisation or from outside it, which bear on a person or unit. 2.2.2 A second diagram This first representation can be developed in the way shown in Figure 11. 2.2.1 A first diagram For example, think about the inputs to the running of a commuter rail operation and the outputs from it. The diagram might look like the one in Figure 10. 1.1.3 The intercept When a line cuts an axis, the line is said ‘to intercept the axis at’ [the particular point]. In this example, the line cuts the vertical (y) axis at £10, so ‘the line intercepts the y axis at £10’. It can also be said that ‘the intercept with the y axis is £10’. Learning outcomes By the end of this unit you should be able to: understand the value of graphics as visual thinking tools; give examples of relevant graphics used in the business context. 4.3 Market segmentation and targeting Market segmentation and targeting is at the core of marketing strategy and consumers (or potential consumers) are the key stakeholder group for both commercial and social marketers. In this section we focus on those specific consumers whose behaviour is the focus of the social marketing activity. In Section 3.2, the factors which impact The theories of reasoned action and planned behaviour The extended Fishbein model, based on the theory of reasoned action, includes the following components to explain behaviour. Attitude to the behaviour comprising: a. The strength of the expectancy (beliefs) that the act will be followed by a consequence. b. The value of that consequence to the individual. This is the basic expectancy value approach. Returning to o 3.5 Default or credit risk This is the risk that contractual returns will not be paid because the borrower's financial situation has deteriorated to the point that it is no longer able to service the debt. It is possibly the commonest type of risk in commerce generally, and you are probably familiar with it in some shape or form. It affects many areas of business decision-making over and beyond the specialised world of investment risk and return. Most large companies devote significant resources to the identification,
Activity 9
Author(s):
