1.1 Composition and improvisation in the world's musics I want to begin with some general issues. Since the words composition and improvisation will play an important role in this chapter, where better to start than with definitions of these two terms? What do 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 5.4 Activity 8 The M & S case study illustrates the importance of managing relationships. Having read it, try to answer the following questions. On which value discipline has the company chosen to f 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 6 Summary This unit has looked at specifying the requirements of a job by drawing up a job description and a person specification. We considered how you might indicate the qualities required of individuals in relation to person-organisation fit as well as the more traditional approach of person-job fit. We then considered various methods of attracting candidates and the process of arriving at a shortlist. We have stressed the importance of preparing for the selection process, be it an interview alone o 5.5.2 Reaching a final decision Having seen all the candidates, you can now start to pull together your notes and impressions and make a final decision. It is probably worth allowing a little time to gather your thoughts and/or discuss initial observations with colleagues or the interview panel after every interview so that your memory is not confused. The person specification should again play a major role in your final decision. Your questions should have been geared to elicit the necessary information from each applicant 5.4.2 The main body of the interview Your main objective is to gather information. A practical target is to expect the candidate to talk for 70 per cent of the time. Example 2 describes the kind of conduct to avoid when interviewing. 4.11 References References can be useful, but they do have some limitations: no one would supply the name of a referee who was likely to give a bad reference. However, it is always a good idea to request them of the candidates who have been shortlisted (but, as we have already said, bear in mind that some candidates may not want their employers approached until they have actually been offered a job). It is helpful for referees if you enclose all the information sent out to the prospective candidate and point 4.7 Attracting applicants You have now established the criteria for recruiting the kind of person you are looking for; the next step is to find someone who meets these criteria. Obviously, you must make it known to people that a vacancy exists. Before placing an expensive advertisement in a newspaper or professional journal you should consider alternatives. There are a variety of methods of publicising recruitment in addition to the traditional media advertisement (see Author(s): 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
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