2.4.2 Duration and frequency

The second complication associated with identifying carers is related to how much caring they do and how often they do it. This aspect came to the fore when carers were first identified in the 1985 General Household Survey, an annual statistical survey carried out by the Office of Population, Censuses and Surveys in the UK (Green, 1988). From answers to a question in the survey which asked if respondents took on ‘extra responsibilities’ for someone who was ‘sick, handicapped or elderly
Author(s): The Open University

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4.2 People knowledge

Stacey (1994) has made a passionate plea to understand the ‘power of lay knowledge’ which she prefers to call ‘people knowledge’. Stacey claims that two fundamental assumptions underline the importance of listening to lay voices. One is that all people are of equal worth and so their views should be heard. The other is that people are health producers as much as they are health consumers. She maintains that patients do a great deal of hard work, whether it is direct as with labouring
Author(s): The Open University

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2.4.2 Holism and ideas about the body

Reductionist medical approaches have been criticised for providing a fixed, mechanistic view of the body, which fails to capture the patient's experience. The power associated with biomedical diagnoses and expertise means that patients’ explanations for their illnesses are often overlooked or dismissed. Does holism, which seeks to treat the mind, body and spirit, fare any better in giving patients a sense of control or ownership of what their illness means? This question is often reframed i
Author(s): The Open University

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Middle School Portal: Math and Science Pathways (MSP2)
This resource discusses how scientists and engineers study biological systems to develop artificial systems, in this case artificial olfaction. The sense of smell is extremely complex, and scientists working on artificial olfaction have had to study this biological system extensively to extract some basic principles upon which to build their devices. Disciplines of emphasis will involve biology, chemistry, electronics, and teamwork. Copyright 2005 International Technology Education Association
Author(s): Richard Shope,Diane K Fisher

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Copyright 1998, 1999, 2000, 2001, 2002, 2003 California Institute of Technology. All rights reserved

Nerve Racking
This lesson describes the function and components of the human nervous system. It helps students understand the purpose of our brain, spinal cord, nerves and the five senses. How the nervous system is affected during spaceflight is also discussed in this lesson.
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Nerve Racking
This lesson describes the function and components of the human nervous system. It helps students understand the purpose of our brain, spinal cord, nerves and the five senses. How the nervous system is affected during spaceflight is also discussed in this lesson.
Author(s): No creator set

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Building a Business: Managing people, managing teams
The fifth in the 2009/10 Building a Business lecture series on how manage people and teams in a start-up. Building a Business is a nine week evening lecture course of basic business skills. The course covers good business practice with a focus on science entrepreneurship. It is designed around technological enterprise but most course material is relevant to general business practice.
Author(s): Tim Cook

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Acknowledgements
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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References
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Summary
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Relationships in your organisation
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Activity 8
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Wace Burgess: the importance of managing relationships
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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2.2 An integrated perspective on relationship management: the six markets model
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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2.1 Managing relationships
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Is M&S market led?
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Marks and Spencer: a case study
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Dominating the market
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Narrowing the focus
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Choosing customers
Marketing means different things to different people. How do you decide who to aim a campaign at? If you already have a background in marketing, this unit will improve your understanding of market orientation and (going to market). It also assesses the importance of managing key internal and external relationships.
Author(s): The Open University

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Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University