References

Adams, J. (1995) Risk, London, Routledge, Taylor & Francis.
Anderson, N.R. (1992) ‘Eight decades of employment interview research: a retrospective meta-review and prospective commentary’, European Work and Organizational Psychologist, vol. 2, pp.1–32.
Bazerman, M. (1998) Judgement in Managerial Decision Making, New York, John Wiley.

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Conclusion

We hope this unit has set you thinking about how you and others make decisions. It has been a very brief and to some extent shallow introduction to some quite complex ideas. The reference list should give you some pointers to further resources which will help you explore this topic in greater depth.

Before you move on take some time for a final activity.

Activity 3

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5.6 A way of dealing with social pressures: decoupling

Organisations often deal with these social pressures by decoupling responses to these different pressures. The need to appear legitimate in the eyes of important constituencies is met by actions and practices which have a purely ceremonial character: they are done for the sake of appearances and not with any real engagement. The example in Author(s): The Open University

Learning outcomes

After studying this unit you will:

  • understand the need for organisations to acknowledge the influence of their environments and the impact that they in turn as organisations have on those environments.


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Introduction

‘Environment’ is one of the more popular words in the management lexicon, most generally understood to be referring to ‘something outside’. But common usage today often interprets the Environment (with or without the capital ‘E’) as referring to the planetary ecosystem. On that basis the Environment includes such things as global warming, the state of the ozone layer, deforestation and the means of energy generation. Organisations need to coexist with their environment, responding
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1 Economic function of the entrepreneur

Broadly, entrepreneurs have two vital roles to play in the economy (1) to introduce new ideas and (2) to energise business processes. Strictly speaking, the term entrepreneur, which derives from the French words entre (between) and prendre (to take), referred to someone who acted as an intermediary in undertaking to do something. The term was originally used to describe the activities of what today we might call an impresario, a promoter or a deal maker. The entrep
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Learning outcomes

After studying this unit you should:

  • understand the nature of entrepreneurship;

  • understand the function of the entrepreneur in the successful, commercial application of innovations;

  • confirm your entrepreneurial business idea;

  • identify personal attributes that enable best use of entrepreneurial opportunities;

  • explore entrepreneurial leadership and management style;

  • identify the requirements for building an
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References

Boddy, D. and Buchanan, D. (1992) Take the Lead: Interpersonal Skills for Project Managers, London, Prentice Hall.
Buchanan, D. and Badham, R (1999) Power, Politics and Organizational Change, London, Sage.
Deeble, S. (1999) ‘Holding hands on the brands’, The Guardian, 17 July.
Fowler, A. and Walsh, M. (1999)
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2 Why projects fail – the dimensions of failure

Unfortunately, projects are not always completely successful and the consequences of an unsuccessful project can be significant politically, financially and socially for organisations and for the people who carry out the project. Considering the key dimensions of a project (budget, time and quality) there are three obvious ways in which one might fail:

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1.3 Examples of projects

  • A project might involve establishing a new product or service, developing an existing product or service or discontinuing a product or closing a service that is no longer required.

  • A project might arise from recognition of new needs of customers or service users or from an opportunity that is expected to deliver benefits to the organisation.

  • Projects might also arise from a new organisational requirement, for example, as a
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1.2 What is expected from projects?

  • The project may be expected to deliver financial benefits to the organisation.

  • In the public sector projects are usually expected to lead to social, economic and political outcomes.

All projects are different. The level of complexity differs and the context in which a project exists will affect it. There is no single right way to manage a project. All projects have customers.

There are three key dimensions to a projec
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3 Unit summary

This unit should have given you some idea of the issues surrounding the concept of innovation, in particular the key concepts of invention and innovation, and the negative as well as the positive effects that innovations can bring. Although the business functions have been recognised in passing, you should be able to see how the functioning of an organisation can be affected by innovation. Remember that although innovation can take place within any one function of the organisation, this can
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1 Invention and innovation

The terms ‘invention’ and ‘innovation’ are sometimes used interchangeably, although the concepts are readily distinguished. As you will see here, it is helpful to make a distinction in the context of organisational analysis. First consider what you understand by the term invention.

Activity 1


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Learning outcomes

After studying this unit you should:

  • understand why and how innovation is important;

  • recognise the benefits which innovation can confer on an innovating organisation.


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Introduction

This unit will examine some of the key ideas connected with innovation in organisations. You will be introduced to some important concepts which are used to analyse innovation, in particular the distinction between innovation and invention. In exploring the theme of innovation, general links will be made to the implications for the business functions.

This material is from our archive and is an adapted extract from Understanding Business Functions (B202) which is n
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Acknowledgements

This content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence. See Terms and Conditions.

Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit:

Sally Pawlik, Careers consultant for the Open University for her autho
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6 Impressing employers

'69 per cent of employers have done voluntary work in their lifetime, with over half stating that volunteering gave them people skills which helped them get to where they are today. Half of employers say that job candidates with volunteering experience are more motivated than other candidates.'

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1.1 Introduction

'The world of volunteering has today reported a dramatic increase in the number of people looking for opportunities to volunteer. Leaders of national volunteering organisations attribute this to a rise in unemployment across the UK.'

Volunteer England, 21 April 2009
<
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Introduction

Any local newspaper describes the latest achievements of volunteers in the community: hospital fund-raising, a wildlife pond created. The advantages to the community are obvious, but this unit explores how engaging in voluntary work can enhance your employment opportunities.

It will focus mainly on how voluntary work can improve job prospects, for those actively job seeking or considering a career change. Employers are impressed by volunteering, but many volunteers don’t appreciate wh
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Acknowledgements

The content acknowledged below is Proprietary (see terms and conditions) and is used under licence.

Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit:

Table

Table 1: Eurobarometer 49, September 1998, © European Communities.

Unit Image

www.flickr.com TPCOM

All other materials included in this unit are derived from co
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