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Introduction

Historians on both sides of the Atlantic have argued that the empire was not an issue of popular interest in the late nineteenth-century Britain and the United States. This unit examines some of the evidence available to assess the truth of this claim. More broadly, the unit raises questions related to evidence: is it possible to discover what ‘ordinary’ people thought about expansionism?

‘I couldn't give a damn’; ‘I don't know anything about politics’; ‘Why don't they lea
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Acknowledgements

This unit was written by Dr Marion Bowman and Dr Susan Mumm

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Grateful acknowledgement is made to the following sources for per
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1.10 Religion and the individual

How formal or informal, how personal or impersonal, how loose or how tight, how casual or demanding the religious community is will depend on the form of religion, the extent to which it is enforced and the level of the individual's commitment to it. It is worth remembering that just as people have certain expectations of religion, religions tend to have certain expectations of adherents. The sociologists Rodney Stark and Charles Glock (1968) have argued that although religious organizations
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1.8 Religion and spirituality

A good example of polysemy can be found in the different ways in which people regard the terms ‘religion’ and ‘spirituality’, and this is the subject of the first exercise below.

Exercise

Give some thought for a moment to
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1.1 What are the issues?

Some themes recur when we start to think about religion. These include issues of continuity and change, representation, differing perspectives, authority, community and identity. In this unit we start to consider some of them in detail.

The full list of themes and issues considered in this section are:

  • Continuity and change

  • Representation

  • The Victoria and Albert Museum 'Sacred Spaces' exhibition of 2000


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4.1 What is a composition?

We are used, in Western art music, to being able to identify a piece of music and its composer. The ‘piece’ is represented by the written notation; it can be realised in somewhat different ways in different performances. One of the problems we have in applying our concepts of composition to the music of other cultures is that it is not always easy the identify a ‘piece’ of music (an item of repertoire), as distinct from a particular performance.

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3.3 The musicians at work

3.1 An introduction to gamelan music

The previous section introduced you to a music tradition which places great demands on the inventiveness and virtuosity of a single individual. Although this individual is supported by accompanists, it is to a large extent a soloistic music. We will now move on to a very different kind of music, in a tradition which places more emphasis on group interaction and ensemble playing. This is gamelan music of Sunda, an area comprising roughly the western third of the island of Java, in Indon
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2.1 An introduction to khyal singing

I now want to move on to explore the first of two case studies of non-Western music-traditions: North Indian art music, also known as Hindustani music. (There are two major art music traditions in South Asia; the other is known as South Indian or Carnatic.) In this section I will take you through a performance of music from this tradition and consider some of the questions posed by Author(s): The Open University

1.6 Summary

You may find it useful to go over the main points of the first section again.

  1. We in the West generally recognise two different concepts of musical creation, namely composition and improvisation. Composition is widely characterised as a relatively lengthy process involving the use of notation; improvisation involves the spontaneous generation of music without notation. The distinction can be useful when applied to our own art music tradition.


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Learning outcomes

By the end of this unit you should:

  • be able to discuss different perspectives on the creation of music, in particular, composition and improvisation;

  • have an understanding of the basic principles underlying North Indian art music;

  • have an understanding of the basic principles underlying Sundanese gamelan music.


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1.1 Policy delivery

The question of policy delivery seems to be growing in importance. So, for example, the Blair governments in the UK were, from the outset, preoccupied with ‘delivery, delivery, delivery’ as ministers and prime minister grew increasingly frustrated with what was often viewed as the intransigence of public service professionals. The constant cycle of change, in which new policies and initiatives were introduced in rapid succession, producing what critics described as ‘policy overload’ o
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Learning outcomes

After studying this unit you should be able to:

  • understand the value of modelling the public policy – action relationship;

  • explain the mechanical, organic, cultural and political models of the policy – action relationship.


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5.2 Institutionalising French bread

The context-specific nature of rationality is such that, as we have just indicated, many insider norms are not apparent to outsiders. From the point of view of an organisation, the institutional rules of practice that prevail in any given context enable and constrain the dimensions of viable practice. Managers who try to do things that violate accepted norms about practices that insiders judge to be sacred or profane tend to encounter resistance. The capacity to achieve a difference – the p
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5.1 Decision making

Decision making is understood as management's main task. Usually, the model of decision making is described as a perfectly well-organised, rational and logical process. First, the problem is defined. Second, all the relevant information that leads to an optimal solution is collected. Third, reviewing the data, management (perhaps with the help of technocratic ‘experts’) develops several possible solutions. Fourth, evaluating the possible solutions carefully, management makes a decision re
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3.3.2 China

When the medieval Italian traveller, Marco Polo (1254–1324), returned from China, he shocked Europeans with the news that the Chinese used not metal but paper money; indeed, European resistance to representative money based on paper notes stretched into the nineteenth century (de Soto, 2000, p. 222). While China might have had a few centuries away from the global limelight, it is currently staging the biggest economic boom in the history of the planet. In common with Japan, China runs a sub
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1.2 Aims

The aims of this unit are:

  • to explore the processes that link local practices to global contexts;

  • to identify key dimensions of globalisation and explore its implications for knowing how to ‘do things’ in a variety of contexts;

  • to compare approaches to managing and organising, based on universally applicable principles, with context-specific rationalities;

  • to illustrate how viable interpretations
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4.3.2 Operational excellence

Companies that pursue this [value discipline] are not primarily product or service innovators, nor do they cultivate a deep one-to-one relationship with their customers. Instead, operationally excellent companies provide middle-of-the-market products at the best price with the least inconvenience. Their proposition to customers is simple: low price and hassle-free service.

(Treacy and Wiersema, 1996)


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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
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4.10 Shortlisting

It is common to shortlist up to six applicants per position, but the exact number may reflect the time you have available for interviewing and the strength of the applicants. The important point is to ensure that as far as possible you finish up with the best possible candidates on the shortlist. This can best be achieved by approaching the task systematically. In other words, the systematic use of criteria as detailed in the job specification should be preferred to reliance on intuition. It
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