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Products, services and branding
In this free course, Products, services and branding, you will find out about how organisations manage their products and services. This will include learning about how new products are developed and how the existing portfolio of offerings is managed. The particular characteristics of service products will be explained so that you can understand the impact that these features have on how services are managed. Author(s): Creator not set

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How to frame a business case
This free course, How to frame a business case, looks at reading strategies which help you to frame a business case. In particular, you will learn how to use key business concepts to analyse a business situation. First published on Mon, 03 Apr 2017 as Author(s): Creator not set

Introduction

Awareness of our own and others’ interpersonal skills can help us enormously in dealing with the work tasks we are responsible for, both in terms of management and also many other aspects of working and non-working life.

In this free course, The importance of interpersonal skills, you will consider the fundamentals of good communication. You will consider how the content, language and medium of the message you are communicating, as well as the relationship you have with the per
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Understanding operations management
Operations management is one of the central functions of all organisations. This free course, Understanding operations management, will provide you with a basic framework for understanding this function, whether producing goods or services or in the private, public or voluntary sectors. In addition, this OpenLearn course discusses the role of operations managers and the importance of focusing on suppliers and customers. Author(s): Creator not set

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Entrepreneurial behaviour
Have you ever wanted to start your own business? This free course, Entrepreneurial behaviour, will give you the opportunity to consider and reflect on the personal aspects involved in transforming an innovative idea into an entrepreneurial product. You will also learn how to identify the requirements for building an appropriate entrepreneurial team.
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Creativity and innovation
This free course offers an introduction to factors that are important in creativity and innovation at work. It addresses different ideas about the cause of creativity and some key approaches to innovation in organisations. First published on Mon, 26 Jun 2017 as Creativity
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What is strategy?
Thinking about strategy generates many controversial questions. This free course, What is strategy?, focuses on practitioner views of strategy. You will learn about application of its major theoretical advances in professional life. The course provides definitions of the concept of strategy and strategy-related vocabulary and examines Mintzberg's five Ps framework. First pu
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Seeing institutions in different ways
To help you to understand the complexity of institutional development, this free course, Seeing institutions in different ways, will present institutions in three key ways: as rules and norms, as meanings and values and as big players. The rules govern social life and the norms establish how people should behave, while institutional development is about changing the rules. Meanings help people make sense of their lives and values indicate what is good or bad, while institutional development brin
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Introduction

Campaigning organisations, whatever their size or orientation, are intent on achieving change in the behaviour or attitudes of their target groups. But if you have ever tried working to achieve change in this way, you will probably know that getting the results you want from campaigning can be difficult. It is all too easy to get sidetracked, or run out of energy and resources, before the objective has been achieved. And the decision to campaign on a particular issue can expose tensions and c
Author(s): The Open University

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Managing my financial journey
This free course, Managing my financial journey, explores the history of the financial services industry in the UK and its transformation following the global financial crisis. The institutional landscape following the crisis, recent developments to financial products and the regulation of the industry are examined. First published on Mon, 26 Jun 2017 as
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Introduction to operations management
This free course, Introduction to operations management, will introduce you to the role of operations management in organisations, and gives you the opportunity to understand what an operations manager does. It looks at how the role might influence the short- and long-term success of the organisation. It is important to develop a clear understanding of the impact of good and bad operations management practice on the performance of an organisation as a whole. Author(s): Creator not set

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Financial accounting and reporting
This free course, Financial accounting and reporting, discusses how accountants act as processors and purveyors of information for decision making and the needs of those who use accounting information. It also looks at the role performed by accountants and notes the need to be aware of relevant regulatory and conceptual frameworks. First published on Wed, 06 Dec 201
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1 Overview

This course 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 en
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Learning outcomes

After studying this course, you should be able to:

  • identify some fundamental dimensions of national and organisational culture

  • differentiate between various national and organisational cultures

  • discuss ways in which culture influences organisational environments

  • critically apply theories on culture to organisations and the environments in which they operate

  • demonstrate an understanding of the ways in which organisationa
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References

Connor, A. (1993) Monitoring and Evaluation Made Easy, HMSO.
Craig, S. and Jassim, H. (1995) People and Project Management for IT, McGraw-Hill.
Mae-Wan Ho (1999) ‘One bird – ten thousand treasures’, The Ecologist, October 1999, reprinted in Resurgence, No. 199, March/April 2000, p. 15.
Schlesinger, P.F
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Keep on learning

Study another free course

There are more than 800 courses on OpenLearn for you to
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Conclusion

In this course we have focused on effective management of the routine activities of a project. I began by considering what a manager can do to ensure that tasks and activities start on time. You should now be able to take the steps that are required to implement a project. Appropriate people need to be appointed to teams and to be clear about individual and group responsibilities. The accommodation and equipment must be secured, together with ensuring that the necessary resources are in place
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4.2.7 Implementing the solution

Getting agreement will not in itself ensure effective implementation. An action plan is needed, to set out exactly what each person now has to do. Your adjusted project plan (especially the critical path diagram and Gantt chart) and observation of what is happening should enable you to monitor how the recommended actions are being carried out.

In Example 8 the leader of a children and families team describes how they tackled a quality problem as part of a project to improve the process
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4.2.6 Getting agreement to the chosen solution

It is important to establish consensus as far as possible within the project team on the best solution, and to record your decision. Depending on your reporting arrangements and the severity of the problem, you may then need to prepare a formal report with recommendations for action and take it to the project sponsor(s) for agreement. Solutions have to be ‘sold’ to ensure that they are acceptable.


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