2.2.2 Milestones Milestones are measuring points that are used in reviewing the progress of a project. Milestones can be set in different ways, to reflect different purposes. For example, milestones are often used to provide an agenda for regular meetings which review the project. These reviews should take place, weekly, monthly or quarterly, depending on the nature of the project. Another approach is to set the milestones to reflect key phases of the project. Sometimes such milestones are established i
1.5.1 Using matrices A matrix can be a useful way of organising your thinking about a topic. Suppose that you were asked: ‘How will you know when you have written a good assignment?’. Suppose as well that you thought ‘usefulness’ and ‘mark’ were the two measures by which you would judge an assignment. You could use a two-by-two matrix like the one shown in Author(s):
3.4 The importance of understanding attitudes One of the most important phenomena for a social marketer to understand is that of ‘attitudes’. Having said this, this is not a straightforward issue as there is much disagreement about the nature of attitudes, how they are formed, and how they determine our behaviour. Attitude theory research is a key focus for consumer behaviour theorists and derives from the field of psychology. There are many definitions of attitude, for example, ‘the predisposition of the individual to evalua
7.5 Materials costs There will be many categories of materials, supplies and consumables used in a project. Once again, the materials that are in constant use and easily and ‘freely’ available in an organisation might be overlooked in costing the project. For example, it is easy to assume that stationery will be available in much the same way as it is for day-to-day work. However, a project is a bounded activity, and if you are to understand the full cost of achieving the outcomes, you will need to know how
2.1 Introduction In this section we are going to review the different needs that drive the creation of corporate governance frameworks. The contingent model of regulation applies to financial reporting: the idea that equilibrium in regulation exists, but is broken by some intrusive event, often a financial scandal. This leads to a search for a revision of the rules, and a new equilibrium is worked out. This is very much a pattern that drives change in corporate governance.
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References Conclusion This free course provided an introduction to studying Business & Management. It took you through a series of exercises designed to develop your approach to study and learning at a distance and helped to improve your confidence as an independent learner. 2 The ‘business sense’ of an ethical approach Sternberg (1995: 125) argues that treating employees ethically is not an optional extra but an essential ingredient in maximising long-term value: Treating employees ethically simply means treating them with ordinary decency and distributive justice. The ethical business rewards contributions to the business objective, and is honest and fair to its staff; it avoids lying, cheating and stealing, coercion, physical v 1.2 The relationship between stakeholders and the organisation Public and voluntary sector organisations do not have the same shareholder obligations as those in the private sector. However, as the distinction between public and private sector organisations becomes blurred, there are concerns that the ethical role of public service organisations – defined as acting in the public interest through a public service ethos – is being undermined. As public service and non-profit organisations are increasingly expected to achieve targets and become more ‘ 1.1 The concept of 'social capital' Fukuyama (1995) examines the importance of civil society defined through institutions including businesses, churches, universities, and schools and uses the concept of ‘social capital’ to describe how people work together for common purposes in organisations. Fukuyama argues that shared values lead to trust, which is crucial for society and the economy to function. He quotes from the distinguished economist Kenneth Arrow with approval: Learning outcomes After studying this course, you should be able to: explain the relationship between strategy and the ethical dimension of organisational purposes. Acknowledgements Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence Course image: K2 References Keep on learning   There are more than 800 courses on OpenLearn for you to 4 Conclusion The primary thrust of this course has been to emphasise the need for all organisations to acknowledge the influence of their environments and, in turn, the impact of organisations on their context. We have argued that the commercial environment is characterised primarily by the growing trend toward globalisation. To a much greater extent than ever before we live in a global village where goods and services will be produced wherever they can be provided at the least cost. Consumers in the West 3.1 Codes of conduct One of the principles of the European Union Emissions Trading System discussed by Schultz and Williamson (2005) is that an organisation accepts responsibility for the performance of their suppliers. In an age where multinational corporations are able to reduce the production costs of their goods and services by offshoring it to whoever can meet the specification at the lowest cost, what responsibility do they have for the conditions under which production actually occurs? One of the fir Keep on learning   There are more than 800 courses on OpenLearn for you to 4.2 Personal self-evaluation You could also carry out a personal self-evaluation, to contribute to your own development as a project manager. You can develop a list of questions to evaluate your own performance: Were the project objectives achieved? Did the project stay within budget? How were problems that occurred during the project been resolved? What could you have done differently to improve the final result? What do 3.8 Following up the report The evaluation report will often contain recommendations for further actions and these may lead to new project ideas. Recommendations may relate to processes and procedures within the organisation. Project evaluation and debriefing can be a learning experience for the organisation as a whole, as well as for individuals. For example, British Petroleum gathers the lessons learnt from post-project appraisals in a series of booklets that are then used as guidance for writing project proposals. In
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