Learning outcomes By the end of this unit you should: be able to discuss basic philosopohical questions concerning the nature of emotions; be able to discuss some of the philosophical literature on this subject by William James; have enhanced your ability to understand problems concerning the nature of emotions and to discuss them in a philosophical way.
2.1 The provinces Controlling and governing the provinces was a substantial part of an emperor's remit. Here you will consider different ways in which the emperor had contact with his provincial subjects. You will work through some sections from books by Goodman and Lewis, and Reinhold and watch a short video sequence. 2.7 Reconsideration of the models and their suitability Now that we have studied a variety of sources of evidence from Africa, it is possible to reconsider how well our four models of cultural interaction fit the evidence. 3.6 Conclusion I asked the question at the beginning of this section on Sundanese gamelan music: how is it possible for a group of musicians to play highly complex music, in a cohesive manner, without the use of notation and without having to memorise impossibly large amounts of music? My answer came in a number of stages. Rather than reading, or memorising vast amounts of music, the musicians memorise the simple frameworks of pieces (the Javanese term for this, bal Acknowledgements Prepared for the Course Team by Simon Buckingham Shum Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Tables 3.1 and 4.1 Technologies and meta-knowledge Meta-knowledge is knowledge about knowledge; for example, ‘I know that I know my age’. Meta-knowledge is crucial for managing our own learning and knowledge. For instance, I need to be able to recognise that I am lacking information before I will go and seek it out. Not surprisingly, meta-knowledge is also crucial to organisational knowledge management. How can an organisation coordinate its activities or learn from the experiences of its members if it has no idea of what it 4.2 Bureaucracy Bureaucracy as a concept has had an interesting career: it begins in France in the eighteenth century. By the nineteenth century, the German state constructed by its first Chancellor, Bismarck, was a model bureaucracy in both its armed forces and civil administration. Weber (1978) realised that the creation of the modern state of Germany had only been possible because of the development of a disciplined state bureaucracy and a bureaucratised standing army – innovations pioneered in Prussia 2.5 Clusters A striking contradiction of the internet revolution is that, although cyberspace allows firms to be located anywhere, they still seem to cluster together in global cities such as New York, London and Sydney (Castells, 2001). Four years after publishing a book proclaiming The Death of Distance, Frances Cairncross noted in the book's second edition that, ‘Economists, most of whom have long ignored or despised economic geography, are now taking a fresh interest in it’ and, after revie 2.2 Standardised products While Theodore Levitt's (1983) classic article about the globalisation of markets accepted that there are fundamental disparities across different local contexts that have to be accommodated (for example, Japan's auto exporters had to adjust to the fact that the USA and continental Europe, unlike Japan, drive on the right), he argued that there was an underlying uniformity in human tastes. Levitt's vision of the globalisation of markets was that it created opportunities for firms to offer glo 5.2 An integrated perspective on relationship management: the six markets model Christopher et al. (1991) developed a complementary model to Piercy's. Based on the idea of stakeholders, the ‘six market model’ of relationship management works equally well in either a commercial or non-profit setting. I have combined the Piercy and Christopher et al. models in the following table to illustrate some of the critical issues in the key relationships that organisations need to address. 4.11 References References can be useful, but they do have some limitations: no one would supply the name of a referee who was likely to give a bad reference. However, it is always a good idea to request them of the candidates who have been shortlisted (but, as we have already said, bear in mind that some candidates may not want their employers approached until they have actually been offered a job). It is helpful for referees if you enclose all the information sent out to the prospective candidate and point 3.3 Managing conflict Conflict can emerge when a project is thought to be absorbing scarce resources or shifting the balance of power. The schedule for project meetings provides a framework for communication while the project is in progress. Meetings with team members on a one-to-one basis, in addition to group meetings, will help them to feel supported and could be an opportunity to provide coaching when necessary. 2.3 Interdependency of systems The control system approach to project control provides a simple overview of the process of planning, measuring against the plan and taking action to bring things back into line if necessary. This suggests that events will move in a fairly linear way. Life is messier than this, however, and every time that something happens it will have an impact on everything else around it – so the interdependency of systems is important to consider. 4.1 Introduction Greenley and Foxall (1998) emphasise that the marketing literature typically focuses on only two stakeholder groups (consumers and competitors), arguing that this should be extended to include other key stakeholders. Freeman (1984) highlights the interdependence of organisations and their stakeholders, i.e. ‘any group or individual who can affect or is affected by the achievement of the organisation's objectives’ (p. 46). This definition emphasises the wide range of individuals, groups an 3.3 The importance of understanding motivation Personal characteristics in Figure 1 combine both psychological and personal factors. Two important factors which drive behaviour are motivation and attitudes. MacFadyen et al. (1998) (see Author(s): 3.2 Maturity The maturity of an investment is the date when the investor is contractually entitled to demand repayment of the investment and the associated return. Some investments (such as company shares, as discussed in Section 3.1) actually have no contractual maturity. Others – such as demand deposits at banks – are subject to contractual repayment 3.2 The project plan Although there are many approaches to planning a project, there are seven elements that are normally included in a project plan: a work breakdown structure to show separate tasks and activities; the team structure and responsibilities of key people; an estimate of effort and duration for each task; a schedule to show the sequence and timing of activities; details of resources to be al 1 The planning phase Once the project brief has been agreed by the project sponsors and approved by the main stakeholders, you can move into the detailed planning phase. The project plan can become a working tool that helps to keep the project team focused on the project's tasks and activities and points them towards completion. It enables managers to keep track of resources, time and progress towards achieving objectives. All projects are different and the planning for each will be different. The difficult 4.2 P is for Presentation By presentation, we mean, the way in which the information is communicated. You might want to ask yourself: Is the language clear and easy to understand? Is the information clearly laid out so that it is easy to read? Are the fonts large enough and clear? Are the colours effective? (e.g. white or yellow on black can be difficult to read) If there are graphics or photos, do they help 3.10 Summary There is a lot of information available on business and management via the internet. Try the activity below to start exploring what is available. Use the Author(s):
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