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Contemporary Issues in Finance
The complex field of finance is relevant to everybody in one way or another and is particularly relevant to all aspects of management. Representatives from Boots, De La Rue and ABN Amro offer insights into the various issues surrounding risk – what kinds of risk their companies are concerned with; how those risks are managed; their companies' differing attitudes to those risks. The album also explores developments in single currency, pension scheme deficits and corporate governance and explain
Author(s): The OpenLearn team

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Facilitating creative thinking
How do you solve your problems? This album follows two facilitators as they lead a 2-day workshop in creative problem-solving, providing a chance to adopt a new approach to the difficulties we encounter in our daily lives. Their reflections on time-keeping and good facilitation provide insight whilst the group tackle problems they’ve experienced at work, using different processes and techniques. This material forms part of The Open University course B822, Creativity, innovation and change.
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Changing the way we work
What does the future hold for our working lives? This album explores the ways in which organisations are changing; the breaking down of traditional hierarchical structures, the increasing emphasis on self-management, customer-orientated teams, the use of technology to enable more remote working and the blurring of boundaries between organisations, as they form partnerships with each other. It also asks how these changes will affect the way managers will work in the future. This material forms pa
Author(s): The OpenLearn team

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Understanding Globalisation
What do we mean when we say globalisation? Does the growth of globalisation hinder or benefit mankind? It’s a common assumption that countries globalise but in fact it’s not nations themselves but rather the Industries and companies that trade within and outside their borders. As new forms of technology emerge and organisations expand they erode traditional boundaries and in recent times there has been a rise in interconnectedness of markets across the world. In the following audio tracks Su
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Managing projects through people
The importance of managing people for the success of a project cannot be underestimated. This free course, Managing projects through people, identifies the groups and individuals whose appropriate involvement in a project is important for its success, and considers the ways in which their contribution might be maximised. First published o
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Stakeholders in marketing and finance
This free course, Stakeholders in marketing and finance, comprises two sections introducing the idea of customers and stakeholders for financial information. It also contains two activities in which learners are asked to relate the ideas discussed to their own work practice. None.
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Working in groups and teams
This free course, Working in groups and teams, explores team working from start to finish. It looks at how successful teams are created, roles within a team, the life cycle of a team, how to manage conflict within teams and evaluating team performance. First published on Wed, 22 Jun 2011 as Author(s): Creator not set

Understanding management: I'm managing thank you!
This free course, Understanding management: I'm managing thank you! provides you with a set of ideas for developing your approach to managing your own work what we might call self-management. In order to do this, we will examine some of the key processes of management decision making, such as allocating time, staff, physical and financial resources: prioritising and problem solving and monitoring performance.Author(s): Creator not set

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Understanding and managing risk
This free course, Understanding and managing risk, provides an introduction to financial risk management. The processes of risk identification, risk measurement and risk management are explored. The course then goes on to examine reputational risk and operational risk. It concludes with an examination of the subject of behavioural finance and what this can contribute to our understanding of risk taking and risk management. Author(s): Creator not set

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First steps in innovation and entrepreneurship
This free course provides you with a short introduction to innovation and entrepreneurship, clarifying some key themes and terminology and helping you to examine your own views about these important subjects. First published on Mon, 22 Aug 2016 as Author(s): Creator not set

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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1.6 Imperialism

Related to the idea of transferring regulation across borders, is the influence of colonial tradition and of trade relations. The European colonisers, notably the UK and France, transferred their accounting rules to their colonies, so that Singapore, for example, had the same rules as Cyprus and Nigeria (Walton, 1986), while Cameroon shared rules with Lebanon, Vietnam and Guadeloupe, amongst others.

Modern academic notions of ‘imperialism’ include the idea of economic domination, an
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5 Conclusions

Finally, I would like to mention some specific criticisms about Hofstede's research. There are in fact a number of criticisms that can be made, but I will confine myself to two main issues:

  1. We may not be able to generalise Hofstede's findings to other organisations because his empirical data were obtained by comparing the values of employees ‘within the subsidiaries of one large multinational corporation’ (Pugh, 2007, p. 230), even though the research
    Author(s): The Open University

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Activity 10: Critical reflections on Hofstede

Allow 60 minutes for this activity.

You have spent most of this course working with Hofstede's ideas. He is one of the pioneers of the study of national culture and its impact on organisations, and his work has been very influential.

My aim so far has been to help you understand Hofstede's cultural dimensions and to become familiar with how they can be used to analyse one of the main environments within which organisations operate. National culture is also one of the factor
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Activity 9: Go shopping with Geert Hofstede

Allow 60 minutes for this activity.

In the last few activities you have been exploring Hofstede's ideas. I now want to focus specifically on an issue which has already cropped up a couple of times. This is the impact that national culture has on organisations. One of Hofstede's main arguments is that it is important for business organisations to adapt their approaches to different national contexts.

Take the example of shopping. Income is an important influence on the thing
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Activity 7: Hofstede's way of thinking about national culture

Allow 60 minutes for this activity.

Activity 6 introduced you to Hofstede's academic writing. This activity takes this further by giving you the chance to take a closer look at what he actually said.

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Activity 3: Your own national culture

Allow 30 minutes for this activity.

So far in this course you have looked at the definitions of national and organisational culture, and the differences between them. For the rest of the course the focus will be on just one of these topics – national culture. This is because, as Activity 2
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3.1 Introduction

Communication on project work is the glue that holds everything together!

(Young 1998)

The success of a project is principally determined by its stakeholders, including sponsors and project team, and you can only know how you are doing by keeping channels of communication open. In this section, we examine briefly some of the issues involved in communicating with all people involved with the
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1.1 The transition from planning to action

In working on a project, it is sometimes difficult to make the transition from planning to action. It usually falls to the manager, as leader of the project, to make sure that activities are started; but not before it is clear who should carry out which tasks, and when. The first step for the project manager is to ensure that the plan is communicated to those who will be working on the project. It is not always safe to assume that others will understand the plan or its implications, particula
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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

Grateful acknowledgement is made to the following sources for permission to reproduce materia
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