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6.3 Mailing lists and newsgroups

Mailing or discussion lists are email-based discussion groups. When you send an email to a mailing list address, it is sent automatically to all the other members of the list.

The majority of academic-related mailing lists in the UK are maintained by JISCMail  You will find details of joining these mailing lists on the JI
Author(s): The Open University

4.1 PROMPT

There is so much information available on the internet on every topic imaginable. But how do you know if it is any good? And if you find a lot more information than you really need, how do you decide what to keep and who to discard?

In this section we are going to introduce a simple checklist to help you to judge the quality of the information you find. Before we do this, spend a few minutes thinking about what is meant by information quality.

Author(s): The Open University

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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.

Activity

3.9 Choosing the right tool for the job

Before searching it is always a good idea to check what the source you have chosen covers to make sure it will unearth information that matches your search need (you will notice that all the resources we’ve covered in this guide have short descriptions to enable you to decide which to use). Some of the decision makers, depending on the context of your search might be:

  • Does it have full text?

  • Does it cover the right subject?


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Introduction

This unit looks at human healthcare concentrating on the life sciences sector. You will see the historical development of the pharmaceutical industry and examine the relevant management strategies used.

This material is from our archive and is an adapted extract from Strategic management in life sciences and healthcare (BS811) which is no longer taught by The Open University. If you want to study formally with us, you may wish to explore other courses we offer in this Author(s): The Open University

3.2 Evaluation during the planning stage

Evaluation at this stage is usually concerned with whether plans represent good value for money. It may be appropriate to evaluate inputs to the project, to ensure that their quality and quantities are sufficient to achieve the objectives. In large building projects, many specialist tasks are subcontracted. Specifications are developed, and potential contractors are invited to tender for work. The element of competition can lead to problems if some tenderers are over-anxious to win contracts.
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2.3 Closing the project

Closing a project can be quite an emotional experience for team members who have worked together for some time, particularly if close bonds have developed. The manager of a project has some obligations to staff who have worked for some time on it. Build into the plan a closure interview with each member of staff, so that their contribution can be formally recognised and recorded. Staff may need help to recognise the skills and experience that they have gained and how these have been evidenced
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3.1 The idea

Essentially, any project begins with an idea. The idea is often one about how to do something that seems to be needed. Transforming ideas into projects begins with recognising the nature of this driving force:

Projects arise in order to meet human needs. A need emerges and is recognized, and the management determines whether a need is worth fulfilling. If it is, a project is organized to satisfy the need. Thus, nee
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1.2 What is expected from projects?

  • The project may be expected to deliver financial benefits to the organisation.

  • In the public sector projects are usually expected to lead to social, economic and political outcomes.

All projects are different. The level of complexity differs and the context in which a project exists will affect it. There is no single right way to manage a project. All projects have customers.

There are three key dimensions to a projec
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Introduction

Many managers find that they are required to manage projects. In this unit we aim to help you to take an overview of the features of a project and the issues that arise in managing a project. Once you have identified a piece of work as a project, you are able to use a number of management approaches that have proven effective in managing projects. A project is a one-off, non-repeated activity or set of tasks that achieves clearly stated objectives within a time limit. Most projects are goal-o
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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 2.0 Licence

Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit:

Chris Stalker, He
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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
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Acknowledgements

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Photographs/Cartoons

Figure 1 (top right and left, bottom right): Mike Levers, Th
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Learning outcomes

After studying this unit you should:

  • understand why and how innovation is important;

  • recognise the benefits which innovation can confer on an innovating organisation.


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7 FAQs

These questions represent general issues about ‘getting started’, but they have a particular focus on special requirements, whether it’s about volunteering for particular age groups or virtual volunteering for those with a lack of regular time to commit, or problems with mobility.

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4 Getting started

Here’s a seven-point action plan to help get you started and activities to give you ideas about creating development opportunities and monitoring the progress you make.

1) Review your objectives/wish list (see Section 1). Be clear about what you want to achieve and how much time you can offer (it could be q
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1.2.2 Summary

  • The results of successive editions of the Eurobarometer show that in most EU countries only a very small percentage of people, around 5 per cent, declare having an exclusive European identity, while up to 50 per cent do not have any sense of European identity.

  • European political identity is weak and there is a great variation across states.


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1.2 Discourse as social action

Consider this first transcribed extract from the interview. Note that the numbers in brackets refer to pauses and give the length of the pause in seconds, while (.) signifies a micro-pause too small to count and .hhh indicates an audible in-breath.

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1.1 Introduction

In this reading I focus on a piece of data to introduce some of the main themes and issues in discourse research. The material I have chosen to examine has historical interest. It is a public text of some import for British society and yet it also has a curiously private and confessional aspect. I am going to look at extracts from Princess Diana's interview with Martin Bashir which was screened in 1995 on Panorama – a British news-documentary television programme.

What was stri
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