2.2.1 Model 1: African + Roman = Roman dominance and end of African traits (assimilation) This model proposes that following the Roman conquest Roman culture is introduced and dominates the previous African culture, which gradually dies out. In other words, the culture of the people of Africa was assimilated to Roman culture. In this model an African would in effect become a Roman and be so similar to a Roman that we might as well dispense with the term African and call everyone Roman. In this scenario we might imagine the importation of Roman political systems, religion, building
Learning outcomes After studying this unit you should be able to: practise identification of ‘indigenous’ identity and culture; practise identification of ‘Roman’ identity and culture; study the development of Romano-African culture.
Introduction This unit is from our archive.and it is an adapted extract from the course Culture, identity and power in the Roman empire (AA309) which is no longer in presentation. If you wish to study formally at The Open University, you may wish to explore the courses we offer in this curriculum area. This unit focuses on a detailed investigation into the archaelogy and history
Acknowledgements This unit was written by Professor Martin Clayton
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 Macmillan, London and Basingstoke for T
Introduction There is a widespread perception in the West that we live in a secular age, an age in which religion is at best an optional extra, if not a false delusion completely out of place. However, religion still arouses passion and causes controversy; it controls and transforms lives. An informed understanding of the contemporary world thus requires an appreciation of the role of religion in shaping ideas, world-views and actions that have an impact on the social as well as on the personal life of th
3.4 Variation In order to take us this far, I've had to write down a few parts and analyse them. This has clarified some points, but obscured others, the most basic of which can be stated bluntly: virtually every part in every Sundanese gamelan piece is subject to variation. Each player has, as a general rule, not a single correct part but rather a selection of equally correct options. In fact each player knows the basic structure (such as that discussed in Author(s):
3.5.1 Planning a group memory system: a framework Nothing can be stored in a computer-supported organisational memory unless it is encoded in some form. Who is going to invest the effort to encode information within an organisation? Creating a dedicated team of information librarians and knowledge managers is certainly one route, perhaps necessary for long-term maintenance of a large repository, just as librarians are needed to manage traditional libraries. But such a team cannot be experts in all aspects of the organisation's activiti
3.3.1 Metaphors for organisational memory systems Section 2 argued for a model of knowledge deriving from the situated interpretation of abstract representations. There is an active process by which different interpretations may result from a given information source. This is in contrast to the popular notion that knowledge can be unproblematically encoded and digitally stored and accessed. Bannon and Kuutti (1996) argue that the term ‘organizational memory’ is widely used to mean a repository based on an implicit ‘memory as bin
2.5 Design implications The difficulties just described have very practical implications when it comes to designing technologies. Consider the following quotations: in selecting any representation we are in the very same act unavoidably making a set of decisions about how and what to see in the world … a knowledge representation is a set of ontological commitments. It is unavoidably so because of the inevitable imperfections of 6 Conclusion We have covered a lot of ground in this unit – yet, at one level, the message is simple: knowledge involves knowers – people – who learn how to think and act in the here-and-now of specific contexts. Practice situated in specific contexts is rarely if ever idiosyncratic, utterly individualistic or random. Rather, it is shaped by past practice. Informal and explicit formal rules – the institutional ‘rules of the game’ (North, 1990) – enable and constrain particular activit 3.1 Interconnectedness In making sense of the stretch from the here-and-now to the wider context, social science has often seized on distinct levels: the micro – dealing with things that happen in organisations, for instance – and the macro or national level. Explanations are often generated at either the micro or the macro level and critical connections between the two are ignored (Flyvbjerg, 2001, p. 138). Arguably, increased talk about globalisation provides a convenient label for things that g 1.1 The wider context This unit explores the management of local knowledge-generating practices with regard to their wider contexts. Although these local practices might be considered in terms of individuals acting and thinking as if they were autonomous, independent agents interacting with other agents, such practices are simultaneously shaped by shared skills and understandings. As Karl Marx pointed out, when the hero of Daniel Defoe's (1660–1731) novel Robinson Crusoe (Defoe, 1994, first published in 1 Learning outcomes After studying this unit you should be capable of thinking critically about and be able to comment on: processes by which local practices are situated within their wider contexts; dimensions of globalisation; the nature and significance of institutional rules of practice; some differences between managing knowledge-generating practices in Anglo-American, Japanese and Chinese contexts; implications of managing through mu References 5.3 Wace Burgess: the importance of managing relationships The case study below illustrates the importance of managing relationships. Read the case study, then answer the questions that follow it. Wace Burgess is a member of the Wace Group, a company in the pre-press 3.4 We know what's best for you: high-credence services The professional's knowledge and experience adds value to the services provided by lawyers and accountants. These types of service are classed as high-credence services. Credence means trust. A lawyer has ‘credentials’ to handle your case – their qualifications are written evidence of trustworthiness and authority. High-credence services are found in both the commercial and the non-profit sectors. Services are mainly, by their very nature, intangible, so customers have diff 3.2 Who is the customer?
Customers are people who buy our products and services, and may or may not use them. The key to defining these people as ‘customers’ is that each engages in an exchange relationship that adds value to the organisation providing the product or service. Consumers do not give any value to organisations – there is no exchange relationship. They use products and services, but do not buy them. Introduction This unit is divided into two sections: ‘Understanding market orientation’ and ‘Managing a market-led organisation’. In Section 1 ‘Understanding market orientation’ sets out different approaches to marketing. I argue that marketing should not be the property of just the marketing department but an organisation-wide philosophy that centres on satisfying customers. The way in which marketing ideas can be applied to non-profit organisations is also discussed. In Section 2 ‘Ma 5.4.1 Introduction and Starting In a panel interview one member will need to take the chair; this person will then be responsible for initiating, controlling and closing the interview. It is also the role of the chair to link and control the contributions of the panel members. If you are the chair, you should always introduce the panel members to the candidate and explain how the interview will be conducted. A relaxed and skilful lead interviewer will then continue to establish and maintain rapport throughout the exch 4.5 Person specification Once the job and organisational analyses and the job description have been completed (see Figure 1), the next stage is to write a specification of the kind of person needed to fill the job you have just described. It is important to be as precise as possible about the skills, knowledge, qualifications and at
Case study: Wace Burgess
Background
