Acknowledgements Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit: The content acknowledged below is Proprietary and used under licence (not subject to Creative Commons licence). See Terms and Conditions. These extracts are taken from DD208 © 2008 The Open University.
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Introduction This unit provides a further opportunity for you to take notes using audio visual material. Before continuing to watch the clips, please ensure that you have already worked through DD208_1. Use the advice and guidance that you learnt in DD208_1 to take notes on the video clip presented in this unit. Use the note taking techniques you learnt, and remember that your notes need to reflect what each video is showing. You need to identify the nature of the debates and the arguments and ident
Acknowledgements Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit: 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
Author(s):
4.2 Narrowing the focus Offering a unique value proposition involves designing a value-driven operating model. This is a combination of operating processes, management systems, business structures and culture that will give the organisation the ability to deliver superior value. The value-driven operating model is the means of delivering the value proposition. Organisations that are market leaders have value-driven cultures and management systems that treat all employees as ‘part-time marketersâ€
4.1 Choosing customers Think about your own organisation – or your own experiences as a customer. I'm sure you'll agree that, over the last few years, customers have become very sophisticated. They expect higher standards, lower costs, and a wide range of goods and services that are provided at their convenience. If an organisation does not provide what they want, they find one that can. Most companies have experienced changes in their markets, such as new customer demands and expectations, and new competit
3 Do all organisations need to be market oriented? As you have seen, many marketing writers maintain that to be successful all organisations (commercial and non-profit) must be market oriented and must focus their attention on adding value to their products and services to satisfy their customers’ needs. Leaving aside the word profit from the CIM's definition of marketing, at a conceptual level the process of becoming market orientated is concerned with identifying, anticipating and satisfying customers’ needs. Kotler (Drucker, 1992
6 Summary
Does the recruitment and selection process fill you with dread? Discrimination and equal opportunities legislation can make this area feel like a minefield. If you are faced with appointing a new employee, then this unit will provide a straight-forward guide to the process: from writing job descriptions to finally assessing who to appoint.
5.5.1 Drawing the interview to a close
Does the recruitment and selection process fill you with dread? Discrimination and equal opportunities legislation can make this area feel like a minefield. If you are faced with appointing a new employee, then this unit will provide a straight-forward guide to the process: from writing job descriptions to finally assessing who to appoint.
Introduction This unit is the first in the DD208 series of three units that will help you to develop your skills for learning from audio visual material.It is adapted from the course Welfare, crime and society
.You will be looking at the theme of surveillance as a multifacted, everyday practice. It is really important to bear in mind that the video clips are less concerned with surveillance in its
References 5.4.2 The main body of the interview 5.4.1 Introduction and Starting Introduction This unit is an adapted extract from the course Personal lives and social policy
(DD305) Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Author(s): 4.651 Art Since 1940 (MIT) Introduction In this unit we explore the way in which older age has been socially constructed, and focus particularly on how the identity of being an ‘old age pensioner’ (OAP) developed during the twentieth century. This unit is an adapted extract from the course Personal lives and social policy (DD305) Original Copyright © 2004 The Open References Scissors People Art
Does the recruitment and selection process fill you with dread? Discrimination and equal opportunities legislation can make this area feel like a minefield. If you are faced with appointing a new employee, then this unit will provide a straight-forward guide to the process: from writing job descriptions to finally assessing who to appoint.
Does the recruitment and selection process fill you with dread? Discrimination and equal opportunities legislation can make this area feel like a minefield. If you are faced with appointing a new employee, then this unit will provide a straight-forward guide to the process: from writing job descriptions to finally assessing who to appoint.
This subject focuses on the objects, history, context, and critical discussion surrounding art since World War II. Because of the burgeoning increase in art production, the course is necessarily selective. We will trace major developments and movements in art up to the present, primarily from the US; but we will also be looking at art from Europe, Asia, Africa, Latin America, and the Middle East, as well as art "on the margins" — art that has been overlooked by the mainstream cri
Students cut out scissors shapes drawn on paper or card, and turn them into "Scissors people" by drawing (or sticking) features, clothing, etc., on them. Suitable for students with Moderate Special Needs - senior classes, aged 13+ (or Mild Special Needs junior/middle classes).
