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Imagery and metaphor
How do you address problematic issues at work? This album reveals more creative ways to solve problems, other than relying on rational techniques such as brainstorming and lateral thinking. Employees at a small software company are shown how to access their unconscious minds using the power of imagery, associative thinking and metaphor, to find solutions and creative approaches to their work. Meanwhile at a Neuro-linguistic Programming seminar, participants learn to use metaphor on a deeper lev
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Social marketing
Have you ever wondered how marketing techniques have been used to promote positive social change? In a series of lively interviews, Professor Gerard Hastings of the Institute of Social Marketing, faces questions from members of ISM-Open (the Institute of Social Marketing at The Open University Business School) on issues such as the ethics of social marketing, branding and advertising, and the morality of shocking or scaring people into changing their behaviour for the better. This material fo
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Strategic view of performance
Strategic management and planning are no longer the preserve of senior executives. This free course, Strategic view of performance, looks at three different approaches to strategy before analysing the direction that strategic management may take now that it has become an accumulation of small tactical decisions rather than a top-down process. If you are interested in how a business 'ticks', this course could provide some of the answers. Author(s): Creator not set

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Introduction

This course 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 OpenLearn course provides a sample of postgraduate study in Business


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Introduction

‘Environment’ is one of the more popular words in the management lexicon, most generally understood to be referring to ‘something outside’. But common usage today often interprets the Environment (with or without the capital ‘E’) as referring to the planetary ecosystem. On that basis the Environment includes such things as global warming, the state of the ozone layer, deforestation and the means of energy generation. Organisations need to coexist with their environment, responding
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Introduction

This course looks at the management of local knowledge-generating practices. You will explore the processes that link practices to global contexts and learn to identify the key dimensions of globalisation and explore the implications for knowing how to ‘do things’ in a variety of contexts. You will go on to compare the approaches to managing and organising, based on universally applicable principles, with context-specific rationalities and look at how viable interpretations of reality mig
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Managing the European economy after the introduction of the Euro
The Euro was first adopted as a currency in 1999, but what impact has it had on the European economy? This free course, Managing the European economy after the introduction of the Euro, looks at the key developments in the economy since that date and examines the challenges of economic policy formation and governance of the EU's expanding economy. Author(s): Creator not set

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Retail marketing
This free course, Retail marketing, explores how retailers use marketing to communicate with their customers, considering definitions of retailing and consumers, the basics of communications, before moving on to look at different forms of marketing communications and advertising used by retailers. First published on Fri, 26 Feb 2016 as Author(s): Creator not set

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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Discovering development management
Discovering development management is a free course that sets out to build up the basic capacities for managing the multiple challenges of development – any development. It rests on the assumption that management is a political and ethical process, a matter of the use of power to bring about desired goals in contexts characterised by conflicts of interests, values and agendas. It is of relevance to managers in every sector, nationally and internationally. Author(s): Creator not set

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Discovering management
This free course, Discovering management, introduces you to the role of the manager. It covers management activities looking at leadership, human resources, finance, project management, change management, operations management and stakeholder management. First published on Mon, 10 Jun 2019 as Author(s): Creator not set

Management: perspective and practice
What does it mean to be a manager? Being a manager is a complex and challenging activity. This free course, Management: perspective and practice, introduces you to the role of the manager. In this OpenLearn course you’ll look at an array of activities including leadership, human resources, finance, project management, change management, operations management and stakeholder management. Author(s): Creator not set

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The business of football
Welcome to this free course, The business of football, produced by The Open University working in partnership with The English Football League Trust. If you are fascinated by football and interested in discovering more about business and management, then this engaging and stimulating course, which provides the opportunity to share and comment on your learning with others, is for you. You can progress at your own pace over 3 to 5 weeks, and it will take a minimum of around 9 hours of your time ov
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2.2 Objectives of financial reporting

The International Accounting Standards Board (IASB) has a conceptual framework that aims to set out publicly which qualities should be in the forefront of the standard-setters' minds when making accounting rules. The IASB explains that ‘the objective of financial statements is to provide information about the financial position, performance and changes in the financial position of an entity that is useful to a wide range of users in making economic decisions’ (IASC, 1989, paragraph 12). (
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1.8 Conclusion

This section has demonstrated that regulation evolves in response to a number of factors. Some of the more significant ones, such as economic development, ‘borrowed’ legislation, colonisation and imperialism and economic domination, have been discussed here. The consequence of this is that accounting regulation has evolved differently in various countries. The reasons for the diversity in accounting regulations will be considered in more detail in Author(s): The Open University

1.3 Motivating and preparing staff

Motivation is important. In resourcing the project it may be worthwhile to build in a reward system that helps to motivate. This depends on the availability of the resources to make this possible. Even if the material rewards are good, the conditions in which staff work and the relationships between them always affect performance. A project manager is often able to influence conditions and culture. The tasks allocated to staff must be realistic and achievable, and it is helpful to agree these
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1.2.1 Target dates

The overall plan will indicate the start dates for each group of activities, or each task. A useful way of focusing activities on achieving outcomes is to provide clear dates for completion of stages and of final outcomes. If there are a number of different types of team, these may start and finish tasks at different times. Where the work of one team depends on another having completed in time, there are important issues to consider. Although a good control system will provide information abo
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2.7 Multiple-cause diagrams

As a general rule, an event or outcome will have more than one cause. A multiple-cause diagram will enable you to show the causes and the ways in which they are connected. Suppose, for example, that you were asked to explain why a work group was under-performing. You could use a multiple-cause diagram both to help you to construct the explanation and to present it.

2.6.2 Cohere

Cohere is an experimental knowledge mapping tool that runs on the web, connecting you and your ideas to other learners with common interests.


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