Your organisation’s values

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  • If the organisation lives up to the values expressed in its mission statement, acts in accordance with the principles derived from it and meets the standards it generates the organisation will be securing its morale and strengthening its reputation. If, on the other hand, it fails to live up to these values, it leaves itself open to charges of hypocrisy, weakness and/or ignorance from inside and outside the organisation: morale will be low and reputation shaky

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  • Implementation planning must identify who is accountable for the realisation of benefits – particularly if the stakeholders concerned are external to departments or agencies. You are encouraged to consult the relevant policy area of PM&C in developing your approach to this. Be mindful that the milestones, tracked through the CIU reporting process, will focus on outcomes and benefits, such as the expected impacts or level of user take-up, as well as the development of products, services and programmes and their roll-out.

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  • Marketing plans may be long or short, and they will vary among organisations/regions. Whatever their length of character, they are valued as a tool for effective planning and assessment of productivity. The following are some general guidelines for developing a marketing plan. Your Marketing Plan can be more comprehensive than the example but it should include at least the following chapters.

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  • This course of study explores theory and practice across a number of domains including the news media, business writing, professional presentations, communication technology, interpersonal communication, organisational communication, cross-cultural communication, and public relations. Our communication team uses a wide range of teaching strategies to inform, stimulate and develop your learning and ability.

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  • Public-sector procurement policies Some public-sector organisations are beginning to buy in goods and services to help them meet their wider aims. (For example, to boost the region’s economy or improve the steps they take towards environmental issues.) If this is the case, it may be worth looking into the ‘added value’ your bid may have to the buyer. If you can show that you have thought about the effect of your company’s involvement, and developed relevant policies, this may be looked upon favourably.

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  • Managing people effectively, so they contribute to an organisation while being able to satisfy their own needs, is vital for any organisation wanting to retain a competitive edge. With the HRM BBS you’ll look at how employees are recruited and selected, and how work is designed and measured, so an organisation can create value from its employees.

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  • Public-sector organisations are good customers. They have to be fair, honest and professional in the way they choose suppliers and in any dealings with them. Most are also long-standing, stable customers, and have to pay in good time and in line with agreed contract terms. Public-sector organisations have to pay within 30 days (or any other agreed period) of receiving a valid bill or invoice. You will find more information on this later in this guide. You may also find that trading successfully with the public sector can make your business a real option for private-sector customers.

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