Qualitative Analysis Report

Student: B00124229

Module Description: Business Research

Module Code: BUSN09050

Submission Date: 21 March 2016

Word Count: 1921

Contents page Page 3 Introduction

What is Thematical Analysis What is Qualitative Analysis

Pages 3 – 4 Qualitative Research Design Page 4 Effective Qualitative Research

Strengths and Weaknesses Thematical Analysis Organisation

Page 5 Human Resources External Threats Future Developments

Pages 5 - 6 Outcomes Page 7 Appendix 1 – A model for Qualitative Research Design Pages 8 – 12 Appendix 2 – Interview Transcript Pages 13 - 15 Appendix 3 - Tables of thematical analytical and coding Page 15 Appendix 4 – Table of Organisation Coding Page 16 Appendix 5 – Table of further breakdown of Organisation coding Page 17 Appendix 6 – Human Resource Coding Table

Appendix 7 – Further Breakdown of Human Resource Coding Page 18 Appendix 8 – Table of external Threats coding

Appendix 9 – Further Breakdown of External Threats Page 19 Appendix 10 – Future development coding table

Appendix 11 – Further Breakdown of Future Development Page 20 Appendix 12 – Thematical Map Pages 21 Bibliography

IntroductionThe report has been requested to analyse qualitative analysis and will feature a definition of qualitative research, the features of qualitative analysis and what types of the strengths and weaknesses of the qualitative analysis. Providing a varied usage of analytical material, journals and books of which the writer has used to ascertain the information provided in the report. In this report the has been requested to report on an interview which was conducted with an academic within the UWS, the report will contain thematical analysis in regards to this interview allowing the writer to analyse as to any recurring themes that run throughout the interview (appendix 3). In the transcribed interview the writer has identified 4 recurring themes which the writer has then split into sub-sections which the research data. The themes identified are organisation, human resources, external threats and future development. These have further been broken down and can been found in the appendix section.

What is Thematical Analysis? Thematical analysis is a process on which the researcher will use a method in which to identify and analyse any patterns within a transcript (Braun and Clarke 2006 page 609). (Braun and Clarke 2006) have advised 6 phases to follow when allocating this process to research, firstly reading the transcribed data and taking note of initial thought aspects, then reread and catching anything that may not have been selected first time round, starting generation of codes is usually the second step, then starting to search for themes and allocating as appropriate. The next step would be to analyse the themes depicted and then name the themes as appropriate to the research data being requested and finally to write up a report

What is Qualitative Analysis?(Flick 2009) has advised that "qualitative research is not based on a unified theory or methodological approach but can adopt various theoretical stances” these can and often do include interviews, questionnaires and document analysis whether that be in the form of a case study or previous interviews, questionnaires or journals written on a topic.

Qualitative analysis provides a naturalistic approach to research as allows for the thoughts and feelings of the person involved in the research to be analysed as well. (Charmaz 1995) states it “incorporates the persons motivation, emotions and prejudices” thus being said it does allow for the study of phenomenon which little is known or to gain new perspectives on issues as advised by (Corbin and Strauss 1990)

Qualitative research design The process for qualitative research should contain some forward planning see appendix 1. This is the integrated approached as advised by joseph a Maxwell, in this approach he believes that the goals should be clearly defined, what exactly are you looking to clarify and what should the results matter. After this step the conceptual framework should be thought about, these may include previous studies undertaken, understanding of the issues involved, literature may be required. Developing the research questions to be able to draw out the elements of the answers which most reflect the goals you wish to obtain. Choosing the method in which you study will take whether this is going for example grounded theory which is often described as school of thought. Validity is the

final stage in this example of design this is where the information secured is back up with the research and date collected.

Effective qualitative research Effective qualitative research should contain the method in which the research has chosen to acquire the answers to the information required, whether this is going in a naturalistic route to gain this information for example data collection most likely to be from case studies which tends to study a person or institution (Stake 1994) or ethnography which will investigate specific phenomenon using a small number of cases (Atkinson and Hammersley 2004) or whether you will use progressive route which can include grounded theory data collection which interplay between analysis and data collection to gain insight (Strauss and Corbin 1994)

Strengths and weaknessesAn ethical approach is to be adhered to s that the responders are more likely to participate as they are aware of what their responses are to be used for if not this can be become a weakness and may invalidate the information

Validity of the information at the time of gathering may differ from what is actually required by the research project undertaken or may not be relevant or reliable at this time.

(A Bryman 2012) advises that content analysis includes multiple factors which aid in the research and can be applied to a wide range of phenomena. Whereas (Scott 1990) feels that the information ascertained can only be reliable as the document it’s being researched on.

Thematical AnalysisIn this thematical analysis there is four themes which have been addressed in regards to this theme, this has then been divided into several subthemes which has been shown in appendix 3 for the interview which shows the writers thoughts at the time of reading the transcribed interview and appendix 3 has a table showing the full thematical coding. Thematical map is appendix 12

Organisation (see appendix 4 and 5)Types of organisations can include public, private and non-profit. All of which have their own commercialised assets or resources whether they are providing a service or manufacturing goods, thus allowing different cultures to be sustained within. The structure of the companies depends solely on the management and this is when strategic management of the objectives and the goals set for the company and of the people in the company can and inevitably will come into play allowing the resources to be allocated at the most appropriate stage of the process for your service allows for the company to derive satisfaction that all the needs and requirements are constantly sustained allowing for the development of the product or service but also allowing for the development of the people within the organisation and evolution of the organisation to be a continual process. “Interaction between the people within the organisation towards achieving their organisational goals” and “If we look a little closer we then see the objectives or goals of the organisation”. This allows sourcing and opportunities, risks that may lead to a transformation of industries over a period of time (Chau, V.S. and Witcher, B.J. 2014)

Human Resources (see Appendix 6 and 7)human resources have to play in the organisational trends and future and thus being said although managers of a company have the biggest role to play in the decision making process their decisions will be based on some factors which can only be provided with human resources requirements being adequately sustained. The hiring of staff with the skillsets required to fulfil the companies’ objectives and goals is extremely crucial and ensuring the people within the company have a good working environment and their needs and that of the company are met. Skills development being first and foremost priority ensuring that the resources required are always available.

External Threats (see Appendix 8 and 9)

Although an organisation can have internal threats, the main risk for any organisation is external, whether this be through a crises such as natural disasters, pandemic disease all of which can have effect on environmental stability and thus causing economic instability, in severe instances this can cause economic recession and global effect on financial markets. Human factors plays major role whether this be terrorist attacks which can cause major upheaval and disruptions, human error can also be a threat internally but also externally as this can cause environmental issues along the way. So in this way the technology of the company has been highlighted and the need to develop systems within the organisation that capable of adapting and overcoming any issues that may arise and to help prevent has issues which arise due to equipment failure. Environmental issues have to be taken into concept as these have become more prevalent the company needs to start thinking green also need to ascertain the effects that they have on the world as whole

Future development (see Appendix 10 and 11)Future development can be split into three sections firstly education which is helping to develop the skill already acquired, helping to obtain skills required and this is where universities come into their own as they aid graduates to aware and have understanding of people aiding them to beneficial to the organisation to remain competitive and successful in the business environment, the development within the organisation is imperative learning that continual development and improving of the skills and services provided will enable the company to be a fore runner in the business market allowing them to remain in a positon of strength

OutcomesThere are four main themes recurring throughout the interview, these include organisation, human resources external threats and future development when it comes to organisational management

and human resources both work closely in conjunction with each other organisational managers are primarily to ensure the goals and the objectives get met and human resource is to ensure the personnel required is in place to get his obtained. Organisational managers roles also include risk management as there are several factors both internal and external which can affect the structure of the company, management should have a contingency plan in place in which to deal with external factors and this is now covered under BS25999 Code of Practice and Specification for Business Continuity Management (BSI, 2005, 2006), Herbane, B. (2010). Business continuity management is disaster recovery plan providing a timeline of a crisis (Fink 1986) has advised this to be in three stages pre – crisis, Tran’s - crisis and post - crisis. Adhering to the plan organisations have seen where they are before, took in potential risks and how to rectify after a situation has arisen. Swanson’s (1999, 2003) advises ‘Organizations are human-made entities that rely on human expertise in order to establish and achieve their goals’ whereas this is described differently by (Korpiaho et al., 2007) as human resources will select to develop their managers through diverse educational programmes. the main aspect whether it be in relation to the organisation, human resources or the future development is the people involved, this is because the people whom will decide on the product or service, it will the internal people whom will strive to reach the goals and objectives of the company and its all the people involved that will maintain the skills required to do this offering benefits to the customer but also to the employee as they are shown the benefits of meeting the targeted goals. The original tern of human resource development was mainly dealing with technical and vocational education whether this is training of employees or managers. At this point is when higher education comes into play, where managers and staff can be assessed to see if the skills are sufficient enough and if this is found to be lacking can go back through further education. Higher and further education facilities have enhanced this opportunity for the business world as they are constantly evolving their courses in the business department in which any person undertaking the course is evolving the skills that they have and learn new skills which will both be beneficial to themselves in the role they are presently in and any future roles they wish to undertake. This is giving the organisation a competitive edge as they have employees whose skills have been obtained with the foresight of further education schools to have kept abreast of the ever changing business market.

Appendix 1

(https://books.google.co.uk/books?hl=en&lr=&id=DFZc28cayiUC&oi=fnd&pg=PR1&dq=qualitative+research+design+an+interactive+approach&ots=LJyG7GsO7k&sig=CJI2-UMsbdVPOeJPNSmWUmVEGp4#v=onepage&q&f=tru)

Appendix 2

Interview Transcript: Interview with a UWS Academic

As part of a larger research project related to future business developments, a researcher

(interviewer SI) has conducted an interview with an academic (AL) within the UWS School of

Business and Enterprise.

Research aim:

Explore the current thinking and future trends within the area of business and operations

management.

Interview conducted: January 2015

Location: UWS School of Business and Enterprise, Paisley Campus

Interview

SI: Good morning. Hope all is well with you? I was hoping we would be able to discuss any

areas that you believe are important or will be important in the future.

AL: Morning. I’m well thanks. That would be great. The area of business and management

in

General has really gone through a lot of developments and changes. And as a result a huge

variety of disciplines and subject areas have emerged. I’m more than happy to discuss these

with you.

SI: Has the way we look at organisations changed?

AL: It has and it continues to. That’s the really exciting thing. Organisations aren’t static;

they are continually developing and evolving. And so is our understanding of them. If you

look at the environment in which organisations operates – the business environment, market

or sector – these are also continually developing and changing.

Fundamentally, the underlying objective of an organisation is to learn, expand and ensure

sustainability of business practices. Instead of viewing an organisation as a mechanical

machine designed to deliver profits, a more compelling perspective it to view organisations

as a system. Continually developing, expanding and growing.

There are many different types of organisations which are all set up to serve a number of

different purposes and fulfil a number of different roles or activities. For example, you have

private enterprises or public sector organisations. Then there are also non -profit companies.

Organisations come in all shapes and sizes. Across these organisations there are also

different cultures and different ways of doing things. If we expand this globally, that just

grows and grows. But if we look at organisations in general, we see three things. Firstly, we

see people. If we look a little closer, we then see the objectives or goals of the organisation.

What they are trying to achieve or build. And then we see the structure of the organisation.

And all of these elements influence the way in which the organisation operates. There is

interaction between the people within the organisation towards achieving their organisational

goals. And then you have a structure which sits over or around that to ensure that people’s

efforts are channelled towards effectively achieving and hopefully exceeding those goals.

Central within any organisation are the people. The human resource provides an

organisation with the ability, the know-how, the ideas that it needs. They create the

momentum within organisation. Within that, the effective management of people is critical to

any organisations success. Human Resource management involves or influences every

aspect of an organisation. HR involves all the decisions and practices that influence the

people that work for an organisation. So we need to understand the role of a person, what

they will be doing in their job, their role, and also recognise their needs. So providing good

working conditions, developing their skills, and proving benefits and opportunities goes hand

in hand with that.

There are also in the success of an organisation. Looking at the organisational stakeholders

gives us an insight into which individuals or groups have an interest in an organisation and

also who is affected by the goals, operations, behaviour of that organisation. Stakeholders

have a wide variety of interests, employees, consumers, communities, the environment,

governments or even other organisations and businesses, could all be influenced by a

particular company. So understanding the way in which organisations operate is really

important.

SI: Why is understanding the way organisations function important?

If we can understand the way in which organisations work, or any system really, if we can

understand the way things operate we can then look for ways to improve it, development it

and design it.

For example, we can look at organisations and the resources that they have, and this can

provide several insights into organisations and the way they operate. Within this resource

based view, organisations are viewed as a collection of resources. So this allows us to look

at organisations as and grouping of several different components or elements. It is this

collection of resources that enables an organisation to achieve a competitive advantage.

This extends to not only an organisation’s resources but all across the organisation and the

world that it operates in.

We can look at organisational resources as the available and useful elements that enable an

organisation to detect and respond to market opportunities and threats. An organisation’s

resources can then be thought of as an asset or input into things like production, marketing

or whatever, while an organisations capability refers to the ability to perform a coordinated

set of activities and utilise any resources it has to achieve the desired results. This could be

things like meeting objectives, growing market share or expanding into new areas. An

important element of an organisation’s ability to achieve its goals, its performance, is its

environment. Without that understanding, the organisation will struggle.

SI: Why do you think ideas like that are so important?

AL: Organisations must strive and continually adapt in order to sustain competitiveness and

remain successful. Particularly within uncertain environments. Through turbulent economic,

social and environmental periods; organisations will experience disruptions and maybe even

crises. These disruptions can pose several threats to the performance of an organisation.

Subsequently, understanding the features that allow for successful adaption is essential

within the challenging business environment in which modern organisations operate.

The structure, management and performance of an organisation is not only determined by

internal elements and structures, but organisations are also influenced by a range of external

factors.

There has been a growing amount of evidence from several large scale incidents over the

past decade that have highlighted the need to develop organisational systems capable of

adapting and overcoming complex issues. Risk for organisations, or for anything really, can

take many forms and this can be seen in many recent publicised events like the 2004 Indian

Ocean Tsunami, the Haiti and Chile Earthquakes, the recent global financial crisis. Even in

Europe there have been things like the 2010 eruption of Icelandic volcano. Natural disasters,

pandemic disease, terrorist attacks, economic recession, equipment failure and human error

can all pose both a potentially unpredictable and severe threat to the functioning of an

organisation.

SL: Are organisations more conscious of this?

AL: They are and they’re beginning to focus more on things like risk; and looking at the way

organisations deal with risk has become increasing important.

SL: Why has it become more important?

AL: Risk within a system can take many forms. Risk is about future happenings and it

extends across an organisation. If we think of an organisation as a huge system, that risk

could spread and affect several different elements. As a result of this, risk management is an

integral component of successful organisational strategy and operation. There is always

uncertainty about the future and it is this uncertainty that brings risk. This means that

organisations are subjected to a broad range of risk factors and an uncertain future. This

future and the development and evolution of an organisation is subsequently characterised

by both internal and external risks. Organisations need to understand this and then respond

to it effectively. Now that could mean looking at risk management, but also looking at

resources and capabilities.

SL: Does that extend to other areas?

AL: It does. Over the past few years, another thing that has become increasingly important

is the environment and the role that businesses play in influencing and affecting that

environment. Environmental concerns are becoming central in the way in which

organisations think. Thinking green and sustainability are really important issues. And when

we look at this we start to see different areas emerge, we have the economic factors, social

elements and then we have the environment. The world outside our windows. Understanding

the impact that we have in the world around us is central within the way we live. Whether

that is recycling, reducing our power consumption or moving to more sustainable forms of

energy. We need to take a more complete view of the influence that we and organisations

have.

SI: What role do Universities play in influencing these issues and this type of thinking?

AL: I think Universities, like UWS, are responsible for developing graduates that understand

these types of issues. Going into the workplace and being aware and understanding these

issues is

Important for our students.

SI: What are the key criteria central to recruiting business students in your University?

AL: As you may probably be aware, Business and Operations subject fields are applicable

to all aspects of human activities. Whatever you are, whether you are a Scientist, an

engineer, a Technology expert or a Social Scientist, you will have to engage in activities of

managing

your resources in your business operations, whether commercial or governmental. It

therefore explains the reason we make it essential that our business students must have

skills in literacy and numeracy. These core skills are expected to be achieved in their School

Certificate level examination results, as they form an important part of the criterial for

measuring their ability at recruitment.

SI: Talking about employability, how well are your students competitive in the job market?

AL: We take the issue of employability very seriously in our teaching and learning of

business and operations at UWS. It is the trend in colleges and universities all over Scotland

and the rest of the United Kingdom. At UWS we deliver total learning experience and

prepare our students for the future after graduation. Employability skills are fully embedded

in our Business and Operations modules and programmes. This philosophy is in line with the

current trends and that has put our students in a position of strength against competition in

the industry and the feedback from our monitoring department has been excellent.

Appendix 3

Tables of thematical analytical and coding

Direct quote Coding appliedContinually developing and evolving Future development , organisation

Organisations aren’t static organisation

Business environment, market or sector –

these are also continually developing and

changing.

organisation

Business environment, market or sector –

these are also continually developing and

changing.

Organisation, human resource

private enterprises organisation

public sector organisations organisationnon -profit companies organisationdifferent cultures Organisation, human resourcedifferent ways of doing things Organisation, human resourcepeople Organisation, human resource, future

development objectives or goals of the organisation Organisation structure of the organisation Organisation People’s efforts are channelled towards

effectively achieving and hopefully

exceeding those goals.

Human resource

The ability Human resource, future development The know-how, the ideas that it needs Human resource, future development Create the momentum Human resource Effective management of people Human resource

Involves or influences Human resource Decisions and practices Human resource Understand the role of a person Human resourceTheir job, their role and also recognise their needs

Human resource

Providing good working conditions, Human resourceDeveloping their skills Human resource, future development Proving benefits Human resource Opportunities Human resource individuals or groups organisation affected by the goals, operations, behaviour

Organisation

employees, consumers, communities, the environment, governments or even other organisations and businesses

organisation

Improve it, development it and design it. Organisation, future development

resources Organisation insights organisationsOperate. organisationsresource based view organisationscollection of resources organisationsseveral different components or elements organisationsavailable and useful elements Organisation detect and respond Organisation market opportunities and threats Organisation an asset or input Organisation production, marketing Organisation capability Organisation ability to perform a coordinated set activities and utilise any resources

Organisation

achieve the desired results Organisation meeting objectives, growing market share or expanding into new areas

Organisation

Ability to achieve its goals, its performance,

is its environment.

Organisation

strive and continually adapt Organisation future developmentSustain competitiveness Organisation future developmentRemain successful Organisation future development Uncertain environments External threats turbulent economic, social and environmental periods

External threats

disruptions External threats crises External threats large scale incidents External threats Highlighted the need to develop organisational systems capable of adapting and overcoming complex issues.

External threats

Europe there have been things like the 2010 eruption of Icelandic volcano. Natural

External threats

disasters, pandemic disease, terrorist attacks, economic recession, equipment failure and human error global financial crisis External threats Risk management organisational environment External threats influencing and affecting that environment External threats concerns are becoming central External threats Thinking green External threats important issues External threats different areas emerge External threats economic factors, social elements External threats Understanding the impact External threats recycling, reducing our power consumption or moving to more sustainable forms of energy

External threats, future development

complete view of the influence that we and organisations have

External threats, future development

developing graduates Future development aware and understanding Future development managing your resources in your business

operations

Future development

commercial or governmental Future development employability Future development

position of strength Future development

competition in the industry Future development

Appendix 4

OrganisationContinually developing and evolving different culturesBusiness environment, market or sector

these are also continually developing and

changing.

different ways of doing things

private enterprises people

public sector organisations affected by the goals, operations, behaviour

non -profit companies employees, consumers, communities, the environment, governments or even other organisations and businesses

objectives or goals of the organisation Improve it, development it and design it.

structure of the organisation resourcesOperate. Insights, Sustain competitivenessresource based view production, marketing,collection of resources capability

several different components or elements ability to perform a coordinated set activities and utilise any resources

available and useful elements achieve the desired results detect and respond - Risk management meeting objectives, growing market share

or expanding into new areas market opportunities and threats Ability to achieve its goals, its

performance, is its environment. an asset or input strive and continually adapt

Appendix 5

Organisation further breakdownStakeholders

private enterprises

public sector organisations

non -profit companies

employees, consumers, communities, the environment, governments or even other organisations and businesses

Strategic management

Continually developing and evolvingobjectives or goals of the organisationImprove it, development it and design

it.

Insights

production, marketing capabilityability to perform a coordinated set activities and utilise any resourcesachieve the desired resultsmeeting objectives, growing market share or expanding into new areasAbility to achieve its goals, its performance, is its environment.strive and continually adaptSustain competitiveness

Organisational view

structure of the organisation different culturesdifferent ways of doing things

people affected by the goals, operations, behaviour

resources, operate resource based viewcollection of resourcesseveral different components or elementsavailable and useful elementsan asset or input

Risk Assessment

Business environment, market or

sector – these are also continually

developing and changing.

detect and respondmarket opportunities and threatsRisk management

Appendix 6

Human resources

Understand the role of a personTheir job, their role and also recognise their needs

Proving benefits and Opportunities

Effective management of people

people’s efforts are channelled towards effectively achieving and hopefully exceeding those goals

Providing good working conditions

Involves or influences Decisions and practices

Appendix 7

Human Resources further breakdown

People

Providing good working conditionsUnderstand the role of a personTheir job, their role and also recognise their needsProving benefits and Opportunitiespeople’s efforts are channelled towards effectively achieving and hopefully exceeding those goals

Organisational Effects

Involves or influences Decisions and practices

Knowledge

Effective management of people

Appendix 8

External ThreatsUncertain environments environment turbulent economic, social and environmental periods

influencing and affecting that environment

disruptions concerns are becoming central crises Thinking green large scale incidents important issues Highlighted the need to develop organisational systems capable of adapting and overcoming complex issues.

different areas emerge

Europe there have been things like the 2010 eruption of Icelandic volcano. Natural disasters, pandemic disease, terrorist attacks, economic recession, equipment failure and human error

economic factors, social elements

global financial crisis Understanding the impact recycling, reducing our power consumption or moving to more sustainable forms of energy complete view of the influence that we and organisations have

Appendix 9

External Threats further breakdown

Crises

large scale incidentsEurope there have been things like the 2010 eruption of Icelandic volcano. Natural disasters, pandemic disease,

Markets

Uncertain environmentsturbulent economic, social and environmental periodseconomic recessionglobal financial crisis

Technology

highlighted the need to develop organisational systems capable of adapting and overcoming complex issuesequipment failure

Human factor

terrorist attackshuman errordisruptions

Environmental

recycling, reducing our power consumption or moving to more sustainable forms of energyThinking greenimportant issues different areas emerge

Influence

complete view of the influence that we and organisations haveinfluencing and affecting that environmentconcerns are becoming centraleconomic factors, social elementsUnderstanding the impact

Appendix 10

Future developmentContinually developing and evolving peopleThe ability strive and continually adaptThe know-how, the ideas that it needs Sustain competitivenessDeveloping their skills Remain successfulImprove it, development it and design it.

recycling, reducing our power consumption or moving to more sustainable forms of energy complete view of the influence that we and organisations have developing graduates aware and understanding managing your resources in your business operations commercial or governmental employability position of strength competition in the industry

Appendix 11

Future development further breakdownEducation

Developing their skillsdeveloping graduatesaware and understanding peoplestrive and continually adaptSustain competitivenessRemain successful

Development

Continually developing and evolvingimprove it, development it and design itrecycling, reducing our power consumption or moving to more sustainable forms of energycomplete view of the influence that we and organisations have

peoplestrive and continually adaptSustain competitivenessRemain successful

Skills

The ability, The know-how, the ideas that it needs, employability, employabilityManaging your resources in your business operations, position of strength, competition in the industry, commercial or government.

Appendix 12 Thematical Map

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