Data Collection and Diagnosis
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Data Collection and Diagnosis
- 1. DATA COLLECTION AND DIAGNOSIS JOY AMOR M. MANO
- 2. Strategic Analysis • assess the organization’s main activities, its objectives and the environment within which these processes are being undertaken. • Why use it? To take advantage of the path of least resistance to achieve your goal. • When to use it? When you are planning to make a change in your organization, and you need to determine the best path to take.
- 3. Strategic analysis should investigate the following • the core business purpose of the organization • the business units • the strategic position of the organization as a whole and that of the business units, examining strengths, weaknesses and competition, both current and possible • the strategic potential of the organization and the business units
- 4. Routine analysis • to examine the organization from a day-to-day operational point of view. Value chain analysis is based on the principle that organizations exist to create value for their customers. The three steps for conducting a value chain analysis are: 1. Separate the organization's operations into primary and support activities 2. Allocate cost to each activity. 3. Identify the activities that are important to customer’s satisfaction and market success.
- 5. is a term used to describe a process of Systematic gathering of data for a particular purpose from various sources, that has been systematically observed, recorded, organized Data collection
- 6. To obtain information To keep on record To make decisions about important issues, To pass information on to others PURPOSE OF DATA COLLECTION
- 7. Nature , scope & Objective of the enquiry Sources of information Availability of fund Techniques of data collection Availability of trained persons Factors to be Considered Before Collection of Data
- 8. Qualitative Deals with descriptions. Data can be observed Data can not measured e.g. –Colour of body coat, feather colour in poultry etc Quantitative Deals with numbers. Data which can be measured. e.g. –height ,weight , length of the animals TYPE OF DATA
- 9. Sources of Data External sources Internal sources Primary data Secondary data Example: Documents Creative works Interviews Man-made materials Surveys Example: Unpublished thesis and dissertations Manuscript Books Journals
- 10. Internal sources of Data o Many institutions and departments have information about their regular functions , for their own internal purposes o When those information are used in any survey is called internal sources of data. o Eg…social welfare socities. External sources of data o When information is collected from outside agencies is called external sources of data. o Such types of data are either primary or secondary. o This type of information can be collected by census or sampling method by conducting survey. Internal & External Sources of Data
- 11. Data that has been collected from first-hand- experience is known as primary data Primary data has not been changed or altered by human beings, therefore its validity is greater than secondary data Primary data has not been published yet and is more reliable, authentic and objective PRIMARY DATA
- 12. Demerits Evaluated cost Time consuming More number of resources are required Inaccurate feedback Required lot of skill with labor Targeted issued are addressed Data interpretation is better Merits High accuracy of data Greater control Address as specific research issues
- 13. Observation-: is a methodical way of recognizing & noting a fact of occurrence
- 14. Merits Subject bias eliminated Information related to current state of affairs Independent to respondent Demerits Time consuming Expensive Limited amount of information available Extraneous factors may interfere
- 15. Presenting stimuli to the respondents in the form of question & note down their oral –verbal response
- 16. Merits More accurate responses Get response from all persons Overcome resistance of respondents Response to difficult question may obtained Demerits Not suitable for More respondents Wider geographical area More time & cost Selection , training & supervision of field staff
- 17. Questionnaire method Questionnaire- is a research instrument consisting of a series of question and other prompts for the purpose of gathering information from respondent.
- 18. Merits Suitable for large population Suitable for large geographical area Less time & cost Appropriate for sensitive & personal type enquiry Demerits Difficulty in replying to the question Some question may remain unanswered Low rate of return of questionnaire Replies may be given by any one other
- 19. Secondary data are those that have already been collected by others. These are usually in journals, periodicals, research publication ,official record etc. Secondary data may be available in the published or unpublished form. When it is not possible to collect the data by primary method , the investigator go for secondary method.
- 20. EXAMPLE Books Journals/periodicals Magazines/Newspapers Published Electronic Sources e-journals General websites Weblogs
- 21. Merits Quick and cheap source of data Wider geographical area Longer orientation period Leading to find primary data Demerits No fulfill our specific research needs Poor accuracy Data are not up to date Poor accessibility in some cases
- 22. Primary data Real time data Sure about sources of data Help to give results/ finding Costly and time consuming Process Avoid biasness of response data More flexible Secondary data Past data Not sure about of sources of data Refining the problem Cheap and no time consuming process Can not know in data biasness or not Less flexible
- 23. Data collection choice • To answer that • You much first decide what your research question is • Then you need to decide what data/variables are needed to scientifically answer the question
- 24. Diagnosis • gaining an understanding of the problem • need to assess how ready the client is for change
- 25. Porter Competitive Model Intra-Industry Rivalry Strategic Business Unit Bargaining Power of Buyers Bargaining Power of Suppliers Substitute Products and Services Potential New Entrants
- 26. strength of five important forces that affect competition • 1.Supplier Power- The power of suppliers to drive up the prices of your inputs. • 2.Buyer Power - The power of your customers to drive down your prices. • 3.Competitive Rivalry - The strength of competition in the industry. • 4.The Threat of Substitution - The extent to which different products and services can be used in place of your own. • 5.The Threat of New Entry - The ease with which new competitors can enter the market if they see that you are making good profits. By thinking about how each force affects you, and by identifying the strength and direction of each force, you can quickly assess the strength of your position and your ability to make a sustained profit in the industry.
- 27. Paired comparisons • Pairing different elements of the same data so as to rank them in importance is another way of diagnosing what is a significant issue and what is not. This method enables the consultant to screen out the trivial and highlight underlying difficulties
- 28. PIMS • stands for profit impact of market strategy • – is a computer- based model ‘using marketing and financial data to determine the characteristics of a successful business in a given industry’
Hinweis der Redaktion
- Before we start to collect information, we need to decide what we are seeking to find out and, therefore, what kind of data we require. This entails two kinds of analysis the strategic analysis and routine analysis 1. Strategic analysis Analysis must begin to use Strategic analysis. The purpose of this analysis is to get a broad view of the company so as to identify as quickly and efficiently as possible before engaging in more detailed survey work. The aim is also to initiate a strategic process in the company and to identify possible areas where competitiveness and profitability can be improved. So Why do we have to use it? And When are we going to use it?
- In using Strategic analysis, we should investigate the following • the primary purpose of the business • the business units – which means what kind of product you are offering • the strategic position of the organization as a whole and that of the business units, examining strengths, weaknesses and competition, both current and possible- so by these time it needs to use the SWOT analysis as support or diagnosis • the strategic potential of the organization and the business units – this should include a financial analysis, plus an assessment of product lifecycles
- The second analysis in data collection is routine analysis .Here no matter how good the strategic position of an organization is, this can be held back by deficiencies in its routine operations. This is also to examine the organization from a day-to-day operational point of view. It is usually impossible to do a complete activity analysis of the whole organization because of the amount of time that this would take, so a number of activities have to be chosen. One technique that is useful here is value chain analysis, which ’illustrates the company’s overall, customer-perceived value creation, with emphasis on the work that has to be done to produce, market and deliver/support the products and services offered In the analysis, the organization's activities are divided into separate sets of activities that add value. The aim here is to examine the information flows ‘among the activities in the identified value chain. This may well highlight a number of problems. It will also show which activities are ‘information-intensive’ and it will enable you to compare the organization’s value chain with its structure. Thus, it will draw attention to those activities where the organizational linkages are weak and highlight where routine operations are least effective.
- After analyzing what's really the problem then we will start collecting information hoping in the near future we can resolve it. What is Data collection? It is a term used to describe a process of Systematic gathering of data for a particular purpose from various sources, that has been systematically observed, recorded, organized
- Observing organizational behaviors in their functional settings is one of the most direct ways to collect data. Observation can range from complete participant observation, where the OD practitioner becomes a member of the group under study to a more detached observation using a casually observing and noting occurrences of specific kinds of behaviors.
- Advantages to Observation: They are free of the biases inherent in the self-report data. They put the practitioner directly in touch with the behaviors in question. They involved real-time data, describing behavior occurring in the present rather than the past. They are adapting in that they can be modified depending on what is being observed Problems with Observation Difficulties interpreting the meaning underlying the observations. Observers must decide which people to observe; choose time periods, territory and events Failure to attend to these sampling issues can result in a biased sample of data. Observation Protocol: A decision needs to be made on what to observe. Example: Observe how managers and employees interact in the office. Observe who has lunch with whom. (Do managers and non-managers eat together? Do executives have a private lunch area?)
- Interviews are probably the most widely used technique for collecting data in OD. They permit the interviewer to ask the respondent direct questions. Further probing and clarification is possible as the interview proceeds. This flexibility is invaluable for gaining private views and feelings about the organization and exploring new issues that emerge during the interview.
- Advantages: Interviews may be highly structured, resembling questionnaires, or highly unstructured, starting with general questions that allow the respondent to lead the way. Interviews are usually conducted one-to-one but can be carried out in a group. Group interviews save time and allow people to build on other’s responses. Group interviews may, however, inhibit respondent’s answers if trust is an issue. Disadvantages: They can consume a great deal of time if interviewers take full advantage of the opportunity to hear respondents out and change their questions accordingly. Personal biases can also distort the data. The nature of the question and the interactions between the interviewer and the respondent may discourage or encourage certain kinds of responses. It take considerable skill to gather valid data Group discussion is started by asking general questions and group members are encouraged to discuss their answers in some depth. The richness and validity of this information will depend on the extent that trust exists. Sample Interview Questions How do management and non-management employees interact in the office? How do you know when you have done an excellent job? How do non-management employees learn about organizational change? If you could change one or two things about the way management and non-management personnel interact, what would you change?
- Advantages: Questionnaires are one of the most efficient ways to collect data. They contain fixed-response questions about various features of an organization. These on-line or paper-and pencil measures can be administered to large numbers of people simultaneously. They can be analyzed quickly. They can be easily be fed back to employees. Questionnaires can be standard based on common research or they can be customized to meet the specific data gathering need. Disadvantages: Responses are limited to the questions asked in the instrument. They provide little opportunity to probe for additional data or ask for points of clarification. They tend to be impersonal. Often elicit response biases – tend to answer in a socially acceptable manner.
- One of the key part of this analysis should involve, as Porter’s analysis. This explains, an examination of the competitive position and structure of the industry in which the company is operating, the forces that are impacting the company and its competitors and all the possible sources of competitive advantage that lie within the company. Porter’s five competitive forces also determine an industry’s profitability. This is also used to understand and evaluate the structure of an industry’s business environment and the threats of competition to a specific company. This tool helps you understand where your business power lies in terms of present competitiveness and future positioning strength. It forces you to analyze the bargaining power of suppliers and customers, the threats to new entrants and substitutes, and competitive rivalry in your marketplace. Using this tool helps you understand the balance of power and to identify areas of potential profitability. We have two Strategic Objectives Create effective links with customers and suppliers Create barriers to new entrants and substitute products
- It works by looking at the strength of five important forces that affect competition 1.Supplier Power- The power of suppliers to drive up the prices of your inputs. 2.Buyer Power - The power of your customers to drive down your prices. 3.Competitive Rivalry - The strength of competition in the industry. 4.The Threat of Substitution - The extent to which different products and services can be used in place of your own. 5.The Threat of New Entry - The ease with which new competitors can enter the market if they see that you are making good profits. By thinking about how each force affects you, and by identifying the strength and direction of each force, you can quickly assess the strength of your position and your ability to make a sustained profit in the industry.