Justifications For The Interview

Technique Management Essay

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The research methodology used rationale and justifications behind using the
methodology are discussed in this chapter. This chapter explains the justifications for
the interview technique that was utilised, and the reasoning's for the questions in the
survey questionnaire used in the project. The sampling process and interview
content, as well as highlighting how the data that was collected was subsequently
analysed are also discussed in this chapter.

Revisiting the Purpose of the Research

At this point it may be pertinent to revisit the purpose and objective of our study i.e.
understanding the influence of cultural diversity on working groups, current styles of
management -its effectiveness, and exploring if there is a better way of managing
diversity for future. The central research questions discussed in the previous two
chapters are hoped to throw some light and point us in the right direction for finding
a suitable elucidation to our purpose.
To address the question of how far is the culture of the organization evolved through
the changes, the organization culture as perceived by the various groups has to be
established. The factors that influence the culture, and the ways in which the internal
diversity group interplays are to be clearly delineated. The management of cultural
diversity at a group level, its impact on working culture are also to be understood in a
greater detail. Decoding the management style which can be the most effective in
context of culturally diverse working groups, would mean developing a
comprehensive understanding of the competencies needed for managing diversity.

In order to establish the culture information was gathered using a questionnaire. The
factors that influence the culture were analyzed by using the available documentation
on mission statements, vision, news letters, etc. How diversity of working groups

effects culture, how is it being measured and mitigated is realized from the interviews
talks with different employees. An overview of what is preferred culture was also
analyzed from the survey. Finally, the management style would be the most effective
in context of culturally diverse working groups was arrived at by filtering the
information through the various lenses of multi-perspectivism, and reinforcing
recommendations with appropriate theories.

Discussion of Technique
Research has been defined in a number of different ways.A widely accepted
definition of research is "a process of steps used to collect and analyze information to
increase our understanding of a topic or issue," Creswell (2008).Research according
to Burns (1997) research is a "systematic investigation to find answers to a problem."
Research can be typified into different categories based on the perspectives of: (a)
applications of the findings; (b) objectives of study, and (c) the mode of enquiry.
Figure 3.1 gives the classification of the types of research (Kumar, 2011). The
classification of the types of research based on the perspectives is not mutually
exclusive. A research study that is classified from the view point of application can
also be classified from the other perspectives of objective and modes of enquiry.
Similarly, considering the classification of the current research in terms of
perspectives, it becomes unclear to which particular perspective can it be related or,
if there are traces of all three elements.
Figure 3. Types of Research (Kumar 2011)
Pure Research often involves the testing of hypotheses related to specialised and
abstract components which may or may not have practical applications is not suited
to the current CRQ's. On the other hand Applied Researchinvolves techniques,
procedures and methods which form the body of research method.Information is
collected about various aspects of a situation/ problem, can be used in various ways
such as for policy formation, administration, and enhancing the understanding of a
phenomenon.
Descriptive Study is used to 'portray an accurate profile of persons, events or
situations' Saunders et. al. (2007). The main purpose of this kind is to describe what
is prevalent with respect to an issue or problem under study. Correlational Study
emphasizes on discovering and or establishing the existence of a

relationship/association/ interdependence between two or more aspects of the

situation.
Explanatory Study attempts to establish causal relationships through study of a
particular situation, explaining the interactions of the variables involved. Exploratory
Study is a technique used primarily to clarify understanding of an issue or problem,
using interviewing of experts in the issue and focus groups as the methodology.
Although, theoretically, a research study can be classified in one of the above
objective - perspective categories, in practice most research studies are a
combination of three of the above. With reference to the central research questions of
this project a combination of correlational, explanatory and exploratory study
approaches was seen to be the most effective way forward. The next perspective of
the typology is concerned with the process that is adopted for finding answers to the
research questions.
The different research strategies that are available, deciding on which are most likely
to help us answer our research questions and deliver our objectives, are influenced by
variables such as knowledge, time and resources. It is important to remember and
reiterate that the strategies are not considered mutually exclusive, with interaction
and overlap likely and often desired. The broad classification of research based on
the enquiry is:(a) the structured approach - quantitative approach, (b) the
unstructured approach - the qualitative approach.
Defining the terms quantitative and qualitative data can help identify the most
likely/effective techniques to gathering data in the current case. Quantitative data is
mainly associated with a numerical or statistical approach to data collection and
analysis e.g. questionnaires, whilst qualitative data is more usually associated with
collection and analysis of non-numerical data e.g. interviews. Both qualitative and
quantitative approaches have their strengths and weakness, advantages and
disadvantages. As suggested in the literature it is proposed to use both approaches to
answer the central research questions.

A quantitative approach is useful to quantify the variation in a phenomenon,

situation, problem or issue. One of the preliminary research questions is establishing
the existent style of management, which readily extends for the use of this approach.
Quantitative research is efficient for conducting audience segmentation, which is
expected to prove effective for realizing how a particular group viewed the

management style.The advantages provided by the quantitative research conducted

through survey questions were observed to provide guidance and directions in using
other approaches in answering the rest of the questions.
However, it is noted that all the questions posed at the onset of the project are not
best studied using quantitative methods alone. The understanding of the
competencies of current management to effectively handle diversity, which have
individual perspective,is better studied using qualitative methods. Based on
Saunderset al., (2007) consideration that semi-structured and unstructured
interviews (often referred to as qualitative research interviews) are best suited to
areas where the study includes an exploratory element. The individual's perceptions
of the situation are keys and where an element of personal contact may prove helpful
- all were significant elements in our research and project.
With respect to generalizability of the data generated, the project had some elements
of a single case study. Appropriate cautions were taken to ensure that were enough
variables involved to make the data generally transferable to other investigations.
Similarly, it was hoped that a relationship could be proved between the current
findings and the theories discussed in the literature review, which would further
validate the approach used.

Sampling - How, Who & Why

Purposive or Judgemental sampling (Saunders et. al., 2007) enables the use of our
judgement to select cases that will best enable answering the research questions and
to meet your objectives. This purposive sampling technique was used for our project.
The sample for answering questionnaire was a generalized selection of team
members where there were at least members from two different national working
cultures working together. As detailed in(Appendix), several members of Doosan
Power Systems were selected for interview. The sample ranged in detail from
members of the company's Business Stream Directors to departmental managers and
other senior members of the organisation. The prospective interviewees were taken
from the full spectrum of the organization. This was further developed by use of a
'slicing' approach as detailed in the next section.

Slicing - How, Who & Why

As can be seen from Figure 3.2 the prospective interviewees were taken from three
specific areas of the organisation which could be broadly described as being in

parallel with the 'Administration', 'Technical' and the 'Others' categories. This was
based on Harris &Obonga's (1998) three sub-cultures of management discussed in
Chapter 2. This 'slice' through the organisation was designed specifically to provide a
method of analysing the data through comparing and contrasting the findings
relative to the nominated perspective.
It was hoped that this sampling method would be considered robust and give the best
opportunity of reflecting reality on subsequent analysis and interpretation of the
captured data.
Figure 3. Slicing of Organization for Sampling (Hannigan, 2008)

Data Details - Primary& Secondary Data

Collection
Questionnaire
The primary data was gathered constituted the responses to the survey questionnaire
(Appendix).The Harrison's questionnaire "Diagnosing Organisation Ideology", Beech
et al (2002), was adapted to the purpose of this case study and shortened in view of
the wide range of employees of the organization.
Data collection was extended for each theory by asking questions relating to the
existing organisational culture and the respondent's ideal culture (Harrison model);
and examining Martin's three perspectives by segmenting the views of the
organisation's hierarchy. A weighted scoring system to determine the dominant
culture within the Harrison model and to compile the responses to the Martin
questions.
The anonymity of the employees was maintained by collecting responses through an
online questionnaire hosted through a generic website. 120 members were chosen
across different groups to participate in the survey, with an expectation of 25%
responses. A total 44 respondents completed the questionnaire giving a reasonable
sample for getting flavour of the current and preferred management styles.

Interview
Whilst the primary data collected from the questionnaire allowed analysis of each
theory, it more information was required to both verify the outcomes of the
questionnaires and probe deeper. To assess the influence of diversity on the culture,

management and inturn the leadership, seondary data was gathered in the form of
personal interviews. Interview questions were devised (Appendix) and interviews
were conducted in person with employees from each hierarchical level within the
organisation. Though a set of questions were selected for the interview - it was
decided that the wording would be adapted to the different interviewees as long as
the intent of the questions remained unchanged.

The advantages and disadvantages of secondary data were fully considered prior its
use. Whilst advantages such as access to large amounts of verifiable data on a rapid
basis were obvious, from the perspective of this particular study it was hoped that
analysis of interviews with senior Doosan staff may lead to some unforeseen links or
answers to the research questions. Similarly, cognisance was given to the dangers of
unsuitability or poor quality of such secondary data.

Documentation
To develop deeper understanding on the elements of culture, various sources of
information such as company bulletins, business plans, mission statements and
information available in the public domain were interrogated. The central paradigm
was developed based on the documentations and supported by findings from the
questionnaire and interview analysis.
The same documentation, questionnaire and interview analysis were further used to
investigate the culture and culture management in each of the organisations.

Data Analysis - Methodology

There are a many theories on culture, in literature. Applying one theory and a single
method of data collection may not give a true picture of the culture, and effects of
diversity on culture in an organisation. Using more than one theoretical perspective
and method of collecting information provides a greater understanding of the culture
and a more robust outcome. Hard work and focus is required to get co-operation
from colleagues to complete questionnaires.
The cultural models of Triandis, Trompenaars, and Hofestede which take into
account the effects of national culture on organisational culture are helpful in
understanding the influences that the change in ownership i.e., U. K to Japan to
Korea would have on the culture. The impact on the culture with change in the focus

to dealing with international clients was also attempted be understood with these
models.
The Harrison and Martin models determine culture at an organisational level.
Williams et al (1989) have criticised Harrison's work as lacking empirical evidence.
Such a criticism gave reasoning to the selection of this model, to reflect on how
sufficient, relevant and effective data, collected empirically, can or cannot
substantiate his theory. Harrison's typology offers a tangible and understandable way
to conceptualise culture in organisations.
Martin's model takes cultural analysis a stage further: whilst recognising there may
be a single, strong culture (integrated), a further two perspectives (differentiated and
fragmented) emphasise the possibility of conflict and lack of consensus within an
organisation. Different cultures can co-exist in an organisation as the notion of
subculture acknowledges.
Harrison considers, "What type of culture dominates within an organisation?"
Martin looks at, "How is culture structured within an organisation?" Hence, the
models highlight different aspects of organisational culture and supplement each
other. Applying both models would provide a deeper understanding of an
organisation's culture and establishing the presence of sub-cultures
Organisational culture can be elusive. The cultural web, developed by Johnson and
Scholes' provides an extremely robust analysis tool for looking at and understanding
of organisational structure that has been subject to changes. Hence, the use of the
cultural web in understanding changing culture and thereby deciphering factors
influencing culture change was certainly pertinent for this project.
Using Schein's model, the understanding of paradoxical organisational behaviours
becomes apparent. For instance, an organisation can profess highly aesthetic and
moral standards at the one level of Schein's model while simultaneously displaying
curiously opposing behaviour at the other levels of culture. Superficially,
organisational rewards can imply one organisational norm but at the deepest level it
can translate into something completely different. This insight offers an
understanding of the difficulty that organisational newcomers have in assimilating
organisational culture and why it takes time to become acclimatized. This becomes
crucial when there is a diversity factor imposed by ethnicity of team members.
The use of this model sits well with the premise of this project as Schein's model also
explains why managers trying to manage culture usually fail to achieve their goals.

Merely understanding culture at the deepest level may be insufficient to efficient

management. This might be because the dynamics of competenciesto deal with
diversity, though inherent to majority of people are not consciously practiced.
For a learning manager, the key to successful management of cultural diversity,
would mean harnessing a comprehensive understanding of culture; developing
competencies for managing diversity and forging a tool-kit that would aid in the long
run

Methodology - Summary
We are now in a position to move to the next stage of our project = to summarize our
results obtained from following the methods outlined in the methodology. It would
be fair to suggest that our quantitativeresearch will have informed us of the onan
answer to the first of our central research questions. We can then proceed to answer
the second question by drawing further on the same data. Based on the review of the
quantitative data we can move to collect further information to answer the third of
our questions before attempting to answer the fourth question through our findings
and discussion.