Data recording and management

As discussed in the introduction, the scope of the study was restricted to organisational processes as a core variable, and an assessment of the internal (strategy and structure) and external (macro environment and stakeholder) factors affecting it. The operationalisation of these variables was presented in Chapter Five. Data on the variables were collected and recorded as follows: Each interview was transcribed, from the handwritten notes and data were recorded in predetermined categories, as well as other categories that emerged from the data.

6.3.6.1 Processes

The concept of processes was best captured through the telephone interviews as respondents explained the steps involved in their various activities. For

example, in service delivery, respondents explained the entire process from the identification of development clients to evaluation of projects. Within this macro process, other micro-processes were identified – program identification, program implementation, program monitoring, evaluation and assessment, and program sustainability. In discussing processes, the differences between organisations that accounted for varying process descriptions were also identified.

Once these processes had been identified, the translation of responses into closed questions enabled the respondents to the mail survey to identify, agree or disagree with the processes identified and provide additional input as to the significance of each step, and the factors affecting various steps.

6.3.6.2 Strategy

Details of strategy were collected by asking respondents to explain the strategies of service delivery and mobilisation of financial resources. As shown in the theoretical framework (Chapter Five), the macro environment as well as external stakeholders influence strategy determination. As such, data were recorded on how each component of these external environment factors impacted on strategy.

6.3.6.3 Structure

Data on organisational structure were collected by asking respondents to provide a copy of their organisational chart. Data were recorded into the predetermined categories on structure – job specialisation, formalisation, centralisation, departmentalisation, reporting relationships and liaison with outsiders. Additional categories were on staffing and use of volunteers. The question of restructuring of organisations, explaining if, when and why the organisation had been restructured was also addressed.

6.3.6.4 The external environment

The predetermined categories of the macro environment – political-legal, economic, technological, socio-cultural and international environment were used to record data systematically. Details of the macro environment were collected by asking the respondents to identify the current and future threats and opportunities posed by each factor to the organisation, and an additional category on natural disasters was created.

Similarly, the categories of the external stakeholders – target beneficiaries, partner agencies, donors, government and other NGDOs were used to record data on this variable. Recording data on the stakeholders involved three steps – identifying the expectations of each stakeholder, prioritising and meeting those expectations.

While this process of data recording appears to be systematic, it was much more complex in practice. This is because when interviewees respond to questions, they do not fit their responses into the categories that are determined by the researcher (Marshall & Rossman 1999). An example is presented in Box 6.1 below

Box 6.1

Example of data recording

Transcript:

Question: Could you please explain how your agency gets involved with

specific communities?

Response: Oh, there are many ways. Let me start by saying that we have

been in existence for the past 47 years, during which time we have been involved in so many projects, I can hardly remember what procedure we follow. We have a lot of experience in this field of development and can easily spot a good proposal and a bad one. We have so many contacts in developing countries, often times we just find proposals on our desk and if they sound viable and justifiable, we support them. But let me also say

that we have program country offices in 30 overseas countries where we work. We use staff in these offices to help with identifying viable projects, and their input is also valuable in determining the validity of a request.”

Recording of data:

The information provided above contains data on the predetermined categories of:

• Years of operation – 47 years;

• Process of identifying proposals – through experience as well as through

use of field staff;

• Structure of the organisation – the fact that there are branches in overseas

countries, and the number of those offices. Additional categories included:

The role of experience in making decisions – in this case the researcher identified other responses in which the interviewee referred to their experiences/learning.

With each interview, data were added to the existing categories, and new categories created where new concepts were introduced.

Data were entered into a word processor to make them retrievable, as well as doing the necessary editing. The data were organised into a meta-matrix form to allow for easier analysis by providing some degree of standardisation. The raw data matrix was laid out with each column representing an organisation (the unit of analysis), and each row representing a question (Robson 1993). The raw data matrix may be found in Appendix X. For ease of documentation and reference, the data have been summarised and laid out with the responses to each question appearing on a separate table.

Organisational charts were keyed into a PowerPoint program, and used to display an organisation structure as functional, divisional, hybrid or matrix and other emerging structures. Design features such as centralisation,

departmentalisation, reporting relationships and liaison with outsiders emerged from the charts.