Researching Communication in Education: Techniques, Tools, and Data Analysis, Slides of Business Administration

Guidelines for conducting research on the role of communication in education. Topics include questionnaire techniques, checklists for designing effective questions, and analyzing data from interviews. The document also includes examples of research tools and their applications, as well as instructions for creating a questionnaire and interviewing respondents.

Typology: Slides

2012/2013

Uploaded on 07/29/2013

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Problems!
Not enough questionnaires
No pattern in data -all responses are the same
Additional work may be required to boost study
e.g. interviews with some of the respondents to
confirm / complement findings
can use framework again with added columns to
check if enough covered
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Problems!

• Not enough questionnaires

• No pattern in data - all responses are the same

• Additional work may be required to boost study

• e.g. interviews with some of the respondents to

confirm / complement findings

• can use framework again with added columns to

check if enough covered

Questionnaire techniques

• Open ended / close ended

• predefined categories coming from literature

• likert scale

• richness versus ease of analysis

Exercise!

• Break into 3 groups

• Role of computer in education

• isolate 3/4 main research question

• use framework to break it down into what you

must know about them

• identify target respondents

• create a questionnaire (max 20/25 questions)

• Pick 2/3 innocent victims

• send / collect / report on findings (over next two

weeks)

Name of interviewees for

questionnaires

• Eleanor Doyle - department of Economics

• Freddy Adam - department of AFIS

• Colin Murphy - department of Electronic

Engineering

• Alan Collins - department of Food Economics

Research tools and what they look

like

• Example of study of information flows

• unit of analysis - manager

• 21 interviews carried out (5 discarded)

• 4 managers in 4 organisations - 16

• 3 tools:

– questionnaire

– map of flows

– framework of communication channels (daft / lengel)

A blank Map:

Subordinates

same department

Subordinates

other departments

Executives

other departments

Executive

Superiors

other departments

Superiors

same department

Executives / friends

Institutions

Corporations

Books / Journals

Other media

Outside

Computer-based

information systems

Support staff

Internal Newsletter

Other media

Existing Systems

Vertical communication

Horizontal communication

Blank Framework

Low High

Written Written Telephone Face-to-face Face-to-face

unaddressed addressed others meeting

Periodicals

Computer reports

Regular reports (^) Memos

Letters

E-mail

Telephone calls

Social activities

business meals

observation tours (^) Unscheduled

and scheduled

meetings

As a target

As a source

Figure 4

Personal contacts = persuade people that they are doing what they think is right even though it is your own idea => ask people their opinion and gain their commitment Managing managers encourage and establish a dialogue + make sure they receive enough information. Face to face are more successful for convincing people and asking them to do things.

Low High

Written Written Telephone Face-to-face Face-to-face

unaddressed addressed others meeting

Periodicals

Computer reports

Regular reports (^) Memos

Letters

E-mail

Telephone calls

Social activities

business meals

observation tours (^) Unscheduled

and scheduled

meetings As a target

As a source

Regular reports from various internal sources / activities => storing info => building understanding of patterns of activity

Regular reports about the functional area

Two way processes

Both lead to a modification of the message / understanding based on in-coming information

Managing is about pulling things together. Past, present and future info => telephone is most suitable for that but very short term arrangement more than info - everything oh high importance

Low value of in-coming info

Good to see other people especially when work involves other companies. Not regular, but frequent especially to base future reflection. => never go the same route twice => keep your eyes open for everything not only for control, but to hear first hand what is

To use as bargaining asset in discussions with other managers

Preferably on the basis of preliminary documentation - e.g.agenda or report

Same = symmetrical

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