Page 73 - [Uma_Sekaran]_Research_methods_for_business__a_sk(BookZZ.org)

BROAD PROBLEM AREA 57

and then writes the report reflecting these. This is indicated by the curved line
in Figure 4.1 leading from the box No to Report Writing.
Despite the fact that the research model is depicted and discussed in this book
as if it were a step-by-step linear process, one has to bear in mind that it is not
actually so in practice. For example, though the literature search and interviews
might have been conducted before formulating the theoretical framework, one
may have to go back and conduct more interviews and/or seek additional infor-
mation from the literature for a clearer understanding, so as to refine the theory.
The research site, sample, measurement of the variables, and other design issues
may also have to be simultaneously considered as one identifies the problem,
formulates the theory, and generates the hypotheses.
Each of the components of the research model will be discussed in this book.
This particular chapter will discuss steps 1 to 3 of Figure 4.1: (1) the identifica-
tion of the broad problem area; (2) preliminary information gathering, especially
through unstructured and structured interviews and literature survey; and (3)
problem definition.

BROAD PROBLEM AREA

Identification of the broad problem area through the process of observing and
focusing on the situation was discussed in Chapter 2. Recall that the broad
problem area refers to the entire situation where one sees a possible need for
research and problem solving. The specific issues that need to be researched
within this situation may not be identified at this stage. Such issues might per-
tain to (1) problems currently existing in an organizational setting that need to
be solved, (2) areas that a manager believes need to be improved in the orga-
nization, (3) a conceptual or theoretical issue that needs to be tightened up
for the basic researcher to understand certain phenomena, and (4) some
research questions that a basic researcher wants to answer empirically. Exam-
ples of each type can be provided taking the issue of sexual harassment,
which is a problem that at least some organizations will have to handle at
some point in time.
As an example of a problem currently existing, a situation might present
itself where a manager might receive written complaints from women in some
departments that they are not being “treated right” by the bosses. From the
generalized nature of these complaints, the manager might become aware that
he is facing a gender-related problem situation, but may not be able to pin-
point what exactly it is. That is, the matter calls for further investigation before
the exact problem can be identified and attempts are made to resolve it. On
the other hand, the following is an example of a situation requiring improve-
ment. If the company has already formulated policies on discrimination and
sexual harassment, and legitimate complaints of discrimination continue to
come in, then it is obvious that the policies are ambiguous and need to be
redefined either in how they have been framed, how they are understood, or
how they are enforced.