8 CONSIDERACIONES FINALES, CONCLUSIONES Y
8.1 ANÁLISIS DE LOS OBJETIVOS PLANTEADOS INICIALMENTE
items. (Refer to Appendix B). On the other hand, it allowed the researcher to breakdown the data into smaller units, when the facts were being analysed (Denscombe, 2003; Knight, 2002; Mayring, 2000). Figure 1.1 in Appendix B, page 102, shows the model of deductive analysis structure for this study, which provided the basis for the designing of the interview process, the questionnaires and the eventual discussions. The application of this type of deductive structured analysis was used, in order to guide the interviews and discussions during the survey, but it also allowed for participants to shape the areas examined by the research.
3.3.1 Research Methodological Approach
T
he design of the research methodological approach was based on the purpose of the research stated earlier and done in line with the research objectives, with a great deal of attention made to the four important aspects of management traits: leadership (command and control), project knowledge, project training, and motivation. The intent was to examine how any of these factors impact project management and by association, outcomes. When completing the literature review earlier, the synergies between the project management literature and the four identified managerial aspects became clearly obvious; and as such, these aspects provided the conceptual framework, for the structuring of the survey questionnaire sheet to take place. The interview questionnaire sheets were later used to obtain the data from the respondents. It also gave rise to the overall structure of the research framework and the subsequent analysis. This allowed the development of the research methodology to a greater depth, than may have been gained through quantitative approach. Through the triangulation process and face-to face interviews, individual responses were recorded on a pre-prepared response sheet.Apurposive method was used to select the sample group used in the study. Patton (2002) pointed out that “the purpose of small random sample is about credibility, not representativeness” (p.241). With this in mind, individuals were singled out from the different project teams and invited to become research volunteers. Factors which influenced the selection of people invited to participate were the need to: triangulate data
across four different management aspects; the need to interview people occupying principle and/or facilitating and coordinating roles; and a preference on the part of the researcher to interview those who were directly or indirectly responsible for managing and implementing projects.
NACS was identified as the institution suitable for the study, because it fitted the identified case study criteria due to many of its HIV and AIDS activities being implemented through projects. Additionally, as indicated above, the top management group of this institution were suspended from duties on the grounds of corruption, mal-administration and abuse of its IT facilities; there was therefore external evidence of management problems in that organisation.
Preliminary contacts were then made to secure their willingness and availability to participate in the research. An official request, seeking approval, was promptly made to the Director of the National AIDS Council Secretariat, through a letter written by my primary supervisor, bearing the Massey University logo and the letter head. (See Appendix, A). The Director of NACS is in charge and responsible for the overall strategy development, planning and project implementation of the National Aids Council Secretariat. The letter offered information about the researcher, the research topic, and the proposed area of research. A copy of the actual research proposal was sent with the letter. The eventual endorsement, received from the Director of NACS, later provided the confirmation needed for the research to go ahead. Thereafter, numerous follow-up telephone calls were made, in order to establish credibility, trust and maintain interest in the project, as well as to discuss aspects of the research.
3.3.2 Research Methodology Applied
I
t is probably correct to say that a person has to be physically present on site, to learn about and understand the experiences and perceptions of practicing managers, when they are implementing projects. The researcher cannot fully and accurately capture the perception of practicing managers only through the use of a mail survey or telephone interview. Therefore, in my view, the research had to be undertaken through one-on-one,face-to-face meetings, in person, with each participant at the selected site (NACS). In this way, the researcher was able to hold discussions with the participants and observe, and take notes on what was actually happening on ground. It was envisaged that, in order for the research to best achieve its objectives, it had to be accomplished by seeking out and describing the perceptions of the project managers and their staff members on ground, who were involved in managing projects. It can be assumed that validity and reliability is at its highest point during face-to-face interviews and discussions.
The methodical approach and the research instrument were prepared consistent with the aim of the research in mind. This was done by the design of the survey instrument used to collect the data from the participants, on all of the four managerial aspects of leadership (command and control), project training, project knowledge and motivation during the survey. In this way the conceptual framework for collecting data (the survey questionnaire) was premeditated. (See Appendix C) The data received through this instrument was later analysed, interpreted and recorded in Chapter 5.