INTRODUCTION TO RESEARCH

INTRODUCTION TO RESEARCH

Modern technology has made research an exciting and a relatively smooth process. Knowledge of research not only helps one to look at the available information in sophisticated and creative way in the fast-paced global environment that business face, but the knowledge also helps in other ways. For instance it and effective interaction between managers and consultants, it helps to differentiate between good and bad studies, moreover, one can embark in research by oneself. Besides,identifying critical issues, gathering relevant information, analyzing the data in ways that would help decision making and implementation, are all facilitated by the understanding of business research.
However, business research can be described as a systematic and organized effort to investigate a specific problem encountered in the work setting, that needs a solution. This means that the first step in research is:
· Where the problem exist
· Identify the problem clearly
· Gathering of information and data analysis
· Determining the factors that are associated with the problem
· Then solve the problem by take the necessary corrective measures.
The entire process by which we attempt to solve problems is called research. Research thus, encompasses the process of inquiry, investigation, examination and experimentation. Examining the foregoing,business research can be defined as an organized, systematic, data-based, critical, objective, scientific inquiry or investigation into a specific problem under –taken with the purpose of finding answers or solutions to it. In essence research provides the needed information that guides managers to make informed decisions to successfully deal with problems.

Types of Business research

There are two types of business research; Applied and Basic research. Applied research is the type that is undertaken by the manager in a work setting to solve a current demanding problem that required timely solution. On the other hand, basic research is used to generate a body of knowledge by trying to comprehend how certain problem that occurs in organizations can be solved. In other words, research done with the intention of applying the result of the findings to solve specific problems currently being experienced in the organization is called applied research, while research done chiefly to enhance the understanding of certain problems that commonly occur in organizational settings, and seek methods of solving them, is called basic or fundamental research.
From the foregoing, however,the specific importance or purpose of basic research can not be overemphasize, because the findings of such research contribute to the building of knowledge in the various fundamental areas of business which is later applied in organizational settings for problem solving.
Research and the manager
A common experience of all organizations is that the managers thereof encounter problems big and small on a daily basis, which they have to solve by making the right decisions. In business, research is usually primarily conducted to resolve problems issues in, or interrelated among, the areas of accounting finance, management, and marketing. In Accounting, budget control systems practices and procedures are frequently examined. Inventory costing methods, accelerated depreciation, time-series behaviour of quarterly earnings, transfer pricing, cash recovery rates, and taxation methods are some of the areas that are researched. In Finance, the operations of financial institutions, optimum financial ration, mergers and acquisitions, leveraged buyouts; intercorporate financing, yields on mortgages, the behaviour of the stock exchange, and the like, become the focus of investigation. Management research could encompass the study of employee attitudes and behaviour, human resources management, the impact of changing demographics on management practices, production operations management, strategy formulation, information systems, and the like. Marketing research could address issues pertaining to product image, advertising, sales pro motion, distribution, packaging, pricing, after-sales service, consumer preferences, new product development, and other marketing aspects.
Exhibit 1 gives an idea of some commonly researched topical areas in business.

Manager and the research
Manager with knowledge of research have an advantage over those without. Though you yourself may not be doing any major research, as a manager, you will have to understand, predict and control events that are dysfunctional to the organization. But without knowledge in business research it will not be possible for managers to predict the future of the organization and also to have a grip and control over the business environment. In the same vain major problems would warrant the hiring of outside researchers,or consultants. The manager who is knowledgeable about research will be able to interact with outside consultants better. Moreso, knowledge about research will allow managers to become discriminating recipients of the research findings presented, and to determine whether or not the recommended solutions are appropriate for implementation.
In sum, being knowledgible about business research methods helps professionals managers to:
· Identify and effectively solve minor problems in the work setting
· Know how to discriminate good from bad research
· Appreciate and be constantly aware of the multiple influences and multiple effects of factors impinging on a situation.
· Take calculated risk in decision making, knowing fully well the probability associated with the different outcomes.
· Prevent possible vested interest from exercising their influence in a situation.
· Relate to hired researchers and consultants more effectively.
· Combine experience with scientific knowledge while making decisions.
Furthermore, as a manager, you will often need to engage the services of consultants to study and proffer solutions to some of the more complex, time consuming problems that managers encounter. Moreover, capable consultant can be sourced through listed telephone directors. If a broad indication about what area or issues need to be researched is stated, the consulting firm will provide lists of individuals that have expertise in that particular area. Professors who do organizational consulting, who have vast experience working with several types of organization can also be hired. It is worthy of note that the credentials of the consultants be checked and the institution from which they hail from before hiring them.

When manager is knowledgeable about research, the interaction between the manger and the research become more meaningful, purposeful, and beneficial both to the organization and the researcher. Thus, the manager must not only interact effectively with the research team, but must also explicitly delineate the roles for the researchers and the management. The manager has to inform the researchers what type of information could be provided to them, and more important, which of their records would not be made available to them. Managers who are knowledgeable about research can more easily foresee what information the researchers might require, and if certain documents containing such information cannot be made available, they can inform the research team about this at the outset. More importantly, beyond specifying the roles and constraints, the manager should make sure that there is congruence in the value systems of management and the consultants.

THE ADVANTAGES AND DISADVANTAGES OF INTERNAL AND EXTERNAL RESEARCHERS
Some organizations have their own consulting or research department, which might be called the Management Services Department, the Organization and Methods Department, R & D (Research and development department), or by some other name. The department serves as the internal consultant to subunits of the organization that face certain problems and seek help. Such a unit within the organization, if it exists, would be useful in several ways, and enlisting its help might be advantageous under some circumstances, but not in others. The manager often has to decide whether to use internal or external researchers. To reach a decision, the manager should be aware of the strengths and weaknesses of both, and weigh the advantages and disadvantages of using either, based on the needs of the situation. Some of the advantages and disadvantages of both the internal teams are now discussed.
Advantages of internal consultants/researchers
There are at least four advantages in engaging an internal team to the research project:
1. The internal team would stand a better chance to being readily accepted by the employees in the subunits of the organization where research needs to be done.
2. The team would require much less time to understand the structure, the philosophy and climate, and the functioning and work systems of the organization.
3. They would be available for implementing their recommendations after the research findings are accepted. This is very important because any “bugs” in the implementation of the recommendations could be removed with their help. They would also be available for evaluating the effectiveness of the changes, and considering further changes if and when necessary.
4. The internal team might cost considerably less than an external team for the department enlisting help in problem solving, because they will need time to understand the system due to their continuous involvement with various units of the organization. For problems that are of low complexity, the internal team would be ideal.

Disadvantages of internal consultants/researches
There are also certain disadvantages to engaging internal research teams for purposes of problem solving. The four most critical ones are:
1. In view of their long tenure as internal consultants, the internal team may quite possibly fall into a stereotyped way of looking at the organization and its problems. This would inhibit any fresh ideas and perspectives that might be needed to correct the problem. This would definitely be a handicap for situations in which weighty issues and complex problems are to be investigated.
2. There is scope for certain powerful coalitions in the organization to influence the internal team to conceal, distort, or misrepresent certain facts. In other words, certain vested interests could dominated, especially in securing a sizable, portion of the available scant resources.
3. There is also a possibility that even the most highly qualified internal research teams are not perceived as “experts” by the staff and management, and hence their recommendations do not get the consideration and attention they deserve.
4. Certain organizational biases of the internal research team might in some instances make the findings less objective and consequently less scientific.

The disadvantages of the research teams turn out to be the advantages of the external teams, and the former’s advantages work out to be the disadvantages of the latter. However, the specific advantages and disadvantages of the external teams may be highlighted.

Advantages of external consultants
The advantages of the external team are:
1. The external team can draw on wealth of experience from having worked with different types of organizations that have had the same or similar types of problems. This wide range of experience would enable them to think both divergently and convergently rather than hurry to an instant solution on the basis of the apparent facts in the situation. They would be able to ponder over several alternative ways of looking at the problem because of their extensive problem-solving experiences in various other organizational setups. Having viewed the situation from several possible angels and perspectives (divergently), they could critically assess each of these, discard the less viable options and alternatives, and focus on specific feasible solutions (think convergently).
2. The external teams, especially those from established research and consulting firms, might have more knowledge of current sophisticated problem-solving models through their periodic training programs, which the teams within the organization may not have access to. Because knowledge obsolescence is a real threat in the consulting area, external research institutions ensure that their members are current on the latest innovations through periodic organized training programs. The extent to which internal team members are kept abreast of the latest problem-solving techniques may vary considerably from one organization to another.

Disadvantages of external consultants
The major disadvantages in hiring an external research team are as follows:
1. The cost of hiring an external research team is usually team is usually high and is the main deterrent, unless the problems are very critical.
2. In addition to the considerable time the external team takes to understand the organization to be researched, they seldom get a warm welcome, nor are readily accepted by employees. Department and individuals likely to be affected by the research study may perceive the study team as a threat and resist them. Therefore, soliciting employees’ help and enlisting their cooperation in the study is a little more difficult and time-consuming for the external researchers than for the internal teams.
3. The external team also charges additional fees for their assistance in the implementation and evaluation phases. Keeping in mind these advantages and disadvantages of the internal and external research teams, the manager who desires research services has to weigh the pros and cons of engaging either before making a decision. If the problem is a complex one, or if there likely to be vested interests, or if the very existence of d organization is at stake because of one or more serious problems, it will be advisable to engage external researchers despite the increased cost involved. However if the problems that arises are fairly simple, if time is of the essences in solving moderately complex problems, or if there is a system wide need to establish procedures and policies of a fairly routine nature, the internal team would probably be the better option. Knowledge of research methods and appreciation of the comparative advantages and disadvantages of the external and internal teams help managers to make decision on how to approach problems and determine whether internal or external researchers will be the appropriate choice to investigate and solve the problem. Endnote. Sekaran,Uma.{2003}