Quantitative and qualitative research
Introduction
The kpis are operated based on two elements: the objectives and data that we can obtain. We would say then that the KPIS are the intermediate point between the two, the way to transfer the raw data, to the team and managers so that they are easily understandable, analyzable and provide knowledge in relation to the objectives and strategies, we talk about percentageof growth, of formulas that give us key data based on the gross data we find from the measurement of each of the actions and processes.
The integration of quantitative and qualitative methods, with frequencies can be the best, however, qualitative methods allow you to fully study the issues, selected and can provide decisive information on the perspectives of the beneficiaries, the dynamics of a certain reform or the motifsof certain results observed in a quantitative analysis.
It is, as its name indicates, a measure that is usually expressed with percentages and that serves as a tool to assess the level of performance of a process, which is linked to the strategy to follow to achieve a goal. With a set of kpis we can reflect the current status of a business with respect to an area specified and from there, act to optimize strategies.
Developing
The methods must be differentiated, although sometimes only marginally, because the objectives pursued and the tasks to be met differ, the planning and communication processes vary, the degree of participation is different and the command and obedience structures can diverge a lot. The planning school includes this model and points out that the process is informal, but who presides over driving plays the key role.
Mintzberg describes ten various schools of thought about the elaboration of strategies, of which three are prescriptive, because they try to describe the ‘correct’ path to elaborate a strategy. One of them is the so -called "design school", which considers strategic planning as an informal conceptual process, typical for the type of pretentious leaders;The model of this school is also called swot10, which means strengths, opportunities, weaknesses, threats (SWOT).
While these differences seem tiny, they are important in the practical planning process. The third school of thought is the position. She focuses more on content (differentiation, diversification, etc.) of the strategy and less in the process in which it arises. Collect essential parts of the Planning School and simply extrapola your methods to the field of current content of the strategy.
This method is related to "conceptual planning", which will be presented later and that constitutes the axis of this book. The other seven schools are rather descriptive and non -prescriptive. The cognitive school considers what happens in the mind when a person deals with a strategy;This school sees the process as a "mental". The "Entrepreneur School" describes strategic planning as a visionary process of a strong leader personality. The "learning school" assumes that the strategy arises from a collective learning process.
The "political school" is concentrated in the conflict and the exploitation of power in the process. The "Cultural School" considers the collective dimension, process cooperative. On the other hand, the "Environmental School" perceives the strategic definition as a passive response to external forces. The "Configurational School" tries to gather all other schools in the context of diverse episodes within the process. There is, therefore, a wide variety of methods to plan a strategy.
While Mintzberg focused on planning methods and business strategies schools, there are also, naturally, military planning models, such as the military functions of strategic planning according to Peacock (1984) and the broad strategic model of Sun Tzu. This military model, more than two thousand years old, also constitutes today, combined with SWOT planning methods or "conceptual planning", an important basis for political strategic planning processes.
conclusion
This method constitutes the axis of this book and is described in detail from Chapter 5 because, in the author’s opinion, it is strict enough, but also flexible enough for strategic planning to react to social changes. The method makes the changes in the planned strategy performed only after certain threshold values have been overcome, which is possible to generate calm and avoid agitated, exaggeratedly emotional reactions.
On the other hand, conceptual planning takes environmental factors as modifiable magnitudes, since the objective of political strategies is precisely to modify the environment: both society and the legal framework.
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