This document provides a summary of an interview conducted with an academic within the UWS School of Business and Enterprise. The interview explored current thinking and future trends in business and operations management. The academic discussed how views of organizations have changed, noting that organizations are continually evolving and developing, as is our understanding of them. Organizations have the underlying objective of learning, expanding, and ensuring sustainable business practices. The academic emphasized that organizations are made up of people working towards goals, within a structure. Human resources play a central role, as they provide the ability, knowledge, and ideas that drive an organization. Effective management of people is critical to success. Understanding job roles, employee needs, stakeholders, and how organizations function is

1. Qualitative Analysis Report
Student: B00124229
Module Description: Business Research
Module Code: BUSN09050
Submission Date: 21 March 2016
Word Count: 1921

2. Contents page
 Page 3 Introduction
 What isThematical Analysis
 What isQualitative Analysis
 Pages3 – 4 Qualitative ResearchDesign
 Page 4 Effective Qualitative Research
 Strengths andWeaknesses
 Thematical Analysis
 Organisation
 Page 5 Human Resources
 External Threats
 Future Developments
 Pages5 - 6 Outcomes
 Page 7 Appendix 1– A model forQualitativeResearchDesign
 Pages8 – 12 Appendix 2– Interview Transcript
 Pages13 - 15 Appendix 3- Tablesof thematical analytical andcoding
 Page 15 Appendix 4– Table of OrganisationCoding
 Page 16 Appendix 5– Table of furtherbreakdownof Organisationcoding
 Page 17 Appendix 6– Human Resource CodingTable
 Appendix 7– FurtherBreakdownof HumanResource Coding
 Page 18 Appendix 8– Table of external Threatscoding
 Appendix 9– FurtherBreakdownof External Threats
 Page 19 Appendix 10– Future developmentcodingtable
 Appendix 11– FurtherBreakdownof Future Development
 Page 20 Appendix 12– Thematical Map
 Pages21 Bibliography

3. Introduction
The report hasbeenrequestedtoanalyse qualitative analysisandwillfeatureadefinitionof
qualitative research,the featuresof qualitativeanalysisandwhattypesof the strengthsand
weaknessesof the qualitative analysis.Providingavariedusage of analytical material,journalsand
booksof whichthe writerhas usedto ascertainthe informationprovidedinthe report. Inthis
reportthe has beenrequestedtoreportonan interview whichwasconductedwithanacademic
withinthe UWS,the reportwill containthematical analysisinregardstothisinterview allowingthe
writerto analyse asto anyrecurringthemesthatrun throughoutthe interview (appendix3).Inthe
transcribedinterview the writerhasidentified 4recurringthemeswhichthe writer hasthensplit
intosub-sectionswhich the researchdata.The themesidentifiedare organisation,humanresources,
external threatsandfuture development.These have furtherbeenbrokendownandcanbeenfound
inthe appendix section.
What is Thematical Analysis?
Thematical analysisisaprocessonwhichthe researcherwill use amethodinwhichto identifyand
analyse anypatternswithinatranscript(Braunand Clarke 2006 page 609). (Braunand Clarke 2006)
have advised6 phasestofollowwhenallocatingthisprocesstoresearch,firstlyreadingthe
transcribeddataand takingnote of initial thoughtaspects,thenrereadandcatchinganythingthat
may nothave beenselectedfirsttimeround,startinggenerationof codesisusuallythe secondstep,
thenstartingto searchfor themesandallocatingasappropriate. The nextstepwouldbe toanalyse
the themesdepictedandthenname the themesasappropriate tothe researchdatabeing
requestedandfinallytowrite upa report
What is Qualitative Analysis?
(Flick2009) hasadvisedthat"qualitative researchisnotbasedona unifiedtheoryor methodological
approach butcan adopt varioustheoretical stances” these canand oftendoinclude interviews,
questionnaires anddocumentanalysiswhetherthatbe inthe formof a case studyor previous
interviews, questionnaires orjournalswrittenonatopic.
Qualitative analysisprovides anaturalisticapproachtoresearchas allowsforthe thoughts and
feelingsof the personinvolvedinthe research tobe analysedas well.(Charmaz1995) statesit
“incorporatesthe personsmotivation,emotionsandprejudices”thusbeingsaiditdoesallow forthe
studyof phenomenonwhichlittle isknownortogainnew perspectivesonissues asadvisedby
(CorbinandStrauss1990)
Qualitative research design
The processfor qualitative researchshouldcontainsome forwardplanningsee appendix1. Thisis
the integratedapproachedasadvisedbyjosephaMaxwell,inthisapproachhe believes thatthe
goalsshouldbe clearlydefined,whatexactlyare youlookingtoclarifyandwhatshouldthe results
matter. Afterthisstepthe conceptual frameworkshouldbe thoughtabout,thesemayinclude
previousstudiesundertaken,understandingof the issuesinvolved,literature maybe required.
Developingthe researchquestionstobe able todraw out the elementsof the answerswhichmost
reflectthe goalsyouwishtoobtain. Choosingthe methodinwhichyoustudywill take whetherthis
isgoingfor example groundedtheorywhichisoftendescribedasschool of thought. Validityisthe

4. final stage inthisexample of designthisiswherethe informationsecuredisbackupwiththe
researchand date collected.
Effective qualitative research
Effective qualitative researchshouldcontainthe methodinwhichthe researchhaschosento
acquire the answerstothe informationrequired,whetherthisisgoinginanaturalisticroute togain
thisinformationforexample data collectionmostlikelytobe fromcase studieswhichtendstostudy
a personor institution(Stake1994) or ethnographywhichwill investigate specific phenomenon
usinga small numberof cases(AtkinsonandHammersley2004) or whetheryouwill use progressive
route whichcan include groundedtheorydatacollectionwhichinterplaybetweenanalysisanddata
collectiontogaininsight (StraussandCorbin1994)
Strengths and weaknesses
An ethical approachisto be adheredtos that the responders are more likelytoparticipate asthey
are aware of whattheirresponsesare tobe usedfor if not thiscan be become a weaknessandmay
invalidate the information
Validityof the informationatthe time of gatheringmaydifferfromwhatisactuallyrequiredbythe
researchprojectundertakenormay not be relevantorreliable atthistime.
(A Bryman 2012) advisesthatcontentanalysisincludesmultiple factorswhichaidinthe research
and can be appliedtoa wide range of phenomena. Whereas(Scott1990) feelsthatthe information
ascertainedcanonlybe reliable asthe document it’sbeingresearchedon.
Thematical Analysis
In thisthematical analysisthereisfour themeswhichhave beenaddressed inregardstothistheme,
thishas thenbeen divided intoseveral subthemeswhichhasbeenshownin appendix3forthe
interview whichshowsthe writersthoughtsatthe time of readingthe transcribedinterviewand
appendix 3has a table showingthe full thematical coding.Thematical mapis appendix12
Organisation (see appendix 4 and 5)
Typesof organisations caninclude public,privateandnon-profit. All of whichhave theirown
commercialisedassetsorresourceswhethertheyare providingaservice ormanufacturinggoods,
thusallowingdifferentcultures tobe sustainedwithin. The structure of the companiesdepends
solelyonthe managementandthisiswhenstrategicmanagementof the objectivesandthe goals
setfor the company andof the people inthe companycan andinevitablywill come intoplay
allowingthe resourcestobe allocatedatthe mostappropriate stage of the processfor yourservice
allowsforthe companyto derive satisfactionthatall the needsandrequirementsare constantly
sustainedallowingforthe developmentof the productor service butalsoallowingforthe
developmentof the people withinthe organisation andevolutionof the organisationtobe a
continual process. “Interactionbetweenthe people withinthe organisationtowardsachievingtheir
organisational goals”and “If we looka little closer we then see the objectivesor goalsof the
organisation”. Thisallowssourcingandopportunities,risksthatmayleadtoa transformationof
industriesoveraperiodof time (Chau,V.S.andWitcher,B.J. 2014)

5. Human Resources (see Appendix 6 and 7)
humanresourceshave toplayin the organisational trendsandfuture andthusbeingsaidalthough
managersof a companyhave the biggestrole toplayinthe decisionmakingprocesstheirdecisions
will be basedonsome factorswhich can onlybe providedwithhumanresourcesrequirementsbeing
adequatelysustained. The hiringof staff withthe skillsetsrequiredtofulfilthe companies’
objectivesandgoalsisextremelycrucial andensuringthe people withinthe companyhave agood
workingenvironmentandtheirneedsandthatof the companyare met. Skillsdevelopmentbeing
firstand foremostpriorityensuringthatthe resourcesrequiredare alwaysavailable.
External Threats (see Appendix 8 and 9)
Althoughanorganisationcanhave internal threats,the mainriskforanyorganisationisexternal,
whetherthisbe througha crisessuchas natural disasters,pandemicdisease all of whichcanhave
effectonenvironmental stabilityandthuscausingeconomic instability,insevere instancesthiscan
cause economicrecessionandglobal effectonfinancial markets. Humanfactorsplays majorrole
whetherthisbe terroristattackswhichcan cause majorupheaval anddisruptions,humanerrorcan
alsobe a threatinternallybutalsoexternallyasthiscan cause environmental issuesalongthe way.
So inthisway the technologyof the companyhasbeenhighlightedandthe needtodevelopsystems
withinthe organisationthatcapable of adaptingandovercominganyissuesthatmayarise andto
helppreventhasissueswhicharise due toequipmentfailure.Environmental issueshave tobe taken
intoconceptas these have become more prevalentthe companyneedstostartthinkinggreenalso
needtoascertainthe effectsthattheyhave on the worldas whole
Future development (see Appendix 10 and 11)
Future developmentcanbe splitintothree sectionsfirstlyeducationwhichishelpingtodevelopthe
skill alreadyacquired,helpingtoobtainskillsrequiredandthisiswhere universitiescome intotheir
ownas theyaid graduatestoaware andhave understandingof peopleaidingthemtobeneficial to
the organisationtoremaincompetitive andsuccessfulinthe businessenvironment,the
developmentwithinthe organisationisimperative learningthatcontinual developmentand
improvingof the skillsandservicesprovidedwill enable the companytobe a fore runnerinthe
businessmarketallowingthemtoremainina positonof strength
Outcomes
There are fourmainthemesrecurringthroughoutthe interview, theseinclude organisation,human
resourcesexternal threatsandfuture developmentwhenitcomestoorganisational management
and humanresourcesbothworkcloselyinconjunctionwitheachother organisationalmanagersare

6. primarily toensure the goalsandthe objectivesgetmetandhumanresource isto ensure the
personnel required isinplace togethisobtained. Organisational managersrolesalsoincluderisk
managementasthere are several factorsbothinternal andexternal whichcanaffectthe structure of
the company,managementshouldhave acontingencyplaninplace inwhichtodeal withexternal
factors andthisis nowcoveredunder BS25999 Code of Practice and SpecificationforBusiness
ContinuityManagement(BSI,2005, 2006), Herbane,B. (2010). Businesscontinuitymanagementis
disasterrecoveryplanprovidingatimeline of acrisis(Fink1986) hasadvisedthistobe in three
stagespre – crisis, Tran’s- crisisand post- crisis. Adheringtothe planorganisationshave seen
where theyare before, tookinpotential risksandhow torectifyafterasituationhasarisen.
Swanson’s(1999, 2003) advises‘Organizationsare human-made entitiesthatrelyonhuman
expertiseinordertoestablishandachieve theirgoals’ whereas thisisdescribeddifferentlyby
(Korpiahoetal.,2007) as humanresourceswill select todeveloptheirmanagersthroughdiverse
educational programmes. the mainaspectwhetheritbe inrelationtothe organisation,human
resourcesorthe future developmentisthe people involved,thisisbecause the people whomwill
decide onthe productor service,itwill the internal peoplewhomwill strivetoreachthe goalsand
objectivesof the companyanditsall the people involvedthatwill maintainthe skillsrequiredtodo
thisofferingbenefitstothe customerbutalsoto the employee astheyare shownthe benefitsof
meetingthe targetedgoals. The original ternof humanresource developmentwasmainlydealing
withtechnical andvocational educationwhetherthisistrainingof employeesormanagers. Atthis
pointiswhenhighereducationcomesintoplay,where managersandstaff canbe assessedtosee if
the skillsare sufficientenoughandif thisisfoundtobe lackingcan go back throughfurther
education. Higherandfurthereducationfacilitieshave enhancedthisopportunityforthe business
worldas theyare constantlyevolvingtheircoursesinthe businessdepartmentinwhichanyperson
undertakingthe course isevolvingthe skillsthattheyhave andlearnnew skillswhichwillbothbe
beneficial tothemselvesinthe role theyare presentlyinandanyfuture rolestheywishto
undertake. Thisis givingthe organisationacompetitive edgeastheyhave employeeswhose skills
have beenobtainedwiththe foresightof furthereducationschoolstohave keptabreastof the ever
changingbusinessmarket.

7. Appendix1
(https://books.google.co.uk/books?hl=en&lr=&id=DFZc28cayiUC&oi=fnd&pg=PR1&dq=qualitative+r
esearch+design+an+interactive+approach&ots=LJyG7GsO7k&sig=CJI2-
UMsbdVPOeJPNSmWUmVEGp4#v=onepage&q&f=tru)

8. Appendix2
Interview Transcript: Interview with a UWS Academic
As part of a larger research project related to future business developments, a researcher
(interviewer SI) has conducted an interview with an academic (AL) within the UWS School of
Business and Enterprise.
Research aim:
Explore the current thinking and future trends within the area of business and operations
management.
Interview conducted: January 2015
Location: UWS School of Business and Enterprise, Paisley Campus
Interview
SI: Good morning. Hope all is well with you? I was hoping we would be able to discuss any
areas that you believe are important or will be important in the future.
AL: Morning. I’m well thanks. That would be great. The area of business and management in
General has really gone through a lot of developments and changes. And as a result a huge
variety of disciplines and subject areas have emerged. I’m more than happy to discuss these
with you.
SI: Has the way we look at organisations changed?
AL: It has and it continues to. That’s the really exciting thing. Organisations aren’t static; they
are continually developing and evolving. And so is our understanding of them. If you look at
the environment in which organisations operates – the business environment, market or sector
– these are also continually developing and changing.

9. Fundamentally, the underlying objective of an organisation is to learn, expand and ensure
sustainability of business practices. Instead of viewing an organisation as a mechanical
machine designed to deliver profits, a more compelling perspective it to view organisations as
a system. Continually developing, expanding and growing.
There are many different types of organisations which are all set up to serve a number of
different purposes and fulfil a number of different roles or activities. For example, you have
private enterprises or public sector organisations. Then there are also non -profit companies.
Organisations come in all shapes and sizes. Across these organisations there are also
different cultures and different ways of doing things. If we expand this globally, that just grows
and grows. But if we look at organisations in general, we see three things. Firstly, we see
people. If we look a little closer, we then see the objectives or goals of the organisation. What
they are trying to achieve or build. And then we see the structure of the organisation. And all
of these elements influence the way in which the organisation operates. There is interaction
between the people within the organisation towards achieving their organisational goals. And
then you have a structure which sits over or around that to ensure that people’s efforts are
channelled towards effectively achieving and hopefully exceeding those goals.
Central within any organisation are the people. The human resource provides an organisation
with the ability, the know-how, the ideas that it needs. They create the momentum within
organisation. Within that, the effective management of people is critical to any organisations
success. Human Resource management involves or influences every aspect of an
organisation. HR involves all the decisions and practices that influence the people that work
for an organisation. So we need to understand the role of a person, what they will be doing in
their job, their role, and also recognise their needs. So providing good working conditions,
developing their skills, and proving benefits and opportunities goes hand in hand with that.
There are also in the success of an organisation. Looking at the organisational stakeholders
gives us an insight into which individuals or groups have an interest in an organisation and
also who is affected by the goals, operations, behaviour of that organisation. Stakeholders
have a wide variety of interests, employees, consumers, communities, the environment,
governments or even other organisations and businesses, could all be influenced by a
particular company. So understanding the way in which organisations operate is really
important.
SI: Why is understanding the way organisations function important?

10. If we can understand the way in which organisations work, or any system really, if we can
understand the way things operate we can then look for ways to improve it, development it
and design it.
For example, we can look at organisations and the resources that they have, and this can
provide several insights into organisations and the way they operate. Within this resource
based view, organisations are viewed as a collection of resources. So this allows us to look at
organisations as and grouping of several different components or elements. It is this collection
of resources that enables an organisation to achieve a competitive advantage. This extends
to not only an organisation’s resources but all across the organisation and the world that it
operates in.
We can look at organisational resources as the available and useful elements that enable an
organisation to detect and respond to market opportunities and threats. An organisation’s
resources can then be thought of as an asset or input into things like production, marketing or
whatever, while an organisations capability refers to the ability to perform a coordinated set of
activities and utilise any resources it has to achieve the desired results. This could be things
like meeting objectives, growing market share or expanding into new areas. An important
element of an organisation’s ability to achieve its goals, its performance, is its environment.
Without that understanding, the organisation will struggle.
SI: Why do you think ideas like that are so important?
AL: Organisations must strive and continually adapt in order to sustain competitiveness and
remain successful. Particularly within uncertain environments. Through turbulent economic,
social and environmental periods; organisations will experience disruptions and maybe even
crises. These disruptions can pose several threats to the performance of an organisation.
Subsequently, understanding the features that allow for successfuladaption is essential within
the challenging business environment in which modern organisations operate.
The structure, management and performance of an organisation is not only determined by
internal elements and structures, but organisations are also influenced by a range of external
factors.
There has been a growing amount of evidence from several large scale incidents over the
past decade that have highlighted the need to develop organisational systems capable of
adapting and overcoming complex issues. Risk for organisations, or for anything really, can

11. take many forms and this can be seen in many recent publicised events like the 2004 Indian
Ocean Tsunami, the Haiti and Chile Earthquakes, the recent global financial crisis. Even in
Europe there have been things like the 2010 eruption of Icelandic volcano. Natural disasters,
pandemic disease, terrorist attacks, economic recession, equipment failure and human error
can all pose both a potentially unpredictable and severe threat to the functioning of an
organisation.
SL: Are organisations more conscious of this?
AL: They are and they’re beginning to focus more on things like risk; and looking at the way
organisations deal with risk has become increasing important.
SL: Why has it become more important?
AL: Risk within a system can take many forms.Risk is about future happenings and it extends
across an organisation. If we think of an organisation as a huge system, that risk could spread
and affect several different elements. As a result of this, risk management is an integral
component of successful organisational strategy and operation. There is always uncertainty
about the future and it is this uncertainty that brings risk. This means that organisations are
subjected to a broad range of risk factors and an uncertain future. This future and the
development and evolution of an organisation is subsequently characterised by both internal
and external risks. Organisations need to understand this and then respond to it effectively.
Now that could mean looking at risk management, but also looking at resources and
capabilities.
SL: Does that extend to other areas?
AL: It does. Over the past few years, another thing that has become increasingly important is
the environment and the role that businesses play in influencing and affecting that
environment. Environmental concerns are becoming central in the way in which organisations
think. Thinking green and sustainability are really important issues. And when we look at this
we start to see different areas emerge, we have the economic factors, social elements and
then we have the environment. The world outside our windows. Understanding the impact that
we have in the world around us is central within the way we live. Whether that is recycling,
reducing our power consumption or moving to more sustainable forms of energy. We need to
take a more complete view of the influence that we and organisations have.

12. SI: What role do Universities play in influencing these issues and this type of thinking?
AL: I think Universities, like UWS, are responsible for developing graduates that understand
these types of issues. Going into the workplace and being aware and understanding these
issues is
Important for our students.
SI: What are the key criteria central to recruiting business students in your University?
AL: As you may probably be aware, Business and Operations subject fields are applicable to
all aspects of human activities. Whatever you are, whether you are a Scientist, an engineer, a
Technology expert or a Social Scientist, you will have to engage in activities of managing
your resources in your business operations, whether commercialor governmental. It therefore
explains the reason we make it essential that our business students musthave skills in literacy
and numeracy. These core skills are expected to be achieved in their School Certificate level
examination results, as they form an important part of the criterial for measuring their ability at
recruitment.
SI: Talking about employability, how well are your students competitive in the job market?
AL: We take the issue of employability very seriously in our teaching and learning of business
and operations at UWS. It is the trend in colleges and universities all over Scotland and the
rest of the United Kingdom. At UWS we deliver total learning experience and prepare our
students for the future after graduation. Employability skills are fully embedded in our Business
and Operations modules and programmes. This philosophy is in line with the current trends
and that has put our students in a position of strength against competition in the industry and
the feedback from our monitoring department has been excellent.

13. Appendix3
Tables ofthematical analytical and coding
Direct quote Coding applied
Continuallydevelopingandevolving Future development ,organisation
Organisations aren’t static organisation
Business environment, market or sector –
these are also continually developing and
changing.
organisation
Business environment, market or sector –
these are also continually developing and
changing.
Organisation,humanresource
private enterprises organisation
public sector organisations organisation
non -profit companies organisation
different cultures Organisation,humanresource
different ways of doing things Organisation,humanresource
people Organisation,humanresource,future
development
objectives or goals of the organisation Organisation
structure of the organisation Organisation
People’s efforts are channelled towards
effectively achieving and hopefully
exceeding those goals.
Human resource
The ability Human resource,future development
The know-how, the ideas that it needs Human resource,future development
Create the momentum Human resource
Effective management of people Human resource
Involves or influences Human resource
Decisions and practices Human resource
Understand the role of a person Human resource
Their job, their role and also recognise their
needs
Human resource
Providing good working conditions, Human resource

14. Developing their skills Human resource,future development
Proving benefits Human resource
Opportunities Human resource
individuals or groups organisation
affected by the goals, operations,
behaviour
Organisation
employees, consumers, communities, the
environment, governments or even other
organisations and businesses
organisation
Improve it, development it and design it. Organisation,future development
resources Organisation
insights organisations
Operate. organisations
resource based view organisations
collection of resources organisations
several different components or elements organisations
available and useful elements Organisation
detect and respond Organisation
market opportunities and threats Organisation
an asset or input Organisation
production, marketing Organisation
capability Organisation
ability to perform a coordinated set
activities and utilise any resources
Organisation
achieve the desired results Organisation
meeting objectives, growing market share
or expanding into new areas
Organisation
Ability to achieve its goals, its performance,
is its environment.
Organisation
strive and continually adapt Organisationfuture development
Sustain competitiveness Organisationfuture development
Remain successful Organisationfuture development
Uncertain environments External threats
turbulent economic, social and
environmental periods
External threats
disruptions External threats
crises External threats
large scale incidents External threats
Highlighted the need to develop
organisational systems capable of adapting
and overcoming complex issues.
External threats
Europe there have been things like the
2010 eruption of Icelandic volcano. Natural
disasters, pandemic disease, terrorist
attacks, economic recession, equipment
failure and human error
External threats
global financial crisis External threats
Risk management organisational
environment External threats

15. Appendix4
Organisation
Continuallydevelopingandevolving different cultures
Business environment, market or sector
these are also continually developing and
changing.
different ways of doing things
private enterprises people
public sector organisations affected by the goals, operations,
behaviour
non -profit companies employees, consumers, communities, the
environment, governments or even other
organisations and businesses
objectives or goals of the organisation Improve it, development it and design it.
structure of the organisation resources
Operate. Insights, Sustain competitiveness
resource based view production, marketing,
collection of resources capability
several different components or elements ability to perform a coordinated set
activities and utilise any resources
available and useful elements achieve the desired results
detect and respond - Risk management meeting objectives, growing market share
or expanding into new areas
market opportunities and threats Ability to achieve its goals, its
performance, is its environment.
influencing and affecting that environment External threats
concerns are becoming central External threats
Thinking green External threats
important issues External threats
different areas emerge External threats
economic factors, social elements External threats
Understanding the impact External threats
recycling, reducing our power consumption
or moving to more sustainable forms of
energy
External threats,future development
complete view of the influence that we and
organisations have
External threats, future development
developing graduates Future development
aware and understanding Future development
managing your resources in your business
operations
Future development
commercial or governmental Future development
employability Future development
position of strength Future development
competition in the industry Future development

16. an asset or input strive and continually adapt
Appendix5
Organisation further breakdown
Stakeholders
private enterprises
public sector organisations
non -profit companies
employees, consumers,
communities, the
environment, governments or
even other organisations and
businesses
Strategic management
Continuallydevelopingandevolving
objectives or goals of the organisation
Improve it, development it and design it.
Insights
production, marketing capability
ability to perform a coordinated set
activities and utilise any resources
achieve the desired results
meeting objectives, growing market
share or expanding into new areas
Ability to achieve its goals, its
performance, is its environment.
strive and continually adapt
Sustain competitiveness
Organisational view
structure of the organisation
different cultures
different ways of doing things
people affected by the goals,
operations, behaviour
resources, operate resource
based view
collection of resources
several different components
or elements
available and useful elements
an asset or input
Risk Assessment
Business environment, market or sector
– these are also continually developing
and changing.
detect and respond
market opportunities and threats
Risk management

17. Appendix6
Human resources
Understandthe role of a person
Theirjob,theirrole andalsorecognise theirneeds
ProvingbenefitsandOpportunities
Effective managementof people
people’seffortsare channelled towardseffectivelyachievingandhopefully
exceedingthose goals
Providing goodworking conditions
InvolvesorinfluencesDecisionsandpractices
Appendix7
Human Resources further breakdown
People
Providinggoodworkingconditions
Understand the role of a person
Theirjob,theirrole andalsorecognise theirneeds
ProvingbenefitsandOpportunities
people’seffortsare channelledtowardseffectively
achievingandhopefullyexceedingthose goals
Organisational
Effects
Involvesor
influences
Decisionsand
practices
Knowledge
Effective managementof people

18. Appendix8
External Threats
Uncertainenvironments environment
turbulenteconomic,social andenvironmental
periods
influencingandaffectingthatenvironment
disruptions concernsare becomingcentral
crises Thinkinggreen
large scale incidents importantissues
Highlighted the needtodeveloporganisational
systemscapable of adaptingandovercoming
complex issues.
differentareas emerge
Europe there have beenthingslike the 2010
eruptionof Icelandicvolcano.Natural disasters,
pandemicdisease,terroristattacks,economic
recession,equipmentfailure andhumanerror
economicfactors,social elements
global financial crisis Understandingthe impact
recycling,reducingourpowerconsumption or
movingtomore sustainableformsof energy
complete viewof the influence thatwe and
organisationshave
Appendix9
External Threats further breakdown
Crises
large scale incidents
Europe there have beenthingslike the 2010
eruptionof Icelandicvolcano.Natural disasters,
pandemicdisease,
Markets
Uncertainenvironments
turbulenteconomic,socialand
environmental periods
economicrecession
global financial crisis
Technology
highlightedthe needtodeveloporganisational
systemscapable of adaptingandovercoming
complex issues
equipmentfailure
Human factor
terroristattacks
humanerror
disruptions
Environmental
recycling,reducingourpowerconsumption or
movingtomore sustainableformsof energy
Thinkinggreen
importantissuesdifferentareas emerge
Influence
complete view of the influence thatwe and
organisationshave
influencingandaffectingthatenvironment
concernsare becomingcentral
economicfactors,social elements
Understandingthe impact

19. Appendix10
Appendix11
Future development
Continuallydevelopingandevolving people
The ability strive andcontinuallyadapt
The know-how,the ideasthatitneeds Sustaincompetitiveness
Developingtheirskills Remainsuccessful
Improve it, development it and design it.
recycling,reducingourpowerconsumption or
movingtomore sustainableformsof energy
complete viewof the influence thatwe and
organisationshave
developinggraduates
aware andunderstanding
managingyour resourcesinyourbusiness
operations
commercial or governmental
employability
positionof strength
competitioninthe industry
Future development further breakdown
Education
Developingtheirskills
developinggraduates
aware and understanding people
strive andcontinuallyadapt
Sustaincompetitiveness
Remainsuccessful
Development
Continuallydevelopingandevolving
improve it,developmentitanddesignit
recycling,reducing ourpowerconsumption
or movingto more sustainable formsof
energy
complete view of the influence thatwe and
organisationshave
people
strive andcontinuallyadapt
Sustaincompetitiveness
Remainsuccessful
Skills
The ability, The know-how,the ideas thatitneeds, employability, employability
Managing yourresourcesin yourbusiness operations,positionof strength,competitioninthe
industry,commercial orgovernment.

20. Appendix12 Thematical Map

21. Bibliography
Bibliography
Bryman,A. (2012) Social researchmethods.4thed.New York:OxfordUniversityPress.
Chau,V. S.and Witcher,B. J.(2014) Strategicmanagement:Principles&practice.UnitedKingdom:
Cengage LearningEMEA.
FINK,B. R. (1986) Complexity.Science.pp.319–319.
Herbane,B.(2010) Small businessresearch:Time foracrisis-basedview.InternationalSmall
BusinessJournal.[Online]Vol.28(1),pp.43–64. Available:
http://isb.sagepub.com/content/28/1/43.full.pdf+html[Accessed19Mar 2016].
LLC, P. (2016) Environmental operationsmanagement:Anopportunityforimprovement[Online].
Available:http://search.proquest.com/openview/861d5fd1c37cfaa3ba3fd3314f3399bd/1?pq-
origsite=gscholar[Accessed19 Mar 2016].
Maxwell,J.A.(2012) Qualitativeresearchdesign:Aninteractive approach:An interactive approach
[Online].SAGE.Available:
https://books.google.co.uk/books?hl=en&lr=&id=DFZc28cayiUC&oi=fnd&pg=PR1&dq=qualitativ
e+research+design+an+interactive+approach&ots=LJyG7GsO7k&sig=CJI2-
UMsbdVPOeJPNSmWUmVEGp4#v=onepage&q&f=tru[Accessed19 Mar 2016].
Nadler,L.(1970) How isyour organizational health?HumanResource Management.Vol.9(1),
pp.18–28.
Roen,K.(2007) Review:U.Flick(2006). An introductiontoqualitative research.QualitativeResearch
inPsychology.Vol.4(3),pp.259–260.
Sambrook,S.and Willmott,H.(2013) The rigor of managementeducationandthe relevance of
humanresource development:Natural partnersoruneasybedfellowsinmanagementpractice?
ManagementLearning.[Online] Vol.45(1),pp.39–56. Available:
http://mlq.sagepub.com/content/45/1/39.full.pdf+html[Accessed19Mar 2016].
Starkings,S.(2012) Quantitative dataanalysiswithIBMSPSS17, 18 & 19: A guide forsocial scientists
by AlanBrymanand Duncan Cramer.International Statistical Review.Vol.80(2),pp.334–335.
Strauss,A.L. andCorbin,J. M. (1991) Basicsof qualitative research:Groundedtheoryprocedures
and techniques.17thed.UnitedStates:Sage Publications.
Braun (2006) usingthematicanalysisinpsychology.
Charmaz,K (1995) groundedtheory.
Scott,J (1990) a matterof record.
Stake,R.E (1994). thousandoaks ca: sage.