In a workplace setup, data flow not only shows the credibility of processes but also the understanding of duties and departments as a whole. Thus, the first reason for data collection in the workplace is to establish whether the employees understand their tasks and f they’re doing their work and executing procedures correctly. This goes a long way in improving the service delivery of the organization and even further, reducing instances of lowered ratings in the case of an ISO (International Organization of Standards) audit (O’Leary, 2005). The data collection and flow of it is meant to establish which, if any, of the processes within the workplace, need to be changed. Whereas the organization may be comfortable running its operations on previous systems or channels, through data collection they may just realize that the time for change has come.
Data collection is the drive for processes geared towards changing a business’s operations. Such operations include; Business Process Reengineering and Continuous Process Improvement (O’Leary, 2005). These are a combination of processes and technologies aimed at dynamically changing the way an organization operates, with the aim of improving its quality of service, amongst other objectives. Lastly, data collection can be customer centered. This means that the clients’ are the sole source of the data that is gathered through the suggestion box and such channels as mail feedback. The customer-targeted information is useful in providing the ways by which the operations of a company can be twisted to meet precisely what the customers require. Organizations should always be customer centered, this way, they ensure they are relevant to the niche they are trying to exploit for profit. If customers have shown through data gained from them and analyzed in the business that they are disinterested in a particular product, then the product gets discontinued. On the same line, if the customers indicate increased demands for a specific item, then, the product should continue being supplied to them until they are satisfied. Customers are also relevant in providing critical suggestions and information as to the improvements that can be made on particular products to increase their competitiveness in the market.
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Collecting data, analyzing data in organizations, researching real-world problems, and the process of solving problems, all have one primary connection; they form a chain, respectively as stated. There can be no analysis without data, and there can be no need for data if a problem is not identified (Merriam, 2002). Thus, the named elements from the traditional flow of research, from problem identification to data collection, analysis, and finally problem-solving. All these processes are essential in an organization with an aim towards improving its service provisions and market competitiveness at all times. Second, is that due to this direct dependence, any error done in a preceding step of research means a mistake in the next stage. Thus the whole process becomes flawed. Therefore, the underlying knowledge and requirement of study are that all steps must be carried out meticulously (Merriam, 2002).
Wrong data can affect the entire operating system of any organization. As stated, a mistake in one step ruins the whole data collection and interpretation. It is, therefore, incumbent upon the organization's management that there are adequate cares and observance in the data collection system to ensure that there is a limited amount of error that may adversely affect the overall importance of the data collection and analysis system.
References
Merriam, S (2002). Introduction to qualitative research. In S. Merriam & Associates (Eds.),. Qualitative research in practice: Examples for discussion and analysis (pp. 3-17). San Francisco: Jossey Bass.
Merriam, S. (2009). Qualitative research: A guide to design and implementation. San Francisco, CA: Jossey-Bass.
O’Leary, Z. (2005). Researching real-world problems: A guide to methods of inquiry. Thousand Oaks, CA: SAGE.
Swanson, R. (2005). The challenge of research in organizations. In R. A. Swanson and E. Holton III (Eds.),. Research in organizations: Foundations and methods of inquiry (pp. 3-10). San Francisco: Berrett-Koehler.
