Methodology
Methodology is the strategic Planning of a Research. The way out or procedural rules and discipline used by a researcher is called methodology. The area of logics, which deals with the general working methods and principles of the formation of knowledge, is known as Methodology. In this sense, methodology is the significant conceptual difference between the tools of scientific investigation and the principles that determine how such tools are organised and understand.
Newell et al. [1972] described methodology as the rational problem-solving theory, where the human has represented as a part of information-processing systems. The theory combines a cognitive system 1, characteristics of design problems, the environment in which design problem solving takes place, and the design process itself. They postulate that problem solving takes place by searching in a problem space.
Roozenberg et al., [1994] indicates methodology as a ‘basic design cycle’, where this model includes: analysis, synthesis, simulation, and evaluation as the respective steps. Hybs et al., [1992] pointed methodology as an evolutionary process model of design. Van Aken, 2 [2000] mentioned methodology as a stepping stone for the development of a domain-independent design theory to support the design of large-scale, complex design processes
Action Research:
More deliberate action based on and informed by recognised research procedures is called Action research. The differentiation among action research and reflective practice are shown with a specific data creation and also analysis phase. According to Tripp, in action research it is not essentially part of reflective practice but informal reflection still continues within it. Richard Sagor of Washington State University has confirmed this conception of action research is similar to a member of Project LEARN 3. He prescribed a flow of six sequential steps:
Formulating a problem
Planning for data collection
Collecting data
Analysing data
Reporting results
Taking action
Definitions of action vary from Researcher to Researcher. The most extensively cited is that of Wilfred Carr and Stephen Kemmis defined “Action Research is simply a form of self-reflection enquiry undertaken by participants in a social setting [including educational settings such as schools] in order to improve the rationality and justice of (a) their own practice, (b) their understanding of these practices, and (c) the situation in which the practices are carried out.” [In there book Becoming Critical: Education, Knowledge and Action Research.]
Schon’s new educational paradigm 4 teaches us how to reflect-in-action. It has organised into four themes: (a) concept of inquiry as reflection-in-action, (b) constructing a
dialectic in organisations, (c) practice of learning and (d) knowledge must be embodied in direct action.
Moreover, this quality of referencing an emerging system to its direct context of action is at the heart of Schon’s theory of practitioner education (Schon, 1987). Rather than a traditional model of professional training where more and more information and theories are given in increasingly abstract ways, Schon advocates a deeply contextualised approach to professional development. “Knowledge is in the action” 5
Data Collection and Recording
a. Initial Exploratory Surveys
Two hundred ten (210) persons employed by the NHS 6 of Chlamydia screening programme in WIC were surveyed 46, then another one hundred twenty-two (122) workers with the WIC were surveyed using identical survey questions in May 2003. Both sets of surveys were conducted during commercial training workshops conducted for state employees by nominated Agency. The people attending the workshops were either there voluntarily or by direction from their supervisors.
At the beginning of each training session, following presentation of administrative details and personal introductions, the training facilitator explained that the training company is conducting an employee opinion survey concerning factors affecting Chlamydia screening programme.
b. Survey of Service users
The surveys were conducted among the service users and also their partners from October 25 through November 5, 2001 using large envelope with first-class postage to 222 supervisory personnel in Manchester. A postage-paid return envelope was included with each survey. The return envelopes were addressed to the researcher at NHS.
Data Process and Analysis
The responses were content analysed with the intent of identifying consistent factors to be used in further study of the relationship between managerial leadership actions and employee Health care serviceivity. Those factors are listed in Findings section of this report.
The responses to the open-ended questions were classified into unique factors as indicated in the result tabulations. Factor labels were selected by using the primary issue words used by the respondents in their comments. Nouns and adjectives used in the survey answers were applied whenever possible.
The results were sorted in order of percent of responses. Because the number of responses differs for each year group, percentages were used to standardize the data between the two groups. Factors with less than 4% response rates were not given great attention in the final analysis. These factors may represent true work force perceptions, but the low number of persons mentioning them does not warrant equal status with more frequently mentioned issues. The dominant factors mentioned by 4% or more of the respondents 47.
Methodological Assumptions:
The supervisory surveys 7 contained three distinct types of data: demographic data about the respondent, scaled ratings performance items and responses to four open ended questions. The demographic data and ratings of the scaled items were tabulated using a Microsoft Excel 97 spreadsheet. The items were listed in one column and the data values for each of the 91 returned surveys were entered in subsequent columns. Data tables are located in Appendix B.
Preliminary statistics including: mean values, standard deviations, minimum and maximum values and modes were calculated using the Excel software. The data was then transformed, columns to rows, for entry into a more powerful statistical software package, Stata version 6.0 has chosen for its ease of use, availability and power.
Limitations
The responses to the four open ended questions were content analysed in a similar fashion as those from the work force surveys. Those factors are listed in Findings section of this report and are fully listed in Appendix 2.
The responses to the open-ended questions were classified into unique factors as indicated in the result tabulations. Factor labels were selected by using the words used by the respondents in their comments. Nouns and adjectives used in the survey answers 8.
The results were sorted in order of number of responses. The graphical presentation of the data uses percent of responses in order to simplify comparison with the data from the work force surveys.
A representative selection of respondent comments was transcribed verbatim (with minor editing for grammar, spelling and punctuation) in order to capture the richness of the empirical data, and to convey the strength of opinion regarding the comments made.
Findings
The theoretical structure of my dissertation is has presented and discussed with my selective Review of Literature. My theory guides me to do by providing me with terms and procedures for doing it. It determines the problem. With the perspective of an activity-based theory of instruction, I have talked together with sitting quietly at Chlamydia screening in a WIC. To determine the findings of Chlamydia screening in a WIC, we may present a SWOT 9 Analysis.
Main Aspects of SWOT Analysis:
An appraisal of an organization’s strengths and weaknesses in relation to environmental opportunities and threats is generally referred to as a SWOT analysis. The following analysis will look closely into the SWOT’s concept and criteria for successful and effective SWOT analysis. SWOT has a long importance as a tool of strategic and development analysis
Strengths
The WIC Walk in Center in Manchester is targeted at the top end of the mass Chlamydia screening. Its well-established strengths are individual STYLE, good QUALITY and VALUE for money. The key for this success is that WIC WALK IN CENTER IN MANCHESTER designs its own services and provides them under its own label. As one of the largest Health care industries, they use their extensive Chlamydia screening overview to recognise changes in service users wishes and behaviours. Creating services under its own label allows WIC WALK IN CENTER IN MANCHESTER to adept quickly to changing Chlamydia screening conditions. This procures an invaluable advantage – saving time. The fashion industry is one of the fastest-moving Chlamydia screening s. Adaptability, and therefore timesaving, is essential in a Chlamydia screening where time decides between success and defeat.
Weaknesses
Unfortunately, regular service users are sometimes obliged to get in the WIC 10for high yield of Gynecological disease. The root of this weak point can be found in the incomplete prod retailer’s rangeIn fact, if regular service users of WIC WALK IN CENTER IN MANCHESTER. This gives the competition a chance to convince WIC WALK IN CENTER IN MANCHESTER service users of their advantages.
Opportunities
Times of social rethinking should be observed with attentiveness by WIC WALK IN CENTER IN MANCHESTER in order to make a profit. Nowadays, more and more people are becoming conscious about the significance of nature. Serving with high quality and environmentally friendly raw materials is a good opportunity to promote the socially conscious reputation of WIC, thereby increasing long-term success.
Individuality is a key word for profit by using proper funding of NHS. Latest studies show that the average body has changed. People are getting taller and heavier. The biggest ever study of the female figure showed that over the last 5 years the average British woman’s bust has grown by Chlamydia. To adapt to these changes leads service users to recognise that WIC WALK IN CENTER IN MANCHESTER pays attention to them.
Threats
The biggest threats that WIC WALK IN CENTER IN MANCHESTER ` faces is companies that use a “Commercial Service.” This means that discounters, especially big super Chlamydia screening s that are not based on the same Chlamydia screening as WIC 11, sell similar Health care services. They offer these Health care services for only a short period of time. For example, they sell for only one week at an incredibly cheap price and then they move on. The Tosco super Chlamydia screening is selling the aforementioned Levi’s top-selling 501 jeans at £ 30, some £20 less than the High Street price. Consumers consciously decide to buy these lower priced items in lieu of higher quality, high-ticket Health care services. This hit and run strategy leads to a big part of the demand being satisfied.
Chlamydia screening Objective and Strategy:
Chlamydia screening is a social & managerial process by which individuals & groups obtain what they need & wants through creating &exchanging Health care services &value with others. Chlamydia screening Objectives and strategies of WIC Walk in Center in Manchester Group: The Chlamydia screening that the company would like to attain during the plan’s term & discusses key issue 13. There are a lot of objectives of Chlamydia screening for WIC Walk in Center in Manchester. Some points are given below:
Chlamydia screening segmentation:
Dividing a Chlamydia screening into district group of service users on the basis of needs and behavior.
Chlamydia screening targeting:
The WIC Walk in Center in Manchester process of evaluating each Chlamydia screening 12 and selecting one or more segments to enter.
Chlamydia screening positioning:
The WIC Walk in Center in Manchester arranging for a Health care service to occupy clear distinctive and desirable place relative to competing Health care services in the mind of target users.
Chlamydia Screening Mix:
The WIC Walk in Center in Manchester Group set of controllable tactical Chlamydia screening tools-Health care service, price, place, and promotion.
Managing Chlamydia Screening Effort;
The WIC Walk in Centre in Manchester wants to design and put into action in the Chlamydia screening mix that will best achieve its objectives its target Chlamydia screening.
Chlamydia screening strategy:
It is the WIC Walk in Center in Manchester Group 13 Chlamydia screening by which the business unit hopes to achieve its Chlamydia screening objectives.
Chlamydia screening analysis:
The WIC Walk in Center in Manchester managing the Chlamydia screening begins with a complete analysis of the company’s situation. The company must analyze its Chlamydia screening and Chlamydia screening environment find attractive opportunities and avoid environment threats. Its must analyse company strengths weakness.
Conclusion
The goal of this dissertation was to broadly summarise a sampling of my work, concentrating on the unique contributions the researchers have made to the literatures of their practitioner and organisational learning. The contributions has been integrated into a model of generative learning. Chlamydia screening in a WIC to generative learning corresponds to the insights of non-linear dynamics and self-organisation theory, and yet, in many ways, predates them by decades.
Although my approach in this dissertation has some limitations, I have some confidence that the insights I have presented here are true to Chlamydia screening in a WIC and accurately summarise the researchers important writings. In addition, this approach to self-organisation and emergence provides a useful lens that others have also used to understand second-order learning as a nonlinear, discontinuous process of Chlamydia screening in a WIC offers an excellent framework for understanding the nature of generative knowledge, highlighting this unique contribution of among theorists of individual and organizational learning 14.
My hope is that through this brief introduction to Chlamydia screening in a WIC, a broader group of management scholars and National Health Service’s workers will be able to apply his insights to the growing research on organisational learning and to the expanding literature of chaos, complexity, and self-organization for Nursing of a creative, incisive approach to reflection and action.
From the literature review, issues were raised that provided great insight into potential problems and barriers when exploring the development of opportunistic Chlamydia screening in a WIC. Firstly it s important to raise awareness about Chlamydia to at risks groups, improve access for men and women and create ways to designative Chlamydia. The service needs to be free, have easy access, facilitate actual diagnosis and help people cope with diagnosis and partner notification.
Opportunistic testing is a well recognised mode of screening 68 Opportunistic screening is likely to offer greater opportunity for young and behaviourally vulnerable individuals to ask questions about the disease, its mode of acquisition, and the implications of a positive test result than would postal based screening 15. It also appears to be a cost effective method of screening.
References:
Gprden T. Brockerville, Professional Development and Action Research, http://www.stemnet.nf.ca/Community/Prospects/v4n4/research.htm
1 i.e., the design-problem solver
2 [2000]
3 League of Educational Action Researchers in the Northwest
4 Donald Schon (1996) Organizational Learning II: Theory, Method, and Practice, Prigogine & Stengers
5 (Schon, 1983, p. 56)
6 National Health Service
7 League of Educational Action Researchers in the Northwest
8 Were applied 48
9 Strengths, weakness, opportunities and threats.
10 WALK IN CENTER IN MANCHESTER
11 WALK IN CENTER IN MANCHESTER
12 Segments attractiveness
13 League of Educational Action Researchers in the Northwest
14 Bateson, 1972; Burton, 1981; Keeney, 1983
15 League of Educational Action Researchers in the Northwest
