Strategies for Interpreting Qualitative DataMartha S Feldman's invaluable text outlines four key strategies for interpreting qualitative data: ethnomethodology, semiotics, dramaturgy and deconstruction. The author examines the strengths and weaknesses of each strategy and identifies when to use them. To demonstrate, she applies the techniques of each method to a single data set, highlighting the differences in results. |
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Página 38
In this case , square A represents the rules the hierarchical subordinates are supposed to follow while square B ... superior part of the organization is different than that of a hierarchically subordinate part of the organization ...
In this case , square A represents the rules the hierarchical subordinates are supposed to follow while square B ... superior part of the organization is different than that of a hierarchically subordinate part of the organization ...
Página 43
The subordinates ( e.g. , building - level manag- ers ) are aware of the performance , in part , because they provide many of the props ( in the form of information ) . They also await the outcome of the performance .
The subordinates ( e.g. , building - level manag- ers ) are aware of the performance , in part , because they provide many of the props ( in the form of information ) . They also await the outcome of the performance .
Página 54
One is a superior , a peer , or a subordinate . A nondualistic view of hierarchy might be that position is contextual , that being superior or subordinate depends on the answer to the question : " At what ? " In Residence Educa- tion ...
One is a superior , a peer , or a subordinate . A nondualistic view of hierarchy might be that position is contextual , that being superior or subordinate depends on the answer to the question : " At what ? " In Residence Educa- tion ...
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able actions analysis appropriate aspects assistant director associate director assumptions attention behavior budget building directors central administrators claim concerns connected consensus consistent context conversation create culture deal decisions deconstruction Department describe developed discussion domain dramaturgical analysis ethnomethodology example experience Facilities fact field Figure focus Food Garfinkel give going Helene hierarchical Housing ideas ideology implies important instance institutional realities interpretation issue knowledge lists live look maintained managers meaning meetings notes notion observed opposition organization organizational participants particular performance person perspective phenomena possible produce prohibited projects questions reason referred relations Residence Education residence hall role routines rules salary semiotic sense Service setting signs similar social specific square structure subordinates suggests taken talk techniques tend theories things tion underlying understanding