Is there a possible conflict between roles of an investigator and manager?

Answer 1

The key issue is underlying the difficulties existing between managers and marketing researchers seem to be the responsibility and involvement of both parties. To be effective, the researcher must understand and be sympathetic to, the needs and views of the manager the user o research. On the other hand, of managers are to make the most effective use of marketing research they should understand the process of research, as well as their involvement an responsibility to it.

The following discussion of the manger's responsibility and involvement in marketing research is addressed to the manager for two reasons. First, a many readers of or website aspires to management rather than research careers. Second, as most of this article is addressed to the research, it is appropriate somewhere to point out the role mangers should ply in obtaining and using research. If the reader is interested in a research career, the following discussing serves as guide to the things a marketing researcher should through discuss with management to ensure he letters understanding of and involvement in, the marketing research process.

There are five occasions when mangers should contribute inputs to the marketing research process or participate in decisions relating to marketing research.

Initiating Research Projects:

Occasionally marketing researchers may privy to information that will lead them to propose specific research projects to management of approval. However, as individual researchers are no likely to have all of he information available to manger they cannot be expected to know all the problems mangers face. One of the manger's responsibilities is to initiate marketing research when it is needed and to do so at the earliest possible opportunity.

Specifying information needed for Decision Making:

In their written problem statements, mangers should include detailed descriptions of the information they need to make a decision on each of the alternatives begin considered. These detailed descriptions of needed information can form a basis or further discussions between mangers an researchers, where the letter can ask questions that will lead to a more complete picture of the information required by managers. The final version of the research project will be much more useful to mangers if in the early stages of the project's design the mangers and researchers get together and develop a clear understanding of the information the managers the expect from the research and how it can lead to a decision. In this way mangers can provide the inputs researchers need in order to design a useful research project.

Evaluating proposed Research Projects:

Typically research studies are authorized only after a study proposal has been approved by management. In order to avoid misunderstand or poor communications a manager should require a written proposal and carefully evaluate it prior to approving it. The managers written problem statement and specified needed information should be the basis for such an evaluation. After such an evaluation, the mangers should ask key questions and suggest changes, if needed prior to approving the proposal not after the study is underway or after the findings have been reported.

Evaluating Commercial Research Services:

Today a firm can purchase a wide variety of information from commercial research services that is, from independent companies whose main business activity consists of compiling marketing information. Although marketing research personnel will take the major responsibility in evaluating which service to purchase, the marketing manager should be involved. In order to make an evaluation, the manger should first specify the purpose for obtaining the information and the information needed and then compare things with information that can be obtaining from commercial service.

Accepting or Rejecting Research Findings:

Decision making is the mangers responsibility, not the researcher's. It is the mangers responsibility to avoid a decision based on valid research findings. Just as an evaluation should be made on a proposed research project it is authorized an inquiry should be made into the validity of the findings from completed research. Along with the researcher, the manager should review the research project to assure that it has been carefully carried out. Once assured, the manager will have confidence in the validity of the research findings and can then incorporate them into the decision making process.

Charisma Versus Technical Competence of investigator & Manager

Our research indicates that effective personal relationships between leaders and members result primarily from three factors, which can be used to select the ideal team.

First, charismatic leaders forge more meaningful relationships with team members, and thus awaken the best in their reporters. So it makes sense to ask charismatic people, rather than technical superstars, to lead project teams. This is not to denigrate the importance of technical expertise, which R&D personnel insisted was important among mangers but not as essentials the ability to inspire, motivate, and energize. Second, these charismatic leaders are excited, inspired visionaries. Interpersonal attraction is important even in technologically intensive areas, and these mangers create a sense of urgency among the scientists and engineers who report to them. In turn, these scientists and engineers adopt more positive attitudes towards innovating and the need to be more innovative in the future. These leaders also foster creativity by generating higher levels of commitment, among subordinates, towards the company. Third, these team leaders are able to establish strong relationships because they are positive role models: its hip to resemble them.

Finally, some common ground is necessary for the development of relationships. Our research indicates that team leaders are often more compatible with employees who have similar education levels and beliefs about the dignity of work, the need for growth, and the role of rewards. Apparently, similarities of work values an education give leaders and subordinates a common language on which to base relationships.

Scientific Method. Effective marketing research uses the principles of the scientific method: careful observation, formulation of hypotheses, prediction, and testing.

Research Creativity. At its best, marketing research develops innovative ways to solve a problem.

Multiple Methods. Competent marketing researchers she away from over reliance on any one method, preferring to adapt the method to the problem rather than other way around. They also recognize the desirability of gathering information from multiple sources to give greater confidence.

Interdependence of models and data. Competent marketing researchers recognize that the facts derive their meaning from models of the problem. These models guide the type of information sought and therefore should be made as explicit as possible.

Value and const of information. Competent marketing researchers show concern for estimating the value f information against its cost. Value/ const evaluation helps the marketing research department determine which research projects to conduct, which research designs to use , and whether to gather more information after the initial results are in research costs are typically easy to quantity, while the value is hard4er to anticipate.

Healthy skepticism. Competent marketing researchers will show a healthy skepticism toward assumptions made by mangers about how the market works.

Ethical marketing. Most marketing research benefits both the sponsoring company and its consumers. Through marketing research, companies learn more about consumers needs, and are able to supply more satisfying products and services. However, the misuse of marketing research can also harm or annoy consumers. There are professional ethical standards guiding he proper conduct of research.