6 th uk sna conference 12 th 16 th april 2010 university of manchester
Download
Skip this Video
Download Presentation
6 th UK SNA Conference 12 th – 16 th April 2010 University of Manchester

Loading in 2 Seconds...

play fullscreen
1 / 40

6th UK SNA Conference 12th 16th April 2010 University of Manchester - PowerPoint PPT Presentation


  • 63 Views
  • Uploaded on

6 th UK SNA Conference 12 th – 16 th April 2010 University of Manchester. http://www.socialsciences.manchester.ac.uk/disciplines/sociology/events/sn/ Deadline for abstract submission is…TODAY! But if you are interested please send a mail to [email protected]

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about '6th UK SNA Conference 12th 16th April 2010 University of Manchester' - leone


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
6 th uk sna conference 12 th 16 th april 2010 university of manchester

6th UK SNA Conference12th – 16th April 2010University of Manchester

http://www.socialsciences.manchester.ac.uk/disciplines/sociology/events/sn/

Deadline for abstract submission is…TODAY!

But if you are interested please send a mail to [email protected]

And I will give you an extended deadline..

Also

Feb 10th 3.30pm-5.00pm. Bernie Hogan Oxford UniversityHanson Room Humanities Bridgeford Street

Seminar programme: Bernie will present some of his work on socialnetworks and media convergence.

Mar 3rd 3.30-5.00pm. Johan Koskinen Oxford UniversityArthur Lewis Boardroom (2.016)

Seminar programme: Johan will discuss statistical issues in socialnetwork analysis.

social network analysis in the public and private sector

In partnership with

Social Network Analysis in the public and private sector.

Elisa Bellotti

The Mitchell Centre for Social Network Analysis

Univerity of Manchester

Benefits and challanges

slide3

Layout of the presentation

  • Brief introduction to ONA and case studies
  • 1st case study: On_Air
    • The questionnaire
    • Population
    • whole network analysis
    • subgroups
    • exchange analysis
    • egonetworks
  • 2nd case study: KCC
    • The questionnaire
    • Population
    • whole network analysis
    • exchange analysis
  • Final observations
applications of sna in private and public sector ona
Applications of SNA in private and public sector: ONA

Organizational network analysis: a method for studying communication and socio-technical networks within a formal organization.

  • Two case studies
    • A large bank group in Italy (ON_Air)
    • A County Council in UK (KCC)

Team:

Giuseppe Lisena (OpenKnowledge_Milan)

Emanuele Quintarelli (OpenKnowledge_Milan)

Elisa Bellotti (Univeristy of Manchester)

Laurence Lock Lee (Optimice_Sidney)

on air
ON_Air
  • In 2008, one of the largest bank group in Italy approached Open Knowledge to lead a research project on the training dept in HR.
  • The office is the outcome of a previous merging of two main banks and few little ones, therefore the different training offices have been reduced to one, with several branches around the country.
  • The client was interested in mapping the network of relationships of employees, to find out the informal structure of the office.
  • This informal structure was affected by:
  • The dispersion across the country
  • The relatively new merge of offices from different banks
  • The questionnaire
  • Attributes
  • Relationships
respondents attributes example
Respondents attributes (example)

*Aggregated data for Naples 09:

Napoli Imbriani 16%

Napoli Bovio 4%

Role

City

Office

problem solving
PROBLEM SOLVING

“I ask this person when I have an unexpected problem that needs to be solved quickly”Roster: list of people. Grade: never, often, always.

problem solving whole structure grading always
Problem solving: whole structure (grading: always)

2008

2009

5 strong components with more than 3 people in, the main one has 15 nodes (blue – 11%).

1 main strong component with 33 nodes (blue - 24%).

slide12

Problem solving: clique analysis (by city, grading: often - always)

2008

2009

23 cliques, 37 nodes over 129 belong to at least one clique (28%)

53 cliques, 54 nodes over 137 belong to at least one clique (39%)

Red = Milano

Blue = Torino

Yelllow = Firenze

Turquoise = Torri di Quartesolo

Pink = Sarmeola di Rubano

Dark Green = Napoli

Light Green = Napoli piazza Bovio

Grey = Foligno

Red = Milano

Blue = Torino

Yellow = Piacenza

Turquoise = Torri di Quartesolo

Pink = Sarmeola di Rubano

Black = Napoli

Green = NA

slide13

Problem solving: clique analysis (by office, grading: often - always)

2009

2008

Red = FMC

Blue = Staff

Green = ELSS

Yellow = FTP

Turquoise = IS

Red = FMC

Blue = Staff

Green = ELSS

Yelllow = FTP

exchange analysis
Exchange Analysis

The next slide look at how value through relationships is exchanged between offices (example).

The concept of supply (my response to other actor requests) and Demand (my requests for assistance from others) is used

Mismatches between supply and demand are areas for investigation.

critical player analysis 2009
Critical Player Analysis 2009

50% connections held by top 33% - 2008 was 32% (very low vulnerability)

egonet r b
Egonet: R. B.

R.B

Aver

MAX

MIN

49

1

25,6

96

R.B

Aver

MAX

MIN

14%

35,3%

100%

25,2%

slide20

ATTRIBUTES

My net

All

Office: in my office

0,92

0,04

In

In-Out

Out

In

In-Out

Out

In

In-Out

Out

In

In-Out

Out

Gender: of my gender

0,06

0,33

Role: of my role

0,92

-0,16

In

In-Out

Out

In

In-Out

Out

In

In-Out

Out

In

In-Out

Out

Place: in the same branch

0,02

-0,04

E-I index

slide21

Indegree: Ho much my colleagues search me?

A very high indegree, much higher than average. Leadership position.

Outdegree: How much do I ask my colleagues?

A very high outdegree. Good relationship with colleagues. A leadership position in a flat organization

slide22

Betweeness: how many times am I in between my colleagues?

Very high value. Mediator and facilitator in a geographical sparse and very large network.

slide24

OUTCOME OF THE ANALYSIS

  • The two wave research project offers a valuable tool for evaluating the informal network of communication, mutual help and personal support across the Training offices of the group.
  • The geographical location still plays an important role in shaping the boundaries of personal contacts.
  • Despite the lack of focused interventions between first and second wave, the network seems more connected and integrated in time two, with a wider main component, more cohesive subgroups and higher overlap between them.
  • Exchange analysis show the sectors in greater need of contacts.
  • Egonetwork analysis as a reliable instrument to investigate informal roles and rate the performances of individuals in communicating with eachothers.
slide25
KCC
  • In 2009, the KCC main task was to reach the government standards - National Indicator 8 (NI8) - in increasing adult participation in sport and active recreation.
  • In order to address this task, the council needs to map the network through which information circulate across sport agency on the count territory.
  • The research aimed to identify the pool of people who provide advice, information and/or motivation to help these agencies in delivering increased adult participation in sport and active recreation.
  • The questionnaire
  • Attributes
  • Relationships
the questions
The questions

Roster: all the count agencies listed, people select the ones they have any kind of relatioship with

Questions:

1.* How would you value advice provided by those listed below, to assist you with increasing adult participation in sport and active recreation?  Advice might include how to improve an activity or where to get further resources and support.

Grade: very important; important; moderately important; not very important; do not go for advice

2.* How would you value information provided by those listed below, aimed at supporting you to increase adult participation in sport and active recreation? Information might include latest news, products and services available, funding opportunities, or examples of good practice. 

Grade: very useful; useful; moderately useful; not very useful; does not provide information

slide27

3.* Who of those listed below have you worked with to deliver activities to increase adult participation in sport and active recreation? Please rate how effective this was.

Grade: very effective; effective; moderately effective; not very effective; have not worked with to deliver activities

4.* Who of those listed below would you like to have more contact with in helping you to increase adult participation in sport and active recreation. How would you rate the potential impact this person could have on your work if more contact was made possible?

Grade: very large impact; large impact; moderate impact; small impact; do not need more contact

5.* Of those listed below that you currently work with, who motivates you to take on the challenge of increasing adult participation in sport and active recreation? How would you rate the level of motivation?

Grade: very motivating; motivating; moderately motivating; a little motivating; not motivating at all

survey statistics
Survey Statistics
  • 93 completed
  • 9 incomplete
  • 162 not started
  • 353 people nominated
  • 26 “not started” have 4+ nominations
  • 35 “not started” have 3+ nominations
completed analysis

Completed

Incomplete

Completed analysis

Are there people who completed the survey who aren’t connected?

Not started

critical information
Critical Information

“Information provided by this person is very important to me”

delivery
Delivery

“This person has been very effective in helping me on delivery tasks”

communicate more
Communicate More

“Greater access to this person could have a very large impact on my performance”

strategy support delivery
Strategy/Support/Delivery

Are delivery people learning from support staff or other deliverers?

- Could investigate some of the 335 nodes Delivery is going to that we don’t have attribute data

- Looks like Delivery units would benefit from interacting more with other delivery units … facilitated by support?

- Looks like Delivery may be “under-serviced” by support and strategy. Suggest some specific “partnering” activities: Strategy/Delivery and Support/Delivery

Advice / Information Links

critical player analysis

% Loss of Connections

% People Removed

Critical Player Analysis

50% of Connections held by top 13%

main findings
Main Findings
  • The partnership is critically dependent on KSLO with potential drawbacks being:
    • Overloading of KSLO staff leading to programme delays
    • Potential limit to “reach” of the programme
    • Longer term issues around sustainability
  • Connections to delivery units less than optimal
    • Strategy and Support functions well connected, but less so with delivery
    • Connections between delivery units tend to rely on KSLO and support units. Direct connections would be more effective
  • Lack of specialist knowledge on “Adult participation in Sport and Active Recreation”?
    • Analysis suggests that there may be no “specialist” authority?
benefits for the clients
BENEFITS FOR THE CLIENTS
  • On_Air: the SNA tools applied proved to be very useful for the client, but at the time of the surveys the Bank did not have a specific goal on how to use results. Therefore benefits remain potential, no focused intervention has been put in place.
  • KCC: the SNA tools had to face the difficulties of the data collection, therefore results are less reliable. However, the Council had a specific target of intervention in mind (meeting the Goverment standards), therefore it did make use of results and put targeted interventions in place. The pool of strategic people have been involved in the decisonal process.
ad