Tag: Management

  • [Solved] Differentiating Types of Research

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    ## **Instructions** Complete the following: – Contrast the similarities and differences between theoretical research and program evaluation. – What is the general purpose of each type of study? – How do the research questions develop (e.g., literature, program, problem, clients)? – How are the findi…

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    Assignment Prompt & Instructions

    ## **Instructions**
    Complete the following:
    – Contrast the similarities and differences between theoretical research and program evaluation.
    – What is the general purpose of each type of study?
    – How do the research questions develop (e.g., literature, program, problem, clients)?
    – How are the findings ultimately used?
    – Compare the data collection typically used for the two types of research.
    – What are the methodological research designs and the types of program evaluations?
    – What are the types of data (e.g., qualitative, quantitative, mixed methods) and sources (e.g., general population, practitioners, clients) each design and program evaluation type uses?
    – Explain the roles of potential stakeholders in collaborating with the researcher for the two types of research.
    – What are the roles of stakeholders in developing and implementing the studies/evaluations?
    – Explain the legal and ethical guidelines that may be shared or unique to both types of research.
    – What are the legal and ethical considerations when working with participants and potential stakeholders?
    ## **Additional Requirements**
    Your assignment should also meet the following requirements:
    – **Written Communication:**
    – Convey purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
    – Apply APA style and formatting to scholarly writing.
    – **Length:** 5–6 typed, double-spaced pages.
    – **Format:** Use current APA style and format for references, in-text citations, and headings as appropriate. Visit [Evidence and APALinks to an external site.](https://lat.strategiced.com/redirect?linkid=1540 "Select this link to launch this material in a new window.") for help with APA as needed.
    – **Font and Font Size:** Times New Roman, 12 points.
    Review the Differentiating Types of Research rubric before submission.
    ### **ePortfolio**
    You may choose to save your assignment to your [ePortfolioLinks to an external site.](https://lat.strategiced.com/redirect?linkid=1688 "Select this link to launch this material in a new window.") as you complete iterations of your work.
    ## **Competencies Measured**
    By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
    – Competency 1: Explain the differences between action research and theoretical research.
    – Contrast the similarities and differences between theoretical research and program evaluation.
    – Competency 2: Explain how laws, regulations, and ethical implications must be considered when conducting research.
    – Explain the legal and ethical guidelines that may be shared or unique to both types of research.
    – Competency 4: Choose appropriate methodologies to investigate organizational and community concerns.
    – Compare the sources of data typically used for the two types of research.
    – Explain the roles of potential stakeholders in collaborating with the researcher for the two types of research.
    – Competency 5: Convey clear meaning through appropriate word choice and usage.
    – Convey purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
    – Apply APA style and formatting to scholarly writing.

  • [Solved] d5

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    Will relying only on common sense

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    Assignment Prompt & Instructions

    Will relying only on common sense

  • [Solved] pr

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    In other words, be sure to choose

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    Assignment Prompt & Instructions

    In other words, be sure to choose

  • [Solved] Business Finance – Management Week 7 assignment- Managing People and Promoting Collab

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    – ## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx – ## Week7LearningResources-ManagingPeople0PromotingCollab.docx **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx** Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter In Weeks 5 and…

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    Assignment Prompt & Instructions

    – ## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx

    – ## Week7LearningResources-ManagingPeople0PromotingCollab.docx

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    – 1
    – 2

  • [Solved] RCH 5301 IV

    ✓ Verified Academic Solution Available

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    – ## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx – ## UnitIVStudyGuide.pdf **## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx** 2 Research Design and Methods RCH 5301 **Unit IV Assignment** This assignment measures your mastery of ULOs 2.1, 2.2, 3.1, and 3…

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    – ## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx

    – ## UnitIVStudyGuide.pdf

    **## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx**

    2

    Research Design and Methods RCH 5301

    **Unit IV Assignment**

    This assignment measures your mastery of ULOs 2.1, 2.2, 3.1, and 3.2.

    **Research Strategy Analysis**

    Locate a primary research article in an academic journal from the CSU Online Library where the researcher(s) used a quantitative research strategy, a survey instrument, and inferential statistics. After reading the article, explain the following elements:

    · purpose of the study,

    · population of interest,

    · research questions,

    · constructs and variables being tested,

    · hypotheses,

    · research design,

    · analytical approach,

    · data analysis procedures used,

    · sampling frame,

    · sampling design (i.e., sampling type),

    · data collection method,

    · statistically significant inferences that are generalizable to the population of interest.

    Your assignment should consist of a minimum of two pages in length, not counting the required references page. Please thoroughly address all required elements listed above. Responses should be written in a narrative format rather than being formatted as short bullet points.

    Please use APA-compliant headings and sub-headings that align with the individual assignment elements and please respond to the assignment elements in the same sequence they are requested in the instructions. Do not combine elements within a section. Each assignment element should have its own section with APA heading. Adhere to all other APA Style and formatting guidelines, including in-text citations and references for all sources that are used. Include at least the article used as a source, but other credible sources may be used as needed.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx**

    2

    Research Design and Methods RCH 5301

    **Unit IV Assignment**

    This assignment measures your mastery of ULOs 2.1, 2.2, 3.1, and 3.2.

    **Research Strategy Analysis**

    Locate a primary research article in an academic journal from the CSU Online Library where the researcher(s) used a quantitative research strategy, a survey instrument, and inferential statistics. After reading the article, explain the following elements:

    · purpose of the study,

    · population of interest,

    · research questions,

    · constructs and variables being tested,

    · hypotheses,

    · research design,

    · analytical approach,

    · data analysis procedures used,

    · sampling frame,

    · sampling design (i.e., sampling type),

    · data collection method,

    · statistically significant inferences that are generalizable to the population of interest.

    Your assignment should consist of a minimum of two pages in length, not counting the required references page. Please thoroughly address all required elements listed above. Responses should be written in a narrative format rather than being formatted as short bullet points.

    Please use APA-compliant headings and sub-headings that align with the individual assignment elements and please respond to the assignment elements in the same sequence they are requested in the instructions. Do not combine elements within a section. Each assignment element should have its own section with APA heading. Adhere to all other APA Style and formatting guidelines, including in-text citations and references for all sources that are used. Include at least the article used as a source, but other credible sources may be used as needed.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitIVResearchStrategyAnalysis.docx**

    2

    Research Design and Methods RCH 5301

    **Unit IV Assignment**

    This assignment measures your mastery of ULOs 2.1, 2.2, 3.1, and 3.2.

    **Research Strategy Analysis**

    Locate a primary research article in an academic journal from the CSU Online Library where the researcher(s) used a quantitative research strategy, a survey instrument, and inferential statistics. After reading the article, explain the following elements:

    · purpose of the study,

    · population of interest,

    · research questions,

    · constructs and variables being tested,

    · hypotheses,

    · research design,

    · analytical approach,

    · data analysis procedures used,

    · sampling frame,

    · sampling design (i.e., sampling type),

    · data collection method,

    · statistically significant inferences that are generalizable to the population of interest.

    Your assignment should consist of a minimum of two pages in length, not counting the required references page. Please thoroughly address all required elements listed above. Responses should be written in a narrative format rather than being formatted as short bullet points.

    Please use APA-compliant headings and sub-headings that align with the individual assignment elements and please respond to the assignment elements in the same sequence they are requested in the instructions. Do not combine elements within a section. Each assignment element should have its own section with APA heading. Adhere to all other APA Style and formatting guidelines, including in-text citations and references for all sources that are used. Include at least the article used as a source, but other credible sources may be used as needed.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    – 1
    – 2

  • [Solved] A- Discussion Replies

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    **DISCUSSION ASSIGNMENT INSTRUCTIONS** You must post **2 replies** of at least **500 words** each based on book questions

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    **DISCUSSION ASSIGNMENT INSTRUCTIONS**
    You must post **2 replies** of at least **500 words** each based on book questions

  • [Solved] Business Finance – Management Problem solving assignment

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    Answer 2 main question of the assignment. Detailed explain needed. – ## ProblemSolvingAssignment.docx **## ProblemSolvingAssignment.docx** **Problem Solving Assignment: A** nswer the following questions. To get full credit for your work, your responses to each section must be clearly marked and expl…

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    Answer 2 main question of the assignment. Detailed explain needed.

    – ## ProblemSolvingAssignment.docx

    **## ProblemSolvingAssignment.docx**

    **Problem Solving Assignment: A** nswer the following questions. To get full credit for your work, your responses to each section must be clearly marked and explained. Where needed, show your work with a brief explanation for each part of the question

    **Q1-** In 2017, the Restaurant Hospitality website reported that only 11% of surplus food is being recovered in the food service and restaurant sector, leaving approximately 1.5 billion meals per year uneaten. Assume that this is the true population proportion and that you plan to take a sample survey of 525 companies in the food service and restaurant sector to further investigate their behavior. You suspect that restaurants are doing a far better job in recovering surplus food than what has been reported by the website.
    Suppose that based on the sample you collected restaurants report an average of 59 surplus meals per day of which an equivalent of 51 meals is thrown away. Respond to the following questions:

    a.      Set up the research question and hypotheses. –
    **Let’s set up Accounting related question.**

    b.      Calculate the p-value using the “Norm.dist” Excel command.

    c.      What is your conclusion?

    **Q2-** A computer manufacturer needs 7,500 units of a component to complete an order for a distributor. If done in-house, the fixed cost would be$325,000 with variable cost at $25 per unit. Alternative two is to outsource for a total cost of $75 per unit with a set-up/tooling cost of $50,000 (fixed cost). The selling price for the item is $110. Answer the following questions:

    a.      Determine the breakeven quantity for each alternative.

    b.      Determine the breakeven quantity between the two alternatives. In other words, at what level of production the company would be indifferent between outsourcing the order and in-house production.

    c.      For the current order, should they make the item in-house or outsource it?

    d.      At what order quantity would it become optimal to make the item in-house rather than outsourcing it?

    **## ProblemSolvingAssignment.docx**

    **Problem Solving Assignment: A** nswer the following questions. To get full credit for your work, your responses to each section must be clearly marked and explained. Where needed, show your work with a brief explanation for each part of the question

    **Q1-** In 2017, the Restaurant Hospitality website reported that only 11% of surplus food is being recovered in the food service and restaurant sector, leaving approximately 1.5 billion meals per year uneaten. Assume that this is the true population proportion and that you plan to take a sample survey of 525 companies in the food service and restaurant sector to further investigate their behavior. You suspect that restaurants are doing a far better job in recovering surplus food than what has been reported by the website.
    Suppose that based on the sample you collected restaurants report an average of 59 surplus meals per day of which an equivalent of 51 meals is thrown away. Respond to the following questions:

    a.      Set up the research question and hypotheses. –
    **Let’s set up Accounting related question.**

    b.      Calculate the p-value using the “Norm.dist” Excel command.

    c.      What is your conclusion?

    **Q2-** A computer manufacturer needs 7,500 units of a component to complete an order for a distributor. If done in-house, the fixed cost would be$325,000 with variable cost at $25 per unit. Alternative two is to outsource for a total cost of $75 per unit with a set-up/tooling cost of $50,000 (fixed cost). The selling price for the item is $110. Answer the following questions:

    a.      Determine the breakeven quantity for each alternative.

    b.      Determine the breakeven quantity between the two alternatives. In other words, at what level of production the company would be indifferent between outsourcing the order and in-house production.

    c.      For the current order, should they make the item in-house or outsource it?

    d.      At what order quantity would it become optimal to make the item in-house rather than outsourcing it?

  • [Solved] Risk assessment

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    When performing an evaluation to determine the performance or health of a company, it is important to identify and evaluate any current or potential risks the company might face. In this assignment, you will perform a risk assessment for TransGlobal Airlines to better understand its business environ…

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    When performing an evaluation to determine the performance or health of a company, it is important to identify and evaluate any current or potential risks the company might face.
    In this assignment, you will perform a risk assessment for TransGlobal Airlines to better understand its business environment.
    ## Prompt
    Perform a risk assessment for TransGlobal Airlines and write a report describing the results.
    Specifically, you must address the following rubric criteria:
    – **Identification**: Identify two risks the company is facing, including at least one high-impact risk.
    – Identify the balanced scorecard component each risk corresponds to.
    – Classify the risk based on these two types:
    – Operational
    – Strategic
    – **Evaluation**: Determine whether the probability and impact of each identified risk is low, medium, or high. Justify your evaluation of the impact and probability of each risk.
    – **Mitigation**: Recommend a possible risk-prevention or mitigation strategy for each identified risk.
    ## What to Submit
    Submit a 1 page Word document using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. Consult the [Shapiro Library APA Style Guide](http://libguides.snhu.edu/apa) for more information on citations.

  • [Solved] Share

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    1. Share your **expectation and** **understanding** of Milestone Two. Identify any initial questions or concerns you have regarding: – Balanced scorecard analysis – Performance analysis tool and techniques – Cost-benefit analysis – The deliverables expected in Milestone Two 2. In preparation for the…

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    1. Share your **expectation and** **understanding** of Milestone Two. Identify any initial questions or concerns you have regarding:
    – Balanced scorecard analysis
    – Performance analysis tool and techniques
    – Cost-benefit analysis
    – The deliverables expected in Milestone Two
    2. In preparation for the upcoming milestone, address the following:
    – Describe your understanding of the business environment of an organization. How can you use internal and external environments to **analyze an organization’s current situation**?
    – What are some components that make up the **internal business environment**?
    – Which factors influence the **external business environment** of an organization?

  • [Solved] Project Planning

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    See attached. – ## 2VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf – ## 5VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf – ## 3VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf – ## VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf…

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    See attached.

    – ## 2VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf

    – ## 5VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf

    – ## 3VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf

    – ## VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf

    – ## 4VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf

    – ## unit3instructions.pdf

    – ## UnitIII.pdf

    **## 2VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 5VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

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    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 3VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 4VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

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    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
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    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## unit3instructions.pdf**

    Unit 3 instructions
    For this assignment, you will be reading Case 3.1 “Moss and McAdams Accounting Firm” in your
    textbook. Once you have finished reading the case study, you will address the prompts below.

    Define functional, matrix, and projectized organizational structures, and list the strengths and
    weaknesses of each.
    Determine which organizational structure was being used in the two projects discussed in the
    case study, and explain how you came to that conclusion using evidence from the case
    study.
    Do you believe that the projects described in this case study could have been managed
    better using a different type of organizational structure? If so, which one do you think would
    have worked better, and why? If you believe that the organizational structure used was the
    correct one, explain why you think so.
    Describe what is meant by the technical side of a project and the sociocultural side of a
    project. Do you think Sands and Crosby were masters of both sides of their projects? Why,
    or why not?
    Do you believe that a better knowledge of the organization’s strategy would have improved
    the outcome of this case study? Why, or why not?

    Your response should be a minimum of two pages in length and formatted as an essay. Citations
    and references are not required. If outside sources are used, please adhere to APA Style when
    creating citations and references for this assignment. APA formatting, however, is not necessary.

    **## UnitIII.pdf**

    MGT 4301, Project Planning 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    3. Discuss guidelines for creating a work breakdown structure (WBS).
    3.1 Describe how creating a WBS can impact time and cost estimates.

    4. Develop a process for determining the critical path method (CPM).

    4.1 Assemble a project network diagram.
    4.2 Describe the critical path of a project.
    4.3 Describe how delays in the critical path can affect a project and the options that can be used to

    get it back on schedule.

    Required Unit Resources

    Chapter 5: Estimating Project Times and Costs—Read the following sections:

    • Introduction
    • 5.1–5.9
    • Summary

    Chapter 6: Developing a Project Schedule—Read the following sections:

    • Introduction
    • 6.1–6.9
    • Summary

    Unit Lesson

    Estimating Project Times and Costs

    Many times, in an effort to get a project started as soon as possible, project managers will sometimes skip the
    all-important process of estimating the length of time a project will take to complete and how much it will cost
    to complete. It is important to take the time to do this so that one does not encounter some costly and ugly
    surprises down the road!

    It is important to estimate time and cost of a project for several reasons, some of which are listed below.

    • With these estimates in hand, project managers are empowered to make better decisions about who
    should work on specific tasks within the project and can plan ahead of time for issues that may arise
    during the project.

    • The project manager can inform stakeholders about how long the project will take and its cost before
    beginning. This way, a determination can be made about whether the project is truly cost effective for
    the organization and whether the project should be continued.

    • The project manager will be able to see at a glance how well the project is progressing by comparing
    the actual time it is taking to the estimated time.

    • The project manager can have an idea about how much money he or she should have on hand to
    handle cash flow needs (Larson & Gray, 2021).

    UNIT III STUDY GUIDE
    Estimating Project Times and Costs and
    Developing a Project Plan

    MGT 4301, Project Planning 2

    UNIT x STUDY GUIDE
    Title

    Guidelines for estimating time and cost are listed below.

    • Have people who are familiar with what a task entails to make the estimate on how long it will take. It
    is always best to utilize an individual who actually does the job rather than someone who has a
    preconceived notion regarding it.

    • Utilize more than one person to make estimates. Different people notice different things about tasks
    that must be taken into account. This way, a project manager can be certain that all of his or her
    bases are covered.

    • Estimates should be based on normal conditions and the normal number of resources in place.
    • Use consistent units of time throughout. If you start with hours, maintain the use of hours to avoid

    confusion down the road.
    • Treat each task as independent in order ensure that each task has enough time to be completed.
    • Do not make allowances for unforeseen events. There should be an extra fund in place for such

    occurrences.
    • Create a risk assessment plan so that stakeholders will not be surprised if something takes a little

    longer or costs a bit more than it should (Larson & Gray, 2021).

    Developing a Project Plan

    Project planning begins with the development of a project network (Larson & Gray, 2021). This tool is used to
    help a project manager plan, schedule, and monitor the progress of his or her project and is developed from
    information that was collected and used to create the project’s work breakdown structure (WBS) (Larson &
    Gray, 2021). Project managers for large-scale projects have a higher reliance on the accuracy of the WBS
    than those of small-scale projects (Larson & Gray, 2021). Many of the projects used every day involve a WBS
    that was created from multiple WBSs overlapping. The interstate highway system, major airports, cell phones,
    and the Internet all involved phased projects that required overlapping WBSs. A change in one WBS affects
    the entire project both in time and cost. Although they may not have created actual WBSs at the time, the
    most famous historical projects were phased projects involving overlapping WBSs, such as construction of
    the Eiffel Tower, the Statue of Liberty, the transcontinental railroad, the New York subway system and Grand
    Central Station, and the pyramids in Egypt. Military maneuvers and wars, such as WWI and WWII, Vietnam,
    and the Civil War, are large-scale projects requiring a WBS to identify who is responsible for what. Knowing
    who is responsible for what activity within a project is critical to the project’s success.

    Following the concept of who is responsible for what is the idea of identifying when the identified action(s)
    need to occur to determine the most time- and cost-efficient order of operations. The process of identifying
    the various paths to get a project from start to finish and determining which activities are dependent on a
    previous one is called network diagramming (Larson & Gray, 2021). By noting the activity order based on
    dependency restriction, a project manager can identify the longest time from start to finish. This is the critical
    path. The critical path of a project has no wiggle room or float. Any variance on the critical path will affect both
    time and cost. Activities that take longer than planned will cause delays in that start of subsequent activities,
    and activities that finish sooner than planned can require an adjustment of all subsequent activities to begin
    earlier. Changes to the schedule incur a cost, whether from contractual obligations, loss of early completion
    incentives, wasted staff time, increased supply costs, or any number of other reasons.

    When projects get behind schedule, the network diagram should be reviewed to determine if fast-tracking,
    crashing, or both are viable options to get the project back on schedule (Larson & Gray, 2021). Some
    projects, such as the building of the New York subway system, can be fast-tracked so that various trades are
    working on different areas of the project site concurrently, but other projects, such as war, have limited
    options for fast-tracking because the main components of the project are personnel and equipment. One does
    not work without the other. Similarly, some projects can be crashed to get correct schedule delays. Projects
    like the Hoover Dam had additional resources added to speed the completion, while projects like the building
    of the transcontinental railroad would have had limited benefit from additional resources because supplies
    could only be moved to job sites so fast.

    Outsourcing can also be used to reduce project slippage, improve utilization of critical resources, and avoid
    resource bottlenecks (Larson & Gray, 2021). For example, project delays can be avoided by contracting key
    activities when resources are not available internally. Likewise, hiring consultants to help with an information
    technology (IT) project, for example, allows critical IT people to work on specific problems, while the outsiders
    work on standard programs. Not only does the project get done on time, but also the company avoids hiring
    extra IT personnel to meet a short-term need.

    MGT 4301, Project Planning 3

    UNIT x STUDY GUIDE
    Title

    Indirect (overhead) costs are costs that cannot be attributed to a specific activity or work package (Larson &
    Gray, 2021). Examples of indirect costs are supervision, consultants, debt interest charges, machinery
    common to several activities, accounting and information processing, public relations, or penalties or
    incentives for early or late completion. In practice, it is amazing how many project compression decisions are
    made without serious consideration of indirect costs.

    A Closer Look

    The project manager should complete the project on time and within budget. However, even when these two
    goals are met, project success is not guaranteed. The final project deliverable must meet customer
    satisfaction. If the customer is not happy, being on time and within budget is of little value.

    Let’s assume the project manager is working on a project to build a new community swimming pool for the
    City of San Antonio (CoSA). An early step is to collect the requirements from the stakeholders. The project
    manager will meet with key CoSA stakeholders to learn what is important to them.

    • Who is going to use the swimming pool? What is the anticipated capacity? What are the safety
    issues? What are the important features?

    • Once the requirements are collected, the project manager and project team will define the scope,
    which means the work that will be included in the project. Just as important, the scope includes any
    work that falls outside of the project. For example, perhaps a diving board is a safety concern and will
    not be included in the scope.

    • After the scope is defined, the WBS is created. A project cannot exist without a WBS. In essence, the
    WBS is broken down to the work-package level, which allows the project manager the ability to
    assign the right resources at the right time.

    • The WBS is an essential input to the project schedule. The project manager must be committed to the
    schedule even more than the budget. In other words, the schedule drives the budget.

    Managing projects is tough. For this reason, it is vital to follow a framework. The project manager must
    assemble a committed and organized team to ensure the project is on time, within budget, and to the
    customer’s satisfaction.

    Reference

    Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill

    Education. https://online.vitalsource.com/#/books/9781260736205

    – Course Learning Outcomes for Unit III
    – Required Unit Resources
    – Unit Lesson
    – Estimating Project Times and Costs
    – Developing a Project Plan
    – A Closer Look
    – Reference

    **## UnitIII.pdf**

    MGT 4301, Project Planning 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    3. Discuss guidelines for creating a work breakdown structure (WBS).
    3.1 Describe how creating a WBS can impact time and cost estimates.

    4. Develop a process for determining the critical path method (CPM).

    4.1 Assemble a project network diagram.
    4.2 Describe the critical path of a project.
    4.3 Describe how delays in the critical path can affect a project and the options that can be used to

    get it back on schedule.

    Required Unit Resources

    Chapter 5: Estimating Project Times and Costs—Read the following sections:

    • Introduction
    • 5.1–5.9
    • Summary

    Chapter 6: Developing a Project Schedule—Read the following sections:

    • Introduction
    • 6.1–6.9
    • Summary

    Unit Lesson

    Estimating Project Times and Costs

    Many times, in an effort to get a project started as soon as possible, project managers will sometimes skip the
    all-important process of estimating the length of time a project will take to complete and how much it will cost
    to complete. It is important to take the time to do this so that one does not encounter some costly and ugly
    surprises down the road!

    It is important to estimate time and cost of a project for several reasons, some of which are listed below.

    • With these estimates in hand, project managers are empowered to make better decisions about who
    should work on specific tasks within the project and can plan ahead of time for issues that may arise
    during the project.

    • The project manager can inform stakeholders about how long the project will take and its cost before
    beginning. This way, a determination can be made about whether the project is truly cost effective for
    the organization and whether the project should be continued.

    • The project manager will be able to see at a glance how well the project is progressing by comparing
    the actual time it is taking to the estimated time.

    • The project manager can have an idea about how much money he or she should have on hand to
    handle cash flow needs (Larson & Gray, 2021).

    UNIT III STUDY GUIDE
    Estimating Project Times and Costs and
    Developing a Project Plan

    MGT 4301, Project Planning 2

    UNIT x STUDY GUIDE
    Title

    Guidelines for estimating time and cost are listed below.

    • Have people who are familiar with what a task entails to make the estimate on how long it will take. It
    is always best to utilize an individual who actually does the job rather than someone who has a
    preconceived notion regarding it.

    • Utilize more than one person to make estimates. Different people notice different things about tasks
    that must be taken into account. This way, a project manager can be certain that all of his or her
    bases are covered.

    • Estimates should be based on normal conditions and the normal number of resources in place.
    • Use consistent units of time throughout. If you start with hours, maintain the use of hours to avoid

    confusion down the road.
    • Treat each task as independent in order ensure that each task has enough time to be completed.
    • Do not make allowances for unforeseen events. There should be an extra fund in place for such

    occurrences.
    • Create a risk assessment plan so that stakeholders will not be surprised if something takes a little

    longer or costs a bit more than it should (Larson & Gray, 2021).

    Developing a Project Plan

    Project planning begins with the development of a project network (Larson & Gray, 2021). This tool is used to
    help a project manager plan, schedule, and monitor the progress of his or her project and is developed from
    information that was collected and used to create the project’s work breakdown structure (WBS) (Larson &
    Gray, 2021). Project managers for large-scale projects have a higher reliance on the accuracy of the WBS
    than those of small-scale projects (Larson & Gray, 2021). Many of the projects used every day involve a WBS
    that was created from multiple WBSs overlapping. The interstate highway system, major airports, cell phones,
    and the Internet all involved phased projects that required overlapping WBSs. A change in one WBS affects
    the entire project both in time and cost. Although they may not have created actual WBSs at the time, the
    most famous historical projects were phased projects involving overlapping WBSs, such as construction of
    the Eiffel Tower, the Statue of Liberty, the transcontinental railroad, the New York subway system and Grand
    Central Station, and the pyramids in Egypt. Military maneuvers and wars, such as WWI and WWII, Vietnam,
    and the Civil War, are large-scale projects requiring a WBS to identify who is responsible for what. Knowing
    who is responsible for what activity within a project is critical to the project’s success.

    Following the concept of who is responsible for what is the idea of identifying when the identified action(s)
    need to occur to determine the most time- and cost-efficient order of operations. The process of identifying
    the various paths to get a project from start to finish and determining which activities are dependent on a
    previous one is called network diagramming (Larson & Gray, 2021). By noting the activity order based on
    dependency restriction, a project manager can identify the longest time from start to finish. This is the critical
    path. The critical path of a project has no wiggle room or float. Any variance on the critical path will affect both
    time and cost. Activities that take longer than planned will cause delays in that start of subsequent activities,
    and activities that finish sooner than planned can require an adjustment of all subsequent activities to begin
    earlier. Changes to the schedule incur a cost, whether from contractual obligations, loss of early completion
    incentives, wasted staff time, increased supply costs, or any number of other reasons.

    When projects get behind schedule, the network diagram should be reviewed to determine if fast-tracking,
    crashing, or both are viable options to get the project back on schedule (Larson & Gray, 2021). Some
    projects, such as the building of the New York subway system, can be fast-tracked so that various trades are
    working on different areas of the project site concurrently, but other projects, such as war, have limited
    options for fast-tracking because the main components of the project are personnel and equipment. One does
    not work without the other. Similarly, some projects can be crashed to get correct schedule delays. Projects
    like the Hoover Dam had additional resources added to speed the completion, while projects like the building
    of the transcontinental railroad would have had limited benefit from additional resources because supplies
    could only be moved to job sites so fast.

    Outsourcing can also be used to reduce project slippage, improve utilization of critical resources, and avoid
    resource bottlenecks (Larson & Gray, 2021). For example, project delays can be avoided by contracting key
    activities when resources are not available internally. Likewise, hiring consultants to help with an information
    technology (IT) project, for example, allows critical IT people to work on specific problems, while the outsiders
    work on standard programs. Not only does the project get done on time, but also the company avoids hiring
    extra IT personnel to meet a short-term need.

    MGT 4301, Project Planning 3

    UNIT x STUDY GUIDE
    Title

    Indirect (overhead) costs are costs that cannot be attributed to a specific activity or work package (Larson &
    Gray, 2021). Examples of indirect costs are supervision, consultants, debt interest charges, machinery
    common to several activities, accounting and information processing, public relations, or penalties or
    incentives for early or late completion. In practice, it is amazing how many project compression decisions are
    made without serious consideration of indirect costs.

    A Closer Look

    The project manager should complete the project on time and within budget. However, even when these two
    goals are met, project success is not guaranteed. The final project deliverable must meet customer
    satisfaction. If the customer is not happy, being on time and within budget is of little value.

    Let’s assume the project manager is working on a project to build a new community swimming pool for the
    City of San Antonio (CoSA). An early step is to collect the requirements from the stakeholders. The project
    manager will meet with key CoSA stakeholders to learn what is important to them.

    • Who is going to use the swimming pool? What is the anticipated capacity? What are the safety
    issues? What are the important features?

    • Once the requirements are collected, the project manager and project team will define the scope,
    which means the work that will be included in the project. Just as important, the scope includes any
    work that falls outside of the project. For example, perhaps a diving board is a safety concern and will
    not be included in the scope.

    • After the scope is defined, the WBS is created. A project cannot exist without a WBS. In essence, the
    WBS is broken down to the work-package level, which allows the project manager the ability to
    assign the right resources at the right time.

    • The WBS is an essential input to the project schedule. The project manager must be committed to the
    schedule even more than the budget. In other words, the schedule drives the budget.

    Managing projects is tough. For this reason, it is vital to follow a framework. The project manager must
    assemble a committed and organized team to ensure the project is on time, within budget, and to the
    customer’s satisfaction.

    Reference

    Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill

    Education. https://online.vitalsource.com/#/books/9781260736205

    – Course Learning Outcomes for Unit III
    – Required Unit Resources
    – Unit Lesson
    – Estimating Project Times and Costs
    – Developing a Project Plan
    – A Closer Look
    – Reference

    **## 2VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 5VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 3VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

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    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## unit3instructions.pdf**

    Unit 3 instructions
    For this assignment, you will be reading Case 3.1 “Moss and McAdams Accounting Firm” in your
    textbook. Once you have finished reading the case study, you will address the prompts below.

    Define functional, matrix, and projectized organizational structures, and list the strengths and
    weaknesses of each.
    Determine which organizational structure was being used in the two projects discussed in the
    case study, and explain how you came to that conclusion using evidence from the case
    study.
    Do you believe that the projects described in this case study could have been managed
    better using a different type of organizational structure? If so, which one do you think would
    have worked better, and why? If you believe that the organizational structure used was the
    correct one, explain why you think so.
    Describe what is meant by the technical side of a project and the sociocultural side of a
    project. Do you think Sands and Crosby were masters of both sides of their projects? Why,
    or why not?
    Do you believe that a better knowledge of the organization’s strategy would have improved
    the outcome of this case study? Why, or why not?

    Your response should be a minimum of two pages in length and formatted as an essay. Citations
    and references are not required. If outside sources are used, please adhere to APA Style when
    creating citations and references for this assignment. APA formatting, however, is not necessary.

    **## UnitIII.pdf**

    MGT 4301, Project Planning 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    3. Discuss guidelines for creating a work breakdown structure (WBS).
    3.1 Describe how creating a WBS can impact time and cost estimates.

    4. Develop a process for determining the critical path method (CPM).

    4.1 Assemble a project network diagram.
    4.2 Describe the critical path of a project.
    4.3 Describe how delays in the critical path can affect a project and the options that can be used to

    get it back on schedule.

    Required Unit Resources

    Chapter 5: Estimating Project Times and Costs—Read the following sections:

    • Introduction
    • 5.1–5.9
    • Summary

    Chapter 6: Developing a Project Schedule—Read the following sections:

    • Introduction
    • 6.1–6.9
    • Summary

    Unit Lesson

    Estimating Project Times and Costs

    Many times, in an effort to get a project started as soon as possible, project managers will sometimes skip the
    all-important process of estimating the length of time a project will take to complete and how much it will cost
    to complete. It is important to take the time to do this so that one does not encounter some costly and ugly
    surprises down the road!

    It is important to estimate time and cost of a project for several reasons, some of which are listed below.

    • With these estimates in hand, project managers are empowered to make better decisions about who
    should work on specific tasks within the project and can plan ahead of time for issues that may arise
    during the project.

    • The project manager can inform stakeholders about how long the project will take and its cost before
    beginning. This way, a determination can be made about whether the project is truly cost effective for
    the organization and whether the project should be continued.

    • The project manager will be able to see at a glance how well the project is progressing by comparing
    the actual time it is taking to the estimated time.

    • The project manager can have an idea about how much money he or she should have on hand to
    handle cash flow needs (Larson & Gray, 2021).

    UNIT III STUDY GUIDE
    Estimating Project Times and Costs and
    Developing a Project Plan

    MGT 4301, Project Planning 2

    UNIT x STUDY GUIDE
    Title

    Guidelines for estimating time and cost are listed below.

    • Have people who are familiar with what a task entails to make the estimate on how long it will take. It
    is always best to utilize an individual who actually does the job rather than someone who has a
    preconceived notion regarding it.

    • Utilize more than one person to make estimates. Different people notice different things about tasks
    that must be taken into account. This way, a project manager can be certain that all of his or her
    bases are covered.

    • Estimates should be based on normal conditions and the normal number of resources in place.
    • Use consistent units of time throughout. If you start with hours, maintain the use of hours to avoid

    confusion down the road.
    • Treat each task as independent in order ensure that each task has enough time to be completed.
    • Do not make allowances for unforeseen events. There should be an extra fund in place for such

    occurrences.
    • Create a risk assessment plan so that stakeholders will not be surprised if something takes a little

    longer or costs a bit more than it should (Larson & Gray, 2021).

    Developing a Project Plan

    Project planning begins with the development of a project network (Larson & Gray, 2021). This tool is used to
    help a project manager plan, schedule, and monitor the progress of his or her project and is developed from
    information that was collected and used to create the project’s work breakdown structure (WBS) (Larson &
    Gray, 2021). Project managers for large-scale projects have a higher reliance on the accuracy of the WBS
    than those of small-scale projects (Larson & Gray, 2021). Many of the projects used every day involve a WBS
    that was created from multiple WBSs overlapping. The interstate highway system, major airports, cell phones,
    and the Internet all involved phased projects that required overlapping WBSs. A change in one WBS affects
    the entire project both in time and cost. Although they may not have created actual WBSs at the time, the
    most famous historical projects were phased projects involving overlapping WBSs, such as construction of
    the Eiffel Tower, the Statue of Liberty, the transcontinental railroad, the New York subway system and Grand
    Central Station, and the pyramids in Egypt. Military maneuvers and wars, such as WWI and WWII, Vietnam,
    and the Civil War, are large-scale projects requiring a WBS to identify who is responsible for what. Knowing
    who is responsible for what activity within a project is critical to the project’s success.

    Following the concept of who is responsible for what is the idea of identifying when the identified action(s)
    need to occur to determine the most time- and cost-efficient order of operations. The process of identifying
    the various paths to get a project from start to finish and determining which activities are dependent on a
    previous one is called network diagramming (Larson & Gray, 2021). By noting the activity order based on
    dependency restriction, a project manager can identify the longest time from start to finish. This is the critical
    path. The critical path of a project has no wiggle room or float. Any variance on the critical path will affect both
    time and cost. Activities that take longer than planned will cause delays in that start of subsequent activities,
    and activities that finish sooner than planned can require an adjustment of all subsequent activities to begin
    earlier. Changes to the schedule incur a cost, whether from contractual obligations, loss of early completion
    incentives, wasted staff time, increased supply costs, or any number of other reasons.

    When projects get behind schedule, the network diagram should be reviewed to determine if fast-tracking,
    crashing, or both are viable options to get the project back on schedule (Larson & Gray, 2021). Some
    projects, such as the building of the New York subway system, can be fast-tracked so that various trades are
    working on different areas of the project site concurrently, but other projects, such as war, have limited
    options for fast-tracking because the main components of the project are personnel and equipment. One does
    not work without the other. Similarly, some projects can be crashed to get correct schedule delays. Projects
    like the Hoover Dam had additional resources added to speed the completion, while projects like the building
    of the transcontinental railroad would have had limited benefit from additional resources because supplies
    could only be moved to job sites so fast.

    Outsourcing can also be used to reduce project slippage, improve utilization of critical resources, and avoid
    resource bottlenecks (Larson & Gray, 2021). For example, project delays can be avoided by contracting key
    activities when resources are not available internally. Likewise, hiring consultants to help with an information
    technology (IT) project, for example, allows critical IT people to work on specific problems, while the outsiders
    work on standard programs. Not only does the project get done on time, but also the company avoids hiring
    extra IT personnel to meet a short-term need.

    MGT 4301, Project Planning 3

    UNIT x STUDY GUIDE
    Title

    Indirect (overhead) costs are costs that cannot be attributed to a specific activity or work package (Larson &
    Gray, 2021). Examples of indirect costs are supervision, consultants, debt interest charges, machinery
    common to several activities, accounting and information processing, public relations, or penalties or
    incentives for early or late completion. In practice, it is amazing how many project compression decisions are
    made without serious consideration of indirect costs.

    A Closer Look

    The project manager should complete the project on time and within budget. However, even when these two
    goals are met, project success is not guaranteed. The final project deliverable must meet customer
    satisfaction. If the customer is not happy, being on time and within budget is of little value.

    Let’s assume the project manager is working on a project to build a new community swimming pool for the
    City of San Antonio (CoSA). An early step is to collect the requirements from the stakeholders. The project
    manager will meet with key CoSA stakeholders to learn what is important to them.

    • Who is going to use the swimming pool? What is the anticipated capacity? What are the safety
    issues? What are the important features?

    • Once the requirements are collected, the project manager and project team will define the scope,
    which means the work that will be included in the project. Just as important, the scope includes any
    work that falls outside of the project. For example, perhaps a diving board is a safety concern and will
    not be included in the scope.

    • After the scope is defined, the WBS is created. A project cannot exist without a WBS. In essence, the
    WBS is broken down to the work-package level, which allows the project manager the ability to
    assign the right resources at the right time.

    • The WBS is an essential input to the project schedule. The project manager must be committed to the
    schedule even more than the budget. In other words, the schedule drives the budget.

    Managing projects is tough. For this reason, it is vital to follow a framework. The project manager must
    assemble a committed and organized team to ensure the project is on time, within budget, and to the
    customer’s satisfaction.

    Reference

    Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill

    Education. https://online.vitalsource.com/#/books/9781260736205

    – Course Learning Outcomes for Unit III
    – Required Unit Resources
    – Unit Lesson
    – Estimating Project Times and Costs
    – Developing a Project Plan
    – A Closer Look
    – Reference

    **## 2VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

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    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 5VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

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    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 3VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## 4VitalSourceBookshelf_ProjectManagement_TheManagerialProcess.pdf**

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    Printed by: csw8578@yahoo.com. Printing is for personal, private use only. No part of this book may be reproduced
    or transmitted without publisher's prior permission. Violators will be prosecuted.

    **## unit3instructions.pdf**

    Unit 3 instructions
    For this assignment, you will be reading Case 3.1 “Moss and McAdams Accounting Firm” in your
    textbook. Once you have finished reading the case study, you will address the prompts below.

    Define functional, matrix, and projectized organizational structures, and list the strengths and
    weaknesses of each.
    Determine which organizational structure was being used in the two projects discussed in the
    case study, and explain how you came to that conclusion using evidence from the case
    study.
    Do you believe that the projects described in this case study could have been managed
    better using a different type of organizational structure? If so, which one do you think would
    have worked better, and why? If you believe that the organizational structure used was the
    correct one, explain why you think so.
    Describe what is meant by the technical side of a project and the sociocultural side of a
    project. Do you think Sands and Crosby were masters of both sides of their projects? Why,
    or why not?
    Do you believe that a better knowledge of the organization’s strategy would have improved
    the outcome of this case study? Why, or why not?

    Your response should be a minimum of two pages in length and formatted as an essay. Citations
    and references are not required. If outside sources are used, please adhere to APA Style when
    creating citations and references for this assignment. APA formatting, however, is not necessary.

    **## UnitIII.pdf**

    MGT 4301, Project Planning 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    3. Discuss guidelines for creating a work breakdown structure (WBS).
    3.1 Describe how creating a WBS can impact time and cost estimates.

    4. Develop a process for determining the critical path method (CPM).

    4.1 Assemble a project network diagram.
    4.2 Describe the critical path of a project.
    4.3 Describe how delays in the critical path can affect a project and the options that can be used to

    get it back on schedule.

    Required Unit Resources

    Chapter 5: Estimating Project Times and Costs—Read the following sections:

    • Introduction
    • 5.1–5.9
    • Summary

    Chapter 6: Developing a Project Schedule—Read the following sections:

    • Introduction
    • 6.1–6.9
    • Summary

    Unit Lesson

    Estimating Project Times and Costs

    Many times, in an effort to get a project started as soon as possible, project managers will sometimes skip the
    all-important process of estimating the length of time a project will take to complete and how much it will cost
    to complete. It is important to take the time to do this so that one does not encounter some costly and ugly
    surprises down the road!

    It is important to estimate time and cost of a project for several reasons, some of which are listed below.

    • With these estimates in hand, project managers are empowered to make better decisions about who
    should work on specific tasks within the project and can plan ahead of time for issues that may arise
    during the project.

    • The project manager can inform stakeholders about how long the project will take and its cost before
    beginning. This way, a determination can be made about whether the project is truly cost effective for
    the organization and whether the project should be continued.

    • The project manager will be able to see at a glance how well the project is progressing by comparing
    the actual time it is taking to the estimated time.

    • The project manager can have an idea about how much money he or she should have on hand to
    handle cash flow needs (Larson & Gray, 2021).

    UNIT III STUDY GUIDE
    Estimating Project Times and Costs and
    Developing a Project Plan

    MGT 4301, Project Planning 2

    UNIT x STUDY GUIDE
    Title

    Guidelines for estimating time and cost are listed below.

    • Have people who are familiar with what a task entails to make the estimate on how long it will take. It
    is always best to utilize an individual who actually does the job rather than someone who has a
    preconceived notion regarding it.

    • Utilize more than one person to make estimates. Different people notice different things about tasks
    that must be taken into account. This way, a project manager can be certain that all of his or her
    bases are covered.

    • Estimates should be based on normal conditions and the normal number of resources in place.
    • Use consistent units of time throughout. If you start with hours, maintain the use of hours to avoid

    confusion down the road.
    • Treat each task as independent in order ensure that each task has enough time to be completed.
    • Do not make allowances for unforeseen events. There should be an extra fund in place for such

    occurrences.
    • Create a risk assessment plan so that stakeholders will not be surprised if something takes a little

    longer or costs a bit more than it should (Larson & Gray, 2021).

    Developing a Project Plan

    Project planning begins with the development of a project network (Larson & Gray, 2021). This tool is used to
    help a project manager plan, schedule, and monitor the progress of his or her project and is developed from
    information that was collected and used to create the project’s work breakdown structure (WBS) (Larson &
    Gray, 2021). Project managers for large-scale projects have a higher reliance on the accuracy of the WBS
    than those of small-scale projects (Larson & Gray, 2021). Many of the projects used every day involve a WBS
    that was created from multiple WBSs overlapping. The interstate highway system, major airports, cell phones,
    and the Internet all involved phased projects that required overlapping WBSs. A change in one WBS affects
    the entire project both in time and cost. Although they may not have created actual WBSs at the time, the
    most famous historical projects were phased projects involving overlapping WBSs, such as construction of
    the Eiffel Tower, the Statue of Liberty, the transcontinental railroad, the New York subway system and Grand
    Central Station, and the pyramids in Egypt. Military maneuvers and wars, such as WWI and WWII, Vietnam,
    and the Civil War, are large-scale projects requiring a WBS to identify who is responsible for what. Knowing
    who is responsible for what activity within a project is critical to the project’s success.

    Following the concept of who is responsible for what is the idea of identifying when the identified action(s)
    need to occur to determine the most time- and cost-efficient order of operations. The process of identifying
    the various paths to get a project from start to finish and determining which activities are dependent on a
    previous one is called network diagramming (Larson & Gray, 2021). By noting the activity order based on
    dependency restriction, a project manager can identify the longest time from start to finish. This is the critical
    path. The critical path of a project has no wiggle room or float. Any variance on the critical path will affect both
    time and cost. Activities that take longer than planned will cause delays in that start of subsequent activities,
    and activities that finish sooner than planned can require an adjustment of all subsequent activities to begin
    earlier. Changes to the schedule incur a cost, whether from contractual obligations, loss of early completion
    incentives, wasted staff time, increased supply costs, or any number of other reasons.

    When projects get behind schedule, the network diagram should be reviewed to determine if fast-tracking,
    crashing, or both are viable options to get the project back on schedule (Larson & Gray, 2021). Some
    projects, such as the building of the New York subway system, can be fast-tracked so that various trades are
    working on different areas of the project site concurrently, but other projects, such as war, have limited
    options for fast-tracking because the main components of the project are personnel and equipment. One does
    not work without the other. Similarly, some projects can be crashed to get correct schedule delays. Projects
    like the Hoover Dam had additional resources added to speed the completion, while projects like the building
    of the transcontinental railroad would have had limited benefit from additional resources because supplies
    could only be moved to job sites so fast.

    Outsourcing can also be used to reduce project slippage, improve utilization of critical resources, and avoid
    resource bottlenecks (Larson & Gray, 2021). For example, project delays can be avoided by contracting key
    activities when resources are not available internally. Likewise, hiring consultants to help with an information
    technology (IT) project, for example, allows critical IT people to work on specific problems, while the outsiders
    work on standard programs. Not only does the project get done on time, but also the company avoids hiring
    extra IT personnel to meet a short-term need.

    MGT 4301, Project Planning 3

    UNIT x STUDY GUIDE
    Title

    Indirect (overhead) costs are costs that cannot be attributed to a specific activity or work package (Larson &
    Gray, 2021). Examples of indirect costs are supervision, consultants, debt interest charges, machinery
    common to several activities, accounting and information processing, public relations, or penalties or
    incentives for early or late completion. In practice, it is amazing how many project compression decisions are
    made without serious consideration of indirect costs.

    A Closer Look

    The project manager should complete the project on time and within budget. However, even when these two
    goals are met, project success is not guaranteed. The final project deliverable must meet customer
    satisfaction. If the customer is not happy, being on time and within budget is of little value.

    Let’s assume the project manager is working on a project to build a new community swimming pool for the
    City of San Antonio (CoSA). An early step is to collect the requirements from the stakeholders. The project
    manager will meet with key CoSA stakeholders to learn what is important to them.

    • Who is going to use the swimming pool? What is the anticipated capacity? What are the safety
    issues? What are the important features?

    • Once the requirements are collected, the project manager and project team will define the scope,
    which means the work that will be included in the project. Just as important, the scope includes any
    work that falls outside of the project. For example, perhaps a diving board is a safety concern and will
    not be included in the scope.

    • After the scope is defined, the WBS is created. A project cannot exist without a WBS. In essence, the
    WBS is broken down to the work-package level, which allows the project manager the ability to
    assign the right resources at the right time.

    • The WBS is an essential input to the project schedule. The project manager must be committed to the
    schedule even more than the budget. In other words, the schedule drives the budget.

    Managing projects is tough. For this reason, it is vital to follow a framework. The project manager must
    assemble a committed and organized team to ensure the project is on time, within budget, and to the
    customer’s satisfaction.

    Reference

    Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill

    Education. https://online.vitalsource.com/#/books/9781260736205

    – Course Learning Outcomes for Unit III
    – Required Unit Resources
    – Unit Lesson
    – Estimating Project Times and Costs
    – Developing a Project Plan
    – A Closer Look
    – Reference

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    – 3
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    – 5
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