Tag: Management

  • [Solved] Trusted Industrial Flooring Partner in Bangladesh – Built to Last ?

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    Trusted Industrial Flooring Partner in Bangladesh – ## Untitleddocument6.pdf **## Untitleddocument6.pdf** Trusted Industrial Flooring Partner in Bangladesh – Built to Last In the world of industrial construction and renovation, flooring is often overlooked—but it plays a crucial role in the performa…

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    Trusted Industrial Flooring Partner in Bangladesh

    – ## Untitleddocument6.pdf

    **## Untitleddocument6.pdf**

    Trusted Industrial Flooring Partner in Bangladesh –
    Built to Last
    In the world of industrial construction and renovation, flooring is often overlooked—but it
    plays a crucial role in the performance, safety, and durability of your entire facility. That’s why
    smart businesses choose the best flooring solution in BD to ensure long-term value.

    Fountech: Your Flooring Expert

    Whether you're setting up a new factory or upgrading an old warehouse, Fountech offers
    reliable, affordable, and high-performance flooring service in Bangladesh.

    Their expert team delivers everything from consultation and surface preparation to
    application and post-installation support. And it’s not just about laying down a floor—it’s
    about building a strong foundation for your operations.

    Why Epoxy PU Flooring?

    One of Fountech’s most popular services is their Epoxy PU service in BD. These hybrid
    floors offer the best of both materials—epoxy for its strength and chemical resistance, and
    polyurethane for its flexibility and shock absorption.

    It’s the perfect solution for:

    ● Industrial production floors

    ● Warehouses

    ● Cleanrooms

    ● Hospitals

    ● Parking garages

    Plus, the smooth, glossy finish is easy to clean and maintain.

    What You Can Expect from Fountech

    ● Customized flooring based on your space

    ● High-quality epoxy and PU products

    ● Fast project delivery

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    ● A clean, polished look

    ● Long-term durability and safety

    Whether your priority is function, aesthetics, or both—Fountech has you covered.

    Let’s Get Started

    Looking for long-lasting, heavy-duty floors that can handle anything? Visit Fountech’s
    homepage to explore their services and get started with the most trusted flooring service
    in Bangladesh.

    [https://fountechbd.com](https://fountechbd.com/)

    [https://fountechbd.com](https://fountechbd.com/)

    – Trusted Industrial Flooring Partner in Bangladesh – Built to Last
    – Fountech: Your Flooring Expert
    – Why Epoxy PU Flooring?
    – What You Can Expect from Fountech
    – Let’s Get Started

    **## Untitleddocument6.pdf**

    Trusted Industrial Flooring Partner in Bangladesh –
    Built to Last
    In the world of industrial construction and renovation, flooring is often overlooked—but it
    plays a crucial role in the performance, safety, and durability of your entire facility. That’s why
    smart businesses choose the best flooring solution in BD to ensure long-term value.

    Fountech: Your Flooring Expert

    Whether you're setting up a new factory or upgrading an old warehouse, Fountech offers
    reliable, affordable, and high-performance flooring service in Bangladesh.

    Their expert team delivers everything from consultation and surface preparation to
    application and post-installation support. And it’s not just about laying down a floor—it’s
    about building a strong foundation for your operations.

    Why Epoxy PU Flooring?

    One of Fountech’s most popular services is their Epoxy PU service in BD. These hybrid
    floors offer the best of both materials—epoxy for its strength and chemical resistance, and
    polyurethane for its flexibility and shock absorption.

    It’s the perfect solution for:

    ● Industrial production floors

    ● Warehouses

    ● Cleanrooms

    ● Hospitals

    ● Parking garages

    Plus, the smooth, glossy finish is easy to clean and maintain.

    What You Can Expect from Fountech

    ● Customized flooring based on your space

    ● High-quality epoxy and PU products

    ● Fast project delivery

    [https://fountechbd.com](https://fountechbd.com/)

    [https://fountechbd.com](https://fountechbd.com/)

    [https://fountechbd.com](https://fountechbd.com/)

    ● A clean, polished look

    ● Long-term durability and safety

    Whether your priority is function, aesthetics, or both—Fountech has you covered.

    Let’s Get Started

    Looking for long-lasting, heavy-duty floors that can handle anything? Visit Fountech’s
    homepage to explore their services and get started with the most trusted flooring service
    in Bangladesh.

    [https://fountechbd.com](https://fountechbd.com/)

    [https://fountechbd.com](https://fountechbd.com/)

    – Trusted Industrial Flooring Partner in Bangladesh – Built to Last
    – Fountech: Your Flooring Expert
    – Why Epoxy PU Flooring?
    – What You Can Expect from Fountech
    – Let’s Get Started

  • [Solved] RCH 5301

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## ResearchDesignandMethodsRCH5301UnitIIDB.docx – ## UnitIIStudyGuide.pdf **## ResearchDesignandMethodsRCH5301UnitIIDB.docx** 2 Research Design and Methods RCH 5301 **Unit II DB** Describe a quantitative research project you would be interested in starting now or in the near future. Explain the pr…

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    – ## ResearchDesignandMethodsRCH5301UnitIIDB.docx

    – ## UnitIIStudyGuide.pdf

    **## ResearchDesignandMethodsRCH5301UnitIIDB.docx**

    2

    Research Design and Methods RCH 5301

    **Unit II DB**

    Describe a quantitative research project you would be interested in starting now or in the near future. Explain the problem and why this would be important for you to study. Why is a quantitative methodology an appropriate research strategy for your project? Then, select a peer post and evaluate the appropriateness of using a quantitative research strategy for their proposed study. Discuss challenges they might encounter using a quantitative methodology.

    It should be at least 300 words in length.

    It should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitIIStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit II

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

    4. Apply research methods within a research design.
    4.1 Explain the relationship of population, sampling frame, sampling design, and

    generalization.

    Required Unit Resources

    Chapter 2: Review of Literature (ULO 4.1)

    Chapter 8: Quantitative Methods (ULO 4.1)
    Read the following sections from this chapter:

    • Introduction
    • Putting Quantitative Research in Context
    • Quantitative Designs

    Video: Discovering Math: Advanced—Statistics and Data Analysis: Part 2 (ULO 4.1)
    Watch the following segments to learn more about data analysis. The transcript for this video can be found by
    clicking on “Transcript” in the gray bar to the right of the video in the Films on Demand database.

    • The Statistics of Sampling, or By Any Means” (Segment 9) (2 minutes)
    • “Sampling Distributions—Elephant Ages” (Segment 10) (2 minutes)
    • “Central Limit Theorem—Giraffe Graphs” (Segment 11) (2 minutes)
    • “Confidence Intervals— Running Cheetahs” (Segment 12) (3 minutes)
    • “Sampling Techniques” (Segment 13) (2 minutes)
    • “Uncertainty in Statistical Inferences” (Segment 17) (2 minutes)
    • “Sampling Error and Confidence Interval—High School Completion” (Segment 18) (2 minutes)
    • “Means— Average Salaries and Education” (Segment 20) (4 minutes)

    Video: Confidence Intervals: Against All Odds—Inside Statistics (ULO 4.1)
    This video touches on many of this unit’s concepts, such as target population, random samples, confidence
    intervals, and solving business problems. The transcript for this video can be found by clicking on “Transcript”
    in the gray bar to the right of the video in the Films on Demand database. (10 minutes).

    Unit Lesson

    Lesson: Sampling and Statistical Inference: Leave the Crystal Ball at Home (ULO 4.1)

    Populations, Samples, and Statistical Inference

    Positivist researchers share the epistemological assumption that knowledge is achieved through observation
    and measurement of phenomena using a quantitative research methodological strategy. Measuring and
    quantifying phenomena can be valuable as an end, such as in descriptive statistics; however, the true
    advantage of using quantitative data is in its ability to be used for statistical inference. In quantitative
    research, statistical inference refers to being able to draw conclusions about a population of interest from
    analyzing sample data selected from the population. Making inferences about a population is also known as
    generalizing results.

    UNIT II STUDY GUIDE
    Sampling, Confidence Intervals,
    and Inferential Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    (Adapted from Zaman, n.d.)

    A population can include virtually anything that can be counted and measured, including human participants,
    objects, and events, and there is no limit to the industries that can apply inferential statistics, including
    business and finance, marketing, law, medicine, health and safety, psychology and sociology, manufacturing,
    logistics, technology, education, energy, and the list goes on. Likewise, the application of inferential statistics
    is endless. For example, sampling can be used to make inferences about the average job satisfaction level of
    a population of employees, to make inferences about the percentage of defects in a population of
    manufactured units, to make inferences about average achievement test scores in a population of elementary
    school students, and to make inferences about the relationship between accident victim fatality rates and
    years of experience of first responders.

    Two of the primary research methods used to facilitate statistical inference in business and social science
    research are sampling and surveying. While immersed in this content on sampling, keep in mind that
    surveying is the most ubiquitous quantitative method used to collect sample data today. Surveying and
    sampling are used because, in many cases, it is simply not feasible from a cost or time perspective to gather
    data from every participant in the population of interest. If that were possible, it would be called a census.
    Rather, the use of sample data is an efficient and cost-effective alternative to make inferences about
    population means, proportions, and relationships between variables. An example of a population mean is the
    average antibody response to a new medicine. An example of a population proportion is the percentage of
    retirement savings for workers who participate in employer-sponsored savings plans. An example of a
    relationship between variables would be the correlation of reported cases of cannabis psychosis and age of
    user. This discussion will focus on the use of samples and confidence intervals to make inferences about
    population means.

    Sampling Error: Random Error Versus Systematic Error

    While sampling can be an efficient and cost-effective alternative to using a census, it is not perfect. A sample
    mean is unlikely to be an exact representative of the population mean. The sample mean could be very close
    to the population mean or not close at all. The variance between the true population mean and the sampling
    mean is due to sampling error. Sampling error takes two forms, which are random error and systematic error.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Random error, as its name suggests, occurs randomly. The sample mean may not truly represent the
    population mean due to factors like natural variations and individual differences in the cases selected for the
    sample or simply due to pure chance. Random error is unpredictable, so each measurement in the sample
    clusters around the true population mean and moves in both directions, both above and below, as shown in
    the graphic below. Random error can be mitigated, but not eliminated completely, by increasing sample size
    (Zikmund et al., 2013).

    Systematic error is generally non-random and occurs through deficiencies and errors in the process of
    sampling rather than the sample itself. For example, systematic error can occur through researcher errors,
    such as poor survey construction, analytical errors, and bias. As a result, systematic error is predictable, and
    each measurement will move in the same direction relative to the true population mean, either above or
    below, as shown in the graphic. Systematic error is controllable and, therefore, can be substantially reduced
    through improving systematic processes, such as recalibrating measurement equipment and pilot testing
    surveys, but it cannot be mitigated by increasing sample size (Zikmund et al., 2013).

    (Adapted from The Office of Research Integrity, n.d.)

    This discussion of sampling error highlights the imperfection and limitations of sampling. While systematic
    error can be substantially eliminated by a conscientious researcher, random error will always present a
    challenge to predicting population means. Fortunately, sample size and the central limit theorem (discussed
    later in this lesson) can help the researcher minimize random error.

    Statistical Inference Using Confidence Intervals

    Although sampling error will always be a factor in using samples to draw conclusions about population
    means, the power of statistical inference is in its ability to estimate the true values of population means, even
    in the face of random error. One of the most common methods used to make inferences about population
    means is confidence intervals.

    A confidence interval uses a sample to create a range of mean values in which the population mean is likely
    to fall. For example, a sample of emergency calls into a 911 call center may provide an average length of 4.2
    minutes per call. The following confidence intervals can be calculated from this sample:

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    The first confidence interval indicates, with 68.27% confidence, that the population mean lies between 3.8 and
    4.6 minutes. The last confidence interval indicates, with 99.73% confidence, that the population mean lies
    between 3.0 and 5.4. This is useful information, but it is also helpful to have a basic understanding of how
    these statistics were derived.

    The first point to understand is that the confidence interval represents the area of probability in a normally
    distributed data set. The confidence intervals above were used for a very specific reason. A confidence
    interval of 68.27 corresponds to +-1 standard deviation, a confidence interval of 95.45 corresponds to +-2
    standard deviations, and a confidence interval of 99.73 corresponds to +-3 standard deviations. This is
    represented in the distribution graphic below.

    (Weaver, 2016)

    Researchers customarily use the 95% confidence interval when estimating population means from sample
    data. Using a lower confidence interval, such as 68.25%, will give a tighter range in which the population
    mean is estimated to fall, but the confidence is not sufficiently large. A higher confidence interval, such as
    99.73%, will give a wider range in which the population mean is estimated to fall, but the confidence is so
    large that it is not useful in predicting the population parameter (Cooper & Schindler, 2014).

    The second aspect of confidence intervals that is important to understand is a statistic called the standard
    error of the mean (often referred to as the standard error or SE) and something called the Z-score. The
    standard error of the mean can be thought of as the standard deviation of the sample data; more accurately,
    SE is the standard deviation of the sampling distribution, which will be discussed below. As a side note,
    standard deviation (σ) pertains to population data and is called a parameter. The standard error of the mean
    pertains to sample data and is called a statistic. Parameters describe population data, while statistics describe
    sample data. The SE is estimated from the sample standard deviation (s). Some very intelligent statisticians
    determined how to estimate the SE; otherwise, it would be necessary to draw a large number of individual
    samples to create a sampling distribution to calculate the SE. This is discussed further in the section below on
    the Central Limit Theorem. It is not necessary to know how SE is calculated. It is more important for
    practitioners to understand how to use this statistic rather than how to calculate it (Field, 2005; Zikmund et al.,
    2013).

    The Z-score, or standard score, is also integral to calculating confidence intervals. A Z-score uses standard
    deviation to compare a sample mean (�̅�𝑥) to a single data value. A Z-score of 1 indicates that a single data
    value is one standard deviation from �̅�𝑥. The Z-score will be positive if the single data value is above �̅�𝑥, and it
    will be negative if it lies below �̅�𝑥. Z-scores can be found by referring to a Z-score table or using a Z-score
    calculator. Both can be found on the internet. In the example below, a 95% confidence level equates to a Z-
    score of 1.96 or 1.96 standard deviations. As mentioned above, researchers usually use a 95% confidence
    interval, so a Z-Score of 1.96 would always be used. The other examples were included to provide an

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    understanding of the area under a normal curve that is included for the respective confidence intervals (see
    bell curve above) and to show the application of the appropriate Z-score based on the confidence interval
    used (Brase & Brase, 2013).

    The following will show how the standard error of the mean and Z-scores were used in the 911 call center
    scenario mentioned above.

    �̅�𝑥 – [(Z) (.4 SE)] ≤ µ ≤ �̅�𝑥 + [(Z) (.4 SE)] = Confidence Interval
    �̅�𝑥 = Sample Mean = 4.2 minutes
    Z = Z Score (Standard Deviation)
    SE = Standard Error of the Mean = .4 minutes
    µ = Population Mean

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    4.2 minutes – [(1) x (.4)] = 3.8 minutes ≤ µ ≤ 4.2 minutes + [(1) x (.4)] = 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    4.2 minutes – [(1.96) x (.4)] = 3.416 minutes ≤ µ ≤ 4.2 minutes + [(1.96) x (.4)] = 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    4.2 minutes – [(2) x (.4)] = 3.4 minutes ≤ µ ≤ 4.2 minutes + [(2) x (.4)] = 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    4.2 minutes – [(3) x (.4)] = 3.0 minutes ≤ µ ≤ 4.2 minutes + [(3) x (.4)] = 5.4 minutes

    Precise confidence intervals and Z-scores (standard deviations) were used in the calculations above. For
    example, a 95% confidence interval equates to a Z-score of 1.96 standard deviations. This means that +-1.96
    standard deviations from the mean represent 95% of the area under a normal curve. Compare this to the
    95.45% confidence interval that equates to a Z-score of 2 standard deviations, representing 95.45% of the
    area under a normal curve. While the Z-scores for the 95% and 95.45% confidence intervals are very close,
    researchers should use the precise Z-score (standard deviation) of 1.96, rather than 2, when calculating a
    95% confidence interval. This warning is provided to help allay any confusion since standard deviations and
    intervals under the normal curve are often simplified in usage. This simplification is referred to as the
    empirical rule, the 68-95-99.7 rule, or the three-sigma rule. For example, 1.96 standard deviations are often
    rounded to two standard deviations to represent 95% of the area under a normal curve. This is fine for quick
    forecasting, but precision is recommended for high stakes calculations (Brase & Brase, 2013; Salkind, 2009).

    The last point that is important to understand is that the confidence interval range depends on both sample
    size and the dispersion of the sample’s data values around the mean. The precision of a confidence interval
    may be increased by increasing the size of the sample. As Bell et al. (2022) comprehensively explain, there is
    an inverse relationship between sample size and sampling error. As sample size increases, the sampling
    error will decrease, and the confidence interval will become tighter and more precise. Gains in precision are
    clearly evident up to sample sizes of around 1,000 cases. After this, precision gains become much less
    noticeable. It should also be noted that it is an absolute—rather than relative—sample size that is important,
    regardless of the size of the population of interest. This means that a researcher should not be concerned
    about taking a certain percentage of the population as a sample. There is little benefit of samples larger than
    1,000, regardless of whether the population size is 1 million or 100 million.

    A larger dispersion of the data values around the sample mean will result in less confidence that the sample
    mean is a better representative of the population mean than a smaller dispersion of data values around the
    sample mean. For example, assume two samples each had a sample mean of 4.2 minutes of average wait
    times. Sample 1 has a range of values from .25 minutes to 15 minutes, while Sample 2 has a range of values
    from 4 minutes to 5 minutes. There would be more confidence that Sample 2’s mean is representative of the
    population mean due to the smaller dispersion of data values, which is reflected in a smaller standard error.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Figure 1 (Adapted from The University of Florida, n.d.)

    Central Limit Theorem

    In the discussion above about sampling error, it was noted that sampling is not perfect. If Sample 1 is from the
    population, its mean is unlikely to be an exact representative of the population mean. Additionally, if Sample 2
    is drawn from the same population, its mean would likely not represent the population mean or the Sample 1
    mean. If additional samples are drawn from the same population, it is very likely that the means from each
    sample would vary. This begs the question, how well does a single sample represent the population?

    One way to address this conundrum would be to continue to take many individual samples from the
    population. In theory, hundreds or thousands of samples would be taken from the population. For each
    sample, a sample mean (�̅�𝑥) would be calculated, resulting in a collection of many sample means.
    Remarkably, plotting the sample means in a histogram would result in a normal bell-shaped curve, called a
    sampling distribution, even if the population data is not normally distributed! This is beneficial since the
    distribution of the population is often unknown or may be known to be irregular. The central limit theorem says
    that for any population distribution at all, regardless of its shape, the sampling distribution from that population
    will be bell-shaped as long as the sample size is sufficiently large. Statisticians have determined that a
    sample size of n > 30 is sufficient for the central limit theorem to apply. If the population data is close to being
    normally distributed, then smaller sample sizes will result in normal distributions of sample means. If,
    however, the population distribution is far from normal, then larger sample sizes will be needed to ensure a
    normal distribution of sample means (Norusis, 2008).

    In addition to the sampling distribution exhibiting normality, the central limit theorem states that the average of
    the sample means would be a very close, near exact estimate of the population mean and would draw closer
    as the sample size is increased. Fortunately, as mentioned above, the standard deviation of a single sample
    can be used to estimate the standard error of the mean. This alleviates the impracticality of taking many
    samples from the same population to create a sampling distribution. A small standard error indicates that the
    sample mean is a close estimate of the population mean. Conversely, a large standard error would indicate
    that the sample mean is not a close estimate of the population mean. In short, a small standard error is good;
    a large standard error—not so much (Norusis, 2008).

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    In Closing

    This unit presented the basics of sampling, including populations, samples, statistical inference and
    generalization, sampling error, and confidence intervals. One simple but important takeaway from this unit
    should be that as sample size increases, sample standard deviation decreases, resulting in the sample mean
    becoming a better estimate of the population mean. Additionally, it is important to remember that sample size
    is absolute rather than relative, and after n = 1,000, the benefits of sample size begin to diminish. Therefore, a
    sample of n = 1,000 would be an optimal sample size for a population that is 1 million or 50 million.

    Unit III will explore the topics of structured interviews, surveys, and questionnaires. These are the data
    collection methods that work together with sampling. Later units will return to the idea of using inferential
    statistics for hypothesis testing.

    References

    Annenberg Learner. (2013). Confidence intervals: Against all odds—Inside statistics [Video]. Films on

    Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=111543

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Brase, C. H., & Brase, C. P. (2013). Understanding basic statistics (6th ed.). Cengage Learning.

    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

    Discovery Education. (2007). Discovering math: Advanced—Statistics and data analysis: Part 2 [Video]. Films

    on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=117915

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    The Office of Research Integrity. (n.d.) Module 4: Method of information collection – Section 2:3 [Graphic].

    https://ori.hhs.gov/node/1228/printable/print

    Salkind, N. J. (2009). Exploring research (7th ed.). Pearson Education.

    The University of Florida. (n.d.). Estimation [Graphic]. https://bolt.mph.ufl.edu/6050-6052/unit-4/module-11/

    Weaver, P. (2016, July 19). Can you use standard deviation in project management? [Chart]. Project

    Manager. https://projectmanager.com.au/can-you-use-standard-deviation-in-project-management/

    Zaman, E. (n.d.) What is the difference between population and sample? [Graphic]. BBA Lectures.

    https://www.bbalectures.com/what-is-the-difference-between-population-and-sample/

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

    Learning.

    **## UnitIIStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit II

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

    4. Apply research methods within a research design.
    4.1 Explain the relationship of population, sampling frame, sampling design, and

    generalization.

    Required Unit Resources

    Chapter 2: Review of Literature (ULO 4.1)

    Chapter 8: Quantitative Methods (ULO 4.1)
    Read the following sections from this chapter:

    • Introduction
    • Putting Quantitative Research in Context
    • Quantitative Designs

    Video: Discovering Math: Advanced—Statistics and Data Analysis: Part 2 (ULO 4.1)
    Watch the following segments to learn more about data analysis. The transcript for this video can be found by
    clicking on “Transcript” in the gray bar to the right of the video in the Films on Demand database.

    • The Statistics of Sampling, or By Any Means” (Segment 9) (2 minutes)
    • “Sampling Distributions—Elephant Ages” (Segment 10) (2 minutes)
    • “Central Limit Theorem—Giraffe Graphs” (Segment 11) (2 minutes)
    • “Confidence Intervals— Running Cheetahs” (Segment 12) (3 minutes)
    • “Sampling Techniques” (Segment 13) (2 minutes)
    • “Uncertainty in Statistical Inferences” (Segment 17) (2 minutes)
    • “Sampling Error and Confidence Interval—High School Completion” (Segment 18) (2 minutes)
    • “Means— Average Salaries and Education” (Segment 20) (4 minutes)

    Video: Confidence Intervals: Against All Odds—Inside Statistics (ULO 4.1)
    This video touches on many of this unit’s concepts, such as target population, random samples, confidence
    intervals, and solving business problems. The transcript for this video can be found by clicking on “Transcript”
    in the gray bar to the right of the video in the Films on Demand database. (10 minutes).

    Unit Lesson

    Lesson: Sampling and Statistical Inference: Leave the Crystal Ball at Home (ULO 4.1)

    Populations, Samples, and Statistical Inference

    Positivist researchers share the epistemological assumption that knowledge is achieved through observation
    and measurement of phenomena using a quantitative research methodological strategy. Measuring and
    quantifying phenomena can be valuable as an end, such as in descriptive statistics; however, the true
    advantage of using quantitative data is in its ability to be used for statistical inference. In quantitative
    research, statistical inference refers to being able to draw conclusions about a population of interest from
    analyzing sample data selected from the population. Making inferences about a population is also known as
    generalizing results.

    UNIT II STUDY GUIDE
    Sampling, Confidence Intervals,
    and Inferential Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    (Adapted from Zaman, n.d.)

    A population can include virtually anything that can be counted and measured, including human participants,
    objects, and events, and there is no limit to the industries that can apply inferential statistics, including
    business and finance, marketing, law, medicine, health and safety, psychology and sociology, manufacturing,
    logistics, technology, education, energy, and the list goes on. Likewise, the application of inferential statistics
    is endless. For example, sampling can be used to make inferences about the average job satisfaction level of
    a population of employees, to make inferences about the percentage of defects in a population of
    manufactured units, to make inferences about average achievement test scores in a population of elementary
    school students, and to make inferences about the relationship between accident victim fatality rates and
    years of experience of first responders.

    Two of the primary research methods used to facilitate statistical inference in business and social science
    research are sampling and surveying. While immersed in this content on sampling, keep in mind that
    surveying is the most ubiquitous quantitative method used to collect sample data today. Surveying and
    sampling are used because, in many cases, it is simply not feasible from a cost or time perspective to gather
    data from every participant in the population of interest. If that were possible, it would be called a census.
    Rather, the use of sample data is an efficient and cost-effective alternative to make inferences about
    population means, proportions, and relationships between variables. An example of a population mean is the
    average antibody response to a new medicine. An example of a population proportion is the percentage of
    retirement savings for workers who participate in employer-sponsored savings plans. An example of a
    relationship between variables would be the correlation of reported cases of cannabis psychosis and age of
    user. This discussion will focus on the use of samples and confidence intervals to make inferences about
    population means.

    Sampling Error: Random Error Versus Systematic Error

    While sampling can be an efficient and cost-effective alternative to using a census, it is not perfect. A sample
    mean is unlikely to be an exact representative of the population mean. The sample mean could be very close
    to the population mean or not close at all. The variance between the true population mean and the sampling
    mean is due to sampling error. Sampling error takes two forms, which are random error and systematic error.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Random error, as its name suggests, occurs randomly. The sample mean may not truly represent the
    population mean due to factors like natural variations and individual differences in the cases selected for the
    sample or simply due to pure chance. Random error is unpredictable, so each measurement in the sample
    clusters around the true population mean and moves in both directions, both above and below, as shown in
    the graphic below. Random error can be mitigated, but not eliminated completely, by increasing sample size
    (Zikmund et al., 2013).

    Systematic error is generally non-random and occurs through deficiencies and errors in the process of
    sampling rather than the sample itself. For example, systematic error can occur through researcher errors,
    such as poor survey construction, analytical errors, and bias. As a result, systematic error is predictable, and
    each measurement will move in the same direction relative to the true population mean, either above or
    below, as shown in the graphic. Systematic error is controllable and, therefore, can be substantially reduced
    through improving systematic processes, such as recalibrating measurement equipment and pilot testing
    surveys, but it cannot be mitigated by increasing sample size (Zikmund et al., 2013).

    (Adapted from The Office of Research Integrity, n.d.)

    This discussion of sampling error highlights the imperfection and limitations of sampling. While systematic
    error can be substantially eliminated by a conscientious researcher, random error will always present a
    challenge to predicting population means. Fortunately, sample size and the central limit theorem (discussed
    later in this lesson) can help the researcher minimize random error.

    Statistical Inference Using Confidence Intervals

    Although sampling error will always be a factor in using samples to draw conclusions about population
    means, the power of statistical inference is in its ability to estimate the true values of population means, even
    in the face of random error. One of the most common methods used to make inferences about population
    means is confidence intervals.

    A confidence interval uses a sample to create a range of mean values in which the population mean is likely
    to fall. For example, a sample of emergency calls into a 911 call center may provide an average length of 4.2
    minutes per call. The following confidence intervals can be calculated from this sample:

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    The first confidence interval indicates, with 68.27% confidence, that the population mean lies between 3.8 and
    4.6 minutes. The last confidence interval indicates, with 99.73% confidence, that the population mean lies
    between 3.0 and 5.4. This is useful information, but it is also helpful to have a basic understanding of how
    these statistics were derived.

    The first point to understand is that the confidence interval represents the area of probability in a normally
    distributed data set. The confidence intervals above were used for a very specific reason. A confidence
    interval of 68.27 corresponds to +-1 standard deviation, a confidence interval of 95.45 corresponds to +-2
    standard deviations, and a confidence interval of 99.73 corresponds to +-3 standard deviations. This is
    represented in the distribution graphic below.

    (Weaver, 2016)

    Researchers customarily use the 95% confidence interval when estimating population means from sample
    data. Using a lower confidence interval, such as 68.25%, will give a tighter range in which the population
    mean is estimated to fall, but the confidence is not sufficiently large. A higher confidence interval, such as
    99.73%, will give a wider range in which the population mean is estimated to fall, but the confidence is so
    large that it is not useful in predicting the population parameter (Cooper & Schindler, 2014).

    The second aspect of confidence intervals that is important to understand is a statistic called the standard
    error of the mean (often referred to as the standard error or SE) and something called the Z-score. The
    standard error of the mean can be thought of as the standard deviation of the sample data; more accurately,
    SE is the standard deviation of the sampling distribution, which will be discussed below. As a side note,
    standard deviation (σ) pertains to population data and is called a parameter. The standard error of the mean
    pertains to sample data and is called a statistic. Parameters describe population data, while statistics describe
    sample data. The SE is estimated from the sample standard deviation (s). Some very intelligent statisticians
    determined how to estimate the SE; otherwise, it would be necessary to draw a large number of individual
    samples to create a sampling distribution to calculate the SE. This is discussed further in the section below on
    the Central Limit Theorem. It is not necessary to know how SE is calculated. It is more important for
    practitioners to understand how to use this statistic rather than how to calculate it (Field, 2005; Zikmund et al.,
    2013).

    The Z-score, or standard score, is also integral to calculating confidence intervals. A Z-score uses standard
    deviation to compare a sample mean (�̅�𝑥) to a single data value. A Z-score of 1 indicates that a single data
    value is one standard deviation from �̅�𝑥. The Z-score will be positive if the single data value is above �̅�𝑥, and it
    will be negative if it lies below �̅�𝑥. Z-scores can be found by referring to a Z-score table or using a Z-score
    calculator. Both can be found on the internet. In the example below, a 95% confidence level equates to a Z-
    score of 1.96 or 1.96 standard deviations. As mentioned above, researchers usually use a 95% confidence
    interval, so a Z-Score of 1.96 would always be used. The other examples were included to provide an

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    understanding of the area under a normal curve that is included for the respective confidence intervals (see
    bell curve above) and to show the application of the appropriate Z-score based on the confidence interval
    used (Brase & Brase, 2013).

    The following will show how the standard error of the mean and Z-scores were used in the 911 call center
    scenario mentioned above.

    �̅�𝑥 – [(Z) (.4 SE)] ≤ µ ≤ �̅�𝑥 + [(Z) (.4 SE)] = Confidence Interval
    �̅�𝑥 = Sample Mean = 4.2 minutes
    Z = Z Score (Standard Deviation)
    SE = Standard Error of the Mean = .4 minutes
    µ = Population Mean

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    4.2 minutes – [(1) x (.4)] = 3.8 minutes ≤ µ ≤ 4.2 minutes + [(1) x (.4)] = 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    4.2 minutes – [(1.96) x (.4)] = 3.416 minutes ≤ µ ≤ 4.2 minutes + [(1.96) x (.4)] = 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    4.2 minutes – [(2) x (.4)] = 3.4 minutes ≤ µ ≤ 4.2 minutes + [(2) x (.4)] = 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    4.2 minutes – [(3) x (.4)] = 3.0 minutes ≤ µ ≤ 4.2 minutes + [(3) x (.4)] = 5.4 minutes

    Precise confidence intervals and Z-scores (standard deviations) were used in the calculations above. For
    example, a 95% confidence interval equates to a Z-score of 1.96 standard deviations. This means that +-1.96
    standard deviations from the mean represent 95% of the area under a normal curve. Compare this to the
    95.45% confidence interval that equates to a Z-score of 2 standard deviations, representing 95.45% of the
    area under a normal curve. While the Z-scores for the 95% and 95.45% confidence intervals are very close,
    researchers should use the precise Z-score (standard deviation) of 1.96, rather than 2, when calculating a
    95% confidence interval. This warning is provided to help allay any confusion since standard deviations and
    intervals under the normal curve are often simplified in usage. This simplification is referred to as the
    empirical rule, the 68-95-99.7 rule, or the three-sigma rule. For example, 1.96 standard deviations are often
    rounded to two standard deviations to represent 95% of the area under a normal curve. This is fine for quick
    forecasting, but precision is recommended for high stakes calculations (Brase & Brase, 2013; Salkind, 2009).

    The last point that is important to understand is that the confidence interval range depends on both sample
    size and the dispersion of the sample’s data values around the mean. The precision of a confidence interval
    may be increased by increasing the size of the sample. As Bell et al. (2022) comprehensively explain, there is
    an inverse relationship between sample size and sampling error. As sample size increases, the sampling
    error will decrease, and the confidence interval will become tighter and more precise. Gains in precision are
    clearly evident up to sample sizes of around 1,000 cases. After this, precision gains become much less
    noticeable. It should also be noted that it is an absolute—rather than relative—sample size that is important,
    regardless of the size of the population of interest. This means that a researcher should not be concerned
    about taking a certain percentage of the population as a sample. There is little benefit of samples larger than
    1,000, regardless of whether the population size is 1 million or 100 million.

    A larger dispersion of the data values around the sample mean will result in less confidence that the sample
    mean is a better representative of the population mean than a smaller dispersion of data values around the
    sample mean. For example, assume two samples each had a sample mean of 4.2 minutes of average wait
    times. Sample 1 has a range of values from .25 minutes to 15 minutes, while Sample 2 has a range of values
    from 4 minutes to 5 minutes. There would be more confidence that Sample 2’s mean is representative of the
    population mean due to the smaller dispersion of data values, which is reflected in a smaller standard error.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Figure 1 (Adapted from The University of Florida, n.d.)

    Central Limit Theorem

    In the discussion above about sampling error, it was noted that sampling is not perfect. If Sample 1 is from the
    population, its mean is unlikely to be an exact representative of the population mean. Additionally, if Sample 2
    is drawn from the same population, its mean would likely not represent the population mean or the Sample 1
    mean. If additional samples are drawn from the same population, it is very likely that the means from each
    sample would vary. This begs the question, how well does a single sample represent the population?

    One way to address this conundrum would be to continue to take many individual samples from the
    population. In theory, hundreds or thousands of samples would be taken from the population. For each
    sample, a sample mean (�̅�𝑥) would be calculated, resulting in a collection of many sample means.
    Remarkably, plotting the sample means in a histogram would result in a normal bell-shaped curve, called a
    sampling distribution, even if the population data is not normally distributed! This is beneficial since the
    distribution of the population is often unknown or may be known to be irregular. The central limit theorem says
    that for any population distribution at all, regardless of its shape, the sampling distribution from that population
    will be bell-shaped as long as the sample size is sufficiently large. Statisticians have determined that a
    sample size of n > 30 is sufficient for the central limit theorem to apply. If the population data is close to being
    normally distributed, then smaller sample sizes will result in normal distributions of sample means. If,
    however, the population distribution is far from normal, then larger sample sizes will be needed to ensure a
    normal distribution of sample means (Norusis, 2008).

    In addition to the sampling distribution exhibiting normality, the central limit theorem states that the average of
    the sample means would be a very close, near exact estimate of the population mean and would draw closer
    as the sample size is increased. Fortunately, as mentioned above, the standard deviation of a single sample
    can be used to estimate the standard error of the mean. This alleviates the impracticality of taking many
    samples from the same population to create a sampling distribution. A small standard error indicates that the
    sample mean is a close estimate of the population mean. Conversely, a large standard error would indicate
    that the sample mean is not a close estimate of the population mean. In short, a small standard error is good;
    a large standard error—not so much (Norusis, 2008).

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    In Closing

    This unit presented the basics of sampling, including populations, samples, statistical inference and
    generalization, sampling error, and confidence intervals. One simple but important takeaway from this unit
    should be that as sample size increases, sample standard deviation decreases, resulting in the sample mean
    becoming a better estimate of the population mean. Additionally, it is important to remember that sample size
    is absolute rather than relative, and after n = 1,000, the benefits of sample size begin to diminish. Therefore, a
    sample of n = 1,000 would be an optimal sample size for a population that is 1 million or 50 million.

    Unit III will explore the topics of structured interviews, surveys, and questionnaires. These are the data
    collection methods that work together with sampling. Later units will return to the idea of using inferential
    statistics for hypothesis testing.

    References

    Annenberg Learner. (2013). Confidence intervals: Against all odds—Inside statistics [Video]. Films on

    Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=111543

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Brase, C. H., & Brase, C. P. (2013). Understanding basic statistics (6th ed.). Cengage Learning.

    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

    Discovery Education. (2007). Discovering math: Advanced—Statistics and data analysis: Part 2 [Video]. Films

    on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=117915

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    The Office of Research Integrity. (n.d.) Module 4: Method of information collection – Section 2:3 [Graphic].

    https://ori.hhs.gov/node/1228/printable/print

    Salkind, N. J. (2009). Exploring research (7th ed.). Pearson Education.

    The University of Florida. (n.d.). Estimation [Graphic]. https://bolt.mph.ufl.edu/6050-6052/unit-4/module-11/

    Weaver, P. (2016, July 19). Can you use standard deviation in project management? [Chart]. Project

    Manager. https://projectmanager.com.au/can-you-use-standard-deviation-in-project-management/

    Zaman, E. (n.d.) What is the difference between population and sample? [Graphic]. BBA Lectures.

    https://www.bbalectures.com/what-is-the-difference-between-population-and-sample/

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

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitIIDB.docx**

    2

    Research Design and Methods RCH 5301

    **Unit II DB**

    Describe a quantitative research project you would be interested in starting now or in the near future. Explain the problem and why this would be important for you to study. Why is a quantitative methodology an appropriate research strategy for your project? Then, select a peer post and evaluate the appropriateness of using a quantitative research strategy for their proposed study. Discuss challenges they might encounter using a quantitative methodology.

    It should be at least 300 words in length.

    It should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitIIStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit II

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

    4. Apply research methods within a research design.
    4.1 Explain the relationship of population, sampling frame, sampling design, and

    generalization.

    Required Unit Resources

    Chapter 2: Review of Literature (ULO 4.1)

    Chapter 8: Quantitative Methods (ULO 4.1)
    Read the following sections from this chapter:

    • Introduction
    • Putting Quantitative Research in Context
    • Quantitative Designs

    Video: Discovering Math: Advanced—Statistics and Data Analysis: Part 2 (ULO 4.1)
    Watch the following segments to learn more about data analysis. The transcript for this video can be found by
    clicking on “Transcript” in the gray bar to the right of the video in the Films on Demand database.

    • The Statistics of Sampling, or By Any Means” (Segment 9) (2 minutes)
    • “Sampling Distributions—Elephant Ages” (Segment 10) (2 minutes)
    • “Central Limit Theorem—Giraffe Graphs” (Segment 11) (2 minutes)
    • “Confidence Intervals— Running Cheetahs” (Segment 12) (3 minutes)
    • “Sampling Techniques” (Segment 13) (2 minutes)
    • “Uncertainty in Statistical Inferences” (Segment 17) (2 minutes)
    • “Sampling Error and Confidence Interval—High School Completion” (Segment 18) (2 minutes)
    • “Means— Average Salaries and Education” (Segment 20) (4 minutes)

    Video: Confidence Intervals: Against All Odds—Inside Statistics (ULO 4.1)
    This video touches on many of this unit’s concepts, such as target population, random samples, confidence
    intervals, and solving business problems. The transcript for this video can be found by clicking on “Transcript”
    in the gray bar to the right of the video in the Films on Demand database. (10 minutes).

    Unit Lesson

    Lesson: Sampling and Statistical Inference: Leave the Crystal Ball at Home (ULO 4.1)

    Populations, Samples, and Statistical Inference

    Positivist researchers share the epistemological assumption that knowledge is achieved through observation
    and measurement of phenomena using a quantitative research methodological strategy. Measuring and
    quantifying phenomena can be valuable as an end, such as in descriptive statistics; however, the true
    advantage of using quantitative data is in its ability to be used for statistical inference. In quantitative
    research, statistical inference refers to being able to draw conclusions about a population of interest from
    analyzing sample data selected from the population. Making inferences about a population is also known as
    generalizing results.

    UNIT II STUDY GUIDE
    Sampling, Confidence Intervals,
    and Inferential Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    (Adapted from Zaman, n.d.)

    A population can include virtually anything that can be counted and measured, including human participants,
    objects, and events, and there is no limit to the industries that can apply inferential statistics, including
    business and finance, marketing, law, medicine, health and safety, psychology and sociology, manufacturing,
    logistics, technology, education, energy, and the list goes on. Likewise, the application of inferential statistics
    is endless. For example, sampling can be used to make inferences about the average job satisfaction level of
    a population of employees, to make inferences about the percentage of defects in a population of
    manufactured units, to make inferences about average achievement test scores in a population of elementary
    school students, and to make inferences about the relationship between accident victim fatality rates and
    years of experience of first responders.

    Two of the primary research methods used to facilitate statistical inference in business and social science
    research are sampling and surveying. While immersed in this content on sampling, keep in mind that
    surveying is the most ubiquitous quantitative method used to collect sample data today. Surveying and
    sampling are used because, in many cases, it is simply not feasible from a cost or time perspective to gather
    data from every participant in the population of interest. If that were possible, it would be called a census.
    Rather, the use of sample data is an efficient and cost-effective alternative to make inferences about
    population means, proportions, and relationships between variables. An example of a population mean is the
    average antibody response to a new medicine. An example of a population proportion is the percentage of
    retirement savings for workers who participate in employer-sponsored savings plans. An example of a
    relationship between variables would be the correlation of reported cases of cannabis psychosis and age of
    user. This discussion will focus on the use of samples and confidence intervals to make inferences about
    population means.

    Sampling Error: Random Error Versus Systematic Error

    While sampling can be an efficient and cost-effective alternative to using a census, it is not perfect. A sample
    mean is unlikely to be an exact representative of the population mean. The sample mean could be very close
    to the population mean or not close at all. The variance between the true population mean and the sampling
    mean is due to sampling error. Sampling error takes two forms, which are random error and systematic error.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Random error, as its name suggests, occurs randomly. The sample mean may not truly represent the
    population mean due to factors like natural variations and individual differences in the cases selected for the
    sample or simply due to pure chance. Random error is unpredictable, so each measurement in the sample
    clusters around the true population mean and moves in both directions, both above and below, as shown in
    the graphic below. Random error can be mitigated, but not eliminated completely, by increasing sample size
    (Zikmund et al., 2013).

    Systematic error is generally non-random and occurs through deficiencies and errors in the process of
    sampling rather than the sample itself. For example, systematic error can occur through researcher errors,
    such as poor survey construction, analytical errors, and bias. As a result, systematic error is predictable, and
    each measurement will move in the same direction relative to the true population mean, either above or
    below, as shown in the graphic. Systematic error is controllable and, therefore, can be substantially reduced
    through improving systematic processes, such as recalibrating measurement equipment and pilot testing
    surveys, but it cannot be mitigated by increasing sample size (Zikmund et al., 2013).

    (Adapted from The Office of Research Integrity, n.d.)

    This discussion of sampling error highlights the imperfection and limitations of sampling. While systematic
    error can be substantially eliminated by a conscientious researcher, random error will always present a
    challenge to predicting population means. Fortunately, sample size and the central limit theorem (discussed
    later in this lesson) can help the researcher minimize random error.

    Statistical Inference Using Confidence Intervals

    Although sampling error will always be a factor in using samples to draw conclusions about population
    means, the power of statistical inference is in its ability to estimate the true values of population means, even
    in the face of random error. One of the most common methods used to make inferences about population
    means is confidence intervals.

    A confidence interval uses a sample to create a range of mean values in which the population mean is likely
    to fall. For example, a sample of emergency calls into a 911 call center may provide an average length of 4.2
    minutes per call. The following confidence intervals can be calculated from this sample:

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    The first confidence interval indicates, with 68.27% confidence, that the population mean lies between 3.8 and
    4.6 minutes. The last confidence interval indicates, with 99.73% confidence, that the population mean lies
    between 3.0 and 5.4. This is useful information, but it is also helpful to have a basic understanding of how
    these statistics were derived.

    The first point to understand is that the confidence interval represents the area of probability in a normally
    distributed data set. The confidence intervals above were used for a very specific reason. A confidence
    interval of 68.27 corresponds to +-1 standard deviation, a confidence interval of 95.45 corresponds to +-2
    standard deviations, and a confidence interval of 99.73 corresponds to +-3 standard deviations. This is
    represented in the distribution graphic below.

    (Weaver, 2016)

    Researchers customarily use the 95% confidence interval when estimating population means from sample
    data. Using a lower confidence interval, such as 68.25%, will give a tighter range in which the population
    mean is estimated to fall, but the confidence is not sufficiently large. A higher confidence interval, such as
    99.73%, will give a wider range in which the population mean is estimated to fall, but the confidence is so
    large that it is not useful in predicting the population parameter (Cooper & Schindler, 2014).

    The second aspect of confidence intervals that is important to understand is a statistic called the standard
    error of the mean (often referred to as the standard error or SE) and something called the Z-score. The
    standard error of the mean can be thought of as the standard deviation of the sample data; more accurately,
    SE is the standard deviation of the sampling distribution, which will be discussed below. As a side note,
    standard deviation (σ) pertains to population data and is called a parameter. The standard error of the mean
    pertains to sample data and is called a statistic. Parameters describe population data, while statistics describe
    sample data. The SE is estimated from the sample standard deviation (s). Some very intelligent statisticians
    determined how to estimate the SE; otherwise, it would be necessary to draw a large number of individual
    samples to create a sampling distribution to calculate the SE. This is discussed further in the section below on
    the Central Limit Theorem. It is not necessary to know how SE is calculated. It is more important for
    practitioners to understand how to use this statistic rather than how to calculate it (Field, 2005; Zikmund et al.,
    2013).

    The Z-score, or standard score, is also integral to calculating confidence intervals. A Z-score uses standard
    deviation to compare a sample mean (�̅�𝑥) to a single data value. A Z-score of 1 indicates that a single data
    value is one standard deviation from �̅�𝑥. The Z-score will be positive if the single data value is above �̅�𝑥, and it
    will be negative if it lies below �̅�𝑥. Z-scores can be found by referring to a Z-score table or using a Z-score
    calculator. Both can be found on the internet. In the example below, a 95% confidence level equates to a Z-
    score of 1.96 or 1.96 standard deviations. As mentioned above, researchers usually use a 95% confidence
    interval, so a Z-Score of 1.96 would always be used. The other examples were included to provide an

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    understanding of the area under a normal curve that is included for the respective confidence intervals (see
    bell curve above) and to show the application of the appropriate Z-score based on the confidence interval
    used (Brase & Brase, 2013).

    The following will show how the standard error of the mean and Z-scores were used in the 911 call center
    scenario mentioned above.

    �̅�𝑥 – [(Z) (.4 SE)] ≤ µ ≤ �̅�𝑥 + [(Z) (.4 SE)] = Confidence Interval
    �̅�𝑥 = Sample Mean = 4.2 minutes
    Z = Z Score (Standard Deviation)
    SE = Standard Error of the Mean = .4 minutes
    µ = Population Mean

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    4.2 minutes – [(1) x (.4)] = 3.8 minutes ≤ µ ≤ 4.2 minutes + [(1) x (.4)] = 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    4.2 minutes – [(1.96) x (.4)] = 3.416 minutes ≤ µ ≤ 4.2 minutes + [(1.96) x (.4)] = 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    4.2 minutes – [(2) x (.4)] = 3.4 minutes ≤ µ ≤ 4.2 minutes + [(2) x (.4)] = 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    4.2 minutes – [(3) x (.4)] = 3.0 minutes ≤ µ ≤ 4.2 minutes + [(3) x (.4)] = 5.4 minutes

    Precise confidence intervals and Z-scores (standard deviations) were used in the calculations above. For
    example, a 95% confidence interval equates to a Z-score of 1.96 standard deviations. This means that +-1.96
    standard deviations from the mean represent 95% of the area under a normal curve. Compare this to the
    95.45% confidence interval that equates to a Z-score of 2 standard deviations, representing 95.45% of the
    area under a normal curve. While the Z-scores for the 95% and 95.45% confidence intervals are very close,
    researchers should use the precise Z-score (standard deviation) of 1.96, rather than 2, when calculating a
    95% confidence interval. This warning is provided to help allay any confusion since standard deviations and
    intervals under the normal curve are often simplified in usage. This simplification is referred to as the
    empirical rule, the 68-95-99.7 rule, or the three-sigma rule. For example, 1.96 standard deviations are often
    rounded to two standard deviations to represent 95% of the area under a normal curve. This is fine for quick
    forecasting, but precision is recommended for high stakes calculations (Brase & Brase, 2013; Salkind, 2009).

    The last point that is important to understand is that the confidence interval range depends on both sample
    size and the dispersion of the sample’s data values around the mean. The precision of a confidence interval
    may be increased by increasing the size of the sample. As Bell et al. (2022) comprehensively explain, there is
    an inverse relationship between sample size and sampling error. As sample size increases, the sampling
    error will decrease, and the confidence interval will become tighter and more precise. Gains in precision are
    clearly evident up to sample sizes of around 1,000 cases. After this, precision gains become much less
    noticeable. It should also be noted that it is an absolute—rather than relative—sample size that is important,
    regardless of the size of the population of interest. This means that a researcher should not be concerned
    about taking a certain percentage of the population as a sample. There is little benefit of samples larger than
    1,000, regardless of whether the population size is 1 million or 100 million.

    A larger dispersion of the data values around the sample mean will result in less confidence that the sample
    mean is a better representative of the population mean than a smaller dispersion of data values around the
    sample mean. For example, assume two samples each had a sample mean of 4.2 minutes of average wait
    times. Sample 1 has a range of values from .25 minutes to 15 minutes, while Sample 2 has a range of values
    from 4 minutes to 5 minutes. There would be more confidence that Sample 2’s mean is representative of the
    population mean due to the smaller dispersion of data values, which is reflected in a smaller standard error.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Figure 1 (Adapted from The University of Florida, n.d.)

    Central Limit Theorem

    In the discussion above about sampling error, it was noted that sampling is not perfect. If Sample 1 is from the
    population, its mean is unlikely to be an exact representative of the population mean. Additionally, if Sample 2
    is drawn from the same population, its mean would likely not represent the population mean or the Sample 1
    mean. If additional samples are drawn from the same population, it is very likely that the means from each
    sample would vary. This begs the question, how well does a single sample represent the population?

    One way to address this conundrum would be to continue to take many individual samples from the
    population. In theory, hundreds or thousands of samples would be taken from the population. For each
    sample, a sample mean (�̅�𝑥) would be calculated, resulting in a collection of many sample means.
    Remarkably, plotting the sample means in a histogram would result in a normal bell-shaped curve, called a
    sampling distribution, even if the population data is not normally distributed! This is beneficial since the
    distribution of the population is often unknown or may be known to be irregular. The central limit theorem says
    that for any population distribution at all, regardless of its shape, the sampling distribution from that population
    will be bell-shaped as long as the sample size is sufficiently large. Statisticians have determined that a
    sample size of n > 30 is sufficient for the central limit theorem to apply. If the population data is close to being
    normally distributed, then smaller sample sizes will result in normal distributions of sample means. If,
    however, the population distribution is far from normal, then larger sample sizes will be needed to ensure a
    normal distribution of sample means (Norusis, 2008).

    In addition to the sampling distribution exhibiting normality, the central limit theorem states that the average of
    the sample means would be a very close, near exact estimate of the population mean and would draw closer
    as the sample size is increased. Fortunately, as mentioned above, the standard deviation of a single sample
    can be used to estimate the standard error of the mean. This alleviates the impracticality of taking many
    samples from the same population to create a sampling distribution. A small standard error indicates that the
    sample mean is a close estimate of the population mean. Conversely, a large standard error would indicate
    that the sample mean is not a close estimate of the population mean. In short, a small standard error is good;
    a large standard error—not so much (Norusis, 2008).

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    In Closing

    This unit presented the basics of sampling, including populations, samples, statistical inference and
    generalization, sampling error, and confidence intervals. One simple but important takeaway from this unit
    should be that as sample size increases, sample standard deviation decreases, resulting in the sample mean
    becoming a better estimate of the population mean. Additionally, it is important to remember that sample size
    is absolute rather than relative, and after n = 1,000, the benefits of sample size begin to diminish. Therefore, a
    sample of n = 1,000 would be an optimal sample size for a population that is 1 million or 50 million.

    Unit III will explore the topics of structured interviews, surveys, and questionnaires. These are the data
    collection methods that work together with sampling. Later units will return to the idea of using inferential
    statistics for hypothesis testing.

    References

    Annenberg Learner. (2013). Confidence intervals: Against all odds—Inside statistics [Video]. Films on

    Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=111543

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Brase, C. H., & Brase, C. P. (2013). Understanding basic statistics (6th ed.). Cengage Learning.

    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

    Discovery Education. (2007). Discovering math: Advanced—Statistics and data analysis: Part 2 [Video]. Films

    on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=117915

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    The Office of Research Integrity. (n.d.) Module 4: Method of information collection – Section 2:3 [Graphic].

    https://ori.hhs.gov/node/1228/printable/print

    Salkind, N. J. (2009). Exploring research (7th ed.). Pearson Education.

    The University of Florida. (n.d.). Estimation [Graphic]. https://bolt.mph.ufl.edu/6050-6052/unit-4/module-11/

    Weaver, P. (2016, July 19). Can you use standard deviation in project management? [Chart]. Project

    Manager. https://projectmanager.com.au/can-you-use-standard-deviation-in-project-management/

    Zaman, E. (n.d.) What is the difference between population and sample? [Graphic]. BBA Lectures.

    https://www.bbalectures.com/what-is-the-difference-between-population-and-sample/

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

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitIIDB.docx**

    2

    Research Design and Methods RCH 5301

    **Unit II DB**

    Describe a quantitative research project you would be interested in starting now or in the near future. Explain the problem and why this would be important for you to study. Why is a quantitative methodology an appropriate research strategy for your project? Then, select a peer post and evaluate the appropriateness of using a quantitative research strategy for their proposed study. Discuss challenges they might encounter using a quantitative methodology.

    It should be at least 300 words in length.

    It should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitIIStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit II

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

    4. Apply research methods within a research design.
    4.1 Explain the relationship of population, sampling frame, sampling design, and

    generalization.

    Required Unit Resources

    Chapter 2: Review of Literature (ULO 4.1)

    Chapter 8: Quantitative Methods (ULO 4.1)
    Read the following sections from this chapter:

    • Introduction
    • Putting Quantitative Research in Context
    • Quantitative Designs

    Video: Discovering Math: Advanced—Statistics and Data Analysis: Part 2 (ULO 4.1)
    Watch the following segments to learn more about data analysis. The transcript for this video can be found by
    clicking on “Transcript” in the gray bar to the right of the video in the Films on Demand database.

    • The Statistics of Sampling, or By Any Means” (Segment 9) (2 minutes)
    • “Sampling Distributions—Elephant Ages” (Segment 10) (2 minutes)
    • “Central Limit Theorem—Giraffe Graphs” (Segment 11) (2 minutes)
    • “Confidence Intervals— Running Cheetahs” (Segment 12) (3 minutes)
    • “Sampling Techniques” (Segment 13) (2 minutes)
    • “Uncertainty in Statistical Inferences” (Segment 17) (2 minutes)
    • “Sampling Error and Confidence Interval—High School Completion” (Segment 18) (2 minutes)
    • “Means— Average Salaries and Education” (Segment 20) (4 minutes)

    Video: Confidence Intervals: Against All Odds—Inside Statistics (ULO 4.1)
    This video touches on many of this unit’s concepts, such as target population, random samples, confidence
    intervals, and solving business problems. The transcript for this video can be found by clicking on “Transcript”
    in the gray bar to the right of the video in the Films on Demand database. (10 minutes).

    Unit Lesson

    Lesson: Sampling and Statistical Inference: Leave the Crystal Ball at Home (ULO 4.1)

    Populations, Samples, and Statistical Inference

    Positivist researchers share the epistemological assumption that knowledge is achieved through observation
    and measurement of phenomena using a quantitative research methodological strategy. Measuring and
    quantifying phenomena can be valuable as an end, such as in descriptive statistics; however, the true
    advantage of using quantitative data is in its ability to be used for statistical inference. In quantitative
    research, statistical inference refers to being able to draw conclusions about a population of interest from
    analyzing sample data selected from the population. Making inferences about a population is also known as
    generalizing results.

    UNIT II STUDY GUIDE
    Sampling, Confidence Intervals,
    and Inferential Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    (Adapted from Zaman, n.d.)

    A population can include virtually anything that can be counted and measured, including human participants,
    objects, and events, and there is no limit to the industries that can apply inferential statistics, including
    business and finance, marketing, law, medicine, health and safety, psychology and sociology, manufacturing,
    logistics, technology, education, energy, and the list goes on. Likewise, the application of inferential statistics
    is endless. For example, sampling can be used to make inferences about the average job satisfaction level of
    a population of employees, to make inferences about the percentage of defects in a population of
    manufactured units, to make inferences about average achievement test scores in a population of elementary
    school students, and to make inferences about the relationship between accident victim fatality rates and
    years of experience of first responders.

    Two of the primary research methods used to facilitate statistical inference in business and social science
    research are sampling and surveying. While immersed in this content on sampling, keep in mind that
    surveying is the most ubiquitous quantitative method used to collect sample data today. Surveying and
    sampling are used because, in many cases, it is simply not feasible from a cost or time perspective to gather
    data from every participant in the population of interest. If that were possible, it would be called a census.
    Rather, the use of sample data is an efficient and cost-effective alternative to make inferences about
    population means, proportions, and relationships between variables. An example of a population mean is the
    average antibody response to a new medicine. An example of a population proportion is the percentage of
    retirement savings for workers who participate in employer-sponsored savings plans. An example of a
    relationship between variables would be the correlation of reported cases of cannabis psychosis and age of
    user. This discussion will focus on the use of samples and confidence intervals to make inferences about
    population means.

    Sampling Error: Random Error Versus Systematic Error

    While sampling can be an efficient and cost-effective alternative to using a census, it is not perfect. A sample
    mean is unlikely to be an exact representative of the population mean. The sample mean could be very close
    to the population mean or not close at all. The variance between the true population mean and the sampling
    mean is due to sampling error. Sampling error takes two forms, which are random error and systematic error.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Random error, as its name suggests, occurs randomly. The sample mean may not truly represent the
    population mean due to factors like natural variations and individual differences in the cases selected for the
    sample or simply due to pure chance. Random error is unpredictable, so each measurement in the sample
    clusters around the true population mean and moves in both directions, both above and below, as shown in
    the graphic below. Random error can be mitigated, but not eliminated completely, by increasing sample size
    (Zikmund et al., 2013).

    Systematic error is generally non-random and occurs through deficiencies and errors in the process of
    sampling rather than the sample itself. For example, systematic error can occur through researcher errors,
    such as poor survey construction, analytical errors, and bias. As a result, systematic error is predictable, and
    each measurement will move in the same direction relative to the true population mean, either above or
    below, as shown in the graphic. Systematic error is controllable and, therefore, can be substantially reduced
    through improving systematic processes, such as recalibrating measurement equipment and pilot testing
    surveys, but it cannot be mitigated by increasing sample size (Zikmund et al., 2013).

    (Adapted from The Office of Research Integrity, n.d.)

    This discussion of sampling error highlights the imperfection and limitations of sampling. While systematic
    error can be substantially eliminated by a conscientious researcher, random error will always present a
    challenge to predicting population means. Fortunately, sample size and the central limit theorem (discussed
    later in this lesson) can help the researcher minimize random error.

    Statistical Inference Using Confidence Intervals

    Although sampling error will always be a factor in using samples to draw conclusions about population
    means, the power of statistical inference is in its ability to estimate the true values of population means, even
    in the face of random error. One of the most common methods used to make inferences about population
    means is confidence intervals.

    A confidence interval uses a sample to create a range of mean values in which the population mean is likely
    to fall. For example, a sample of emergency calls into a 911 call center may provide an average length of 4.2
    minutes per call. The following confidence intervals can be calculated from this sample:

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    The first confidence interval indicates, with 68.27% confidence, that the population mean lies between 3.8 and
    4.6 minutes. The last confidence interval indicates, with 99.73% confidence, that the population mean lies
    between 3.0 and 5.4. This is useful information, but it is also helpful to have a basic understanding of how
    these statistics were derived.

    The first point to understand is that the confidence interval represents the area of probability in a normally
    distributed data set. The confidence intervals above were used for a very specific reason. A confidence
    interval of 68.27 corresponds to +-1 standard deviation, a confidence interval of 95.45 corresponds to +-2
    standard deviations, and a confidence interval of 99.73 corresponds to +-3 standard deviations. This is
    represented in the distribution graphic below.

    (Weaver, 2016)

    Researchers customarily use the 95% confidence interval when estimating population means from sample
    data. Using a lower confidence interval, such as 68.25%, will give a tighter range in which the population
    mean is estimated to fall, but the confidence is not sufficiently large. A higher confidence interval, such as
    99.73%, will give a wider range in which the population mean is estimated to fall, but the confidence is so
    large that it is not useful in predicting the population parameter (Cooper & Schindler, 2014).

    The second aspect of confidence intervals that is important to understand is a statistic called the standard
    error of the mean (often referred to as the standard error or SE) and something called the Z-score. The
    standard error of the mean can be thought of as the standard deviation of the sample data; more accurately,
    SE is the standard deviation of the sampling distribution, which will be discussed below. As a side note,
    standard deviation (σ) pertains to population data and is called a parameter. The standard error of the mean
    pertains to sample data and is called a statistic. Parameters describe population data, while statistics describe
    sample data. The SE is estimated from the sample standard deviation (s). Some very intelligent statisticians
    determined how to estimate the SE; otherwise, it would be necessary to draw a large number of individual
    samples to create a sampling distribution to calculate the SE. This is discussed further in the section below on
    the Central Limit Theorem. It is not necessary to know how SE is calculated. It is more important for
    practitioners to understand how to use this statistic rather than how to calculate it (Field, 2005; Zikmund et al.,
    2013).

    The Z-score, or standard score, is also integral to calculating confidence intervals. A Z-score uses standard
    deviation to compare a sample mean (�̅�𝑥) to a single data value. A Z-score of 1 indicates that a single data
    value is one standard deviation from �̅�𝑥. The Z-score will be positive if the single data value is above �̅�𝑥, and it
    will be negative if it lies below �̅�𝑥. Z-scores can be found by referring to a Z-score table or using a Z-score
    calculator. Both can be found on the internet. In the example below, a 95% confidence level equates to a Z-
    score of 1.96 or 1.96 standard deviations. As mentioned above, researchers usually use a 95% confidence
    interval, so a Z-Score of 1.96 would always be used. The other examples were included to provide an

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    understanding of the area under a normal curve that is included for the respective confidence intervals (see
    bell curve above) and to show the application of the appropriate Z-score based on the confidence interval
    used (Brase & Brase, 2013).

    The following will show how the standard error of the mean and Z-scores were used in the 911 call center
    scenario mentioned above.

    �̅�𝑥 – [(Z) (.4 SE)] ≤ µ ≤ �̅�𝑥 + [(Z) (.4 SE)] = Confidence Interval
    �̅�𝑥 = Sample Mean = 4.2 minutes
    Z = Z Score (Standard Deviation)
    SE = Standard Error of the Mean = .4 minutes
    µ = Population Mean

    68.27% C.I. = 3.8 minutes to 4.6 minutes

    4.2 minutes – [(1) x (.4)] = 3.8 minutes ≤ µ ≤ 4.2 minutes + [(1) x (.4)] = 4.6 minutes

    95% C.I. = 3.416 minutes to 4.984 minutes

    4.2 minutes – [(1.96) x (.4)] = 3.416 minutes ≤ µ ≤ 4.2 minutes + [(1.96) x (.4)] = 4.984 minutes

    95.45% C.I. = 3.4 minutes to 5.0 minutes

    4.2 minutes – [(2) x (.4)] = 3.4 minutes ≤ µ ≤ 4.2 minutes + [(2) x (.4)] = 5.0 minutes

    99.73% C.I. = 3.0 minutes to 5.4 minutes

    4.2 minutes – [(3) x (.4)] = 3.0 minutes ≤ µ ≤ 4.2 minutes + [(3) x (.4)] = 5.4 minutes

    Precise confidence intervals and Z-scores (standard deviations) were used in the calculations above. For
    example, a 95% confidence interval equates to a Z-score of 1.96 standard deviations. This means that +-1.96
    standard deviations from the mean represent 95% of the area under a normal curve. Compare this to the
    95.45% confidence interval that equates to a Z-score of 2 standard deviations, representing 95.45% of the
    area under a normal curve. While the Z-scores for the 95% and 95.45% confidence intervals are very close,
    researchers should use the precise Z-score (standard deviation) of 1.96, rather than 2, when calculating a
    95% confidence interval. This warning is provided to help allay any confusion since standard deviations and
    intervals under the normal curve are often simplified in usage. This simplification is referred to as the
    empirical rule, the 68-95-99.7 rule, or the three-sigma rule. For example, 1.96 standard deviations are often
    rounded to two standard deviations to represent 95% of the area under a normal curve. This is fine for quick
    forecasting, but precision is recommended for high stakes calculations (Brase & Brase, 2013; Salkind, 2009).

    The last point that is important to understand is that the confidence interval range depends on both sample
    size and the dispersion of the sample’s data values around the mean. The precision of a confidence interval
    may be increased by increasing the size of the sample. As Bell et al. (2022) comprehensively explain, there is
    an inverse relationship between sample size and sampling error. As sample size increases, the sampling
    error will decrease, and the confidence interval will become tighter and more precise. Gains in precision are
    clearly evident up to sample sizes of around 1,000 cases. After this, precision gains become much less
    noticeable. It should also be noted that it is an absolute—rather than relative—sample size that is important,
    regardless of the size of the population of interest. This means that a researcher should not be concerned
    about taking a certain percentage of the population as a sample. There is little benefit of samples larger than
    1,000, regardless of whether the population size is 1 million or 100 million.

    A larger dispersion of the data values around the sample mean will result in less confidence that the sample
    mean is a better representative of the population mean than a smaller dispersion of data values around the
    sample mean. For example, assume two samples each had a sample mean of 4.2 minutes of average wait
    times. Sample 1 has a range of values from .25 minutes to 15 minutes, while Sample 2 has a range of values
    from 4 minutes to 5 minutes. There would be more confidence that Sample 2’s mean is representative of the
    population mean due to the smaller dispersion of data values, which is reflected in a smaller standard error.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Figure 1 (Adapted from The University of Florida, n.d.)

    Central Limit Theorem

    In the discussion above about sampling error, it was noted that sampling is not perfect. If Sample 1 is from the
    population, its mean is unlikely to be an exact representative of the population mean. Additionally, if Sample 2
    is drawn from the same population, its mean would likely not represent the population mean or the Sample 1
    mean. If additional samples are drawn from the same population, it is very likely that the means from each
    sample would vary. This begs the question, how well does a single sample represent the population?

    One way to address this conundrum would be to continue to take many individual samples from the
    population. In theory, hundreds or thousands of samples would be taken from the population. For each
    sample, a sample mean (�̅�𝑥) would be calculated, resulting in a collection of many sample means.
    Remarkably, plotting the sample means in a histogram would result in a normal bell-shaped curve, called a
    sampling distribution, even if the population data is not normally distributed! This is beneficial since the
    distribution of the population is often unknown or may be known to be irregular. The central limit theorem says
    that for any population distribution at all, regardless of its shape, the sampling distribution from that population
    will be bell-shaped as long as the sample size is sufficiently large. Statisticians have determined that a
    sample size of n > 30 is sufficient for the central limit theorem to apply. If the population data is close to being
    normally distributed, then smaller sample sizes will result in normal distributions of sample means. If,
    however, the population distribution is far from normal, then larger sample sizes will be needed to ensure a
    normal distribution of sample means (Norusis, 2008).

    In addition to the sampling distribution exhibiting normality, the central limit theorem states that the average of
    the sample means would be a very close, near exact estimate of the population mean and would draw closer
    as the sample size is increased. Fortunately, as mentioned above, the standard deviation of a single sample
    can be used to estimate the standard error of the mean. This alleviates the impracticality of taking many
    samples from the same population to create a sampling distribution. A small standard error indicates that the
    sample mean is a close estimate of the population mean. Conversely, a large standard error would indicate
    that the sample mean is not a close estimate of the population mean. In short, a small standard error is good;
    a large standard error—not so much (Norusis, 2008).

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    In Closing

    This unit presented the basics of sampling, including populations, samples, statistical inference and
    generalization, sampling error, and confidence intervals. One simple but important takeaway from this unit
    should be that as sample size increases, sample standard deviation decreases, resulting in the sample mean
    becoming a better estimate of the population mean. Additionally, it is important to remember that sample size
    is absolute rather than relative, and after n = 1,000, the benefits of sample size begin to diminish. Therefore, a
    sample of n = 1,000 would be an optimal sample size for a population that is 1 million or 50 million.

    Unit III will explore the topics of structured interviews, surveys, and questionnaires. These are the data
    collection methods that work together with sampling. Later units will return to the idea of using inferential
    statistics for hypothesis testing.

    References

    Annenberg Learner. (2013). Confidence intervals: Against all odds—Inside statistics [Video]. Films on

    Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=111543

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Brase, C. H., & Brase, C. P. (2013). Understanding basic statistics (6th ed.). Cengage Learning.

    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

    Discovery Education. (2007). Discovering math: Advanced—Statistics and data analysis: Part 2 [Video]. Films

    on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=117915

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    The Office of Research Integrity. (n.d.) Module 4: Method of information collection – Section 2:3 [Graphic].

    https://ori.hhs.gov/node/1228/printable/print

    Salkind, N. J. (2009). Exploring research (7th ed.). Pearson Education.

    The University of Florida. (n.d.). Estimation [Graphic]. https://bolt.mph.ufl.edu/6050-6052/unit-4/module-11/

    Weaver, P. (2016, July 19). Can you use standard deviation in project management? [Chart]. Project

    Manager. https://projectmanager.com.au/can-you-use-standard-deviation-in-project-management/

    Zaman, E. (n.d.) What is the difference between population and sample? [Graphic]. BBA Lectures.

    https://www.bbalectures.com/what-is-the-difference-between-population-and-sample/

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

    Learning.

    – 1
    – 2

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    – ## EconomicsforManagersECO6301UnitIIIEssay.docx

    – ## UnitIIStudyGuide.pdf

    – UnitIStudyGuide.pdf

    **## EconomicsforManagersECO6301UnitIIIEssay.docx**

    2

    Economics for Managers ECO 6301 Unit III Essay

    **Unit III Essay**

    This 3-to-5-page essay measures your mastery of ULOs 1.1, 1.2, 2.1, 6.1, 6.2 and 7.1.

    **Elasticity**

    **Assignment objective:** Unit I introduced the benefits of markets to improving outcomes for producers and consumers. Unit II examined the role of costs and prices in decision-making. For this assignment, you will answer a series of questions in the form of an essay.

    **Length:** Your submission is required to be at least 3 pages in length and not more than 5 pages, not counting the title page and references page.

    **References:** A minimum of 3 peer-reviewed sources are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Online Library. APA Style is required for citations and references.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    1. Introduction

    2. Research elasticity information for two particular goods: one with an elastic demand and one with an inelastic demand. Using elasticity information you gather, predict changes in demand. The
    United States Department ofAgriculture website has a good resource to help with this.

    3. Describe how marginal analysis, by avoiding sunk costs, leads to better pricing decisions.

    4. Explain the importance of opportunity costs to decision-making and how opportunity costs lead to trade.

    5. Evaluate how better business decisions can benefit not just the producer but the consumer and society as a whole. In your evaluation, contrast the deontology and consequentialism approaches to ethics.

    6. Conclusion

    **## UnitIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit II

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

    2. Apply the different types of elasticity concepts to business scenarios.
    2.1 Predict demand using elasticity.

    7. Explain the implications of uncertainty in managerial decision-making.

    7.1 Describe how marginal analysis can lead to better decision-making.

    Required Unit Resources

    Chapter 5: Investment Decisions: Look Ahead and Reason Back (ULO 2.1)

    Chapter 6: Simple Pricing (ULO 7.1)

    Chapter 7: Economies of Scale and Scope (ULO 7.1)

    Unit Lesson

    Lesson: Production Decisions, Costs, and Prices (ULOs 2.1 and 7.1)
    This lesson will introduce you to the ways that business use tools for decision-making.

    This unit’s material focuses on business decision-making and explores some tools that can help businesses
    make good decisions. Costs are the first type of information firms need to know for decision-making. If firms
    do not know their own costs, it is really difficult to make decisions. Of course, information is seldom known
    100%, but the closer firms can get to 100%, the better their decision-making will be.

    There are some obvious costs businesses need to know, such as their rent, cost of material, and cost of
    labor. With these costs, firms need to know how the costs will change with their decisions. For example, if
    a business wants to double production, will its cost double to do so? Some probably will, but not all of them.
    Rent and CEO salary are examples of fixed costs. Fixed costs are costs that do not change with changes
    in output. Variables costs are expenses such as labor or materials that change with production. If
    McDonald’s wants to produce another Quarter Pounder, they need more hamburger patties. So when
    making production decisions, fixed costs should not be considered. They do not change, so they do not
    matter to production decisions.

    The Shutdown

    This leads to one of the first important decisions a business should make called the shutdown decision.
    Shutting down does not mean closing-up shop for good. In fact, it can often be reasonable for a business to
    operate even if it is earning at a loss. Consider that fixed costs should not be involved in this decision since
    they cannot be avoided. Fixed costs are important, however, for determining profit. So, if a business shuts
    down, it still has to pay the fixed costs. If a business is able to sell their product for more than it costs to
    produce the product (meaning just looking at variable costs), then a firm can offset some of the loss of the
    fixed costs by continuing to operate. If this is the case, the business would want to continue operating so long
    as the fixed costs remain (a time period economists refer to as the short-run). Once their fixed costs are no
    longer fixed and the business has decision-making control over them (the long-run), then the business owners
    can consider exiting the market entirely. So just to reiterate, it can make perfectly good sense for a business

    UNIT II STUDY GUIDE
    Production Decisions, Costs, and Prices

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    to operate at a loss; simply earning a loss does not mean the business should shutdown. As long as price
    exceeds average variable cost (variable cost per unit), the firm should continue to operate.

    The shutdown decision applies to more than just firms operating at a loss, however. The same approach is
    used by just about every business, just about every day. It is not based on the income statement the business
    might produce for a month or a quarter or a year, but on a daily decision—on something as simple as which
    hours to be open. Breakfast restaurants typically close shortly after lunch time as there is not a lot of demand
    for omelets at dinner time. Fancy steak houses are often open only at dinner time as there is not a demand
    for $50 steaks at breakfast or even lunch.

    More Tools

    Other decisions by firms involve comparisons to other alternatives. To make these decisions, firms need to
    have information about their alternatives to help make good choices. What is the value of doing different
    alternatives? Economists call this opportunity cost. If a frozen yogurt shop opts to replace their chocolate
    yogurt with mint yogurt, what is the cost of doing that? It is not just the cost of the mint yogurt, it is also the
    revenue they would have earned from selling chocolate yogurt. If chocolate yogurt would have sold more,
    then the frozen yogurt shop is essentially losing money by selling mint instead. This is known as economic
    profit (or loss). Firms should not just be concerned with how much money their accountant tells them they
    are making; they should be concerned about how much money they could make by choosing different
    alternatives.

    Oftentimes, looking at different alternatives can be cumbersome. It can be difficult to compare the
    alternatives; however, there are financial tools businesses can use to make comparing the options easier.
    Discounting, for example, uses a rate of return to compare cash flows across different time periods. Is a dollar
    tomorrow worth the same as a dollar today? No, the dollar today is more valuable. Discounting allows
    decision-makers to make a better apples-to-apples comparison of the financial projections for different
    potential projects.

    Financial analysis can also help businesses determine what they need to do to break even on a project.
    Determining the break-even quantity is fairly straight forward. It is simply the fixed costs divided by the
    difference between price and marginal cost (the cost of producing an additional unit). The more challenging
    part is determining what costs to include. As discussed above, opportunity costs are an important cost to
    consider in decision-making.

    Comparing apples to oranges is
    not exactly an equal comparison.
    (Gregory, n.d.)

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    While deciding what costs to include in decision-making is important, equally important is knowing what costs
    should not be included in decision-making. When making a decision, only costs that are controllable should
    be considered. Costs that have already been incurred (or committed to), known as sunk costs, should not be
    considered in the decision. This again reflects the shutdown decision when fixed costs should not be
    considered. If something will not change based on your decision, then do not bother including it in your
    decision-making process.

    Pricing and Elasticity

    On the other side of the decision-making ledger from costs is prices. Costs need to be managed, but real
    strategy comes with setting prices. Set the price too high and customers will not buy the product.

    Some businesses will set price based on costs (firms that use a standard mark-up over costs are an
    example of basing price on costs), but this completely ignores demand. Businesses might be over-charging or
    under-charging.

    Set the price too low and businesses will not bring in as much revenue as they could have. This is where
    elasticity comes into play. Elasticity is the responsiveness of one variable to a change in another. The most
    commonly used elasticity is the elasticity of demand, which is the responsiveness of quantity demanded to a
    change in price. If quantity demanded changes a lot when price changes a little, the product or good has an
    elastic demand. If quantity demanded does not change very much when price changes considerably, the
    good has an inelastic demand.

    The most obvious application of elasticity is the effect price changes have on total revenue. If a good has an
    elastic demand, then a price decrease will result in an increase in total revenue. Since total revenue is equal
    to price times quantity, then if price is decreasing a little but quantity increases a lot, then total revenue will
    increase. If a good has an inelastic demand, then a price increase will result in an increase in total revenue.
    Looking back at total revenue, if price can increase a lot without much loss in quantity, then total revenue
    will increase.

    Firms can estimate elasticity using regression analysis (note: to do this, take the natural log of price and the
    natural log of quantity—just putting price and quantity into a regression will not yield elasticities). This requires
    sufficient data to estimate a demand function. Businesses can get most of what they need for making
    decisions by understanding what determines elasticity.

    There are three main determinants of elasticity, but really, they can be boiled down to one: what other
    available options consumers have. The more options you have, the more sensitive you will be to a price
    change of a good. Options can arise in a variety of ways.

    The first option is the amount of time a consumer has to make the purchase decision. Imagine you are at a
    baseball game and you are getting hungry. You can certainly go get a hotdog. You will pay more money for it

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    at a concession within the venue, but the other option is to wait until the game is over. But that might be
    longer than you would like to wait to eat.

    Elasticity can also change based on how broadly the good is defined. Gas is an inelastic good. People need it
    to get to work, the grocery store, go on trips, take their kids to school, etc. But that does not mean a gas
    station can simply charge as high of a price for gas as they want because there is likely to be a gas station
    across the street or at most just down the road. If a particular gas station increases price much more than
    competitor gas stations, then consumers will simply go to the competitor.

    If a business understands the nature of their product and understands the alternatives consumers have to
    their product, the business will be able to make sound decisions on whether they should raise or cut prices.
    The business may not know exactly what will happen to the demand for their product, but they will have a
    pretty good idea. In business, often being able to make an educated, informed decision in a world of
    uncertainty is the best that can be asked.

    References

    Gregory, R. (n.d.). Comparing apples to oranges. Concept, isolated (ID 597747) [Photograph]. Dreamstime.

    https://www.dreamstime.com/royalty-free-stock-photography-comparing-apples-to-oranges-
    image597747

    Siddique, K., Ali, G., Ullah, I., Shah, A. U., & Fayaz, M. (2019). An estimation of expenditure, own and cross

    price elasticities of meat in Pakistan. Sarhad Journal of Agriculture, 35(2), 623–629.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=asn&AN=136655162&site=ehost-live&scope=site

    Suggested Unit Resources

    Elasticities of Meat in Pakistan (Optional)
    This article gives an example of estimating elasticities, both own-price and cross-price elasticities. The article
    also demonstrates how understanding elasticities can be used to make inferences about buying habits of
    consumers being studied (in this case, consumers in rural and urban areas of Pakistan).

    **UnitIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitistudyguide-pdf-10342009)

    **UnitIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitistudyguide-pdf-10342009)

    **## EconomicsforManagersECO6301UnitIIIEssay.docx**

    2

    Economics for Managers ECO 6301 Unit III Essay

    **Unit III Essay**

    This 3-to-5-page essay measures your mastery of ULOs 1.1, 1.2, 2.1, 6.1, 6.2 and 7.1.

    **Elasticity**

    **Assignment objective:** Unit I introduced the benefits of markets to improving outcomes for producers and consumers. Unit II examined the role of costs and prices in decision-making. For this assignment, you will answer a series of questions in the form of an essay.

    **Length:** Your submission is required to be at least 3 pages in length and not more than 5 pages, not counting the title page and references page.

    **References:** A minimum of 3 peer-reviewed sources are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Online Library. APA Style is required for citations and references.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    1. Introduction

    2. Research elasticity information for two particular goods: one with an elastic demand and one with an inelastic demand. Using elasticity information you gather, predict changes in demand. The
    United States Department ofAgriculture website has a good resource to help with this.

    3. Describe how marginal analysis, by avoiding sunk costs, leads to better pricing decisions.

    4. Explain the importance of opportunity costs to decision-making and how opportunity costs lead to trade.

    5. Evaluate how better business decisions can benefit not just the producer but the consumer and society as a whole. In your evaluation, contrast the deontology and consequentialism approaches to ethics.

    6. Conclusion

    **## UnitIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit II

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

    2. Apply the different types of elasticity concepts to business scenarios.
    2.1 Predict demand using elasticity.

    7. Explain the implications of uncertainty in managerial decision-making.

    7.1 Describe how marginal analysis can lead to better decision-making.

    Required Unit Resources

    Chapter 5: Investment Decisions: Look Ahead and Reason Back (ULO 2.1)

    Chapter 6: Simple Pricing (ULO 7.1)

    Chapter 7: Economies of Scale and Scope (ULO 7.1)

    Unit Lesson

    Lesson: Production Decisions, Costs, and Prices (ULOs 2.1 and 7.1)
    This lesson will introduce you to the ways that business use tools for decision-making.

    This unit’s material focuses on business decision-making and explores some tools that can help businesses
    make good decisions. Costs are the first type of information firms need to know for decision-making. If firms
    do not know their own costs, it is really difficult to make decisions. Of course, information is seldom known
    100%, but the closer firms can get to 100%, the better their decision-making will be.

    There are some obvious costs businesses need to know, such as their rent, cost of material, and cost of
    labor. With these costs, firms need to know how the costs will change with their decisions. For example, if
    a business wants to double production, will its cost double to do so? Some probably will, but not all of them.
    Rent and CEO salary are examples of fixed costs. Fixed costs are costs that do not change with changes
    in output. Variables costs are expenses such as labor or materials that change with production. If
    McDonald’s wants to produce another Quarter Pounder, they need more hamburger patties. So when
    making production decisions, fixed costs should not be considered. They do not change, so they do not
    matter to production decisions.

    The Shutdown

    This leads to one of the first important decisions a business should make called the shutdown decision.
    Shutting down does not mean closing-up shop for good. In fact, it can often be reasonable for a business to
    operate even if it is earning at a loss. Consider that fixed costs should not be involved in this decision since
    they cannot be avoided. Fixed costs are important, however, for determining profit. So, if a business shuts
    down, it still has to pay the fixed costs. If a business is able to sell their product for more than it costs to
    produce the product (meaning just looking at variable costs), then a firm can offset some of the loss of the
    fixed costs by continuing to operate. If this is the case, the business would want to continue operating so long
    as the fixed costs remain (a time period economists refer to as the short-run). Once their fixed costs are no
    longer fixed and the business has decision-making control over them (the long-run), then the business owners
    can consider exiting the market entirely. So just to reiterate, it can make perfectly good sense for a business

    UNIT II STUDY GUIDE
    Production Decisions, Costs, and Prices

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    to operate at a loss; simply earning a loss does not mean the business should shutdown. As long as price
    exceeds average variable cost (variable cost per unit), the firm should continue to operate.

    The shutdown decision applies to more than just firms operating at a loss, however. The same approach is
    used by just about every business, just about every day. It is not based on the income statement the business
    might produce for a month or a quarter or a year, but on a daily decision—on something as simple as which
    hours to be open. Breakfast restaurants typically close shortly after lunch time as there is not a lot of demand
    for omelets at dinner time. Fancy steak houses are often open only at dinner time as there is not a demand
    for $50 steaks at breakfast or even lunch.

    More Tools

    Other decisions by firms involve comparisons to other alternatives. To make these decisions, firms need to
    have information about their alternatives to help make good choices. What is the value of doing different
    alternatives? Economists call this opportunity cost. If a frozen yogurt shop opts to replace their chocolate
    yogurt with mint yogurt, what is the cost of doing that? It is not just the cost of the mint yogurt, it is also the
    revenue they would have earned from selling chocolate yogurt. If chocolate yogurt would have sold more,
    then the frozen yogurt shop is essentially losing money by selling mint instead. This is known as economic
    profit (or loss). Firms should not just be concerned with how much money their accountant tells them they
    are making; they should be concerned about how much money they could make by choosing different
    alternatives.

    Oftentimes, looking at different alternatives can be cumbersome. It can be difficult to compare the
    alternatives; however, there are financial tools businesses can use to make comparing the options easier.
    Discounting, for example, uses a rate of return to compare cash flows across different time periods. Is a dollar
    tomorrow worth the same as a dollar today? No, the dollar today is more valuable. Discounting allows
    decision-makers to make a better apples-to-apples comparison of the financial projections for different
    potential projects.

    Financial analysis can also help businesses determine what they need to do to break even on a project.
    Determining the break-even quantity is fairly straight forward. It is simply the fixed costs divided by the
    difference between price and marginal cost (the cost of producing an additional unit). The more challenging
    part is determining what costs to include. As discussed above, opportunity costs are an important cost to
    consider in decision-making.

    Comparing apples to oranges is
    not exactly an equal comparison.
    (Gregory, n.d.)

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    While deciding what costs to include in decision-making is important, equally important is knowing what costs
    should not be included in decision-making. When making a decision, only costs that are controllable should
    be considered. Costs that have already been incurred (or committed to), known as sunk costs, should not be
    considered in the decision. This again reflects the shutdown decision when fixed costs should not be
    considered. If something will not change based on your decision, then do not bother including it in your
    decision-making process.

    Pricing and Elasticity

    On the other side of the decision-making ledger from costs is prices. Costs need to be managed, but real
    strategy comes with setting prices. Set the price too high and customers will not buy the product.

    Some businesses will set price based on costs (firms that use a standard mark-up over costs are an
    example of basing price on costs), but this completely ignores demand. Businesses might be over-charging or
    under-charging.

    Set the price too low and businesses will not bring in as much revenue as they could have. This is where
    elasticity comes into play. Elasticity is the responsiveness of one variable to a change in another. The most
    commonly used elasticity is the elasticity of demand, which is the responsiveness of quantity demanded to a
    change in price. If quantity demanded changes a lot when price changes a little, the product or good has an
    elastic demand. If quantity demanded does not change very much when price changes considerably, the
    good has an inelastic demand.

    The most obvious application of elasticity is the effect price changes have on total revenue. If a good has an
    elastic demand, then a price decrease will result in an increase in total revenue. Since total revenue is equal
    to price times quantity, then if price is decreasing a little but quantity increases a lot, then total revenue will
    increase. If a good has an inelastic demand, then a price increase will result in an increase in total revenue.
    Looking back at total revenue, if price can increase a lot without much loss in quantity, then total revenue
    will increase.

    Firms can estimate elasticity using regression analysis (note: to do this, take the natural log of price and the
    natural log of quantity—just putting price and quantity into a regression will not yield elasticities). This requires
    sufficient data to estimate a demand function. Businesses can get most of what they need for making
    decisions by understanding what determines elasticity.

    There are three main determinants of elasticity, but really, they can be boiled down to one: what other
    available options consumers have. The more options you have, the more sensitive you will be to a price
    change of a good. Options can arise in a variety of ways.

    The first option is the amount of time a consumer has to make the purchase decision. Imagine you are at a
    baseball game and you are getting hungry. You can certainly go get a hotdog. You will pay more money for it

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    at a concession within the venue, but the other option is to wait until the game is over. But that might be
    longer than you would like to wait to eat.

    Elasticity can also change based on how broadly the good is defined. Gas is an inelastic good. People need it
    to get to work, the grocery store, go on trips, take their kids to school, etc. But that does not mean a gas
    station can simply charge as high of a price for gas as they want because there is likely to be a gas station
    across the street or at most just down the road. If a particular gas station increases price much more than
    competitor gas stations, then consumers will simply go to the competitor.

    If a business understands the nature of their product and understands the alternatives consumers have to
    their product, the business will be able to make sound decisions on whether they should raise or cut prices.
    The business may not know exactly what will happen to the demand for their product, but they will have a
    pretty good idea. In business, often being able to make an educated, informed decision in a world of
    uncertainty is the best that can be asked.

    References

    Gregory, R. (n.d.). Comparing apples to oranges. Concept, isolated (ID 597747) [Photograph]. Dreamstime.

    https://www.dreamstime.com/royalty-free-stock-photography-comparing-apples-to-oranges-
    image597747

    Siddique, K., Ali, G., Ullah, I., Shah, A. U., & Fayaz, M. (2019). An estimation of expenditure, own and cross

    price elasticities of meat in Pakistan. Sarhad Journal of Agriculture, 35(2), 623–629.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=asn&AN=136655162&site=ehost-live&scope=site

    Suggested Unit Resources

    Elasticities of Meat in Pakistan (Optional)
    This article gives an example of estimating elasticities, both own-price and cross-price elasticities. The article
    also demonstrates how understanding elasticities can be used to make inferences about buying habits of
    consumers being studied (in this case, consumers in rural and urban areas of Pakistan).

    **UnitIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitistudyguide-pdf-10342009)

    **## EconomicsforManagersECO6301UnitIIIEssay.docx**

    2

    Economics for Managers ECO 6301 Unit III Essay

    **Unit III Essay**

    This 3-to-5-page essay measures your mastery of ULOs 1.1, 1.2, 2.1, 6.1, 6.2 and 7.1.

    **Elasticity**

    **Assignment objective:** Unit I introduced the benefits of markets to improving outcomes for producers and consumers. Unit II examined the role of costs and prices in decision-making. For this assignment, you will answer a series of questions in the form of an essay.

    **Length:** Your submission is required to be at least 3 pages in length and not more than 5 pages, not counting the title page and references page.

    **References:** A minimum of 3 peer-reviewed sources are required, any additional resources used are required to be scholarly/academic in nature and found in the CSU Online Library. APA Style is required for citations and references.

    **Definitions:** Scholarly journals are sometimes called academic journals. The terms are often used interchangeably to describe the same type of publication. These types of publications are published by universities, academic institutions, professional associations, and commercial enterprises and are compiled by scholars, academics, and other subject authorities.

    **Details:** In your paper, include the following:

    1. Introduction

    2. Research elasticity information for two particular goods: one with an elastic demand and one with an inelastic demand. Using elasticity information you gather, predict changes in demand. The
    United States Department ofAgriculture website has a good resource to help with this.

    3. Describe how marginal analysis, by avoiding sunk costs, leads to better pricing decisions.

    4. Explain the importance of opportunity costs to decision-making and how opportunity costs lead to trade.

    5. Evaluate how better business decisions can benefit not just the producer but the consumer and society as a whole. In your evaluation, contrast the deontology and consequentialism approaches to ethics.

    6. Conclusion

    **## UnitIIStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit II

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

    2. Apply the different types of elasticity concepts to business scenarios.
    2.1 Predict demand using elasticity.

    7. Explain the implications of uncertainty in managerial decision-making.

    7.1 Describe how marginal analysis can lead to better decision-making.

    Required Unit Resources

    Chapter 5: Investment Decisions: Look Ahead and Reason Back (ULO 2.1)

    Chapter 6: Simple Pricing (ULO 7.1)

    Chapter 7: Economies of Scale and Scope (ULO 7.1)

    Unit Lesson

    Lesson: Production Decisions, Costs, and Prices (ULOs 2.1 and 7.1)
    This lesson will introduce you to the ways that business use tools for decision-making.

    This unit’s material focuses on business decision-making and explores some tools that can help businesses
    make good decisions. Costs are the first type of information firms need to know for decision-making. If firms
    do not know their own costs, it is really difficult to make decisions. Of course, information is seldom known
    100%, but the closer firms can get to 100%, the better their decision-making will be.

    There are some obvious costs businesses need to know, such as their rent, cost of material, and cost of
    labor. With these costs, firms need to know how the costs will change with their decisions. For example, if
    a business wants to double production, will its cost double to do so? Some probably will, but not all of them.
    Rent and CEO salary are examples of fixed costs. Fixed costs are costs that do not change with changes
    in output. Variables costs are expenses such as labor or materials that change with production. If
    McDonald’s wants to produce another Quarter Pounder, they need more hamburger patties. So when
    making production decisions, fixed costs should not be considered. They do not change, so they do not
    matter to production decisions.

    The Shutdown

    This leads to one of the first important decisions a business should make called the shutdown decision.
    Shutting down does not mean closing-up shop for good. In fact, it can often be reasonable for a business to
    operate even if it is earning at a loss. Consider that fixed costs should not be involved in this decision since
    they cannot be avoided. Fixed costs are important, however, for determining profit. So, if a business shuts
    down, it still has to pay the fixed costs. If a business is able to sell their product for more than it costs to
    produce the product (meaning just looking at variable costs), then a firm can offset some of the loss of the
    fixed costs by continuing to operate. If this is the case, the business would want to continue operating so long
    as the fixed costs remain (a time period economists refer to as the short-run). Once their fixed costs are no
    longer fixed and the business has decision-making control over them (the long-run), then the business owners
    can consider exiting the market entirely. So just to reiterate, it can make perfectly good sense for a business

    UNIT II STUDY GUIDE
    Production Decisions, Costs, and Prices

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    to operate at a loss; simply earning a loss does not mean the business should shutdown. As long as price
    exceeds average variable cost (variable cost per unit), the firm should continue to operate.

    The shutdown decision applies to more than just firms operating at a loss, however. The same approach is
    used by just about every business, just about every day. It is not based on the income statement the business
    might produce for a month or a quarter or a year, but on a daily decision—on something as simple as which
    hours to be open. Breakfast restaurants typically close shortly after lunch time as there is not a lot of demand
    for omelets at dinner time. Fancy steak houses are often open only at dinner time as there is not a demand
    for $50 steaks at breakfast or even lunch.

    More Tools

    Other decisions by firms involve comparisons to other alternatives. To make these decisions, firms need to
    have information about their alternatives to help make good choices. What is the value of doing different
    alternatives? Economists call this opportunity cost. If a frozen yogurt shop opts to replace their chocolate
    yogurt with mint yogurt, what is the cost of doing that? It is not just the cost of the mint yogurt, it is also the
    revenue they would have earned from selling chocolate yogurt. If chocolate yogurt would have sold more,
    then the frozen yogurt shop is essentially losing money by selling mint instead. This is known as economic
    profit (or loss). Firms should not just be concerned with how much money their accountant tells them they
    are making; they should be concerned about how much money they could make by choosing different
    alternatives.

    Oftentimes, looking at different alternatives can be cumbersome. It can be difficult to compare the
    alternatives; however, there are financial tools businesses can use to make comparing the options easier.
    Discounting, for example, uses a rate of return to compare cash flows across different time periods. Is a dollar
    tomorrow worth the same as a dollar today? No, the dollar today is more valuable. Discounting allows
    decision-makers to make a better apples-to-apples comparison of the financial projections for different
    potential projects.

    Financial analysis can also help businesses determine what they need to do to break even on a project.
    Determining the break-even quantity is fairly straight forward. It is simply the fixed costs divided by the
    difference between price and marginal cost (the cost of producing an additional unit). The more challenging
    part is determining what costs to include. As discussed above, opportunity costs are an important cost to
    consider in decision-making.

    Comparing apples to oranges is
    not exactly an equal comparison.
    (Gregory, n.d.)

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    While deciding what costs to include in decision-making is important, equally important is knowing what costs
    should not be included in decision-making. When making a decision, only costs that are controllable should
    be considered. Costs that have already been incurred (or committed to), known as sunk costs, should not be
    considered in the decision. This again reflects the shutdown decision when fixed costs should not be
    considered. If something will not change based on your decision, then do not bother including it in your
    decision-making process.

    Pricing and Elasticity

    On the other side of the decision-making ledger from costs is prices. Costs need to be managed, but real
    strategy comes with setting prices. Set the price too high and customers will not buy the product.

    Some businesses will set price based on costs (firms that use a standard mark-up over costs are an
    example of basing price on costs), but this completely ignores demand. Businesses might be over-charging or
    under-charging.

    Set the price too low and businesses will not bring in as much revenue as they could have. This is where
    elasticity comes into play. Elasticity is the responsiveness of one variable to a change in another. The most
    commonly used elasticity is the elasticity of demand, which is the responsiveness of quantity demanded to a
    change in price. If quantity demanded changes a lot when price changes a little, the product or good has an
    elastic demand. If quantity demanded does not change very much when price changes considerably, the
    good has an inelastic demand.

    The most obvious application of elasticity is the effect price changes have on total revenue. If a good has an
    elastic demand, then a price decrease will result in an increase in total revenue. Since total revenue is equal
    to price times quantity, then if price is decreasing a little but quantity increases a lot, then total revenue will
    increase. If a good has an inelastic demand, then a price increase will result in an increase in total revenue.
    Looking back at total revenue, if price can increase a lot without much loss in quantity, then total revenue
    will increase.

    Firms can estimate elasticity using regression analysis (note: to do this, take the natural log of price and the
    natural log of quantity—just putting price and quantity into a regression will not yield elasticities). This requires
    sufficient data to estimate a demand function. Businesses can get most of what they need for making
    decisions by understanding what determines elasticity.

    There are three main determinants of elasticity, but really, they can be boiled down to one: what other
    available options consumers have. The more options you have, the more sensitive you will be to a price
    change of a good. Options can arise in a variety of ways.

    The first option is the amount of time a consumer has to make the purchase decision. Imagine you are at a
    baseball game and you are getting hungry. You can certainly go get a hotdog. You will pay more money for it

    ECO 6301, Economics for Managers 4

    UNIT x STUDY GUIDE
    Title

    at a concession within the venue, but the other option is to wait until the game is over. But that might be
    longer than you would like to wait to eat.

    Elasticity can also change based on how broadly the good is defined. Gas is an inelastic good. People need it
    to get to work, the grocery store, go on trips, take their kids to school, etc. But that does not mean a gas
    station can simply charge as high of a price for gas as they want because there is likely to be a gas station
    across the street or at most just down the road. If a particular gas station increases price much more than
    competitor gas stations, then consumers will simply go to the competitor.

    If a business understands the nature of their product and understands the alternatives consumers have to
    their product, the business will be able to make sound decisions on whether they should raise or cut prices.
    The business may not know exactly what will happen to the demand for their product, but they will have a
    pretty good idea. In business, often being able to make an educated, informed decision in a world of
    uncertainty is the best that can be asked.

    References

    Gregory, R. (n.d.). Comparing apples to oranges. Concept, isolated (ID 597747) [Photograph]. Dreamstime.

    https://www.dreamstime.com/royalty-free-stock-photography-comparing-apples-to-oranges-
    image597747

    Siddique, K., Ali, G., Ullah, I., Shah, A. U., & Fayaz, M. (2019). An estimation of expenditure, own and cross

    price elasticities of meat in Pakistan. Sarhad Journal of Agriculture, 35(2), 623–629.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=asn&AN=136655162&site=ehost-live&scope=site

    Suggested Unit Resources

    Elasticities of Meat in Pakistan (Optional)
    This article gives an example of estimating elasticities, both own-price and cross-price elasticities. The article
    also demonstrates how understanding elasticities can be used to make inferences about buying habits of
    consumers being studied (in this case, consumers in rural and urban areas of Pakistan).

    **UnitIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitistudyguide-pdf-10342009)

    – 1
    – 2
    – 3

  • [Solved] HRM 6301 III

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    – ## SampleFormalEssay.pdf – ## UnitIIStudyGuide.pdf – UnitIIIStudyGuide.pdf **## SampleFormalEssay.pdf** 1 Three Keys to Success Joshua A. Learner Columbia Southern University LSS 1300: Learning Strategies for Success Dr. John Doe July 10, 2020 SAMPLE FORMAL ESSAY The title page includes the title …

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    – ## SampleFormalEssay.pdf

    – ## UnitIIStudyGuide.pdf

    – UnitIIIStudyGuide.pdf

    **## SampleFormalEssay.pdf**

    1

    Three Keys to Success

    Joshua A. Learner

    Columbia Southern University

    LSS 1300: Learning Strategies for Success

    Dr. John Doe

    July 10, 2020

    SAMPLE FORMAL ESSAY

    The title page includes the title of

    the assignment in bold font, the

    student’s name, the name of the

    university, the course name, the

    instructor’s name, and the date

    the assignment is due. There is

    an extra double space after the

    title of the paper.

    Paper Format

    ✓ 1 inch margins

    ✓ Double spacing

    ✓ Paragraphs indented .5 inch (usually default Tab)

    Suggested fonts:

    ✓ Sans serif fonts such as 11 pt. Calibri and Arial, or 10 pt. Lucida Sans Unicode

    ✓ Serif fonts such as 12 pt. Times New Roman, 11 pt. Georgia, or 10 pt. Computer

    Modern. This example paper is written in Times New Roman, size 12. The same font

    and font size should be used throughout the entire paper.

    ✓ This Formatting Formal Assignments tutorial will help you format your paper

    ✓ The CSU Citation Guide will also help with paper format and APA

    Page numbers are placed in the

    upper right corner of every
    page. This is done by going to

    “Insert,” “Page Number,” “Top of

    Page,” and then selecting “Plain

    Number 3.”

    2

    Three Keys to Success

    Being successful in the classroom and the working world requires more than just pure

    luck. Those who achieve success tend to understand that they must work hard, and they often

    excel at incorporating various skills into their daily routines. Three skills that are essential for

    ensuring success include organization, time management, and communication, and these are

    abilities that most people can learn and master.

    Organization is a skill that enhances efficiency. Being organized helps individuals

    maintain order in their lives and allows them to focus on tasks instead of being distracted by

    chaos. Being organized can also improve productivity. Having an area that is clear of clutter and

    where necessary items are conveniently placed improves study time because everything is easily

    accessible, and this allows the individual to focus on the task at hand. A messy or cluttered work

    space not only makes it difficult to focus, but it can also be stressful. To help eliminate stress,

    Scott (2019) recommends that individuals organize their physical space. She also suggests that

    being proactive about anticipating stressors can help one be prepared to preemptively manage

    them before they occur. That may mean spending a few hours tidying up a work area, making a

    to-do list, or ensuring that children are fed and entertained before studying to ensure that the

    study time will be productive. In addition to being organized, success also depends on one’s

    ability to effectively manage his or her time.

    Time management is the practice of intentionally assigning time to various tasks (Mind

    Tools, n.d.). Using time wisely allows individuals to accomplish their goals promptly, which can

    be vital if changes or corrections are necessary after the task has been completed. Procrastinating

    until the last minute leaves little to no time to make necessary revisions, which can lead to subpar

    work and lower grades, and it can also create unnecessary stress and anxiety. Procrastination is

    When paraphrasing information,

    in-text citations will include the
    author’s name and the year the

    source was published.

    This is a transition sentence. It tells

    the reader what the next topic is.

    The title at the top of this page

    needs to be the same as the title

    on the title page. It is bold.

    3

    not the only time stealer, however. Staying busy with non-essential tasks can make an individual

    less productive as well. Tourangbam (2011) notes that “Nothing is easier than being busy, and

    few things are more difficult than being efficient and effective” (p. 2). It is important to use time

    wisely and effectively. Prioritizing tasks and scheduling events allow individuals to maximize

    productivity (Hamilton, 2013). When time is scheduled and work is ordered, the most important

    tasks get completed first, which leaves room for unexpected occurrences like technological

    issues and unscheduled meetings. Effective time management is a constantly evolving skill that

    requires discipline and, at times, self-denial, because one must decide to forgo his or her desires

    to do what needs to be done to ensure success. Time management is undoubtedly a very

    important aspect of success, but success also depends on one’s ability to communicate well.

    Communication involves conveying information in a clear and concise manner, and it is

    important for people to communicate clearly whether they are presenting information verbally or

    writing a research paper. Some of the various methods used to communicate in the modern age

    include telephone conversations, email, and chat messaging (Hamilton, 2013). Phone

    conversations must be professional, and it is important to be mindful of the tone of voice used

    when communicating on the telephone. Ellis (2009) notes that since body language is non-

    existent in phone conversations, first impressions are based on the pace of speech and the

    warmth and tone of the voice. Written communication is also void of visual cues, so proper

    etiquette must be used when communicating online or through email (Hamilton, 2013).

    Additionally, written communication must be clear and grammatically correct so that others can

    understand what is being communicated. The ability to clearly transmit key thoughts and ideas

    to others is imperative.

    Direct quotations include the author’s

    name, year of publication, and page or
    paragraph number.

    4

    Although there are many skills that contribute to success, three that have proven to be

    essential for success in educational endeavors, the professional world, and everyday life are

    organization, time management, and communication. Individuals who can master these skills

    will have a set of competencies and abilities they can use throughout their lives to help them

    achieve their goals and become successful.

    5

    References

    Ellis, R. (2009). Communication skills: Stepladders to success for the professional (2nd ed.).

    Intellect Limited.

    Mind Tools. (n.d.). What is time management?

    https://www.mindtools.com/pages/article/newHTE_00.htm

    Scott, E. (2019). How to get organized to manage stress. Very Well Minded.

    https://www.verywellmind.com/tips-on-getting-organized-3145158

    Tourangbam, D. K. (2011). Time management. Vij Books Private Limited.

    Note: An essay that will be copied and pasted

    into Blackboard will include the references below
    the essay; however, essays that will be uploaded

    as a Word document will have a separate

    reference page like the one shown here.

    This is an example of a reference list.

    This list is arranged alphabetically by

    author name. All in-text citations
    must have a corresponding entry on

    the reference page.

    The word “References” is bold

    and is centered at the top of the

    reference page.

    **## UnitIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit II

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Explain the role of equal employment opportunity laws in recruitment and hiring practices.
    2.2 Determine knowledge, skills, and abilities (KSAs) for a selected position.
    2.3 Recommend a recruiting strategy that includes necessary components of the interview and

    selection processes.

    Required Unit Resources

    In order to access the following video resources, click the links below.

    The videos, articles and webpages below offer valuable information on the role of employment law in
    recruiting and hiring practices and how to determine KSAs for a position.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    FitSmallBusiness. (2013, October 11). How to write a job description in 5 steps [Video]. Cielo 24.

    https://c24.page/5wkjmb9apw7wwrnw37kjj9fa7w

    Gregg Learning. (2017, October 7). HR basics: Job descriptions [Video]. Cielo 24.

    https://c24.page/8rgbr2mrs83557tm3zyfm5vyts

    Gregg Learning. (2017, June 23). HR basics: Recruitment [Video]. Cielo 24.

    https://c24.page/bavrwn4dbu56jbag2v2zefz83r

    Gregg Learning. (2017, June 23). HR basics: Selection [Video]. Cielo 24.

    https://c24.page/c2ybh2y9dcbq7h2rgfgvdcgc6d

    Read the following articles and webpages.

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (n.d.). Hiring practices that have a negative effect on

    certain applicants. https://www.eeoc.gov/employers/small-business/hiring-practices-have-negative-
    effect-certain-applicants

    U.S. Equal Employment Opportunity Commission. (n.d.). 3. I’m recruiting, hiring or promoting employees.

    https://www.eeoc.gov/employers/small-business/3-im-recruiting-hiring-or-promoting-employees

    U.S. Equal Employment Opportunity Commission. (2003, October 7). Job applicants and the ADA.

    https://www.eeoc.gov/laws/guidance/job-applicants-and-ada

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/prohibited-employment-policiespractices

    U.S. Equal Employment Opportunity Commission. (n.d.). 4. What can’t I ask when hiring?

    https://www.eeoc.gov/employers/small-business/4-what-cant-i-ask-when-hiring

    UNIT II STUDY GUIDE
    Recruiting and Hiring

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    U.S. Equal Employment Opportunity Commission. (2017, July 25). Bass Pro to pay $10.5 million to settle

    EEOC hiring discrimination and retaliation suit [Press release]. https://www.eeoc.gov/newsroom/bass-
    pro-pay-105-million-settle-eeoc-hiring-discrimination-and-retaliation-suit

    Unit Lesson

    As the newly hired director of HR, you realize that there are some concerns at your organization about the
    recruitment and hiring processes. The chief executive officer (CEO) also realizes and shares an update on
    Bass Pro Outdoor World, LLC. In one of the claims against the company, the Equal Employment Opportunity
    Commission (EEOC) found that Bass Pro World, LLC allegedly had a pattern of racist hiring in locations in the
    United States (Nagele-Piazza, 2017). This cost the company $10.5 million. As such, you understand that you
    need more information about these processes. From past experiences, you realize the impact of making good
    or bad hiring decisions. Hiring the “wrong” applicant can possibly have just as much of an impact as leaving
    the position vacant. In a CareerBuilder (2017) survey, 55% of employer respondents indicated that they have
    experienced negative impacts on their business due to extended position vacancies (CareerBuilder, 2017).
    These reported impacts are listed below.

    • Productivity loss: 45%
    • Higher employee turnover: 40%
    • Lower morale: 39%
    • Lower quality work: 37%
    • Inability to grow business: 29%
    • Revenue loss: 26%

    This cost of recruiting, hiring, and training new employees can also significantly impact an organization’s
    bottom line. You realize you must fully review recruiting and hiring practices as you are getting ready to hire a
    mid-level manager for a position that has been vacant for quite some time. You need to abate the impact that
    the vacancy is having on the organization, but you also have to fill the position with the best person for the
    job. You have to get the recruiting and hiring process right.

    Recruitment

    You realize that there are many options to reach potential
    candidates. You need to determine who needs to be
    recruited, and you should create a plan to reach the
    individuals for open positions (Breaugh, 2009). You want
    candidates who will meet the organizational needs since
    your new hires will impact productivity. You also realize the
    importance of a diverse workforce. According to Ioannidou
    (2019), a diverse team brings a broader range of
    backgrounds and experiences to the table, which, in turn,
    results in more innovative solutions and better-quality
    decision-making within the organization. There is not one
    best way to recruit candidates, and sometimes, using a
    variety of strategies can increase the potential applicant
    pool. Strategies such as those shown in Image 1 are
    commonly used.

    As the HR director, you knew that you needed to avoid
    having any type of disparate impact. This would happen if your recruitment process, which seems to be
    neutral, had a disproportionate impact on a protected group. Even though this may be unintentional, it needs
    to be avoided. If you post a requirement that a candidate must have 3 to 5 years of experience, you may be
    excluding candidates in a certain age group.

    Your supervisor (the CEO of the organization) asked you if it was important to ensure that your recruitment
    practices were not based on race, color, religion, sex, pregnancy, age, sexual orientation, gender identify,
    national origin, age, or genetic information. You said yes, but you reminded the CEO that there are times

    Image 1: Recruitment Strategies (adapted from
    Naum100, n.d.)

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    when you may have to consider sex, religion, age, or a disability. The CEO looked confused, so it is time for
    you to explain what a bona fide occupational qualification (BFOQ) is.

    BFOQ

    A BFOQ is an exception to the Title VII of the Civil Rights Act, which provides for a discriminatory exclusion
    with the exception of race, color, and national origin (Findley et al, 2019). An example of a BFOQ for age may
    be a mandatory retirement age for airline pilots for safety and fitness reasons. A women’s clothing designer
    could hire female models while a church can hire only clergy from their own faith. There have been many
    cases related to BFOQ. In 2017, a server at Bob Evans was removed from the schedule because she was
    pregnant, and management felt that her due date was close. The judge determined that only her doctor could
    determine if she can work and if she was near her due date (EEOC v. Bob Evans Farms, LLC, 2017). What
    you also want to avoid are any discriminatory practices by ensuring that all employees who are involved in the
    recruiting, interviewing, selection, and hiring processes strictly follow EEOC guidelines.

    The Interview Process

    As we learned in Unit I, according to the EEOC, you cannot discriminate against someone because of their
    race, color, religion, age, sex, national origin, disability, or genetic information without a substantiated BFOQ
    as discussed above (EEOC, n.d.). This also applies to the interview process. The focus must be on a
    candidate’s knowledge, skills, and ability (KSAs).

    You found out that the last time there was a job posting, there were 200 candidates. Of those candidates, 75
    met the requirements in the job posting. The 75 candidates had the required KSAs.

    Knowledge could include mastery in a subject area such as HR management or accounting. Skills may be
    observable and quantifiable. They may include building a deck, working with Microsoft Office, or driving a
    truck. Abilities are the capacity to perform and could include communication, time management, decision-
    making, and the ability to interact with a team.

    As you are only one person in the HR department, what would you do if you had to interview 75 people?
    Thinking this through, you realize that you have options. For the first interview, you decide to choose one of
    three options:

    • an email interview,
    • a telephone interview, or
    • a video interview.

    For the second interview, you may have 25 qualified candidates. You have several options related to the
    format of this interview.

    • You can conduct a one-on-one interview.
    • You can have a panel interview.
    • You can conduct a group interview.
    • You can interview all 25 candidates by yourself.

    In the final interview, you may have three qualified candidates who must meet with the CEO of the company,
    either in person or on video, before there is a job offer.

    Conducting the interview: Engle (2019) tells us that an interview begins with information about the
    organization, including the mission. It is important to find out why a candidate is interested in the position.
    Before the interview, the interviewers should have information related to educational background and work
    experience, but additional clarification may be needed. Questions should be asked to evaluate problem-
    solving and critical thinking skills. Well-written questions will allow the interviewer to glean an understanding
    of who someone is, his or her motivations, and his or her values. Questions can be behavioral-based or
    competency-based. You can present scenarios that will allow you to understand what someone would do if
    faced with a certain situation. During this time, interviewers should get to know the person and if the person
    will be a good fit for both the organization and the job. It is suggested that you ask the candidates the same

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    questions. You can ask clarifying questions. It is important to give each candidate the same opportunity to
    answer the same questions.

    Of course, there are some practices that should be avoided in an interview. An interview should never be
    rushed, and the interviewer should not speak more than the candidate. Do not present an unrealistic
    representation of the organization or the job. Even if the interview is not going well, be respectful. An
    interviewer represents an organization and should always act professionally.

    Pre-employment inquires: You may decide that a pre-employment inquiry is necessary before someone is
    hired. It is important to make sure that these are related to the specific job duties. This is supported by the
    EEOC, which has determined that there is a general rule for pre-employment inquires. The information
    obtained and requested through the pre-employment process should be limited to those essential for
    determining if a person is qualified for the job; information regarding race, sex, national origin, age, and
    religion are irrelevant in such determinations (EEOC, n.d,).

    Selection Process

    You want to select the best candidate for the position. By asking relevant interview questions, you get to know
    the candidate. The candidate has the required KSAs, meets the expectations on the job description, and
    seems to be someone who will fit in with the culture of the organization. References have been contacted,
    and credentials as well as educational background have been verified. You have used valid, defensible data
    to make your decision. You know it is illegal to have any selection process that is discriminatory in nature. As
    the director of HR, you understand the importance of Title VII, the Americans with Disabilities Act of 1990
    (ADA), and the Age Discrimination in Employment Act of 1967 (ADEA) when selecting a qualified candidate
    for the position.

    Disparate impact: An employer cannot have selection criteria that disqualifies employees based on race,
    color, sex, religion, or national origin. To determine if the hiring process has had a disparate impact, the
    EEOC has established the four-fifths rule. This is based on the ratio of job applicants to those hired to do the
    job. For example, let’s say that 60 people apply for a position, 40 of which are male and 20 of which are
    female. Five females and 30 males are hired. To determine if this meets the four-fifths rule, you would divide
    the lowest past rate (female) by the highest past rate (male). As you can see below, this results in disparate
    impact because 33% is less than the 80% required to equal four-fifths.

    You are now ready to develop recruitment and hiring processes. In this unit, the focus was on understanding
    the importance of equal employment opportunity and its impact on the processes. In Unit III, you will be
    developing a compensation strategy for the candidate who will receive your job offer.

    References

    Breaugh, J. A. (2009). Recruiting and attracting talent: A guide to understanding and managing the

    recruitment process. Society for Human Resource Management. https://www.shrm.org/hr-
    today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-Attracting-
    Talent.pdf

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    CareerBuilder. (2017, April 13). The skills gap is costing companies nearly $1 million annually, according to
    new CareerBuilder survey [Press release]. http://press.careerbuilder.com/2017-04-13-The-Skills-Gap-
    is-Costing-Companies-Nearly-1-Million-Annually-According-to-New-CareerBuilder-Survey

    EEOC v. Bob Evans Farms, LLC, W. D. Pa. no. 15-cv-1237 (2017).

    Engle, P. (2019). Tips for successful interviews, hiring. Industrial and Systems Engineering at Work, 51(4),

    20.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=135423299&site=ehost-live&scope=site

    Findley, H. M., Van Buskirk, D., Edwards, T., & Belcher, W. (2019). Is discrimination legal: It depends on your

    business. Journal of Business and Behavior Sciences, 31(2), 121–134.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=140284568&site=ehost-live&scope=site

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    Nagele-Plazza, L. (2017, August 10). Bass Pro to pay $10.5 million to settle hiring discrimination claims.

    Society for Human Resource Management. https://www.shrm.org/resourcesandtools/legal-and-
    compliance/employment-law/pages/bass-pro-$10.5-million-hiring-discrimination-claims.aspx

    Naum100. (n.d.). Hiring and recruiting concept [Graphic]. Dreamstime. https://www.dreamstime.com/hiring-

    recruiting-concept-work-desk-flat-design-objects-workplace-isolated-white-background-sign-vacancy-
    inscription-re-image156782752

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/laws/practices/index.cfm

    **UnitIIIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiiistudyguide-pdf-10342017)

    **UnitIIIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiiistudyguide-pdf-10342017)

    **## SampleFormalEssay.pdf**

    1

    Three Keys to Success

    Joshua A. Learner

    Columbia Southern University

    LSS 1300: Learning Strategies for Success

    Dr. John Doe

    July 10, 2020

    SAMPLE FORMAL ESSAY

    The title page includes the title of

    the assignment in bold font, the

    student’s name, the name of the

    university, the course name, the

    instructor’s name, and the date

    the assignment is due. There is

    an extra double space after the

    title of the paper.

    Paper Format

    ✓ 1 inch margins

    ✓ Double spacing

    ✓ Paragraphs indented .5 inch (usually default Tab)

    Suggested fonts:

    ✓ Sans serif fonts such as 11 pt. Calibri and Arial, or 10 pt. Lucida Sans Unicode

    ✓ Serif fonts such as 12 pt. Times New Roman, 11 pt. Georgia, or 10 pt. Computer

    Modern. This example paper is written in Times New Roman, size 12. The same font

    and font size should be used throughout the entire paper.

    ✓ This Formatting Formal Assignments tutorial will help you format your paper

    ✓ The CSU Citation Guide will also help with paper format and APA

    Page numbers are placed in the

    upper right corner of every
    page. This is done by going to

    “Insert,” “Page Number,” “Top of

    Page,” and then selecting “Plain

    Number 3.”

    2

    Three Keys to Success

    Being successful in the classroom and the working world requires more than just pure

    luck. Those who achieve success tend to understand that they must work hard, and they often

    excel at incorporating various skills into their daily routines. Three skills that are essential for

    ensuring success include organization, time management, and communication, and these are

    abilities that most people can learn and master.

    Organization is a skill that enhances efficiency. Being organized helps individuals

    maintain order in their lives and allows them to focus on tasks instead of being distracted by

    chaos. Being organized can also improve productivity. Having an area that is clear of clutter and

    where necessary items are conveniently placed improves study time because everything is easily

    accessible, and this allows the individual to focus on the task at hand. A messy or cluttered work

    space not only makes it difficult to focus, but it can also be stressful. To help eliminate stress,

    Scott (2019) recommends that individuals organize their physical space. She also suggests that

    being proactive about anticipating stressors can help one be prepared to preemptively manage

    them before they occur. That may mean spending a few hours tidying up a work area, making a

    to-do list, or ensuring that children are fed and entertained before studying to ensure that the

    study time will be productive. In addition to being organized, success also depends on one’s

    ability to effectively manage his or her time.

    Time management is the practice of intentionally assigning time to various tasks (Mind

    Tools, n.d.). Using time wisely allows individuals to accomplish their goals promptly, which can

    be vital if changes or corrections are necessary after the task has been completed. Procrastinating

    until the last minute leaves little to no time to make necessary revisions, which can lead to subpar

    work and lower grades, and it can also create unnecessary stress and anxiety. Procrastination is

    When paraphrasing information,

    in-text citations will include the
    author’s name and the year the

    source was published.

    This is a transition sentence. It tells

    the reader what the next topic is.

    The title at the top of this page

    needs to be the same as the title

    on the title page. It is bold.

    3

    not the only time stealer, however. Staying busy with non-essential tasks can make an individual

    less productive as well. Tourangbam (2011) notes that “Nothing is easier than being busy, and

    few things are more difficult than being efficient and effective” (p. 2). It is important to use time

    wisely and effectively. Prioritizing tasks and scheduling events allow individuals to maximize

    productivity (Hamilton, 2013). When time is scheduled and work is ordered, the most important

    tasks get completed first, which leaves room for unexpected occurrences like technological

    issues and unscheduled meetings. Effective time management is a constantly evolving skill that

    requires discipline and, at times, self-denial, because one must decide to forgo his or her desires

    to do what needs to be done to ensure success. Time management is undoubtedly a very

    important aspect of success, but success also depends on one’s ability to communicate well.

    Communication involves conveying information in a clear and concise manner, and it is

    important for people to communicate clearly whether they are presenting information verbally or

    writing a research paper. Some of the various methods used to communicate in the modern age

    include telephone conversations, email, and chat messaging (Hamilton, 2013). Phone

    conversations must be professional, and it is important to be mindful of the tone of voice used

    when communicating on the telephone. Ellis (2009) notes that since body language is non-

    existent in phone conversations, first impressions are based on the pace of speech and the

    warmth and tone of the voice. Written communication is also void of visual cues, so proper

    etiquette must be used when communicating online or through email (Hamilton, 2013).

    Additionally, written communication must be clear and grammatically correct so that others can

    understand what is being communicated. The ability to clearly transmit key thoughts and ideas

    to others is imperative.

    Direct quotations include the author’s

    name, year of publication, and page or
    paragraph number.

    4

    Although there are many skills that contribute to success, three that have proven to be

    essential for success in educational endeavors, the professional world, and everyday life are

    organization, time management, and communication. Individuals who can master these skills

    will have a set of competencies and abilities they can use throughout their lives to help them

    achieve their goals and become successful.

    5

    References

    Ellis, R. (2009). Communication skills: Stepladders to success for the professional (2nd ed.).

    Intellect Limited.

    Mind Tools. (n.d.). What is time management?

    https://www.mindtools.com/pages/article/newHTE_00.htm

    Scott, E. (2019). How to get organized to manage stress. Very Well Minded.

    https://www.verywellmind.com/tips-on-getting-organized-3145158

    Tourangbam, D. K. (2011). Time management. Vij Books Private Limited.

    Note: An essay that will be copied and pasted

    into Blackboard will include the references below
    the essay; however, essays that will be uploaded

    as a Word document will have a separate

    reference page like the one shown here.

    This is an example of a reference list.

    This list is arranged alphabetically by

    author name. All in-text citations
    must have a corresponding entry on

    the reference page.

    The word “References” is bold

    and is centered at the top of the

    reference page.

    **## UnitIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit II

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Explain the role of equal employment opportunity laws in recruitment and hiring practices.
    2.2 Determine knowledge, skills, and abilities (KSAs) for a selected position.
    2.3 Recommend a recruiting strategy that includes necessary components of the interview and

    selection processes.

    Required Unit Resources

    In order to access the following video resources, click the links below.

    The videos, articles and webpages below offer valuable information on the role of employment law in
    recruiting and hiring practices and how to determine KSAs for a position.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    FitSmallBusiness. (2013, October 11). How to write a job description in 5 steps [Video]. Cielo 24.

    https://c24.page/5wkjmb9apw7wwrnw37kjj9fa7w

    Gregg Learning. (2017, October 7). HR basics: Job descriptions [Video]. Cielo 24.

    https://c24.page/8rgbr2mrs83557tm3zyfm5vyts

    Gregg Learning. (2017, June 23). HR basics: Recruitment [Video]. Cielo 24.

    https://c24.page/bavrwn4dbu56jbag2v2zefz83r

    Gregg Learning. (2017, June 23). HR basics: Selection [Video]. Cielo 24.

    https://c24.page/c2ybh2y9dcbq7h2rgfgvdcgc6d

    Read the following articles and webpages.

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (n.d.). Hiring practices that have a negative effect on

    certain applicants. https://www.eeoc.gov/employers/small-business/hiring-practices-have-negative-
    effect-certain-applicants

    U.S. Equal Employment Opportunity Commission. (n.d.). 3. I’m recruiting, hiring or promoting employees.

    https://www.eeoc.gov/employers/small-business/3-im-recruiting-hiring-or-promoting-employees

    U.S. Equal Employment Opportunity Commission. (2003, October 7). Job applicants and the ADA.

    https://www.eeoc.gov/laws/guidance/job-applicants-and-ada

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/prohibited-employment-policiespractices

    U.S. Equal Employment Opportunity Commission. (n.d.). 4. What can’t I ask when hiring?

    https://www.eeoc.gov/employers/small-business/4-what-cant-i-ask-when-hiring

    UNIT II STUDY GUIDE
    Recruiting and Hiring

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    U.S. Equal Employment Opportunity Commission. (2017, July 25). Bass Pro to pay $10.5 million to settle

    EEOC hiring discrimination and retaliation suit [Press release]. https://www.eeoc.gov/newsroom/bass-
    pro-pay-105-million-settle-eeoc-hiring-discrimination-and-retaliation-suit

    Unit Lesson

    As the newly hired director of HR, you realize that there are some concerns at your organization about the
    recruitment and hiring processes. The chief executive officer (CEO) also realizes and shares an update on
    Bass Pro Outdoor World, LLC. In one of the claims against the company, the Equal Employment Opportunity
    Commission (EEOC) found that Bass Pro World, LLC allegedly had a pattern of racist hiring in locations in the
    United States (Nagele-Piazza, 2017). This cost the company $10.5 million. As such, you understand that you
    need more information about these processes. From past experiences, you realize the impact of making good
    or bad hiring decisions. Hiring the “wrong” applicant can possibly have just as much of an impact as leaving
    the position vacant. In a CareerBuilder (2017) survey, 55% of employer respondents indicated that they have
    experienced negative impacts on their business due to extended position vacancies (CareerBuilder, 2017).
    These reported impacts are listed below.

    • Productivity loss: 45%
    • Higher employee turnover: 40%
    • Lower morale: 39%
    • Lower quality work: 37%
    • Inability to grow business: 29%
    • Revenue loss: 26%

    This cost of recruiting, hiring, and training new employees can also significantly impact an organization’s
    bottom line. You realize you must fully review recruiting and hiring practices as you are getting ready to hire a
    mid-level manager for a position that has been vacant for quite some time. You need to abate the impact that
    the vacancy is having on the organization, but you also have to fill the position with the best person for the
    job. You have to get the recruiting and hiring process right.

    Recruitment

    You realize that there are many options to reach potential
    candidates. You need to determine who needs to be
    recruited, and you should create a plan to reach the
    individuals for open positions (Breaugh, 2009). You want
    candidates who will meet the organizational needs since
    your new hires will impact productivity. You also realize the
    importance of a diverse workforce. According to Ioannidou
    (2019), a diverse team brings a broader range of
    backgrounds and experiences to the table, which, in turn,
    results in more innovative solutions and better-quality
    decision-making within the organization. There is not one
    best way to recruit candidates, and sometimes, using a
    variety of strategies can increase the potential applicant
    pool. Strategies such as those shown in Image 1 are
    commonly used.

    As the HR director, you knew that you needed to avoid
    having any type of disparate impact. This would happen if your recruitment process, which seems to be
    neutral, had a disproportionate impact on a protected group. Even though this may be unintentional, it needs
    to be avoided. If you post a requirement that a candidate must have 3 to 5 years of experience, you may be
    excluding candidates in a certain age group.

    Your supervisor (the CEO of the organization) asked you if it was important to ensure that your recruitment
    practices were not based on race, color, religion, sex, pregnancy, age, sexual orientation, gender identify,
    national origin, age, or genetic information. You said yes, but you reminded the CEO that there are times

    Image 1: Recruitment Strategies (adapted from
    Naum100, n.d.)

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    when you may have to consider sex, religion, age, or a disability. The CEO looked confused, so it is time for
    you to explain what a bona fide occupational qualification (BFOQ) is.

    BFOQ

    A BFOQ is an exception to the Title VII of the Civil Rights Act, which provides for a discriminatory exclusion
    with the exception of race, color, and national origin (Findley et al, 2019). An example of a BFOQ for age may
    be a mandatory retirement age for airline pilots for safety and fitness reasons. A women’s clothing designer
    could hire female models while a church can hire only clergy from their own faith. There have been many
    cases related to BFOQ. In 2017, a server at Bob Evans was removed from the schedule because she was
    pregnant, and management felt that her due date was close. The judge determined that only her doctor could
    determine if she can work and if she was near her due date (EEOC v. Bob Evans Farms, LLC, 2017). What
    you also want to avoid are any discriminatory practices by ensuring that all employees who are involved in the
    recruiting, interviewing, selection, and hiring processes strictly follow EEOC guidelines.

    The Interview Process

    As we learned in Unit I, according to the EEOC, you cannot discriminate against someone because of their
    race, color, religion, age, sex, national origin, disability, or genetic information without a substantiated BFOQ
    as discussed above (EEOC, n.d.). This also applies to the interview process. The focus must be on a
    candidate’s knowledge, skills, and ability (KSAs).

    You found out that the last time there was a job posting, there were 200 candidates. Of those candidates, 75
    met the requirements in the job posting. The 75 candidates had the required KSAs.

    Knowledge could include mastery in a subject area such as HR management or accounting. Skills may be
    observable and quantifiable. They may include building a deck, working with Microsoft Office, or driving a
    truck. Abilities are the capacity to perform and could include communication, time management, decision-
    making, and the ability to interact with a team.

    As you are only one person in the HR department, what would you do if you had to interview 75 people?
    Thinking this through, you realize that you have options. For the first interview, you decide to choose one of
    three options:

    • an email interview,
    • a telephone interview, or
    • a video interview.

    For the second interview, you may have 25 qualified candidates. You have several options related to the
    format of this interview.

    • You can conduct a one-on-one interview.
    • You can have a panel interview.
    • You can conduct a group interview.
    • You can interview all 25 candidates by yourself.

    In the final interview, you may have three qualified candidates who must meet with the CEO of the company,
    either in person or on video, before there is a job offer.

    Conducting the interview: Engle (2019) tells us that an interview begins with information about the
    organization, including the mission. It is important to find out why a candidate is interested in the position.
    Before the interview, the interviewers should have information related to educational background and work
    experience, but additional clarification may be needed. Questions should be asked to evaluate problem-
    solving and critical thinking skills. Well-written questions will allow the interviewer to glean an understanding
    of who someone is, his or her motivations, and his or her values. Questions can be behavioral-based or
    competency-based. You can present scenarios that will allow you to understand what someone would do if
    faced with a certain situation. During this time, interviewers should get to know the person and if the person
    will be a good fit for both the organization and the job. It is suggested that you ask the candidates the same

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    questions. You can ask clarifying questions. It is important to give each candidate the same opportunity to
    answer the same questions.

    Of course, there are some practices that should be avoided in an interview. An interview should never be
    rushed, and the interviewer should not speak more than the candidate. Do not present an unrealistic
    representation of the organization or the job. Even if the interview is not going well, be respectful. An
    interviewer represents an organization and should always act professionally.

    Pre-employment inquires: You may decide that a pre-employment inquiry is necessary before someone is
    hired. It is important to make sure that these are related to the specific job duties. This is supported by the
    EEOC, which has determined that there is a general rule for pre-employment inquires. The information
    obtained and requested through the pre-employment process should be limited to those essential for
    determining if a person is qualified for the job; information regarding race, sex, national origin, age, and
    religion are irrelevant in such determinations (EEOC, n.d,).

    Selection Process

    You want to select the best candidate for the position. By asking relevant interview questions, you get to know
    the candidate. The candidate has the required KSAs, meets the expectations on the job description, and
    seems to be someone who will fit in with the culture of the organization. References have been contacted,
    and credentials as well as educational background have been verified. You have used valid, defensible data
    to make your decision. You know it is illegal to have any selection process that is discriminatory in nature. As
    the director of HR, you understand the importance of Title VII, the Americans with Disabilities Act of 1990
    (ADA), and the Age Discrimination in Employment Act of 1967 (ADEA) when selecting a qualified candidate
    for the position.

    Disparate impact: An employer cannot have selection criteria that disqualifies employees based on race,
    color, sex, religion, or national origin. To determine if the hiring process has had a disparate impact, the
    EEOC has established the four-fifths rule. This is based on the ratio of job applicants to those hired to do the
    job. For example, let’s say that 60 people apply for a position, 40 of which are male and 20 of which are
    female. Five females and 30 males are hired. To determine if this meets the four-fifths rule, you would divide
    the lowest past rate (female) by the highest past rate (male). As you can see below, this results in disparate
    impact because 33% is less than the 80% required to equal four-fifths.

    You are now ready to develop recruitment and hiring processes. In this unit, the focus was on understanding
    the importance of equal employment opportunity and its impact on the processes. In Unit III, you will be
    developing a compensation strategy for the candidate who will receive your job offer.

    References

    Breaugh, J. A. (2009). Recruiting and attracting talent: A guide to understanding and managing the

    recruitment process. Society for Human Resource Management. https://www.shrm.org/hr-
    today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-Attracting-
    Talent.pdf

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    CareerBuilder. (2017, April 13). The skills gap is costing companies nearly $1 million annually, according to
    new CareerBuilder survey [Press release]. http://press.careerbuilder.com/2017-04-13-The-Skills-Gap-
    is-Costing-Companies-Nearly-1-Million-Annually-According-to-New-CareerBuilder-Survey

    EEOC v. Bob Evans Farms, LLC, W. D. Pa. no. 15-cv-1237 (2017).

    Engle, P. (2019). Tips for successful interviews, hiring. Industrial and Systems Engineering at Work, 51(4),

    20.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=135423299&site=ehost-live&scope=site

    Findley, H. M., Van Buskirk, D., Edwards, T., & Belcher, W. (2019). Is discrimination legal: It depends on your

    business. Journal of Business and Behavior Sciences, 31(2), 121–134.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=140284568&site=ehost-live&scope=site

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    Nagele-Plazza, L. (2017, August 10). Bass Pro to pay $10.5 million to settle hiring discrimination claims.

    Society for Human Resource Management. https://www.shrm.org/resourcesandtools/legal-and-
    compliance/employment-law/pages/bass-pro-$10.5-million-hiring-discrimination-claims.aspx

    Naum100. (n.d.). Hiring and recruiting concept [Graphic]. Dreamstime. https://www.dreamstime.com/hiring-

    recruiting-concept-work-desk-flat-design-objects-workplace-isolated-white-background-sign-vacancy-
    inscription-re-image156782752

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/laws/practices/index.cfm

    **UnitIIIStudyGuide.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiiistudyguide-pdf-10342017)

    **## SampleFormalEssay.pdf**

    1

    Three Keys to Success

    Joshua A. Learner

    Columbia Southern University

    LSS 1300: Learning Strategies for Success

    Dr. John Doe

    July 10, 2020

    SAMPLE FORMAL ESSAY

    The title page includes the title of

    the assignment in bold font, the

    student’s name, the name of the

    university, the course name, the

    instructor’s name, and the date

    the assignment is due. There is

    an extra double space after the

    title of the paper.

    Paper Format

    ✓ 1 inch margins

    ✓ Double spacing

    ✓ Paragraphs indented .5 inch (usually default Tab)

    Suggested fonts:

    ✓ Sans serif fonts such as 11 pt. Calibri and Arial, or 10 pt. Lucida Sans Unicode

    ✓ Serif fonts such as 12 pt. Times New Roman, 11 pt. Georgia, or 10 pt. Computer

    Modern. This example paper is written in Times New Roman, size 12. The same font

    and font size should be used throughout the entire paper.

    ✓ This Formatting Formal Assignments tutorial will help you format your paper

    ✓ The CSU Citation Guide will also help with paper format and APA

    Page numbers are placed in the

    upper right corner of every
    page. This is done by going to

    “Insert,” “Page Number,” “Top of

    Page,” and then selecting “Plain

    Number 3.”

    2

    Three Keys to Success

    Being successful in the classroom and the working world requires more than just pure

    luck. Those who achieve success tend to understand that they must work hard, and they often

    excel at incorporating various skills into their daily routines. Three skills that are essential for

    ensuring success include organization, time management, and communication, and these are

    abilities that most people can learn and master.

    Organization is a skill that enhances efficiency. Being organized helps individuals

    maintain order in their lives and allows them to focus on tasks instead of being distracted by

    chaos. Being organized can also improve productivity. Having an area that is clear of clutter and

    where necessary items are conveniently placed improves study time because everything is easily

    accessible, and this allows the individual to focus on the task at hand. A messy or cluttered work

    space not only makes it difficult to focus, but it can also be stressful. To help eliminate stress,

    Scott (2019) recommends that individuals organize their physical space. She also suggests that

    being proactive about anticipating stressors can help one be prepared to preemptively manage

    them before they occur. That may mean spending a few hours tidying up a work area, making a

    to-do list, or ensuring that children are fed and entertained before studying to ensure that the

    study time will be productive. In addition to being organized, success also depends on one’s

    ability to effectively manage his or her time.

    Time management is the practice of intentionally assigning time to various tasks (Mind

    Tools, n.d.). Using time wisely allows individuals to accomplish their goals promptly, which can

    be vital if changes or corrections are necessary after the task has been completed. Procrastinating

    until the last minute leaves little to no time to make necessary revisions, which can lead to subpar

    work and lower grades, and it can also create unnecessary stress and anxiety. Procrastination is

    When paraphrasing information,

    in-text citations will include the
    author’s name and the year the

    source was published.

    This is a transition sentence. It tells

    the reader what the next topic is.

    The title at the top of this page

    needs to be the same as the title

    on the title page. It is bold.

    3

    not the only time stealer, however. Staying busy with non-essential tasks can make an individual

    less productive as well. Tourangbam (2011) notes that “Nothing is easier than being busy, and

    few things are more difficult than being efficient and effective” (p. 2). It is important to use time

    wisely and effectively. Prioritizing tasks and scheduling events allow individuals to maximize

    productivity (Hamilton, 2013). When time is scheduled and work is ordered, the most important

    tasks get completed first, which leaves room for unexpected occurrences like technological

    issues and unscheduled meetings. Effective time management is a constantly evolving skill that

    requires discipline and, at times, self-denial, because one must decide to forgo his or her desires

    to do what needs to be done to ensure success. Time management is undoubtedly a very

    important aspect of success, but success also depends on one’s ability to communicate well.

    Communication involves conveying information in a clear and concise manner, and it is

    important for people to communicate clearly whether they are presenting information verbally or

    writing a research paper. Some of the various methods used to communicate in the modern age

    include telephone conversations, email, and chat messaging (Hamilton, 2013). Phone

    conversations must be professional, and it is important to be mindful of the tone of voice used

    when communicating on the telephone. Ellis (2009) notes that since body language is non-

    existent in phone conversations, first impressions are based on the pace of speech and the

    warmth and tone of the voice. Written communication is also void of visual cues, so proper

    etiquette must be used when communicating online or through email (Hamilton, 2013).

    Additionally, written communication must be clear and grammatically correct so that others can

    understand what is being communicated. The ability to clearly transmit key thoughts and ideas

    to others is imperative.

    Direct quotations include the author’s

    name, year of publication, and page or
    paragraph number.

    4

    Although there are many skills that contribute to success, three that have proven to be

    essential for success in educational endeavors, the professional world, and everyday life are

    organization, time management, and communication. Individuals who can master these skills

    will have a set of competencies and abilities they can use throughout their lives to help them

    achieve their goals and become successful.

    5

    References

    Ellis, R. (2009). Communication skills: Stepladders to success for the professional (2nd ed.).

    Intellect Limited.

    Mind Tools. (n.d.). What is time management?

    https://www.mindtools.com/pages/article/newHTE_00.htm

    Scott, E. (2019). How to get organized to manage stress. Very Well Minded.

    https://www.verywellmind.com/tips-on-getting-organized-3145158

    Tourangbam, D. K. (2011). Time management. Vij Books Private Limited.

    Note: An essay that will be copied and pasted

    into Blackboard will include the references below
    the essay; however, essays that will be uploaded

    as a Word document will have a separate

    reference page like the one shown here.

    This is an example of a reference list.

    This list is arranged alphabetically by

    author name. All in-text citations
    must have a corresponding entry on

    the reference page.

    The word “References” is bold

    and is centered at the top of the

    reference page.

    **## UnitIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit II

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Explain the role of equal employment opportunity laws in recruitment and hiring practices.
    2.2 Determine knowledge, skills, and abilities (KSAs) for a selected position.
    2.3 Recommend a recruiting strategy that includes necessary components of the interview and

    selection processes.

    Required Unit Resources

    In order to access the following video resources, click the links below.

    The videos, articles and webpages below offer valuable information on the role of employment law in
    recruiting and hiring practices and how to determine KSAs for a position.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    FitSmallBusiness. (2013, October 11). How to write a job description in 5 steps [Video]. Cielo 24.

    https://c24.page/5wkjmb9apw7wwrnw37kjj9fa7w

    Gregg Learning. (2017, October 7). HR basics: Job descriptions [Video]. Cielo 24.

    https://c24.page/8rgbr2mrs83557tm3zyfm5vyts

    Gregg Learning. (2017, June 23). HR basics: Recruitment [Video]. Cielo 24.

    https://c24.page/bavrwn4dbu56jbag2v2zefz83r

    Gregg Learning. (2017, June 23). HR basics: Selection [Video]. Cielo 24.

    https://c24.page/c2ybh2y9dcbq7h2rgfgvdcgc6d

    Read the following articles and webpages.

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (n.d.). Hiring practices that have a negative effect on

    certain applicants. https://www.eeoc.gov/employers/small-business/hiring-practices-have-negative-
    effect-certain-applicants

    U.S. Equal Employment Opportunity Commission. (n.d.). 3. I’m recruiting, hiring or promoting employees.

    https://www.eeoc.gov/employers/small-business/3-im-recruiting-hiring-or-promoting-employees

    U.S. Equal Employment Opportunity Commission. (2003, October 7). Job applicants and the ADA.

    https://www.eeoc.gov/laws/guidance/job-applicants-and-ada

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/prohibited-employment-policiespractices

    U.S. Equal Employment Opportunity Commission. (n.d.). 4. What can’t I ask when hiring?

    https://www.eeoc.gov/employers/small-business/4-what-cant-i-ask-when-hiring

    UNIT II STUDY GUIDE
    Recruiting and Hiring

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    U.S. Equal Employment Opportunity Commission. (2017, July 25). Bass Pro to pay $10.5 million to settle

    EEOC hiring discrimination and retaliation suit [Press release]. https://www.eeoc.gov/newsroom/bass-
    pro-pay-105-million-settle-eeoc-hiring-discrimination-and-retaliation-suit

    Unit Lesson

    As the newly hired director of HR, you realize that there are some concerns at your organization about the
    recruitment and hiring processes. The chief executive officer (CEO) also realizes and shares an update on
    Bass Pro Outdoor World, LLC. In one of the claims against the company, the Equal Employment Opportunity
    Commission (EEOC) found that Bass Pro World, LLC allegedly had a pattern of racist hiring in locations in the
    United States (Nagele-Piazza, 2017). This cost the company $10.5 million. As such, you understand that you
    need more information about these processes. From past experiences, you realize the impact of making good
    or bad hiring decisions. Hiring the “wrong” applicant can possibly have just as much of an impact as leaving
    the position vacant. In a CareerBuilder (2017) survey, 55% of employer respondents indicated that they have
    experienced negative impacts on their business due to extended position vacancies (CareerBuilder, 2017).
    These reported impacts are listed below.

    • Productivity loss: 45%
    • Higher employee turnover: 40%
    • Lower morale: 39%
    • Lower quality work: 37%
    • Inability to grow business: 29%
    • Revenue loss: 26%

    This cost of recruiting, hiring, and training new employees can also significantly impact an organization’s
    bottom line. You realize you must fully review recruiting and hiring practices as you are getting ready to hire a
    mid-level manager for a position that has been vacant for quite some time. You need to abate the impact that
    the vacancy is having on the organization, but you also have to fill the position with the best person for the
    job. You have to get the recruiting and hiring process right.

    Recruitment

    You realize that there are many options to reach potential
    candidates. You need to determine who needs to be
    recruited, and you should create a plan to reach the
    individuals for open positions (Breaugh, 2009). You want
    candidates who will meet the organizational needs since
    your new hires will impact productivity. You also realize the
    importance of a diverse workforce. According to Ioannidou
    (2019), a diverse team brings a broader range of
    backgrounds and experiences to the table, which, in turn,
    results in more innovative solutions and better-quality
    decision-making within the organization. There is not one
    best way to recruit candidates, and sometimes, using a
    variety of strategies can increase the potential applicant
    pool. Strategies such as those shown in Image 1 are
    commonly used.

    As the HR director, you knew that you needed to avoid
    having any type of disparate impact. This would happen if your recruitment process, which seems to be
    neutral, had a disproportionate impact on a protected group. Even though this may be unintentional, it needs
    to be avoided. If you post a requirement that a candidate must have 3 to 5 years of experience, you may be
    excluding candidates in a certain age group.

    Your supervisor (the CEO of the organization) asked you if it was important to ensure that your recruitment
    practices were not based on race, color, religion, sex, pregnancy, age, sexual orientation, gender identify,
    national origin, age, or genetic information. You said yes, but you reminded the CEO that there are times

    Image 1: Recruitment Strategies (adapted from
    Naum100, n.d.)

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    when you may have to consider sex, religion, age, or a disability. The CEO looked confused, so it is time for
    you to explain what a bona fide occupational qualification (BFOQ) is.

    BFOQ

    A BFOQ is an exception to the Title VII of the Civil Rights Act, which provides for a discriminatory exclusion
    with the exception of race, color, and national origin (Findley et al, 2019). An example of a BFOQ for age may
    be a mandatory retirement age for airline pilots for safety and fitness reasons. A women’s clothing designer
    could hire female models while a church can hire only clergy from their own faith. There have been many
    cases related to BFOQ. In 2017, a server at Bob Evans was removed from the schedule because she was
    pregnant, and management felt that her due date was close. The judge determined that only her doctor could
    determine if she can work and if she was near her due date (EEOC v. Bob Evans Farms, LLC, 2017). What
    you also want to avoid are any discriminatory practices by ensuring that all employees who are involved in the
    recruiting, interviewing, selection, and hiring processes strictly follow EEOC guidelines.

    The Interview Process

    As we learned in Unit I, according to the EEOC, you cannot discriminate against someone because of their
    race, color, religion, age, sex, national origin, disability, or genetic information without a substantiated BFOQ
    as discussed above (EEOC, n.d.). This also applies to the interview process. The focus must be on a
    candidate’s knowledge, skills, and ability (KSAs).

    You found out that the last time there was a job posting, there were 200 candidates. Of those candidates, 75
    met the requirements in the job posting. The 75 candidates had the required KSAs.

    Knowledge could include mastery in a subject area such as HR management or accounting. Skills may be
    observable and quantifiable. They may include building a deck, working with Microsoft Office, or driving a
    truck. Abilities are the capacity to perform and could include communication, time management, decision-
    making, and the ability to interact with a team.

    As you are only one person in the HR department, what would you do if you had to interview 75 people?
    Thinking this through, you realize that you have options. For the first interview, you decide to choose one of
    three options:

    • an email interview,
    • a telephone interview, or
    • a video interview.

    For the second interview, you may have 25 qualified candidates. You have several options related to the
    format of this interview.

    • You can conduct a one-on-one interview.
    • You can have a panel interview.
    • You can conduct a group interview.
    • You can interview all 25 candidates by yourself.

    In the final interview, you may have three qualified candidates who must meet with the CEO of the company,
    either in person or on video, before there is a job offer.

    Conducting the interview: Engle (2019) tells us that an interview begins with information about the
    organization, including the mission. It is important to find out why a candidate is interested in the position.
    Before the interview, the interviewers should have information related to educational background and work
    experience, but additional clarification may be needed. Questions should be asked to evaluate problem-
    solving and critical thinking skills. Well-written questions will allow the interviewer to glean an understanding
    of who someone is, his or her motivations, and his or her values. Questions can be behavioral-based or
    competency-based. You can present scenarios that will allow you to understand what someone would do if
    faced with a certain situation. During this time, interviewers should get to know the person and if the person
    will be a good fit for both the organization and the job. It is suggested that you ask the candidates the same

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    questions. You can ask clarifying questions. It is important to give each candidate the same opportunity to
    answer the same questions.

    Of course, there are some practices that should be avoided in an interview. An interview should never be
    rushed, and the interviewer should not speak more than the candidate. Do not present an unrealistic
    representation of the organization or the job. Even if the interview is not going well, be respectful. An
    interviewer represents an organization and should always act professionally.

    Pre-employment inquires: You may decide that a pre-employment inquiry is necessary before someone is
    hired. It is important to make sure that these are related to the specific job duties. This is supported by the
    EEOC, which has determined that there is a general rule for pre-employment inquires. The information
    obtained and requested through the pre-employment process should be limited to those essential for
    determining if a person is qualified for the job; information regarding race, sex, national origin, age, and
    religion are irrelevant in such determinations (EEOC, n.d,).

    Selection Process

    You want to select the best candidate for the position. By asking relevant interview questions, you get to know
    the candidate. The candidate has the required KSAs, meets the expectations on the job description, and
    seems to be someone who will fit in with the culture of the organization. References have been contacted,
    and credentials as well as educational background have been verified. You have used valid, defensible data
    to make your decision. You know it is illegal to have any selection process that is discriminatory in nature. As
    the director of HR, you understand the importance of Title VII, the Americans with Disabilities Act of 1990
    (ADA), and the Age Discrimination in Employment Act of 1967 (ADEA) when selecting a qualified candidate
    for the position.

    Disparate impact: An employer cannot have selection criteria that disqualifies employees based on race,
    color, sex, religion, or national origin. To determine if the hiring process has had a disparate impact, the
    EEOC has established the four-fifths rule. This is based on the ratio of job applicants to those hired to do the
    job. For example, let’s say that 60 people apply for a position, 40 of which are male and 20 of which are
    female. Five females and 30 males are hired. To determine if this meets the four-fifths rule, you would divide
    the lowest past rate (female) by the highest past rate (male). As you can see below, this results in disparate
    impact because 33% is less than the 80% required to equal four-fifths.

    You are now ready to develop recruitment and hiring processes. In this unit, the focus was on understanding
    the importance of equal employment opportunity and its impact on the processes. In Unit III, you will be
    developing a compensation strategy for the candidate who will receive your job offer.

    References

    Breaugh, J. A. (2009). Recruiting and attracting talent: A guide to understanding and managing the

    recruitment process. Society for Human Resource Management. https://www.shrm.org/hr-
    today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-Attracting-
    Talent.pdf

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    CareerBuilder. (2017, April 13). The skills gap is costing companies nearly $1 million annually, according to
    new CareerBuilder survey [Press release]. http://press.careerbuilder.com/2017-04-13-The-Skills-Gap-
    is-Costing-Companies-Nearly-1-Million-Annually-According-to-New-CareerBuilder-Survey

    EEOC v. Bob Evans Farms, LLC, W. D. Pa. no. 15-cv-1237 (2017).

    Engle, P. (2019). Tips for successful interviews, hiring. Industrial and Systems Engineering at Work, 51(4),

    20.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=135423299&site=ehost-live&scope=site

    Findley, H. M., Van Buskirk, D., Edwards, T., & Belcher, W. (2019). Is discrimination legal: It depends on your

    business. Journal of Business and Behavior Sciences, 31(2), 121–134.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=140284568&site=ehost-live&scope=site

    Ioannidou, T. (2019, August). Good recruitment is a key driver of productivity. Recruiter, 3.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=138072745&site=ehost-live&scope=site

    Nagele-Plazza, L. (2017, August 10). Bass Pro to pay $10.5 million to settle hiring discrimination claims.

    Society for Human Resource Management. https://www.shrm.org/resourcesandtools/legal-and-
    compliance/employment-law/pages/bass-pro-$10.5-million-hiring-discrimination-claims.aspx

    Naum100. (n.d.). Hiring and recruiting concept [Graphic]. Dreamstime. https://www.dreamstime.com/hiring-

    recruiting-concept-work-desk-flat-design-objects-workplace-isolated-white-background-sign-vacancy-
    inscription-re-image156782752

    U.S. Equal Employment Opportunity Commission. (n.d.). Prohibited employment policies/practices.

    https://www.eeoc.gov/laws/practices/index.cfm

    **UnitIIIStudyGuide.pdf**

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  • [Solved] 4-1 Discussion: Budgeting and Ethics

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    After reviewing the module’s resources, discuss why cities might overestimate the economic impact of sport-related events. How might overstating, or overestimating, the economic impact of these sporting events influence the community ethically? Provide examples to support your thinking.

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    After reviewing the module’s resources, discuss why cities might overestimate the economic impact of sport-related events. How might overstating, or overestimating, the economic impact of these sporting events influence the community ethically? Provide examples to support your thinking.

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    SYLVIA PLATH [1932–1963] Daddy You do not do, you do not do Any more, black shoe In which I have lived like a foot For thirty years, poor and white, 5Barely daring to breathe or Achoo. Daddy, I have had to kill you. You died before I had time — Marble-heavy, a bag full of God, Ghastly statue with …

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    SYLVIA PLATH [1932–1963]
    Daddy
    You do not do, you do not do
    Any more, black shoe
    In which I have lived like a foot
    For thirty years, poor and white,
    5Barely daring to breathe or Achoo.
    Daddy, I have had to kill you.
    You died before I had time —
    Marble-heavy, a bag full of God,
    Ghastly statue with one grey toe
    10Big as a Frisco seal
    And a head in the freakish Atlantic
    Where it pours bean green over blue
    In the waters off beautiful Nauset.
    I used to pray to recover you.
    15Ach, du.[1]
    In the German tongue, in the Polish town
    Scraped flat by the roller
    Of wars, wars, wars.
    But the name of the town is common.
    20My Polack friend
    Says there are a dozen or two.
    So I never could tell where you
    Put your foot, your root,
    I never could talk to you.
    25The tongue stuck in my jaw.
    It stuck in a barb wire snare.
    Ich, ich, ich, ich,[2]
    I could hardly speak.
    I thought every German was you.
    30And the language obscene
    An engine, an engine
    Chuffing me off like a Jew.
    A Jew to Dachau, Auschwitz, Belsen.a
    I began to talk like a Jew.
    35I think I may well be a Jew.
    The snows of the Tyrol,b the clear beer of Vienna
    Are not very pure or true.
    With my gypsy ancestress and my weird luck
    And my Taroc pack and my Taroc pack
    40I may be a bit of a Jew.
    I have always been scared of you,
    With your Luftwaffe,c your gobbledygoo.
    And your neat moustache
    And your Aryan eye, bright blue.
    45Panzerd-man, panzer-man, O You —
    Not God but a swastika
    So black no sky could squeak through.
    Every woman adores a Fascist,
    The boot in the face, the brute
    50Brute heart of a brute like you.
    You stand at the blackboard, daddy,
    In the picture I have of you,
    A cleft in your chin instead of your foot
    But no less a devil for that, no not
    55Any less the black man who