Chapter 9 Understanding the Report Process and Research Models Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

The Formal-Informal Report Continuum Chapter 9 The Formal-Informal Report Continuum Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

The Problem Solving Process Chapter 9 The Problem Solving Process I. Recognize and define the problem II. Select a method of solution A. Library research B. Normative survey C. Observational analysis D. Experimentation III. Gather and analyze the findings IV. Arrive at an answer (conclusion) Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Clear Problem Identification Aids in Targeting Research Chapter 9 Clear Problem Identification Aids in Targeting Research Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Five Questions for Limiting the Problem Chapter 9 Five Questions for Limiting the Problem What is it that I wish to find out? Why is the information needed? When must the report be completed? Where is the study limited to? Who will read and use the information? Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Limitations to Internet Research Chapter 9 Limitations to Internet Research Information is not always accurate, current, or complete Information may be shared illegally Information may not be subjected to a rigorous review process that typically takes place with printed sources Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Rules for Using the Internet Effectively Chapter 9 Rules for Using the Internet Effectively Choose your search engine appropriately Structure searches from broad to specific using Boolean logic Use quotation marks when literal topics are desired Look for web pages with hyperlinks to other web sites Be adaptable to various access formats Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Reasons for Accurate, Complete Documentation Chapter 9 Reasons for Accurate, Complete Documentation Gives credit where credit is due (highly ethical conduct) Protects writers against charges of plagiarism Supports statements and thus increases credibility Aids researchers in pursuing similar research Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Guidelines for Designing Effective Questionnaires Chapter 9 Guidelines for Designing Effective Questionnaires Arrange items in a logical sequence Ask for facts that can be recalled readily Write clear, specific questions Brief, easy-to-follow directions Words with precise meanings Short items related to one idea No “skip-and-jump” instructions Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Guidelines for Designing Effective Questionnaires (cont.) Chapter 9 Guidelines for Designing Effective Questionnaires (cont.) Create an appealing format that is easy-to-answer and tabulate Do not force respondents to choose an answer that does not apply to them Provide all possible answers Add “undecided” or “other” category Avoid leading questions Pilot test the questionnaire and revise based on feedback Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Common Errors in Data Collection Chapter 9 Common Errors in Data Collection Using samples that are too small Using samples that are not representative Using poorly constructed data-gathering instruments Using information that comes from biased sources Failing to gather enough information Gathering too much information and using all of it regardless of relevance Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning

Common Errors in Data Interpretation Chapter 9 Common Errors in Data Interpretation Trying to make results conform to prediction or desire Hoping for spectacular results Attempting to compare when commonality is absent Assuming a cause-and-effect relationship when one does not exist Failing to consider important factors Basing a conclusion on lack of evidence Assuming constancy of behavior Business Communication, Anniversary Edition Lehman and DuFrene 2002 South-Western/Thomson Learning