Basic Business Research Methods

Basic Business Research Methods

Organizations use research, especially in market research activities. Market research is used to identify potential markets, the needs and wants of each, how those needs and wants can be met, how products and services could be packaged to be most accessible to customers and clients, the best pricing for those products and services, who the competitors are and how best to complete against each, potential collaborators and how to collaborate with each — and many other applications of research. Organizations can conduct this research without having to have advanced skills. This topic aims to explain the most important practices in research that provide the most useful results.

Sections of This Topic Include

Planning Research

Methods to Collect Data

Ethics and Conducting Research

Also consider
Business Ethics

Learn More in the Library’s Blogs Related to Business Research Methods

In addition to the articles on this current page, see the following blogs which have posts related to this topic. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

For the Category of Business Research:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022February 16, 2023

Basics of Conducting Focus Groups

A peer coaching group deliberating together

Basics of Conducting Focus Groups

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Related Library Topics

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In addition to the articles on this current page, see the following blogs which have posts related to Focus Groups. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

Focus groups are a powerful means to evaluate services or test new ideas. Basically, focus groups are interviews, but of 6-10 people at the same time in the same group. One can get a great deal of information during a focus group session.

Preparing for the Session

1. Identify the major objective of the meeting.
2. Carefully develop five to six questions (see below).
3. Plan your session (see below).
4. Call potential members to invite them to the meeting. Send them a follow-up invitation with a proposed agenda, session time and list of questions the group will discuss. Plan to provide a copy of the report from the session to each member and let them know you will do this.
5. About three days before the session, call each member to remind them to attend.

Developing Questions

1. Develop five to six questions – Session should last one to 1.5 hours — in this time, one can ask at most five or six questions.
2. Always first ask yourself what problem or need will be addressed by the information gathered during the session, e.g., examine if a new service or idea will work, further understand how a program is failing, etc.
3. Focus groups are basically multiple interviews. Therefore, many of the same guidelines for conducting focus groups are similar to conducting interviews (see the Basics of Conducting Interviews).

Planning the Session

1. Scheduling – Plan meetings to be one to 1.5 hours long. Over lunch seems to be a very good time for other to find time to attend.
2. Setting and Refreshments – Hold sessions in a conference room, or other setting with adequate air flow and lighting. Configure chairs so that all members can see each other. Provide name tags for members, as well. Provide refreshments, especially box lunches if the session is held over lunch.
3. Ground Rules – It’s critical that all members participate as much as possible, yet the session move along while generating useful information. Because the session is often a one-time occurrence, it’s useful to have a few, short ground rules that sustain participation, yet do so with focus. Consider the following three ground rules: a) keep focused, b) maintain momentum, and c) get closure on questions.
4. Agenda – Consider the following agenda: welcome, review of agenda, review of goal of the meeting, review of ground rules, introductions, questions and answers, wrap up.
5. Membership – Focus groups are usually conducted with 6-10 members who have some similar nature, e.g., similar age group, status in a program, etc. Select members who are likely to be participative and reflective. Attempt to select members who don’t know each other.
6. Plan to record the session with either an audio or audio-video recorder. Don’t count on your memory. If this isn’t practical, involve a co-facilitator who is there to take notes.

Facilitating the Session

1. Major goal of facilitation is collecting useful information to meet goal of meeting.
2. Introduce yourself and the co-facilitator, if used.
3. Explain the means to record the session.
4. Carry out the agenda – (See “agenda” above).
5. Carefully word each question before that question is addressed by the group. Allow the group a few minutes for each member to carefully record their answers. Then, facilitate discussion around the answers to each question, one at a time.
6. After each question is answered, carefully reflect back a summary of what you heard (the note taker may do this).
7. Ensure even participation. If one or two people are dominating the meeting, then call on others. Consider using a round- table approach, including going in one direction around the table, giving each person a minute to answer the question. If the domination persists, note it to the group and ask for ideas about how the participation can be increased.
8. Closing the session – Tell members that they will receive a copy of the report generated from their answers, thank them for coming, and adjourn the meeting.

Immediately After Session

1. Verify if the tape recorder, if used, worked throughout the session.
2. Make any notes on your written notes, e.g., to clarify any scratching, ensure pages are numbered, fill
out any notes that don’t make senses, etc.
3. Write down any observations made during the session. For example, where did the session occur and when, what was the nature of participation in the group? Were there any surprises during the session? Did the tape recorder break?

For the Category of Evaluations (Many Kinds):

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 2, 2022

Sample Information Release Form (Consent Form)

Sample Information Release Form (Consent Form)

Description

Whenever an evaluator, or researcher, is focusing and reporting on personal information about a research subject, he or she should obtain permission from the subject to do so. The following form can be used as a sample. The final version of the form depends on the nature of the evaluation or research.

Sample Form

I voluntarily agree to participate in the evaluation of the ABC program. I understand that this evaluation is being conducted by Carter McNamara, the Program Director, to improve the ABC program and is also the basis of his doctoral dissertation. I understand that the evaluation methods which may involve me are:

1. the Program Director’s recorded observations of my circle and its process and/or

2. my completion of evaluation questionnaire(s) and/or

3. my participation in a 30-60 minute interview.

I grant permission for the interview to be tape recorded and transcribed, and to be used only by Carter McNamara for analysis of interview data. I grant permission for the evaluation data generated from the above methods to be published in an evaluation report to the funder, The McKnight Foundation, and in the dissertation and future publication(s).

I understand that any identifiable information in regard to my name and/or agency name may be listed
only in the above-mentioned evaluation report to the funder, that is, this information will not be listed in the dissertation or any future publication(s).

_______________________________________
Research Participant

_______________________________________
Date

For the Category of Evaluations (Many Kinds):

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Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 2, 2022

Conducting Research Within an Organization

Conducting Research Within an Organization

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
A Field Guide to Nonprofit Program Design, Marketing and Evaluation

Sections of This Topic Include

Description
Announce Data Collection to Members of the Organization
Prepare Participants Before Data Collection
If You Encounter Questionable or Illegal Practices

Also consider

Description

The following guidelines assume that you have already carefully developed a research plan and are getting ready to collect information within an organization. Ideally, you developed the research plan in a highly collaborative manner with a Project Team that includes some members of the organization. The organization might be a team, department or overall organization. You might be doing research as part of an overall organizational evaluation or as a consultant doing the Discovery Phase of consulting.

Announce Data Collection to Members of the Organization

To ensure a highly participative collection, it is critical that it maintains the ongoing commitment and ownership of its participants. Probably the most critical point in which to start cultivating that kind of buy-in is when first announcing the data collection. The announcement must be done carefully to help participants quickly realize and accept the need for the collection– so that they do not react that it is, for example, a deeply intrusive evaluation of their personal performance. Here are some suggestions to consider.

1. The Chief Executive Office and a Board member should announce the data collection to the employees. They should mention:

Its purpose and benefits
How the employees are expected to participate in it
When they will get the results of it
How they can share their ongoing feedback about how its results will be implemented
The members of the Project Team, especially the members from the organization
A primary contact person, if they have any further questions

Special care should be given to ensure sufficient time for reactions, questions and suggestions.

2. Accompany the announcement with an official memo. The memo should soon follow the announcement and be signed by upper management. It should reiterate the information shared during the announcement.

Prepare Participants Before Data Collection

Carefully prepare those who will be providing data — you should not start simply by asking them for input. Consider the following guidelines.

1. Management should introduce the researcher(s) to the organization.
One of the most powerful ways to do this introduction is in a group, for example, in an employee meeting. The introduction should include the researcher’s description of how information will be collected, along with any terms of confidentiality. Include time for their questions and suggestions.

2. Tell participants what is expected of them during the collection.
Explain how information will be collected, and when and how they can participate. Mention any pre-work that would be useful for them to undertake, and any topics or activities that they should think about before participating in the collection.

3. Contact each participant before conducting any interviews.
Interviews can be a rather personal way to get useful information. It helps a great deal if the interviewer calls each participant before the actual interview in order to introduce themselves, verify the timing of the upcoming interview and understand if the participant has any questions.

4. Review useful organizational documentation before contacting anyone.
The review of documentation is a major form of data collection. The researcher can learn a great deal about the organization from the documents. That understanding is an advantage because participants soon realize that the researcher already knows a great deal about the organization. See How to Review Documentation.

If You Encounter Questionable or Illegal Practices

See a video about principles for successful consulting, defining “success”, principles for ethical consulting, managing risks and liabilities, and knowing when to leave. From the Consultants
Development Institute.

Occasionally, a researcher uncovers organizational activities that seem immoral, for example, a violation of your professional standards and those in society, significant lies in the workplace or intentionally withholding very useful information from others. You might even encounter activities that are illegal, such as misappropriation of funds, fraud, theft or violation of employment laws. This video shares guidelines for how to deal with those kinds of situations.

Learn More in the Library’s Blogs Related to Planning Business Research

In addition to the articles on this current page, also see the following blogs that have posts related to Planning Business Research. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

For the Category of Business Research:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 5, 2022

Basics of Developing Case Studies

Woman Sitting in Front of a Desk Reading Documents

Basics of Developing Case Studies

(NOTE: Much of the information herein was gathered from Michael Patton’s book, “Qualitative Evaluation and Research Methods.”)

Sections of This Topic Include

Uses of Case Studies
Developing a Case Study
General Resources
Sample Case Study Reports
General Information and Resources
Ethics and Conducting Research

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Developing Case Studies

In addition to the articles on this current page, see the following blogs which have posts related to Case Studies. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

Uses of Case Studies

Case studies are particularly useful in depicting a holistic portrayal of a client’s experiences and results regarding a program. For example, to evaluate the effectiveness of a program’s processes, including its strengths and weaknesses, evaluators might develop cases studies on the program’s successes and failures. Case studies are used to organize a wide range of information about a case and then analyze the contents by seeking patterns and themes in the data, and by further analysis through cross comparison with other cases. A case can be individuals, programs, or any unit, depending on what the program evaluators want to examine through in-depth analysis and comparison.

Developing a Case Study

1. All data about the case is gathered.
For example, if the study is to highlight a program’s failure with a client, data would be collected about the program, its processes and the client. Data could result from a combination of methods, including documentation (applications, histories, records, etc.), questionnaires, interviews and observation.
2. Data is organized into an approach to highlight the focus of the study.
In our example, data in the case would be organized in a chronological order to portray how the client got into the program, went through the program and did not receive effective services.
3. A case study narrative is developed.
The narrative is a highly readable story that integrates and summarizes key information around the focus of the case study. The narrative should be complete to the extent that it is the eyes and ears for an outside reader to understand what happened regarding the case. In our example, the narrative might include key demographic information about the client, phases in the program’s process through which the client passed and any major differences noticed about that client during the process, early indicators of failures and key quotes from the client.
4. The narrative might be validated by review from program participants.
For example, the client for whom the program failed, would read the narrative to ensure it fully depicted his or her experience and results.
5. Case studies might be cross-compared to isolate any themes or patterns.
For example, various case studies about program failures might be compared to notice commonalities in these clients’ experiences and how they went through the program. These commonalities might highlight where in the program the process needs to be strengthened.

General Information

Sample Case Study Reports

For the Category of Evaluations (Many Kinds):

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 5, 2022

Business Data Analysis

Basic Overview of Business Data Analysis

Sections of This Topic Include

What is Business Data Analysis?
What is a Business Analyst?
What is a Business Process?
What Are Some Common Business Processes?
How Do Analysts Collect, Analyze and Report Results?
Where Can I Learn More?

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Analyzing Research Results

In addition to the articles on this current page, see the following blogs which have posts related to Analyzing Research Results. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

What is Business Data Analysis?

Business data analysis includes the activities to help managers make strategic decisions, achieve major goals and solve complex problems, by collecting, analyzing and reporting the most useful information relevant to managers’ needs. Information could be about the causes of the current situation, the most likely trends to occur, and what should be done as a result.

Activities can include identifying and verifying potential strategies and solutions, and testing the feasibility of the most favored solutions. Analysis is based, as much as possible, on relevant, accurate and reliable information, often involving interactive and automated statistical analysis — or data analysis. This analysis in business is often referred to as business analytics. Also read:

What is a Business Analyst?

People who specialize in business analytics are often referred to as business analysts. Business analysts are in high demand because business decisions are more complex today than ever, and analysts help ensure those decisions are based on the most accurate, valid and reliable information.

Analysts are experts at data analytics, especially in the fields of business. Analysts understand the major processes used in business, and how those processes might be affected by trends outside and inside the organization.

Depending on the current strategic priorities of the business, analysts might focus their expertise on the analysis of stakeholders, marketing, finances, risk and information technology.

What is a Business Process?

Business processes are often classified in three major levels, including governance, management and operational. Governance is typically the role of a Board of Directors, in the case of corporations. Board members ensure clear purpose and top-level priorities for the corporation. Management is the purview of executives and managers, who ensure the most effective and efficient means to work toward that purpose and address those priorities. Operations include the day-to-day activities to carry out those means.

Organizations usually have an overall recurring process that lends structure, orderliness and understanding of the organization’s activities. The organization’s business process significantly affects the focus and methods of business data analysis.

What Are Some Common Business Processes?

Balanced Scorecard

This method focuses on developing four overall indicators, or measurements, to assess progress toward achieving organizational results. The indicators address customer perspective, internal business processes, learning and growth, and financials. Although the method can require extensive use of resources, the Balanced Scorecard is beginning to receive strong attention among many organizations.

Business Process Re-engineering (BPR)

This method aims to increase organizational performance by radically re-designing the organization’s structures and processes, by starting over from the ground up. BPR can be demanding on employees, who are often already overloaded with other work. There are many proponents – and increasingly, it seems – opponents of BPR. Still, the process might be one of few that really forces leaders to take a complete, fresh look at systems in their organization and how to re-develop those systems anew.

Knowledge Management

This method (or movement) focuses on collection and management of critical knowledge in an organization to increase its capacity for achieving results. Knowledge management often includes extensive use of computer technology. In and of itself, this is not an overall comprehensive process assured to improve performance.

Its effectiveness toward reaching overall results for the organization depends on how well the enhanced, critical knowledge is applied in the organization. At this time, knowledge management is receiving spotted attention among smaller organizations.

Management by Objectives

This method aims to identify and closely align organizational goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their own goals and objectives. It includes extensive, ongoing tracking and feedback in the processes to reach objectives. Similar to continuous improvement, many organizations already implement some version of MBO, but probably not to the extent that experts in MBO would recognize as MBO in the organizations.

Strategic Management

Basically, strategic management is the systematic, ongoing development and implementation of strategic planning. Strategic planning is well known for determining an organization’s mission, vision, values, goals, strategies, objectives, timelines and budgets. It is one of the more well-known processes. There are numerous different ways to do strategic planning, and its development and implementation depend to a great extent on the life stage and culture of the organization.

Total Quality Management (TQM)

TQM involves carefully implementing a set of comprehensive and specific management practices throughout the organization to ensure the organization consistently meets or exceeds customer requirements. The process involves strong focus on process measurement and on controls to ensure continuous improvement. TQM is considered to be a quality management initiative. At the time of this writing, TQM has not become a major model for performance management in smaller organizations.

How do Analysts Typically Collect, Analyze and Report Results

There are a wide variety of different methods used by analysts. The following are the more common ones.

Examples of special areas of focus include:

Where Can I Learn More?

Business analytics is a highly technical expertise, which is one of the reasons that it is in such high demand. However, many experts in management education are asserting that in today’s highly rapidly changing and highly complex world, executives and managers should have at least some basic skills in business analysis. Here are some resources for learning more.

For the Category of Business Research:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 5, 2022

Appreciative Inquiry

Appreciative Inquiry

Sections of This Topic Include

What is Appreciative Inquiry?
Various Perspectives on Appreciative Inquiry
Related Library Topics

Learn More in the Library’s Blogs Related to Appreciative Inquiry

In addition to the articles on this current page, also see the following blogs that have posts related to Appreciative Inquiry. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

What is Appreciative Inquiry?

Appreciative inquiry (AI) is a major breakthrough in organization development, training and development and in “problem solving,” in general. AI is based on the assertion that “problems” are often the result of our own perspectives and perceptions of phenomena, eg, if we look at a certain priority as a “problem,” then we tend to constrain our ability to effectively address the priority and to continue to develop in our lives and work.

AI is a philosophy so a variety of models, tools and techniques can be derived from that philosophy. For example, one AI-based approach to strategic planning includes identification of our best times during the best situations in the past in an organization, wishing and thinking about what worked best then, visioning what we want in the future, and building from what worked best in order to work toward our vision. The approach has revolutionized many practices, including strategic planning and organization development.

Perhaps the best description of AI comes from its founder:

“Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential. It centrally involves the mobilization of inquiry through the crafting of the “unconditional positive question” often-involving hundreds or sometimes thousands of people. In AI the arduous task of intervention gives way to the speed of imagination and innovation; instead of negation, criticism, and spiraling diagnosis, there is discovery, dream, and design. AI seeks, fundamentally, to build a constructive union between a whole people and the massive entirety of what people talk about as past and present capacities: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul– and visions of valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in everything it does, seeks to work from accounts of this “positive change core”—and it assumes that every living system has many untapped and rich and inspiring accounts of the positive. Link the energy of this core directly to any change agenda and changes never thought possible are suddenly and democratically mobilized.”
— From Cooperrider, David and Whitney, Diana, A Positive Revolution for Change: Appreciative Inquiry (paper, 2000) http://appreciativeinquiry.cwru.edu/uploads/whatisai.pdf

Various Perspectives on Appreciative Inquiry

The following links are by no means a complete list of online resources about AI. Like any other topic in the Library, the following links are to resources that can help to get you started in learning more about this topic.

Also consider

For the Category of Interpersonal Skills:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 5, 2022

Analyzing, Interpreting and Reporting Basic Research Results

Analyzing, Interpreting and Reporting Basic Research Results

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
A Field Guide to Nonprofit Program Design, Marketing and Evaluation, Field Guide to Consulting and Organizational Development with Nonprofits and Field Guide to Consulting and Organizational Development.

Sections of This Topic Include

Analyzing and Interpreting Information
Reporting Results
Who Should Carry Out the Research?
Contents of a Research Report — An Example
Some Pitfalls to Avoid

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Analyzing Research Results

Analyzing and Interpreting Information

Analyzing quantitative and qualitative data is often the topic of advanced research and evaluation methods courses. However, there are certain basics which can help to make sense of reams of data.

Always start with your research goals

When analyzing data (whether from questionnaires, interviews, focus groups, or whatever), always start from review of your research goals, i.e., the reason you undertook the research in the first place. This will help you organize your data and focus your analysis.

For example, if you wanted to improve a program by identifying its strengths and weaknesses, you can organize data into program strengths, weaknesses and suggestions to improve the program. If you wanted to fully understand how your program works, you could organize data in the chronological order in which customers or clients go through your program. If you are conducting a performance improvement study, you can categorize data according to each measure associated with each overall performance result, e.g., employee learning, productivity and results.

Basic analysis of “quantitative” information

(for information other than commentary, e.g., ratings, rankings, yes’s, no’s, etc.):

Make copies of your data and store the master copy away. Use the copy for making edits, cutting and pasting, etc.
Tabulate the information, i.e., add up the number of ratings, rankings, yes’s, no’s for each question.
For ratings and rankings, consider computing a mean, or average, for each question. For example, “For question #1, the average ranking was 2.4”. This is more meaningful than indicating, e.g., how many respondents ranked 1, 2, or 3.
Consider conveying the range of answers, e.g., 20 people ranked “1”, 30 ranked “2”, and 20 people
ranked “3”.

Basic analysis of “qualitative” information

(respondents’ verbal answers in interviews, focus groups, or written commentary on questionnaires):

Read through all the data.
Organize comments into similar categories, e.g., concerns, suggestions, strengths, weaknesses, similar experiences, program inputs, recommendations, outputs, outcome indicators, etc.
Label the categories or themes, e.g., concerns, suggestions, etc.
Attempt to identify patterns, or associations and causal relationships in the themes, e.g., all people who attended programs in the evening had similar concerns, most people came from the same geographic area, most people were in the same salary range, what processes or events respondents experience during the program, etc.
Keep all commentary for several years after completion in case needed for future reference.

Interpreting information

Attempt to put the information in perspective, e.g., compare results to what you expected, promised results; management or program staff; any common standards for your products or services; original goals (especially if you’re conducting a program evaluation); indications or measures of accomplishing outcomes or results (especially if you’re conducting an outcomes or performance evaluation); description of the program’s experiences, strengths, weaknesses, etc. (especially if you’re conducting a process evaluation).
Consider recommendations to help employees improve the program, product or service; conclusions about program operations or meeting goals, etc.
Record conclusions and recommendations in a report, and associate interpretations to justify your conclusions or recommendations.

Also consider
Analyzing Data and Communicating Results

Reporting Results

The level and scope of content depends on to whom the report is intended, e.g., to funders / bankers, employees, clients, customers, the public, etc.
Be sure employees have a chance to carefully review and discuss the report. Translate recommendations to action plans, including who is going to do what about the research results and by when.
Funders / bankers will likely require a report that includes an executive summary (this is a summary of conclusions and recommendations, not a listing of what sections of information are in the report
— that’s a table of contents); description of the organization and the program, product, service, etc., under evaluation; explanation of the research goals, methods, and analysis procedures; listing of conclusions and recommendations; and any relevant attachments, e.g., inclusion of research questionnaires, interview guides, etc. The funder may want the report to be delivered as a presentation, accompanied by an overview of the report. Or, the funder may want to review the report alone.
Be sure to record the research plans and activities in a research plan which can be referenced when a similar research effort is needed in the future.

Who Should Carry Out the Research?

Ideally, the organization’s management decides what the research goals should be. Then a research expert helps the organization to determine what the research methods should be, and how the resulting data will be analyzed and reported back to the organization.

If an organization can afford any outside help at all, it should be for identifying the appropriate research methods and how the data can be collected. The organization might find a less expensive resource to apply the methods, e.g., conduct interviews, send out and analyze results of questionnaires, etc.

If no outside help can be obtained, the organization can still learn a great deal by applying the methods and analyzing results themselves. However, there is a strong chance that data about the strengths and weaknesses of a product, service or program will not be interpreted fairly if the data are analyzed by the
people responsible for ensuring the product, service or program is a good one.

These people will be “policing” themselves. This caution is not to fault these people, but rather to recognize the strong biases inherent in trying to objectively look at and publicly (at least within the organization) report about their work. Therefore, if at all possible, have someone other than the those responsible for the product, service or program to look at and determine research results.

Contents of a Research Report — An Example

Ensure your research plan is documented so that you can regularly and efficiently carry out your research activities. In your plan, record enough information so that someone outside of the organization can understand what you’re researching and how. For example, consider the following format:

Title Page (name of the organization that is being, or has a product/service/program that is being researched; date)
Table of Contents
Executive Summary (one-page, concise overview of findings and recommendations)
Purpose of the Report (what type of research was conducted, what decisions are being aided by the findings of the research, who is making the decision, etc.)
Background About Organization and Product/Service/Program that is being researched
1. Organization Description/History
2. Product/Service/Program Description (that is being researched)
  - Problem Statement (in the case of nonprofits, description of the community need that is being met by the product/service/program)
  - Overall Goal(s) of Product/Service/Program
  - Outcomes (or client/customer impacts) and Performance Measures (that can be measured as indicators toward the outcomes)
  - Activities/Technologies of the Product/Service/Program (general description of how the product/service/program is developed and delivered)
  - Staffing (description of the number of personnel and roles in the organization that are relevant to developing and delivering the product/service/program)
Overall Evaluation Goals (eg, what questions are being answered by the research)
Methodology
1. Types of data/information that were collected
2. How data/information were collected (what instruments were used, etc.)
3. How data/information were analyzed
4. Limitations of the evaluation (eg, cautions about findings/conclusions and how to use the findings/conclusions, etc.)
Interpretations and Conclusions (from analysis of the data/information)
Recommendations (regarding the decisions that must be made about the product/service/program)
Appendices: content of the appendices depends on the goals of the research report, eg.:
1. Instruments used to collect data/information
2. Data, eg, in tabular format, etc.
3. Testimonials, comments made by users of the product/service/program
4. Case studies of users of the product/service/program
5. Any related literature

Some Pitfalls to Avoid

Don’t balk at research because it seems far too “scientific.” It’s not. Usually the first 20% of effort will generate the first 80% of the plan, and this is far better than nothing.
There is no “perfect” research design. Don’t worry about the research design being perfect. It’s far more important to do something than to wait until every last detail has been tested.
Work hard to include some interviews in your research methods. Questionnaires don’t capture “the story,” and the story is usually the most powerful depiction of the benefits of your products, services, programs, etc.
Don’t interview just the successes. You’ll learn a great deal by understanding its failures, dropouts, etc.
Don’t throw away research results once a report has been generated. Results don’t take up much room, and they can provide precious information later when trying to understand changes in the product, service or program.

For the Category of Business Research:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

January 18, 2022October 5, 2022

Getting and Using a Lawyer in the U.S.

Lawyers in an office going through documents

Getting and Using a Lawyer in the
U.S.

Assembled by Carter McNamara, MBA, PhD

The following, miscellaneous information which may be helpful
as an overview of various aspects of business law in the United
States of America. Businesses requiring legal advice should contact
an attorney.

Sections of This Topic Include

Various Perspectives
Additional Information for Nonprofits
(how to get free advice)

Also consider
Related Library Topics

Learn More in the Library’s Blog Related to This Topic

In addition to the articles on this current page, see the following blog which has posts related to this topic. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

Library’s Human Resources Blog

Various Perspectives

Free Advice on Law and Insurance Topics
Community
Forum on Free Advice
Legal
Forum
What
is Power of Attorney?

Additional Information Focused on Nonprofits

Free Advice Legal Forum
Six Important Managerial Skills for Successful Leadership

For the Category of Legal:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

U.S. Telecommunications Law

U.S. Telecommunications Law

Assembled by Carter McNamara, MBA, PhD

Also consider
Related Library Topics

Various Perspectives

Basics and Specifics

U S Telecommunications
Law (still a backbone of various rules and regulations)

General Resources

National Telecommunications
and Information Administration
Federal Communications Commission
Internet Law Library
Tech Law Journal
Telecommunications Law
(listing of various related resources)

Learn More in the Library’s Blog Related to this Topic

Library’s Human Resources Blog

For the Category of Legal:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.