Business_Research_Methods_Part_Iii

Business Research Methods, Part III Learning Team C University of Phoenix Applied Business Research & Statistics 561 March 14, 2011 2. Discuss if the study answered the original question. H1: A positive relationship between levels of EI and DR in leaders. H20: No difference in the relationship between levels of EI and DR in mid-level managers and senior managers. H20: No difference in the relationship between levels of EI and DR in mid-level managers and senior managers. H2: A difference in the relationship between EI and DR in senior managers versus mid-level manager. The study proposed that managers possessing a higher level of EI would have a higher receptiveness to diversity. The first question was two parts; How do levels of EI relate to DR for leaders, it also examined whether the two levels of management reflect any changes in the relationship between EI and diversity awareness or What is the relationship between EI and DR when using mid-level managers versus senior managers. The alternative hypothesis assumed there would be a positive relationship between levels of EI and DR in Leaders. Therefore, the null hypothesis rejected and the alternative hypothesis was accepted. Combining the training between EI and DR is useful in training programs designed to improve organizational relationships. It encourages sharing of information and opens the organization to cultural receptiveness. Training assists all management individuals with self awareness and enhances all organizational relationships. The study found no difference in the relationship between EI and DR based on the managerial or leadership level. EI and DR questions correlate to both social skills and receptiveness to different cultures. The study found a strong, direct, and positive relationship between EI and DR. The second question assumes that when people progress in higher levels of authority they become exposed to more training and would have improved skills. However, no difference existed in the relationships between EI and DR based on an individual’s level in management or leadership. The positive relationship between EI and DR support by the research study makes a very strong case of implementing a combined training program. 3. Discuss what recommendations you would make to your boss Higher levels of Emotional Intelligence (EI) lead to higher levels of Diversity as illustrated in the attached Data Analysis. When individuals of diverse demographics interact, there is inevitable anxiety and stress triggered leading to a decline in productivity as individuals, which become distracted from their responsibilities and duties. When Diversity Responsiveness coupled with Emotional Intelligence (Lee et al, 2008), EI helps deal with sources of this unproductive tension, and enables individuals understand that diversity is an opportunity for improved performance in a firm. It teaches one to master the emotions that diversity differences may evoke among individuals (Ellis, 1973). A strong self-understanding enhanced by EI also enables one to feel and express empathy and compassion to others. Consequently, satisfaction and loyalty of customers, stakeholders, and employees at large is increased, irrespective of their diverse characteristics. The effect of emotional intelligence on diversity responsiveness is the same in younger employees as it is for older employees. This means that age difference does not affect emotional intelligence and diversity responsiveness. Concurrent training in Emotional Intelligence and diversity responsiveness results to an improvement in both males and females of the organization in an equal manner. The same remarkable improvement is noted regardless of the race composition among the workforce. The results therefore indicate that an integrated program of Emotional Intelligence and Diversity Responsiveness holds the potential of saving both training costs and training time, as it is beneficial to all, regardless of the leaders’ race, sex, and age. An integrated program of Emotional Intelligence and Diversity Responsiveness should be put in place. 4. Discuss potential challenges to validity and reliability of the research (question, data, and analysis) and how this might change the recommendations. The purpose of research in business is to make sound reasoning decisions, optimizing operations, and maximizing profits. To obtain these goals business researchers employ the scientific method in their research: direct observation of phenomena, clearly defined variables, methods, and procedures, empirically testable hypotheses, ability to rule out rival hypotheses, statistical rather than linguistic justification of conclusions, self-correcting process (Cooper−Schindler, 2006, p. 30). Flawed research may lead to inappropriate decision-making, less than optimization of operation, and profits. Following the scientific does not negate the possible pitfall of invalid and unreliable research. To ensure the outcome is valid and reliable research question(s), collection of data, and analysis must follow sound reasoning. Research questions, its positional challenges in research. Obtaining answers to a business problem is not the end-all, posing the proper question and obtaining the appropriate answer is the goal of research. The research questions may be in the form of a concept or a construct. Concept questions relate to tangible things (empirical) where construct questions are abstractions (ideas). Concepts have progressive levels of abstraction—that is, the degree to which the concept does or does not have something objective to refer to; a table is a concept. A construct is an image or abstract idea specifically invented for a given research or theory-building purpose (Cooper−Schindler, 2006, p. 37). When a hypotheses is a hypothetical construct the vitality (true and reliable) of the hypotheses follows the data, “Researchers sometimes refer to such entities as hypothetical constructs because they can be inferred only from the data; thus, they are presumed to exist but must await further testing to see what they actually consist of (Cooper−Schindler, 2006, p. 38”). The connection between the hypotheses statement is induce (inductive reasoning) from the data, which is not as strong a connection to the hypotheses statement. Research data, its potential challenges in research. As the saying goes, “the devil is in the detail.” Hidden in the data is the support to accept or reject the hypotheses statement of the research. “The researcher determines the appropriate data collection approach largely by identifying the types of information needed—investigative questions the researcher must answer (Cooper−Schindler, 2006, p. 245).” Interviewer “error” is where the quality of the data may be compromised by the research (Cooper−Schindler, 2006, p. 249). Other possible errors are “Participant Error” such as not understand the research question, understand their role in the interview as the provider of accurate information, the interviewee must want to partake in the research and be motivated to partake (Cooper−Schindler, 2006, p. 249). Research analysis, its potential challenges in research. Before starting a journey, one has to plane their trip and know their mode of transportation. The same is similar in research; preliminary analysis to determine the appropriate measuring scale and instrument will increase validity and of the research. The analytical procedures available to the researcher are determined by the scale types used in the survey … it is important to plan the analysis before developing the measurement questions… nominal, ordinal, interval, and ratio scales…each type influence the analysis (statistical choices and hypothesis testing) (Cooper−Schindler, 2006, p. 359). References Cooper−Schindler, (2006). Business Research Methods, Ninth Edition. New York: McGraw - Hill Companies. Ellis, A. (1973). Humanistic psychotherapy: The rational-emotive approach. New York: Julian Press. Retrieved 3/8/11 from http://www.choixdecarriere.com/pdf/5671/28-2010.pdf Lee, G., Jorge, C., Anita, R., (2008). Emotional intelligence for managing results in a diverse world. Detroit: Davis- Black publishing. Retrieved 3/8/11 from http://books.google.com/books'id=2ZbAz_ZpnskC&printsec=frontcover&dq=Emotional+intelligence+for+managing+results+in+a+diverse+world&hl=en&src=bmrr&ei=1lx2TafuMcrZgAehjcHJBQ&sa=X&oi=book_result&ct=result&resnum=1&ved=0CD0Q6AEwAA#v=onepage&q&f=false