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CHYS 2P51 Study Guide - Final Guide: Participant Observation, Instrumental Case, Kai T. Erikson

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violetoyster687
18 Jan 2018
School
Brock University
Department
Child and Youth Studies
Course
CHYS 2P51
Professor
Dr.Lauren Mc Namara

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Document Summary

During a case study, the researcher is exploring a certain issue while using the case at hand as an example. The goal of a case study is to gather enough information about the phenomena, in order to permit the researcher to effectively understand how it operates and functions in society. In order to ensure validity, it is very important to use as many qualitative rsearch methods as possible, which will provide a richer and more descriptive picture. The concept of triangulation is very important when ensuring validity because it assumes that the researcher will report a variety of perspectives, through three or more different methods, including interviews, focus groups, observations, and participation. Each of these methods brings something to the table and combining several lines of sight enhances the strength of a researcher"s interpretation and paints a better, more relevant picture of reality. These data technologies may include life histories, documents, in-depth interviews, and participant observation.

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Related Questions

Keeping the Customers Satisfied

Shelly Sanders has just been promoted to supervisor of the home furnishing department of the large department store where she works. The store manager made it clear to her that her first challenge was to turn around the poor performance of the department, particularly in sales, which were below budget, and customer satisfaction. The department receives more complaints than any other in the store (although it rates about average in the chain).

Dissatisfied customers contribute to a poor reputation in the community, which translates into poor sales. Shelly decides she needs to learn about the department’s current customers and find out how they feel about purchasing from it. Her first move is to check the department’s information on repeat business. There is none.

Next, she hunts out the department’s customer suggestions and complaints records to analyse and finds a notebook of scrawled customer comments and queries- all negative. Wondering how valid the information is, but realising she probably won’t find anything better, she draws up a check sheet to break down complaints and suggestions by frequency and type. Then she transfers the data onto Pareto charts and finds that the most common cause of customer dissatisfaction is problems with the delivery of furniture customers have ordered.

On investigation, she finds that, when furniture is ordered, the manufacturer quotes a lead time, which sales staff pass on to their customers. The manufacturer is often late with delivery. In turn, manufacturers often blame their suppliers for late delivery of raw materials,

However, because the store has no tracking system, the first the staff in the furnishings department hear of a problem is when customers ring up to complain that their order is overdue and ask when they can expect delivery. The staff then have to search through back orders, check with suppliers to find out the new delivery date and ring the customer back. This is time consuming and creates ill will between customers and the store. It’s also difficult for the staff to find the time to track down late orders, since their priority is meant to be serving customers and ensuring the display area is well presented.

(Reference: Cole,K (2010).Management: theory and practice)

Based on this case study, assume you are a customer service staff and answer the following questions:

Outline the concept of internal and external customers; provide examples using this case study.

List the internal and external customer’s needs of the home furnishing department.

Outline how you will identify the customer’s needs?

Identify the causes for the customer service problem in the home furnishing department.

Provide suggestions to improve the customer service at home furnishing department.

“Quality customer service adds value”. Using this case study as an example, discuss this statement.

Develop policies and procedures to avoid any delay in delivering furniture to customers.

Explain how you will ensure customer’s requirements are met? Provide a strategy.

What lessons can you learn from this case study?

home / study / business / finance / questions and answers / keeping the customers satisfied shelly sanders ... Your question has been answered Let us know if you got a helpful answer. Rate this answer Question: Keeping the Customers Satisfied Shelly Sanders has... Bookmark Keeping the Customers Satisfied Shelly Sanders has just been promoted to supervisor of the home furnishing department of the large department store where she works. The store manager made it clear to her that her first challenge was to turn around the poor performance of the department, particularly in sales, which were below budget, and customer satisfaction. The department receives more complaints than any other in the store (although it rates about average in the chain). Dissatisfied customers contribute to a poor reputation in the community, which translates into poor sales. Shelly decides she needs to learn about the department’s current customers and find out how they feel about purchasing from it. Her first move is to check the department’s information on repeat business. There is none. Next, she hunts out the department’s customer suggestions and complaints records to analyse and finds a notebook of scrawled customer comments and queries- all negative. Wondering how valid the information is, but realising she probably won’t find anything better, she draws up a check sheet to break down complaints and suggestions by frequency and type. Then she transfers the data onto Pareto charts and finds that the most common cause of customer dissatisfaction is problems with the delivery of furniture customers have ordered. On investigation, she finds that, when furniture is ordered, the manufacturer quotes a lead time, which sales staff pass on to their customers. The manufacturer is often late with delivery. In turn, manufacturers often blame their suppliers for late delivery of raw materials, However, because the store has no tracking system, the first the staff in the furnishings department hear of a problem is when customers ring up to complain that their order is overdue and ask when they can expect delivery. The staff then have to search through back orders, check with suppliers to find out the new delivery date and ring the customer back. This is time consuming and creates ill will between customers and the store. It’s also difficult for the staff to find the time to track down late orders, since their priority is meant to be serving customers and ensuring the display area is well presented. (Reference: Cole,K (2010).Management: theory and practice) Based on this case study, assume you are a customer service staff and answer the following questions: Outline the concept of internal and external customers; provide examples using this case study. List the internal and external customer’s needs of the home furnishing department. Outline how you will identify the customer’s needs? Identify the causes for the customer service problem in the home furnishing department. Provide suggestions to improve the customer service at home furnishing department. “Quality customer service adds value”. Using this case study as an example, discuss this statement. Develop policies and procedures to avoid any delay in delivering furniture to customers. Explain how you will ensure customer’s requirements are met? Provide a strategy. What lessons can you learn from this case study?

***Need response by Friday evening or Saturday at the latest!!! These are the details. That's all the instructions that came with the assignment. I'm not sure what else to post. I've got several responses requesting for details. This is it! I need the number portion completed where it says assignment. Please and thank you! This is my 4th time posting. No one has helped me. I followed all the 2 suggestions from the previous folks who offered pointers and still nothing. Someone please help! :(

Overview of the module requires that you run a simulation over an 18-year period, and that you analyze the outcome of the decisions you make at each decision point. In this course, we will be using the MIT Solar Power Pricing Simulation. Read the following introduction to the SunPower case: The Industry Evolution Management Flight Simulator portrays the growth and competition of firms as an industry evolves. Playing the role of chief executive for one of the firms in the industry, you make key decisions involving pricing, investment and marketing in order to succeed in the marketplace. This version of the simulator has been customized to portray the solar power industry, specifically SunPower and other manufacturers of photovoltaic panels (PVs). While historically the cost of electricity from PV panels has limited them to niche applications, there is massive potential for growth in the market if solar power could become a viable alternative to traditional sources of electricity. In the simulator, your job is to maximize SunPower's cumulative profit over a period of eighteen years. To do this, you make pricing and investment decisions each simulated time period. As a young company with a new innovation, you will start the game with a technology that you hope stays proprietary. In theory you can reap the benefits of technological advancements from the rest of the industry while spreading your advancements to them. In addition, you (or your administrator) have the option of setting several other competitive and market scenarios, including the sources and rates of learning, the strength of knowledge spillovers, entry of new competitors, and external incentives that help to drive consumers towards using solar power. You will receive periodic reports including your income statement and industry data. You need to select your strategies based on those reports, your understanding of the underlying industry structure, and your best judgment about how your competitor and customers may respond. Though the model has been carefully calibrated and tested, it is not designed to predict the future or exactly match the history and special circumstances of SunPower. Rather, it is used to illustrate competitive dynamics important not only in the photovoltaic panel industry but in other contexts you may face. Instead of merely "beating the game," focus on understanding the underlying industry structure so you can develop robust, successful strategies. *** Source: Sterman, J. (2014). Eclipsing the competition: The Solar PV industry simulation. Forio. Retrieved on November 23, 2014 from http://forio.com/simulation/solar-test/index.htm#page=market_research Be sure to review the SunPower case study, as it will provide you with background and context for the simulation: http://forio.com/simulation/solar-test/downloads/SunPower-Henderson.pdf Then, visit the simulation here: http://forio.com/simulation/solar-test/index.htm#page=market_research At the landing page, click on “Play as an INDIVIDUAL.” Then, choose a Screen ID and click “Submit.” Familiarize yourself with the simulation. This will require that you get an in-depth understanding of the terminology used in the simulation, as well as the pricing and cost structure of the product. As you begin this simulation (Year 1), your market share is only 2.40%. Your role with the company is to expand your company’s market share over the multi-year period of operations – while recognizing the highest possible cumulative profit. To do this, you must make favorable pricing decisions, and you must ensure that you are improving your product while simultaneously lowering unit costs. Product improvements are determined by the % of revenue allocated to process improvement (i.e., technological advancement = lower unit costs).

**Helpful link: Should you need to brush up on financial analysis, the following presentation provides a very good overview of financial statement analysis: http://vrpacioli.loyola.edu/ac102/chapter17/chapter17.ppt

**This is the piece below I need help with! Not the paper just the number portion of this assignment.

**Assignment Run the simulation, entering the following data into the simulation for each of four decision points (NOTE: Do not change the assumptions displayed in the “Settings” tab): 1) Decision 1: For Years 2008-2012

a) Pricing – Manual

b) Module Price - $0.15

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years

2) Decision 2: For Years 2013-2017

a) Pricing – Manual

b) Module Price - $0.13

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years 3) Decision

3: For Years 2018-2022

a) Pricing – Manual

b) Module Price - $0.11

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years

4) Decision 4: For Years 2023-2025

a) Pricing – Manual

b) Module Price - $0.09

c) Revenue to Process Improvement – 5%

d) Years to Advance – To end At each of the four

(4) decision points above, you are required to analyze the impact of your Module Price on market share and total profits. You are also required to determine how process improvements reduce unit costs over time.

Instructions:

Be sure to copy tables and charts into your Word document to support your analysis. You may need to use Excel to edit the charts and tables.