5/9/2019 1
Case Study: KY LOGISTICS & DISTRIBUTION COMPANY (KYLOD)
Overview
KYLOD is a regional transportation and distribution company in operation for over 40 years. The
company serves major cities in the US’s Midwest region. They are headquartered in Chicago, Illinois and
have a staff of 700 employees including truck drivers. There are six distribution terminals (Chicago IL,
Milwaukee WI, Green Bay Wi, Fort Wayne IN, Indianapolis IN and Grand Rapids MI) for consolidating
freight, and 200 delivery vehicles including 40 tractor/semi-trailer units, 80 box trucks and 80 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. Kevin, the president of the company, would like to see growth at 6% per
year. He would also like to see expenses cut by 6% to help fund new initiatives. Current revenue is about
$42 million a year with profit running at 5%.
To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html
Current Business Operations
KYLOD operates 24 hours a day, 7 days a week. Sales personnel (10 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use KYLOD they call the dispatch office with shipment information. Usually they FAX a copy of
the bill(s) of lading to a terminal with information such as origin, destination, product description,
weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often, they are held up
at a delive.
672015 1 Case Study Rusty Rims (RR) Distribution Co.docxalinainglis
6/7/2015 1
Case Study: Rusty Rims (RR) Distribution Company
Overview
RR is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html
Current Business Operations
RR operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use RR they call the dispatch office with shipment information. Usually they FAX a copy of the
bill (s) of lading to a terminal with information such as origin, destination, product description, weight
and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by.
IT Strategic Plan, Part 1Using the case provided, analyze the busi.docxlmelaine
IT Strategic Plan, Part 1
Using the case provided, analyze the business environment described to develop Part 1 of an IT Strategic Plan. Identify the business’ strategic objectives, develop an IT mission and vision for the organization, describe an appropriate governance process, and provide an inventory of the organization’s current IT projects. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a goal to turn freight around.
2262014 1 Case Study Wobbly Wheels (WW) Distributio.docxeugeniadean34240
2/26/2014 1
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of
the bill (s) of lading to a terminal with information such as origin, destination, product description,
weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by traffic or by lack of available unloading space. This can cause the driver to be
late trying to make the day’s deliveries. Sometimes they get to a destination and the facility is closed
and they bring the freight back to the term.
IT Strategic Plan, Part 2Using the case provided, build on Part .docxlmelaine
IT Strategic Plan, Part 2
Using the case provided, build on Part 1 of your IT Strategic Plan, and develop Part 2. Develop IT strategies to align to the business strategies, complete a roadmap of the current IT projects, propose a new IT project to support the IT strategies, identify risks associated with the IT projects, and explain the steps required to develop a business continuity plan for the most important IT systems. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s sp.
CIO Organization Memo HintsIntroduction and Purpose Note the p.docxchristinemaritza
CIO Organization Memo Hints
Introduction and Purpose: Note the purpose of the memo along with corporate financial objectives.
Leadership Philosophy: Discuss both (1) leadership philosophy and (2) management style of the CIO. Leadership: authoritarian, participative, delegative, and others are examples. Incorporate business strategic objectives, RR’s current IT Portfolio and role of the Governance Board in these projects.
· Leadership Philosophy, Kelly Murray: http://www.polk.amedd.army.mil/docs/Leadership_Philosophy.pdf
· The Leadership Philosophy of 3 P’s: Passion, Purpose, People: http://www.huffingtonpost.com/ekaterina-walter/the-leadership-philosophy_b_4393874.html
· Leadership Philosophy, J. Byrne: http://www.largo.com/egov/gallery/1183485474_176666.pdf
Internal IT Strategies: Your five internal IT strategies (one from Part 2 of your IT Strategic Plan and four more added with this assignment) must also have a minimum of one example of improving the organization’s effectiveness through each of the three elements of people, process and technology. They will not include completion of planned systems or the names of the systems unless you justify how these will improve current processes/systems. These should not be the business strategic objectives from the ITSP #1 assignment.
Some good examples include: better organization of the IT department, transforming it into a CIO organization; refresh/improve the IT infrastructure for RR (similar to above); incorporating governance, prioritize the governance system and projects; process improvements; alignment of IT goals with organization; determine appropriate hardware and back-end software; disaster recovery plan creation; prioritize security needs/plans (including personnel and data); outsource any potential services; increase IT staff; improve product labeling (RFID technology); staff development/training of employees; improve help-desk software and adequacy of personnel; more effective interaction/communication between terminal managers and IT Department; implement SDLC; implement a website for RR; online applications; ensure solutions are meeting business goals; software refresh; automation of inventory; maintain a reliable network; implement redundancy into our architecture (to better ensure backup as part of the BCP; replace outdated hardware; maintain standard operating procedures; cross-training opportunities for IT staff; utilize feedback in decision-making; review current business trends to ensure RR is providing innovative solutions to remain competitive; improve performance of application developers; review current systems to ensure they are meeting needs of the company now and in the future; consider COTS solutions to save developer/programming time; ensure data infrastructure is meeting operational needs; provide network with 24x7x365 availability; create and utilize metrics to gauge success of IT projects; expand web-based applications; implement work orders/help ticke ...
ITSP #2 Assignment HintsFirst, you will revise ITSP #1’s assignm.docxchristiandean12115
ITSP #2 Assignment Hints
First, you will revise ITSP #1’s assignment with my feedback and it will precede ITSP #2’s assignment, on the same document.
IT Strategies: There will be a minimum of one internal IT strategy and two business-enabling IT strategies. They will not be the same organizational strategic objectives you used for the ITSP #1 assignment, nor are they the completion of any of the systems in the IT Portfolio unless you justify how they align to the corporate strategic business objectives. To make it very clear, discuss the relationship between the strategies you present with the corporate strategic business objectives. Discuss how they will benefit RR and any external customers or processes. (Per the assignment, internal and external strategies are discussed in Chapter 9. For an explanation of internal and external IT strategies, see the portion of the text just prior to Table 9.2). Discuss how they relate to your IT vision and advance how RR uses IT (How does it enhance RR’s operations? How is RR becoming more effective in their operations, how are they becoming more efficient and productive through the use of IT? What are the CIO and staff doing to put IT to better use?)
IT Portfolio: This must include the systems in the Inventory of Current IT Projects from the ITSP #1 assignment and the proposed project you will present in the next section. Utilize the table that is provided and list the projects by functional area.
Proposed Project: This will not be any of the projects presented in the Current Inventory of IT Projects from the ITSP #1 assignment. You can scrap a current system (Fleet Maintenance, Route Optimization/Freight Tracking) and integrate a new solution, but considerable thought should be made prior to making that decision. It can be a new solution not being covered in the Current Inventory of IT Projects. The project must support either the internal IT or business-enabling strategy presented in section #1 of this assignment. (You can propose a specific vendor package though it is not necessary. However, if you are incorporating an integrated solution, you should discuss the various features of the package that are appropriate for the study.
Solution
s such as backups, training of employees, utilizing social media and involving Human Resources are not appropriate solutions for this assignment.) To ensure you are on the right track, explain the relationship between your proposed project andthe internal IT/business-enabling strategy.
· How Inventory System Software Can Help Reduce Costs – BusinessBee, S. Teczar:http://www.businessbee.com/resources/operations/how-inventory-system-software-can-help-reduce-costs/
· Axon - Trucking Software: http://www.axonsoftware.com/
· Cheetah.com, Delivery and LTL Software | Cheetah Software Systems: http://www.cheetah.com
Risk Management: Explain how the risk you present relates to the case study to ensure your risk information relates to the case study facts.
· R.
Sheet1EarthMover ProjectCurrent project has a critical path of 30.docxbjohn46
Sheet1EarthMover Project"Current project has a critical path of 30 days. You must complete the job by at least day 26!"NORMALCRASHActivityTime (weeks)CostBest Time (weeks)Activity Crash Cost ($)Time reduction (weeks)Crash Cost ($/week)A6$ 80,0005$ 20,0001$ 20,000B4$ 100,0004$ - 00C3$ 50,0002$ 50,0001$ 50,000D6$ 150,0003$ 150,0003$ 50,000E3$ 180,0002$ 70,0001$ 70,000F10$ 300,0007$ 180,0003$ 60,000G2$ 100,0002$ - 00H6$ 450,0005$ 350,0001$ 350,000I8$ 350,0004$ 300,0004$ 75,000Goal to complete by:30weeks<---- Change this goal from the currect 30 weeks to the new 26 week target!Objective FunctionThen run SOLVER to find the least expensive way to reach your goal !!!Min cost to CRASH$ - 0Xi = earliest finish time for activity i EF-limitYi = the amount of time activity i is crashed Max crash availableNew timeA6=6A0<=1A6B10=10B0<=0B4C9=9C0<=1C3D16=16D0<=3D6E13=13E0<=1E3F20=20F0<=3F10G22=22G0<=0G2H28=28H0<=1H6I30=30I0<=4I8Note:EF = EF of previous + tNon-negativity constraintsNew t = Original t - CrashNew Finish timeGoalH28<=30I30<=30
KY Logistics & Distribution Company (KYLOD)
IT Strategic Plan for KY Logistics and Distribution Company
Nambo Francis
IFSM 301
ITSP: KY Logistics &Distribution Company
May 31, 2019
May 31.20196
IT strategic plan for KY Logistics and Distribution Company
1. Business Statement - KY Logistics and Distribution Company (KYLOD) is a zonal company which has been offering transportation and services for the past four decades. The company provides its services to major cities in the Midwest region of the United States. Their headquarters is located in Chicago, Illinois. They have a total staff of 700 employees, including all the truck drivers. They have several distribution terminals which are located in Chicago, Milwaukee, Green Bay, Fort Wayne Indianapolis, and Grand Rapids, which help to fuse shipping, they also have vehicles including 40 tractors, 80 box trucks, and 80-panel vans. The company’s line of business is highly competitive, and they have shown slow growth due to a sluggish economy. Kevin, the company president, aspires, to see an increase in the rate of 6% per year. They work 24/7, with their salespersons visiting everywhere to market the company and make quotations. A dispatcher at terminal makes a list of freight pickups and drives and follows the routes making the drops at the respective stoppages. The company is reliable and competent in all their transport and distributive endeavors.
2. Business Strategic Objectives - KYLDO has three particular objectives which it intends to pursue and realize success in the next business year strategically and to give better services to their customers (firstgroupplc.com, 2014). They objectives are discussed below.
Business Strategic Objective 1: Focused and Disciplined Bidding
· The company is willing to be diligent and straightforward in their bargaining for freight transportation prices whenever they have to.
Running Head WOBBLY WHEELS DISTRIBUTION COMPANY1WOBBLY WHEELS .docxagnesdcarey33086
Running Head: WOBBLY WHEELS DISTRIBUTION COMPANY 1
WOBBLY WHEELS DISTRIBUTION COMPANY 7
Wobbly Wheels Distribution Company
Richard Kennedy
Case Study
Institution
6/1/2014
Part 1
Business environment
Business environment refers to both internal and external factors which affect the operations of a given business or organizational entity (Fernando, 2011). Wobbly Wheels Distribution Company is a distribution and transportation company that serves major cities in the mid-Atlantic region. It is located in Wilmington, Delaware and boosts of more than 400 employees. The company has 6 distribution channels for consolidating freight and 100 delivery vehicles. The business environment is highly competitive and there has been stagnant growth due to a slow economy. The president of the company wishes to reduce the expenses by 5% and set growth at 5% in order to fund new initiatives.
According to Wobbly Wheels (WW) Distribution Company, their environment of operation is affected by several other business environment factors. In developing an efficient IT strategic plan, the company has to evaluate various results such a development may bring to the firm.
In developing a new IT strategic plan, Wobbly Wheels Distribution Company will have to consider the effects on its personnel. The new plan must be a morale booster rather than a demoralizing tool to the customers. The drivers are the most outspoken and good ambassadors to the company and the new system should provide them with an extra motivation.
The company also considers the legal factors in their operations. This involves ensuring compliance with the set federal and state laws whereby the ones given foremost attention are: the Sarbanes Oxley financial audit, a federal requiring that vehicles go through a safety check every 10,000 miles and finally an FCC reporting requirement which requires statements on the number of hours each driver is involved in the company’s operations.
In developing a new IT strategic plan, the company should consider the technological implications of the system. The two-way radio that is used as a mode of communication between the dispatchers at the terminals and the drivers usually has low power which may result in relatively short range compared to other high power radios. Also the further apart the users are the higher the possibility of harmful interferences e.g. a nearby PMR446 walkie-talkie may unknowingly block the lines thus interfering with communication.
Business strategic objective
A business strategic objective refers to the goals set by an organization or a business entity whose fulfillment is deemed as appropriate by the business. (Kelly, 2006)
Wobbly Wheels Distribution Company has set various strategic objectives. One of their main objectives is providing their customers with warehousing services as this will go a long way in reducing their customers’ delivery time since their products will be available locally. Another objective is improving the.
672015 1 Case Study Rusty Rims (RR) Distribution Co.docxalinainglis
6/7/2015 1
Case Study: Rusty Rims (RR) Distribution Company
Overview
RR is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html
Current Business Operations
RR operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use RR they call the dispatch office with shipment information. Usually they FAX a copy of the
bill (s) of lading to a terminal with information such as origin, destination, product description, weight
and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by.
IT Strategic Plan, Part 1Using the case provided, analyze the busi.docxlmelaine
IT Strategic Plan, Part 1
Using the case provided, analyze the business environment described to develop Part 1 of an IT Strategic Plan. Identify the business’ strategic objectives, develop an IT mission and vision for the organization, describe an appropriate governance process, and provide an inventory of the organization’s current IT projects. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a goal to turn freight around.
2262014 1 Case Study Wobbly Wheels (WW) Distributio.docxeugeniadean34240
2/26/2014 1
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of
the bill (s) of lading to a terminal with information such as origin, destination, product description,
weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by traffic or by lack of available unloading space. This can cause the driver to be
late trying to make the day’s deliveries. Sometimes they get to a destination and the facility is closed
and they bring the freight back to the term.
IT Strategic Plan, Part 2Using the case provided, build on Part .docxlmelaine
IT Strategic Plan, Part 2
Using the case provided, build on Part 1 of your IT Strategic Plan, and develop Part 2. Develop IT strategies to align to the business strategies, complete a roadmap of the current IT projects, propose a new IT project to support the IT strategies, identify risks associated with the IT projects, and explain the steps required to develop a business continuity plan for the most important IT systems. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s sp.
CIO Organization Memo HintsIntroduction and Purpose Note the p.docxchristinemaritza
CIO Organization Memo Hints
Introduction and Purpose: Note the purpose of the memo along with corporate financial objectives.
Leadership Philosophy: Discuss both (1) leadership philosophy and (2) management style of the CIO. Leadership: authoritarian, participative, delegative, and others are examples. Incorporate business strategic objectives, RR’s current IT Portfolio and role of the Governance Board in these projects.
· Leadership Philosophy, Kelly Murray: http://www.polk.amedd.army.mil/docs/Leadership_Philosophy.pdf
· The Leadership Philosophy of 3 P’s: Passion, Purpose, People: http://www.huffingtonpost.com/ekaterina-walter/the-leadership-philosophy_b_4393874.html
· Leadership Philosophy, J. Byrne: http://www.largo.com/egov/gallery/1183485474_176666.pdf
Internal IT Strategies: Your five internal IT strategies (one from Part 2 of your IT Strategic Plan and four more added with this assignment) must also have a minimum of one example of improving the organization’s effectiveness through each of the three elements of people, process and technology. They will not include completion of planned systems or the names of the systems unless you justify how these will improve current processes/systems. These should not be the business strategic objectives from the ITSP #1 assignment.
Some good examples include: better organization of the IT department, transforming it into a CIO organization; refresh/improve the IT infrastructure for RR (similar to above); incorporating governance, prioritize the governance system and projects; process improvements; alignment of IT goals with organization; determine appropriate hardware and back-end software; disaster recovery plan creation; prioritize security needs/plans (including personnel and data); outsource any potential services; increase IT staff; improve product labeling (RFID technology); staff development/training of employees; improve help-desk software and adequacy of personnel; more effective interaction/communication between terminal managers and IT Department; implement SDLC; implement a website for RR; online applications; ensure solutions are meeting business goals; software refresh; automation of inventory; maintain a reliable network; implement redundancy into our architecture (to better ensure backup as part of the BCP; replace outdated hardware; maintain standard operating procedures; cross-training opportunities for IT staff; utilize feedback in decision-making; review current business trends to ensure RR is providing innovative solutions to remain competitive; improve performance of application developers; review current systems to ensure they are meeting needs of the company now and in the future; consider COTS solutions to save developer/programming time; ensure data infrastructure is meeting operational needs; provide network with 24x7x365 availability; create and utilize metrics to gauge success of IT projects; expand web-based applications; implement work orders/help ticke ...
ITSP #2 Assignment HintsFirst, you will revise ITSP #1’s assignm.docxchristiandean12115
ITSP #2 Assignment Hints
First, you will revise ITSP #1’s assignment with my feedback and it will precede ITSP #2’s assignment, on the same document.
IT Strategies: There will be a minimum of one internal IT strategy and two business-enabling IT strategies. They will not be the same organizational strategic objectives you used for the ITSP #1 assignment, nor are they the completion of any of the systems in the IT Portfolio unless you justify how they align to the corporate strategic business objectives. To make it very clear, discuss the relationship between the strategies you present with the corporate strategic business objectives. Discuss how they will benefit RR and any external customers or processes. (Per the assignment, internal and external strategies are discussed in Chapter 9. For an explanation of internal and external IT strategies, see the portion of the text just prior to Table 9.2). Discuss how they relate to your IT vision and advance how RR uses IT (How does it enhance RR’s operations? How is RR becoming more effective in their operations, how are they becoming more efficient and productive through the use of IT? What are the CIO and staff doing to put IT to better use?)
IT Portfolio: This must include the systems in the Inventory of Current IT Projects from the ITSP #1 assignment and the proposed project you will present in the next section. Utilize the table that is provided and list the projects by functional area.
Proposed Project: This will not be any of the projects presented in the Current Inventory of IT Projects from the ITSP #1 assignment. You can scrap a current system (Fleet Maintenance, Route Optimization/Freight Tracking) and integrate a new solution, but considerable thought should be made prior to making that decision. It can be a new solution not being covered in the Current Inventory of IT Projects. The project must support either the internal IT or business-enabling strategy presented in section #1 of this assignment. (You can propose a specific vendor package though it is not necessary. However, if you are incorporating an integrated solution, you should discuss the various features of the package that are appropriate for the study.
Solution
s such as backups, training of employees, utilizing social media and involving Human Resources are not appropriate solutions for this assignment.) To ensure you are on the right track, explain the relationship between your proposed project andthe internal IT/business-enabling strategy.
· How Inventory System Software Can Help Reduce Costs – BusinessBee, S. Teczar:http://www.businessbee.com/resources/operations/how-inventory-system-software-can-help-reduce-costs/
· Axon - Trucking Software: http://www.axonsoftware.com/
· Cheetah.com, Delivery and LTL Software | Cheetah Software Systems: http://www.cheetah.com
Risk Management: Explain how the risk you present relates to the case study to ensure your risk information relates to the case study facts.
· R.
Sheet1EarthMover ProjectCurrent project has a critical path of 30.docxbjohn46
Sheet1EarthMover Project"Current project has a critical path of 30 days. You must complete the job by at least day 26!"NORMALCRASHActivityTime (weeks)CostBest Time (weeks)Activity Crash Cost ($)Time reduction (weeks)Crash Cost ($/week)A6$ 80,0005$ 20,0001$ 20,000B4$ 100,0004$ - 00C3$ 50,0002$ 50,0001$ 50,000D6$ 150,0003$ 150,0003$ 50,000E3$ 180,0002$ 70,0001$ 70,000F10$ 300,0007$ 180,0003$ 60,000G2$ 100,0002$ - 00H6$ 450,0005$ 350,0001$ 350,000I8$ 350,0004$ 300,0004$ 75,000Goal to complete by:30weeks<---- Change this goal from the currect 30 weeks to the new 26 week target!Objective FunctionThen run SOLVER to find the least expensive way to reach your goal !!!Min cost to CRASH$ - 0Xi = earliest finish time for activity i EF-limitYi = the amount of time activity i is crashed Max crash availableNew timeA6=6A0<=1A6B10=10B0<=0B4C9=9C0<=1C3D16=16D0<=3D6E13=13E0<=1E3F20=20F0<=3F10G22=22G0<=0G2H28=28H0<=1H6I30=30I0<=4I8Note:EF = EF of previous + tNon-negativity constraintsNew t = Original t - CrashNew Finish timeGoalH28<=30I30<=30
KY Logistics & Distribution Company (KYLOD)
IT Strategic Plan for KY Logistics and Distribution Company
Nambo Francis
IFSM 301
ITSP: KY Logistics &Distribution Company
May 31, 2019
May 31.20196
IT strategic plan for KY Logistics and Distribution Company
1. Business Statement - KY Logistics and Distribution Company (KYLOD) is a zonal company which has been offering transportation and services for the past four decades. The company provides its services to major cities in the Midwest region of the United States. Their headquarters is located in Chicago, Illinois. They have a total staff of 700 employees, including all the truck drivers. They have several distribution terminals which are located in Chicago, Milwaukee, Green Bay, Fort Wayne Indianapolis, and Grand Rapids, which help to fuse shipping, they also have vehicles including 40 tractors, 80 box trucks, and 80-panel vans. The company’s line of business is highly competitive, and they have shown slow growth due to a sluggish economy. Kevin, the company president, aspires, to see an increase in the rate of 6% per year. They work 24/7, with their salespersons visiting everywhere to market the company and make quotations. A dispatcher at terminal makes a list of freight pickups and drives and follows the routes making the drops at the respective stoppages. The company is reliable and competent in all their transport and distributive endeavors.
2. Business Strategic Objectives - KYLDO has three particular objectives which it intends to pursue and realize success in the next business year strategically and to give better services to their customers (firstgroupplc.com, 2014). They objectives are discussed below.
Business Strategic Objective 1: Focused and Disciplined Bidding
· The company is willing to be diligent and straightforward in their bargaining for freight transportation prices whenever they have to.
Running Head WOBBLY WHEELS DISTRIBUTION COMPANY1WOBBLY WHEELS .docxagnesdcarey33086
Running Head: WOBBLY WHEELS DISTRIBUTION COMPANY 1
WOBBLY WHEELS DISTRIBUTION COMPANY 7
Wobbly Wheels Distribution Company
Richard Kennedy
Case Study
Institution
6/1/2014
Part 1
Business environment
Business environment refers to both internal and external factors which affect the operations of a given business or organizational entity (Fernando, 2011). Wobbly Wheels Distribution Company is a distribution and transportation company that serves major cities in the mid-Atlantic region. It is located in Wilmington, Delaware and boosts of more than 400 employees. The company has 6 distribution channels for consolidating freight and 100 delivery vehicles. The business environment is highly competitive and there has been stagnant growth due to a slow economy. The president of the company wishes to reduce the expenses by 5% and set growth at 5% in order to fund new initiatives.
According to Wobbly Wheels (WW) Distribution Company, their environment of operation is affected by several other business environment factors. In developing an efficient IT strategic plan, the company has to evaluate various results such a development may bring to the firm.
In developing a new IT strategic plan, Wobbly Wheels Distribution Company will have to consider the effects on its personnel. The new plan must be a morale booster rather than a demoralizing tool to the customers. The drivers are the most outspoken and good ambassadors to the company and the new system should provide them with an extra motivation.
The company also considers the legal factors in their operations. This involves ensuring compliance with the set federal and state laws whereby the ones given foremost attention are: the Sarbanes Oxley financial audit, a federal requiring that vehicles go through a safety check every 10,000 miles and finally an FCC reporting requirement which requires statements on the number of hours each driver is involved in the company’s operations.
In developing a new IT strategic plan, the company should consider the technological implications of the system. The two-way radio that is used as a mode of communication between the dispatchers at the terminals and the drivers usually has low power which may result in relatively short range compared to other high power radios. Also the further apart the users are the higher the possibility of harmful interferences e.g. a nearby PMR446 walkie-talkie may unknowingly block the lines thus interfering with communication.
Business strategic objective
A business strategic objective refers to the goals set by an organization or a business entity whose fulfillment is deemed as appropriate by the business. (Kelly, 2006)
Wobbly Wheels Distribution Company has set various strategic objectives. One of their main objectives is providing their customers with warehousing services as this will go a long way in reducing their customers’ delivery time since their products will be available locally. Another objective is improving the.
IoT in Logistics and Supply Chain- Role, Benefits and Use Cases.Techugo
The Internet of Things will soon connect 50 billion devices. It will create a global network of interconnected devices, computer networks, and sensors that all use the internet protocol. As the industry adopts the necessary technology, the Internet of Things is evolving for logistics and supply chain management.
Technology’s nature also provides many benefits and opportunities for supply chain monitoring and vehicle tracking, inventory management, and safe transportation.
Gg freight case study grace ijeluumgcgg freightjoney4
GG Freight is a freight company operating in the southwestern US with $35 million in annual revenue. It has eight terminals and 750 employees. The company aims to increase profits to 8% through cost reductions and efficiency gains. The current IT system handles freight tracking, fleet maintenance, finance, and accounting. The new CIO plans to restructure IT as a strategic department to better support the business through initiatives like unified communications, open source software, customer relationship management, and business intelligence.
IoT in Logistics and Supply Chain- Role, Benefits and Use Cases.Techugo
Discover how the Internet of Things (IoT) is revolutionizing logistics and supply chain management. IoT devices enable real-time monitoring of inventory, transportation, and delivery, increasing efficiency, reducing costs, and improving customer satisfaction. Explore the role, benefits, and use cases of IoT in logistics and supply chain management, and learn how it can help you streamline your operations and stay ahead of the competition.
Visibility is so important that Gartner introduced its first Magic Quadrant for Real-Time Transportation Visibility Platforms last year. This report defines these platforms as systems that provide businesses with real-time insights into shipments. Visibility helps companies avoid supply chain disruptions and make smarter decisions to ensure orders arrive on time, in full.
IoT in logistics and supply chain management by providing real-time visibility and transparency. It allows the tracking of goods, equipment, and vehicles using sensors, RFID, and other technologies. IoT helps optimize operations by automating inventory management, predicting demand, reducing waste, and enhancing efficiency.
chinabusinessreview.com April–June 2012 13
L
ogistics is an essential component of a successful
deal anywhere in the world, but especially in China
where services offered may not be what they seem.
Global supply chains are easily disrupted when
companies do not consider critical logistics services
or blindly trust their supplier to arrange transportation and the
export of products from China.
To avoid these supply chain traps, consider these nine rules:
1. Carefully select a logistics and .transportation supplier
There are thousands of small logistics companies in China
that advertise as freight forwarders and export trade brokers.
Almost anyone will say they can do this job because they
A carefully selected logistics partner can help companies
overcome their China supply chain challenges.
Nine Rules for Logistics in China
Rosemary Coates
F O C U S : D I S T R I B U T I O N & LO G I S T I C S
Companies in China should select a logistics provider with a global network of offices, standard procedures, and up-to-date information technology systems.
Ch
in
a
Fo
to
P
re
ss
14 April–June 2012 chinabusinessreview.com
have connections to trade services. But so many things can
go wrong and result in supply chain disasters. If a company
cannot get goods to market in time for the season or the
sale, or to meet peak demand, the company’s logistics net-
work has failed.
Small freight forwarders can provide personalized service
when a company needs special care, but they may also add
time and frustration to your supply chain. Because they are
independent businesses, small, independent Chinese forward-
ers rely on a network of agency relationships and one-off
favors to move freight. Essentially, these small forwarders and
brokers are just cargo coordinators. They typically do not
own any of their own equipment, make no investments in
capital equipment or systems, and rely on subcontractors to
provide trucking, air, and ocean freight. Their networks are
only as strong as the weakest link. It is common to see small
forwarders like this in tier-two or tier-three cities, moving
cargo in tricycle carts from manufacturing sites to airports.
Some of these companies also subcontract the preparation of
export documentation, including US Customs’ 10+2 report-
ing—the information now required to be processed before an
ocean shipment, bound for the United States, can leave a for-
eign country—which can cause delays in China if documents
are not properly prepared. Companies should select a freight
forwarder or broker with a global network of company-
owned offices, standard procedures, and information technol-
ogy (IT) systems capabilities that comply with the complicat-
ed export and import regulations.
Global logistics providers that have established offices across
China, such as Expeditors International of Washington, Inc.,
CEVA Logistics, DB Schenker, Kuehne & Nagel International
AG, among others, o ...
Benefits of Custom Mobile Apps for Transportation and Logistics CompaniesJohn Smith
Custom mobile apps can be a game-changer for transportation and logistics companies in today's fast-paced world. Firstly, they streamline operations like never before. These apps can provide real-time tracking of shipments, helping companies monitor their fleet's location and status, which leads to better route planning and reduced delays. Plus, drivers can receive instant updates, making their jobs more manageable and efficient.
Another significant benefit is cost reduction. With custom mobile apps tailored to your company's specific needs, you can cut down on paperwork and manual data entry. This not only saves time but also reduces the chance of errors. Imagine a world where all your invoices, receipts, and reports are digitized and easily accessible through a mobile app – it's a reality with these solutions. Additionally, mobile apps can integrate with other systems, like GPS and inventory management, to provide a comprehensive view of your logistics operations, enabling better decision-making. So, in a nutshell, custom mobile apps aren't just a luxury but a necessity for transportation and logistics companies aiming to stay competitive and efficient in today's market.
Now, let me share a little anecdote from my own life. A few years back, I used to work for a small logistics company that was struggling to keep up with the demands of its clients. We were drowning in paperwork, and our drivers were often lost in transit. It was a nightmare! But then, we decided to invest in a custom mobile app. Within a few months, our entire operation transformed. We could track our trucks in real-time, optimize routes to save fuel, and say goodbye to the endless stacks of paperwork. It not only boosted our productivity but also improved customer satisfaction. So trust me, the benefits of custom mobile apps for transportation and logistics companies are not to be underestimated – they can turn your logistics nightmare into a smooth operation!
This document provides a summary of Roberto M. Delgado Kalisch's professional experience and qualifications. He has over 25 years of experience in supply chain management, logistics, operations, and lean manufacturing. His most recent role was as Logistics Value Stream Manager at Welch Allyn de Mexico, where he led various kaizen events and process improvement initiatives that significantly reduced costs and inventories. He is skilled at implementing lean tools like DMAIC, SMED, kanban systems, and visual management techniques.
Strategic Plan Part 2: SWOT Analysis Paper
Jon Thompson
BUS/475
November 14, 2016
Michael Portillo
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
Strategic Plan Part 2: SWOT Analysis Paper
Organizations in-charge of shipment and ferrying of goods have increasingly become concerned due to the widespread changes in the economy, the installations of new regulations, and the current initiatives on highway funding. It is of importance to note that some changes progress faster than others. Soon, this is expected to take place in the trucking industry. The shortage of drivers, which has become a universal norm, will ensure that the trucking companies are bewildered so as to be able to attract and ensure that their professionals remain (Trends to Track in 2016 - Article - TruckingInfo.com. 2016). The economic state has taken a back seat, but the direction it has taken is a huge blow for all of the stakeholders in the trucking sector. The following are some of the forces and trends that are expected to reshape the transportation industry in the future.
The United States' economy is one of the fastest growing economies in the world today with about 2.5% annual growth rate. The pace is expected to escalate in the next coming years. The major influencers of the economy are the solid momentum in the domestic market as opposed to a cautious approach to investment in the global environment, which is very emaciated. However, businesses in the country have shown to be conservative on the current elective environment. They continue in spite of lacking a strong dollar and are waiting for growth in the economy that has led to the opportunities of exportation being slim (Regulation & Legislation: Truckers Get the Message - Inbound Logistics. (2016).
Further, weakness is showing by reduced investment levels and productivity; the American economy is expected to resume normality, resulting in labor shortages which might pressurize wages and hence eat into the profits earned by the corporate firms. To curb this, Swift Transportation Company has the objective of remaining active and hence, extending the above average growth for a longer period. The plan by the organization will be of great help because the economic components are continuing at levels that are not sustainable. The current economic variables make the group predict the economic growth rate to be at a staggering 2.8% for this fiscal year (Trends to Track in 2016 - Article - TruckingInfo.com. 2016).
More concerns threaten the annual economic gains for the organization in the financial year. The risks are associated with the slowing down in the domestic economies overseas. The economies continued slowing is considered a threat because it can constrain the projected growth rate at a mere 1%. When this happens, then, there are very high possibilities that those financial markets at the global level will be hugely affected and this will tran.
A supply chain consists of all parties involved
directly or indirectly, in fulfilling a customer request. The supply
chain includes not only the manufacturers and suppliers, but also
transporters, workhouse, retailers and even customers
themselves. Within each organization, such as a manufactures,
the supply chain includes all functions involved in receiving and
filling a customer request. These functions include, but are not
limited to, new product development, marketing operations,
distributions, finance, and customer service. Supply chain
management (SCM) is the management of an interconnected or
interlinked between network, channel and node businesses
involved in the provision of product and service packages
required by the end customers in a supply chain. Supply chain
management spans the movement and storage of raw materials,
work-in-process inventory, and finished goods from point of
origin to point of consumption. It is also defined as the "design,
planning, execution, control, and monitoring of supply chain
activities with the objective of creating net value, building a
competitive infrastructure, leveraging worldwide logistics,
synchronizing supply with demand and measuring performance
globally.
Case StudyFrancisco LeonGrantham University.docxrobert345678
Case Study
Francisco Leon
Grantham University
LOG456 Emerging Trend Supply Chain
Instructor:
Due Date:12/20/2022
CASE QUESTIONS
1. What factors help to explain why J&J historically had as many as 12 distribution centers in Europe?
· In the past, Johnson & Johnson had as many as 12 distribution centers in Europe. This was because they focused on meeting their European customers' needs and service expectations. The company emphasizes keeping a high level of service by giving customers one-day and two-day delivery. It also cuts down on time it takes to place an order and get a shipment to its destination.
2. What steps in the supply chain network design process discussed in this chapter would have been most relevant to the task faced by J&J in Europe?
These steps would have helped J&J make a good design for its supply chain network.
1. Business development and resource allocation: They can look at business data and determine what resources will be needed and how to get them and use them on time. This includes finding out what customers want and taking environmental factors into account. So, to grow their business, they need to hire more people, analyze data, and set goals. Once this is done, they can start building a team and figuring out their plans.
2. Network optimization software can help them reduce the number of distribution centers. They can also plan an audit of their supply chain, which wallow help them find places to cut costs.
3. Model baseline scenario
As is—simulate transportation in and out, build and simulate business scenarios, create an econometric financial model, and develop assumptions and constraints for the infrastructure.
4. Coming up with a plan
Defining the main scenario to be evaluated, simulating inventory assets by plan, representing operating, capital, and one-time expenses, developing a financial model by design, and addressing IT, tax, incentive, legal, and infrastructure issues. Develop a plan for transition and implementation, including a timeline, resources, funds, structure, limitations, partners, stakeholders, and a communication strategy.
3. Are there other factors that the network optimization study should have considered?
· Essential things to consider are how close you are to your customers and how much money it will cost you to get there from where you are right now. These are the factors that are most important to consider. These are the two aspects that constitute the most important aspects to take into consideration. Because the frameworks have already been established, every phase that is still to come may have already been planned out. The corporation has significant data about the costs associated with the land and the utilities. In addition to the information it possesses regarding the labor market and the supplier network, this is another area in which it excels. The company will only need to make modifications to the components of the logistics network that are the mos.
The document describes 5 projects completed by Zycron's Project Management Office at the City of Memphis:
1. Red Light Camera Implementation to reduce traffic accidents through camera installation.
2. New Animal Shelter to implement technology for the newly constructed shelter.
3. Oracle Enterprise Asset Management to replace antiquated asset tracking systems.
4. Fire Services Computer-Aided Dispatch to provide updated dispatching and records management systems.
5. NeoGov Implementation to replace existing applicant tracking systems with a new web-based solution.
FMI is a logistics and transportation management company that has been in business for over 34 years. They have over 86 clients nationwide and offices across the US and in Germany. Their services include freight program development, traffic department management, auditing, payment processing, and strategic planning to help clients reduce costs and improve product flow. FMI prides itself on developing customized solutions for each client and having dedicated staff and long-term carrier relationships to ensure shipping needs are met.
Phillip H. McGavin is a global supply chain and logistics executive with over 25 years of experience leading operations for companies in various industries. He has a proven track record of driving improvements in productivity, efficiency, quality and profitability. Some of his accomplishments include starting up new logistics operations following a corporate spinoff, building an international freight forwarding network that reduced costs by $1.1 million annually, and automating third-party logistics invoice auditing to accelerate processing and reduce errors. He holds an MBA in Management and a BS in Logistics/Supply Chain.
TCI Express is headquartered in Gurugram, established in the year 1996 by the name of TCI XPS as a division of erstwhile Transport Corporation of India Ltd (TCIL) to cater to the express cargo logistics needs of its existing and potential customers.
The Company has been separated from TCIL and renamed TCI Express Ltd effective from April 1, 2016, after positioning itself as an end to end express distribution specialist in a time-bound manner via surface transport.
TCI Express is headquartered in Gurugram, established in the year 1996 by the name of TCI XPS as a division of erstwhile Transport Corporation of India Ltd (TCIL) to cater to the express cargo logistics needs of its existing and potential customers.
The company has been separated from TCIL and renamed TCI Express Ltd effective from April 1, 2016, after positioning itself as an end to end express distribution specialist in a time-bound manner via surface transport.
Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
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IoT in Logistics and Supply Chain- Role, Benefits and Use Cases.Techugo
The Internet of Things will soon connect 50 billion devices. It will create a global network of interconnected devices, computer networks, and sensors that all use the internet protocol. As the industry adopts the necessary technology, the Internet of Things is evolving for logistics and supply chain management.
Technology’s nature also provides many benefits and opportunities for supply chain monitoring and vehicle tracking, inventory management, and safe transportation.
Gg freight case study grace ijeluumgcgg freightjoney4
GG Freight is a freight company operating in the southwestern US with $35 million in annual revenue. It has eight terminals and 750 employees. The company aims to increase profits to 8% through cost reductions and efficiency gains. The current IT system handles freight tracking, fleet maintenance, finance, and accounting. The new CIO plans to restructure IT as a strategic department to better support the business through initiatives like unified communications, open source software, customer relationship management, and business intelligence.
IoT in Logistics and Supply Chain- Role, Benefits and Use Cases.Techugo
Discover how the Internet of Things (IoT) is revolutionizing logistics and supply chain management. IoT devices enable real-time monitoring of inventory, transportation, and delivery, increasing efficiency, reducing costs, and improving customer satisfaction. Explore the role, benefits, and use cases of IoT in logistics and supply chain management, and learn how it can help you streamline your operations and stay ahead of the competition.
Visibility is so important that Gartner introduced its first Magic Quadrant for Real-Time Transportation Visibility Platforms last year. This report defines these platforms as systems that provide businesses with real-time insights into shipments. Visibility helps companies avoid supply chain disruptions and make smarter decisions to ensure orders arrive on time, in full.
IoT in logistics and supply chain management by providing real-time visibility and transparency. It allows the tracking of goods, equipment, and vehicles using sensors, RFID, and other technologies. IoT helps optimize operations by automating inventory management, predicting demand, reducing waste, and enhancing efficiency.
chinabusinessreview.com April–June 2012 13
L
ogistics is an essential component of a successful
deal anywhere in the world, but especially in China
where services offered may not be what they seem.
Global supply chains are easily disrupted when
companies do not consider critical logistics services
or blindly trust their supplier to arrange transportation and the
export of products from China.
To avoid these supply chain traps, consider these nine rules:
1. Carefully select a logistics and .transportation supplier
There are thousands of small logistics companies in China
that advertise as freight forwarders and export trade brokers.
Almost anyone will say they can do this job because they
A carefully selected logistics partner can help companies
overcome their China supply chain challenges.
Nine Rules for Logistics in China
Rosemary Coates
F O C U S : D I S T R I B U T I O N & LO G I S T I C S
Companies in China should select a logistics provider with a global network of offices, standard procedures, and up-to-date information technology systems.
Ch
in
a
Fo
to
P
re
ss
14 April–June 2012 chinabusinessreview.com
have connections to trade services. But so many things can
go wrong and result in supply chain disasters. If a company
cannot get goods to market in time for the season or the
sale, or to meet peak demand, the company’s logistics net-
work has failed.
Small freight forwarders can provide personalized service
when a company needs special care, but they may also add
time and frustration to your supply chain. Because they are
independent businesses, small, independent Chinese forward-
ers rely on a network of agency relationships and one-off
favors to move freight. Essentially, these small forwarders and
brokers are just cargo coordinators. They typically do not
own any of their own equipment, make no investments in
capital equipment or systems, and rely on subcontractors to
provide trucking, air, and ocean freight. Their networks are
only as strong as the weakest link. It is common to see small
forwarders like this in tier-two or tier-three cities, moving
cargo in tricycle carts from manufacturing sites to airports.
Some of these companies also subcontract the preparation of
export documentation, including US Customs’ 10+2 report-
ing—the information now required to be processed before an
ocean shipment, bound for the United States, can leave a for-
eign country—which can cause delays in China if documents
are not properly prepared. Companies should select a freight
forwarder or broker with a global network of company-
owned offices, standard procedures, and information technol-
ogy (IT) systems capabilities that comply with the complicat-
ed export and import regulations.
Global logistics providers that have established offices across
China, such as Expeditors International of Washington, Inc.,
CEVA Logistics, DB Schenker, Kuehne & Nagel International
AG, among others, o ...
Benefits of Custom Mobile Apps for Transportation and Logistics CompaniesJohn Smith
Custom mobile apps can be a game-changer for transportation and logistics companies in today's fast-paced world. Firstly, they streamline operations like never before. These apps can provide real-time tracking of shipments, helping companies monitor their fleet's location and status, which leads to better route planning and reduced delays. Plus, drivers can receive instant updates, making their jobs more manageable and efficient.
Another significant benefit is cost reduction. With custom mobile apps tailored to your company's specific needs, you can cut down on paperwork and manual data entry. This not only saves time but also reduces the chance of errors. Imagine a world where all your invoices, receipts, and reports are digitized and easily accessible through a mobile app – it's a reality with these solutions. Additionally, mobile apps can integrate with other systems, like GPS and inventory management, to provide a comprehensive view of your logistics operations, enabling better decision-making. So, in a nutshell, custom mobile apps aren't just a luxury but a necessity for transportation and logistics companies aiming to stay competitive and efficient in today's market.
Now, let me share a little anecdote from my own life. A few years back, I used to work for a small logistics company that was struggling to keep up with the demands of its clients. We were drowning in paperwork, and our drivers were often lost in transit. It was a nightmare! But then, we decided to invest in a custom mobile app. Within a few months, our entire operation transformed. We could track our trucks in real-time, optimize routes to save fuel, and say goodbye to the endless stacks of paperwork. It not only boosted our productivity but also improved customer satisfaction. So trust me, the benefits of custom mobile apps for transportation and logistics companies are not to be underestimated – they can turn your logistics nightmare into a smooth operation!
This document provides a summary of Roberto M. Delgado Kalisch's professional experience and qualifications. He has over 25 years of experience in supply chain management, logistics, operations, and lean manufacturing. His most recent role was as Logistics Value Stream Manager at Welch Allyn de Mexico, where he led various kaizen events and process improvement initiatives that significantly reduced costs and inventories. He is skilled at implementing lean tools like DMAIC, SMED, kanban systems, and visual management techniques.
Strategic Plan Part 2: SWOT Analysis Paper
Jon Thompson
BUS/475
November 14, 2016
Michael Portillo
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
Strategic Plan Part 2: SWOT Analysis Paper
Organizations in-charge of shipment and ferrying of goods have increasingly become concerned due to the widespread changes in the economy, the installations of new regulations, and the current initiatives on highway funding. It is of importance to note that some changes progress faster than others. Soon, this is expected to take place in the trucking industry. The shortage of drivers, which has become a universal norm, will ensure that the trucking companies are bewildered so as to be able to attract and ensure that their professionals remain (Trends to Track in 2016 - Article - TruckingInfo.com. 2016). The economic state has taken a back seat, but the direction it has taken is a huge blow for all of the stakeholders in the trucking sector. The following are some of the forces and trends that are expected to reshape the transportation industry in the future.
The United States' economy is one of the fastest growing economies in the world today with about 2.5% annual growth rate. The pace is expected to escalate in the next coming years. The major influencers of the economy are the solid momentum in the domestic market as opposed to a cautious approach to investment in the global environment, which is very emaciated. However, businesses in the country have shown to be conservative on the current elective environment. They continue in spite of lacking a strong dollar and are waiting for growth in the economy that has led to the opportunities of exportation being slim (Regulation & Legislation: Truckers Get the Message - Inbound Logistics. (2016).
Further, weakness is showing by reduced investment levels and productivity; the American economy is expected to resume normality, resulting in labor shortages which might pressurize wages and hence eat into the profits earned by the corporate firms. To curb this, Swift Transportation Company has the objective of remaining active and hence, extending the above average growth for a longer period. The plan by the organization will be of great help because the economic components are continuing at levels that are not sustainable. The current economic variables make the group predict the economic growth rate to be at a staggering 2.8% for this fiscal year (Trends to Track in 2016 - Article - TruckingInfo.com. 2016).
More concerns threaten the annual economic gains for the organization in the financial year. The risks are associated with the slowing down in the domestic economies overseas. The economies continued slowing is considered a threat because it can constrain the projected growth rate at a mere 1%. When this happens, then, there are very high possibilities that those financial markets at the global level will be hugely affected and this will tran.
A supply chain consists of all parties involved
directly or indirectly, in fulfilling a customer request. The supply
chain includes not only the manufacturers and suppliers, but also
transporters, workhouse, retailers and even customers
themselves. Within each organization, such as a manufactures,
the supply chain includes all functions involved in receiving and
filling a customer request. These functions include, but are not
limited to, new product development, marketing operations,
distributions, finance, and customer service. Supply chain
management (SCM) is the management of an interconnected or
interlinked between network, channel and node businesses
involved in the provision of product and service packages
required by the end customers in a supply chain. Supply chain
management spans the movement and storage of raw materials,
work-in-process inventory, and finished goods from point of
origin to point of consumption. It is also defined as the "design,
planning, execution, control, and monitoring of supply chain
activities with the objective of creating net value, building a
competitive infrastructure, leveraging worldwide logistics,
synchronizing supply with demand and measuring performance
globally.
Case StudyFrancisco LeonGrantham University.docxrobert345678
Case Study
Francisco Leon
Grantham University
LOG456 Emerging Trend Supply Chain
Instructor:
Due Date:12/20/2022
CASE QUESTIONS
1. What factors help to explain why J&J historically had as many as 12 distribution centers in Europe?
· In the past, Johnson & Johnson had as many as 12 distribution centers in Europe. This was because they focused on meeting their European customers' needs and service expectations. The company emphasizes keeping a high level of service by giving customers one-day and two-day delivery. It also cuts down on time it takes to place an order and get a shipment to its destination.
2. What steps in the supply chain network design process discussed in this chapter would have been most relevant to the task faced by J&J in Europe?
These steps would have helped J&J make a good design for its supply chain network.
1. Business development and resource allocation: They can look at business data and determine what resources will be needed and how to get them and use them on time. This includes finding out what customers want and taking environmental factors into account. So, to grow their business, they need to hire more people, analyze data, and set goals. Once this is done, they can start building a team and figuring out their plans.
2. Network optimization software can help them reduce the number of distribution centers. They can also plan an audit of their supply chain, which wallow help them find places to cut costs.
3. Model baseline scenario
As is—simulate transportation in and out, build and simulate business scenarios, create an econometric financial model, and develop assumptions and constraints for the infrastructure.
4. Coming up with a plan
Defining the main scenario to be evaluated, simulating inventory assets by plan, representing operating, capital, and one-time expenses, developing a financial model by design, and addressing IT, tax, incentive, legal, and infrastructure issues. Develop a plan for transition and implementation, including a timeline, resources, funds, structure, limitations, partners, stakeholders, and a communication strategy.
3. Are there other factors that the network optimization study should have considered?
· Essential things to consider are how close you are to your customers and how much money it will cost you to get there from where you are right now. These are the factors that are most important to consider. These are the two aspects that constitute the most important aspects to take into consideration. Because the frameworks have already been established, every phase that is still to come may have already been planned out. The corporation has significant data about the costs associated with the land and the utilities. In addition to the information it possesses regarding the labor market and the supplier network, this is another area in which it excels. The company will only need to make modifications to the components of the logistics network that are the mos.
The document describes 5 projects completed by Zycron's Project Management Office at the City of Memphis:
1. Red Light Camera Implementation to reduce traffic accidents through camera installation.
2. New Animal Shelter to implement technology for the newly constructed shelter.
3. Oracle Enterprise Asset Management to replace antiquated asset tracking systems.
4. Fire Services Computer-Aided Dispatch to provide updated dispatching and records management systems.
5. NeoGov Implementation to replace existing applicant tracking systems with a new web-based solution.
FMI is a logistics and transportation management company that has been in business for over 34 years. They have over 86 clients nationwide and offices across the US and in Germany. Their services include freight program development, traffic department management, auditing, payment processing, and strategic planning to help clients reduce costs and improve product flow. FMI prides itself on developing customized solutions for each client and having dedicated staff and long-term carrier relationships to ensure shipping needs are met.
Phillip H. McGavin is a global supply chain and logistics executive with over 25 years of experience leading operations for companies in various industries. He has a proven track record of driving improvements in productivity, efficiency, quality and profitability. Some of his accomplishments include starting up new logistics operations following a corporate spinoff, building an international freight forwarding network that reduced costs by $1.1 million annually, and automating third-party logistics invoice auditing to accelerate processing and reduce errors. He holds an MBA in Management and a BS in Logistics/Supply Chain.
TCI Express is headquartered in Gurugram, established in the year 1996 by the name of TCI XPS as a division of erstwhile Transport Corporation of India Ltd (TCIL) to cater to the express cargo logistics needs of its existing and potential customers.
The Company has been separated from TCIL and renamed TCI Express Ltd effective from April 1, 2016, after positioning itself as an end to end express distribution specialist in a time-bound manner via surface transport.
TCI Express is headquartered in Gurugram, established in the year 1996 by the name of TCI XPS as a division of erstwhile Transport Corporation of India Ltd (TCIL) to cater to the express cargo logistics needs of its existing and potential customers.
The company has been separated from TCIL and renamed TCI Express Ltd effective from April 1, 2016, after positioning itself as an end to end express distribution specialist in a time-bound manner via surface transport.
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Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
Christian Ethics BA 616 Business Ethics Definiti.docxtroutmanboris
Christian Ethics
BA 616 Business Ethics
Definition of Christian Ethics
A system of values based upon the Judeo/Christian Scriptures
Principles of behavior in concordance with the behaviors of Christian teachings
Standards of thought and behavior as taught by Jesus.
Discussion
What are some of the “ethical” attributes presented in the teachings of Jesus?
What are some ethical attributes presented in the teachings of other religious persons?
Quotes about Christian Ethics
Quotes on Christian Ethics
Recognize the value of work
“And when you reap the harvest of your land, you shall not reap your field right up to its edge, nor shall you gather the gleanings after your harvest. You shall leave them for the poor and for the sojourner: I am the Lord your God.” (Leviticus 23:22).
Do not give the poor the food, rather allow the poor to work for themselves
Discussion
What are examples of the value of work?
Today, some U.S. state governors are trying to get those “able bodied” individuals to work for welfare. They are meeting great resistance politically, why do you think this is?
The value of work
Confirmed by Elton Mayo
Fulfills social, psychological and economic needs of the individual
“If a man will not work, he shall not eat” (2 Thessalonians 3:10)
Christian Ethics
The fruit of a people that have inwardly committed their lives to Christ and are outwardly aligning their actions with His teachings.
“May the favor of the Lord our God rest on us; establish the work of our hands for us— yes, establish the work of our hands” (Psalms. 90:17).
Employees with a Christian Code of Ethics
Welcome accountability
Happy to show their efforts
A system of checks and balances
Sees possible training moment
Fosters collaboration with management
“Those who work their land will have abundant food, but those who chase fantasies have no sense” (Proverbs 12:11)
Employees with a Christian Code of Ethics
Not motivated by greed
Work is its own reward
Measure success in a non-monetary way
Seek payment for the work they do
Money is second to obedience
“Whatever you do, work at it with all your heart, as working for the Lord, not for human masters” (Colossians 3:23).
Employees with a Christian Code of Ethics
Are highly productive
Are work focused
Work hard throughout the day
Find value in completing assigned tasks
Understand that they are there to work
“Diligent hands will rule, but laziness ends in forced labor” (Proverbs 12:24).
Employees with a Christian Code of Ethics
Have a strong work ethic
Believe in a Biblical perspective of work
Reliable
Recognize the value of work
Relate their job to their faith
“All hard work brings a profit, but mere talk leads only to poverty” (Proverbs 14:23)
Employees with a Christian Code of Ethics
Bring a cooperative spirit to the workplace
Supportive of management
Strong contribu.
CHPSI think you made a really good point that Howard lacks poli.docxtroutmanboris
CH/PS
I think you made a really good point that Howard lacks political aspects-especially for presidency. I have no heard his speeches quite yet (since I tend to stray away from politics altogether because people are so aggressive), do you think he is a great leader-type and is he charismatic at all? Great leaders, especially for presidency, should be honest, charismatic, and not only cater to the audience's needs but to the entire country's needs without sugar coating things.
Also, I am not sure what you mean by "In order to improve his leadership style, Jeff should change his model of carrying out business activities. This is because it can be copied and imitated by other companies (Mauri, 2016)".- how can it be imitted by other companies? In what way?
Do you think Jeff Bezos is a bad leader? and why?
CH/AR
I found your comparison of Howard Schultz and Jeff Bezos interesting and compelling. When I was looking at the list of leaders to select from, it was staggering to me how many of the corporate leaders have run or are planning to run for political office. I'm not sure, given our current political environment, that running a large corporation is the right background and experience for the leader of the United States. We'll see what happens in the next year and a half!
Amazon is an amazing, transformative company to watch. I work in the financial services industry and one of our leaders recently described our competition not as other financial services firms but as Amazon. Financial services firms pretty much all offer the same products and services and at a very reasonable price point. Amazon, however, has excelled in service delivery. I would imagine that at sometime in the future, Amazon will partner with a financial service firm to deliver products and services. I'll admit that I was and still am skeptical about Amazon's purchase of Whole Foods, but Bezos seems to be up for trying just about anything.
In your analysis of the two leaders, you didn't mention directly the challenges faced by either the leaders or the organization. Last year, Starbucks was all over the news regarding the incident involving two African American gentlemen and how they were treated by a manger at Starbucks. I'm curious how you or others in the class through about how Schultz led the organization through that crisis. Bezos, as well, has not been immune to controversy with his recent affair and divorce becoming public. How do the personal lives and behaviors of leader impact the organizations they lead? Should it matter?
SO
The first leader I chose to research is Sundar Pichai, the CEO of Google. Sundar began to show in interest in technology at an early age, and eventually earned a degree in Metallurgy, and an M.B.A from the Wharton School of the University of Pennsylvania. He then began working at Google in 2004 as the head of product management and development (Shepherd). From there, he assisted in the development of many different departme.
Chosen brand CHANELStudents are required to research a fash.docxtroutmanboris
Chosen brand:
CHANEL
Students are required to research a fashion brand of their choice and analyze its positioning strategy in the market.
● The report will assess students’ ability to collect data, in an efficient manner and use this data to scrutinise the marketing aspects of a fashion brand.
● The report will be covering the following subjects:
1. Analysis Of The Macro And Micro-environment of the brand.
2. Positioning Strategy Of The Brand: Target Customer(Pen Portrait)
3. Competitor Analysis.
4. Critical evaluation of the marketing communications strategy of the brand
supporting the development of the individual report, using relevant PRIMARY and SECONDARY RESEARCH.
NB: Please kindly devise a survey (Google forms) and make up some responses to it so as to then incorporate PRIMARY results into the report. Thanks
see attached file
word count: 2000 words
.
Chose one person to reply to ALBORES 1. Were Manning’s acti.docxtroutmanboris
Chose one person to reply to:
ALBORES
1. Were Manning’s actions legal under the Foreign Corrupt Practices Act, and what are the possible penalties for violating the act?
The Foreign Corrupt Practices Act states (1977) “It shall be unlawful for any issuer...to offer, payment, promise to pay, or authorization of the payment of any money, or offer, gift, promise to give... “. Manning assumed the duty of an issuer because he attended dinner with the prime minister to discuss the contract. Then, Manning offered to fly the prime minister to New York, which he then promised to pay for all of the prime minister's expenses. However, according to the Foreign Corrupt Practices Act (1977) a promise or offer is acceptable if the expense was ”reasonable and bona fide expenditure, such as travel and lodging expenses, incurred by or on behalf of a foreign official… was directly related to the promotion, demonstration, or explanation of products or services”. Manning promised to fly out the prime minister because he wanted to “discuss business further” (UMUC, 2019). Further, Manning used company funds to take the prime minister to luxurious activities and restaurants because he wanted to retain the contract from the prime minister.
Even though Manning did not directly give money to the prime minister, he authorized payment for the prime minster’s two-week stay, which did not involve discussing the contract. Out of the two weeks, business was only conducted for a day. In addition, Manning can be held responsible for bribing the customs officials at Neristan. According to the Foreign Corrupt Practices Act (1977), it is unlawful to influence “any act or decision of such foreign official in his official capacity... omit to do any act in violation of the lawful duty of such official”. Manning influenced the customs officials because Manning gave each custom official $100 to clear the shipment. Custom officials act on behalf of the Neristan government and sometimes require large shipments to be inspected. Manny will likely be held responsible for offering payment to the customs officials in exchange for expediting the company’s shipment.
If Manning violated the Foreign Corrupt Practices Act, he could face imprisonment. Also, the company may have to pay the penalty. The penalty for violating the act is “a fine of up to $2 million per violation. Likewise, an individual may face up to five years in prison and/or a fine of $250,000 per violation of the anti-bribery provision” (Woody, 2018, p. 275).
2. Were Manning’s actions legal under the UK Bribery Act and what are the possible penalties for violating the act?
Based on the UK Bribery Act (2010), an individual is guilty of bribing an official if “intention is to influence F (government official) in F's capacity as a foreign public official...intend to obtain or retain business, or an advantage in the conduct of business.”. Manning bribed the prime minister because he stated: “If, after we are done conducting busi.
Choosing your literary essay topic on Disgrace by J. M. Coetzee .docxtroutmanboris
Choosing your literary essay topic on
Disgrace
by J. M. Coetzee is the first step to writing your literary analysis paper.
After reading the novel, you should be able to decide in which direction you'd like to take your paper.
Topics/ approaches
(Focus on only one of the following, though some may overlap):
Analyze one of the minor characters, such as Petrus.
Example
: Analyze not only the chosen characters' personality but also what role they played in advancing the overall theme of the novel.
The protagonist's conflict, the hurdles to be overcome, and how he resolves it.
Examples:
It could be hope for change, both in South Africa and in David Lurie. OR: the disgrace David Lurie has suffered over the affair with a student and how that matches the disgrace South Africa has suffered through apartheid.
The function of setting to reinforce theme and characterization.
Example
: post-apartheid South Africa is a setting arguably more important than anything else in the novel. Your outside sources would be a bit of history concerning apartheid.The use of literary devices to communicate theme: imagery, metaphor, symbolism, foreshadowing, irony
Symbolism in the novel--
Examples:
Determine if David Lurie represents the old, white authorities of South Africa, while Lucy represents the new white people of South Africa. OR: Analyze what dogs symbolize in this story. Another example: What is symbolized by the opera David Lurie is writing on Byron?
Careful examination of one or more central scenes and its/their crucial role in plot development, resolution of conflict, and exposition of the theme.
Example:
Analyze one or more scenes in which hope that change for the better is possible through a character's remorse and subsequent action, for example, the scene in which David Lurie apologizes to the parents OR the scene in which Lucy gets raped.
The possible issue to be addressed in introduction or conclusion:
Characteristics that make the work typical (or atypical) of the period, the setting, or the author that produced it. For this information, you must go to a library database (you must read "How to Access Miami Dade Databases" if you don't know how) or a valid search site, such as Google Scholar (there is often a fee for this one).
Do
not
open or close with biographical material on the author. Biographical material is important as it influences the author’s writing only and should not be a focus of your paper.
Guidelines for Literary Essay
Be aware that you will be writing about a novel, which in its broadest sense is any extended fictional narrative almost always in prose, in which the representation of character is often the focus. Good authors use the elements of fiction, such as plot, theme, setting etc. purposefully, with a very clear goal in mind. One of the paths to literary analysis is to discover what the author's purpose is with each of his choices. Avoid the problem th.
Choosing your Philosophical Question The Final Project is an opp.docxtroutmanboris
Choosing your Philosophical Question
The Final Project is an opportunity for you to investigate one of the discussion questions to a much greater degree than in the forums. For your Final Project you will choose a philosophical question (stage 1), conduct an analysis of the claims and arguments relevant to the question by reading the primary texts of the philosopher (stage 2), and then take a position on the chosen question and offer an argument in support of your position (stage 3).
For this first stage of your Final Project assignment, (a) choose a question that appears as a discussion question (listed below, with some exceptions). You may choose one that you have previously begun to answer in the discussion forums, or one that you have yet to consider, then (b) explain briefly why you are interested in exploring this philosopher, the primary text and the question further. Submit this assignment on a Word .docx.
Week Four: Philosopher: Thomas Aquinas, Primary Text: Summa Theologica, Part 1, Question 2, Article 1-3
Q1. Does God really exist?
Question to write on, and answer the question fully in all its parts. Be mindful of the question. You are making a claim about something and offering support for it. Try to use examples from the Primary Texts you have read and/or your own experiences in that support.
DISCUSSION QUESTION CHOICE #1: Philosophy of Religion. Study Aquinas' five "ways" of demonstrating God's existence in the learning resources then engage in the study of ontology by examining your belief in God:
Answer the question: Does God really exist?
Use Aquinas and your own reasoning in your argument.
Kreeft, Peter. A Shorter Summa: The Essential Philosophical Passages of St. Thomas Aquinas'
Summa Theologica, Ignatius Press (San Francisco, 1993), chapter II.
Summa Theologica, Part 1, Question 2, Articles 1-3
The Existence of God
Because the chief aim of sacred doctrine is to teach the knowledge of God, not only as He is in
Himself, but also as He is the beginning of things and their last end, and especially of rational
creatures, as is clear from what has been already said, therefore, in our endeavor to expound this
science, we shall treat: (1) Of God; (2) Of the rational creature’s advance towards God; (3) Of
Christ, Who as man, is our way to God.
In treating of God there will be a threefold division: For we shall consider (1) Whatever concerns
the Divine Essence; (2) Whatever concerns the distinctions of Persons; (3) Whatever concerns the
procession of creatures from Him
Concerning the Divine Essence, we must consider: (1) Whether God exists? (2) The manner of His
existence, or, rather, what is not the manner of His existence; (3) Whatever concerns His
operations — namely, His knowledge, will, power.
Concerning the first, there are three points of inquiry: (1) Whether the proposition “God exists” is
self-evident? (2) Whether it is demonstrable? (3) Whether God exists?-
FIRST ARTICLE
Whether the Existence .
Choosing Your Research Method in a NutshellBy James Rice and.docxtroutmanboris
Choosing Your Research Method in a Nutshell
By James Rice and Marilyn K. Simon
Research Method Brief Type
Action research Participatory ‐ problem identification, solution,
solution review
III
Appreciative inquiry Helps groups identify solutions III, IV
Case Study research Group observation to determine how and why a
situation exists
III
Causal‐comparative research Identify causal relationship among variable that
can't be controlled
IV
Content analysis Analyze text and make inferences IV
Correlational research Collect data and determine level of correlation
between variables
I
Critical Incident technique Identification of determining incident of a critical
event
III
Delphi research Analysis of expert knowledge to forecast future
events
I, IV
Descriptive research Study of "as is" phenomena I
Design based research/ decision analysis Identify meaningful change in practices II
Ethnographic Cultural observation of a group
Evaluation research Study the effectiveness of an intervention or
program
IV
Experimental research Study the effect of manipulating a variable or
variables
II
Factor analysis Statistically assess the relationship between large
numbers of variables
I
Grounded Theory Produce a theory that explains a process based on
observation
III, IV
Hermeneutic research Study the meaning of subjects/texts (exegetics is
text only) by concentrating on the historical
meaning of the experience and its developmental
and cumulative effects on the individual and society
III
Historical research historical data collection and analysis of person or
organization
IV
Meta‐analysis research Seek patterns in data collected by other studies and
formulate principals
Narrative research Study of a single person's experiences
Needs assessment Systematic process of determine the needs of a
defined demographic population
Phenomenography Answer questions about thinking and learning
Phenomenology Make sense of lived experiences of participants
regarding a specified phenomenon.
III, IV
Quasi‐experimental Manipulation of variables in populations without
benefit of random assignment or control group.
II
Q‐method A mixed‐method approach to study subjectivity ‐
patterns of thought
I
Regression‐discontinuity design (RD) Cut‐off score assignment of participants to group
(non‐random) used to study effectiveness of an
intervention
II
Repertory grid analysis Interview process to determine how a person
interprets the meaning of an experience
I
Retrospective record review Study of historic data collected about a prior
intervention (both effected and control group)
II
Semiology Studies the meaning of symbols II, III
Situational analysis Post‐modernist approach to grounded theory
(holistic view rather than isolated variables) by
studying lived experiences around a phenomenon
Trend Analysis research Formulate a f.
Choose two of the systems (education, work, the military, and im.docxtroutmanboris
Choose
two
of the systems (education, work, the military, and immigration). Explain how they fit into the domain of social work and the social justice issues social workers should be aware of in these systems.
How does the education, military, workplace, or immigration system rely on social workers?
What is one social justice issue found in education, the military, the workplace, or immigration that influences the practice of social work?
.
Choose two disorders from the categories presented this week.C.docxtroutmanboris
Choose
two disorders from the categories presented this week.
Create
a 15- to 20-slide Microsoft® PowerPoint® presentation that includes the following:
Describes the disorders and explains their differences
Discusses how these disorders are influenced by the legal system
Discusses how the legal system is influenced by these disorders
Include
a minimum of two peer-reviewed sources.
Format
your presentation consistent with APA guidelines.
Submit
your assignment.
*3 slides on How is the legal system influenced by schizophrenia with speaker notes*
.
Choose ONE of the following topics Length 750-900 words, .docxtroutmanboris
Choose
ONE
of the following topics
Length:
750-900 words, double spaced, 12 pt. font
Identify the different forms of religious groups that are comprised in the typology outlined by the classic sociologists of religion. Explain the basic characteristics of each and provide examples.
Establish a distinction between the popular misuses of the term "myth" and its meaning in the scholarly context of Religious Studies. Explain the functions of myth according to the scholar Joseph Campbell.
.
Choose one of the following topicsAmerica A Narrative.docxtroutmanboris
Choose
one
of the following topics
America: A Narrative History
notes Thomas Jefferson's election to the presidency set the tone of "republican simplicity". In what ways was this still true in 1850 following the "Market Revolution" and in what ways was it not?
Connect the technological improvements in water transportation of the early 19th century to the territory acquired in the LA Purchase.
.
Choose one of the following topics below. Comparecont.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
500 words
.
Choose one of the following topics below. Comparecon.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
requirement of this assignment
Write a 500 word essay
.
Choose one of the states of RacialCultural Identity Development.docxtroutmanboris
Choose one of the states of Racial/Cultural Identity Developmental Model and reflect on how you will intervine with a client in that stage.
Stages:
Conformity
Dissonance and Appreciating
Resistance and immersion
Introspection
Integrative Awareness
.
Choose one of the following topicsNative AmericansWomenEnvi.docxtroutmanboris
Choose
one of the following topics:
Native Americans
Women
Environment
Latin Americans
Sexual liberation
Read
at least three different newspaper articles between 1968 and 1980 that cover important changes affecting your topic. In the University Library, use the ProQuest
®
historical newspaper archive (available under
General Resources > ProQuest >
Advanced Search
>
Search Options
>
Source Type
), which includes the following major newspapers, among others:
New York Times
Washington Post
Wall Street Journal
Los Angeles Times
Christian Science Monitor
Write
a 700- to 1,050-word paper in which you describe the status of the chosen group or idea and how that group or idea was affected by the changes brought about during the 1960s. Include information gleaned from the newspaper articles as well as other material.
.
Choose one of the following films for review (with faculty’s appro.docxtroutmanboris
Choose
one of the following films for review (with faculty’s approval). Put yourself in the movie by choosing one character to follow. What cultural issues would you face? What are cultural challenges? Write a short paper describing the film and your observations. Present your findings in class.
•
Secret Lives of Bees
•
Chocolate
•
Under the Same Moon
•
Maid in Manhattan
•
Walk in the Clouds
•
Get Rich or Die Trying (Gang Culture
) "I like this one"
•
Mu
lan
•
Mississippi Burning
•
A Time to Kill - "
I Also like this one
"
•
Only Fools Rush In
.
Choose and complete one of the two assignment options.docxtroutmanboris
Choose
and
complete
one of the two assignment options:
Option 1: Forecasting Comparison Presentation
Identify
a state, local, or federal policy that impacts your organization or community.
Create
an 8- to 10-slide Microsoft® PowerPoint® presentation in which you complete the following:
Describe how forecasting can be used to implement this policy and highlight any limitations of the usage of forecasting.
Compare and contrast the different forms of forecasting used to aid decision-makers when evaluating policy outcomes.
Discuss the types of information needed to ensure forecasts are accurate.
Analyze the relationship between forecasting, monitoring of observed policy outcomes, and normative futures in goals and agenda setting.
Include
speaker notes with each slide. The presentation should also contain and at least four peer-reviewed references from the University Library.
I live in Lawrence, KS if you can find a policy within this community.
.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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For more information about PECB:
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How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
592019 1 Case Study KY LOGISTICS & DISTRIBUTION COM.docx
1. 5/9/2019 1
Case Study: KY LOGISTICS & DISTRIBUTION COMPANY
(KYLOD)
Overview
KYLOD is a regional transportation and distribution company in
operation for over 40 years. The
company serves major cities in the US’s Midwest region. They
are headquartered in Chicago, Illinois and
have a staff of 700 employees including truck drivers. There are
six distribution terminals (Chicago IL,
Milwaukee WI, Green Bay Wi, Fort Wayne IN, Indianapolis IN
and Grand Rapids MI) for consolidating
freight, and 200 delivery vehicles including 40 tractor/semi-
trailer units, 80 box trucks and 80 panel
vans.
The company operates in a highly competitive business
environment. Growth has been stagnant
because of a slow economy. Kevin, the president of the
company, would like to see growth at 6% per
year. He would also like to see expenses cut by 6% to help fund
2. new initiatives. Current revenue is about
$42 million a year with profit running at 5%.
To familiarize yourself with commonly-used shipping terms in
the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipt
erms.html
Current Business Operations
KYLOD operates 24 hours a day, 7 days a week. Sales
personnel (10 people, two per terminal) visit
prospective customers to outline company capability, services
provided and costs. When a customer
decides to use KYLOD they call the dispatch office with
shipment information. Usually they FAX a copy of
the bill(s) of lading to a terminal with information such as
origin, destination, product description,
weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and
sends a truck to get the freight. To do this
they use the routing system to determine the sequence of
pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since
there may be several in a zip code area.
3. They have a performance goal of 98% of freight picked up
within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the
drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and
either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it
is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the
routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from
one terminal to another while others
make local deliveries. About half of a terminal’s space is used
on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next
day delivery.
When freight is sent out for delivery, the driver follows the
delivery ticket order. Often, they are held up
at a delivery destination by traffic or by lack of available
unloading space. This can cause the driver to be
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipt
erms.html
4. 5/9/2019 2
late trying to make the day’s deliveries. Sometimes they get to a
destination and the facility is closed
and they bring the freight back to the terminal for delivery the
next day. It is unloaded and re-sorted by
destination. The dispatchers then add it to the next day’s
delivery tickets.
The major freight volumes are between Chicago, Milwaukee and
Indianapolis (about 70% of total
volume). Trucks run at about 70% of capacity between terminals
overall. Local delivery volume is
heaviest in Chicago, followed by Indianapolis and then
Milwaukee. Local delivery trucks operate at
about 80% full while pickups fill about half of the vehicles
space. Some customers pick up and/or drop
freight at a terminal with their own equipment.
Truck drivers communicate with the dispatchers using two-way
commercial radios. Some also carry
personal cell phones and use them if the radio is out of range. A
few drivers also carry GPS devices to
help locate addresses. In general, the drivers are content with
the company. Pay and benefits are good
5. and they get overtime pay when deliveries run late. Complaints
are few and mostly center around either
the sequence of pickup and delivery of shipments or vehicle
maintenance.
The fleet is maintained at the main Chicago maintenance shop
and at a smaller shop in Naperville.
Either one can handle minor maintenance and preventative
work. Only Chicago can perform major
engine and transmission work. Overall the fleet is in good
operating condition. All vehicles are on a
preventative maintenance schedule which places them out of
service two days a month, usually on
weekends. Maintenance scheduling is a challenge because it can
interfere with the steady flow of
shipments both between terminals and for local delivery. There
are no “extra” vehicles in the fleet.
Administration
The company management team consists of the President, Vice
President of Operations, Chief Financial
Officer (CFO), Chief Information Officer (CIO), Sales Manager,
and a Fleet Manager who oversees
maintenance and safety. They meet weekly to discuss
opportunities and issues and to plan for the
future. Except for the CIO, the management team has been in
6. place for many years
The president of the company just hired its first Chief
Information Officer (CIO), Jenny, after the previous
IT Director retired. She comes from a nearby manufacturer who
is also a major customer. At that
company she was Deputy CIO and primarily responsible for
network operations and security.
At a recent meeting the management team decided to change the
strategic plan for the business to
meet growth and cost goals. They highlighted three new
strategies they want to employ to increase
profitability and grow the business. First, they desire to provide
warehousing services for customers who
want to reduce delivery time to their customers by having
product available locally. Second, they want
to improve the percent of loaded miles in their fleet to reduce
costs by coordinating the pickup and
delivery of freight at the same time in the same geographic area.
Third, they want to track the
whereabouts of freight both in the terminals and on the trucks to
provide customers with accurate
delivery dates and times.
7. 5/9/2019 3
In addition, the management team wants to ensure that the
company remains in compliance with all
applicable federal and state regulations. The ones they are most
concerned about are: (1) the Sarbanes
Oxley financial audit and reporting requirements; (2) a new
federal requirement to conduct a vehicle
safety check every 10,000 miles; and (3) a Federal Motor
Carrier Safety Administration (FMCSA)
reporting requirement on the number hours per day for each
driver (or max per week, etc.). The CFO
has been charged with the overall project. He has asked Jenny
to help with this effort by modernizing
information systems to support the new strategies. She has
decided her first step is to update the IT
strategic plan to link to the new strategies in the corporate plan.
Second, she wants to engage her
customers in a proactive way to first, identify and prioritize IT
projects that will help meet the new goals,
and then develop a set of requirements for each project. Third,
she wants to decide on the best
approach to modernize the information systems that will meet
requirements at a reasonable cost, and
8. for this she will need to make some changes to the IT
organization.
Technology
KYLOD is using a mix of older technology products for finance
and accounting, route optimization,
freight tracking and fleet maintenance. There are several
projects already in the IT portfolio competing
for resources. The CIO sees a major challenge in balancing
available funding, IT staff workload and
project prioritization. The project nearest completion is the
adoption of the Accurate Financial Reporting
System to replace the aging finance and accounting system. It
will be completed in six months. There are
two other projects under way, one for management reporting
and one for a mobile application that
sales staff can use to show potential customers information on
the fleet, distribution services available
and freight rates, including a comparison to the competition.
The route optimization and freight tracking system is very
important to the operations manager and
dispatchers. The current system allows the input of freight
origin and destination information. This is
taken from a bill of lading which contains a plethora of specific
information. When the dispatchers enter
9. the origins and destinations into the system they are grouped by
zip code. The dispatchers then decide
which zip codes will be loaded in a truck and in what sequence
for delivery. This takes several hours at
night to accomplish and must be done as quickly as possible so
trucks can be loaded and sent out in the
morning for delivery. Arranging shipment sequence within a zip
code is done by locating each address
on a map and entering it into the system in the best order.
Pickups are handled in a similar manner.
The fleet maintenance system contains information on each
vehicle in the fleet. It includes all vehicle
specifications, a summary of all repairs, a preventive
maintenance schedule and an inventory of parts on
hand. This information is entered by accounting clerks,
mechanics, purchasing clerks and anyone else
who has time to do data entry. It is not as time consuming as the
routing system but it contains
information critical to fleet reliability. The greatest challenge is
scheduling preventative maintenance
since it requires vehicles to be down for two days. The
dispatchers do not want the equipment taken out
of service because it causes planning headaches. The
relationship between dispatchers and
10. maintenance personnel is strained.
5/9/2019 4
IT Organization
When Jenny was hired as CIO last month she took a close look
at the current staffing. The IT staff
consists of 22 people, seven of whom are programmers. The
programmers are charged with all systems
development and integration work for the company. They have
three projects in their current portfolio.
Their skill sets include SQL, .Net and C+ programming, and
Web design.
There are six helpdesk personnel who support the six
distribution terminals (one at each terminal). The
remaining staff includes two network engineers, a financial
systems specialist (an expert in Accurate
Financial Reporting), a computer security expert, two shift
supervisors (who supervise the programmers,
network engineers, financial systems specialist and computer
security expert) and the CIO and her two
11. personal assistants.
The IT staff supports multiple locations. At the Chicago
headquarters/terminal there are 15 servers
(they contain all software and data; one stores a backup copy of
the data) and 30 PCs for accounting,
marketing, IT, administration and management. The terminal
operations office has five PCs for
dispatchers, one for the maintenance office, one for parts and
one for drivers in the driver lounge. The
other four terminals have 10 PCs each and connect to
headquarters by a virtual private network (VPN).
IT Portfolio
Accurate Financial Reporting System- This new system will
replace the current finance and accounting
system. It is an off-the-shelf product that requires the owner to
make modifications to interface with
other systems they may own. Two programmers are working on
the project. One is setting up the
database and loading the software on servers. The other is
learning about the system to write an
interface with the routing system. A representative of Accurate
will train the accounting staff in its use.
This will take about two weeks.
12. Management Reporting System- Senior management wanted to
know financial information daily. Two
programmers have been working on a system to compile the
data in a format they can use. They plan to
extract information from Accurate Financials when it is ready
but for now have focused on the current
system. They will be done in two months.
Mobile Marketing App- The marketing manager asked for an
app that sales staff could use to show
potential customers information. This would include things like
fleet photos and specifications; pictures
of the six terminals and information about the distribution
services KYLOD can provide; and a
comparison of their costs using sample shipments with rates
from competitors compared to KYLOD
costs. A programmer and the web designer are working on the
project. It will take two more months to
complete.
The current design and development process is best described
by the way it worked in the selection and
integration of Accurate Financials. The CFO asked the (former)
CIO to develop a new finance and
accounting system. The CIO interviewed large, respected
13. companies and, after comparing their
5/9/2019 5
capability to the current system, chose Accurate Financial
Reporting. Two programmers were assigned
and an Accurate Financial Reporting specialist was hired to
work between IT and the finance office. The
CIO receives progress reports every two weeks.
Situation
When Jenny was hired, she toured each terminal to see the IT
setup and understand local business
operations. It was important to her to know just how each
person used the systems. She spent time with
bookkeepers and accountants, dispatchers, drivers and terminal
management. Since she came from one
of KYLOD’s customers she knew that customers could offer
insight into business improvements that
would be good for both companies. She visited one large
customer in each of the terminal’s area of
service to get feedback on how operations between them and
KYLOD could be improved. Her goal was
to see how she could translate what she learned into systems
14. improvements.
Interestingly the most complaints came from bookkeepers and
accountants. They said the system was
slow and data entry was tedious because accuracy was very
important. If they entered wrong
information, it could cause incorrect billing (rates are based on
weight and size), improper loading (the
wrong zip code could mean sending freight in the wrong
direction unless a dispatcher caught the error),
and more. They estimated current accuracy at about 95% but
they had no way of knowing for sure.
Further, they complained about financial reporting and their
ability to meet compliance requirements.
Reporting was mostly a manual process and data they needed
from the system was not easily accessed.
Most of them had resorted to keeping small ledgers at their desk
to track information they knew they
would need for reporting.
The dispatchers explained that routing wasn’t all that hard, just
time consuming. The routing system
grouped all the shipments by zip code. They would take all the
shipments in a zip code and look at the
weight and size (how much cubic space each one needed in a
truck), plot them on a map and then put
15. them in delivery sequence. They thought most trucks left the
loading dock full and that that the drivers
made adjustments in delivery sequence when needed. Pickups
were a bit more challenging. Sometimes
they sent a truck out just to pick up freight and bring it back to
the terminal. Other times they contacted
a driver to ask them to stop at a customer to pick up a shipment
while they were making deliveries.
Since they didn’t know exactly how much space was available
on the truck this was a hit or miss
situation. Drivers were left to decide if they could make it work.
Drivers were the most outspoken, probably because no one ever
asked for their opinion. They were also
the happiest of employees (this might explain why they were
non-union). They liked being able to make
decisions on the go and they knew the customers very well. In
fact, they could call some of them if they
were running late and the customer would stay open so they
could deliver or pick up a shipment. They
seemed to have favorite customers and often spent extra time
with them talking about common
interests. Generally, they were good ambassadors for the
company.
16. Terminal managers were under constant pressure. Their main
goal was to get shipments into and out of
the terminal as quickly as possible. Delivery times were
measured and part of their performance plan.
They knew the company had established three new strategies
because they were explained in an email
5/9/2019 6
they just got. Jenny asked how they might provide warehousing
services. Most felt they had extra space
and could take on some storage but keeping track of the
shipments might be a problem. They had to do
this manually and the bookkeepers were the ones to keep the
records. They felt more bookkeepers
would be needed but they didn’t know how many.
Jenny also met with the maintenance and safety staff at the
Naperville terminal. The maintenance folks
had a large workload and complained that they had a hard time
getting equipment in the shop for
preventative work. They did not know when equipment would
be available until the last minute so
scheduling was always a scramble because they needed to make
sure mechanics were available to do
17. the work. They had a lot of complaints about shifting work
hours and the effect it had on their personal
lives.
The safety manager expressed concerns over driver hours of
service. There are federal regulations that
limit drivers to 10 hours of driving at a time. Then they need to
take an eight-hour break. The problem
was tracking the driver’s hours to make sure they stayed within
the law. Dispatchers tried to help with
this when they scheduled pickups and deliveries but there was
no easy way to do it and the results were
often based on best guess. The safety manager who was
ultimately responsible for compliance had
drivers turn in their hours each day but this was always after the
fact.
Jenny’s customer visits were eye-opening. Most of the
customers had automated inventory systems and
could easily track products from raw material to finished goods.
They knew exactly what they would ship
and when, usually several days ahead of time. Some customers
however needed near instantaneous
shipping. They wanted same-day pickup in a lot of cases and
fast delivery. In most cases, they were all
18. able to produce electronic documents such as the bill of lading
and email or FAX it to KYLOD.
During her interview for the CIO position, Jenny was told that
the previous IT Director had left a good
foundation and that the staff seemed sufficient in number and
appeared to be very capable. However,
since KYLOD is developing its strategies for the future, the
staff must be able to support the business
strategies as well as the IT strategies that Jenny would develop.
One of the first things Jenny did was to
interview each member of her staff. She discovered that the
roles and responsibilities tended to overlap
and that morale among her staff was very low. Jenny also
interviewed the senior leadership of KYLOD
and learned that her staff was not meeting their expectations for
service. The help desk was perceived
as being only somewhat competent and took much too long to
respond to problems. Application
developers were very slow in delivering systems, and when the
systems were finally delivered, they did
not reflect what the customers needed or wanted. Network
outages occurred too often from the users’
perspective. Finally, the Chief Financial Officer told Jenny that
the IT costs need to be reduced.
19. Jenny knew she had many challenges. She was determined to
identify essential projects and then
prioritize them for management review. The outcomes would
affect almost every aspect of the
business. Her IT portfolio was about to grow and her
organization will need to change to meet the
challenges.
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Mixed Methods Research: A Research Paradigm Whose Time
Has Come
R Burke Johnson;Onwuegbuzie, Anthony J
Educational Researcher; Oct 2004; 33, 7; ProQuest Central
pg. 14
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T
CHAPTER 10
Mixed Methods Research
Some evaluators employ randomized controlled trials (RCTs) as
the gold standard of evidence-based
practice (EBP). Critics of RCT designs argue that RCTs do not
include the complexity of program
participants’ experiences. . . . I argue that weaving in a
subjectivist methodology and shifting
22. methodological perspectives and methods into RCT-based
evaluations prior to, during, and after the
RCT design serves to enhance the credibility and social justice
[of] RCT praxis.
—Hess-Biber, 2013, p. 49
In This Chapter
• Mixed methods research is defined, and typical characteristics
are discussed.
• The importance of mixed methods in educational and
psychological research is explored.
• The philosophical assumptions of this approach are explained,
along with the methodological implications
of those assumptions.
• Specific designs for mixed methods research are presented,
along with examples of these approaches.
• Questions for critically analyzing mixed methods research are
provided.
Youngs and Piggot-Irvine (2012) conducted a pragmatic mixed
methods evaluation of a program designed
to prepare people who aspire to become school principals in
New Zealand. They collected national-level
quantitative data from questionnaires and qualitative data from
document analysis, semistructured phone
interviews, and focus groups, as well as data from regional case
studies.
Ungar and Liebenberg (2011) wondered what resilience looked
like in youth who thrive despite living with
adversity. They used a transformative mixed methods approach,
23. rooted in local understandings of the concept
in 11 countries, to develop an instrument to capture cross-
cultural aspects of resilience and to test the quality
of that instrument.
wo sample studies that used mixed methods are included in
Chapter 1. Berliner, Barrat, Fong,
and Shirk’s (2008) study of school dropouts and reenrollment,
summarized in Sample Study
1.5, illustrates research that used mixed methods within the
pragmatic paradigm. Boddy (2009)
study of the effect of a mentoring program for poor women in
Sample Study 1.4 is an evaluation study
that used mixed methods in the transformative paradigm. The
vocabulary and methodological designs
and their implications are discussed in this chapter.
Definition and Characteristics
Mixed methods designs include both qualitative and quantitative
features in the design, data collection,
and analysis (Teddlie & Tashakkori, 2009).1 In the first issue of
Journal of Mixed Methods Research,
Tashakkori and Creswell (2007) define mixed methods as
“research in which the investigator collects
and analyzes data, integrates the findings, and draws inferences
using both qualitative and quantitative
approaches or methods in a single study or program of inquiry”
(p. 4). Hence, mixed methods can refer
to the use of both quantitative and qualitative methods to
answer research questions in a single study, as
well as those studies that are part of a larger research program
and are designed as complementary to
p. 304
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provide information related to several research questions, each
answered with a different
methodological approach. While mixed methods have an
intuitive appeal, they also demand that the
researcher be expert in both approaches to research or work
with a team that has such expertise. Issues
related to the design of studies, as well as to ensuring the
25. quality of a mixed methods approach, are
explored in this chapter.
Teddlie and Tashakkori (2010) described a truly mixed
approach methodology as methodologically
eclectic, meaning that the researcher selects and synergistically
integrates “the most appropriate
techniques from a myriad of QUAL, QUAN, and mixed methods
to more thoroughly investigate a
phenomenon of interest” (p. 8). The intent may be to seek a
common understanding through
triangulating data from multiple methods or to use multiple
lenses simultaneously to achieve
alternative perspectives that are not reduced to a single
understanding. Educational and psychological
researchers mix methods to a varying degree at various points in
their research, although they may not
use mixed methods at every stage of their studies. Researchers
can insert multiple mixed options into
their work at various points in the research process, including
the definition of purpose, overall design,
methods, sampling, data recording, analysis, and interpretation.
Importance in Educational and Psychological Research
Mixed methods have particular value when a researcher is
trying to solve a problem that is present in a
complex educational or social context (Teddlie & Tashakkori,
2009). Because mixed methods designs
incorporate techniques from both the quantitative and
qualitative research traditions, they can be used
to answer questions that could not be answered in any other
way. Many researchers have used mixed
methods because it seemed intuitively obvious to them that this
would enrich their ability to draw
conclusions about the problem under study. Onwuegbuzie and
Combs (2010) cite Green et al.’s (1989)
26. typology of mixed methods research purposes to provide more
nuanced reasons to use mixed methods:
triangulation (i.e., compare findings from the qualitative data
with the quantitative results);
complementarity (i.e. seek elaboration, illustration,
enhancement, and clarification of the findings
from one analytical strand [e.g., qualitative] with results from
the other analytical strand [e.g.,
quantitative]);
development (i.e., use the results from one analytical strand to
help inform the other analytical
strand);
initiation (i.e., discover paradoxes and contradictions that
emerge when findings from the two
analytical strands are compared that might lead to a reframing
of the research question); and
expansion (i.e., expand breadth and range of a study by using
multiple analytical strands for
different study phases. (p. 411, bold added)
When the purpose of the research is complex, the researcher
often needs to ask multiple questions,
which frequently necessitates the use of mixed methods. Mixed
methods have the potential to
contribute to addressing multiple purposes and thus to meeting
the needs of multiple audiences for the
results. Youngs and Piggot-Irvine (2012) answered several
questions in this mixed methods evaluation
of a school principal preparation program. The questions
focused on the quality of the program design,
delivery, recruitment and retention, and outcomes. They
described their desire to answer multiple
questions using the most appropriate type of data needed to
answer those questions,
27. Hesse-Biber (2013) and White (2013) both argue that mixed
methods designs can enhance research
that uses randomized control trials (RCTs) described in Chapter
4 of this book. Hesse-Biber (2013)
argues for the inclusion of qualitative methodologies before,
during, and after the RCT in order to
enhance the appropriateness of the intervention for the targeted
population, explore the dynamics
associated with changes in outcomes, and increase the
credibility of the results. White (2013) claims
that RCTs are the most appropriate design for establishing cause
and effect in the sense of determining
the effectiveness of an intervention. However, he encourages
researchers and evaluators to use
qualitative approaches in conjunction with the RCT to answer
questions related to the quality of the
intervention design, the targeting of audiences, barriers to
participation, and adoption of the
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intervention by intended beneficiaries.
EXTENDING YOUR THINKING
Mixed Methods Advantages and Disadvantages
1. In your opinion, what are the advantages and disadvantages
of using mixed methods in psychological
or educational research?
2. Talk to potential users of research information or think of
yourself as a consumer. What are the
strengths and weaknesses of a mixed methods approach?
Philosophical Assumptions: Pragmatism, Mixing Paradigms, and
Transformation
On the basis of a review of social research that claimed to use
mixed methods, Greene and Caracelli
(2003) concluded that inquiry decisions are rarely, if ever,
consciously rooted in philosophical
assumptions or beliefs. Rather, researchers based their choice of
mixed methods on the nature of the
phenomena being investigated, the contexts in which the study
is conducted, or the funding agencies’
29. requirements. Nevertheless, they did not conclude that
paradigms and their associated philosophical
assumptions were irrelevant—merely unexamined. They further
suggested that by attending too little to
philosophical ideas and traditions, many mixed method
inquirers are insufficiently reflective and their
practice insufficiently unproblematized. Examining the
philosophical assumptions underlying research,
mixed methods or not, can offer a better understanding of the
complex social world in which educators
and psychologists operate. (See a list of options concerning the
relationship between paradigmatic
stance and choice of mixed methods in Box 10.1.)
BOX 10.1 Possible Reactions to Paradigms
• Incompatibility Thesis: Mixed methods are impossible due to
the incompatibility of the paradigms
underlying the methods.
• Complementary Strengths: Adhere to the tenets of rigor as
defined within each paradigm.
• Multiple Paradigms Drive Mixed Methods: Mixed methods
can be approached from a pragmatic or
transformative paradigm.
• Dialectical Pragmatism: The research question is the dictator
of method; qualitative and quantitative
methods are taken seriously and results of both methods are
synthesized for each study.
• Transformative Mixed Methods: Mixed methods enhance the
ability of researchers to capture the
complexity of issues of human rights and social transformation.
30. • Dialectical Thesis: All paradigms have something to offer;
research will advance through the deliberate
and critical dialogues that occur among scholars who situate
themselves in different paradigms (Greene,
2007).
• A-Paradigmatic: Ignore philosophical assumptions (at your
own risk).
SOURCE: Greene (2007); Mertens (2009); Teddlie and
Tashakkori (2009).
Teddlie and Tashakkori (2009) propose the use of pragmatism
as one philosophical orientation to
guide mixed methods researchers. Simply put, pragmatists
consider the research question to be more
important than either the method they use or the worldview that
is supposed to underlie the method.
These researchers use the criterion “what works?” to determine
which method to use to answer a
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ese esea c e s use t e c te o w at wo s? to dete e w c et od to
use to a swe a
specific research question. Thus, the pragmatic orientation
rejects the either/or mentality suggested by
a choice between the postpositive and the constructivist
paradigms. Here is how Teddlie and
Tashakkori (2009) describe the pragmatic researcher:
Pragmatists decide what they want to study based on what is
important within their personal value
systems. They then study the topic in a way that is congruent
with their value system, including
units of analysis and variables that they feel are most likely to
yield interesting responses. . . . This
description of pragmatists’ behaviors is consistent with the way
that many researchers actually
conduct their studies, especially research that has important
social consequences. (pp. 90–91)
This pragmatic basis can be contrasted with that of the
transformative paradigm in which the
emphasis is on the inclusion of values and viewpoints,
32. especially of marginalized groups, as the driving
force for all aspects of the research. Mertens (2009) questions
the notion of the centrality of the
researcher’s values in the pragmatic paradigm. She raises
questions in terms of which values, whose
values, and the role of the researcher within the context of
values. While Teddlie and Tashakkori
(2009) claim that practicality should serve as the value basis for
a researcher’s choices, researchers
within the transformative paradigm would ask, Practical for
what? What are the intentions of the
researcher, client, or policymakers? Should the
researcher/evaluator be guided by a higher social
purpose than what is found to be useful to those in power?
Mertens (2009) noted that a mixed methods design could also fit
within a transformative framework
if it was designed to reflect, in both perspective and outcomes, a
dedication to social change at levels
ranging from the personal to the political. Furthermore, it is
possible to conduct almost any mixed
methods study with a transformative or advocacy purpose.
EXTENDING YOUR THINKING
Paradigms and Mixed Methods
What are the philosophical assumptions that underlie the mixed
methods approach? How can you integrate
the assumptions of the three major paradigms (postpositivist,
constructivist, and transformative) to guide
your thinking in the use of mixed methods? What are the
assumptions of the pragmatic paradigm and their
implications for educational and psychological research?
Mixed Methods Design Options
The specific mixed methods approaches are defined by the
33. ordering of the application of the
quantitative and qualitative methods (simultaneously or
sequentially), as well as at what point the
mixing of methods occurs. Qualitative and quantitative data
collection can occur in parallel form or
sequential form.
• Parallel form: Concurrent mixed methods/model designs in
which two types of data are collected
and analyzed.
• Sequential form: One type of data provides a basis for
collection of another type of data.
Creswell (2009) uses these two basic design types to organize
possible variations in mixed methods
designs, although he uses the term concurrent in place of
parallel. I agree with Teddlie and Tashakkori
(2009) that parallel is a more inclusive term than concurrent
because the latter term implies the two
methods must be used at the same time rather than the inference
from the term parallel, which is that
they occur in proximity to each other. Creswell (2009) describes
possible twists, such as parallel
(concurrent) designs that are explanatory (qualitative data are
collected after quantitative data to try to
explain the quantitative results) or exploratory (qualitative data
collection is followed by quantitative
data collection to explore a phenomenon), and sequential
designs that are triangulated (use of both
quantitative and qualitative data to see if there is convergence
in findings) or embedded (one type of
p. 308
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quantitative and qualitative data to see if there is convergence
in findings) or embedded (one type of
data plays a dominant role while the other type of data plays a
supportive role).
Mixed methods can also involve the conversion of qualitative
data to a quantitative form or vice
versa; Teddlie and Tashakkori (2009) call this a conversion
design. They also add another design called
multilevel design in which quantitative data are collected at one
35. level of an organization (e.g., student
level) and qualitative data are collected at another level (e.g.,
administrator level). The mixed methods
community also talks about designation of approaches as
dominant or less dominant (or supportive),
depending on the extent to which the overall study uses either
quantitative or qualitative approaches—
to the same extent or one or the other to a greater or lesser
extent (Teddlie & Tashakkori, 2009).
Mertens (2009) and Mertens and Wilson (2012) added a
transformative cyclical design in which
different methods are used at different times during the life
cycle of a study, with the data collected at
each stage informing decisions about the data needed in the next
stage.
As I believe that paradigmatic stances are the beginning point
for decision making in research, I
separate the main design options into the two paradigms that are
salient in the mixed methods research
community: pragmatic and transformative. Table 10.1 provides
a summary of four design options for a
mixed methods approach.2 Following a discussion of these
approaches, the transformative cyclical
design is discussed.
Pragmatic Parallel Mixed Methods Design
The pragmatic parallel mixed methods design is one in which
qualitative and quantitative data are
collected and analyzed to answer a single study’s research
questions (Onwuegbuzie & Teddlie, 2002).
The final inferences are based on both data analysis results. The
two types of data are collected
independently at the same time or with a short time lag. (If the
research is designed with two relatively
independent phases, one with qualitative questions and data
36. collection and analysis techniques and the
other with quantitative questions and data collection and
analysis techniques, then Creswell, 2009, calls
this an embedded design. The inferences made on the basis of
the results of each strand are pulled
together to form meta-inferences at the end of the study.)
Youngs and Piggot-Irvine (2012) provide a detailed example of
a pragmatic mixed methods design
in their evaluation of a preparation program for people who
aspired to become school principals
(hereafter called aspirants). Here is how they described their
approach and methods: “Our pragmatic
position was informed by the intent of our contract with the
Ministry of Education. . . . We took a ‘what
works’ approach” (p. 188). At the national level, they used three
quantitative questionnaires with all
participants; analyzed documents, including regional provider
plans, curricula outlines, and
communications with participants; and conducted
semistructured interviews and focus groups with the
regional providers and facilitators.
The inclusion of two regional case studies into the design meant
that we created the conditions for
multilevel triangulation to occur so that the national data
generated through aspirant
questionnaires and regional provider interviews could be
compared and contrasted with specific
examples from the two regions. This enabled us to report not
just on the more generalized national
findings of the evaluation research but also provide examples of
regional practice and
contextualized aspirant perceptions of their development and
learning. (p. 191)
37. Table 10.1 Mixed Methods Design Options and Examples
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Pragmatic Sequential Mixed Methods Design
In the pragmatic sequential mixed methods design, one type of
data (e.g., quantitative) provides a basis
for the collection of another type of data (e.g., qualitative)
(Creswell, 2009; Teddlie & Tashakkori,
38. 2009). It answers one type of question by collecting and
analyzing two types of data. Inferences are
based on the analysis of both types of data. A sequential design
is one in which the conclusions that are
made on the basis of the first strand lead to formulation of
questions, data collection, and data analysis
for the next strand. The final inferences are based on the results
of both strands of the study. In some
cases, the second strand/phase of the study is used to confirm or
disconfirm the inferences of the first
strand or to provide further explanation for unexpected findings
in the first strand. This approach can
be used to generate hypotheses to be explored in more depth or
to develop surveys that use correct
language for the population.
Berliner et al. (2008) provide an example of a sequential mixed
methods design in their study of high
school dropouts. The researchers had access to a longitudinal
student-level database that contained
information about the date that dropouts left school and if they
reenrolled in the same district. They
used data from a cohort of students who started high school in
2001/2002 and were expected to
graduate in the 2005/2006 school year. They conducted
quantitative statistical analyses on dates of
withdrawal and return, graduation rates, student courses, and
demographic characteristics, as well as
students’ reasons for dropping out. The quantitative data
revealed that dropping out is not necessarily a
permanent decision. While only 45% of the students graduated
within the expected 4 years, of those
who did drop out, almost one third of the students reenrolled
during the 5 years of the study, and 18%
of those graduated from high school in 2005/2006. (Twenty
percent of the students transferred to other
39. school districts, and researchers did not have access to their
school outcomes.) The authors describe
their sequential mixed methods design as follows:
Drawing on the preliminary analysis of the district dataset,
interviews were conducted to clarify,
affirm, or challenge the study findings and to explore state and
district policies and practices that
affect reenrollment and students’ experiences dropping out and
reenrolling in San Bernardino City
Unified School District high schools. In fall 2007, interview
data were collected from 20 district
contacts during a weeklong, in-person site visit. (p. ii)
Christ (2007, p. 228) provides another example of sequential
design that began with a longitudinal
quantitative survey of the supports needed by college students
with disabilities. The researcher
compared the results of a national survey that was conducted in
1999 and 2001 to see if changes
occurred over this 2-year period. The results were used to raise
additional questions, frame criteria for
purposeful selection of postsecondary institutions, and guide
development of interview questions at the
selected sites. Christ then conducted semistructured interviews
at three postsecondary sites that were
considered by experts in the field to be exemplary. The
resulting data were analyzed to determine
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critical themes related to effectively supporting college students
with disabilities. These data were then
used as a basis for designing a third stage of the study: an
intensive case study of a single institution
that was facing a severe budget cut.
Transformative Parallel Mixed Methods Design
The transformative parallel mixed methods design is based on
the use of both quantitative and
qualitative methods in a study that has a goal of social change
at levels ranging from the personal to the
political (Mertens, 2009; Mertens & Wilson, 2012). The design
gives primacy to the value-based and
action-oriented dimensions of different inquiry traditions
(Greene, 2007).
41. The Shared Reading Project (SRP) provides an example of a
transformative mixed methods design
that used parallel qualitative and quantitative data collection
and analysis strategies (Delk &
Weidekamp, 2001; Mertens, Delk, & Weidekamp, 2003). The
SRP was designed to provide hearing
parents and caregivers with visually based strategies to read
books to their deaf and hard-of-hearing
children from birth through age 8. The SRP was designed to
meet the needs of five groups of
traditionally underserved deaf and hard-of-hearing students,
including members of diverse
ethnocultural groups, those who have secondary disabilities,
people who live in rural areas, people who
come from homes in which a spoken language other than
English is used, and/or people who are lower-
achieving academically. Tutors, most of whom are deaf, visited
the families in their homes to teach
them signing and reading strategies and answer their questions
about the process of teaching their
children to read.
The SRP collected both quantitative and qualitative data to
address multiple evaluation questions.
The quantitative measures included closed-ended surveys and
logs that the families kept that indicated
such things as the demographic characteristics and the number
of times families used the books that the
tutors brought them between visits. The qualitative data were
collected through in-person, on-site
interviews with the families, tutors, and site coordinators.
Foreign language interpreters were used in
homes where the spoken language was other than English. Deaf
interviewers conducted the interviews
with the deaf tutors; these interviews were videotaped and then
transcribed. Participants were asked to
42. describe such things as their role in the project, their emotional
experiences during the project, and
successes and challenges.
The quantitative and qualitative data were analyzed with a
specific attempt to identify the impact of
the project on the traditionally underserved groups. Quantitative
data indicated that 104 of the 116
children belonged to at least one of the traditionally
underserved groups. The quantitative and
qualitative data were disaggregated in the analysis in order to
provide a picture of the unique successes
and challenges faced by members of these groups in teaching
their deaf and hard-of-hearing children to
read. Because the focus was on traditionally underserved
groups, the results were shared with the
people in their communities to determine lessons learned and
options for additional action. Because of
the demonstrable results in terms of improved literacy, several
of the sites have moved to
institutionalize the SRP, incorporating it into their regular
school program. In some sites, the skill of the
deaf tutors has been increasingly recognized and they have been
given responsibilities to work in the
classrooms as well as at the students’ homes. One site has made
a decision to expand the program to
include Hmong and Latino families of children enrolled in the
school.
Transformative Sequential Mixed Methods Design
The transformative sequential mixed methods approach shares
the transformative goal described in the
previous section, as well as the methodological sequencing of
the pragmatic sequential option
(Mertens, 2009).
43. Meadow-Orlans et al. (2003) provide an example of a
transformative sequential mixed methods
design in their study of parents’ experiences with their young
deaf and hard-of-hearing children. The
study proceeded in three phases: first, a quantitative national
survey; then, individual parent interviews;
and third, focus group interviews. The initial phase of the study
was designed not only to provide a
broad picture of parents’ early experiences but also to
investigate differences in experiences based on
such characteristics as race or ethnicity, parent hearing status,
presence of additional disabilities beyond
hearing loss, level of parent education, and the socioeconomic
status of the family. The National Parent
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g , p , y
Project survey was designed to obtain information directly from
families by eliciting descriptions of
their experiences, evaluations of effectiveness of services, and
recommendations for improvement.
Parents provided important insights throughout the project from
the design of the survey and interview
protocol to the analyses and implications of the findings.
The quantitative data analysis indicated great diversity in the
characteristics of the families and their
responses to the survey questions. For example, one third of the
participating parents had children with
a disability in addition to a hearing loss, and many of these
families encountered difficulties obtaining
needed services. Overall, families generally expressed
satisfaction with the services their children
received; however, some families, particularly non-White
families, were less satisfied with their
services.
These findings led to the qualitative portion of the study, which
used in-depth telephone interviews
and a purposive sampling strategy to investigate in more depth
the experiences of families with
children with co-occurring disabilities, parents who were deaf
or hard of hearing, parents of children
with cochlear implants, and families of color. In the final phase,
three focus groups of parents were
conducted in large urban areas with the intention of expanding
45. the number of Hispanic and African
American families represented in the sample. In replying to
very open-ended questions, participants
provided insights into their experiences, feelings, and concerns
during the time of suspicion and
confirmation of their child’s hearing loss; discussed the people
or services that were most helpful and
needs that were not addressed by early intervention services;
described their communication decision-
making process; and offered the advice they had for
professionals and for other parents.
The data were analyzed and reported within the larger national
context, while still preserving the
subgroup analyses of traditionally underrepresented groups.
Special attention was given to
interrogating bodies of knowledge that have become
institutionalized as established concepts and
practices that were determined by groups that traditionally have
power in our society. Groups in power
(generally professionals) largely determine for those with less
power (parents) what are accepted
practices. These “cultural facts” are accepted without challenge
until the voices of individuals affected
have the opportunity to articulate their experiences and express
their perspectives. Thus, the parents’
comments served as a basis to give insights not only to other
parents who might be starting down the
road of life with their deaf or hard-of-hearing child but also to
professionals who serve this population.
Transformative Cyclical Mixed Methods Design
Bledsoe (2008) provides an example of a transformative cyclical
mixed methods design in her
evaluation of an obesity reduction program in a school system
in a disadvantaged neighborhood in
46. New Jersey (see Figure 10.1). She entered the context after
program developers had decided that the
reason students were obese was because of poor self-concept.
Rather than accepting that version of
reality, she asked them if they had checked with the students to
understand their version of reality—
that is, their understanding of the meaning of obesity and
reasons for reducing their weight. As the
program developers had not yet done that, she collected
qualitative data to do just that. What did
obesity mean to the students? Did they overeat because they had
poor self-concepts? Her qualitative
data revealed that the students did not have poor self-concepts.
Indeed, they felt that being “big” was
not such a bad thing. However, they did express concern about
the health consequences associated with
obesity (e.g., heart disease, diabetes) and they wanted to know
how to avoid the likelihood that they
would be afflicted with those conditions. They wanted to eat
healthy foods and exercise more, but they
saw barriers such as lack of access to fresh fruits and vegetables
and a lack of safe places to get
exercise. Thus, a more culturally responsive program was
developed that included food fairs to
demonstrate how to cook favorite foods in a more healthy way
and dance contests in which the number
of steps taken were counted by a pedometer. Students also used
geographic information systems (GIS)
to map food outlets, kept food diaries, and had physical
measurements of weight and blood tests for
diabetes. In this way, the cyclical use of data, both qualitative
and quantitative, allowed for the design,
implementation, and successful outcomes in this project.
Figure 10.1 Obesity Reduction Program Transformative
Cyclical Mixed Methods Design
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SOURCE: Bledsoe (2008).
EXTENDING YOUR THINKING
Mixed Methods Design Options
48. Explain the main design options for mixed methods research.
Give an example of how each of these could
be applied in educational and psychological research.
Select a research problem in education or psychology. Find a
research study related to the problem you
selected that uses a mixed methods approach. Use the questions
for critically analyzing mixed methods
research to identify its strengths and weaknesses. What
improvements would you suggest for that study?
Questions for Critically Analyzing Mixed Methods Research
Teddlie and Tashakkori (2009) suggest that there is a unique
character to mixed methods that
transcends a simplistic combination of methods. Therefore, they
suggest the term inference quality to
refer to issues that would be termed internal validity in
quantitative terms or trustworthiness in
qualitative terms. Greene (2007) also discusses this concept as
warranting the quality of inferences in
mixed methods research. Based on the dialectical stance with
regard to mixed methods research, she
offers the following considerations for quality:
• Focuses on the available data support for the inferences,
using data of multiple and diverse kinds;
• Could include criteria or stances from different
methodological traditions;
• Considers warrants for inquiry inferences a matter of
persuasive argument, in addition to a matter
of fulfilling established criteria; and
• Attends to the nature and extent of the better understanding
that is reached with this mixed
49. methods design. (p. 169)
Table 10 2 provides a framework for considering criteria to
determine quality in mixed methods
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Table 10.2 provides a framework for considering criteria to
determine quality in mixed methods
50. research.
One approach to critically analyzing a mixed methods study
would be to use the criteria that are
presented in previous chapters on specific quantitative methods
for the quantitative portion of the study
and those in the chapters on qualitative methods for the
qualitative portion. This is not a bad strategy
and could be a useful way to assess the quality of the individual
parts of the study. This allows
researchers to begin their critique of the quality of a mixed
methods design by looking at the integrity
of the methods as they are derived from the assumptions of each
paradigm. So using the questions in
the appropriate methodology chapter to critically analyze the
methods for particular approaches in a
project is appropriate.
However, tensions can arise because conflicting demands can be
present when more than one
paradigm is operationalized. For example, if the researcher is
working inductively within the
qualitative part of the study, the sample is small and
purposively selected, and therefore would not meet
the criteria for a quantitative sample that needs to be larger and
have been randomly selected. If a
quantitative component is being used, then a separate,
randomized sample might be added for that
portion. Small samples do raise issues of potential bias.
Researchers should also be aware of the issues
related to the use of a qualitative or quantitative data collection
method to supplement the findings
from the main study. For example, a quantitative study might
include one or two focus groups to add a
qualitative dimension to the main study. The researcher in such
circumstances needs to acknowledge
51. the limitations of the qualitative data, in that they cannot stand
alone. They are intelligible and
interpretable only when they are linked to the data from the
main quantitative part of the study.
Table 10.2 Rigor: Criteria for Judging Quality in Quantitative,
Qualitative, and Mixed
Methods Research
When looking at the conclusions of a mixed methods design, it
is possible that the results from both
methods will agree with each other and thus confirm the
conclusions reached. It is also possible that
they will not agree with each other. Then, the researcher must
explore plausible explanations for the
disagreement. It may be due to the difference in approach or
because of changes in the context over
time that could influence performance on the dependent
measures.
The selection of different methods in a study may be necessary
to accommodate differences based on
disability, culture, language, reading or writing levels, gender,
class, and race or ethnicity for specific
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y, , g g , g g , g , , y p
subgroups in a population (Mertens, 2009). Practically,
individuals with different types of disabilities
may be better able to provide accurate information about
themselves if a qualitative or quantitative
method is used. For example, in the Delk and Weidekamp
(2001) study, telephone surveys were not
appropriate for deaf individuals without adequate English
writing skills. Other human dimensions, such
as race or ethnicity, also need to be considered in the design of
a study. As Stanfield (2011) noted, an
atmosphere of distrust has developed between researchers and
many members of racial or ethnic
minority communities because of historical events such as the
Tuskegee experiments, in which Black
men with syphilis were left untreated so that researchers could
study the progress of the disease. Mixed
methods may be necessary to provide an opportunity to build a
53. sense of trust between the researcher
and the community. A researcher could define the problem to be
studied through a qualitative phase of
interacting with members of the community, using observation
and interviewing. If trust can be
developed, then it might be appropriate to introduce a
quantitative phase to the project.
These issues and concerns then give rise to the following
questions that can be used to critically
analyze mixed methods research studies:
1. What are the multiple purposes and questions that justify the
use of a mixed methods design?
2. Has the researcher matched the purposes and questions to
appropriate methods?
3. To what extent has the researcher adhered to the criteria that
define quality for the quantitative
portion of the study?
4. To what extent has the researcher adhered to the criteria that
define quality for the qualitative
portion of the study?
5. How has the researcher addressed the tension between
potentially conflicting demands of
paradigms in the design and implementation of the study?
6. Has the researcher appropriately acknowledged the
limitations associated with data that were
collected to supplement the main data collection of the study?
7. How has the researcher integrated the results from the mixed
methods? If necessary, how has the
researcher explained conflicting findings that resulted from
54. different methods?
8. What evidence is there that the researcher developed the
design to be responsive to the practical
and cultural needs of specific subgroups on the basis of such
dimensions as disability, culture,
language, reading levels, gender, class, and race or ethnicity?
EXTENDING YOUR THINKING
Rigor in Mixed Methods Research
Design a study using a mixed methods design. Explain how your
design respects the integrity of the
qualitative and quantitative methods. Explain how you would
address the criteria implicit in the questions
for critically analyzing mixed methods research.
Using one or more of the studies from the quantitative or
qualitative chapters, rethink the study using
mixed methods. How would the study change? What would you
gain? What would you lose?
Summary of Chapter 10: Mixed Methods Research
In some ways, mixed methods is not a new way of doing
research, as many researchers have engaged
in the collection of both quantitative and qualitative data.
However, the research community now
reflects an increased interest in mixed methods and how to
explore more systematically the advantages
and disadvantages of their use. Both pragmatic and
transformative paradigms are used as a basis for
hi l i d i h l f i d h d di h k h i
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this exploration and to examine those elements of mixed
methods studies that make them unique
compared to studies that use a single method. Designs for mixed
methods include consideration of the
temporal relation between the use of each type of method
(quantitative and qualitative) and the
philosophical belief systems that underlie the research
decisions. Criteria for critically analyzing the
strengths and weaknesses of mixed methods research include the
criteria for the individual approaches
(e.g., case studies or surveys), as well as consideration of the
56. rationale for and implementation of the
mixed methods themselves.
Notes
1. Multiple methods studies are considered those that use more
than one method, but the methods chosen are
singularly either quantitative or qualitative. Teddlie and
Tashakkori (2009) label this monomethod “multi-strand
research.”
2. In Teddlie and Tashakkori (2010), several typologies of
mixed methods designs are presented in the various
chapters. They note that the formal field of mixed methods
research is in its adolescence, and therefore it is to be
expected that various typologies would be present in the
literature. Main points of definition appear to be the
temporal relation between the quantitative and qualitative data
collections (parallel vs. sequential), the
philosophical paradigm underlying the work (e.g., pragmatic or
transformative), the priority given to either
qualitative or quantitative approaches (Creswell, 2009 described
this as dominant, subdominant relations), and the
purpose of the research (confirmatory or exploratory). If design
options were presented for each possible
combination of these dimensions, then there would be a large
number of possible designs for mixed methods. For
the sake of parsimony, I elected to include five major categories
for the major types of mixed methods designs.
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A L A N B RY M A N
University of Leicester
A B S T R A C T This article seeks to move beyond typologies
of the ways
in which quantitative and qualitative research are integrated to
an
examination of the ways that they are combined in practice. The
article is based on a content analysis of 232 social science
articles in
which the two were combined. An examination of the research
methods and research designs employed suggests that on the
quantitative side structured interview and questionnaire
research
within a cross-sectional design tends to predominate, while on
the
qualitative side the semi-structured interview within a
cross-sectional design tends to predominate. An examination of
the
rationales that are given for employing a mixed-methods
research
approach and the ways it is used in practice indicates that the
two
do not always correspond. The implications of this finding for
how
we think about mixed-methods research are outlined.
K E Y W O R D S : qualitative research, quantitative research,
58. mixed-methods
research, multi-strategy research, typologies
There can be little doubt that research that involves the
integration of quanti-
tative and qualitative research has become increasingly common
in recent
years. While some writers express unease about the ‘whatever
works’ position
that underpins it (e.g. Buchanan, 1992; Pawson and Tilly,
1997), so far as
research practice is concerned, combining quantitative and
qualitative
research has become unexceptional and unremarkable in recent
years. Indeed,
for some writers it has come to be seen as a distinctive research
approach in its
own right that warrants comparison with each of quantitative
and qualitative
research. In this sense, we end up with three distinct approaches
to research:
quantitative; qualitative; and what is variously called multi-
methods
(Brannen, 1992), multi-strategy (Bryman, 2004), mixed methods
(Creswell,
A R T I C L E 97
DOI: 10.1177/1468794106058877
Integrating quantitative and qualitative
research: how is it done?
Q
R
60. done (for example, funding bodies and journal editors). To that
extent, the
typologies of mixed-methods or multi-strategy research can be
helpful to
researchers and writers in clarifying the nature of their
intentions or of their
accomplishments.
However, the variety and range of typologies has reached the
point where
these exercises have become almost too refined, bearing in mind
that the range
of concrete examples of multi-strategy research is not great.
Indeed, most of
the typologies have been constructed in largely theoretical
terms and have not
been apparently influenced in a systematic way by examples of
multi-strategy
research. To a large extent, they are exercises in logically
possible types of inte-
gration, rather than being built up out of examples.
However, the dimensions out of which the typologies are
constructed are
instructive, in that they draw attention to the different aspects
of multi-
strategy research:
1. Are the quantitative and qualitative data collected
simultaneously or
sequentially? (Morgan, 1998; Morse, 1991).
2. Which has priority – the quantitative or the qualitative data?
(Morgan,
1998; Morse, 1991).
61. 3. What is the function of the integration – for example,
triangulation,
explanation, or exploration? (Creswell, 2003; Creswell et al.,
2003;
Greene et al., 1989).
4. At what stage(s) in the research process does multi-strategy
research
occur? (Tashakkori and Teddlie, 1998). It may be at stages of
research
question formulation, data collection, data analysis, or data
interpret-
ation.
5. Is there more than one data strand? (Tashakkori and Teddlie,
2003). With
a multi-strand study, there is more than one research method
and hence
source of data. With a mono-strand study, there is one research
method
Qualitative Research 6(1)98
and hence one source of data. However, whether a mono-strand
study can
genuinely be regarded as a form of mixing methods is
debatable.
A further issue with the use of these typologies is that they
imply some
forward commitment to a type of design, much like a decision to
employ an
experimental research design entails a commitment to
uncovering data of a
62. particular type. However, as some authors observe (e.g.
Erzberger and Kelle,
2003), the outcomes of multi-strategy research are not always
predictable.
While a decision about design issues may be made in advance
and for good
reasons, when the data are generated, surprising findings or
unrealized poten-
tial in the data may suggest unanticipated consequences of
combining them.
What do we know about mixing quantitative and qualitative
research?
The exercise of specifying typologies co-exists with unease
among some
authors about what we actually know about the ways in which
quantitative
and qualitative research are combined in practice. For example,
it has been
suggested that there are relatively few guidelines about ‘how,
when and why
different research methods might be combined’ (Bryman, 1988:
155).
Maxwell has suggested that ‘the theoretical debate about
combining methods
has prevented us from seeing the different ways in which
researchers are
actually combining methods’ (Maxwell, 1990: 507, cited in
Maxwell and
Loomis, 2003: 251). He and Loomis have argued further that:
Uncovering the actual integration of qualitative and quantitative
approaches in
any particular study is a considerably more complex
undertaking than simply
63. classifying the study into a particular category on the basis of a
few broad dimen-
sions or characteristics. (Maxwell and Loomis, 2003: 256)
Remarks such as these suggest that the formalization of
approaches to multi-
strategy research through typologies has moved too far ahead of
a systematic
appreciation of how quantitative and qualitative research are
combined in
practice. The writers who adopt a formalized strategy use many
examples to
illustrate their ‘types’ but we have relatively little
understanding of the
prevalence of different combinations, though there are some
exceptions to this
statement (e.g. Greene et al., 1989; Niglas, 2004).
An investigation of articles combining quantitative and
qualitative research
With these kinds of consideration in mind, an investigation was
undertaken of
the ways that quantitative and qualitative research are combined
in published
journal articles. The findings reported in this article derive from
only one phase
of this research project, albeit a major component of it –
namely, a content
Bryman: Integrating quantitative and qualitative research 99
analysis of articles based on multi-strategy research. Journal
articles do not
64. encapsulate all possible contexts in which projects reporting
multi-strategy
research might be found. Conference papers and books are other
possible sites.
However, journal articles are a major form of reporting findings
and have the
advantage that, in most cases, the peer review process provides
a quality
control mechanism. By contrast, conference papers and books
are sometimes
not peer reviewed.
The approach to gleaning a sample was to search the Social
Sciences
Citation Index (SSCI) for articles in which relevant key words
or phrases such
as ‘quantitative’ and ‘qualitative’, or ‘multi(-)method’, or
‘mixed method’, or
‘triangulation’ appeared in the title, key words, or abstract. This
means that the
sample comprises articles which to some degree foreground the
fact that the
study is based on both quantitative and qualitative research.
Searches using
other kinds of key words, such as ‘survey’ and ‘ethnography/ic’,
produce a far
larger sample of articles than could be dealt with within the
purview of this
investigation. In conducting the search, the emphasis was on
uncovering
articles in five fields: sociology; social psychology; human,
social and cultural
geography; management and organizational behaviour; and
media and
cultural studies. The analysis was restricted to the 10-year
period of
65. 1994–2003. The fact that the findings are based on a large
corpus of articles
suggests that the sample is unlikely to be overly atypical,
although claims of
representativeness would be impossible to sustain. Judgments
about whether
articles fell within the purview of the investigation, in terms of
whether they
could be regarded as deriving from the five fields, were made
on the basis of the
journal title or information supplied in abstracts. In this way, a
total of 232
articles was generated and content analyzed.
What was and was not an example of the combination of
quantitative and
qualitative research was occasionally problematic. The most
notable of these
occasions had to do with cases in which the researcher claimed
to have used a
qualitative approach or to be using qualitative data, but in fact
the ‘qualitative
data’ were based on a quantitative analysis of unstructured data
– for example,
of responses to open questions. Articles in which this occurred
and where such
data were the only source of the qualitative component were not
included in
the sample, because it is very debatable whether they can be
regarded as indica-
tive of a qualitative approach. This kind of quantification of
qualitative data is
more properly regarded as indicative of a quantitative research
approach.
Indeed, in some articles that were included in the sample, this
kind of process
66. was depicted by authors as indicative of a quantitative research
approach
rather than a qualitative one. There is clearly some confusion
concerning
whether the quantification of qualitative, unstructured data is
indicative of a
quantitative or a qualitative research approach. For the purposes
of sample
selection, it was taken to be the former, regardless of authors’
claims. However,
this was not a very common occurrence; although a log was not
kept of these
cases, they number no more than five or six articles.
Qualitative Research 6(1)100
The sample is likely to be biased in the sense that by no means
all authors of
articles reporting multi-strategy research foreground the fact
that the findings
reported derive from a combination of quantitative and
qualitative research,
or do not do so in terms of the key words that drove the online
search strategy.
An alternative search strategy is to select a sample of journals
and to search
for articles exhibiting multi-strategy research. This tactic was
employed by
Niglas (2004) in her investigation of multi-strategy research in
education. Her
sample of 145 articles derived from 1156 articles in 15 journals.
This is a very
good way of generating a sample but, in the context of a study
that is meant
67. to cover five fields of study, it is difficult to implement and
also results in a lot
of redundancy because a large number of articles have to be
read in order to
establish whether they are based on both quantitative and
qualitative research
(only 12.5 percent of articles read for Niglas’s study were
relevant to the main
focus of her investigation). Moreover, foregrounding that a
study is based on
multi-strategy research is interesting because it implies that the
fact that the
different sources of data were employed is important and
significant to the
author(s) concerned. Since a major focus of the research was the
kinds of
purposes to which multi-strategy research is put, the online
search strategy
that was used for the study reported here was very relevant,
because we might
anticipate that researchers who choose to emphasize this aspect
of their
studies will have given greater consideration to the issues
involved in combin-
ing quantitative and qualitative research. In this sense, the
articles from which
the findings derive constitute a purposive sample. A further
issue that suggests
some advantages to the sampling approach taken for this article
is that it allows
articles in a wide variety of journals to be uncovered. Thus,
while it is certainly
possible to trawl through sociology journals for instances of
multi-strategy
research articles in sociology, such a process risks neglecting
many relevant
68. sociology articles appearing in specialist journals.
Several writers have pointed out that quantitative and
qualitative research
can be combined at different stages of the research process:
formulation of
research questions; sampling; data collection; and data analysis.
Articles for
this study were chosen in terms of data collection and data
analysis and then
content analyzed in relation to these aspects of the research
process. Issues of
sampling did materialize in the study, as the findings below will
indicate. Data
collection and analysis were emphasized because these are
arguably defining
features of quantitative and qualitative research. Moreover,
multi-strategy
research articles nearly always entail the collection and analysis
of both quan-
titative and qualitative data (Niglas, 2004).
B A C KG RO U N D F I N D I N G S
First, a small number of background features of the articles
analyzed thus far
will be mentioned. When the primary discipline of each article
is examined, we
find that the major contributing discipline is sociology with 36
percent of all
articles. This is followed by social psychology (27%);
management and
Bryman: Integrating quantitative and qualitative research 101
69. organizational behaviour (23%); geography (8%); and media
and cultural
studies (7%). These findings strongly suggest that multi-
strategy research is
more commonly practised in some disciplines than others.
A further interesting background characteristic is the nation of
the insti-
tutional affiliation of the author or first author of each article.
North America
is the major contributor with 49 percent of all articles; the UK
comes second
with 27 percent; followed by Europe and Australia (8% and
7%); Middle East
(4%); with Asia, Africa and Latin America contributing 3
percent between
them. These figures are obviously significantly affected by the
fact that only
English language publications were sought and read.
R E S E A RC H M E T H O D S A N D R E S E A RC H D E
S I G N S U S E D
The first issue to be addressed in this article is: what research
methods and
research designs were employed in the articles? Each article
was coded in terms
of the research methods that were employed. Some of the
research methods
are perhaps better thought of as methods of data analysis, but
they are
frequently portrayed as research methods because of their
distinctive
approaches to sampling or capturing data (for example, content
analysis,
discourse analysis and conversation analysis). Table 1 presents
the main
70. methods used. The analysis presented derives from a multiple
response analysis
using SPSS.
A striking feature is that a small number of methods account for
the vast
majority of all methods employed. Survey methods and
qualitative interviews
account for the vast majority of methods employed in the
articles. If we
aggregate self-administered questionnaire, structured interview
and
questionnaire/structured interview (a category used when it was
unclear
Qualitative Research 6(1)102
T A B L E 1 . Research methods employed
Number of articles using
Self-administered questionnaire 121
Structured interview 52
Structured observation 3
Content analysis 18
Quantification of qualitative interview questions 15
Questionnaire/structured interview 18
Semi-structured interview 159
Participant observation/ethnography 14
Unstructured interview 6
Qualitative analysis of documents 28
Answers to open questions in questionnaire 48
Focus groups 33
Language-based analysis 5
Other method 55
71. how survey instruments were administered), 82.4 percent of all
articles
coded used a survey instrument. If we aggregate semi-structured
interview
and unstructured interview, we find that data for 71.1 percent of
articles
derived from either of these two ways of conducting qualitative
interviews.
Further, 57.3 percent of all articles are based on a combination
of a survey
instrument and qualitative interviewing. In other words, one
combination of
research methods predominates in this data set – that is, one in
which data
are collected by either structured interview or questionnaire on
the quantita-
tive side along with either a semi-structured or unstructured
interview on the
qualitative side.
A further feature is that with 6.5 percent of articles, the
quantitative data
derive from an individual qualitative or focus group interview
and that, in 20.7
percent of articles, the qualitative data derive from open
questions in a struc-
tured interview or self-administered questionnaire. In the
former case, the
quantitative data derive from a research instrument associated
with qualitative
data collection while, in the second case, the qualitative data
derive from a
research instrument associated with quantitative data collection.
In other
72. words, for around 27 percent of articles, the collection of
quantitative and
qualitative data was not based on the administration of separate
research
instruments.
This finding is interesting because some methodologists might
argue that a
combination of quantitative and qualitative data based on the
administration
of one research instrument does not represent a true integration
of quantita-
tive and qualitative research because one will tend to be
subordinate to the
other. Thus, when multi-strategy research derives from the
administration of
a semi-structured interview, some of whose questions are
quantified, an
argument might be levelled that this does not represent a
genuine form of
quantitative research since the data have not been gathered in
line with its
underlying principles. Similarly, it might be argued that asking
a small number
of open questions in the course of a structured interview does
not really
provide an instance of multi-strategy research because the
qualitative data
have been collected in the course of administering a research
instrument that
has been devised in terms of survey principles. Moreover, such
a situation
requires a modification of approach to answering questions on
the part of
respondents in the course of responding to a research
instrument. However,
73. articles adopting an approach in which quantitative and
qualitative data
derived from the same research instrument were included.
When we turn to research designs, the aim of the analysis was
to code
articles in terms of the design employed for the quantitative
data and the
design employed for the qualitative data. In a small number of
cases (4),
because of the complexity of the data, a third research design
was coded.
Table 2 presents the data on this aspect of the investigation
using a classifi-
cation that follows Bryman’s (2004) categorization of research
designs. In this
classification, a study is treated as a case study if it involves
just a single case.
Bryman: Integrating quantitative and qualitative research 103
If it was a multiple case study, involving two or more cases, it
was treated as a
comparative design. Again, the analysis derived from a multiple
response
analysis using SPSS.
As one might expect from the findings in Table 2, the bulk of
the studies
employed a cross-sectional design for the collection of both the
quantitative
and the qualitative data. Experimental and quasi-experimental
designs barely
figure in the findings. Employing a cross-sectional design for
74. the collection of
both quantitative and qualitative data is by far the most common
design combi-
nation (62.9% of all articles). When we put the data relating to
research
methods and research designs together, we find that 41.8
percent of all articles
included both a survey instrument and personal qualitative
interviewing
within a cross-sectional design for the collection of both sets of
data. Some-
times, although rarely, this format will have been accompanied
by other
sources of data.
J U S T I F I C AT I O N S F O R C O M B I N I N G Q UA N
T I TAT I V E A N D
Q UA L I TAT I V E R E S E A RC H
A major focus of the content analysis was on the rationales
proffered for
combining quantitative and qualitative research. This aspect of
the investi-
gation was approached in several ways. First, the rationale
given by authors for
combining the two approaches to data collection and/or analysis
was coded. For
this exercise, the reasons that were given before the findings
were presented
were typically examined. Then, the ways in which quantitative
and qualitative
research were actually combined were coded. In doing so, the
coding reflected
authors’ reflections on what they felt had been gleaned from
combining quan-
titative and qualitative research, and any ways in which the two
were combined
75. which were not reflected in authors’ accounts. The purpose of
discriminating
between these two ways of thinking about the justification for
multi-strategy
research was that authors’ accounts of why they intended to
combine quanti-
tative and qualitative research might differ from how they
actually combined
Qualitative Research 6(1)104
T A B L E 2 . Research designs employed
Number of articles using
Cross-sectional design 1 169
Cross-sectional design 2 148
Case study 1 24
Case study 2 16
Longitudinal 1 28
Longitudinal 2 19
Experimental 1 (includes quasi-experimental) 9
Experimental 2 (includes quasi-experimental) 5
Comparative 1 (includes multiple case study) 30
Comparative 2 (includes multiple case study) 19
them in practice. If a difference was sometimes found between
the two accounts
(that is, between the rationale and practice), this would be
interesting because
the scientific paper is often perceived among sociologists of
science as an ex post
facto reconstruction that rationalizes and injects coherence into
the different
76. elements of the research process (e.g. Gilbert and Mulkay,
1984).
In coding the justifications for combining quantitative and
qualitative
research, two different schemes were employed. First, the
influential scheme
devised in the context of evaluation research by Greene et al.
(1989) was used.
This scheme isolates five justifications for combining
quantitative and quali-
tative research:
1. Triangulation: convergence, corroboration, correspondence or
results
from different methods. In coding triangulation, the emphasis
was placed
on seeking corroboration between quantitative and qualitative
data.
2. Complementarity: ‘seeks elaboration, enhancement,
illustration, clarifi-
cation of the results from one method with the results from
another’
(Greene et al., 1989: 259).
3. Development: ‘seeks to use the results from one method to
help develop or
inform the other method, where development is broadly
construed to
include sampling and implementation, as well as measurement
decisions’
(Greene et al., 1989: 259).
4. Initiation: ‘seeks the discovery of paradox and contradiction,
new perspec-
77. tives of [sic] frameworks, the recasting of questions or results
from one
method with questions or results from the other method’
(Greene et al.,
1989: 259).
5. Expansion: ‘seeks to extend the breadth and range of enquiry
by using
different methods for different inquiry components’ (Greene et
al., 1989:
259).
This scheme has been quite influential and was employed by
Niglas (2004)
in her examination of education research articles. In their
analysis of evalu-
ation research articles, Greene et al. (1989) coded each article
in terms of a
primary and a secondary rationale, a procedure that was also
employed by
Niglas (2004). An advantage of the Greene et al. scheme is its
parsimony, in
that it boils down the possible reasons for conducting multi-
strategy research
to just five reasons, although the authors’ analysis revealed that
initiation was
uncommon. A disadvantage is that it only allows two rationales
to be coded
(primary and secondary). Accordingly, a more detailed but
considerably less
parsimonious scheme was devised. It was based on an extensive
review of the
kinds of reasons that are frequently given in both
methodological writings and
research articles for combining quantitative and qualitative
research. The
78. scheme provided for the following rationales:
a) Triangulation or greater validity – refers to the traditional
view that quan-
titative and qualitative research might be combined to
triangulate
Bryman: Integrating quantitative and qualitative research 105
findings in order that they may be mutually corroborated. If the
term was
used as a synonym for integrating quantitative and qualitative
research,
it was not coded as triangulation.
b) Offset – refers to the suggestion that the research methods
associated with
both quantitative and qualitative research have their own
strengths and
weaknesses so that combining them allows the researcher to
offset their
weaknesses to draw on the strengths of both.
c) Completeness – refers to the notion that the researcher can
bring together
a more comprehensive account of the area of enquiry in which
he or she
is interested if both quantitative and qualitative research are
employed.
d) Process – quantitative research provides an account of
structures in social
life but qualitative research provides sense of process.
79. e) Different research questions – this is the argument that
quantitative and
qualitative research can each answer different research
questions but this
item was coded only if authors explicitly stated that they were
doing this.
f) Explanation – one is used to help explain findings generated
by the other.
g) Unexpected results – refers to the suggestion that
quantitative and quali-
tative research can be fruitfully combined when one generates
surprising
results that can be understood by employing the other.
h) Instrument development – refers to contexts in which
qualitative research
is employed to develop questionnaire and scale items – for
example, so that
better wording or more comprehensive closed answers can be
generated.
i) Sampling – refers to situations in which one approach is used
to facilitate
the sampling of respondents or cases.
j) Credibility – refers to suggestions that employing both
approaches
enhances the integrity of findings.
k) Context – refers to cases in which the combination is
rationalized in terms
of qualitative research providing contextual understanding
coupled with
either generalizable, externally valid findings or broad
80. relationships
among variables uncovered through a survey.
l) Illustration – refers to the use of qualitative data to illustrate
quantitative
findings, often referred to as putting ‘meat on the bones’ of
‘dry’ quanti-
tative findings.
m) Utility or improving the usefulness of findings – refers to a
suggestion,
which is more likely to be prominent among articles with an
applied focus,
that combining the two approaches will be more useful to
practitioners
and others.
n) Confirm and discover – this entails using qualitative data to
generate
hypotheses and using quantitative research to test them within a
single
project.
o) Diversity of views – this includes two slightly different
rationales – namely,
combining researchers’ and participants’ perspectives through
quantitative and qualitative research respectively, and
uncovering
relationships between variables through quantitative research
while also
Qualitative Research 6(1)106
revealing meanings among research participants through
81. qualitative
research.
p) Enhancement or building upon quantitative/qualitative
findings – this
entails a reference to making more of or augmenting either
quantitative
or qualitative findings by gathering data using a qualitative or
quantita-
tive research approach.
q) Other/unclear.
r) Not stated.
This classification includes a larger number of categories than
other
schemes and as such is meant to capture in finer detail the range
of reasons
that are given for conducting multi-strategy research. There are
clearly
symmetries between the Greene et al. scheme and the more fine-
grained
approach just outlined. For example, ‘development of a research
instrument’
and ‘for sampling/case study selection reasons’ correspond to
‘development’,
while ‘to enhance or build upon quantitative/qualitative
findings’ corresponds
to ‘complementarity’.
Table 3 shows the distribution of articles in terms of just the
primary
rationale using the Greene et al. scheme (see column for
‘Rationale’). In just
over a quarter of all articles, no rationale was provided.
Complementarity and
82. expansion were the most frequently cited primary rationales
with 29 percent
and 25 percent of all articles mentioning each of them as a
primary rationale.
Triangulation and development were less commonly mentioned,
while initia-
tion was extremely uncommon. The latter was also the case in
Greene et al.
(1989) but was even more the case in the data reported here.
Turning to the
actual uses of the integration of quantitative and qualitative
research, Table 3
(column for ‘Practice’) provides the primary use in terms of the
Greene et al.
scheme. All the frequencies are greater because the category of
‘not stated’
virtually disappears. Most striking is that nearly half of all
articles can be
subsumed into the complementarity category. In terms of the
Greene et al.
scheme, this is by far the most prominent primary approach to
the integration
of quantitative and qualitative research.
Bryman: Integrating quantitative and qualitative research 107
T A B L E 3 . Uses of multi-strategy research – Greene et al.
scheme
Category Rationale % Practice
Triangulation 7.8 12.5
Complementarity 28.9 44.8
Development 10.3 8.6
Initiation 0.4 1.3
Expansion 25.4 31.5
83. Not stated 27.2 1.3
Note: All percentages are based on 232 cases
When the data for the ‘practice’ column in Table 3 using the
Greene et al.
scheme are contrasted with comparable data from Greene et al.
(1989) and
Niglas (2004), we find that the pattern is closer to Niglas’s
examination of
educational articles than to that of Greene et al. Similarly to
Niglas, comple-
mentarity is the most common use of multi-strategy research,
followed by
expansion. In the examination of evaluation research articles by
Greene et al.,
it was the other way around in that expansion was more
common that
complementarity. In the case of all three studies, then, these two
uses of multi-
strategy research were the most common forms. ‘Development’
as a use occurs
with noticeably greater frequency in educational articles than in
the present
study and that of Greene et al. These findings suggest that there
are slightly
different uses being made of multi-strategy research when we
compare general
social research (present study), evaluation research and
educational research,
though the differences are not great.
When the articles are examined in terms of the more detailed
scheme