The Capstone Project for this Specialisation requires you to demonstrate your understanding of the courses and integrate the knowledge and skills learned in real workplace scenarios. In particular, you will be given a choice of a few projects based on scenarios and case studies drawn from different workplaces. The project outcome is a handbook or a practical guide, which could be a blend of text and multi-media. In completing the project, you will be required to use and/or collect relevant primary data from people in the workplace through emails, face-to-face chats, Skype discussions and incorporate the data into the handbook/guide as support. In addition, there will be a component on critical reflection on your learning journey. The Capstone Project is to be completed within six weeks. Evaluation will be done via a combination of peer and tutor assessment.
Data Collection Part 4
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來自 National University of Singapore 的課程
Effective Communication in the Globalised Workplace - The Capstone
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從本節課中
Capstone: Data Collection 1
Basic principles in constructing survey questions
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Lee Kooi ChengDr
Centre for English Language Communication
Wu Siew MeiDr
Centre for English Language Communication
Welcome to part four of weeks three and four of the Capstone Project..
We will discuss the organization of survey questions to
ensure the best responses from your participants.
Also, we will consider ways to conduct a short interview.
The organization of your questions in this survey is very important too.
Three aspects of organization to look out for are these, be logical,
ensure that questions are easy to answer and provide realistic options.
Be logical, make it easy to start the survey.
Put simple questions first and more complex questions later.
Put questions in similar categories together.
For example, questions about the channel of communication should be
asked before you move to questions regarding the level of formality to adopt.
As far as possible, make transitions from question to question and
section to section as smooth as possible.
Provide clear instructions.
For example, should the respondents tick, circle, rank, or rate?
Avoid questions that make your respondents look from one question to another
as in the example.
If you answered a in question eight, go to question 12.
If you answered b in question five, go to question 14.
Ensure that questions are easy to answer.
Avoid sensitive or personal questions.
Ask yourself if you really need to know the respondent's age, income, and
occupation.
If you do need to get this information, ask for it at the end of the questionnaire
when it will not matter too much if the respondents decide not to complete it.
Avoid asking for difficult information that requires too much brain work
on the part of the respondent as seen in the example.
Asking someone to rank in order of their preference the 12 most
preferred avenues of communicating change may just be too many items to rank.
If you must use ranking questions, limit the variables to four or five.
Provide realistic options.
Make sure the choices you offer are mutually exclusive.
That is the options should not overlap in any way.
Avoid multi-topic questions.
Not only are they difficult to answer,
they also make the responses invalid as seen in the example.
Do you talk to colleagues daily and over the phone or email?
Include don't know, others, and no opinion categories where appropriate.
This also means providing an odd number of options in rating questions.
Besides the survey, you may want to conduct an interview instead,
to gather professional opinion on communicating change.
Let us now briefly look at some reminders for conducting a face-to-face interview.
As with surveys, the interview may consist of open-ended questions.
For designing good open-ended questions, remember to keep the language simple.
Always ask about one idea at a time.
Keep an objective tone and avoid biasness.
Avoid sensitive or personal questions.
And avoid asking for difficult information that requires too much brain-work.
Non-verbal behavior is very important in an interview.
Here are some reminders on non-verbal behavior for the interview.
Make eye contact with the interviewee for a few seconds at a time.
Smile and nod at appropriate times, when the interviewer is talking, but
do not overdo it.
Do not laugh unless the interviewee does first.
Be polite and keep and keep an even tone to your speech.
Don't be too loud or too quiet.
Do not slouch.
Do relax and lean forward a little towards the interviewee so
you appear interested and engaged.
Do not lean back, you will look too casual and relaxed.
Pay close attention to the interviewee.
Take notes if you're worried you will not remember something.
Listen.
Do not interrupt.
Not sure what to do with your hands?
Hold a pen and your notepad or rest an arm on the chair or on your lap, so
that you look comfortable.
Do not let your arms fly around the room when you're making a point.
In summary,
we have looked at the following aspects of the collection of data.
For the organization of severe questions, we discussed the need to be logical and
ensure that questions are easy to answer and provide realistic options.
For the interview, we looked at interview questions and non-verbal behavior.
