Human Service Agencies Essay Example for Free

Human Service Agencies Essay Human service agencies are formed by and for the public. As communities grow and change, the need to respond to the demands of these dynamic societies also increases. Not only does the society lay itself open to positive opportunities, it is also exposed to the negative drawbacks of this dynamism. In fact, there are so many social issues that individuals alone cannot resolve. These are matters concerning the society that need sufficient and appropriate attention also from the society. These agencies do serve as intermediaries between solutions to problems and individuals, families, and societies. There are many issues that individuals, families and societies have that need communal action. I believe that these important issues include the most rampant problems nowadays encountered by people. Even the simplest problems like underage alcoholism, drug dependence, compulsive gambling, widespread crimes†¦ these are social issues that need immediate attention. Issues starting in individuals or within families also necessitate consideration. Some of these are problems of child and women abuse, violence within and outside families, severe and persistent illnesses, including contagious ones, severe emotional disturbances experienced by people, and the like. I think, these ‘simple’ matters must be acted upon immediately by service organizations like human service agencies. This is to mediate and assure proper assistance to individuals and families, thereby assuring their safety, peacefulness, health and wellness, and the society’s as well. I also believe that there are no least important issues, as long as individuals or families, or members of the society are involved, they are considered issues that must be resolved†¦ immediately. I arrived at this standpoint because I myself am a member of this society. Directly or indirectly, I rely and I may rely in the future in these human service agencies for betterment, improvement, protection and the like. And I must not be concerned only about myself but also about the welfare of the whole society.

Strategic Management Process At Sainsburys

Strategic Management Process At Sainsburys 1.0 Introduction The aim of this report is about the Strategic Management Process and how it related to the retail industry. The retail industry that was chose to support this report is J Sainsbury Plc, the third largest chain of supermarkets in the United Kingdom. In Strategy Management Process, it consists of three major sections which are, first, the Strategy Analysis, then follow by Strategy Formulation and lastly is the Strategy Implementation. In Strategy Management, there are various types of Strategy Analytical tools to apply to find out the Strength, Weaknesses, Opportunity and Threats of an organisation as all the organisations will face its glory time and difficulties. Generally in the retail industry, Strategy Management is the most common plan to use to seek the problems or opportunities available to overcome the crisis and driving high performance in the long term (Accenture.com, 2009). Few chosen tools such as Porters PEST Analysis, Five forces, Value Chain Analysis, Portfolio Analysis , Generic Strategy, Control System and Strategy Process were further explained and supported in this report. 2.0 Strategy Analysis According to Ron Meyer (2004, pg44), analysis is the first step to develop a strategy decision. In Analysis stage, an organization has to identify the opportunities and threats in the environment, as well as the strengths and weaknesses first before proceeding into strategy formulation. These are commonly known as the four factors of S.W.O.T. analysis. SWOT analysis will help to identify the issues that are must critical to the future of the organisation. As for the first part of the analysis, factors which are external to the organization are the opportunity and threats. While for the internal factors are the strength and weaknesses. There are strategy analytical tools to identify the external and internal factors. PEST is one of the tools that can trace the opportunity and Five Forces can use to identify the threats of the organization. On the other hand, value chains analysis can apply to identify the strength and weaknesses. 2.1 Opportunities and Threats An organizations Opportunity and Threats are affected by external environment. Opportunities are external conditions that are helpful to achieving the objective of an organization while threats are external conditions that are harmful to achieving the organisations objective. 2.2 Strengths and Weaknesses Internal Environment affects an organisations Strengths and Weaknesses. Strength are the capabilities of the organization that are helpful to achieving the objective whereas, Weakness attributes of the organization that are harmful to achieving the objective. 2.3 Strategy Analytical Tools for External Environment (Macro-Environment) Strategy analytical tools such as PEST and Five Forces can identify the external environment factors to an organization. 2.3.1 PEST Analysis is an External Environment Tool that Identify the Opportunity of an Organization Thomas L. Wheelen (2010) points out that the general environment consists of all conditions in the external environment that forms a background context for managerial decision making. In other words, general environment is the outer layer that is widely dispersed and affects organizations indirectly. General environment can be affected by Political factors, Environmental factors, Social factors and Technological factors or in acronym, PEST. Political Factor-Political factors refer to the government policy such as the degree of intervention in the economy. In United Kingdom, government decreases the rate of corporation tax from 30% to 28%, which can save or help big companies like Sainsburys significant sums of money. (HM Treasury 2008). Economic Factor-Interest rates, taxation changes, economic growth, inflation and exchange rates are factors of economy. As the global food crisis rapidly increase has increased the food prices all over the world which caused the rising purchasing costs for Sainsburys (economist.com 2008 [online]). This will have an impact on the margins of the organisation and might lead to passing over the cost to consumers by increasing prices of most things in the supermarket. In addition, fuel price increases will have implications right throughout the supply chain of Sainsburys leading to an overall situation to price hike. Social Factor-Richard Lynch stated that (2006) the demand of a firms products and the availability and willingness of a person to work can be affected by the changes of the social trends. Nowadays there seems to be more emphasis on fresh, easy style cooking. This serves an opportunity for Sainsburys to encourage new recipes and unfussy eating. Moreover, people are more emphasis on healthy eating style mostly due to the increasing level of obesity which leads to many consumers to shift towards healthier food. This new trend has presents a beneficial opportunity to Sainsburys to stock up with more healthy food or create healthier foods at a cheaper price than other manufacturers. Technological Factor-New technologies can create new products and new processes that can reduce costs, improve quality and lead to innovation. Sainsbury invested new technology of Smart Grid to cuts energy costs and reduces UK carbon emissions rate. The system monitors the grid and activates the stores biofuel generator when there is an increased demand for electricity. As a result, reserve power stations will not have to be used as much and the UKs carbon footprint will be reduced. The generator is the first of its kind and will be powered by waste oil and fat from Sainsburys stores to act as an auxiliary power source. Additional technology in the store will reduce strain on the grid further by deactivating or reducing the stores heating, ventilation and lighting systems at peak times. This is an opportunity to Sainsbury as they use the waste to produce electricity rather than using other source, hence, they can save up the electricity costs. (Sainsbury.co.uk,2010) 2.4 Fives Forces Model to Analysis the External Environment Five forces model is an analytical approach use to analyze a firms industry environment. Factors that are considered in five forces analysis are the risk of entry by potential competitors, bargaining power of suppliers, bargaining power of buyers, threat of substitute products and rivalry among established firms. (John A. Pearce, 2011) The Bargaining Power of Suppliers-Suppliers can affect an industry through their ability to raise prices or reduce the quality of purchased good and services. It should be noted that the suppliers are inclined towards major food and grocery retailers and dread losing their business contracts with large supermarkets. Hence, the position of the retailers like Tesco, Asda, and Sainsburys is further strengthened and negotiations are positive in order to get the lowest possible price from the suppliers (Ivorysearch.com). In November 2006, Sainsbury has announced that they are the first to launch new payment management system to make it easier and quicker for suppliers to access account information and gain early payments which has built a strong relationship with the supplier. Suppliers can view their trading account through internet, this giving the supplier better visibility of their expected cash flow. This is also an opportunity to Sainsbury as they have a good relationship with the supplier (PrimeRevenue.com, 2009). The Intensity of Competitive Rivalry-In most industries, corporations are mutually dependant. A competitive move by one firm can be expected to have a noticeable effect on its competitors and thus may cause retaliation. The intensity of competitive rivalry in the food and grocery retail industry is extremely high. Sainsbury faces intense competition from its direct competitors, including Asda, Tesco, Morrisons and Waitrose, which are competing with each other over price, products and promotions intermittently. It should therefore be highlighted that Asda is one of the key competitors in this segment with an increase of market share from 16.6% to 16.8% during the fiscal year 2010/ 09, while Morrisons to 11.6% from 11.3% through the same period (Euromonitor, 2010). Sainsbury has to come out new ideas to cope with the high competitive pressure in order to overcome the threats from other big competitors. The Bargaining Power of Buyers-Buyers is one of the keys that affect an industry because of their ability to force down prices, bargain for higher quality or move services, and play competitors against each other. In cases where products have a slight differentiation and are more standardised, the switching cost is very low and the buyers can easily switch from one brand to another. Customers are easily attracted towards low prices of a product. Besides, with the availability of online retail shopping, the prices of products are easily compared and thus selected. Hence, the bargaining power of customer is a threat to an industry or Sainsbury (John Thompson, 2010). The Threat of the Entry of New Competitors-New entrants to an industry typically bring to it new capacity, a desire to gain market share, and substantial resources which are threats to an established corporation. The threat of entry depends on the presence of entry barriers and the reaction that can be expected from existing competitors. An entry barrier is an obstruction that makes it difficult for a company to enter an industry. The threat of entry of new competitors into the food retail industry is low as it requires huge capital investments in order to be competitive and to establish a brand name. Major brands that have already captured the food retail market are Tesco, Asda, Sainsburys and Morrisons and they account for 80% of all shopping in the UK (Mintel, 2010). Therefore, new entrants have to produce something at an exceptionally low price and/or high quality to establish their market value. The Threat of Substitute Products or Services-A substitute product is a product that appears to be different but can satisfy the same need as another product. 2.5 Strategy Analytical Methods for Internal Environment (Micro-Environment) Value Chain Analysis defines as the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Michael Porter suggested that the activities of a business could be grouped under two headings which are Primary and Supported Activities. Primary activities are activities that directly create and deliver a product whereas support activities are not directly involved in production and it may increase effectiveness or efficiency of the production. On the primary activities are inbound logistics, operations, outbound logistics, marketing and sales and service. On the other hand, supported activities include procurement, human resource management, technology development and Firm Infrastructure. (Anthony Henry, 2008). Value Chain Analysis is one way of identifying which activities are the strengths or weaknesses of the organization. 2.5.1 Operations of Primary Activities These are the activities related to the production of products and services. This section can be split into departments in certain companies. For instances, the operations in case of a Sainsbury would include information counter, services counter and cashier. After operating without a third-party inventory auditor for ten years, Sainsburys retailers lacked a sound process for ensuring that accurate counts of product were recorded. The absence of a reliable system prevented Sainsburys from accurately measuring its inventory, thereby limiting their ability to control product shrinkage. This, in turn, led to lower earnings. Also present was the reluctance by store personnel to change store procedures and accept responsibility for accurate store reporting. This ends up becoming weaknesses to Sainsburys operation. (RGIS, 2010) 2.5.2 Outbound Logistics of Primary Activities Outbound logistics are activities that distributing the final product or services to the customers. (David Cambell) Product availability is now the best it has been for years. The depot network has been successfully reorganised to continue to improve service to stores. With the increase in sales, the depots now handle over a million more cases and improved efficiencies have also reduced the cost per case. A new distribution centre in Northampton ensures there is enough capacity to match growth expectations and creating 750 new jobs. This strength of the organization has not only improved efficiency to the consumer and also provided jobs for the people (J-Sainsbury.co.uk, 2007) 2.6 Human Resource Management of Supported Activities Human resource management involves with recruiting, training, motivating and rewarding the workforce of the company. Human resources management is important to a companys operation nowadays as it is a way of attaining sustainable competitive advantage. In the case of Sainsbury, colleagues are the key to the companys success and over the past year leadership training to 9000 managers throughout the business was completed. Sainsbury learned how to engage with its colleagues with its goals and values through their talkback survey and last year had marked improvements in both colleague engagement and its leadership skills. As for that, Sainsbury has a good profile for treating its staff professionally so that this strength of it can recruit staff even easily. After analysed the Strength and Weaknesses and Opportunity and Threats by using Strategic Analytical tools, the next step is Strategy Formulation. With the analysis result are collected, to formulate changes has to base on the analysed results in order to change accordingly. 3.0 Strategy Formulation Ron Meyer (2004) describes strategy formulation as the development of long range plans for the effective management of environmental opportunities and threats in light of corporate strengths and weaknesses. It includes defining the corporate mission, specifying achievable objectives, developing strategies and setting policy guidelines. 3.1 Strategies M. Thenmozhi (2001) concludes that a strategy of a corporation forms a comprehensive master plan stating how the corporation will achieve its mission and objectives. There are different types of strategy and the typical business firm will considers three types of strategy which are corporate, business and functional strategies. 3.2 Corporate Strategy It describes a companys overall direction in terms of its general attitude towards growth and management of its various business and product lines. Corporate strategy deals with three key issues facing the corporation as a whole. 3.2.1 Directional strategy It is the firms overall orientation towards growth, stability and retrenchment. Growth Strategies-Expanding a companys activities to increase sales or to take advantage to reduce the per-unit cost of products sold which increase profits. There are two basic growth strategies which are concentration and diversification. Concentration-Concentrate or work closely on the product line that contribute growth or profitable to the organization. The two basic concentration strategies are vertical growth and horizontal growth. Diversification-A company chooses to diversify to seek to increase profitability through greater sales volume obtained from new products and new markets. The three basic diversification strategies are concentric, horizontal and conglomerate. In the case of Sainsbury, Sainsbury has diversified into new market of Sainsburys Bank in 1997. This is a joint venture with Bank of Scotland into a new segment of market. (Encyclopedia.com, 2001) Stability- Anthony Henry (2008) notes that an organization can continue its current activities without any significant change in direction. Some of the more popular of these strategies are the pause/proceed-with-caution, no-change and profit strategies. Pause/Proceed-With-Caution-This is an opportunity to rest before continuing a growth or retrenchment strategy. It is a very deliberate attempt to make only incremental improvements until a particular environmental situation changes. No-Change Strategy-No change strategy is a decision to do nothing new, it is a choice to continue current operations and policies for the foreseeable future. Profit Strategy-A profit strategy is a decision to do nothing new in a worsening situation but instead to act as though the companys problems are only temporary. The profit strategy is an attempt to artificially support profits when a companys sales are declining by reducing investment and short-term discretionary expenditures. Retrenchment Strategies-Thomas L. Wheelen (2006) suggests that companies that are facing declining sales or making losses can imply retrenchment strategy to eliminate the weaknesses that are dragging the company down. Management may follow one of the several retrenchment strategies such as turnaround, becoming a captive company to selling out, bankruptcy or liquidation. Turnaround Strategy-Emphasizes the improvement of operational efficiency and is probably most appropriate when a corporations problems are pervasive but not yet critical. A poorly performing firm is able to improve its performance by cutting costs and expenses and by selling assets. There are two types of turnaround strategy which are contraction and consolidation. Sainsbury lost its position as Britains second largest supermarket retailer to Wal-Marts Asda as the sales volume had dropped. Sainsburys Cheif Exceutive planned to cut out  £900m of costs to improve its performance. (Richard Fletcher, 2003) Captive Company Strategy-Captive company strategy involves giving up independence in exchange for security. A company with a weak competitive position may not be able to engage in a full-blown turnaround strategy. The industry may not be sufficiently attractive to justify such an effort from either the current management or investors. Sell Out-If a corporation with a weak competitive position in an industry is unable either to pull itself up by its bootstraps or to find a customer to which it can become a captive company, it may have no choice but to sell out. Bankruptcy and Liquidation Strategy-When a company is in a poor competitive situation, there are no one is interested to buy a weak company in an unattractive industry. Hence, the firm must pursue a bankruptcy or liquidation strategy. Bankruptcy involves giving up management of the firm to the courts in return for some settlement of the corporations obligations. In contrast to bankruptcy, which seeks to perpetuate a corporation, liquidation is the termination of a firm. 3.2.2 Portfolio Analysis Top management views its product lines and business units as a series of portfolio investment and constantly keep analyzing for a profitable return. Two of the most popular strategies are the BCG Growth Share Matrix and GE Matrix. BCG or Boston Consulting Group Growth-Share Matrix ( Picture refers to Appendix A) BCG-Share Matrix is a management tool that serves four distinct purposes, it can be used to classify product portfolio in four business types based on four graphic labels including Stars, Cash Cows, Question Marks and Dogs. Besides, it can be used to determine what priorities should be given in the product portfolio of a company. Thirdly, it can classify an organisations product portfolio according to their cash usage and generation. Lastly, it offers management available strategies to tackle various product lines. (Tripod.com) Cash Cows-Are units with high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. Dogs-Are units with low market share in a mature, slow-growing industry. These units typically break even, generating barely enough cash to maintain the businesss market share. Question Marks-This section are growing rapidly and consume large amount of cash, but because of the low market shares they do not generate much cash this results large net cash consumption. Stars-Are units with a high market share in a fast-growing industry. 3.2.3 Parenting Strategy It views a corporation in terms of resources and capabilities that can be used to build business unit value as well as generate synergies across business units. Corporate parenting generates corporate strategy by focusing on the core competencies of the parent corporation and on the value created from the relationship between the parent and its business. 3.3 Business Strategy Christina Crowe (2010) describes that Business strategy is to strengthen a particular business so that its performance increases and the business are more profitable. It improves the competitive position of the corporations products or services in the specific industry or marketing segment. Michael Porter developed Generic strategies which consist of cost leadership, differentiation and focus. 3.3.1 Generic Strategy (Picture refer to Appendix B) Cost Leadership-It is emphasizing efficiency, cost reduction is necessary in all aspects of the business. It has to produce high volume of standardized products to take the advantage of economies of scales and experience curve effects. The product is often a basic no-frills product which is low cost and made available to a very large customer base. It will be profitable as the product is much cheaper to produce. China domestic retail industry faced fierce competition from foreign-funded retail enterprises, hence, China used to the Cost Leadership Strategy to gained back the competition.(EngHi138, 2006) Differentiation-Differentiated goods and services satisfy the needs of customers through a sustainable competitive advantage. This allows companies to desensitize prices and focus on value that generates a comparatively higher price and a better margin. Focus or Niche Strategy-Organization focuses effort and resources on a narrow, defined segment of a market. Competitive advantage is generated specifically for the niche. A niche strategy is often used by smaller firms. A company could use either a cost focus or a differentiation focus. With a cost focus a firm aims at being the lowest cost producer in that niche or segment. With a differentiation focus a firm creates competitive advantage through differentiation within the niche or segment. (MarketingTeacher.com, 2000) 3.4 Functional Strategy It is the approach taken by a functional area to achieve corporate and business unit objectives and strategies by maximizing resource productivity. It is concerned with developing nurturing a distinctive competence to provide a company or business unit with a competitive advantage. A hierarchy of strategy is the grouping of strategy types by levels in the organization. This hierarchy of strategy is a nesting of one strategy within another so that they complement and support one another. Functional strategies support business strategies that in turn support the corporate strategy (John A. Pearce, 2011,p288) 3.5 Strategy Evaluation Anthony Henry (2008) mentions that Suitability, feasibility and acceptability can help managers to be explicit about any assumptions that may underpin their strategies. 3.5.1 Suitability-the plan or the changes are suitable or not to the organisation which help the organisation to overcome difficulties or help the organisation to improve. An organisation will be concerned to evaluate how well the strategy matches the needs identified within its strategic analysis. There should be some consistency between the strategy, the opportunities within the external environment, the resources and capabilities of the organisation, and the organisational objectives (Juha Kettunen) 3.5.2 Feasibility-Concerns whether a strategy will work in practice. An organisation must ensure that it possesses the necessary resources and capabilities, such as finance, technological expertise, marketing, and other factors necessary to implement the strategy. 3.5.3 Acceptability- This criterion of acceptability addresses the response of stakeholders to the proposed strategy. Clearly, if a strategic change is to be implemented, it must have the support of those who will be most affected by it. In a nutshell, after completed the strategy formulation, the next is to sets the stage of strategy implementation. Implementation is usually considered after strategy has been formulated, implementation is a key part of strategic management. 4.0 Strategy Implementation The last section of strategy management is often called the action phase as Kyra Bartolomei (2010) defines Strategy Implementation as the process of allocating resources to support the chosen strategies to generate positive outcomes which can achieve the organizational goals. Pierce and Robinson say that to effectively direct and control the use of the firms resources, mechanisms such as organizational structure, information systems, leadership styles, assignment of key managers, budgeting, rewards and control systems are essential strategy implementation ingredients 4.1 Organisational Structure Shane Thornton (2011) points out that organizational structure are formal systems of relationships that exist within a business. Organizational structures allow management to monitor and control the business process while facilitating working relationships among employees from top to bottom. Different types of organizational structures include functional structure, divisional structure, matrix structure, hierarchical or tall structure, and horizontal or flat structure. However, functional and divisional structures are commonly used by retail industry as Tesco organisation structure is functional structure as it has different department to serve different tasks which allows its employees to see easily who is in charge of each department or who their department manager is (123HelpMe.com). On the other hand, Asda used both divisional and functional structures. The functional structure of Asda consist of few departments and the main department is the customer service department as Asda is more concerns about customer service which they think it is extremely important that a business gives 100% at all times to the customer because there are only one chance with a customer and if the customer is not impressed with the service they received, they will not return and also will spread bad comments about Asda. As for the Divisional Structure of Asda, it has the Executive Committee, Editorial Board, Council Chairs, ASDA Board of Trustees and ASDA House of Delegates (Asda.net.org). Functional Structure-Donna G. Morton (2011) explained that functional structure is differs from a divisional or product structure, which typically distinguishes its units by product type or geographical region and allows leaders within each unit more control. This means that dividing the tasks into functional specialties to enables the personnel of the firms to concentrate on only one aspect of the necessary work. The functional structure was designed on the concept that high specialization and high control yields high efficiency. The organisation structure used by Sainsbury is the Functional Structure as Sainsbury has different department such as IT department and purchasing department. The IT department is more focus on efficiency system to customer and the purchasing department is to deliver in time and efficient. The purchasing department was previously complex and was then control by Lawrence Christensen who joined in September and restructuring including the recruitment of new members to the management team. (J-sainsbury.co.uk) Divisional Structure-Audra Bianca (2009) defines divisional organizational structure as breaks the public, private or non-profit firm into a series of semi-autonomous units. Each division has its own chief officer who is responsible for the performance of the division. Organizations must decide how to organize parts of the firm according to characteristics like function, geographic location or products. 4.2 Strategy Leadership Organisational leadership is to guiding and shepherding towards a vision over time and developing growth and success to an organisation (John A. Pearce, 2011, p326 ). Leaders galvanize commitment to embrace change through three interrelated activities which are clarifying strategic intent, building and organisation and shaping organisational culture. 4.2.1 Clarifying Strategy Intent Clarifying Strategy Intent is a clear sense of where they want to lead the company and what results they expect to achieve. To clarify Strategic Intent, organisation has to simultaneously concentrate and focus on the vision and performance (John A. Pearce, 2011, p328). Vision-A leader has to communicate clearly and directly a fundamental vision of what the business needs to become. Performance-Clarifying strategic intent must also ensure the survival of the enterprise as it pursues a well articulated vision, and after it reaches the vision. So a key element of good organisational leadership is to make clear the performance expectations a leader has for the organisation, and mangers in it, as they seek to move toward that vision. Alex Blyth (2007) reported that the arrival of Justin King as the new CEO of Sainsbury which created a new approach, Sainsburys began its leadership programme in October 2004. Straight away, the HR team undertook a major communications exercise to spread these values throughout the business. Sainsburys last audited set of financial results, which it reported in November 2006, are testament to the success of the leadership programme. The company enjoyed half-year sales growth of 8.3%, and a 60% leap in profits to  £189m. Internal measures have also shown the programme was well received. The companys monthly staff opinion survey has shown a 10% rise in the indices that measure employee engagement and leadership capability over the past 12 months. The leadership programme has been a significant factor in this recent improvement in the companys fortunes. 4.2.2 Building an Organisation Thomas L. Wheelen (2008) mentions that leaders spend considerable time shaping and refining their organisational structure and making it function effectively to accomplish strategic intent. Leaders have to rebuilding, remaking or create new strategy for the organisation to align with the ever-changing environment. However, there are overcoming resistance while making any changes which leaders find themselves facing problems while attempt to rebuild the organisation. Leaders can overcome with the problems with the help of education, perseverance and principle. Education and Leadership Development-The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers employed. Perseverance-Perseverance of a leader is the capacity to see a commitment through to completion long after most people would have stopped trying. Principle-A leaders fundamental personal standards that guide her sense of honesty, integrity, and ethical behaviour. 4.2.3 Shaping Organisational Culture Leaders u

Comparing short stories- lamb to the slaughter and the speckled band Es

Comparing short stories- lamb to the slaughter and the speckled band ==================================================================== Lamb to the Slaughter' was written by Roald Dahl in 1954 shortly after the Second World War. Roald Dahl is famous for writing children's stories, like Charlie and the chocolate factory and James and the Giant Peach. Roald Dahl also writes stories for adults. Lamb to the slaughter is a fine example of an adult murder mystery story. Lamb to the slaughter is about a housewife waiting for her husband to come. When he does return home, he gives her bad news. Dazed by this news, she goes to the freezer to cook lamb for their supper but without warning strikes her husband over the head with it. She then goes to her local shop to create an Alibi. When the police come round to investigate she offers them the lamb which she killed her husband with. And without knowing it is the murder weapon the police eat the leg of lamb, destroying the evidence. Sir Arthur Conan Doyle wrote 'The Speckled Band' in 1892. His stories are about the famous detective Sherlock Holmes set in late Victorian and early Edwardian England. The speckled band is about a man, Doctor Grimesby Roylott who tries to kill his stepdaughters using a poisonous snake to climb through a ventilator and down a bell rope so that he does not have to pay for their weddings with the inheritance that his late wife gave him. Sherlock Holmes and his companion Doctor Watson investigate this crime and prevent Doctor Roylott's stepdaughter, Helen Stoner from being killed by staying in her bedroom and hitting the snake. But the snake went back into Doctor Roylott's room, biting and killing him. In lamb to the slaughter, Dahl m... ...y we do not find out what happened until the end of the story. These stories are also similar because they both have victims Patrick Maloney being one and Helen Stoner being the other. They both have murderers; Mary Maloney murdered her husband. Dr. Roylott did not directly murder Julia stoner but as he planned for a snake to kill her, he is still the murderer. They both have detectives; Sherlock Holmes and Jack Noonan ---------------------------------------------------------- Murder mysteries have changed a lot since Victorian times. Now there is technology that could pick things up for example the poison of the snake could not be detected in the speckled band but if it were in the time of lamb to the slaughter, scientists would probably have picked that up. Women would not be likely to be murders in Victorian times but now that is quite common.

The Vinland Map :: History Papers

The Vinland Map is believed to predate Christopher Columbus’ expedition by almost 50 years as it has realistic cartography of the island of Vinland, thought to be a part of Canada or even Northeastern America. The map could potentially provide evidence that the Norse explorers were the first Europeans to visit America and map it. However, there is doubt surrounding the origins and age of the map. These issues have divided scientists into two groups devoted to proving the authenticity or lack thereof of the map. Recent research has used several chemical analyses which have examined specifically the paper and the ink present on the map. The most recent methods used to test the map have been carbon dating and Raman spectroscopy. It is thought that the map was written on paper which has origins in pre-Columbus days. However, several analyses of the ink have revealed the presence of anatase, a form of TiO 2, which was not developed until the first part of the 20 th Century. This c learly would contradict the evidence that the paper is authentic. However, these two claims do not necessarily contradict one another. A recent theory is that the parchment was recovered from an earlier work and then a forger used modern ink to draw a fake map. Carbon-14 dating has put the origins of the parchment to the mid 1400’s. It is very hard to come to a definitive conclusion from the available evidence as both sides offer strong arguments. In my own opinion, the map is more likely authentic than a forgery. However, the controversy surrounding the map has not yet been settled. The Vinland Map has been at the center of controversy ever since it appeared around 1957. It depicts several islands in the Atlantic Ocean, but more importantly, an island called Vinland. This island is believed to be part of Canada or even Northeastern America. If the map is truly genuine, then it pre-dates Columbus’ discovery of America by more than 50 years (Gorman, 2002). However, there has been constant doubt surrounding its origins and authenticity. These issues have divided scientists into two camps which seem to ride circles around one another. As soon as new evidence arises, someone disputes it with counterarguments that are just as strong. The controversy has focused most recently on two issues: the ink used to draw the map, and the parchment that it is drawn upon.

Seasonal Affective Disorder: A Clear Link Between the Outside and the I

Seasonal Affective Disorder: A Clear Link Between the Outside and the Inside of the Brain And God said, Let there be light; And there was light. And God saw that the light was good; And God separated the light from the darkness. God called the light Day, and the darkness he called Night. And there was evening and there was morning, one day. (Genesis 1:3-5) (1) The sun has been an endless source of inspiration, both physical and spiritual, throughout the ages. For its light, warmth, and the essential role it has played in the maintenance of the fragile balance of life on earth, the sun has been honored and celebrated in most of the world's religions. While the regeneration of light is constant, the relative length of time between the rising and setting of the sun is affected by the changing of the seasons. Hippocrates postulated centuries ago that these changing patterns of light and dark might cause mood changes (9). Seasonal downward mood changes of late fall and winter have been the subject of many sorrowful turn-of-the-century poems of lost love and empty souls. For some, however, â€Å"the relationship between darkness and despair is more than metaphoric (6). It is only recently that the distinct neurological effects associated with the shortening of the day in winter have been more clearly understood. One interesting example of mood change associated with seasonal change is Seasonal Affective Disorder. While Seasonal Affective Disorder (or SAD) is interesting in itself as a long-suffered from but only recently labeled illness, it is perhaps most interesting as an illustrative example of the complex interplay between neurological processes and the environment. The study of Seasonal Affective Disorder provides fasci... ...ide? If healing comes from a pill, a shot, a box of light, does that make the illness real? Although my father would probably have steam coming out of his ears by this point in reading this paper, the lesson here is not in whether or not Seasonal Affective Disorder treatment should be covered by health insurance. Instead, it should be understood within the larger framework of how minds interact with the environment. Seasonal mood change is a clear and undeniable example of what happens when something goes wrong in the exchange of information from the outside to the inside. By examining seasonal mood change, the string linking the environment, circadian rhythms, the brain and behavior is a little tighter. Internet Sources: http://eawc.evansville.edu/anthology/genesis.htm http://web.nami.org/helpline/sad.htm http://www.cybercouch.com/library/seas.dbp.html Seasonal Affective Disorder: A Clear Link Between the Outside and the I Seasonal Affective Disorder: A Clear Link Between the Outside and the Inside of the Brain And God said, Let there be light; And there was light. And God saw that the light was good; And God separated the light from the darkness. God called the light Day, and the darkness he called Night. And there was evening and there was morning, one day. (Genesis 1:3-5) (1) The sun has been an endless source of inspiration, both physical and spiritual, throughout the ages. For its light, warmth, and the essential role it has played in the maintenance of the fragile balance of life on earth, the sun has been honored and celebrated in most of the world's religions. While the regeneration of light is constant, the relative length of time between the rising and setting of the sun is affected by the changing of the seasons. Hippocrates postulated centuries ago that these changing patterns of light and dark might cause mood changes (9). Seasonal downward mood changes of late fall and winter have been the subject of many sorrowful turn-of-the-century poems of lost love and empty souls. For some, however, â€Å"the relationship between darkness and despair is more than metaphoric (6). It is only recently that the distinct neurological effects associated with the shortening of the day in winter have been more clearly understood. One interesting example of mood change associated with seasonal change is Seasonal Affective Disorder. While Seasonal Affective Disorder (or SAD) is interesting in itself as a long-suffered from but only recently labeled illness, it is perhaps most interesting as an illustrative example of the complex interplay between neurological processes and the environment. The study of Seasonal Affective Disorder provides fasci... ...ide? If healing comes from a pill, a shot, a box of light, does that make the illness real? Although my father would probably have steam coming out of his ears by this point in reading this paper, the lesson here is not in whether or not Seasonal Affective Disorder treatment should be covered by health insurance. Instead, it should be understood within the larger framework of how minds interact with the environment. Seasonal mood change is a clear and undeniable example of what happens when something goes wrong in the exchange of information from the outside to the inside. By examining seasonal mood change, the string linking the environment, circadian rhythms, the brain and behavior is a little tighter. Internet Sources: http://eawc.evansville.edu/anthology/genesis.htm http://web.nami.org/helpline/sad.htm http://www.cybercouch.com/library/seas.dbp.html

Boon or Bane

Advantages and Disadvantages of Internet Research Surveys: Evidence from the Literature Ronald D. Fricker, Jr. and Matthias Schonlau RAND E-mail and Web surveys have been the subject of much hyperbole about their capabilities as well as some criticism about their limitations. In this report we examine what is and is not known about the use of the Internet for surveying. Specifically, we consider evidence found in the literature regarding response rates, timeliness, data quality and cost.In light of this evidence, we evaluate popular claims that Internet-based surveys can be conducted faster, better, cheaper, and/or easier than surveys conducted via conventional modes. We find that the reality of cost and speed often does not live up to the hype. Nonetheless, it is possible to implement Internet-based surveys in ways that are effective and cost-efficient. We conclude that the Internet will continue to grow in importance for conducting certain types of research surveys.INTRODUCTION Wit h the advent of the World Wide Web (Web or WWW) and electronic mail (email), the Internet has opened up new vistas in surveying. Rather than mailing a paper survey, a respondent can now be given a hyperlink to a Web site containing the survey. Or, in an e-mail survey, a questionnaire is sent to a respondent via e-mail, possibly as an attachment. As either an alternative or an adjunct to conventional survey modes (e. g. , the telephone, mail, and face-to-face interviewing) Internet-based surveys offer unique new capabilities.For example, a Web survey can relatively simply incorporate multi-media graphics and sound into the survey instrument. Similarly, other features that were once restricted to more expensive interviewer-assisted modes, such as automatic branching and real-time randomization of survey questions and/or answers, can be incorporated into self-administered Web (and some e-mail) surveys. However, not unlike when phone and mail surveys were first introduced, concerns exis t about whether these Internet-based surveys are scientifically valid and how they are best conducted.In the late 1980s and early 1990s, prior to the widespread availability of the Web, e-mail was first explored as a survey mode. As with the Web, e-mail offers the possibility of nearly instantaneous transmission of surveys to recipients while avoiding any postal costs. Early e-mail were primarily ASCII text-based, with rudimentary formatting at best, which tended to limit their length and scope. The only significant advantage they offered over paper was a potential decrease in delivery and response Field Methods, Vol. 14 No. 4, 2002 347-367. 1 imes, though some also hypothesized that the novelty of the new medium might enhance response rates (Parker, 1992; Zhang, 2000). The Web started to become widely available in the early to mid-1990s and quickly supplanted e-mail as the Internet survey medium of choice because it was easy to implement, it provided an improved interface with the respondent, and it offered the possibility of multimedia and interactive surveys containing audio and video. For convenience samples, the Web also offered a way around the necessity of having to know respondents’ e-mail addresses.As a result, â€Å"quick polls† and other types of entertainment surveys have become increasingly popular and widespread on the Web. Internet-based surveys are now in vogue—those conducted via the Web in particular—because of three assumptions: (a) Internet-based surveys are much cheaper to conduct; (b) Internet-based surveys are faster; and, (c) when combined with other survey modes, Internet-based surveys yield higher response rates than conventional survey modes by themselves. Yet, does the evidence in the literature confirm these assumptions?Are Internet-based surveys faster, better, cheaper, and/or easier than surveys conducted via conventional modes? What can we conclude about the strengths and current limitations of Intern et-based surveying from the facts in the literature? In this report we synthesize the literature about the use of the Internet (e-mail and the Web) in the survey process. Other accounts of the literature include Schonlau, Fricker and Elliott (2002), Couper (2000), Dillman (2000), and Tuten et al. (2002). In addition, an extensive source of Web survey literature can be found on the Web at www. ebsm. org. LITERATURE SUMMARY FOR INTERNET-BASED SURVEYS In this section we summarize key characteristics of Internet-based surveys—that is, surveys using the Web and e-mail as a response mode—as documented in the literature. We employed a professional librarian to conduct a thorough literature search in the Social Science Database and the Conference Paper Index database. The Social Science Database indexes more than 1,500 of the most important worldwide social sciences journals since 1972.Additional articles relevant to the social sciences are also incorporated from over 2,400 jo urnals in the natural, physical, and biomedical sciences. The Conference Paper Index provides access to records of the more than 100,000 scientific and technical papers (since 1973) presented at over 1,000 major regional, national, and international meetings each year. Field Methods, Vol. 14 No. 4, 2002 347-367. 2 The literature search yielded 57 papers that were substantively interesting and informative.Here we report on a subset of those articles of direct relevance to this discussion. (Appendix B of Schonlau et al. , 2002, lists 52 papers and we have augmented the list here with an additional five that have appeared since Schonlau et al. was published. ) We consider the following key characteristics of surveys: (1) response rate, (2) timeliness, (3) data quality, and (4) cost. We compare what has been published in the literature about Internet-based surveys to a natural conventional survey alternative: mail.While no survey mode is going to be optimal in all of these areas, we cho se mail because both mail and Internet-based surveys are self-administered, mail surveys tend to be the least expensive of the conventional modes, and virtually all of the comparisons made in the literature are to mail surveys. Response Rates A standard way to summarize survey performance is by comparing response rates among various survey modes. By â€Å"survey mode† (sometimes called response mode) we mean the mode by which the survey itself is conducted: Web, e-mail, mail, etc.In this section, we compare response rates for studies classified into one of three categories: (1) Surveys employing probability sampling or conducting a census that used the Web as the only response mode; (2) Surveys in which respondents were allowed to choose one of several response modes, including at least one Internet-based response mode; and, (3) Surveys in which respondents were assigned one of several response modes, including at least one Internet-based response mode. We begin with results for studies that used the Web as the primary or only response mode with either censuses or robability samples (Table 1). The table is ordered by year and it shows that Web-only research surveys have currently only achieved fairly modest response rates, at least as documented in the literature. Field Methods, Vol. 14 No. 4, 2002 347-367. 3 Table 1. Response Rates for Web-only Surveys Using Probability Samples or Censuses Sample Size 1,602 14,150 Response Rate 42%d 8% Population University of Michigan Students College-bound high school and college students Everingham (2001) 1,298 44% RAND employees Jones and Pitt (1999) 200 19% University staff b 9,522 41% Purchasers of Dillman et al. 1998) computer products c 2,466 38% Purchasers of Dillman et al. (1998) computer products a Most respondents were contacted via their parents, which reduced the response rate. A mail response mode was added late in the survey protocol. b A relatively plain Web survey design was used in this experimental arm. c A relatively fancy Web survey design was used in this experimental arm. d Another 5. 6 percent of partially completed surveys were also received. Survey Couper et al. (2001) a Asch (2001)In fact, the results in Table 1 may overstate response rate performance for research surveys of broader populations because Dillman’s results are based on participants who were initially contacted by phone and had agreed to participate in a Web survey and Everingham’s sample was of a closed population of employees at one company. Jones and Pitt (1999) sampled staff at â€Å"10 universities whose staff directories were available on the WWW† and Couper et al. (2001) surveyed 1,602 University of Michigan students.In all of these cases, the potential survey participants were likely to be more homogeneous and more disposed to respond compared to a random sample of the general population. In addition, because university populations often tend to have greater access to the Inter net, and today’s college students can be expected to be more computer- and Internet-savvy. In Table 2 we summarize the studies published in the literature that allowed the respondent to choose to respond either via the Web or through the mail, ordered in terms of the fraction that responded via the Web.Since for many populations the fraction of respondents that can or will answer via the Web may not be sufficiently large, and mail emerges as the most relevant second mode for a dual mode survey, these studies are important. Field Methods, Vol. 14 No. 4, 2002 347-367. 4 Table 2. Studies Allowing Respondents to Choose a Web or Mail Response Mode Total Sample Size a Study % Chose to Respond by †¦ Mail Web Overall Response Rate Population U. S. military and spouses Quigley et al. (2000) (DoD study) 7,209 83% 27% 37% Civilians c b 45% 58% U.S. Geriatric Chiefs 57 52% Raziano et al. (2001) Zhang (2000) 201 20% 80% 78% Researchers d Schleyer and Forrest (2000) 84% 74% Dentists 4 05 16% NOTE: The multiple Quigley et al. and Raziano et al. entries represent multiple arms of the same study. a This arm of the study used mail as the contact mode. b Includes e-mail. The authors do not distinguish between e-mail and Web as a response mode. c This arm of the study used e-mail as the contact mode. d The response mode in this case was either e-mail or fax. 21,805 Raziano et al. 2001) Sedivi Gaul (2001) and Griffin et al. (2001) (American Community Survey [2000]) Sedivi Gaul (2001) and Griffin et al. (2001) (Library Media Center Survey [1998]) Sedivi Gaul (2001) and Griffin et al. (2001) (Library Media Center Survey [1999]) Quigley et al. (2000) (DoD study) 57 9,596 924 13,440 96% 95% 95% 81% 77% 4% 5% 5% b 77% 38% 38% 63% 42% U. S. Geriatric Chiefs U. S. households Librarians Librarians 19% 23% In Table 2 we see that for most of the studies respondents currently tend to choose mail when given a choice between Web and mail.In fact, even when respondents are contracted electronically it is not axiomatic that they will prefer to respond electronically, as in Raziano et al. (2001) that did not find a statistically significant difference in response rates. Zhang (2000) and Schleyer and Forrest (2000) are the only studies that contradict this conclusion and they tend to represent groups of respondents that are largely or entirely computer literate and comfortable with electronic communication. In comparison, Quigley et al. (2000) and the American Community Survey (2000) study tend to represent general cross-sections of the U. S. ublic in terms of computer literacy and availability and for these studies the fraction that chose Web as the response mode was quite small. In Table 3 we present studies that compared response rates between groups assigned to one of either two or three response modes. Here we see that Internet-based mode response rates generally do not achieve response rates equal to mail surveys. (The table is first ordered from lowest to h ighest e-mail response rate and then by Web response rate. ) Further, Sheehan (2001) concludes that e-mail response rates are declining over time (though the reason for the decline is unknown).Field Methods, Vol. 14 No. 4, 2002 347-367. 5 Table 3. Studies With Multiple Study Arms: Comparing Response Rates for E-mail, Web and Mail Response Modes Total Sample Size 400 500 418 153 262 8,000 904 140 200 1,800 Response Rate E-mail Mail 6% 27% 7% 52% 19% 57% 28% 78% 40% 45% 43% 71% a 58% 53% 68% 38% 34% 72% -54% -62% Population University staff University staff MIS and marketing faculty Health educators BBS newsgroup users Federal employees WSU faculty AT&T employees University staff Businesses in Slovenia Undergraduates at the University 600 of Florida McCabe et al. 2002) 5,000 63% -40% University of Michigan Students — Indicates not applicable; the indicated response mode was not evaluated in the study. a An additional 5 percent that were returned by mail are not included in this number. b In the 2nd follow-up of both study arms respondents were contacted by both mail and e-mail. c An additional phone study arm achieved a response rate of 63%, an additional contact mail / response fax study arm achieved a response rate of 43%. Study Tse et al. (1995) Tse (1998) Schuldt and Totten (1994) Kittleson (1995) Mehta and Sivadas (1995) Couper et al. 1999) Schaefer and Dillman (1998) Parker (1992) Jones and Pitt (1999) c Vehovar et al. (2001) b Pealer et al. (2001) Web ——–19% 32% 58% Parker (1992) is the only study of which we are aware in which e-mail achieved equal or higher response rates when compared to postal mail. Parker conducted a survey of 140 expatriate AT&T employees on matters related corporate policies for expatriation and repatriation, reporting a 63 percent response rate via e-mail (63 returned out of 100 sent by e-mail) compared to a 38 percent response rate for postal mail (14 returned out of 40 sent by mail).Interestingly, Par ker (1992) also attributed the difference in response rates to the fact that, at the time, AT&T employees received a lot of corporate paper junk mail yet, over the internal e-mail system, they received little to no electronic junk mail. Hence, recipients of the paper survey were more likely to discount its importance compared to e-mail survey recipients. With the spread of e-mail â€Å"spam,† this situation is likely to be reversed today.In an example more typical of the current state of affairs, and in one of the few studies to randomize respondents to mode, Couper et al. (1999) obtained an average email response rate of about 43 percent compared to almost 71 percent with mail in a survey of employees in five federal statistical agencies. Couper et al. chose e-mail as the Field Methods, Vol. 14 No. 4, 2002 347-367. 6 mode for the survey over the Web because e-mail was almost universally available in the five agencies while the Web was often not available. Turning to the Web, McCabe et al. 2002) conducted an experiment in which 5,000 University of Michigan students were randomized to receive a survey about drug and alcohol use; 2,500 potential respondents received a mail survey and 2,500 were notified of an equivalent Web-based survey. Respondents in both groups received a $10 gift certificate incentive. In this study, McCabe et al. achieved a 63 percent Web response rate compared to 40% for mail. In contrast, however, Pealer et al. did not find a statistically significant difference between Web and mail response rates for a survey of undergraduates at the University of Florida.The only other published study that achieved exceptional response rates with an Internet-based survey is Walsh et al. (1992) in which potential respondents were solicited by e-mail and offered the option to respond by e-mail or request a paper survey by postal mail. While they did not conduct an equivalent postal mail only survey for comparison (and thus are not listed in Table 3 ), Walsh et al. achieved a 76 percent overall response rate of a randomly sample of subscribers (300 out of a total population of 1,100) to a scientific computer network for an e-mail survey.In addition to providing nonrespondents with two follow-up reminders, a lottery prize of $250 was employed as an incentive. Walsh et al. found that 76 percent of the respondents replied by e-mail and the other 24 percent responded by postal mail. They also received requests from an additional 104 subscribers (who were not chosen in the sample of 300) to participate in the survey. For the self-selected 104, 96 percent responded by e-mail. Not surprisingly, they also found a positive correlation between propensity to respond electronically and amount of network usage.In conclusion, there is little evidence in the literature that Internet-based surveys achieve higher response rates, as a general rule, than conventional surveys. The few Internet-based surveys that have achieved higher response rates have tended to be either of university-based populations or small, specialized populations. The majority of results reported in the literature show Internet-based surveys at best currently achieve response rates equal to conventional modes and often do worse. The reasons for this difference are not yet clear and require more study.Yet, as we have seen, there are also a few examples of Web surveys outperforming mail for some specific populations. Whether this was idiosyncratic of these few surveys, Field Methods, Vol. 14 No. 4, 2002 347-367. 7 or it is an indication that methodology is developing to achieve higher response rates in the new medium is yet to be shown. It is important to note that, contrary to intuition, there is no evidence in the literature that concurrent fielding of a survey via a conventional mode and via an Internet-based mode results in any significant improvement in response rates.This may be because, as Table 2 shows, except in specialized populations, when gi ven a choice between mail and Web surveys, most individuals tend to respond to the mail survey. In addition, there is no evidence that those who would normally refuse to complete a mail survey would choose to respond if the survey was Internet-based. Of course, these results are specific to the current state of the art of Internet-based surveying, existing technology, and the current state of respondent attitudes toward surveys, both Internetbased and conventional.Future developments may significantly alter these findings and more research is certainly warranted in an attempt to improve the response rate performance of Internet-based surveys. Finally, we note that while research surveys based on probabilistic survey sampling methods are generally recognized as being necessary to conduct statistical inference to any population outside of the sample, convenience sampling can also be useful to some researchers for other purposes. For example, early in the course of research, responses from a convenience sample might be useful in developing research hypotheses.Responses from convenience samples might also be useful for identifying issues, defining ranges of alternatives, or collecting other sorts of non-inferential data. In fact, in certain types of qualitative research, convenience samples on the Web may be just as valid as other methods that use convenience samples. There are a number of studies in the literature that used convenience samples, for which response rate comparisons do not apply (and hence precluded their inclusion in Tables 1-3), often with respondents recruited through advertising of some form.While response rates for these studies are meaningless, we present a few of the more interesting studies here to illustrate alternative ways that Web surveys can be used. In a social science study of geographic mobility and other topics Witte et al. (2000) recruit a large number of respondents: 32,688. Similarly, Vehovar et al. (1999) conducted a large-scale survey targeted at the Internet population of Slovenia, which corresponds to about 13 percent of the total population of Slovenia.In both cases, similarly sized traditional mail surveys would likely have been more complicated and very expensive to field. Coomber (1997) conducted a survey about drug dealer practices, where his target population was illicit drug-dealers throughout the world. Coomber solicited responses by e-mail and Field Methods, Vol. 14 No. 4, 2002 347-367. 8 through advertising, and collected responses on the Web hoping his respondents would be encouraged to respond more honestly because of a perceived anonymity.Timeliness In today’s fast-paced world, survey timeliness is increasingly stressed. The length of time it takes to field a survey is a function of the contact, response, and follow-up modes. Decreasing the time in one or more of these parts of the survey process will tend to decrease the overall time in the field. However, it is important to keep in mind that the relevant measure is not average response time but maximum response time (or perhaps some large percentile of the response time distribution) since survey analysis generally does not begin until all of the responses are in.Most studies tend to conclude, often with little or no empirical evidence, that Internet-based surveys are faster than surveys sent by postal mail. This conclusion is usually based on the recognition that electronic mail and other forms of electronic communication can be instantaneously transmitted while postal mail takes more time. However, simply concluding that Internet-based surveys are faster than mail surveys naively ignores the reality that the total amount of time for survey fielding time is more than just the survey response time.A complete comparison must take into account the mode of contact and how long that process will take and the mode of follow-up allowing for multiple follow-up contact periods. For example, if e-mail addresses of res pondents are unavailable and a probability sample is desired then respondents may have to be contacted by mail. In this case a Web survey only saves time for the return delivery of the completed questionnaire, and not for the contact and follow-up, so that the resulting time savings may only be a fraction of the total survey fielding time.In the case of e-mail surveys, where the presumption is that the potential respondents e-mail addresses are known and can therefore be used not just for delivering the survey but also for pre-notification and non-response follow-up, the time savings can be substantial. For example, one is often forced to allow for a week of delivery time in the postal mail. With an advance letter and a single mail follow-up, this one week delay telescopes into over a month in survey fielding when two weeks must be budgeted for initial survey delivery and return time, plus an additional two weeks for a single followup reminder delivery and response time.By compariso n, in an all-electronic process the same operation has the potential to be completed in a few days or less. Yet, even in an all-electronic environment it is not necessarily true that the Internet-based survey will be timelier. For example, in a comparison of response speed Field Methods, Vol. 14 No. 4, 2002 347-367. 9 between e-mail and mail, Tse et al. (1995) did not find a statistically significant difference in the time between sending and receipt of an e-mail survey to university faculty and staff and an equivalent survey sent by mail.Furthermore, to achieve sufficiently high response rates, it may be necessary to leave an Internet-based survey in the field for an extended period of time. For example, a prominent commercial Internet survey company, Knowledge Networks, has indicated that to achieve 70-80 percent response rates they must leave a survey in the field for about 10 days. This period comprises one workweek with two weekends, because they find that most respondents comp lete their surveys on the weekend. However, there are cases in the literature that did show more timely response.Tse (1998) found a statistically significant difference in the average initial response time for those that received an e-mail survey compared to those that received a paper survey in the campus mail (one day versus 2-1/2). Further, in Tse’s experiment, most e-mail survey recipients either responded almost immediately (within one day) or they did not respond at all, which raises the question of the effectiveness of non-response follow-up in the electronic forum. Schaefer and Dillman (1998) also document faster e-mail response rates: 76 percent of all responses were received in 4 days or less. Pealer et al. 2001) found a statistically significant difference in the average return time between their e-mail study arm (7. 3 days) and their mail study arm (9. 8 days). However, the final e-mail survey was received after 24 days and the final mail survey after 25 days†”a negligible difference in overall fielding time. In conclusion, while it is certainly reasonable to conclude prima facie that the delivery time of an Internet-based survey is faster than the delivery of a survey by mail, it does not necessarily follow that the increased delivery speed will translate into a significantly shorter survey fielding period.Two points are relevant: (1) dramatic improvements are only possible with an all-electronic process, which is currently only possible for specialized populations; and, (2) even for populations in which all-electronic surveys are possible, the literature is not very informative as there is no information available about the length of fielding time required to achieve particular response rates. Quality When the primary purpose of a survey is to gather information about a population, the information is useless unless it is accurate and representative of the population.While survey error is commonly characterized in terms of the precisi on of statistical estimates, a good survey design seeks to reduce all types of errors, including coverage, Field Methods, Vol. 14 No. 4, 2002 347-367. 10 sampling, non-response, and measurement errors. (See Groves, 1989, for a detailed discussion of the â€Å"Total Survey Error† approach. ) Indeed, even when a survey is conducted as a census, the results still may be affected by many of these sources of error. Coverage error is the most widely recognized shortcoming of Internet-based surveys.Today the general population coverage for Internet-based surveys still significantly lags behind the coverage achievable using conventional survey modes. However, there are some important caveats to keep in mind. First, the coverage differential is rapidly closing and may become immaterial in the relatively near future (though this is far from a preordained conclusion). Second, even though conventional modes have the ability to reach most of the population, it is becoming increasingly dif ficult to get people to respond (e. g. answering machines are routinely used to screen calls these days and, hence, screen out telephone surveyors and solicitors). Third, while conventional modes have near universal coverage, there will always be special subpopulations that have little or no coverage for any mode. Fourth, in the case of Internetbased surveys, access is only one consideration. Even if the respondent in principle has Internet access (e. g. through a library), there are large portions of the population that are still computer illiterate and would have difficulty correctly responding to such a survey.Finally, access and computer literacy are necessary but not sufficient conditions for success: Respondents must also have compatible hardware and software. However, less than universal access to the Internet can be immaterial for some studies, such as studies that focus on closed populations with equal access or Internet users, for example. In order to improve coverage, Dil lman (2000) recommends a mixedmode strategy for contact, using both e-mail and postal mail for pre-notification. Similarly, using mixed response modes, such as Web and e-mail can be used to increase coverage.However, as we previously mentioned, there is little evidence in the literature that concurrent mixed mode fielding increases response rates over what would have been achieved using a single, conventional mode. In addition to coverage, data quality is a function of a number of other dimensions, including: (1) unit and item nonresponse; (2) honesty of responses, particularly for questions of a sensitive nature; (3) completeness of responses, particularly for openended questions; and, (4) quality of data transcription into an electronic format for analysis if required by the survey mode.All other things held constant (such as pre-notification and non-response followup), unit and item non-response are generally smaller using interviewer-assisted modes (de Leeuw, 1992) compared to s elf-administered survey modes. Face-to-face interviews Field Methods, Vol. 14 No. 4, 2002 347-367. 11 have long been considered the gold standard of surveys and tend to result in the lowest unit and item non-response as well as minimizing respondent misinterpretation of questions and skip patterns.However, it has been shown that interviewer-administered survey modes, particularly face-to-face, yield more socially desirable answers than selfadministered modes (de Leeuw, 1992, Kiesler et al. , 1986, p. 409). This is particularly relevant for surveys of sensitive topics or for surveys that contain sensitive questions, such as questions about income or sexual practices, for example. Mail and other selfadministered modes tend to be the least expensive but often have higher unit and item non-response rates. On the other hand, they tend to elicit the most accurate responses to sensitive questions.Data quality is usually measured by the number of respondents with missing items or the percen tage of missing items. For open-ended questions, longer answers are usually considered more informative and of higher quality. In those studies that compared e-mail versus mail, for closed-ended questions, it appears that e-mail surveys may incur a higher percentage of items missing than mail surveys. As Table 4 shows, for studies in the literature that reported the percentage of missed items, the percentage for mail respondents was less than or equal to the percent for e-mail respondents.Table 4. Average Percentage of Missed Items for E-mail and Postal Mail Surveys Postal Mail Population 14. 2 Undergraduates, University of Florida 0. 7 Business school deans and chairpersons 0. 4 Names and addresses purchased from Internet magazine in the U. K. 0. 5 Fourth-year medical students 0. 8 Employees of five U. S. federal agencies < 0. 3 Active U. S. users of bulletin board system (BBS) news group Study Peale et al (2001) Bachman at al. (1996) Comley (1996)a Paolo et al. (2000) Couper et al . (1999)b Mehta and Sivadas (1995)c a E-mail 14. 2 3. 7 1. 2 1. 2 0. 8 < 0. 3Based on three questions. Based on 81 attitude questions. c Across five different study arms, one of which allowed for both mail and e-mail responses. b At the respondent level, Paolo et al. (2000) also found that 27 percent of e-mail respondents did not respond to at least one question versus 9 percent for mail respondents. Kiesler and Sproull (1986) found the opposite: in the e-mail (contact and response) study arm only 10 percent of respondents failed to complete or spoiled one Field Methods, Vol. 14 No. 4, 2002 347-367. 12 item compared to 22 percent in the mail (contact and response) study arm.Tse (1995, 1998) found no difference in quality of responses. For open-ended questions, studies found that e-mail responses are either longer or of the same length as mail responses. Comley (1996) found that in the two open-ended questions e-mail respondents gave longer answers. One respondent even wrote a minies say. Mehta and Sivadas (1995) found that there was â€Å"hardly any difference between the average completed responses for both the open and close-ended questions† (Mehta and Sivadas, 1995, p. 436). Kiesler and Sproull (1986) found that the total number of words did not significantly differ for e-mail and mail respondents.If one also takes into consideration that open-ended items for mail respondents are not always encoded for cost reasons, it appears that Internet-based survey modes may be better suited to open-ended questions. Other quality issues for Internet-based surveys resulting from some sort of sampling error are generally the same as for conventional surveys. However, as the Internet becomes more ubiquitous, collecting much larger samples becomes more feasible. Indeed, we have talked to some organizations recently that have electronic access to their entire population and are considering eliminating sampling and simply conducting censuses.Often these census efforts result in much larger numbers of respondents than otherwise could have been gathered using traditional survey sampling techniques and those larger numbers give the appearance of greater statistical accuracy. However, such accuracy may be misleading if non-response biases are not accounted for and researchers need to carefully consider the trade-offs between smaller samples that allow for careful non-response follow-up and larger samples with less or no follow-up.The former may have larger standard errors but less bias while the latter may have much smaller standard errors but an unknown, and potentially very large, amount of bias. Finally, we note that Web surveys offer the ability to clearly improve on other forms of self-administered surveys in terms of data validation, skip pattern automation, and the elimination of transcription errors, all of which help to minimize measurement error. Web surveys can be programmed to conduct input validation as a logical check of the respondentà ¢â‚¬â„¢s answers.These types of checks improve data quality and subsequently save time in the preparation of the analysis file. As with logic checks, Web surveys can also be programmed to manage the process of skipping questions. This will eliminate errors and, from the respondent’s point of view, simplify the process of taking the survey. And, while all conventional surveys required some form of conversion into an electronic Field Methods, Vol. 14 No. 4, 2002 347-367. 13 format for analysis, for Web surveys respondents’ answers are directly downloaded into a database, avoiding transcription errors.Cost Designing a survey fundamentally involves making trade-offs between the quality and quantity of data and cost. For smaller research surveys that are not subsidized in any way, a major component of total survey cost is frequently the researchers’ time for survey design and subsequent data analysis. However, these costs vary little by survey mode. A major expense t hat does vary by mode is the labor cost of the personnel who actually execute the survey.Depending on the size of the survey and the complexity of the design, either researcher labor costs, survey personnel labor costs, or a combination of the two will likely dominate the survey budget. Comparing the costs of doing a Web survey versus a mail survey or other some other mode in the literature is difficult because different authors define costs different ways. Academics frequently only consider postage and reproduction costs and often fail to account for the cost of one or more of various types of labor, including: survey design and/or programming, coding, analysis, and other such items.Estimates also vary depending on whether they are given on a per mail-out or per complete survey response basis and, unfortunately, most studies in the literature omit any discussion about costs altogether. However, the question often reduces to how to price the time spent programming a Web survey and w hether and how to price the time of the investigator or a survey coordinator. While lower costs are often touted as one of the benefits of Internet-based surveys, Couper et al. (1999) found no cost benefit in e-mail compared to postal mail surveys in their work.In a large and comprehensive survey effort of different government agencies Couper et al. compared an all e-mail survey (contact, response, and follow-up) versus an all mail survey. They found that evaluating and testing the e-mail software took over 150 hours – almost 4 times as much as they budgeted. For the mail survey, costs for printing and postage were $1. 60 per reply; and data editing and entry cost about $1. 81. For the email survey, managing the e-mail cost $1. 74 per completed case. In addition, they handled over 900 toll-free calls of a mostly technical nature.While the printing and mailing costs were eliminated for the e-mail survey, Couper et al. found that the costs of evaluating and testing the e-mail s oftware, additional post-collection processing, and the costs of maintaining a toll-free phone line which was largely dedicated to responding to technical questions related to the e-mail surveys offset any savings. (For example, while Field Methods, Vol. 14 No. 4, 2002 347-367. 14 the e-mail survey was designed so that respondents would use the reply function of their e-mail program so the resulting replies could be automatically read into a database upon receipt. Further, almost 47 percent of the e-mail surveys required some type of clerical action to prepare them for automatic reading. On the other hand, Raziano et al. (2001) in a small study of 110 Geriatric Chiefs across the U. S. , compute the cost per respondent for their mail study arm to be $7. 70 and for their e-mail study arm $10. 50. The programming time to construct the e-mail survey is factored into this calculation. However, the total programming time accounted for, two hours, may be unrealistic for a large or complica ted survey operation.Also, these estimates fail to reflect the fact that their postal arm response rate from the first mail-out exceeded the e-mail arm response rate after four contact attempts. Hence, for a given desired response rate, the difference in costs would be less as fewer mailings would be required. Similarly, Schleyer and Forrest (2000) in their study received responses over the Web, by mail, and by fax and found the total costs for the Web survey turned out to be 38 percent lower than for the equivalent mail survey. Asch (as reported in Schonlau et al. 2002) found that adding a Web response option to a mail survey to be economical when about 620 responses are obtained over the Web when the Web is first used as the primary survey mode and surveys are only mailed out to non-respondents. Their calculations were based on the trade-off of the expected savings in postage, printing, and labor costs to prepare survey mailing packages and code the subsequent survey returns again st the expected extra costs of programming, additional management effort, and maintaining a telephone help-line for the Web survey.This study did achieve a cost savings since it garnered over 1,000 Web responses. In two studies that essentially ignore personnel costs, Mehta and Sivadas (1995) and Jones and Pitt (1999) conclude, not surprisingly, that Internet-based surveys are less costly than mail surveys. These conclusions simply stem from the fact that Internetbased surveys do not incur postage and printing costs while mail surveys do. In conclusion, when only considering postage and printing costs, e-mail and Web surveys almost by definition are cheaper than mail surveys.However, when the total costs of a survey are considered, including labor and other costs, Web surveys may or may not be cheaper depending on whether the additional expenses incurred with that mode, such as programmer costs, are offset by savings, such as postage and data entry costs. When planning for and subse quently executing a Web survey, care must be taken that unanticipated technical problems are minimized or these problems can easily eliminate all potential cost benefits. Field Methods, Vol. 14 No. 4, 2002 347-367. 15SUMMARIZING THE CURRENT PERFORMANCE OF INTERNET SURVEYS In the Introduction we said that Internet-based surveys are in vogue – those conducted via the Web in particular – primarily because of three assumptions: (a) Web surveys are much cheaper to conduct; (b) Web surveys are faster; and, (c) combined with other survey modes, Web surveys yield a higher response rate than the other survey modes by themselves. That is, the usual naive generalization about Internet-based surveys is that they can be conducted faster, better, cheaper, and easier than surveys conducted via conventional methods.How do these claims stand up when compared to what has been published in the literature? Faster? Web surveys are thought to be much faster than conventional survey modes. W hile there is no question that the delivery time of an Internet-based survey is faster than a survey sent via the mail, there is little to no evidence in the literature to substantiate whether this increase subsequently results in a shorter overall fielding period.We are aware of a couple of organizations that have implemented all-electronic survey processes by communicating with respondents via e-mail, but this is only currently possible for prerecruited panels or specialized subsets of the population. If respondents must be contacted through mail or phone, which generally is the case if a probability sample is required by the research, then there may only be a marginal improvement in overall response times. Better? Response rates for Web surveys where no other survey mode is iven have tended to range from moderate to poor. The reasons for this are not clear. It is possible that potential respondents simply do not respond as well to electronic solicitation or response. If true, thi s may improve as Internet-based communication methods continue to spread and become routine with all segments of the general population. It is also possible that the execution of the Internet-based survey experiments have been less than optimal – something that will improve with surveyor experience.There are a few examples of Web surveys outperforming mail in some of the more recent comparisons between these two media. Whether this was a unique result for these few surveys, or whether it is a leading indicator that the field is maturing and learning how to achieve higher response rates in the new medium is not known. In either case, it Field Methods, Vol. 14 No. 4, 2002 347-367. 16 is of concern that any improvements in these areas may be offset by over-saturation of the population with other forms of commercial surveys.Setting the question of response rate aside, Web surveys offer some advantages over conventional modes. For example, if multi-media and/or interactive graphic s are required then there are few conventional alternatives (and those alternatives, such as face-to-face interviewing, would likely be significantly more costly). If a convenience sample will suffice for the research, then Web can be an excellent medium to use, particularly if the desired respondents are geographically diverse or hard to find/identify.A major issue for Web surveys is their ease of implementation facilitates naive misuse. The particular concern for this medium is the easy collection of large numbers of surveys can result in surveyors and survey data consumers confusing quantity with quality. There is on-going research about the effects of surveying via the Internet, the Web in particular, on unit and item non-response and on the affect the medium has on survey responses. Preliminary results have been reported at some conferences and symposia, but little has appeared in the literature as yet. Cheaper?The usual claim that Web surveys are much cheaper than mail surveys is not necessarily true. Web and e-mail surveys can save on some or all mailing costs, but except for very large surveys these may be small costs in the overall survey effort. Web surveys can also eliminate data entry costs; e-mail survey results may not because they often require additional manipulation before they can be downloaded into an analytical database. However, savings in data entry may be partially or completely offset against higher programming costs and additional help desk staffing requirements.The literature mostly neglects labor costs, which form the highest cost component for Web surveys. Nonetheless, adding a Web survey to a mail survey can be cost efficient if done carefully and properly. Easier? The implementation of Web surveys is technically more involved than mail or phone surveys. Survey designers need to specify many issues related to the technical control of Web surveys (e. g. how to move back and forward between questions, input validation, passwords, for what questions answers are not optional) that are simpler or not required with conventional survey modes.Web surveys also require more extensive Field Methods, Vol. 14 No. 4, 2002 347-367. 17 pretesting to ensure both that the questions elicit the desired information and that the program works properly across numerous hardware and software configurations. The fielding process may or may not be made easier. Internet-based surveys have the potential to eliminate some of the more labor-intensive fielding tasks, such as survey package preparation and mailing and the subsequent data entry.Yet, if mixed modes are required to obtain sufficient population coverage and/or response rates, then these tasks cannot be completely eliminated and the fielding process may actually then become more complex since support for two or modes must be maintained and managed. What is the Future of Internet-based Surveying? The first Internet browser was introduced only about a decade ago and early use of th e World Wide Web as a survey medium only started about five years ago. The result is that significant research results about the use of this new survey medium have only recently begun to become available in the literature.Hence, there is a great deal that is still not well known about Internet-based surveys. While some predict that Web surveys will replace other survey modes, we expect Web surveys to develop into a distinct survey mode with advantages and disadvantages that will have to be weighed against the conventional alternatives. Little is known about Web instrument design and the effects of instrument design on how survey participants respond to a survey or a particular survey question, and what enhances response rates and response accuracy.For example, at the 2001 American Association of Public Opinion Researchers conference, some anecdotal evidence was presented that respondents taking surveys on the Web had shorter attention spans, tending to browse the survey like they br owse other Web sites. If true, this would suggest that long surveys and/or surveys with complex questions may not perform as well on the Web as by mail. While many of the design principles from paper-based surveys may translate to Internet-based surveys, much more research is required.To date, most Web surveys have been conducted on convenience samples or in organizations where a list of target populations readily exists. However, Internet-based surveys with probability samples can be fielded by using the mail or telephone for respondent contact and the Web for response. There is currently no equivalent to random digit dialing for e-mail. Even though the fraction of the population having access to email will continue to grow, it is unlikely that one will ever be able to construct a random e-mail address in the same way a random telephone number is constructed.However, Field Methods, Vol. 14 No. 4, 2002 347-367. 18 large commercial e-mail lists may yet emerge that are of high enough quality to be useful in survey research. A major challenge for researchers will be to distinguish themselves and their survey from the plethora of commercial and entertainment surveys that exist and continue to multiply on the Web. These other surveys will continue to proliferate because the financial and technical barriers are so low for Web surveys. Thus, just as telephone survey response rates have continued to decline because of telemarketers, it s likely to become increasingly difficult to achieve superior response rates in the new medium. Nonetheless, Internet-based surveys are here to stay. The challenge for researchers is to learn to use the new medium to their best advantage. REFERENCES Asch, B. , (2001). RAND, Santa Monica, California. Personal communication. Bachman, E. , J. Elfrink, and G. Vazzana (1996). Tracking the Progress of E-Mail vs. Snail-Mail, Marketing Research, 8, 31-35. Bradley, N. (1999). Sampling for Internet Surveys. 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P. , and W. C. Hong (1995). Comparing Two Methods of Sending Out Questionnaires: E-mail versus Mail, Journal of the Market Research Society, 37, 441-446. Tse, A. C. B. (1998). Comparing the Response Rate, Response Speed and Response Quality of Two Methods of Sending Questionnaires: E-mail versus Mail, Journal of the Market Research Society, 40, 353-361.Tuten, T. L. , D. J. Urban, and M. Bosnjak (in press, 2002). â€Å"Internet Surveys and Data Quality: A Review† in: B. Batinic, U. Reips, M. Bosnjak, A. Werner, eds. , Online Social Sciences, Hogrefe & Huber, Seattle, 7-27. Vehovar, V. , K. Lozar Manfreda, and Z. Batagelj (1999). Web Surveys: Can the Weighting Solve the Problem? Proceedings of the Section on Survey Research Methods, American Statistical Association, Alexandria, VA, 962-967. Vehovar, V. , K. Lozar Manfreda, and Z. Batagelj (2001). Sensitivity of e-commerce Measurement to the Survey Instrument.International Journal of Electronic Commerce, 6, 31-51. Walsh, J. P. , S. Kiesler, L. S. Sproull, and B. W. Hesse (1992). Self-Selected and Randomly Selected Respondents in a Computer Network Survey, Public Opinion Quarterly, 56, 241-244. Witte, J. C. , L. M. Amoroso, and P. E. N. Howard (2000). Research Methodol ogy – Method and Representation in Internet-based Survey Tools, Social Science Computer Review, 18, 179-195. Zhang, Y. (2000). Using the Internet for Survey Research: A Case Study, Journal of Education for Library and Information Science, 5, 57-68. Ron Fricker is a statistician at RAND.He has designed, managed, and analyzed many large surveys of national importance, including a survey of Persian Gulf War veterans about Gulf War Illnesses and, most recently, a survey on domestic terrorism preparedness in the United States. Dr. Fricker holds Ph. D. in Statistics from Yale University. In addition to his position at RAND, Dr. Fricker is the vice-chairman of the Committee on Statisticians in Defense and National Security of the American Statistical Association, an associate editor of Naval Research Logistics, and an adjunct assistant professor at University of Southern California.Field Methods, Vol. 14 No. 4, 2002 347-367. 22 Matthias Schonlau, Ph. D. , is an associate statisticia n with RAND and heads its statistical consulting service. Dr. Schonlau has extensive experience with the design and analysis of surveys in areas such as health care, military manpower and terrorism. Prior to joining RAND, he held positions with the National Institute of Statistical Sciences and with AT Labs Research. Dr. Schonlau has co-authored numerous articles as well as a recentRAND book â€Å"Conducting Internet Surveys via E-mail and the Web. † In 2001, he and his team won second place in the data mining competition at the world's largest conference on data mining â€Å"KDD. † Acknowledgements. The helpful and substantive comments of three anonymous reviewers and the editor significantly improved this work. Our research was supported by RAND as part of its continuing program of independent research. Field Methods, Vol. 14 No. 4, 2002 347-367. 23