Description
Instructions
Review the rubric to make sure you understand the criteria for earning your grade.
Review Chapter 4 of Arbnor and Bjerke (2009): Methodology for Creating Business Knowledge, particularly the section on “The Creation of Knowledge Problem”.
Study Ellis and Levy’s (2008) article Framework of Problem-Based Research: A Guide for Novice Researchers on the Development of a Research-Worthy Problem(PDF document).
While this article’s framework is somewhat different than the format that is used in your ADP, the article helps frame the reasoning, concepts, and content ideas for a doctoral-worthy problem statement.
Dr. Timothy Ellis, one of the authors of the article, helped train some of the first Research Chairs supporting the DBA program back in 2019.
Study the Examples of Problematic Problem Statements(PDF document) file and select one (1) example for further analysis.
Note: All the examples in this file are real problem statements submitted by past DBA students. The names of the authors and partner organizations have been removed.
The examples are of varying quality, but all were selected because they have significant opportunities for improvement (unlike the Rodney Swope example above, they were not yet exemplars when they were submitted).
Write a short paper, 350-500 words in length, analyzing the example “problematic” problem statement you selected from the file above:
State which of the examples you have selected and briefly describe it.
Identify and explain any issues or opportunities for improvement you can find.
Compare and contrast the example problem statement you selected to the Rodney Swope exemplar provided in the background information section above. How is it different? What makes the exemplar better?
Describe the changes that need to be made to the example problem statement you selected to create an exemplar.
Your paper should be properly formatted per APA guidelines. Robustly support your points with appropriate sources. Utilize the guidance and concepts from your reading assignments above. Cite these sources and provide a correctly formatted reference list.
Do not feel limited by the reading assignments above in your analysis. Feel free to branch out to find additional sources that may aid with your analysis or support your inferences. In other words, don’t hesitate to conduct a little research!
Submit your paper by the end of the workshop.
Unformatted Attachment Preview
Prior “Problematic” Problem Statements
Real Examples submitted by past DBA Students
Example A:
Small Black-owned real estate businesses rely primarily on word of mouth, which
averages about 39% of transactions through referrals from friends or family members, and free
marketing for a real estate brokerage company (Chazan, 2019). The general problem is that the
real estate industry is advancing in the technology space that allows for broader customer
reach in the marketplace resulting in more significant innovation ideas enabling the agents to
provide meaningful analytical data to their customer base. The problem with the real estate
company is that digital marketing is the right move for the organization. While the real estate
industry is shifting towards advanced technology, how does the organization change to use
social media and digital marketing? According to the National Association of Realtors, in 2020,
more buyers will be browsing for homes online before contacting a realtor (Design Loud, 2022).
Circumstances from the pandemic had a role, and the numbers will continue to
increase. Homebuyers want to explore properties and get a sense of the market without leaving
their homes (Goldberg, 2021). It implies that the real estate industry must change its marketing
approach to reach customers where they are through social media. The use of social media,
artificial intelligence, and machine learning technology will pressure real estate organizations to
change and set them apart from competitors (Lizam, 2019). Although word-of-mouth
advertising might help produce more leads in today’s digital environment, it once was more
successful than it was (Chazan, 2019).
Small real estate firms need to learn how to market to increase their social media
presence on social media platforms such as Facebook, Instagram, TikTok, and Twitter by using
advanced technology in the business to assist with customers’ needs more quickly.
The specific problem is that Example Company does not have an online brand presence
on social media platforms. While the company has created a website, it needs to be updated
with the most beneficial information for potential clients; therefore, the traffic to the site could
be more manageable. The current marketing strategy is sending out monthly mail distribution
throughout the community.
The Example Company has yet to reach the millennium generation, who are more
computer-aware while conducting internet research and business, such as purchasing a
property without first visiting it, and would like to gain the trust of this targeted audience
(Goldberg, 2021). Due to the economy’s current state, the pandemic’s effects, and the rapid
adoption of new technologies, real estate companies will likely change how they service their
customers more efficiently by improving business processes. The real estate state industry is
losing potential clients by not adding value to social media platforms, lacking marketing
innovation, and not leveraging data-driven metrics (Souza, et al., 2021).
Example B:
African American males are not graduating from post-secondary school at the same rate
as their counterparts (Turner, 2021). To change this tradition, African American males need
positive experiences within a learning environment to prepare them to be retained in college
and complete a two-year degree. In addition, in today’s economy, African American males must
earn at least a high school diploma to pursue post-secondary skills, enhancing their
employment opportunities in a competitive market (Spaulding et al., 2015).
The problem is, Black males have not been academically successful at Example College,
which results in low retention and graduation rates. This research aims to improve academic
success, retention, and graduation rates for Black males attending a two-year academic
community college.
Example C:
Example College is currently experiencing complexities regarding college retention due
to its low rate. Data show that per “Freshman Retention Rate” (2022), Example College’s
current retention rate is 64%, while “N. S. C. R. Center” (2022) indicated the national retention
rate is 75%. The retention rate for Example College has maintained for over four years, trending
upward; however, remaining problematic because it is still below the national average. The rate
is below average; however, per “College Tuition Compare” (n.d.), that rate has stabilized since
2018. In previous years, additional research indicated by “College Tuition Compare” (n.d.)
stated in 2017, the rate was at 58% and 56% in 2016. What is causing the below-average rate is
perplexing to Example College. Determining the cause or causes will allow the university to
provide remedies to the challenges for first-time college students and aid in their transition to
college, subsequently affecting the university’s student enrollment. Research has shown that
the most demanding year of a student is their first year. Tevis and Britton (2020) suggested that
recent research indicates a student’s first year is the most daunting, with a laundry list of
difficulties.
Example D:
Educational procurement practices have historically tended to be ineffective. These
practices have remained unevaluated and unchanged. This ineffectiveness has thus trickled
down to the state and district levels and affected school spending. Existing guidelines have
impeded schools’ receipt of instructional products and maintenance of relational partnerships
with vendors. The general problem is, therefore, that procurement services for nonpublic
schools have involved criteria from state and local policies and a procedural hierarchy that has
inhibited communication flow, effective customer-focused service, choice of vendor, and
comprehensible business rationalization processes. Existing processes have included unclear
specifications and purchasing requirements, leading to skepticism among those working in
nonpublic schools because of ambiguity and inaccurate data.
Example E:
Example Company lacks a diversity, equity, and inclusion skill and training development
model focusing on awareness and impactful initiatives for current and future clients. In the
past, the meaning of diversity and inclusion in a business sense mostly referred to gender, race,
and age. Diversity and inclusion also include sexual orientation and how a person identifies,
religion, income status, and group affiliation. Cultural backgrounds influence acceptance within
the business sector and can create healthy environments (D’Allaird, 2016). A model that
includes culture acceptance, skill enhancement, and mentoring opportunities within the
workforce can minimize bias and create an atmosphere where employees feel valued and
understood. A diverse organizational leadership strengthens the organization’s overall mission
and vision principles and reduces retention rates while welcoming the team concept and
positive reinforcements (Zago, 2020).
Example Company is a faith-based organization with a mission devoted to improving
overall talent development in the workplace with positive initiatives. Driven by past and recent
experiences within the recruitment industry, Example Company’s leadership recognizes the need
to operationalize diversity, equity, and inclusion initiatives to provide outsourced recruitment services.
While the body of research in human resource development is growing, research mainly
focuses on larger organizations despite small- to medium-sized businesses that make up a
significant amount of business in various areas in most economies (Zago, 2020). A study by Zago
(2020) looked into how leadership and communication impacted team motivation and
productivity within group dynamics. To increase valuable decision-making and effective group
dynamics within various cultures, organizations must develop a training model of impactful
communication that builds satisfaction in the workplace. Example Company’s business
objective is to increase its client and project base by two per month with a financial gain of
$50,000 and enhance team execution and employee engagement. By offering innovative
initiatives surrounding operationalizing DE&I in the workplace for their current and future
clients, Example Company could significantly impact their financial projections. Additionally, it
will provide Example Company with a new innovative management tool that will allow them to
gain a competitive advantage within the recruitment sector. The overall problem with Example
Company is, developing an effective skill and development training model that would help their
client companies operationalize DE&I initiatives in the workplace.
Example F:
Accounting is regarded, on a worldwide basis, as one of the most challenging majors
offered by universities. Research shows numerous students struggling to understand
accounting fundamentals, and introductory accounting courses are commonly distinguished by
high failure and withdrawal rates (Kealey et al., 2005). A study by Fakoya (2014) established
that students commonly repeat both financial accounting and managerial accounting courses
due to low success rates. The general problem is that students in the accounting major struggle
to understand the challenging fundamentals in the field of accounting, resulting in high failure
and withdrawal rates as well as low success rates in all accounting courses (Velasco, 2019).
Researchers have determined that, on a global basis, low academic performance rates
among students in accounting courses are commonplace (Principe, 2005). Alanzi (2015)
determined that there was a 74.2% failure rate in cost accounting at colleges studied in his
research—and Muda et al. (2013) determined that students not majoring in the field also
demonstrate poor performance in accounting courses. To try to combat the high failure rate of
students taking accounting courses, the new methods academic scholars have introduced—on
a worldwide basis—include the implementation of course curriculum redesign, classroom
learning environment redesign, and innovative teaching approaches such as virtual learning (De
Lange et al., 2003). However, low student academic performance in accounting courses
continues to be a challenging problem for colleges, professors, and students.
The specific nature of the problem is that too many students are receiving lower than a
“C” in ACCT 101: Financial Accounting—the introductory accounting course at Example College
–resulting in accounting major and non-accounting-major students failing the Financial
Accounting course, withdrawing from it, and dropping out of the accounting major or leaving
the institution altogether. As stated, researchers are aware of these high failure and withdrawal
rates, as well as the low success rates for students taking accounting courses at universities
(Alanzi 2015; Kealey et al., 2015; Velasco, 2019). This unresolved issue impacts not only
accounting programs but also our broader society in the way that students who are not
successful in accounting courses lack the knowledge they need to succeed in the accounting
field, which in turn impacts the accounting industry. The knowledge gap existing between the
information accounting courses are intended to deliver, and the unacceptable levels of
achievement with which students are leaving the courses make it clear that the seriousness of
this problem requires critical attention.
Example G:
The uninsured population in America is growing (Blumenthal et al., 2020), and the
Target population (Example Company’s primary patient base) is expected to triple by 2050
(Huber, 2020). Uninsured trends between 2016 and 2020 (pre-pandemic) highlighted a .6%
total increase in uninsured with annual growth between .1% and .3% (Blumenthal et al., 2020).
According to Manns (2012), Adams County is the second-largest Target populated county in
Indiana and third largest in the United States, with a staggering 18.5% of the total population
(35,809). Facing these significant annually increasing demands, Example Company is
unprepared to sustain the projected growth rate with current front and back-office operational
processes.
A deeper analysis of the symptoms experienced by Example College has uncovered a
more general problem. While many issues need to be solved, the lack of documented processes
and the impact of ensuring the operations continues to evolve as services expand is causing
critical concerns required to enable the foundation for growth to go unaddressed. The impact
of the general problem is evidenced by the highly manual processes used by the volunteers and
staff. The manual processes detract from efficient practices that allow for a more seamless
front and back-office experience for both staff and patients.
As the clinic continues to grow and move forward without addressing these concerns,
they could prevent the clinic from meaningful growth and increase the operating burdens faced
today.
The specific problem at Example College is the absence of an effective operating model
that established efficient and effective front-office and back-office processes to enable
sustainable organizational expansion through the addition of healthcare services. Inefficient
manual processes are leading to ineffective practices including more time spent on paperwork
than patient care, a backlog of demand due to poor planning of staffing to meet the pent-up
demand, and the lack of medically skilled staff to address patients’ needs causing rescheduling
of appointments when there are unplanned absences. Without a documented operating model,
the direction, vision, and specific needs that can propel the clinic to scale will remain in a state
of chaos and lack focus to get to the desired growth state. With the patient demand already
being experienced and more to come as services expand, the need for a scalable, operating
model is imminent.
Planned growth requires a thoughtful and intentional plan that includes more than
additional healthcare services.
Example H:
Radiation-emitting medical devices are held to a high standard for use in the United
States. These devices are heavily regulated focused on a goal of safety for the user and the
patient. These regulations are devised at the federal and the state level (Center for Devices and
Radiological Health, 2019 and The Joint Commission, 2020). Furthermore, the manufacturer,
Example Company, has a responsibility to inform the user through training and written as part
of the manual of the maintenance and safety procedures of the equipment. In many cases,
including the Unnamed systems, a service agreement is instituted to support these protocols.
The general problem for the IORT sector is ineffective and inconsistent support of the
regulations and service agreements. Inability or lack of following guidelines can result in loss of
treatment revenue or accreditation of their program (The Joint Commission, 2020).
Example Company’s mission includes serving the customers and acting consistently. The
specific problem for the Example Company’s IORT service team has been a steady decline in
timeliness of calibration and preventative maintenance for the Unnamed 500 and 600
treatment equipment. The result is a breach of service contract, customer dissatisfaction, and
patients that have not or did not receive their intended cancer treatment. IORT treatments is
not considered ‘standard of care’ for most applications of radiation in the body and has a lower
Medicare reimbursement rate than traditional external beam irradiation (Chen et al., 2022).
Inability to adhere to the guidelines and mandates instituted by regulatory authorities
inconvenience the customer and the patient. Addressing the calibration and preventative
maintenance problem can help repair and improve customer service perceptions and allow
Example Company to fulfill its mission of service and acting.
Prior “Problematic” Problem Statements
Real Examples submitted by past DBA Students
Example A:
Small Black-owned real estate businesses rely primarily on word of mouth, which
averages about 39% of transactions through referrals from friends or family members, and free
marketing for a real estate brokerage company (Chazan, 2019). The general problem is that the
real estate industry is advancing in the technology space that allows for broader customer
reach in the marketplace resulting in more significant innovation ideas enabling the agents to
provide meaningful analytical data to their customer base. The problem with the real estate
company is that digital marketing is the right move for the organization. While the real estate
industry is shifting towards advanced technology, how does the organization change to use
social media and digital marketing? According to the National Association of Realtors, in 2020,
more buyers will be browsing for homes online before contacting a realtor (Design Loud, 2022).
Circumstances from the pandemic had a role, and the numbers will continue to
increase. Homebuyers want to explore properties and get a sense of the market without leaving
their homes (Goldberg, 2021). It implies that the real estate industry must change its marketing
approach to reach customers where they are through social media. The use of social media,
artificial intelligence, and machine learning technology will pressure real estate organizations to
change and set them apart from competitors (Lizam, 2019). Although word-of-mouth
advertising might help produce more leads in today’s digital environment, it once was more
successful than it was (Chazan, 2019).
Small real estate firms need to learn how to market to increase their social media
presence on social media platforms such as Facebook, Instagram, TikTok, and Twitter by using
advanced technology in the business to assist with customers’ needs more quickly.
The specific problem is that Example Company does not have an online brand presence
on social media platforms. While the company has created a website, it needs to be updated
with the most beneficial information for potential clients; therefore, the traffic to the site could
be more manageable. The current marketing strategy is sending out monthly mail distribution
throughout the community.
The Example Company has yet to reach the millennium generation, who are more
computer-aware while conducting internet research and business, such as purchasing a
property without first visiting it, and would like to gain the trust of this targeted audience
(Goldberg, 2021). Due to the economy’s current state, the pandemic’s effects, and the rapid
adoption of new technologies, real estate companies will likely change how they service their
customers more efficiently by improving business processes. The real estate state industry is
losing potential clients by not adding value to social media platforms, lacking marketing
innovation, and not leveraging data-driven metrics (Souza, et al., 2021).
Example B:
African American males are not graduating from post-secondary school at the same rate
as their counterparts (Turner, 2021). To change this tradition, African American males need
positive experiences within a learning environment to prepare them to be retained in college
and complete a two-year degree. In addition, in today’s economy, African American males must
earn at least a high school diploma to pursue post-secondary skills, enhancing their
employment opportunities in a competitive market (Spaulding et al., 2015).
The problem is, Black males have not been academically successful at Example College,
which results in low retention and graduation rates. This research aims to improve academic
success, retention, and graduation rates for Black males attending a two-year academic
community college.
Example C:
Example College is currently experiencing complexities regarding college retention due
to its low rate. Data show that per “Freshman Retention Rate” (2022), Example College’s
current retention rate is 64%, while “N. S. C. R. Center” (2022) indicated the national retention
rate is 75%. The retention rate for Example College has maintained for over four years, trending
upward; however, remaining problematic because it is still below the national average. The rate
is below average; however, per “College Tuition Compare” (n.d.), that rate has stabilized since
2018. In previous years, additional research indicated by “College Tuition Compare” (n.d.)
stated in 2017, the rate was at 58% and 56% in 2016. What is causing the below-average rate is
perplexing to Example College. Determining the cause or causes will allow the university to
provide remedies to the challenges for first-time college students and aid in their transition to
college, subsequently affecting the university’s student enrollment. Research has shown that
the most demanding year of a student is their first year. Tevis and Britton (2020) suggested that
recent research indicates a student’s first year is the most daunting, with a laundry list of
difficulties.
Example D:
Educational procurement practices have historically tended to be ineffective. These
practices have remained unevaluated and unchanged. This ineffectiveness has thus trickled
down to the state and district levels and affected school spending. Existing guidelines have
impeded schools’ receipt of instructional products and maintenance of relational partnerships
with vendors. The general problem is, therefore, that procurement services for nonpublic
schools have involved criteria from state and local policies and a procedural hierarchy that has
inhibited communication flow, effective customer-focused service, choice of vendor, and
comprehensible business rationalization processes. Existing processes have included unclear
specifications and purchasing requirements, leading to skepticism among those working in
nonpublic schools because of ambiguity and inaccurate data.
Example E:
Example Company lacks a diversity, equity, and inclusion skill and training development
model focusing on awareness and impactful initiatives for current and future clients. In the
past, the meaning of diversity and inclusion in a business sense mostly referred to gender, race,
and age. Diversity and inclusion also include sexual orientation and how a person identifies,
religion, income status, and group affiliation. Cultural backgrounds influence acceptance within
the business sector and can create healthy environments (D’Allaird, 2016). A model that
includes culture acceptance, skill enhancement, and mentoring opportunities within the
workforce can minimize bias and create an atmosphere where employees feel valued and
understood. A diverse organizational leadership strengthens the organization’s overall mission
and vision principles and reduces retention rates while welcoming the team concept and
positive reinforcements (Zago, 2020).
Example Company is a faith-based organization with a mission devoted to improving
overall talent development in the workplace with positive initiatives. Driven by past and recent
experiences within the recruitment industry, Example Company’s leadership recognizes the need
to operationalize diversity, equity, and inclusion initiatives to provide outsourced recruitment services.
While the body of research in human resource development is growing, research mainly
focuses on larger organizations despite small- to medium-sized businesses that make up a
significant amount of business in various areas in most economies (Zago, 2020). A study by Zago
(2020) looked into how leadership and communication impacted team motivation and
productivity within group dynamics. To increase valuable decision-making and effective group
dynamics within various cultures, organizations must develop a training model of impactful
communication that builds satisfaction in the workplace. Example Company’s business
objective is to increase its client and project base by two per month with a financial gain of
$50,000 and enhance team execution and employee engagement. By offering innovative
initiatives surrounding operationalizing DE&I in the workplace for their current and future
clients, Example Company could significantly impact their financial projections. Additionally, it
will provide Example Company with a new innovative management tool that will allow them to
gain a competitive advantage within the recruitment sector. The overall problem with Example
Company is, developing an effective skill and development training model that would help their
client companies operationalize DE&I initiatives in the workplace.
Example F:
Accounting is regarded, on a worldwide basis, as one of the most challenging majors
offered by universities. Research shows numerous students struggling to understand
accounting fundamentals, and introductory accounting courses are commonly distinguished by
high failure and withdrawal rates (Kealey et al., 2005). A study by Fakoya (2014) established
that students commonly repeat both financial accounting and managerial accounting courses
due to low success rates. The general problem is that students in the accounting major struggle
to understand the challenging fundamentals in the field of accounting, resulting in high failure
and withdrawal rates as well as low success rates in all accounting courses (Velasco, 2019).
Researchers have determined that, on a global basis, low academic performance rates
among students in accounting courses are commonplace (Principe, 2005). Alanzi (2015)
determined that there was a 74.2% failure rate in cost accounting at colleges studied in his
research—and Muda et al. (2013) determined that students not majoring in the field also
demonstrate poor performance in accounting courses. To try to combat the high failure rate of
students taking accounting courses, the new methods academic scholars have introduced—on
a worldwide basis—include the implementation of course curriculum redesign, classroom
learning environment redesign, and innovative teaching approaches such as virtual learning (De
Lange et al., 2003). However, low student academic performance in accounting courses
continues to be a challenging problem for colleges, professors, and students.
The specific nature of the problem is that too many students are receiving lower than a
“C” in ACCT 101: Financial Accounting—the introductory accounting course at Example College
–resulting in accounting major and non-accounting-major students failing the Financial
Accounting course, withdrawing from it, and dropping out of the accounting major or leaving
the institution altogether. As stated, researchers are aware of these high failure and withdrawal
rates, as well as the low success rates for students taking accounting courses at universities
(Alanzi 2015; Kealey et al., 2015; Velasco, 2019). This unresolved issue impacts not only
accounting programs but also our broader society in the way that students who are not
successful in accounting courses lack the knowledge they need to succeed in the accounting
field, which in turn impacts the accounting industry. The knowledge gap existing between the
information accounting courses are intended to deliver, and the unacceptable levels of
achievement with which students are leaving the courses make it clear that the seriousness of
this problem requires critical attention.
Example G:
The uninsured population in America is growing (Blumenthal et al., 2020), and the
Target population (Example Company’s primary patient base) is expected to triple by 2050
(Huber, 2020). Uninsured trends between 2016 and 2020 (pre-pandemic) highlighted a .6%
total increase in uninsured with annual growth between .1% and .3% (Blumenthal et al., 2020).
According to Manns (2012), Adams County is the second-largest Target populated county in
Indiana and third largest in the United States, with a staggering 18.5% of the total population
(35,809). Facing these significant annually increasing demands, Example Company is
unprepared to sustain the projected growth rate with current front and back-office operational
processes.
A deeper analysis of the symptoms experienced by Example College has uncovered a
more general problem. While many issues need to be solved, the lack of documented processes
and the impact of ensuring the operations continues to evolve as services expand is causing
critical concerns required to enable the foundation for growth to go unaddressed. The impact
of the general problem is evidenced by the highly manual processes used by the volunteers and
staff. The manual processes detract from efficient practices that allow for a more seamless
front and back-office experience for both staff and patients.
As the clinic continues to grow and move forward without addressing these concerns,
they could prevent the clinic from meaningful growth and increase the operating burdens faced
today.
The specific problem at Example College is the absence of an effective operating model
that established efficient and effective front-office and back-office processes to enable
sustainable organizational expansion through the addition of healthcare services. Inefficient
manual processes are leading to ineffective practices including more time spent on paperwork
than patient care, a backlog of demand due to poor planning of staffing to meet the pent-up
demand, and the lack of medically skilled staff to address patients’ needs causing rescheduling
of appointments when there are unplanned absences. Without a documented operating model,
the direction, vision, and specific needs that can propel the clinic to scale will remain in a state
of chaos and lack focus to get to the desired growth state. With the patient demand already
being experienced and more to come as services expand, the need for a scalable, operating
model is imminent.
Planned growth requires a thoughtful and intentional plan that includes more than
additional healthcare services.
Example H:
Radiation-emitting medical devices are held to a high standard for use in the United
States. These devices are heavily regulated focused on a goal of safety for the user and the
patient. These regulations are devised at the federal and the state level (Center for Devices and
Radiological Health, 2019 and The Joint Commission, 2020). Furthermore, the manufacturer,
Example Company, has a responsibility to inform the user through training and written as part
of the manual of the maintenance and safety procedures of the equipment. In many cases,
including the Unnamed systems, a service agreement is instituted to support these protocols.
The general problem for the IORT sector is ineffective and inconsistent support of the
regulations and service agreements. Inability or lack of following guidelines can result in loss of
treatment revenue or accreditation of their program (The Joint Commission, 2020).
Example Company’s mission includes serving the customers and acting consistently. The
specific problem for the Example Company’s IORT service team has been a steady decline in
timeliness of calibration and preventative maintenance for the Unnamed 500 and 600
treatment equipment. The result is a breach of service contract, customer dissatisfaction, and
patients that have not or did not receive their intended cancer treatment. IORT treatments is
not considered ‘standard of care’ for most applications of radiation in the body and has a lower
Medicare reimbursement rate than traditional external beam irradiation (Chen et al., 2022).
Inability to adhere to the guidelines and mandates instituted by regulatory authorities
inconvenience the customer and the patient. Addressing the calibration and preventative
maintenance problem can help repair and improve customer service perceptions and allow
Example Company to fulfill its mission of service and acting.
Assignment (25 points)
Course: 3WI2024 Found of Doctoral Research (BADM-702-01B)
Criteria
Quality of
Content
Excellent
Competent
Needs
Improvement
Inadequate/Faili
ng
Criterion Score
18 points
16 points
14 points
10 points
/ 18
(17-18 points)
(15-16 points)
(11-14 points)
(0-10 points)
Thoroughly
addresses the
prompt(s).
Adequately
addresses the
prompt(s).
Clearly
demonstrates
understanding
of relevant
course
concepts using
course
materials and
additional
resources (with
citations and
references).
Demonstrates
a basic
understanding
of relevant
course
concepts using
course
materials and
additional
resources (with
citations and
references).
Partially
addresses the
prompt(s) or
addresses only
some of the
prompts.
Minimally
addresses or
does not
address the
prompt(s).
Provides clear
evidence of
critical
thinking.
Provides some
evidence of
critical
thinking.
Does not
Demonstrates adequately
a limited
demonstrate
understanding an
of relevant
understandi
