The changing roles of minority businesses within The department of defense Essay

 

Executive Summary

The Importance of the Study

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The importance of this study is to fully understand the changing roles of minority businesses within Department of Defense and its impacts on there stated economic goals.

The federal government has been in the forefront on advocating on the success of minority businesses within the American economy. It is evident that small businesses have contributed significantly to the growth of the economy and the federal government has put the issues of these minority businesses to be of prime importance. The lawmaking agendas, administration authorization by the government, and well-built backing schemes have typified government participation on advancing economic situations for minority businesses. From the past experience it is evident that, different presidential governments have promoted the expansion of minority businesses for example the reigns of presidents Jimmy Carter and Richard Nixon. So minority businesses within the Department of Defense have contributed significantly to the growth of the overall economy.

Background to the study

Many people assert that advertising and selling to the government sounds complicated, however, several people also substantiate the activity as being beneficial. The authenticity is that even in an altering surroundings, attracting the government to be the client may be demanding, but merits if you make it. There are several factors that the minority businesses need to understand and these factors are reported to having significant influence in federal government procurement as a result of the ever changing business environment. These factors include the following: electronic commerce whereby there has been change from manual writing to computerization in terms of communication which has led to quick processing, less reply and notice periods, offer faster and wider information, and enhance competition between rival firms. Therefore the minority businesses will struggle to come up with ways of reasonably assessing a huge number of offers. The other factor is that of empowering contracting officers whereby they will be granted more responsibility to the process of procuring and may sometimes ignore the government rules of procurement. The other factor is that of best value practices whereby the government trading assessments will center further on generally paramount worth, performance, and superiority, and less on pricing activities. The other factor is that of small business goals whereby each of the minority business would wish that there goals be achieved and at the same time satisfying government needs and federal contracting workers will have the task of  coming up with inventive ways of achieving these objectives of minority businesses. The other factor is that of budget constraints on the government side whereby they are granted the mandate of using less expenditure and at the same time enhancing community services. This in turn had led to departments of government including that of defense to assume up-and-coming business practices to realize the most resourceful and gainful outcomes. These applications require better centralization of indenture organization and paramount general importance to the administration and the consolidation of agreement necessities. These factors have led to minority businesses changing there roles in order to meet the demands of the government procurement process and thus achieve there goals of economic growth. (Collins, James, and Jerry, 1996)

Conclusions

Despite the changing roles of minority businesses within the Department of Defense, the structure of these businesses need to employ good strategies that will help them get contracts. Minority Businesses through its domestic and international marketing approaches has been able to meet its objectives especially when it comes to competitive ventures within the Department of Defense. Minority businesses have had an obligation to further propel the economy forward thus able to create and maintain a healthy culture within itself.

The entire management of minority businesses have not fully familiarize themselves with the process of how to get the contracts within the Department of Defense. In order to market there businesses well within this department they need to identify the best opportunities that when they engaged themselves in will do relatively better than the large companies who are also aiming at receiving the contracts.

 

 

 

 

 

 

 

 

 

 

 

 

 

Table of Contents

Chapter One: INTRODUCTION.. 7

1.0 Introduction to the study. 7

1.2 Problem statement 7

1.3 Objective of the study. 8

1.4 Research Questions. 8

1.5 Delimitations of the study. 9

1.6 Limitations of the study. 9

1.7 Formulation of Hypothesis. 9

Chapter Two: LITERATURE REVIEW… 10

2.0 Introduction. 10

2.1 Government’s role in assisting minority businesses. 13

2.2 Changing roles of minority businesses. 14

2.3 How minority businesses get the contracts. 15

2.4 Office of Small Business. 16

Chapter Three: METHODOLOGY.. 17

3.0 Research design. 17

3.1 Sampling procedure. 17

3.2 Method of data collection. 17

Chapter Four: DISCUSSION.. 18

4.0 Results. 18

4.1 Analysis. 21

Chapter Five: CONCLUSION AND RECOMMENDATION.. 22

5.0 Conclusion. 22

5.1 Recommendation. 23

6.0 REFERENCE.. 24

7.0 APPENDICES. 26

7.1 Appendix A: Survey questions/questionnaires. 26

7.2 Appendix B: Acknowledgement of consent forms. 26

 

 

List of Tables and Figures

Figure 1 represents DOD small business program history during the past 10 years…….10

Figure 2 shows prime awards to small disadvantaged business by ethnic group and agency during fiscal year 1996…………………………………………………………..11

Figure 3 indicating prime awards to small disadvantaged business during fiscal year 1995- 1996……………………………………………………………………………….12

Figure 4 showing prime awards to small disadvantaged businesses during the past twelve years in the U.S…………………………………………………………………………..12

Table 1 showing the changing roles of minority businesses within the departments of defense……………………………………………………………………………………18

Table 2 whether the roles of minority business have changed within the Department of Department of Defense…………………………………………………………………..19

Table 3 showing how minority businesses have adapted to the changing roles within the Department of Defense…………………………………………………………………..19

Table 4 indicating whether equality exist when it comes to Department of Defense awarding contracts……………………………………………………………………….20

Table 5 showing whether the minority businesses face any competition from the large companies for contracts within the Department of Defense……………………………..21

 

 

 

 

 

Chapter One: INTRODUCTION
1.0 Introduction to the study
The Department of Defense (DOD) is regarded to be the top association in terms of offering marginal business opening to minority businesses that include small and disadvantaged businesses in order to empower them economically. But because of changing business environments these minority businesses are faced with uncertainties and this has led to changing tactics of conducting their businesses in order to meet their goals. This minority businesses faces competition from large companies especially when they compete for tenders from the ministry of defense. (Bashein, Barbara, 1994)

1.2 Problem statement
For minority businesses to succeed in getting contracts within the Department of Defense they should apply effective marketing applications which require good managerial and marketing skills. Selling to the government is arguably unique but if keenly observed the activity is related to that of selling to the business segment of the economy. For minority businesses to succeed they should employ efficient marketing demands which have significantly changed there roles in order to succeed in getting contracts within Department of Defense and these basic philosophies include the following: They should full understand there customer which in this case the Department of Defense which will help them come up with viable marketing plans particularly in the ever changing business environment. The other factor is that of knowing there competitors and how to compete with there rival firms in getting these contracts. According latest research reports suggest that this minority businesses faces competition from large companies especially when they compete for tenders from the ministry of defense. This has resulted to changing of roles in order to explore the opportunities and strengths that they have. The other factor is that of provision of quality products and outstanding customer services to this department which will assist in attracting and retaining the customer in this case the Department of Defense. With the above philosophies it is evident that the roles of minority businesses are changing as a result of ambiguity and uncertainties brought about by the ever changing business environment and there is greater need for these businesses to understand these roles of trying to adapt to these changes. ( BJK Associates, 2002)

1.3 Objective of the study
The main objective of this study is to identify the changing roles of minority businesses within the department of defense. The study also attempts to identify how the minority businesses will adapt to the new roles in relation to the business that they contract. The study will also attempt to depict whether the minority businesses are comfortable doing business for the department of defense or they are being subjected to rules of contracting that they cannot cope up with.

1.4 Research Questions
What are the changing roles of minority businesses within the departments of defense?
How has these minority businesses adapted to the changing roles within the Department of Defense?
Does equality exist when it comes to Department of Defense awarding contracts?
Do the minority businesses face any competition from the large companies for contracts within the ministry of defense?
1.5 Delimitations of the study
v  This study will not distinguish among different types of entrepreneurs or ways of achieving ownership.

v  The study will not attempt to identify a psychological or sociological profile of the minority entrepreneur.

v  This study will not offer direct assistance in locating sales opportunities.

1.6 Limitations of the study
v  The study required a lot of financial resources to be completed by the researcher.

v  Since the researcher undertook this research at the time of his studies, time was a constraint and the results were only obtained from the sample of the population identified.

v  The researcher faced the difficulty of accessing information from the Department of Defense.

1.7 Formulation of Hypothesis
v  The minority businesses have been given equal access in the competition for Department of Defense contracts.

v  There is no preference given to minority businesses when competing for Department of Defense contracts.

v  The minority owned businesses will continue to grow regardless of the downsizing in the Department of Defense.

 

 

 

Chapter Two: LITERATURE REVIEW
2.0 Introduction
The American economy need to clearly grant the minority business an immense flexibility in there engagement in small business undertakings. The involvement of minority businesses in economic activities is of prime importance to the overall growth of American economy. It is therefore regarded that the federal government should formulate and amend existing laws to motivate the minority businesses when it come to subcontracting issues within the department of defense. The following figures show the performance history of minority businesses for the past few years.

Figure 1 that represents DOD small business program history during the past 10 years

Dollars in Billions

Fiscal

year
Total

prime
SB

awards
% of

total
SDB

awards
% of

total
WOSB

awards
% of

total
HUB Zone

awards
% of

total
2006
$187.5
$42
22.4
$11.8
6.3
$4.7
2.5
$2.9
1.6
2005
$157.1
$33.3
21.2
$9.1
5.8
$4.1
2.6
$1.7
1.1
2004
$135.8
$28.3
20.8
$7.8
5.7
$3.0
2.2
$1.1
0.8
2003
$122.4
$26.9
21.9
$7.0
5.7
$2.6
2.1
$0.5
0.4
2002
$116.7
$25.1
21.5
$7.0
6.0
$2.3
1.9
$0.0
0.0
2001
$135.8
$23.0
21.0
$6.5
6.0
$2.0
1.8
N/A
**
2000
$122.4
$22.5
20.9
$6.7
6.3
$1.9
1.5
N/A
**
1999
$116.7
$21.1
20.5
$6.9
6.3
$1.3
1.9
$0.0
0.0
1998
$109.7
$19.9
18.0
$6.9
6.2
$1.2
0.8
$0.0
0.0
1997
$106.9
$16.2
15.0
$6.1
5.5
$1.0
0.6
N/A
**
Key

SB-Small Business,

WOSB-Women-Owned Small Business

SDB-Small Disadvantaged Business,

HUB Zone-Historically Underutilized Business Zone,

FY 1999 is the first year that GSA Federal Supply Schedule awards are included.

** Data not available.

From the above table it can be deduced that there has been significant increase of the awards for the past ten fiscal years. (General Accountability Office, 1977)

Figure 2 that represent prime awards to small disadvantaged business by ethnic group and agency during fiscal year 1996

 

Fiscal year
Total prime

awards
SDB awards
% of total
1996
$108.5
$6.7
6.1
Ethnic group and agency that operated small and disadvantaged businesses recorded 108 billion dollars of the total prime awards in the year 1996 which amounted to 6.7 billion dollars in small and disadvantaged businesses awards which translated to a remarkable 6.1% of the total awards during that fiscal year.

 

 

Figure 3 that represent prime awards to small disadvantaged business during fiscal year 1995- 1996

Fiscal year
Total prime

awards
SDB awards
% of total
1995
$110
$5.2
4.4
1996
$109.5
$6.9
6.3
From the above figure it is evident that the total prime awards increased by 1.5 billion dollars between the two fiscal years of 1996-1995. It also indicates a rise of 1.7 billion dollars which translates to an increase of 1.9% of small and disadvantaged businesses awards in the same fiscal years.

Figure 4 representing prime awards to small disadvantaged businesses during the past 12 years in the U.S

Fiscal

year
Total

prime
SDB

awards
% of

total
2006
$187.5
$11.8
6.3
2005
$157.1
$9.1
5.8
2004
$135.8
$7.8
5.7
2003
$122.4
$7.0
5.7
2002
$116.7
$7.0
6.0
2001
$135.8
$6.5
6.0
2000
$122.4
$6.7
6.3
1999
$116.7
$6.9
6.3
1998
$109.7
$6.9
6.2
1997
$106.9
$6.1
5.5
1996
$109.5
$6.2
5.3
1995
$110
$5.2
4.4
The table above indicates the prime awards in terms of dollars in billions that small and disadvantaged businesses received during the past twelve years. It is evident that since 1995 to date there has been significant increase of the awards thus the small and disadvantaged businesses have experienced a remarkable growth. There was a rise of 4.4% to 6.3% over the past 12 years.

2.1 Government’s role in assisting minority businesses
According to research the minority businesses within the department of defense has been given an allocation of federal procurement dollars not proportionate with its significance in the American economy. The fundamental nature of the overall economic structure of America is what is termed as free competition which encompasses free entry and exit to the market and the free movement of factors of production. With such system of free competition in the economy, there has been significant improvement of the economy and America has grown economically to a level of being regarded as a super power nation. Minority businesses especially those within the government departments and especially the Department of Defense have played a significant part of growth of American economy. Through the laws passed by the congress over the past years the government has a number of responsibilities in aiding the minority businesses to prosper and include the protection of minority businesses through awarding of reasonable fraction of the whole purchases and contracts or subcontracts for assets and services to the American government as explicitly expressed in the Small Business Act of 1953. (CHI Research, Inc, 2003)

2.2 Changing roles of minority businesses
The minority business managers should approach their organization design differently from its large firms counter parts. Due to an increased global competition, off shore outsourcing and the mergers across the country, the firm managers in minority businesses within the America’s Department of Defense are forced to focus on the diverse issues that will enable them achieve their firms goals rather than looking at its large firms who fight for the same contracts in the department. An organization design is the firm’s alignment structure with its mission, whereby the firm is able to look at its complex relationship between tasks, workflow, responsibility and authority of its employees, which ensures that the objectives of the firm are supported by the above mentioned factors.

This design enables communications, productivity, and innovation in a firm, thus creating a conducive environment for the employees to work effectively as a result, Human resources issues are normally the basic factor in an organization design, this issues include the employing and recruiting of a firms employees, this issue is normally faced by the cultural and regulatory differences that are noticed for creating a big challenge in the firms development. The manager should therefore be able to bring a balance between its human resource management programs. This can be achieved when the firm adheres to the local market regulations, culture and competition within the department of Defense. (Weaver, Vernon, 1979)

So for, the firm to be successful the manager should ensure that communication is used as an effective means that connects employees to the business through which there is an improvement in its employees working behavior, thus facilitating change and reinforcing the firms vision through which the financial performance of the firm is revealed.

This effective communication will enable the minority businesses to have an increase in its return on investments making the firm have a superior performance than large firms competing for procurements contracts within the Department of Defense. This communication makes new employees to have a solid touch with the firm’s culture; it also connects the workers to the business challenges, thus making fast adjustments to the changing market conditions due to strong leadership between the managers of minority businesses and the Department of Defense. Therefore, the manager should communicate effectively by ensuring a strong formal communication structure with the Department of Defense that will rely on government official’s feedback

2.3 How minority businesses get the contracts
In order to maximize the benefits accrued from the Department of Defense contracts the entire management of these businesses has to be effective in there roles and embark on the following process: (Office of Advocacy, 2006)

Identification of product or service whereby the management of the minority businesses through there respective marketing managers have the responsibility to identify and define the products that they can fully produce and deliver to the department. This is usually done through knowing the codes of Federal Supply Class or Service. Secondly they should carry out registration of their businesses through acquiring Data universal Number System (DUNS) after which they can now register with Central Contractor Registration (CCR). Thirdly the management of the minority business have the duty to identify there target market within the Department of Defense through accessing Department of Defense Personnel and Procurement Statistics that are available. The next process is to identify the present Department of Defense procurement opportunities for the product/services that they produce or wish to supply. The federal government has put in place a website where the minority businesses can identify this present opportunities. The other process is that of minority businesses familiarizing with the procedures of contracting with the Department of Defense. The next step is that of investigating federal supply schedule contracts then minority businesses can now seek any additional assistance if they require. With all these processes the minority businesses can now market their firms and will be in a good position to get contracts within Department of Defense. (Collins, James, and Jerry, 1996)

2.4 Office of Small Business
Small Business Programs organization is an undersized dealing support and consultative office accountable for guaranteeing fear that minority business that includes small and disadvantaged business, HUB Zone, and women-owned small business faces. The office has the task also of aiding the attainment of minority business goals and objectives. This office is a branch of acquiring department that have the responsibility of maintaining an vigorous outreach plan to spot possible small business program contributors by attending and contributing in federal conferences in America. The office also has the duty to offer personal and group procurement counseling to the minority business community. These advices may comprise information relating to purchase process, information concerning anticipated purchases, directions on arranging proposals, explanation of typical articles, certification, getting compensation, and getting monetary support about procurement rules. The most important responsibility in the execution of the Small Business Program engrosses give advice and supporting contracting administrators and plan supervisors in purchasing preparation and examining on all purchases for potential small business program. (Clark, Major, and Chad, 2004)

Chapter Three: METHODOLOGY
3.0 Research design
This study required the researcher to identify the changing roles of minority businesses within the Department of Defense and its impact to the general growth of the economy. The researcher mainly dealt with the issue concerning the Department of Defense and generally how it impacts the growth of the economy.

3.1 Sampling procedure
The research was conducted using simple random technique of collecting data because it was difficult to reach all the participants in minority businesses. The target sample was mainly those who deal with procurement of the equipments needed by the department of defense. A total of twenty minority businesses strategically formed to serve the interest of Department of Defense were identified in different locations in the U.S. and the set of questionnaires administered to them.

3.2 Method of data collection
Since a sample of the population was identified the researcher used structured questionnaires to collect the required information. This method was found effective and efficient by the researcher because he only dropped the questionnaires to the respondents and collected them at a later date, in this case after two weeks. The researcher was also available for any clarification required by the respondents. In order to encourage the respondents to reveal all the necessary information, their anonymity was preserved thus there was higher chances of accessing viable information.

Chapter Four: DISCUSSION
4.0 Results
After successfully and carefully collecting the completed questionnaires the data was analyzed and presented in the tables as shown below:

Table 1 showing the changing roles of minority businesses within the departments of defense

 

Response
Percent
Number
Management

Competition

Others
50%

40%

10%
N=10

N=  8

N=  2

 

 

 

 

 

 

From the above it can be noted that out of the twenty minority business owners who responded to the questionnaires there was an agreement that there was change of roles by minority businesses within Department of Defense. 50% of the respondents described the changing roles as those of management roles while 40% indicated that it was about strategies adopted for competition purposes. 10% of the respondents indicated other roles which ranged from planning roles, directing roles, and organizing roles within the organization of minority business departments.

Table 2 whether the roles of minority business have changed within the Department of Department of Defense

 

Response
Percent
Number
Agreed

Disagreed

No Response
70%

20%

10%
N=14

N=  4

N=  2

 

 

 

 

 

 

Of the twenty respondents that were interviewed 70% agreed that overall the roles of minority businesses within the Department of Defense have changed, while 20% disagreed indicating that there was no significant change in the roles of these small businesses. 10% of the respondents were reported to be non committal and thus did not respond to the question.

Table 3 showing how minority businesses have adapted to the changing roles within the Department of Defense

 

Response
Percent
Number
Good

Average

Poor
60%

20%

20%
N=12

N=  4

N=  4

 

 

 

 

 

 

There were diverse views on how the minority businesses had adapted the changing roles in order to enhance there survival of there businesses and to compete significantly with large firms. 60% of the twenty respondents expressed their satisfaction and in fact indicated that these minority businesses had responded to these changes of roles well or good. 20% was recorded to have indicated that the minority businesses had responded averagely. However, the other 20% was dismayed by the response of minority businesses to these changing roles and in fact they termed there performance as poor.

Table 4 indicating whether equality exist when it comes to Department of Defense awarding contracts

 

Response
Percent
Number
Yes

No

No Response
60%

20%

20%
N=12

N=  4

N=  4

 

 

 

 

 

 

From the above table it can be deduced that there was diverse views on whether equality existed when the Department of Defense issue contract. 60% indicated that there was indeed equality and was satisfied with it, while 20% indicated that there were favors when it comes to awarding contracts to different parties.  20% also of the respondents did not respond to the question and thus did not express there view on this matter.

 

 

Table 5 showing whether the minority businesses face any competition from the large companies for contracts within the Department of Defense

 

Response
Percent
Number
Yes

No

No Response
90%

10%

0%
N=18

N=  2

N=  0

 

 

 

 

 

 

From the above table it is evident that the majority of the respondents that is 90% overwhelmingly agreed that the minority businesses faced stiff competition with large and established firms when it comes to securing Department of Defense contracts, while the rest 10% did not share that view. However there were no responses reported since the respondents responded well to the question.

4.1 Analysis
From the above findings, it is evident that many of the respondents agreed that there was changing roles of minority businesses in the department of defense. There was also evidence that many of the respondents were aware of the causes of these changing roles and the ways of dealing with them in order to remain competitive and prosper in there business undertakings.

 

Chapter Five: CONCLUSION AND RECOMMENDATION
5.0 Conclusion
It is evident from the study that the government plays a major role in curbing competition brought about by large companies that hinders the success of the minority business. The study therefore suggests that the American government should come up with policies which will be central in improving economic growth not only to the minority businesses but to these large companies.

Minority businesses within the Department of Defense need to employ good strategies that will help them get contracts Minority Businesses through its domestic and international marketing approaches has been able to meet its objectives especially when it comes to competitive ventures within the Department of Defense. Minority businesses have had an obligation to further propel the economy forward thus able to create and maintain a healthy culture within itself.

The entire management of minority businesses have not fully familiarize themselves with the process of how to get the contracts within the Department of Defense. In order to market there firms well within this department they need to identify the best opportunities that when they engaged themselves in will do relatively better than the large companies who are also aiming at receiving the contracts.

Research show that there are many things a business does but it should always focus on what it can produce best. The internal analysis by these minority businesses facilitates the formulation of strategic plan which requires a clear understanding of the internal strengths acquired over time and any weakness that adversely impact on performance.

5.1 Recommendation
The minority business industry should identify good measures of adjusting to the impacts of competition brought about by large firms to there business undertakings within the Department of Defense. The American government on the other hand should provide an enabling environment that will foster controlling of unfair competition by these large companies in an effort to protect the interests of minority businesses. With such reforms the economic growth will experience massive growth. Distinctive competencies are things that give a firm an advantage over similar businesses. Research also indicates that no matter how attractive an opportunity may be the business must have the competencies to capitalize on it. An opportunity without the competence to capture it is no really an opportunity to the business. So the minority business should take advantage of the government support and reap on the benefits from contracts so that they can expand.

This study is not exhaustive on the changing roles of minority business within the Department of Defense on the American economy and in future this study can be replicated by other researchers to validate it or to get more insights on the changing business environment of the minority businesses. Further research can be done on identifying the best methods of controlling competition brought about by large firms in an economy and especially those that favor the expansion of the minority businesses.

 

 

 

 

 

 

6.0 REFERENCES
Adair, Charlene B. and Bruce A. Murray (1994): Breakthrough process redesign: new pathways to customer value. New York: AMACOM

Bashein, Barbara J., M. Lynne M and Patricia R (1994): Business reengineering: preconditions for BPR success and how to prevent failure. Information Systems Management

Berry, Leonard L., Parasuraman and Valarie A. (1994): Improving service quality in America: lessons learned. Academy of Management Executive 8

BJK Associates, (2002): The Influence of R&D Expenditures on New Firm Formation and Economic Growth. Washington, DC- Office of Advocacy, U.S. Small

Business Administration.

Champy, J. (1996): Better government, not necessarily smaller. Government Executive 28, Number nine

Chang, Richard Y. and Matthew E. (1993) Continuous improvement tools- a practical guide to achieve quality results. Irvine, CA. Richard Chang Associates. Vol 2

CHI Research, Inc. (2003): Small Serial Innovators- The Small Firm Contribution to Technical Change. Washington, DC, Office of Advocacy, U.S. Small

Business Administration.

Collins, James C. and Jerry I. (1996): Building your company’s vision. Harvard Business Review

Committee on Small Business. (1980):- Government Procurement from Small and Small Disadvantaged Businesses. Washington, DC, U.S.  House of Representatives. 96th Congress Committee.

Clark, Major, and Chad M (2004):- The Future of Small Businesses in the U.S.Federal Marketplace. Journal of Procurement Policy. Vol 4

Ford, Terry, (1981):- Congressional Testimony of the Assistant to the President 0f Gould’s Ocean Systems Division. U.S., House Small Business Committee.

General Accountability Office, (1977):- Department of Defense. Program to Help Minority-Run Businesses. Get Subcontracts Not Working Well?

Holman, Keith W. (1985):- The Regulatory Flexibility Act at 25: Is the Law Achieving Its Goal.  Fordham Urban Law Journal.

Office of Advocacy, (2006):- Report on the Regulatory Flexibility Act, Fiscal Year, 2005. Washington, DC, U.S. Small Business Administration.

Weaver, Vernon, (1979):- Congressional Testimony of the SBA Administrator.U.S., House Small Business Committee.

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7.0 APPENDICES
7.1 Appendix A: Survey questions/questionnaires
What are the changing roles of minority businesses within the Departments of Defense?

1) Managerial roles ____2) Competition roles ____3) Others ____

Have the roles of minority business changed within the Department of Defense?

1) Agreed ____2) Disagreed ____3) No Response ____

How has these minority businesses adapted to the changing roles within the Department of Defense?

1) Good ____2) Average ____3) Poor ____

Does equality exist when it comes to Department of Defense awarding contracts?

1) Yes ____2) No ____3) No Response ____

Do the minority businesses face any competition from the large companies for contracts within the ministry of defense?

1) Yes ____2) No ____3) No Response ____

7.2 Appendix B: Acknowledgement of consent forms
I, (First name) ___________________________ (Last) ___________________________

I have read and understood all the information written in the consent form and promise to fully cooperate and assist the researcher. I will therefore take my role with full commitment.

I.      I have been given ample opportunity for any clarifications on the procedures of the survey and I have been also given full rights of participation.

II.      I have been given a copy of this document along with the consent form and I promise to understand and fill them fully as required.

III.      I acknowledge, by signing this document that I will fully participate in this study and will abide by the guidelines given to me.

Business owner, Name (First) ___________________ (Last) __________________

Date: ____________

Signature ______________________

Name of Witness (First) ___________________ (Last) __________________

Date: ____________

Signature ______________________

Being the primary investigator, I acknowledge that the above information is true and I have not enticed any participant in any way whatsoever.

Researcher, Name (First) ___________________ (Last) __________________

Date: ____________Signature __________________

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