Additionally, Gaussian, Or Other Relevant, Probability Distributions Can Be

Additionally, Gaussian, or other relevant, probability distributions can be used, and may prove useful depending on the form of the data. For example, if it can be shown that the tendency of customers to become repeat customers resembles a Gaussian probability function, this could provide evidence that the soft skills have little impact, and that some customers would tend to be repeat customers regardless, whereas others would seldom become repeat customers. Equally, significance tests can be performed on each result that the regression shows to be an explanatory variable, in order to determine whether or not it has a statistically significant effect on the customer tendencies and company profits.
Form of Presentation
The majority of results will be presented in graphical form, using Excel or some other spreadsheet program to demonstrate the correlations, if any exist. Equally, the survey results will be made available in the appendices, and the data charts themselves will be presented, together with explanations for any anomalous results or unexplained trends. More detailed explanations of the methods used, potential sources of bias and other relevant information that has arisen from the survey data will be covered in the main body of the report.
The company financial data will also be made available, in its complete form, through the appendices of the report, and the relevant data will be identified and explained, together with any other possible explanatory data, in the main body of the report. The final conclusions will be presented in verbal form; however they will be supported, wherever possible, by the relevant extracts from the basic data and analysis. Any potential sources of error or bias that may affect the final conclusions for the three objectives will likewise be covered in a similar way.
References
Boomer, L. G. (2005) Soft skills can mean hard dollars for your firm. Accounting Today; Vol. 19 Issue 6, p. 22.
Buhler, P. M. (2001) The growing importance of soft skills in the workplace. Supervision; Vol. 62 Issue 6, p. 13.
Civelli, F. F. (1997) New competences, new organizations in a developing world. Industrial & Commercial Training; Vol. 29, Issue 7, p. 226.
Compensation & Benefits for Law Offices (2005) Here's Why Training Still Matters. Vol. 5 Issue 4, p. 8.
Computer Weekly (2005) Young IT professionals get advice on 'soft' skills. p. 36.
Crosbie, R. (2005) Learning the soft skills of leadership. Industrial & Commercial Training; Vol. 37, Issue 1, p. 45.
Journal of European Industrial Training (2003) IT managers need more soft skills. Vol. 27, Issue 2-4, p. 202.
Kelly, L. (2004) Soft skills are key for future IT managers. Computer Weekly; p. 37.
Ramsoomair, F (2004) The Hard Realities of Soft Skills. Problems & Perspectives in Management; Issue 4, p. 231.
Thilmany, J. (2004) Going Soft. Mechanical Engineering; Vol. 126 Issue 3, Special Section p. 4.