2013 essay writing

ESSAY WRITING

CENTRE FOR TEACHING AND LEARNING LIBRARY 3RD FLOOR09 441-8143 [email protected]

1. Analyse the question2. Do the research3. Organise your essay plan4. Write the first draft5. Get feedback6. Revise your draft7. Submit your completed essay

http://tinyurl.com/essaywriting2013

STEP 1: QUESTION ANALYSIS

• What is main, general academic idea or theory in the question?

• What are the elements of this theory and/or the context you need to apply it to?

• What do you have to do?

Topic

Sub-topic(s)

Task(s)

Handouts: http://tinyurl.com/albanyhandouts

Presentation: http://tinyurl.com/essaywriting2013

SAMPLE QUESTION

Discuss the tools and methods available to managers to assist decision-making. (1500 - 2000 words)

Topic:

Decision-making

Sub-topics:

Tools and methods for managers

Task:

Discuss

Handouts: http://tinyurl.com/albanyhandouts Handouts: http://tinyurl.com/albanyhandouts


SELECTED TASK WORDS

Break down an idea, concept or statement into its components

Define the key topic word, make a claim, then summarise a range of opinions, evidence and arguments for your claim

Point out the different aspects of a problem, its causes and possible solutions.

See : http://tinyurl.com/commandwords for more task words

Analyse

Discuss

ExamineEvaluate


STEP 2: DO THE RESEARCH

expert opinions

definitions

facts & figures

FROM readings

textbook

journal articles

high quality web sites

BE INTERNET-SAVVY

Use websites for facts and figures (NOT for theory)

for example ..

www.statistics.govt.nz

www.unesco.org

www.worldbank.org

If you’re using a company website to research the organisation, treat the information critically

!


STEP 3: PARAGRAPH PLAN

So for this essay, start off with a rough plan for:

10 - 15 paragraphs

Average words per paragraph: 120 - 200

Sample Question: Discuss the tools and methods available to managers to assist decision-making. (1800 - 2000 words)


SAMPLE PARAGRAPH PLAN

2 : Overview: Causes of poor management decision-making

1: Introduction: frequency & importance of management decision-making

11: Conclusion: Summary, evaluation and application to present / future of management

3/4 : Cause 1: What is it? What tool can be used? Strengths & limitations?

5/6: Cause 2: What is it? What tool can be used? Strengths & limitations?




STEP 4: SAMPLE PARAGRAPH (1ST HALF)

Given the frequency and importance of management decisions, it is unsurprising that costly errors occur.

Recent examples include the disastrous strategy of Lehmann Brothers and the inadequate response to Hurricane Katrina (White, 2009).

These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise or tiredness.

However, why do managers not identify such factors and address them rationally?


STEP 4: SAMPLE PARAGRAPH (2ND HALF)

The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints which make humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information” (Krause, 2008, p. 28).

Numerous cognitive biases have been found, but this essay will focus on four particular biases which have been identified as crucial to poor management decision-making: reliance on past experience, self-interest, pre-judgements and attachments (Finkelstein, Whitehead & Campbell, 2009).

The nature of these biases will be explored below, together with the appropriate tools that managers can use to identify them and minimise their impact.

ESSAY UNITY: keep using topic/focus words

Given the frequency and importance of management decisions, it is unsurprising that costly errors occur. Recent examples include the disastrous strategy of Lehmann Brothers and the inadequate response to Hurricane Katrina (White, 2009). These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise or tiredness. However, why do

managers not identify such factors and address them rationally? The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints which make

humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information” (Krause, 2008, p. 28). Numerous cognitive biases have been found, but this essay will focus on four particular biases which

have been identified as crucial to poor management decision-making: reliance on past experience, self-interest, pre-judgements and attachments (Finkelstein, Whitehead & Campbell, 2009). The nature of these biases will be explored below, together with the

appropriate tools that managers can use to steer ....

PARAGRAPH UNITY: keep using subtopic words

Given the frequency and importance of management decisions, it is unsurprising that costly

errors occur. Recent examples include the disastrous strategy of Lehmann Brothers and

the inadequate response to Hurricane Katrina (White, 2009). These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise or tiredness. However, why do managers not identify such factors and address them rationally? The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints which make

humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information”

(Krause, 2008, p. 28). Numerous cognitive biases have been found, but this essay will

focus on four particular biases which have been identified as crucial to poor management decision-making: reliance on past experience, self-interest, pre-judgements and attachments (Finkelstein, Whitehead & Campbell, 2009). .....

PARAGRAPH COHERENCE: keep referring back

Given the frequency and importance of management decisions, it is unsurprising that costly errors occur. Recent examples include the disastrous strategy of

Lehmann Brothers and the inadequate response to Hurricane Katrina (White, 2009). These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise or tiredness.

However, why do managers not identify such factors and address them rationally? The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints

which make humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information” (Krause, 2008, p. 28). Numerous cognitive biases have been found, but this essay will focus on four particular biases which have been identified as crucial to poor management decision-making: reliance on past experience, self-interest, pre-judgements and attachments (Finkelstein, Whitehead &

Campbell, 2009). The nature of these biases will be explored below, ....

PARAGRAPH DEVELOPMENT

Given the frequency and importance of management decisions, it is unsurprising that costly errors occur. Recent examples include the disastrous strategy of Lehmann

Brothers and the inadequate response to Hurricane Katrina (White, 2009). These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise

or tiredness. However, why do managers not identify such factors and address them

rationally? The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints which make humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information” (Krause, 2008, p. 28). ...

LOGICAL LANGUAGE: CAUSE & EFFECT WORDS, QUESTIONS & ANSWERS ETC

PARAGRAPH DEVELOPMENT

Given the frequency and importance of management decisions, it is unsurprising that costly errors occur. Recent examples include the disastrous strategy of Lehmann Brothers and the inadequate response to Hurricane Katrina (White, 2009). These errors may be attributed to external factors, such as time-pressures or unpredictable changes in the environment, or internal factors, such as a lack of expertise or tiredness. However, why do managers not identify such factors and address them rationally? The answer appears to be that rationality itself is limited or ‘bounded’ (Simon 1955; Kahnemann, Fredrickson, Schreiber, & Redelmeier, 1993), by a number of psychological constraints which make humans prone to specific ‘cognitive biases’ in their decision-making. These cognitive biases are intuitive (Kahneman, 2003) and essentially automatic tendencies which “shape how human beings select and process information” (Krause, 2008, p. 28). Numerous cognitive biases have been found, but this essay will focus on four particular biases which have been identified as crucial to poor management decision-making: reliance on past experience, self-interest, pre-judgements and attachments (Finkelstein, Whitehead & Campbell, 2009) ...

LOGICAL ARGUMENT SUPPORTED BY RELEVANT THEORY, RESEARCH FINDINGS & REAL WORLD EXAMPLES – with citations to show the source

4. INTRODUCTION PARAGRAPHS

… put the issue into a context that shows why it’s both important and problematic ... include a brief definition of the topic

... briefly preview the structure of the essay

... present the main argument of the essay in a thesis statement

4. EXAMPLE OF EFFECTIVE INTRODUCTION PARAGRAPH

During the early 2000s, the apparent success of the Euro increased global interest in regional common currencies (Siddiqi, 2003). As Mundell (2002, p. 4) argued, “if it’s right for Europe to scrap its national currencies, why is it wrong for other countries to do the same thing?” Especially, it might be added, when those countries have such strong cultural, social, economic and historical ties as Australia and New Zealand. It is unsurprising, therefore that a few years ago, a majority of New Zealand businesses were said to support a move to a currency union (Baker, 2007), though support has since slipped against the background of ongoing problems with the Euro (Brown, 2011). Currency union would involve the gradual reduction of monetary policy flexibility between the two nations to the point at which the currencies cease to be independent (Obiyathulla, 2008) – and can be merged. This essay will examine the arguments for and against this proposed currency union, evaluating its possible effects not only on the economy but also on key sectors of New Zealand society. It will be argued that although the adoption of a single currency with Australia might strengthen New Zealand’s financial system and ease international trade, it is not in New Zealand’s interests because its economy and society are fundamentally different from those of its more powerful neighbour.


context



definition




preview


thesis statement


5. CONCLUSION PARAGRAPHS

THE CONCLUDING PARAGRAPH typically ...

… rephrases the thesis statement

... highlights the main supporting arguments

... comments briefly on the implications for the present or future (eg for the world, for NZ, for the sector, for the field of study etc)

5. EXAMPLE OF EFFECTIVE CONCLUSION PARAGRAPH

As we have seen, although a currency union with Australia does offer certain concrete financial advantages to New Zealand, it is not in the wider national interests. We have argued that the loss of control over fiscal policies and the different profile of the Australian economy within international trade mean that such a currency union poses unacceptable risks even from a purely economic viewpoint. Moreover, a currency union would threaten the social and cultural differentiation from its more powerful neighbour which New Zealand has worked hard to achieve. However, the strongest argument against such a move is the fact that it is unnecessary, given the effectiveness of the current interrelationship between the two economies. Whether this positive evaluation will continue to hold in the future will depend both on the commitment of the two nations to mutual co-operation as well as the broader monetary environment. In particular, the emergence of a common currency within Asia may well require a reconsideration of this question, though the broader national interests must remain our guiding principle.



rephrases thesis statement



highlights the main supporting arguments



Comments on implications

FULL REFERENCES IN A LIST ON THE LAST PAGE

References

Finkelstein, S., Whitehead, J., & Campbell, A. (2009). Think again: Why good leaders make bad decisions and how to stop it happening to you. Cambridge, MA: Harvard

Business School Press.Kahnemann, D. (2003). Maps of bounded rationality: Psychology for behavioural economics. The

American Economic Review 93(5), 1449-1475.Kahnemann, D., Fredrickson, B. I., Schreiber, C.A., Redelmeier, D.A. (1993). When more pain is preferred to less: Adding a better end. Psychological Science 4(6), 401-405.Krause, T.R. (2008, June). The role of cognitive bias in safety decisions. Occupational Hazards 70(6), 28.Simon, H.A. (1955). A behavioural model of rational choice. Quarterly Journal of Economics 69(1),

99-118.White, E. (2009, February 14). Why good leaders make bad decisions. The Wall Street Journal. Retrieved March 13, 2012 from: http://online.wsj.com/article/SB123438338010974235.html


STEP 5: GET FEEDBACK

revisewriteresearch & planFEEDBACK

FEEDBACK

ANALYSE

WEEK 1 WEEK 2 WEEK 3NOW


STEP 6: REVISE YOUR DRAFT

ADD?

• More use of topic words?

• More explanation in your own words?

• Clearer ‘looking back’ with ‘this’ ‘such’ ‘Moreover,..’ etc?

• Additional referencing?

• Irrelevant points?

• Text ‘lifted’ from your source?

• Repetition of ideas?

• Unoriginal examples?

SUBTRACT?

STEP 6: REVISE YOUR DRAFT

• Does anything in the introduction deserve its own paragraph?

• Would my examples etc fit better with a different point?

• Would my paragraphs flow better if they were in a different order?

MOVE?

• Non-academic language?

• Thesis-statement (if it no longer matches the essay)

• Do direct claims (‘it is’) need to be hedged (‘it could be argued that ..’ ‘it appears that that ..’)?

CHANGE?

STEP 7: SUBMIT YOUR ASSIGNMENT

• Referencing

• Overuse of commas

• Monster or Mini-paragraphs

• Common spelling & grammar mistakes

PROOF-READ

at the last moment

Give yourself a big pat on the back! You’ve done it!

Check submission details!

• Date?

• Hard copy or only online?

• Only through Stream or on Turnitin?

KEY POINTS

•Analyse the question and plan your timeline

•Develop a paragraph plan

• Fish for definitions, expert opinions, facts & figures from books and articles

• Ensure paragraphs have unity, coherence and development

•Get feedback and revise your first draft!



© 2013

This PowerPoint Presentation and the accompanying handouts are copyrighted by Centre for Teaching and

Learning, Massey University and may not be used, except for personal study, without written permission from the

copyright owner.

References and arguments are provided for illustration of writing principles only – not for their content!



Education

2013 essay writing