WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentation Essay LENGTH: 4-5 pages. POINTS: 38 (10 for Draft, 20 for Final/Revision, 4 for Peer Feedback, 4 for TWC Visit). DESCRIPTION Write an essay on a controversial* topic of your choice. Take a well-reasoned position on the topic and present it to readers with an original thesis statement, appropriate references and APA citations, and a clear view that challenges, confirms, or denies readers’ opinions. Learning Outcomes: 1-5,7 *To be controversial, a topic must be arguable or debatable—something about which thoughtful people can disagree. You can pick a topic that is related to the one you wrote about for Essay 4. You can even use some of the same sources. But you CANNOT reuse any of the text you submitted as part of Essay 4. DUE DATES o Draft—7/12. o Peer Feedback—online, by 7/14. o TWC Visit—by 7/19. o Final/Revision—on Moodle, by 7/19. REQUIREMENTS o Typed, double-spaced, size 12 Times New Roman font. o ½-inch margins at the top of the page, 1-inch margins on the side. o Put a single-spaced heading (your name, WRIT111, my name, essay #, date) in the upper left corner. o Put your last name and page number in the upper right corner of every page (not just the first page). o Include an ORIGINAL title and thesis statement. o Write in first-person narration (“I …”) and third-person narration (“[____] describes …”) as needed. o Use a first-person point of view (“I …” “me …”) and third-person (“According to [____] …”) as needed. o Write at least 4 but no more than 5 pages. o Refer to Patterns for College Writing, pp. 525-550 for more information on argumentation essays. Question:  What are ten attributes for a candidate for the CEO position, Expand on each attributes. Please read the below lecture note to guide you in answering the question and use two additional articles for reference purposes. Also, present one data representation in form of a table or chart or graph that can relate to your answer. (paper should be 2 and a half pgs, single spaced). Executive Presence 16 EXECUTIVE TRAITS These are the five major categories of Executive Presence. They encompass the 16 Executive Traits. I.                        Business Intelligence Characteristics 1.                                        Strategic vs. Tactical: Being skilled at tactics (managing day-to-day actions and tasks) is important to your career success. But it’s the ability to view business with a strategic, more global eye that will set you apart from your peers. 2.                                        Whole Company Perspective: Broaden your perspective and increase your sensitivity to the ins and outs of your organization, from industry competitors to operations and procedures that affect daily life within your company. 3.                                        Financial Framework: Company vice presidents and department leads have to manage a budget – thus, .

1. WRIT111.A1 – Prof. Murphy – Summer 2015
Essay 5 Argumentation Essay
LENGTH: 4-5 pages. POINTS: 38 (10 for Draft, 20 for
Final/Revision, 4 for Peer Feedback, 4 for TWC Visit).
DESCRIPTION
Write an essay on a controversial* topic of your choice. Take a
well-reasoned position on the topic and
present it to readers with an original thesis statement,
appropriate references and APA citations, and a clear
view that challenges, confirms, or denies readers’ opinions.
Learning Outcomes: 1-5,7
*To be controversial, a topic must be arguable or debatable—
something about which thoughtful people
can disagree. You can pick a topic that is related to the one you
wrote about for Essay 4. You can even use
some of the same sources. But you CANNOT reuse any of the
text you submitted as part of Essay 4.
DUE DATES
o Draft—7/12.
o Peer Feedback—online, by 7/14.
o TWC Visit—by 7/19.

2. o Final/Revision—on Moodle, by 7/19.
REQUIREMENTS
o Typed, double-spaced, size 12 Times New Roman font.
o ½-inch margins at the top of the page, 1-inch margins on the
side.
o Put a single-spaced heading (your name, WRIT111, my name,
essay #, date) in the upper left corner.
o Put your last name and page number in the upper right corner
of every page (not just the first page).
o Include an ORIGINAL title and thesis statement.
o Write in first-person narration (“I …”) and third-person
narration (“[____] describes …”) as needed.
o Use a first-person point of view (“I …” “me …”) and third-
person (“According to [____] …”) as needed.
o Write at least 4 but no more than 5 pages.
o Refer to Patterns for College Writing, pp. 525-550 for more
information on argumentation essays.
Question: What are ten attributes for a candidate for the CEO
position, Expand on each attributes.
Please read the below lecture note to guide you in answering the
question and use two additional articles for reference purposes.
Also, present one data representation in form of a table or chart
or graph that can relate to your answer. (paper should be 2 and a

3. half pgs, single spaced).
Executive Presence
16 EXECUTIVE TRAITS
These are the five major categories of Executive Presence. They
encompass the 16 Executive Traits.
I. Business Intelligence Characteristics
1. Strategic vs. Tactical: Being
skilled at tactics (managing day-to-day actions and tasks) is
important to your career success. But it’s the ability to view
business with a strategic, more global eye that will set you apart
from your peers.
2. Whole Company
Perspective: Broaden your perspective and increase your
sensitivity to the ins and outs of your organization, from
industry competitors to operations and procedures that affect
daily life within your company.
3. Financial Framework: Company
vice presidents and department leads have to manage a budget –
thus, they often look at projects, initiatives, even personnel in
terms of monetary value and financial return. This trait will
help you learn to communicate using financial terms and make
clear your worth to the organization.
II. Risk-Taking Characteristics
1. Capitalizing on Ambiguity and Change: It’s important to
be responsive, flexible and nimble. You will learn why it’s vital
to be comfortable with ambiguity and change – and to discover
ways to increase your tolerance of uncertainty and be more pro-
active.
2. Leaping Ahead in Your Career: Make a difference, have a
strong impact on your company…and leap ahead on the path to
a brighter, better career.
3. Beyond Your Comfort Zone: Executive presence also
means challenging yourself and continually learning new things.
This trait will outline ways of stretching your capabilities,

4. taking risks, trying something new and reaching beyond your
comfort zone.
III. Interpersonal Relationship Characteristics
0. Clear Communication: Communicate with others in a
concise, clear and persuasive way that delivers your message
effectively.
1. Leading Vs Managing: There’s a difference between
being a leader and being a manager. Do you know what the
distinction is? Learn how to demonstrate leadership abilities, to
move beyond the typical manager role.
2. Share The Limelight: Not everyone has the ability to
share recognition with colleagues and create opportunities for
others to gain exposure and reward for their performance. You
will learn strategies for sharing the limelight, thus boosting
others’ careers – and your own.
IV. Performance Improvement Characteristics
0. Prioritize Your Projects: Consider all of the projects
you’re working on, analyze their importance and impact and
prioritize to achieve maximum results.
1. Develop Solid Thinking Skills: Understand how to use
creative thinking to solve problems, analyze issues/concerns,
understand complex tasks and make the best decisions.
2. Develop Discernment: Learn to analyze various
situations, whether project- or personnel-related and use what
you observe to make sound decisions.
V. Self Development Characteristics
0. Know Thyself: The first and most important element of
awareness is knowing yourself. It’s also key to finding
happiness and personal fulfillment.
1. Seek Feedback: Learn how to ask (and who to ask) for
developmental feedback and how to show appreciation for that
feedback.
2. Gaining Confidence: Be secure in who you are, what you
can do and how you can do it. You know that your abilities,
talents and intellect will get you the results you most desire.
3. Training: Training is key to career advancement, as is a

5. willingness to get whatever support you need to learn, grow and
experience so that nothing limits your success.
Directors Should Know When to Go
Source: Jamie Lee for The Business Times, Singapore
[posted on 08/10/2009]
Punk rock band The Clash probably summed up the dilemma of
some independent directors (IDs) here when it sang: 'Should I
stay or should I go now? If I go there will be trouble. And if I
stay it will be double.' But to many market watchers, the answer
is clear: 'Go' - if you're sitting on the board of a score of
companies, or, if you have been sitting on the same board for a
very long time.
Sharp criticisms of multiple directorships surfaced again at last
week's NUS-BT roundtable discussion, with some industry
players pushing for guidelines to state what is too many. The
event, called 'Should I stay or should I go', was jointly
organised by NUS' Corporate Governance & Financial
Reporting Centre and The Business Times. This was the second
roundtable discussion in the series.
'We should at least have a guideline,' said Thio Shen Yi, joint
managing partner of TSMP Law Corporation, which sponsored
the roundtable. The number of directorships should not be left
'to the conscience'. 'If we took a poll and we asked, 'what's the
ideal number', all of us would have a different number. So you
need someone to say that's the number. You need to be held
accountable to that standard and you justify why you take more
directorships.'
There should also be ways to differentiate those who have full-
time employment and those who have not, with those with full-
time employment not holding more than two board seats, said
independent director CK Lee. 'More so if you are chairman of
the audit committee, you can only devote that much time,' he
said.

6. IDs who stay too long on the board may develop too cosy a
relationship with the management or the majority shareholders.
'I find a lot of problems come with directors in their first three
years and after their seventh year,' observed Keith Stephenson,
partner at PricewaterhouseCoopers. 'Beyond seven (years), you
actually become dependent on the board.'
While Hong Kong recommends that any independent
directorship beyond nine years requires a special resolution,
nine years spent with the company is already too long, said Mr
Thio. 'If you want to stay on the board, you might be
independent for the first, second, third year. Then, you start
making friends. It's like the Stockholm syndrome, you become
captive. You have dinner with them, you have meetings with
them, and you don't want to be nasty to your friends.'
But there are some situations where IDs should stay. 'Looking at
problematic companies, companies that are running into
financially difficult straits, and we've seen quite a lot of these
this past year, then I'm not sure it is the right thing for a
director to resign,' said Lee Suet Fern, managing partner of
Stamford Law Corporation.
'Generally, in such circumstances, the director has a duty to be
much more hands-on, to stay the course to help the company
through those financial difficulties, not run the moment the
going gets tough because the company has problems with its
business,' she said. However, there should be careful distinction
between directors of 'problematic companies' and those who
resigned or were removed in circumstances that give rise to
concerns over governance, Ms Lee added.
Many IDs may not be aware of negative situations developing
within their companies, pointed out Shasi Gangadharan, Chubb's
speciality insurance manager for the Asia-Pacific. 'Do IDs have
access to information so that they can make an informed
decision well before things go wrong? I suspect that in most
instances, the IDs were oblivious to the situation. It's only when
things happen that they discover that things have gone wrong,
so I'm not sure how much they can be ahead of the curve.'

7. Mr Stephenson noted that disagreements could have started
during the good times, not at the point of resignation or when
things turned sour. 'The decision whether to stay should be
made a lot earlier than when the money runs out.'
One ID who quit over a fundamental difference was Rohan
Kamis, managing partner of audit firm Rohan, Mah and
Partners. The former member of parliament resigned as ID of
Swissco International last year due to disagreements over
bonuses that would be paid to the CEO and his father. 'I don't
know if (many) independent directors are really independent,'
said Mr Kamis. 'I thought this adage . . . was true: Big do, big
mistakes; little do, little mistakes; no do, no mistakes.'