2014 essay writing

ESSAY WRITING

1.
2.
3.
4.
5.
6.
7.

Analyse the question
Do the research
Organise your essay plan
Write the first draft
Get feedback
Revise your draft
Submit your completed essay

http://tinyurl.com/essaywriting2014
CENTRE FOR TEACHING AND LEARNING
09 441-8143
slc-alb@massey.ac.nz

LIBRARY 3RD FLOOR

STEP 1: QUESTION
ANALYSIS

•

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

Topic

•

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

Sub-topic(s)

•

What do you have to do?
Presentation: http://tinyurl.com/essaywriting2014
Handouts: http://tinyurl.com/albanyhandouts

Task(s)

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

SELECTED TASK WORDS

Analyse

Discuss

Examine
Evaluate

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


STEP 2: DO THE
RESEARCH

textbook

definitions
expert opinions

FROM

readings
journal articles

facts & figures

high quality web sites

BE INTERNET-SAVVY

for example ..
Use websites for
facts and figures
(NOT for theory)

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

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

Average words per paragraph: 120 - 200
So for this essay, start off with a rough plan for:
10 - 15 paragraphs

SAMPLE PARAGRAPH
PLAN

1:

Introduction: frequency & importance of management decision-making

2:

Overview: Causes of poor management decision-making

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?

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

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 timepressures 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, prejudgements 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

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.

of monetary policy flexibility
definition reduction at which the currencies cease between the two nations to
the point
to be independent
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.


preview

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.


thesis
statement

reduction of monetary policy flexibility between the two nations to
the point at which the currencies cease to be independent
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.

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)

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 cooperation 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

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
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.


highlights
the main
supporting
arguments

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
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.


Comments
on
implications

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
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.

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). 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

NOW

WEEK 1

research & plan
A
N
A
L
Y
S
E

WEEK 2

write
F
E
E
D
B
A
C
K


WEEK 3

revise
F
E
E
D
B
A
C
K

STEP 6: REVISE YOUR
DRAFT
• More use of topic words?
• More explanation in your own words?
ADD?

• Clearer ‘looking back’ with ‘this’ ‘such’
‘Moreover,..’ etc?
• Additional referencing?
• Irrelevant points?

SUBTRACT?

• Text ‘lifted’ from your source?
• Repetition of ideas?
• Unoriginal examples?

STEP 6: REVISE YOUR
DRAFT
• Does anything in the introduction deserve
its own paragraph?
MOVE?

• Would my examples etc fit better with a
different point?
• Would my paragraphs flow better if they
were in a different order?

CHANGE?

• 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 ..’)?

STEP 7: SUBMIT YOUR
ASSIGNMENT

PROOFREAD

• Referencing

at the last
moment

• Monster or Mini-paragraphs

• Overuse of commas
• Common spelling & grammar mistakes
• Date?

Check submission
•
details!

Hard copy or only online?

• Only through Stream or on Turnitin?

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

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!

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

© 2014
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.

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