修改英国教育学硕士论文开题报告

修改英国教育学硕士论文开题报告

What was wrong with the structure, leadership, and culture of Allentown's electronic Products Division? Analyze the reasons for those problems and propose solutions. Make sure that your recommended solutions follow logically from your analysis and realistic and feasible.
什么是与结构，错误的领导，和文化的阿伦敦的电子产品部门？分析了产生这些问题的原因并提出解决方案。确保你的推荐的解决方案，从逻辑上遵循你的分析和现实可行的。

 
Grasp of case issues and details; documentation (30%)
Write 800 words (12 point font), 1” margins
Open book: classnotes, assigned readings OK
Exam is based on the Allentown Materials case.
 

Analysis and creativity (30%)

Application of course materials (30%)

Logic and coherence; writing (10 %)

Main problems/issues are clearly identified

 “Conflict and miscommunication among groups in a time when the division found itself in a difficult environment.”

Document/explain your claims:
“Joe Bennett was a better general manager than Don Rogers”
“The Body Shop’s culture reflected Anita Roddick’s personal values and beliefs.”

 These statements need documentation/support!
Creative interpretation and identification of cause-effect relationships that do not merely repeat the content of the case:

“Randy was the most obvious problem faced by the Fireart team. More fundamental was the design of the team as a set of functional managers who merely represented the perspective and interests of their departments” (see Wageman).
Recommendations that are realistic and flow logically from your analysis.

 “Given Ogilvy’s historical decentralization and the company’s recent downward spiral, Charlotte Beers should have adopted a more forceful leadership style leader from the beginning.”

Consider possible negative side effects
“However, this might have alienated long-term employees whose support she needed.”                           -

NOT: “Don Rogers should have been fired”

Use course concepts to demonstrate your knowledge of the material and its relation to the case

“Anita Roddick effectively combined both vision (strong progressive values and goals) and charisma (e.g., in-your-face brassiness, energy, humor) in her leadership style.”

“After the merger, Ogilvy was run by a team of managers who were clearly of the “manager as engineer” sort rather than the highly personalized leadership of David Ogilvy and later Charlotte Beers.”
Use course concepts with accuracy & precision
“The groups in conflict were functional departments within a single product division (EDP) of a corporation (Allentown).”      

Avoid sloppy & inaccurate management-speak!
NOT:  “Their culture was that they were organized in teams”
And don’t forget the congruence model!
HP’s structure was a good fit with (“congruent with”) the instruments and tools industry, but not to the fast-paced environment of the consumer electronics industry.  

Make appropriate references to other cases

Despite similarities– female, aggressive, charismatic-- Charlotte Beers succeeded as a leader of change at Ogilvy whereas Carly Fiorina failed at HP because Charlotte showed respect for Ogilvy’s cultural traditions and had a more “developmental” style. 
DON’T write irrelevant mini-essay exams on course material!

“The difference between heroic and developmental leadership is…”

DON’T devote space to unnecessary summaries of case details!
Good writing:
Your arguments are clear and logical
Use language crisply:

BEFORE: “A key factor to their initial success can be attributed to a rapid entry ….”
AFTER: “A key factor to their initial success was rapid entry ….”
-------- Good writing:
Your arguments are clear and logical
Good organization 
Distinct parts of your answer are separated, identified, and arranged in a logical sequence
Use headings appropriately!
Space devoted to a topic should be proportionate to importance to your argument
Introductory/overview sentences may be useful.
Beware of anthropomorphizing!

“However, the formal structure still fails to adapt to change and continues hiring more people that are strictly multi-functional.”

“The culture needs to firmly establish their own employees as their priority.”