RACHAEL HOPSON
Mgt 221
Culture Paper
Organizational Behavior is defined as “a field of study devoted to understanding,
explaining and ultimately improving the attitudes and behaviors of individuals or groups within
an organization.” ( Colquitt, LePine, and Wesson 2009)
The importance for an organization to involve focus on organizational behavior is to
enhance, create, or restore job performance, and organizational commitment within their
employees. Where the employee is delighted with their work place and does their best for the
organization. And since each organization has its own organizational structure, it is crucial for
managers to understand what behaviors they influence, because decision making upper
management is responsible for exampling these behaviors on to their employees. That is when
culture comes into organizational behavior. It comes to help managers not hurt them. If they can
successfully evaluate their company culture, they can create functional behavior.
We know that corporate culture is defined as the values, norms, and rules that a company
has developed which influences employees’ behaviors and attitudes. The culture is something
that may come from the company’s mission statement and is what we find in the soul of the
organization then is rubbed off into the employees coming from the CEOs and organizational
founders. We see that some organizations say one thing in public and practice other things in
private, which can be detrimental to the company because the biggest most important thing to
stabilize for a company is their image. Then the culture within the organization is easily received
by the employees and external people will also understand the company’s values.
When looking deep into an organization you can determine its culture. By using
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CULTURE PAPER
observable artifacts, for example we would look at how the company workplace is. Using
observable artifacts we can evaluate the culture by looking at rituals of the organization, or
stories that are told, and ceremonies. Also we look at espoused values, which are the companies’
beliefs. This can be found in publications, or issued information that the company releases, or
statements made by the companies’ employees. Lastly we use basic underlying assumptions to
determine a company’s’ culture. This could be actions that the employees automatically practice
based on ideas they have about the organizational rules or practices.
In this paper I plan to come to a conclusion about organizational culture type of two
companies I researched. These companies are doing seemingly well for themselves, but looking
at the Balanced Scorecard how are they sustaining a competitive advantage? How important is
corporate culture? How can managers incorporate the balanced scorecard? Why do some
organizational managers believe that if only they create a quality high priced product they can
treat their customers wrong and over work their employees and still be successful? What
organizational responsibility must a company explore to create a sustainable advantage? These
questions are some we can ask ourselves and upon our answer we will come across culture type
for these companies. Then we can look at the balanced scorecard and determine if the culture is
helping or hurting the company’s advantage.
There are four culture types fragmented culture, mercenary culture, communal culture,
and networked culture. Since a company’s’ human resources helps us understand the
Companies’ culture we define the culture fragmented as a culture where employees have low
solidarity. This is when employees do not think and act alike. Also this culture is low in
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Culture Paper
sociability where employees are distant and disconnected from each other. In the mercenary
culture employees may have the same ideas about rules and regulations within the organization
but for some reason they are not friendly to each other. In a culture where people are friendly to
each other but people usually do their own thing is a communal culture. The best culture an
organization can have is networked this happens when everyone is on the same page. Employers
and employees are both happy they think alike and are friendly to each other.
Inside a culture may be sub-cultures. I know this because at the company I work for now
there is the corporate way of doing things and the employee way. Our employer gives us an
assignment that they have never done themselves. Then they incorporate an amount of time to do
it and a step by step way to perform it. We cut corners because we don’t always have the
supplies we need or the task we have cannot be completed in the time that the employer gives,
without us working through our breaks. Since our bosses have never done the assignments they
give and they don’t ask questions concerning the topic, we find away to seemingly satisfy the
employer while creating our own work environment. Since every employee understands the rules
and mostly don’t follow them we think alike but we do not become friends, do to trust issues that
one may tell on the other to get attention off of themselves. Our work culture is high in solidarity
and low in sociability giving us a mercenary culture. In this case our culture is un-functional
because we become unhappy, since our customers are elderly people in a nursing home. As a
non-decision making employee whose ideas are ignored there is not much we can do. We
become overwhelmed and un-interested in the overall success of the organization.
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MGT 221
CULTURE PAPER
It is very important that managers feel the need to focus on corporate culture. We come to
understand that as firms become more established the culture often gets weak. Fast growing
companies also begin to add middle managers who do not example the same drive and
commitment to success of the founders. Keeping a company’s functional culture strong is a
critical challenge for CEOs and senior executives it becomes corporate responsibility that they
implement business strategies and frameworks towards strong corporate culture to sustain a
competitive advantage.
Managers need to understand how to manage people their greatest resource. They should
start with their own employees, developing corporate culture types. This can be viewed as
competing from the inside out. It requires that everything managed inside the organization is
bundled with what is happening outside the organization. Business conditions, customers,
employees and competitors. It requires managers who understand external demand to put that
demand into a set of organizational processes that result in the shared mindset among suppliers,
employees, and customers that are influenced to add their contribution to competitive advantage,
and open the room for change within each employee as well as organizations as a whole. Now
that we understand a company’s responsibility to organizational culture we can research large
companies and infer about their corporate culture.
Now I want to look inside Nike Inc, a company that for the fiscal year ending may 31st
2009 had reported revenue of 19 .2 billion a 3% increase over last year’s earnings. Nike employs
more than 33,000 people globally. This organization started with two founders by the name of
Bill Bowerman and Phiil Knight that employed a hand full of people to create Nike which then
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evolved and grew to become Nike a US- based footwear distributor a global marketer of athletic
footwear, apparel and equipment that no one can compete with. Nike’s mission statement
indicates that they are only focused in helping athletes reach their full potential. Nike also
believes that the image of Nike also inspires their employees towards drive and possibilities
in sports, which will help keep them healthy. This information that I received from the Nike
website was exciting to hear and wonderful to know. But I wanted as much information as I
could to come determine a culture fit for Nike. One article that read talked about Nike as a
marketer. It explained that Nike picks high quality retailers to sale their shoes. Instead of putting
Nike shoes in Target or Wal-Mart Nike invests in Foot Locker .Then they pay Foot Locker all
this money for their shelf space. By doing this Nike sometimes has 60, 70, and up to 80% of their
products fill up the store shelves. Since Nike does have a high quality brand shoe that customers
enjoy and want how can any competitor compete with that. Its not illegal but it’s not a good look
for Nike. I myself as a consumer do not like the idea of having a brand kina pushed on me I
would rather find the product in more stores and pay less for it. When thinking of the balanced
score card it seems as if Nike is only focused on their financial gain.
Going deeper into Nike I found information about how Nike treats their employees. A
fortune 500 magazine gives information of a report taken by an Australian TV reporter who was
inside a Malaysian t-shirt factory where migrant workers were lied to about their wages. These
workers were forced to turn over their passports and told that their checks were being garnished
do to the training fees Nike paid to train them. They were provided living accommodations by
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Nike that were crowded and filthy rooms. Also in Vietnam around the same time workers were
complaining also about Nike. Out of Vietnam alone Nike had 16 billion dollars in sales from the
shoes these workers made. Nike sales a shoe for fifty dollars that takes ten dollars to make and of
that ten dollars the workers receive 2 dollars. Workers report to have made two million shoes and
are over worked; workers indicate that they are paid slave wages. One worker indicates losing 25
pounds in the first month working for Nike. In 2007 seven of Nike’s twelve shops experienced
strikes of the employees.
Nike had a big issue to deal with and thank goodness that it was finally publicized. Bad
employee work conditions, hours, pay, verbal abuse by bosses, and humiliating staff members all
took place in Nike workshops. This caused large debates and negative attention to Nike. It even
hurt other companies because now there is closer attention paid to the regulations and laws when
they wanted to globalize. In the 1990's Nike was a very familiar villain. Law enforcement got a
hold of Nike and they were subjected to penalties for letting their workshops pay slave wages,
incorporate forced overtime, and arbitrary abuse.
Since Nike does not want to lose their workshops that operate overseas they must change
their style and attitude about the business they do. Most of their workshops are owned by private
factory owners. So one of the aims is to convert suppliers from using low-skilled assembly lines
to now using so-called lean manufacturing, which organizes workers into multitasking teams.
That requires more on the job training, which in turn can motivate factory owners to improve
conditions in order to hold on to their high skill labor workers. Also they want to improve last
minute design adjustments or changes to orders, since that can add a strain and can lead to forced
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overtime or other violations on the factory floor. Even when Nike tries to do the right thing some
of their suppliers have trouble converting to the new rules and Nike looses some of their factories
and the jobs it provides to those citizens (since the government issues fines making Nike lose
money instead of making it).
Faced with the realization the company decided that it had to transform its approach, and
focus on corporate responsibility. Nike took responsibility by admitting the serious breaches in
its code of conduct, reimbursing the workers, and paying to relocate them. Then Nike called in
managers from 30 factories and had an intense talk about enforcing labor standards. But Nike
still receives heat from the public because although the workers are happier the Business Press
explains that they need a systematic change across the supply chain they cannot just solve
problems once they occur. This indicates that Nike is only looking out for themselves. The
balanced scorecard tells us that companies need to incorporate a full framework to eliminate
problems initially. They should have developed a framework towards a strong culture that would
shine inside and out of the company.
The new effort to address all the problems within Nikes global supply chain is a slow
moving process. That hurts Nikes revenue and reputation along the way. It is not easy since Nike
employs 800,000 workers in 52 countries. Yet and still Nike ranks no. 153 on the fortune 500
good business companies list. But fortune only bases their ranking on revenue alone. But a
company cannot practice focusing on financial gain alone. What started as a shield from media
ended in a corporate responsibility action evaluation, forcing Nike to change the way they sell
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and produce products. On labor the company admits that their factory managers are less
influenced by their efforts and that its monitoring compliances have not stopped abuse in their
factories( some factories have complied but not all).
Although sad for Nike this is a good example of how dangerous it is to example a
dysfunctional culture, or to focus only on your company’s financial gain. Corporate wants a
change and their employees are setting up sub-cultures based upon the initial culture that may
have been set up by the founders. In most cases sub -cultures exist more evidently in larger
organizations most are not hurt from this unless it goes totally against the main value and image
of the organization.
Now to me Nike has a fragmented culture with low solidarity where high management
and low skilled employees do not think alike. The low end workers are not dedicated to the
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overall success of the organization and are upset with upper management. This culture is also
low in sociability because the management does not talk to the workers and try to enhance their
job satisfaction. Until all of the new efforts are in place and respected by upper management
Nike is evaluated with this dysfunctional culture. The corporate image displayed by marketers
show attitudes of selfness and a lazy framework focused on financial gain alone, instead of
implementing lifelong strategies that incorporate sustainable advantages. They incorporate a
framework so they have good business for a while but can cause a company to loose in the end.
Nike’s specific culture type is one of a customer service based culture. Where they influence
their employees to meet deadlines and just do it to satisfy their customer. They want to force
their high quality brand name on the consumer and produce enough to supply the demand. But
this culture is dysfunctional also because its mis- understood by workers in their sweatshops. For
example Nike wants to influence athletes and they have developed a need for the customer to
buy their shoes, but the employees can only see the horrible work conditions and overwhelming
work they have to do to create the product. So the caring and compassionate side of Nike is lost
within its own organization not to mention the attitudes the public has, that the media reports to
about the factories belonging to Nike.
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Beyond the sell of the product it is Nike’s CEOs job to enforce culture; Nike needs to
force a functional culture upon their managers in their factories overseas. If they refuse to change
their behaviors they should tell managers that they can no longer allow them to represent the
company. Then once they get rid of the old they can incorporate the new in to a more networked
culture where they use attraction- selection-attrition and they look for employees and train them
towards the new culture they want to influence. Also they should only hire employees that fit
that culture. They can change leadership roles not allowing one manager too much power where
it is easier to monitor the business practices. This is exceptionally important because leaders set
the tone for change in culture. They also have the authority to stabilize a functional culture.
The way things are done around here (corporate culture) needs to be Nikes number one
agenda. Because according to the balanced score card Nike is paying too much attention to
financial measures and not enough to attention to other indicators of financial wellness if you
would say. That may be why Nike had poorly forecasted their sales in the same year that they
were publicized about their sweatshops. Nike faces typical problems where they have a lack in
organizational strategies to influence individual behavior. They need new strategies and new
roles of management and new skills to fulfill the new strategies. They need to apply the
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appropriate metrics to support and track behavior change. They must integrate the balanced score
card method with the way they use their human resource. The balanced score card came to
organizations as so they can limit applying financial metrics exclusively as an indicator of
business success. In order to translate strategy into action managers look at a way to cause
balance internally and externally. What Nike needs to do is leverage human assets to support the
scorecard. One type of intervention that Nike can incorporate is called clarifying required
behaviors. This means incorporating core competencies with behavioral indicators to support
each major dimension of the scorecard. This will establish specific standards to help Nike align
the behavior of managers to support key scorecard requirements. The balanced scorecard needs
to be reviewed to make sure this company is looking at all of the important aspects of business
wellness. It is crucial for a business to incorporate the balanced scorecard to sustain a
competitive advantage.
Now let’s look at American Honda Motor CO, Inc. a company who helps to find new
homes, cars, trucks, and motorcycles in the U.S and abroad. Honda's success is the result of
careful planning, based on core values, that begins with a total focus on the customer. Honda just
didn't wake up to the notion of importance of the customer; in 1956 its company principle
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includes the term customer satisfaction. (American Honda was established in 1959.) Customer
satisfaction is more than just a good sales experience or a free car wash when you service your
car.
Customer satisfaction is about a relationship with the customer that begins with
developing products that fit their needs and forms into a bond based on their trust in those
products and the brand. Honda has consistently rejected the types of short-term financing deals
and marketing tactics that attract customers but diminish the brand. It’s a strategic decision that
develops a strong culture inside of Honda. The specific culture type that Honda has established is
customer service culture, where the company focuses on service quality. But unlike Nike they
have balanced their focus to example their true value and create a functional networked culture
where the company, employees, and customers think alike and act alike.
Honda wanted to create an American corporate culture that avoided what it considered to
be the bad habits of U.S. automakers. So they hired local people as managers, regardless of their
background, Honda emphasized empowering employees to so that they would show extra effort
and think as corporate does towards the success of the overall organization. This business
strategy is undefined by Honda but I understood that this is Honda’s way of implementing the
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balanced scorecard through their human assets. This is creating a balanced mindset between
customers, employees, and external members of the organization.
In conclusion the Balanced Scorecard is a method that helps managers develop a strategy
and gets everyone involved in the organization focused in on implementing it. As it is understood
putting a company-wide scorecard in place is difficult. What companies can do is start with their
corporate culture. Companies must not forget that their company has a culture that can be
influenced by the CEO and senior managers. It is developed through communication and action,
applied in scorecard metrics and core competences.
Annotated Bibliography
#1.Knight, P. (2006). Brain Food: History lessons - Sell the dream. Management Today, 10. http://search.ebscohost.com
Summary: Worth dollars 7.9 billion now, Nike founder Knight started by selling shoes from his car boot at athletics meetings. In
1964, the ex-middle-distance runner knew the appeal of affordable, high-performance shoes and imported his early wares cheaply
from Japan. Knight eschewed advertising, convinced that the product sold itself. But when Nike lost its market lead to Reebok in
1984, Knight changed tack, signing 21-year-old basketball rookie Michael Jordan in an unprecedented dollars 2.5 million
endorsement deal. Nike's black-and-red Air Jordan shoe was banned by the NBA, but Jordan kept on wearing it, with Nike
paying the fines. Notoriety assured, the shoes were a smash, and Knight had a formula. He saw the importance of hero-worship,
status symbols and attitude in popular culture, and pumped cash into promoting the Nike lifestyle rather than the goods
themselves. Lavish ads now venerated edgy, iconic sporting figures. It worked. Kids of the late '80s and '90s just had to have the
right pounds 100-plus Nikes. Sport, advertising and parenting would never be the same.
Evaluation: The owner of the company created this article so I think it is relevant to the topic and it was written by the right
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authority figure.
Support of conclusion: It helped me to understand some of the things that go on inside of Nike I used it to determine the culture
and share it with the readers of my paper.
#2
Holmes,
S., & McGregor, J.
http://search.ebscohost.com
(2006).
INSIDE
THE
COUP
AT
NIKE.
BusinessWeek,
(3970),
34-37.
Summary: The article focuses on former Nike Inc. chief executive officer William Perez. Nike founder and Chairman Philip H.
Knight appointed Perez as his successor. Knight and Nike's board of directors then fired Perez. Nike co-President Mark Parker is
expected to become chief executive. It is hard for new chief executive officers to succeed charismatic corporate founders who
have trouble letting go of their businesses. Nike's staff revolted against Perez's hiring of Boston Consulting Group to conduct a
review of the company's strategies and practices.
Evaluation: This is a peer reviewed article
Support of conclusion: Focused on some of the chief executives of Nike
#3 (2003). Nike's Come-From-Behind Win. Multinational Monitor, 24(10), 7. http://search.ebscohost.com
Summary: Provides information on the lawsuit Kasky versus Nike, which prompted the U.S. Supreme Court to explore the
question of whether corporations have a constitutional right to lie. Complaints against the case from labor rights activists; Details
of the case; Factor that immunized the company from being sued for comments that were made to defend its corporate
responsibility record.
Evaluation: This is a peer reviewed article
Support of conclusion: I used this article to identify some of Nike’s values
#4 Smith, N. (2003). Corporate Social Responsibility: WHETHER OR HOW?. California Management Review, 45(4), 52-76.
http://search.ebscohost.com
Summary: The article examines corporate social responsibility (CSR) and its potential to reduce reputational risk in equity and
labor markets and also provide competitive advantage. The normative and business cases of CSR relate to the distinction between
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enlightened self-interest and a desire to do good. Social and political pressure from nongovernmental organizations, consumer
boycotts, and the media have resulted in discount drugs for HIV/AIDS treatment and the Mectizan Donation Program in South
Africa. GlaxoSmithKline, Merck, protection of intellectual property, paternalistic capitalism, elements of a CSR strategy, key
performance indicators, the argument of Milton Friedman against CSR in "Capitalism and Freedom," and Nike's commitment to
monitoring workplace conditions are mentioned.
Evaluation: This is a peer reviewed article
Support of conclusion: I used this article to identify some of Nike’s values
#5
Summary: Examines the conflict between non-governmental organizations (NGO) and global corporations. Information on the
conflict of Nike with NGO in the U.S.; Results of a survey on perceptions of NGO; Discussion on the strategies used by Chiquita
Brands International and Rainforest Alliance in initiating a partnership.
Evaluation: This is a peer reviewed article
Support of conclusion: I used this article to identify some of Nike’s values
#6 Jung, T., Scott, T., Davies, H., Bower, P., Whalley, D., McNally, R., et al. (2009). Instruments for Exploring
Organizational Culture: A Review of the Literature. Public Administration Review, 69(6), 1087-1096.
http://search.ebscohost.com, doi:10.1111/j.1540-6210.2009.02066.x
Organizational culture is widely considered to be one of the most significant factors in reforming and modernizing
public administration and service delivery. This article documents the findings of a literature review of existing qualitative and
quantitative instruments for the exploration of organizational culture. Seventy instruments are identified, of which 48 could be
submitted to psychometric assessment. The majority of these are at a preliminary stage of development. The study's conclusion is
that there is no ideal instrument for cultural exploration. The degree to which any measure is seen as “fit for purpose” depends on
the particular reason for which it is to be used and the context within which it is to be applied.
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Evaluation: This is a peer reviewed article
Support of conclusion :I used this article to review organizational behavior in other points of view
#7 Diong, A., & Cho, D. (2008). TRANSFORMATIVE innovation for growth. Industrial Management, 50(3), 8-11.
http://search.ebscohost.com
One of the greatest mantras of the 21st century is "Innovation." Apple, Starbucks, Nokia, Toyota, Procter & Gamble, Wal-Mart,
Google, Samsung, Sony, and Honda, among other companies, have made innovation an essential part of corporate culture and
the key to profits and growth. To begin the cultural transformation that makes innovation a way of life, companies build on a
common understanding of what innovation means in the context of their business, what drives it, and how it can become a
vehicle for growth.
Evaluation: This is a peer reviewed article
Support of conclusion :I used this article to review the information provided towards Hondas corporate culture
#8 Marber, A., Kooros, S., Wright, R., & Wellen, P. (2002). WHERE NO OTHER HAS GONE BEFORE: HOW ACURA,
LEXUS, AND INFINITI SUCCESSFULLY ATTACKED THE U.S. CAR MARKET UTILIZING ANCIENT CHINESE
MILITARY PRINCIPLES. Marketing Management Journal, 12(2), 135-147. http://search.ebscohost.com
Summary: This paper discusses the Japanese automakers Honda, Toyota, and Nissan, and their successful penetration into the
American luxury car market. Particular emphasis is paid to those pricing strategies that enabled them to open a market heretofore
considered the American and German automobile companies' exclusive territory. We discuss how the ancient Chinese warrior,
General Sun Tzu's classical warfare theories may provide insights into interpreting the success of the Japanese strategies. Modem
day business imitates many ancient "Arts", war and politics being two of the most predominant. Sun Tzu has been acknowledged
as a significant model in modern business' attempts to be successful. It is our premise that the Japanese auto manufacturers have
been inspired by such a model, and have used Sun Tzu's lessons to achieve success in the U.S. market. For the purposes of this
paper, we look into the past to understand Sun Tzu's principles, and to see how the car manufacturers have adopted these
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principles over the past two decades. [ABSTRACT FROM AUTHOR]
Evaluation: This is a peer reviewed article
Support of conclusion :I used this article to review the information provided towards Hondas corporate culture
#9 MAIR, A. (1999). LEARNING FROM HONDA. Journal of Management Studies, 36(1), 25-44. http://search.ebscohost.com
Summary: The case of the Honda Motor Company has been cited frequently in the strategic management literature. A review
reveals that Honda's strategy has been used to illustrate and support apparently contradictory positions on a series of conceptual
dichotomies, namely analytical planning versus learning, market positioning versus resource-based and, within the last of these,
core competencies versus core capabilities. A critical analysis of this literature reveals empirical inaccuracies and a focus on
Honda's strategic successes to the neglect of its failures. More significantly, explanations and general strategy implications are
couched in terms of reductionist one-sided theories, a tendency which is only deepened when strategy thinkers debate 'the
meaning of Honda'. This theoretical approach is particularly ill suited to Honda, an important strategic capability of which
appears to be precisely the reconciliation of dichotomous management concepts. Western strategy thinkers have therefore missed
the opportunity to develop a more appropriate and productive paradigm for learning from Honda. [ABSTRACT FROM
AUTHOR]
Evaluation: This is a peer reviewed article
Support of conclusion :I used this article to review the information provided towards Hondas corporate culture
#10 Goold, M. (1996). Learning, Planning, and Strategy: Extra Time. California Management Review, 38(4), 100-102.
http://search.ebscohost.com
Summary: The article looks at the Boston Consulting Group's (BCG) report on Honda Motor Co. Ltd.'s success in the U.S.
motorcycle market. The author discusses the organizational planning, learning, and strategy necessary for success in business.
The author offers advice that experts might have given in 1975 to the British motorcycle industry, which was the subject of the
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original BCG report. Real success comes mainly from the superior and innovative products. Although the British automobile
industry did come up with a superior product, they failed in the market because they did not understand how superior their
products were, leading to uncertainty over pouring resources into new products.
Evaluation: This is a peer reviewed article
Support of conclusion: I used this article to review the information provided towards Hondas corporate culture
MGT 221 - Managing In Organizations – FALL 09
Individual Assessment
Analysis of Organizational CULTURE
SELF-ASSESSMENT
Your Name: Rachael Hopson_________________________
Annotated Bibliography for Research & Analysis Purposes
Context: to demonstrate your ongoing ability to appropriately self-assess your performance,
including both reflecting upon feedback received as well as identifying both strengths and areas
for improvement. The focus for this Self-Assessment is on your demonstration of the ability to
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find, access, analyze, and evaluate appropriately current, relevant, and diverse analytical and
informational reference sources in support of your work on your individual Organizational
CULTURE Analysis paper.
DIRECTIONS: Please provide descriptive and specific evidence to support your SelfAssessment.
Your analytical research task within this first assignment was to problem solve by finding
appropriate, independent, diverse, and substantive research and evidence, in order to
demonstrate (a) your systems thinking by analyzing Organizational Culture and its impact on
organizational effectiveness and competitive advantage, and (b) your ability to analyze and
apply how Organizational Culture creates and sustains organizational capability in the context of
the Balanced Scorecard perspectives.
1. How did you go about locating appropriate research sources and evidence for your
analysis? What challenges did you encounter in locating the appropriate diversity,
relevance and substance of applicable research and independent analysis? How did
you overcome these challenges?
Well it took a while but I tried all of the resources I had like books, magazine
articles and journals, but mostly web databases on the Alverno library web page.
I also took Jims PowerPoint along and talked for an half an hour with a research
librarian.
2. How well were you able to differentiate between ‘information’ and ‘analysis’, or
between ‘telling a story’ versus ‘analyzing’ the application of specific concepts,
frameworks and models in the context of your two selected organizations? What did you
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find most challenging about this combination of problem solving, analysis, and effective
communication? How did you overcome these challenges?
Information is repeating something analysis applies thought towards the subject other
than memorization.
3. Using the Self-Assessment Scoring Tool grids below, evaluate and summarize here
the strengths and weaknesses of your ability to effectively develop and utilize an
Annotated Bibliography.
It’s crazy because my variety was my weakness but my coverage was my strength.
4.
a. How did you organize the information you found, in order to analyze it and
then integrate it into a coherent paper? Evaluate how effectively you organized
and communicated your ideas, referring to specific examples.
I read articles and took notes then wrote my paper from my notes at first I don’t type
anything I’ve still got notebooks from high school filled with chicken scratch
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b. Are there aspects of your skills in organizing and conveying information and
analysis in writing that you want to improve? How do you intend to do this?
Yeah I just have to get started on my paper right away and work on it like its due in
three weeks or sooner because I like to make an outline or else I get lost in my own
paper
5. What have you learned from completing this Self-Assessment that would help to
improve your ability in other contexts to demonstrate effective problem solving, analysis,
and communication as a result of focused analytical research?
I would like to improve my ability to find different types of articles when I first got in
college I was fascinated with resources because all the information was real to me .I
mean I do look up information myself it wasn’t like high school where teachers were
gods and goddess I mean I could debate and apply my own learning style but now I’ve
got lazy and am struggling to get more out of my education and I know that it’s based
upon what you put in.
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