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GMAT考试写作指导:Argument范文八六

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  4. In response to a coincidence between calling revenues and delays in

  manufacturing, the report recommends replacing the manager of the purchasing

  department. The grounds for this action are twofold. First, the delays are traced to poor

  planning in purchasing metals. Second, the purchasing managers lack of knowledge of

  the properties of metals is thought to be the cause of the poor planning. It is further

  recommended that the position of the purchasing manager be filled by a scientist from

  the research division and that the current purchasing manager be reassigned to the sales

  department. In support of this latter recommendation, the report states that the current

  purchasing managers background in general business, psychology, and sociology equip

  him for this new assignment. The recommendations advanced in the report are

  questionable for two reasons.

  To begin with, the report fails to establish a causal connection between the falling

  revenues of the company and the delays in manufacturing. The mere fact that falling

  revenues coincide with delays in manufacturing is insufficient to conclude that the

  delays caused the decline in revenue. Without compelling evidence to support the causal

  connection between these two events, the reports recommendations are not worthy of

  consideration.

  Second, a central assumption of the report is that knowledge of the properties of

  metals is necessary for planning in purchasing metals. No evidence is stated in the

  report to support this crucial assumption. Moreover, it is not obvious that such

  knowledge would be required to perform this task. Since planning is essentially a

  logistical function, it is doubtful that in-depth knowledge of the properties of metals

  would be helpful in accomplishing this task.

  In conclusion, this is a weak argument. To strengthen the recommendation that the

  manager of the purchasing department be replaced, the author would have to

  demonstrate that the falling revenues were a result of the delays in manufacturing.

  Additionally, the author would have to show that knowledge of the properties of metals

  is a prerequisite for planning in purchasing metals.   

  

  4. In response to a coincidence between calling revenues and delays in

  manufacturing, the report recommends replacing the manager of the purchasing

  department. The grounds for this action are twofold. First, the delays are traced to poor

  planning in purchasing metals. Second, the purchasing managers lack of knowledge of

  the properties of metals is thought to be the cause of the poor planning. It is further

  recommended that the position of the purchasing manager be filled by a scientist from

  the research division and that the current purchasing manager be reassigned to the sales

  department. In support of this latter recommendation, the report states that the current

  purchasing managers background in general business, psychology, and sociology equip

  him for this new assignment. The recommendations advanced in the report are

  questionable for two reasons.

  To begin with, the report fails to establish a causal connection between the falling

  revenues of the company and the delays in manufacturing. The mere fact that falling

  revenues coincide with delays in manufacturing is insufficient to conclude that the

  delays caused the decline in revenue. Without compelling evidence to support the causal

  connection between these two events, the reports recommendations are not worthy of

  consideration.

  Second, a central assumption of the report is that knowledge of the properties of

  metals is necessary for planning in purchasing metals. No evidence is stated in the

  report to support this crucial assumption. Moreover, it is not obvious that such

  knowledge would be required to perform this task. Since planning is essentially a

  logistical function, it is doubtful that in-depth knowledge of the properties of metals

  would be helpful in accomplishing this task.

  In conclusion, this is a weak argument. To strengthen the recommendation that the

  manager of the purchasing department be replaced, the author would have to

  demonstrate that the falling revenues were a result of the delays in manufacturing.

  Additionally, the author would have to show that knowledge of the properties of metals

  is a prerequisite for planning in purchasing metals.   

  

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