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Sample Response to GMAT AWA Argument Questions
4.
The following appeared in a report presented for discussion at a meeting
of the directors of a company that manufactures parts for heavy
machinery. “The falling revenues that the company is experiencing
coincide with delays in manufacturing. These delays, in turn, are due in
large part to poor planning in purchasing metals. Consider further that
the manager of the department that handles purchasing of raw materials
has an excellent background in general business, psychology, and
sociology, but knows little about the properties of metals. The company
should, therefore, move the purchasing manager to the sales department
and bring in a scientist from the research division to be manager of the
purchasing department.” Discuss how well reasoned . . . Etc.
The author argued that the company should replace the current manager
with a scientist from the research division as the manager of the
purchasing department as a result of falling revenues. The argument is
based on the two facts: 1) The company revenues fall at the same as do
delays in manufacturing; and 2) The current manager who is responsible
for purchasing of raw materials knows little about the properties of
metals. The line of reasoning is not sound and, therefore the conclusion
is not compelling.
Firstly, the argument failed to address the casual relationship between
falling revenues and delays in manufacturing. The fact that the falling
revenues that the company is experiencing coincide with delays in
manufacturing does not mean one causes another. It may be other reasons
that cause the company to experience the falling revenues. For example,
the quality of products does not satisfy its customers, and as a result,
many previous clients are turning to its competitors.
Furthermore, it is not reasonable to conclude that a scientist can save
the poor planning in purchasing metals. If the scientist is skilled in
the properties of metals but poor at planning, the delays in
manufacturing may be worse. The purchasing manager must know where he
could find those kinds of metals, what prices they are, and when they
can be transported to his company. In fact, a department manager in
business background is really acceptable. Because when he bumps against
a technical problem, he can easily seek advice from the engineer team in
manufacturing department.
In conclusion, the delays in manufacturing were not necessarily caused
by the purchasing manager's poor knowledge about the properties of
metals. Maybe the company must replace the purchasing manager; however,
a scientist may also not be competent for this job. It must find someone
who really knows how to plan and how to buy qualified metals in time. |
