Country : Australia
Descriptive versus Analytic CEO Advance Health Service Planning Assignment Help
Assignment Task:

Descriptive versus Analytic Assignment Writing

It is common for feedback on student writing to focus on the need to engage more critically with the evidence on the topic under investigation. Typical comments in feedback are: ‘too descriptive’, or ‘not enough analyses’. When you engage in critical writing through sound analysis you are developing your own academic voice and understanding in the subject. With descriptive writing you are not developing an argument but merely setting the background within which an argument can be
developed. Descriptive writing represents the situation as it stands, without presenting any analysis. In providing only description, you are presenting but not transforming information; you are reporting ideas but not taking them forward in any way. An analysis assesses options by looking at their strengths and weaknesses and developing
arguments that allow valid judgments to be made. With critical analysis, you are participating in the academic debate. This is more challenging. You need to weigh up the evidence and arguments of others. You will need to:

  •  consider the quality of the evidence and argument you have read;
  •  identify key positive and negative aspects you can comment on;
  •  assess their relevance and usefulness to the debate that you are engaging in for your assignment; and
  •  identify how best they can be woven into the argument that you are developing.

A much higher level of skill is clearly needed for analytical writing than for descriptive writing, and this is reflected in the higher marks it is given. It can be tempting to string together paraphrased sentences from the evidence to support an argument, feeling that the more paraphrased evidence you include, the stronger your argument. It is important, however, to remember that you also need to interpret the paraphrased sentences to the reader, and to explain their relevance, discuss their validity, and show how they relate to other evidence. A paraphrased sentence or two might describe and reference the evidence, but this is not enough in itself. The next few sentences need to explain what this evidence contributes to the argument you are making. You must ensure that the relevance of the evidence is explained to the reader; you should not simply assume that the reader will be following the same logic as you, or will just work out the relevance of the paraphrased sentence or data you have described. A certain amount of descriptive writing is essential, particularly in the earlier parts of the assignment. Beyond that, however, there is a danger that too much descriptive writing will use up valuable words from your word limit, and reduce the space you have for analysis that will get you higher marks. To gain a better understanding of analysis simply review the discussion section of any high impact academic journal articles for how topics of interest are analyzed and how sound arguments are developed.

Assign 2: Scenario Model CEO Brief Guidelines

Briefing a CEO or anyone who does not know an issue well is not easy, but it can be achieved by carefully constructing a sequence of relevant focused information. The aim is to produce an effective and influential document.

Your audience, the CEO, wants your brief to make life easy for them.

1. Think it through: First, clear writing requires clear thinking. Don’t just start writing. Set yourself, your CEO and your document up for success by carefully considering the issues and processes.

2. Design the opportunity: Second, what is the purpose? What question must you answer in your brief? What problem must be solved? Or, what opportunity must be grasped? What are the compelling reasons for a particular course of action?

3. Separate the material: The issue is the summary analysis of factor/s that are currently in play.

4. Cut out unnecessary information: Fourth, ruthlessly discard unnecessary information i.e. text and ideas that are associated but not relevant to your purpose. Often unnecessary information is excessive and irrelevant technical detail. Even if you are Australia’s leading expert on a particular topic is no reason to include everything you know in a brief.

5. Recommendations for action: Finally, recommendations for action are only meaningful if they are aligned to the purpose. Each action requires a separate recommendation.

Template
ISSUE: The Issue should indicate the nature of the advice being forwarded. It must be completely clear to the

CEO from the Issue what they are being asked to consider.

BACKGROUND/DISCUSSION:
More detailed information about the subject of the brief that may assist the CEO.
• What is the situation that causes the issue to be a concern now?
• What are the impacts of the issue? What is impacted by it?
• What are the risks or ramifications of not resolving the issue?
• What are the scenario models?
• What are the evidence-based practice, policy or other changes that impact the outcome (i.ecost)? What are the risks/benefits, resources etc. of implementing the changes?

 

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