 | Typically, this is the most important part of a paper/case analysis. This section provides a consultative recommendation to issues at hand and SHOULD be supported with extensive research. |
| In the business world, we conduct the research but do NOT cite. In the academic environment, we conduct the research and cite in order to provide validation and support to our position. |
| It is also imperative that you integrate course material and terminologies learned in your course study. |
| Business and marketing reports or papers should be written in the third person. This is the norm and most accepted way of writing these business reports. In addition, if one writes in first person, a tendency exists to emphasize what one believes. Emotions can cloud judgment and can take away from the analysis and neutrality of a report. |
| When writing an analytically-oriented business report, one should present the situation, state the facts, and provide recommendations in an unbiased mode. Then, others can make informed decisions based on the information and details presented. |
| All sources/references should be cited in the body of the paper and then listed alphabetically in the reference page. |
Here is an example:
Recommendation
A recent study of organizational culture finds an association between culture and performance which suggest that culture is comparatively easily changed (Ogbonna, 2002). Therefore, this study's major contribution is that there should be a clearer understanding of the complexity of culture in organizations. Executives and managers should identify the areas of concern and prosper those elements that would make the organization to have a stronger culture.
For example, managers of NSC should improve their supervisory leadership style within the headquarters (See Table 7). The data clearly indicates that there are no relationship between supervisory leadership and organizational climate (.41), and supervisory leadership and peer relations (.20). Referring to Figure 6, managers can narrow down the areas of weakness in their organization by strengthening their supervisory support, supervisory team building, supervisory goal emphasis, supervisory work facilitation, and supervisory encouragement of participation (sub-scales of supervisory leadership). The same is applicable to peer relations – that is by identifying the areas of weakness, the managers can develop programs for improving peer support, peer team building, peer goal emphasis, and peer work facilitation (sub-scales of peer relations).
Additionally, the managers can locate areas of concerns within a division. For example, Table 14 clearly demonstrates lack of correlation between peer relations and organizational climate (.20), and peer relations and supervisory leadership (.44). Knowing the limitation and weakness of an organization can help managers to establish, improve or even change their organizational culture. Umiker (1999) suggests taking survey for creating or modifying corporate culture and provides guidelines such as fostering culture that is mobile, avoiding a culture of desperation, and maintaining low turnover rates. Buhler (2002) suggests,
Successful high-performance organizations today must recognize the changing landscape of the 21st century requires a new mindset. This mindset includes an organization-wide perspective (embraced in the organizational culture) and a managerial mindset. The organization-wide mindset, then, sets the stage for the firm to be responsive, agile and fast. To meet the challenge for building this high-performance organization requires that firms encourage a specific mindset in their managers as well. This mindset trickles down throughout the organization to all levels and all employees. There are 10 tips every manager should consider to more effectively meet the challenge of contributing to the building of this high-performance organization. They include: 1. Use teams when possible. 2. Become a skilled team builder. 3. Monitor the external environment. (p. 14)