Directions
In this section, you will need to analyze the issue presented and explain your views
on it. There is no "correct" answer. Instead, you should consider various perspectives
as you develop your own position on the issue.
For the Analysis of an Issue section, you will need to analyze the issue presented
and explain your point of view on the subject. There is no correct answer. Instead,
you should consider various perspectives. Use relevant reasons or examples drawn
from your experience, observations, or reading to develop your own position on the
issue.
What Is Measured
The Analysis of an Issue tests your ability to explore the complexities of an issue
or opinion and, if appropriate, to take a position that is informed by your understanding.
Sample Question
"People often complain that products are not made to last. They feel that making
products that wear out fairly quickly wastes both natural and human resources. What
they fail to see, however, is that such manufacturing practices keep costs down
for the consumer and stimulate demand."
Which do you find more compelling, the complaint about products that do not last
or the response to it? Explain your position, using relevant reasons and/or examples
from your own experience, observations, or reading.
Which do you find more compelling, the complaint about products that do not last
or the response to it? Explain your position, using relevant reasons and/or examples
from your own experience, observations, or reading.
Sample Answer
The following sample paper would receive the highest rating:
Many people feel that products are not made to last, and correspondingly, many natural
and human resources are wasted. On the other hand, it can be noted that such manufacturing
practices keep costs down and hence stimulate demand. In this discussion, I shall
present arguments favoring the former statement and refuting the latter statement.
Products that are not made to last waste a great deal of natural and human resources.
The exact amount of wasted natural resources depends on the specific product. For
example, in the automobile industry, the Yugo is the classic example of an underpriced
vehicle that was not made to last. Considering that the average Yugo had (not "has,"
since they are no longer produced!) a life expectancy of two years and 25,000 miles,
it was a terrible waste.
Automobile industry standards today create vehicles that are warranteed for about
five years and 50,000 miles. By producing cheap Yugos that last half as long as
most cars are warranteed, the Yugo producer is wasting valuable natural resources.
These same resources could be used by Ford or Toyota to produce an Escort or Tercel
that will last twice as long, thereby reducing the usage of natural resources by
a factor of two.
Human resources in this example are also wasteful. On the production side, manufacturers
of a poor-quality automobile, such as the Yugo, get no personal or professional
satisfaction from the fact that their product is the worst automobile in the United
States. This knowledge adversely affects the productivity of the Yugo workers.
Conversely, the workers at the Saturn plants constantly receive positive feedback
on their successful products. Saturn prides itself with its reputation for quality
and innovation—as is seen in its recent massive recall to fix a defect. This recall
was handled so well that Saturn's image was actually bolstered. Had a recall occurred
at a Yugo plant, the bad situation would have been even worse.
Another factor in the human resources area is the reaction by the consumer. A great
deal of human resources have been wasted by Yugo owners waiting for the dreaded
tow truck to show up to haul away the Yugo carcass. Any vehicle owner who is uncertain
of his/her vehicle's performance at 7 a.m., as he/she is about to drive to work,
senses a great deal of despair. This is a great waste of human resources for the
consumer.
While the consumer senses the waste of natural and human resources in a poor quality
product, so does the manufacturer. People who argue that low quality manufacturing
processes keep costs low for the consumer and hence stimulate demand should look
at the Yugo example. In the mid-1980s, the Yugo was by far the cheapest car in the
United States, at $3,995. By 1991, the Yugo was no longer sold here and was synonymous
with the word "lemon."