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140The following appeared in a report of the Committee on Faculty Promotions and Salaries at Elm City University.
'During her seventeen years as a professor of botany, Professor Thomas has proved herself to be well worth her annual salary of $50,000. Her classes are among the largest at the university, demonstrating her popularity among students. Moreover, the money she has brought to the university in research grants has exceeded her salary in each of the last two years. Therefore, in consideration of Professor Thomas' demonstrated teaching and research abilities, we recommend that she receive a $10,000 raise and a promotion to Department Chairperson; without such a raise and promotion, we fear that Professor Thomas will leave Elm City University for another college.'
Based on both the teaching and researching ability of Professor Thomas, the arguer recommends the university to raise her salary as well as give her a promotion to prevent job-hopping. This argument suffers from a few logical flaws which make it unconvincing.
In the first place, the evidence is specious to substantiate both the teaching and researching ability of Professor Thomas. Although the professor's classes are among the largest at the university, it is highly possible that the classes are compulsory lessons for the students. In this case, as the students are obliged to her lessons, the popularity of the professor is open to doubt. Meanwhile, it is highly possible that the professor was lack of research funds before the last two years and even if she got funds recently, compared with the others, these funds are rather small in size. In this case, the researching ability of the professor is also dubious. Without further evidence, it is rather difficult for us to assess the teaching and researching abilities of the professor.
Even assuming that Professor Thomas has both teaching and researching abilities, it is unfair for the arguer to assume that a professor could be capable for the job of Department Chairperson. Common sense tells us it takes much more for a professor to become a leader. Perhaps Professor Thomas has no inclination to be a leader. Or perhaps she is rather awkward in communicating with others as well as lacking the ability of leadership. Any scenario, if true, could greatly undermine the arguer's recommendation.
In addition, it is unfair for the arguer to neglect other possible candidates. Without comparisons between Professor Thomas and other candidates, it is highly possible that there are many other professors who are more capable to be the Department Chairperson. Without ruling out this possibility, it is difficult for us to accept the arguer's recommendation.
Finally, it is presumptuous for the arguer to assume that Professor Thomas could leave the university without high salary and a promotion. Perhaps she has already built up a good relationship with both her colleagues and students, which prevents her from leaving the university. Or perhaps the salary she already gets is much higher than that offered by other universities. Moreover, she could be loyal enough to stay in the university despite of the lower salary and position, which is one of the important qualities for leadership. If she is about to leave, the disloyalty could indicate her incapability for the job as the Department Chairperson. In this case, this argument even seems to be self-contradictory.
In sum, this argument is unconvincing as it stands. To bolster it, the arguer should provide further evidence to substantiate the teaching, researching as well as other qualities of the professor for the position of Department Chairperson. To better assess the recommendation, the arguer should also provide information about other candidates as well as the inclination of the professor for job-hopping.
还是觉得写得长了一点呀。:L 没来得及检查完
[ Last edited by staralways on 2005-8-5 at 12:11 ] |
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