Below are six (6) effective steps along with examples to assist you with understanding how to paraphrase.
6 Steps to Effective Paraphrasing
1. Reread the original passage until you understand its full meaning.
2. Set the original aside, and write your paraphrase on a note card.
3. Jot down a few words below your paraphrase to remind you later how you envision using this material. At the top of the note card, write a key word or phrase to indicate the subject of your paraphrase.
4. Check your rendition with the original to make sure that your version accurately expresses all the essential information in a new form.
5. Use quotation marks to identify any unique term or phraseology you have borrowed exactly from the source.
6. Record the source (including the page) on your note card so that you can credit it easily if you decide to incorporate the material into your paper.
Some examples to compare
The original passage:
Students frequently overuse direct quotation in taking notes, and as a result they overuse quotations in the final [research] paper. Probably only about 10% of your final manuscript should appear as directly quoted matter. Therefore, you should strive to limit the amount of exact transcribing of source materials while taking notes. Lester, James D. Writing Research Papers. 2nd ed. (1976): 46-47.
A legitimate paraphrase:
In research papers students often quote excessively, failing to keep quoted material down to a desirable level. Since the problem usually originates during note taking, it is essential to minimize the material recorded verbatim (Lester 46-47).
An acceptable summary:
Students should take just a few notes in direct quotation from sources to help minimize the amount of quoted material in a research paper (Lester 46-47).
A plagiarized version:
Students often use too many direct quotations when they take notes, resulting in too many of them in the final research paper. In fact, probably only about 10% of the final copy should consist of directly quoted material. So it is important to limit the amount of source material copied while taking notes.
Management
Is getting work done through others.
Efficiency
Getting work done with a minimum of effort, expense, or waste.
Effectiveness
Accomplishing tasks that help fulfill organizational objectives
Planning
Determining organizational goals and a means for achieving them.
Organizing
Deciding where decisions will be made, who will do what jobs and track, and who will work for whom.
Leading
Inspiring and motivating workers to work hard to achieve organizational goals.
Controlling
Monitoring progress toward goal achievement and taking corrective action when needed.
Top managers
Executives responsible for the overall direction of the organization.
Middle managers
Responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives
First-line managers
Train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services
Team leaders
Managers responsible for facilitating team activities toward goal accomplishment
Figurehead role
The interpersonal role managers play when they perform ceremonial duties
Leader role
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
Liason role
The interpersonal role mangers play when they deal with people outside their units
Monitor role
The informational role managers play when they scan their environment for information
Disseminator role
The informational role managers play when they share information with others in their departments or companies
Spokesperson role
The informational role managers play when they share information with people outside their departments or companies
Entrepreneur role
The decisional role managers play when they adapt themselves, their subordinates, and their subordinates, and their units to change
Disturbance handler
The decisional role managers play when they respond to severe pressures and problems that demand immediate action
Resource allocator role
The decisional role managers play when they decide who gets what resources and in what amounts
Negotiator role
The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises
Technical Skills
The specialized procedures, techniques, and knowledge required to get the job done
Human skills
The ability to work well with others
Conceptual skills
The ability to see the organization as whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
Motivation to manage
An assessment of how enthusiastic employees are about managing the work of others
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