Chapter 1 Communicating at Work

1 Chapter 1 Communicating at WorkMary Ellen Guffey, Busin...

Author: Octavia Dennis

0 downloads 4 Views

2 Changes Affecting the WorkplaceHeightened global competition Flattened management hierarchies Expanded team-based management Innovative communication technologies New work environments Increasingly diverse workforce Mary Ellen Guffey, Business Communication: Process and Product, 5e

3 Success for YOU in the new global and diverse workplace requires excellent communication skills!Mary Ellen Guffey, Business Communication: Process and Product, 5e

4 The Communication Process Basic ModelMary Ellen Guffey, Business Communication: Process and Product, 5e 3

5 The Communication Process Basic Model1. Sender has idea Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

6 The Communication Process Basic Model1. Sender has idea Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

7 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

8 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

9 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

10 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

11 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

12 The Communication Process Basic Model1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

13 The Communication Process Basic Model5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

14 The Communication Process Basic Model5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

15 The Communication Process Basic Model5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

16 The Communication Process Basic Model5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message 6. Possible additional feedback to receiver Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

17 The Communication Process Basic Model5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message 6. Possible additional feedback to receiver Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

18 The Communication Process Expanded ModelMary Ellen Guffey, Business Communication: Process and Product, 5e

19 Barriers to Interpersonal CommunicationBypassing Limited frame of reference Lack of language skills Lack of listening skills Emotional interference Physical distractions Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

20 Understanding is shaped byCommunication climate Context and setting Background, experiences Knowledge, mood Values, beliefs, culture Mary Ellen Guffey, Business Communication: Process and Product, 5e 11

21 Barriers That Block the Flow of Information in OrganizationsClosed communication climate Top-heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards Mary Ellen Guffey, Business Communication: Process and Product, 5e 12

22 Additional Communication BarriersFear of reprisal for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement Turf wars Mary Ellen Guffey, Business Communication: Process and Product, 5e 13

23 A Classic Case of MiscommunicationIn Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: “Hello Walter, Hello Walter!” Mary Ellen Guffey, Business Communication: Process and Product, 5e

24 A Classic Case of MiscommunicationAs his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: “Low water, low water!” Mary Ellen Guffey, Business Communication: Process and Product, 5e

25 Analysis of Flawed Communication ProcessMary Ellen Guffey, Business Communication: Process and Product, 5e 20

26 Analysis of Flawed Communication ProcessSender has idea Warn boater Mary Ellen Guffey, Business Communication: Process and Product, 5e 20

27 Analysis of Flawed Communication ProcessSender has idea Warn boater Sender encodes message “Low water!” Mary Ellen Guffey, Business Communication: Process and Product, 5e 20

28 Analysis of Flawed Communication ProcessSender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Mary Ellen Guffey, Business Communication: Process and Product, 5e 20

29 Analysis of Flawed Communication ProcessSender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Receiver decodes message “Hello Walter!” Mary Ellen Guffey, Business Communication: Process and Product, 5e 20

30 Barriers That Caused Cronkite MiscommunicationFrame of reference Language skills Listening skills Receiver accustomed to acclaim and appreciative crowds. Maine accent makes "water" and "Walter" sound similar. Receiver more accustomed to speaking than to listening. Mary Ellen Guffey, Business Communication: Process and Product, 5e

31 Barriers That Caused Cronkite MiscommunicationEmotional interference Physical barriers Ego prompted receiver to believe crowd was responding to his celebrity status. Noise from boat, distance between senders and receivers. Which of these barriers could be overcome through improved communication skills? Mary Ellen Guffey, Business Communication: Process and Product, 5e

32 Overcoming Communication BarriersRealize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback. Mary Ellen Guffey, Business Communication: Process and Product, 5e 22

33 Organizational CommunicationFunctions: internal and external Form: oral and written Form: channel selection dependent on Message content Need for immediate response Audience size and distance Audience reaction Need to show empathy, friendliness, formality Flow: Formal: down, up, horizontal Informal: grapevine Mary Ellen Guffey, Business Communication: Process and Product, 5e 23

34 Communication Flowing Through Formal ChannelsDownward Management directives Job plans, policies Company goals Mission statements Horizontal Task coordination Information sharing Problem solving Conflict resolution Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline Mary Ellen Guffey, Business Communication: Process and Product, 5e

35 Forms of Communication Flowing Through Formal ChannelsWritten Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Oral Telephone Face-to-face conversation Company meetings Team meetings Electronic Voic Instant Messaging Intranet Videoconferencing Mary Ellen Guffey, Business Communication: Process and Product, 5e

36 MISCOMMUNICATION IN PRODUCT EVOLVEMENTMary Ellen Guffey, Business Communication: Process and Product, 5e 26

37 As Marketing Requested ItMary Ellen Guffey, Business Communication: Process and Product, 5e

38 As Sales Ordered It Mary Ellen Guffey, Business Communication: Process and Product, 5e 28

39 As Engineering Designed ItMary Ellen Guffey, Business Communication: Process and Product, 5e

40 As Production Manufactured ItMary Ellen Guffey, Business Communication: Process and Product, 5e

41 As Maintenance Installed ItMary Ellen Guffey, Business Communication: Process and Product, 5e

42 What the Customer WantedMary Ellen Guffey, Business Communication: Process and Product, 5e

43 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% Mary Ellen Guffey, Business Communication: Process and Product, 5e 33

44 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% received by vice-president 63% Mary Ellen Guffey, Business Communication: Process and Product, 5e 34

45 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% Mary Ellen Guffey, Business Communication: Process and Product, 5e 35

46 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% Mary Ellen Guffey, Business Communication: Process and Product, 5e 36

47 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader % Mary Ellen Guffey, Business Communication: Process and Product, 5e 37

48 Message Distortion Downward Communication Through Five Levels of ManagementMessage Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader % received by worker % Mary Ellen Guffey, Business Communication: Process and Product, 5e 38

49 Surmounting Organizational BarriersEncourage open environment for interaction and feedback. Flatten the organizational structure. Promote horizontal communication. Provide hotline for anonymous feedback. Provide sufficient information through formal channels. Mary Ellen Guffey, Business Communication: Process and Product, 5e 39

50 Five Common Ethical TrapsThe false- necessity trap (convincing yourself that no other choice exists) The doctrine-of- relative-filth trap (comparing your unethical behavior with someone else’s even more unethical behavior) Mary Ellen Guffey, Business Communication: Process and Product, 5e

51 Five Common Ethical TrapsThe rationalization trap (justifying unethical actions with excuses) The self-deception trap (persuading yourself, for example, that a lie is not really a lie) The ends-justify-the-means trap (using unethical methods to accomplish a desirable goal) Mary Ellen Guffey, Business Communication: Process and Product, 5e

52 Tools for Doing the Right ThingIs the action you are considering legal? How would you see the problem if you were on the other side? What alternate solutions are available? Mary Ellen Guffey, Business Communication: Process and Product, 5e

53 Tools for Doing the Right ThingCan you discuss the problem with someone you trust? How would you feel if your family, friends, employer, or co-workers learned of your action? Mary Ellen Guffey, Business Communication: Process and Product, 5e

55 Why form groups and teams?Better decisions Faster response Increased productivity Greater “buy-in” Less resistance to change Improved employee morale Reduced risks Mary Ellen Guffey, Business Communication: Process and Product, 5e

56 Four Phases of Team DevelopmentMary Ellen Guffey, Business Communication: Process and Product, 5e

57 Four Phases of Team DevelopmentForming Mary Ellen Guffey, Business Communication: Process and Product, 5e

58 Four Phases of Team DevelopmentForming Mary Ellen Guffey, Business Communication: Process and Product, 5e

59 Four Phases of Team DevelopmentForming Storming Mary Ellen Guffey, Business Communication: Process and Product, 5e

60 Four Phases of Team DevelopmentForming Storming Mary Ellen Guffey, Business Communication: Process and Product, 5e

61 Four Phases of Team DevelopmentForming Storming Norming Mary Ellen Guffey, Business Communication: Process and Product, 5e

62 Four Phases of Team DevelopmentForming Storming Norming Mary Ellen Guffey, Business Communication: Process and Product, 5e

63 Four Phases of Team DevelopmentForming Storming Norming Performing Mary Ellen Guffey, Business Communication: Process and Product, 5e

64 Four Phases of Team DevelopmentForming Storming Norming Performing Mary Ellen Guffey, Business Communication: Process and Product, 5e

65 Characteristics of Successful TeamsSmall size, diverse makeup Agreement on purpose Agreement on procedures Ability to deal with conflict Use of good communication techniques Ability to collaborate rather than compete Shared leadership Mary Ellen Guffey, Business Communication: Process and Product, 5e

66 Roles Played by Team MembersTask Roles Initiator Information seeker/giver Opinion seeker/giver Direction giver Summarizer Diagnoser Mary Ellen Guffey, Business Communication: Process and Product, 5e

67 Roles Played by Team MembersEnergizer Gatekeeper Reality tester What kinds of statements might be made by these role players? Mary Ellen Guffey, Business Communication: Process and Product, 5e

68 Roles Played by Team MembersRelationship Roles Participation encourager Harmonizer/tension reliever Evaluator of emotional climate Praise giver Empathic listener What kinds of statements might be made by these role players? Mary Ellen Guffey, Business Communication: Process and Product, 5e

69 Roles Played by Team MembersDysfunctional Roles Blocker Attacker Recognition-seeker Joker Withdrawer What kinds of statements might be made by these role players? Mary Ellen Guffey, Business Communication: Process and Product, 5e

70 Skills for Team LeadersTask Relationships Goal setting Agenda making Clarifying Summarizing Verbalizing consensus Establishing work patterns Following procedures Mary Ellen Guffey, Business Communication: Process and Product, 5e

71 Skills for Team LeadersInterpersonal Relationships Regulating participation Maintaining positive climate Maintaining mutual respect Instigating group self-analysis Resolving conflict Instigating conflict Mary Ellen Guffey, Business Communication: Process and Product, 5e

72 Methods for Reaching Group DecisionsMajority Consensus Minority Averaging Authority rule with discussion What are the advantages and disadvantages of each method? Mary Ellen Guffey, Business Communication: Process and Product, 5e

73 Common Conflict Response PatternsAvoidance/withdrawal Accommodation/ smoothing Compromise Competition/forcing Collaboration/ problem-solving Mary Ellen Guffey, Business Communication: Process and Product, 5e

74 Six-Step Procedure for Dealing With ConflictListen. Understand the other point of view. Show concern for the relationship. Look for common ground. Invent new problem-solving options. Reach a fair agreement. Mary Ellen Guffey, Business Communication: Process and Product, 5e

75 Strategies for Effective Conflict ResolutionClear the air. If you’re on a team with someone who seems consistently irritated with you, ask for a private meeting. Solicit feedback; listen without interrupting and with an open mind. Request permission to respond with equal openness. Mary Ellen Guffey, Business Communication: Process and Product, 5e

76 Planning and Participating in MeetingsBefore the meeting Consider alternatives. Is a meeting necessary? Invite the right people. Include . . . those who have information. those who can make decisions. those who must implement decisions. Distribute an agenda. Mary Ellen Guffey, Business Communication: Process and Product, 5e

77 Planning and Participating in MeetingsDuring the Meeting Start on time and introduce the agenda. Appoint a secretary and a recorder. Encourage balanced participation. Confront conflict frankly. Summarize points of consensus along the way. Mary Ellen Guffey, Business Communication: Process and Product, 5e

78 Planning and Participating in MeetingsEnding the Meeting and Following Up Review meeting decisions. Distribute minutes of meeting. Remind people of action items. Mary Ellen Guffey, Business Communication: Process and Product, 5e

79 Collaboration Technology Facilitates MeetingsAudioconferencing (teleconferencing) Videoconferencing Desktop conferencing Media conferencing Internet relay chat Webcasting Mary Ellen Guffey, Business Communication: Process and Product, 5e

80 Collaboration Technology Facilitates Project MeetingsSoftware programs help managers Identify project phases Clarify goals Establish deadlines Anticipate obstacles Mary Ellen Guffey, Business Communication: Process and Product, 5e

81 Collaboration Technology Facilitates Decision Support“Digital dashboards” help managers Gather more data in shorter time Crunch information in near real-time Analyze information easily and quickly Forecast business performance Explain shifts in performance Make informed decisions Mary Ellen Guffey, Business Communication: Process and Product, 5e

83 Listening Mary Ellen Guffey, Business Communication: Process and Product, 5e

84 The Listening Process Mary Ellen Guffey, Business Communication: Process and Product, 5e

85 The Listening Process PerceptionMary Ellen Guffey, Business Communication: Process and Product, 5e

86 The Listening Process Perception InterpretationMary Ellen Guffey, Business Communication: Process and Product, 5e

87 The Listening Process Perception Interpretation EvaluationMary Ellen Guffey, Business Communication: Process and Product, 5e

88 The Listening Process Perception Interpretation Evaluation ActionMary Ellen Guffey, Business Communication: Process and Product, 5e

89 Listening Process BarriersMental Barriers Inattention Prejudgment Frame of reference Closed-mindedness Pseudolistening Mary Ellen Guffey, Business Communication: Process and Product, 5e

90 Listening Process BarriersPhysical and Other Barriers Hearing impairment Noisy surroundings Speaker’s appearance Speaker’s mannerisms Lag time Mary Ellen Guffey, Business Communication: Process and Product, 5e

91 Listening in the WorkplaceListening to superiors Listening to colleagues and teammates Listening to customers Mary Ellen Guffey, Business Communication: Process and Product, 5e

92 Listening in the WorkplaceImproving Listening in the Workplace Stop talking. Control external and internal distractions. Become actively involved. Separate facts from opinions. Identify important facts. Ask clarifying questions. Paraphrase to increase understanding. Capitalize on lag time. Take notes to ensure retention. Be aware of gender differences. Mary Ellen Guffey, Business Communication: Process and Product, 5e

93 Listening in the WorkplaceSkillful Listening to Customers Defer judgment. Pay attention to content (not to appearance, form, or surface issues). Listen completely. Listen primarily for the main idea; avoid responding to sidetracking issues. Do only one thing at a time; listening is a full-time job. Control your emotions. Be silent for a moment after the customer finishes. Make affirming statements and invite additional comments. Mary Ellen Guffey, Business Communication: Process and Product, 5e

94 Ten Misconceptions About Listening1. Listening is a matter of intelligence. Fact: Careful listening is a learned behavior. 2. Speaking is a more important part of the communication process than listening. Fact: Speaking and listening are equally important. 3. Listening is easy and requires little energy. Fact: Active listeners undergo the same physiological changes as a person jogging. Mary Ellen Guffey, Business Communication: Process and Product, 5e

95 Ten Misconceptions About Listening4. Listening is an automatic reflex. Fact: Listening is a conscious, selective process; hearing is an involuntary act. 5. Speakers are able to command listening. Fact: Speakers cannot make a person really listen. 6. Hearing ability determines listening ability. Fact: Listening happens mentally – between the ears. Mary Ellen Guffey, Business Communication: Process and Product, 5e

96 Ten Misconceptions About Listening7. Speakers are totally responsible for communication success. Fact: Communication is a two-way street. 8. Listening is only a matter of understanding a speaker’s words. Fact: Nonverbal signals also help listeners gain understanding. Mary Ellen Guffey, Business Communication: Process and Product, 5e

97 Ten Misconceptions About Listening9. Daily practice eliminates the need for listening training. Fact: Without effective listening training, most practice merely reinforces negative behaviors. 10. Competence in listening develops naturally. Fact: Untrained people listen at only 25 percent efficiency. Mary Ellen Guffey, Business Communication: Process and Product, 5e

98 Most Irritating Listening Habits1. Rushing the speaker and making him feel he is wasting the listener’s time. 2. Interrupting the speaker. 3. Not looking at the speaker. 4. Getting ahead of the speaker (finishing her thoughts). 5. Not responding to the speaker’s requests. Mary Ellen Guffey, Business Communication: Process and Product, 5e

99 Most Irritating Listening Habits6. Showing interest in something other than what the speaker is saying. 7. Saying “Yes, but . . .,” as if the listener’s mind is made up. 8. Topping the speaker’s story with “That reminds me . . .” or “That’s nothing; let me tell you about ” Mary Ellen Guffey, Business Communication: Process and Product, 5e

100 Most Irritating Listening Habits9. Forgetting what was talked about previously. 10. Asking too many questions about details. Based on International Listening Association , January 2001. Mary Ellen Guffey, Business Communication: Process and Product, 5e

101 Nonverbal CommunicationNonverbal communication includes all unwritten and unspoken messages, both intentional and unintentional. Mary Ellen Guffey, Business Communication: Process and Product, 5e

102 Functions of Nonverbal CommunicationTo complement and illustrate To reinforce and accentuate To replace and substitute To control and regulate To contradict Mary Ellen Guffey, Business Communication: Process and Product, 5e

103 Forms of Nonverbal CommunicationEye contact Facial expression Posture and gestures Appearance of people Mary Ellen Guffey, Business Communication: Process and Product, 5e

104 Forms of Nonverbal CommunicationTime Space Territory Appearance of documents How can these nonverbal forms be used to send positive messages? Mary Ellen Guffey, Business Communication: Process and Product, 5e

105 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration Short breaths, “tsk” sound, clenched hands, wringing hands Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

106 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

107 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

108 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

109 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

110 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures 5 Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

111 Nonverbal Behavior and Perception A “Matching” Quiz1. Insecurity Defensiveness Cooperation 4. Confidence Nervousness Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures 5 Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears 1 Pinching flesh, chewing pen, biting fingernails Mary Ellen Guffey, Business Communication: Process and Product, 5e

113 Increasing Importance of Intercultural CommunicationTechnological advancements General global interconnectivity Globalization of markets Intercultural workforce Mary Ellen Guffey, Business Communication: Process and Product, 5e

114 Understanding CultureHow is culture like a computer program? Society, gender, race, age, religion, and other factors control our reactions and behavior. Mary Ellen Guffey, Business Communication: Process and Product, 5e

115 Characteristics of Culture1. Culture is learned. 2. Cultures are inherently logical. 3. Culture forms our self-identity and community. 4. Culture combines the visible and the invisible. 5. Culture is dynamic. Mary Ellen Guffey, Business Communication: Process and Product, 5e

116 Selected Dimensions of CultureContext High-context cultures (in Japan, China, and Arab countries) tend to be relational, collectivist, intuitive, and contemplative. Low-context cultures (in North America, Scandinavia, and Germany) tend to be logical, linear, and action-oriented. Mary Ellen Guffey, Business Communication: Process and Product, 5e

117 Selected Dimensions of CultureIndividualism High-context cultures prefer group values, duties, and decisions. Low-context cultures tend to prefer individual initiative, self-assertion, personal achievement. Mary Ellen Guffey, Business Communication: Process and Product, 5e

118 Selected Dimensions of CultureFormality Other cultures may prefer more formality. North Americans place less emphasis on tradition, ceremony, and social rules. Mary Ellen Guffey, Business Communication: Process and Product, 5e

119 Selected Dimensions of CultureCommunication Style High-context cultures rely on nonverbal cues and the total picture to communicate. Meanings are embedded at many social levels. Low-context cultures emphasize words, straightforwardness, openness. People tend to be informal, impatient, literal. Mary Ellen Guffey, Business Communication: Process and Product, 5e

120 Selected Dimensions of CultureTime Orientation Time is unlimited and never-ending in some cultures. Relaxed attitude toward time. Time is precious to North Americans. It correlates with productivity, efficiency, and money. Mary Ellen Guffey, Business Communication: Process and Product, 5e

121 High-Context and Low-Context CulturesJapanese Arab Latin American Spanish English Italian French North American Scandinavian German Swiss Mary Ellen Guffey, Business Communication: Process and Product, 5e

122 Improving Communication With Intercultural AudiencesOral Messages Learn foreign phrases. Use simple English. Speak slowly and enunciate clearly. Observe eye messages. Encourage accurate feedback. Check frequently for comprehension. Mary Ellen Guffey, Business Communication: Process and Product, 5e

123 Improving Communication With Intercultural AudiencesOral Messages Accept blame. Listen without interrupting. Tell speakers if you don’t understand. Remember to smile! Follow up in writing. Mary Ellen Guffey, Business Communication: Process and Product, 5e

124 Improving Communication With Intercultural AudiencesWritten Messages Adapt to local formats. Use short sentences and short paragraphs. Avoid ambiguous expressions. Strive for clarity. Use correct grammar. Mary Ellen Guffey, Business Communication: Process and Product, 5e

125 Improving Communication With Intercultural AudiencesWritten Messages Cite numbers carefully. Accommodate reader in organization, tone, and style. Mary Ellen Guffey, Business Communication: Process and Product, 5e

126 Making Ethical Decisions Across BordersBroaden your view of other cultures. Avoid reflex judgments. Find alternatives. Refuse business if options violate your basic values. Conduct all business openly. Don’t rationalize shady decisions. Resist lawful but unethical strategies. Mary Ellen Guffey, Business Communication: Process and Product, 5e

127 Proverbs Reflect CultureWhat do these proverbs tell us about this culture and its values? U.S. Proverbs Waste not, want not. He who holds the gold makes the rules. If at first you don’t succeed, try, try again. The early bird gets the worm. Mary Ellen Guffey, Business Communication: Process and Product, 5e

128 Proverbs Reflect CultureWhat do these proverbs tell us about this culture and its values? Chinese Proverbs A man who waits for a roast duck to fly into his mouth must wait a very, very long time. A man who says it cannot be done should not interrupt a man doing it. Give a man a fish, and he will live a day; give him a net, and he will live a lifetime. Mary Ellen Guffey, Business Communication: Process and Product, 5e

129 Proverbs Reflect CultureOther Proverbs No one is either rich or poor who has not helped himself to be so. (German) Words do not make flour. (Italian) Wealth that comes in at the door unjustly, goes out at the windows. (Egyptian) Mary Ellen Guffey, Business Communication: Process and Product, 5e

130 Comparing U.S. and Foreign ViewsHow Many U.S. Persons View Themselves Informal, friendly, casual Egalitarian Direct, aggressive Efficient Goal- and achievement-oriented Profit-oriented Resourceful, ingenious Individualistic, progressive Dynamic, identify with work Enthusiastic, prefer hard sell Open How Many Foreigners View U.S. Persons Undisciplined, too personal Insensitive to status Blunt, rude, oppressive Opportunistic, obsessed with time Promise more than they deliver Materialistic Deals more important than people Self-absorbed Driven Deceptive, fearsome Weak, untrustworthy Mary Ellen Guffey, Business Communication: Process and Product, 5e

131 Diversity Demographics Quiz1. The most dramatic workforce change since the 1960s is the growing number of_________ in the workforce. a. Hispanics c. African-Americans b. seniors (65 or over) d. women Mary Ellen Guffey, Business Communication: Process and Product, 5e

132 Diversity Demographics Quiz1. The most dramatic workforce change since the 1960s is the growing number of_________ in the workforce. a. Hispanics c. African-Americans b. seniors (65 or over) d. women Mary Ellen Guffey, Business Communication: Process and Product, 5e

133 Diversity Demographics Quiz2. By 2050, close to _________ of the U.S. population will be made up of Asians, Hispanics, African-Americans, and other nonwhite groups. a. one quarter c. one half b. one third d. two thirds Mary Ellen Guffey, Business Communication: Process and Product, 5e

134 Diversity Demographics Quiz2. By 2050, close to _________ of the U.S. population will be made up of Asians, Hispanics, African-Americans, and other nonwhite groups. a. one quarter c. one half b. one third d. two thirds Mary Ellen Guffey, Business Communication: Process and Product, 5e

135 Diversity Demographics Quiz3. Among individuals with a work-limiting disability, 44 percent hold college degrees and 75 percent are computer literate. How many of these disabled people are NOT part of the workforce? a. one quarter c. one half b. one third d. two thirds Mary Ellen Guffey, Business Communication: Process and Product, 5e

136 Diversity Demographics Quiz3. Among individuals with a work-limiting disability, 44 percent hold college degrees and 75 percent are computer literate. How many of these disabled people are NOT part of the workforce? a. one quarter c. one half b. one third d. two thirds Mary Ellen Guffey, Business Communication: Process and Product, 5e

137 Diversity Demographics Quiz4. The Bureau of Labor Statistics estimates that between 200 and 2025 the number of over-55 workers will___________. a. decrease by 13 percent b. decrease by 23 percent c. increase by 53 percent d. increase by 83 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

138 Diversity Demographics Quiz4. The Bureau of Labor Statistics estimates that between 2000 and 2025 the number of over-55 workers will___________. a. decrease by 13 percent b. decrease by 23 percent c. increase by 53 percent d. increase by 83 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

139 Diversity Demographics Quiz5. What percentage of the U.S. population over 5 years of age speaks a language other than English at home? a. 8 percent c. 18 percent b. 28 percent d. 38 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

140 Diversity Demographics Quiz5. What percentage of the U.S. population over 5 years of age speaks a language other than English at home? a. 8 percent c. 18 percent b. 28 percent d. 38 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

141 Diversity Demographics Quiz6. Based on the latest census figures, what are the two MOST racially and ethnically diverse states in the continental United States? a. Florida, New York c. California, Texas b. Florida, California d. New Mexico, California Mary Ellen Guffey, Business Communication: Process and Product, 5e

142 Diversity Demographics Quiz6. Based on the latest census figures, what are the two MOST racially and ethnically diverse states in the continental United States? a. Florida, New York c. California, Texas b. Florida, California d. New Mexico, California Mary Ellen Guffey, Business Communication: Process and Product, 5e

143 Diversity Demographics Quiz7. Based on the latest census figures, what are the two LEAST racially and ethnically diverse states in the continental United States? a. Rhode Island, Delaware b. Maine, Vermont c. North Dakota, South Dakota d. Maine, New Hampshire Mary Ellen Guffey, Business Communication: Process and Product, 5e

144 Diversity Demographics Quiz7. Based on the latest census figures, what are the two LEAST racially and ethnically diverse states in the continental United States? a. Rhode Island, Delaware b. Maine, Vermont c. North Dakota, South Dakota d. Maine, New Hampshire Mary Ellen Guffey, Business Communication: Process and Product, 5e

145 Diversity Demographics Quiz8. In 1960 married women with children made up 28 percent of the workforce. What percent of married women with children are now in the workforce? a. 40 percent c. 60 percent b. 50 percent d. 70 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

146 Diversity Demographics Quiz8. In 1960 married women with children made up 28 percent of the workforce. What percent of married women with children are now in the workforce? a. 40 percent c. 60 percent b. 50 percent d. 70 percent Mary Ellen Guffey, Business Communication: Process and Product, 5e

147 Diversity Demographics Quiz9. The most profound challenge for managers and administrators in all organizations striving for diversity will center on _____________? a. recruiting c. management style b. promotion d. communication Mary Ellen Guffey, Business Communication: Process and Product, 5e

148 Diversity Demographics Quiz9. The most profound challenge for managers and administrators in all organizations striving for diversity will center on _____________? a. recruiting c. management style b. promotion d. communication Mary Ellen Guffey, Business Communication: Process and Product, 5e

149 Tips for Capitalizing on Workforce DiversitySeek training. Understand the value of differences. Don’t expect conformity. Create zero tolerance for bias and stereotypes. Learn about your cultural self. Make fewer assumptions. Build on similarities. Mary Ellen Guffey, Business Communication: Process and Product, 5e

151 Business writing is . . . Purposeful. It solves problems and conveys information. Economical. It is concise. Reader oriented. It focuses on the receiver, not the sender. Mary Ellen Guffey, Business Communication: Process and Product, 5e 2

152 Guffey’s 3-x-3 Writing ProcessPhase 1: Prewriting Analyzing, anticipating, adapting Phase 2: Writing Researching, organizing, composing Phase 3: Revising Revising, proofreading, evaluating Mary Ellen Guffey, Business Communication: Process and Product, 5e 3

153 Analyzing and AnticipatingAnalyze the task Identify the purpose Anticipate the audience Primary receivers? Secondary receivers? Select the best channel Importance of the message? Feedback required? Permanent record required? Cost of the channel? Degree of formality? Mary Ellen Guffey, Business Communication: Process and Product, 5e 4

154 Choosing Channels Channel Best useFace-to-face conversation Telephone call Voice mail message Fax Best use To share personal message, be persuasive, or deliver bad news; richest communication channel For convenience when nonverbal cues are unimportant To leave message for response when convenient To cross time zones, to produce written record, for speedy delivery To exchange information conveniently and quickly, but problematic for some messages Mary Ellen Guffey, Business Communication: Process and Product, 5e 4

155 Choosing Channels Channel Best useFace-to-face group meeting Video or teleconferencing Memo Letter Report Best use When group decisions and consensus are important To disperse data or elicit consensus from geographically dispersed group To produce formal, written record for insiders To produce formal, written record for customers and other outsiders To deliver complex data internally or externally Mary Ellen Guffey, Business Communication: Process and Product, 5e 4

156 Adapting to Task and AudienceSpotlight receiver benefits (the warranty starts working for you immediately). Cultivate the “you” view (you will receive your order). Use sensitive language avoiding gender, race, age, and disability biases (office workers, not office girls). Mary Ellen Guffey, Business Communication: Process and Product, 5e 5

157 Adapting to Task and AudienceExpress thoughts positively (you will be happy to, not you won't be sorry that). Use familiar words (salary, not remuneration). Use precise, vigorous words (fax me, not contact me). Mary Ellen Guffey, Business Communication: Process and Product, 5e 5

158 Developing Reader BenefitsSender-focused “We are requiring all staffers to complete these forms in compliance with company policy.” Receiver-focused “Please complete these forms so that you will be eligible for health and dental benefits.” Mary Ellen Guffey, Business Communication: Process and Product, 5e

159 Developing Reader BenefitsSender-focused “Because we need more space for our new inventory, we’re staging a two-for-one sale.” Receiver-focused “You can buy a year’s supply of paper and pay for only six months’ worth during our two-for-one sale.” Mary Ellen Guffey, Business Communication: Process and Product, 5e

160 Emphasize the “You” View“We” view We are issuing a refund. “You” view You will receive a refund. We take pleasure in announcing an agreement we made with Hewlett Packard to allow us to offer discounted printers in the student store. An agreement with Hewlett Packard allows you and other students to buy discounted printers at your convenient student store. Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

161 Hidden Negative MeaningsWriters are sometimes unaware of the hidden messages conveyed by their words. Mary Ellen Guffey, Business Communication: Process and Product, 5e

162 Hidden Negative MeaningsYou overlooked (You are careless.) You failed to You state that (But I don’t believe you.) You claim that (It’s probably untrue.) Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

163 Hidden Negative MeaningsYou are wrong (I am right.) You do not understand (You are not very bright.) Your delay (You are at fault.) You forgot to (You are not only inefficient but also stupid and careless.) Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

164 Use Bias-Free LanguageGender-Biased female attorney waitress man hours workman Improved attorney server working hours worker Biased Each employee has his ID card. Improved Each employee has an ID card. All employees have ID cards. Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

165 Use Bias-Free LanguageBiased We hired an Indian programmer. Improved We hired a programmer. Early-bird specials are only for old people. Early-bird specials are only for people over 65. Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

166 Use Courteous LanguageLess Courteous Everyone must return these forms by January 1. More Courteous Please return the forms by January 1. This is the second time I’ve had to write! Why can’t you get my account straight? Attached is my previous letter. Please help me straighten out this account. Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

167 Use Simple, Familiar LanguageUnfamiliar We need to effectuate improvement of our manuals to better elucidate our training goals. Familiar We need to improve our manuals to clarify our training goals. Sales reps generally conjecture when making sales projections for homogeneous territories. Sales reps generally guess when projecting sales in similar territories. Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

168 Adapting to Legal ResponsibilitiesMary Ellen Guffey, Business Communication: Process and Product, 5e 12

169 Adapting to Legal ResponsibilitiesAvoid litigation by using especially careful language in four areas: Investment information Safety information Marketing information Human resources information Mary Ellen Guffey, Business Communication: Process and Product, 5e 13

170 Document for Analysis Revision Solution Activity 5.1Mary Ellen Guffey, Business Communication: Process and Product, 5e 14

171 Activity 5.1 TO: All Employees Using HP 5000 Computers Your cooperation is urgently needed in solving a serious computer security problem. To enable you to keep your files and those of the entire company secure, please follow these two actions: 1. Keep your password private. Please do not share it with anyone Log on to the computer manually. Avoid using automatic log-on procedures. Mary Ellen Guffey, Business Communication: Process and Product, 5e 15

172 Activity 5.1 By refusing to share your password, you prevent intrusion into your private files. Automatic log-on procedures are also dangerous. Although they seem to save time, they give anyone access to the entire computer system--even a person without prior knowledge of your password. Please sign the attached form and return it to me indicating that you are aware of this urgent problem and are willing to avoid these two actions in your computer use. Attachment Mary Ellen Guffey, Business Communication: Process and Product, 5e 16

174 Formal Research MethodsAccess electronically – Internet, databases, CD-ROMs Search manually – books, articles, and other secondary sources Investigate primary sources – interviews, surveys, focus groups Experiment scientifically – tests with experimental and control groups Mary Ellen Guffey, Business Communication: Process and Product, 5e 2

175 Informal Research and Idea GenerationLook in office files. Talk with your boss. Interview the target audience. Conduct an informal survey. Brainstorm for ideas. Develop a cluster diagram. Mary Ellen Guffey, Business Communication: Process and Product, 5e 3

176 Using a Cluster Diagram to Generate Ideas1. In the center of a clean sheet of paper, write your topic name and circle it. 2. Around the circle, record any topic ideas that pop into your mind. 3. Circle each separate area. 4. Avoid censoring ideas. 5. If ideas seem related, join them with lines; don’t spend time on organization just yet. Mary Ellen Guffey, Business Communication: Process and Product, 5e 4

177 Organizing Data Listing and outlining Grouping ideas into patterns.Direct pattern for receptive audiences Indirect pattern for unreceptive audiences Mary Ellen Guffey, Business Communication: Process and Product, 5e 5

178 Organizing Cluster Diagram Ideas Into SubclustersTips Analyze the idea generated in the original cluster diagram. Cross out ideas that are obviously irrelevant; simplify and clarify. Add new ideas that seem appropriate. Study the ideas for similarities. Mary Ellen Guffey, Business Communication: Process and Product, 5e 6

179 Organizing Cluster Diagram Ideas Into SubclustersTips Group similar ideas into classifications (such as Purpose, Content, Development, and Form). If the organization seems clear at this point, prepare an outline. For further visualization, make subcluster circles around each classification. Mary Ellen Guffey, Business Communication: Process and Product, 5e 6

180 Audience Response Determines Pattern of OrganizationIf pleased If neutral DIRECT PATTERN Good News or Main Idea If mildly interested Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

181 Audience Response Determines Pattern of OrganizationIf unwilling or uninterested If hostile INDIRECT PATTERN If displeased or disappointed Bad News or Main Idea Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

182 Composing Mary Ellen Guffey, Business Communication: Process and Product, 5e 10

183 Creating Effective SentencesRecognize phrases and clauses. Use short sentences. Emphasize important ideas. Use the active voice for most sentences. Use the passive voice to deemphasize the performer and/or to be tactful. Avoid dangling and misplaced modifiers. Mary Ellen Guffey, Business Communication: Process and Product, 5e 11

184 Recognizing Phrases and ClausesClauses have subjects and verbs; phrases do not. Independent clauses are complete; dependent clauses are not. Phrases and dependent clauses cannot function as sentences. Independent Clause: They were eating cold pizza. Dependent Clause: that they want to return for a refund Phrase: to return for a refund Mary Ellen Guffey, Business Communication: Process and Product, 5e 12

185 Using Short Sentences Sentence Length Comprehension Rate 8 words100% 90% 80% 50% Source: American Press Institute Mary Ellen Guffey, Business Communication: Process and Product, 5e

186 Emphasizing Important IdeasPosition the most important idea at the beginning of the sentence. Make sure the most important idea is the subject of the sentence. Place the main idea in a short sentence. Mary Ellen Guffey, Business Communication: Process and Product, 5e 14

187 Use the Active Voice for Most SentencesActive voice: We lost money. Active voice: I sent the message yesterday. (The subject is the performer.) Mary Ellen Guffey, Business Communication: Process and Product, 5e 15

188 Use the Passive Voice To Deemphasize the Performer and/or To Be TactfulPassive voice: Money was lost (by us). Passive voice: The message was sent yesterday (by me). (Passive voice test: Ask “By whom?” If you can fill in the performer, the verb is probably in the passive voice.) Mary Ellen Guffey, Business Communication: Process and Product, 5e 16

189 Avoid Dangling ModifiersDangling modifier: To be hired, an application must be completed. Revision: To be hired, you must complete an application. Revision: To be hired, fill out an application. (In the last example, you is understood to be the subject of fill.) Mary Ellen Guffey, Business Communication: Process and Product, 5e 17

190 Avoid Misplaced ModifiersMisplaced modifier: The patient was referred to a psychiatrist with a severe emotional problem. Revision: The patient with a severe emotional problem was referred to a psychiatrist. Mary Ellen Guffey, Business Communication: Process and Product, 5e

191 Effective Paragraphs Mary Ellen Guffey, Business Communication: Process and Product, 5e

192 Effective Paragraphs Drafting effective paragraphsDiscuss only one topic in each paragraph. Arrange sentences in a strategic plan. Link ideas to build coherence. Use transitional expressions for coherence. Compose short paragraphs for effective business messages. Mary Ellen Guffey, Business Communication: Process and Product, 5e 20

193 Effective Paragraphs Discussing only one topic in each paragraphGroup similar ideas together. Start a new paragraph for each new topic. Mary Ellen Guffey, Business Communication: Process and Product, 5e 21

194 Arranging Sentences in a Strategic PlanEffective Paragraphs Arranging Sentences in a Strategic Plan Direct Plan: main sentence followed by supporting sentences (for defining, classifying, illustrating, and describing ideas) Pivoting Plan: limiting sentences, main sentence, supporting sentences (for comparing and contrasting) Mary Ellen Guffey, Business Communication: Process and Product, 5e 22

195 Arranging Sentences in a Strategic PlanEffective Paragraphs Arranging Sentences in a Strategic Plan Indirect Plan: supporting sentences, main sentence (for describing causes followed by effects) Mary Ellen Guffey, Business Communication: Process and Product, 5e 22

196 Effective Paragraphs Linking ideas to build coherenceSustain the key idea by repeating or rephrasing it. Use a pronoun (. . . to fulfill three goals. They are . . .). Dovetail sentences. Connect the beginning of each new sentence with a word from the end of the previous sentence (. . . to hire new employees. These employees . . .). Mary Ellen Guffey, Business Communication: Process and Product, 5e 23

197 Effective Paragraphs Using transitional expressions for coherenceRecommended expressions: additionally also as a result for example in other words therefore Mary Ellen Guffey, Business Communication: Process and Product, 5e 24

198 Document for Analysis Revision Activity 6.1Mary Ellen Guffey, Business Communication: Process and Product, 5e 25

199 that benefit you and the Southeast Division, the Systems Activity 6.1 To: All Southeast Division Employees To help you make better hardware and software selections that benefit you and the Southeast Division, the Systems Development Department has developed three steps we'd like you to follow in making any future purchases. 1. Contact SDD when you begin your search for hardware or software. Our staff is very knowledgeable about personal computers, word processing programs, and other software. As a result, we can provide you with invaluable assistance in making the best selection for your needs at the best possible prices. Mary Ellen Guffey, Business Communication: Process and Product, 5e 26

200 2. Present a written proposal and a purchase request form for Activity 6.1 2. Present a written proposal and a purchase request form for approval. The proposal must establish the need for computer equipment and analyze the benefits resulting from the purchase. Also include an itemized statement of costs for all proposed hardware and software. 3. Coordinate all future purchases with SDD. After your equipment or software arrives, be sure to continue to schedule all purchases through SDD. In this way, we can help maintain compatibility; your computer can "talk" with those of your colleagues in the division. We can also help you develop a library of resources to share. Mary Ellen Guffey, Business Communication: Process and Product, 5e 27

201 If you follow these three steps, we'll all benefit from a Activity 6.1 If you follow these three steps, we'll all benefit from a coordinated purchase effort. Call me at X466 if you have any questions. Mary Ellen Guffey, Business Communication: Process and Product, 5e 28

202 Organizing Data Outline Activity 6.2I. Before purchase II. Purchase authorization III. After purchase Mary Ellen Guffey, Business Communication: Process and Product, 5e 29

203 I. Before purchase A. Let us help you make a decision.Activity 6.2 I. Before purchase A. Let us help you make a decision. B. Our knowledgeable staff is available for consultation. C. We know personal computers, word processing programs, and other software. Mary Ellen Guffey, Business Communication: Process and Product, 5e 30

204 II. Purchase authorizationActivity 6.2 II. Purchase authorization A. Present written proposal. 1. Describe need for equipment. 2. Analyze benefits resulting from purchase. 3. Itemize costs for all hardware and software. B. Prepare purchase request form for approval. Mary Ellen Guffey, Business Communication: Process and Product, 5e 31

205 Activity 6.2 III. After purchase A. Coordinate all future hardware and software purchases to facilitate compatibility. 1. Allows computers to “talk” to each other. 2. Develops a library of resources for the entire division. Mary Ellen Guffey, Business Communication: Process and Product, 5e 32

207 Revising for Clarity, Conciseness, and ReadabilityKeep it simple. Keep it conversational. Remove opening fillers. Eliminate redundancies. Reduce compound prepositions. Purge empty words. Mary Ellen Guffey, Business Communication: Process and Product, 5e 2

208 Revising for Clarity, Conciseness, and ReadabilityKick the noun habit. Dump trite “business” phrases. Develop parallelism (balanced construction). Apply graphic highlighting. Measure readability. Mary Ellen Guffey, Business Communication: Process and Product, 5e 2

209 Keep it simple. Avoid indirect, pompous language.Poor: It would not be inadvisable for you to affix your signature at this point in time. Improved: You may sign now. Mary Ellen Guffey, Business Communication: Process and Product, 5e

210 Keep it conversational.Formal: Our Accounting Department takes this opportunity to inform you that we have credited your account for the aforementioned sum. Conversational: We have credited your account for $100. Mary Ellen Guffey, Business Communication: Process and Product, 5e

211 Remove opening fillers.Wordy: There are four new menu items we must promote. Improved: We must promote four new menu items. Mary Ellen Guffey, Business Communication: Process and Product, 5e

212 Eliminate redundancies.collect together contributing factor personal opinion perfectly clear Mary Ellen Guffey, Business Communication: Process and Product, 5e

213 Reduce compound prepositions.at such time at which time due to the fact that inasmuch as Reduce to when. Reduce to because. Mary Ellen Guffey, Business Communication: Process and Product, 5e

214 Purge empty words. As for the area of athletic shoes, the degree of profits sagged. This is to inform you that we have a toll- free service line. Not all students who are registered will attend. Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

215 Purge empty words. As for the area of athletic shoes, the degree of profits sagged. This is to inform you that we have a toll- free service line. Not all students who are [registered] will attend. Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

216 Purge empty words. As for athletic shoes, profits sagged.We have a toll-free service line. Not all [registered] students will attend. Mary Ellen Guffey, Business Communication: Process and Product, 5e 8

217 Kick the noun habit. Wordy: We must conduct an investigation of all parking violations before we can give consideration to your fine. Improved: We must investigate all parking violations before we can consider your fine. Mary Ellen Guffey, Business Communication: Process and Product, 5e

218 Dump trite "business" phrases.Trite: Pursuant to your request, enclosed please find a job application. Improved: As requested, we have enclosed a job application. Mary Ellen Guffey, Business Communication: Process and Product, 5e

219 Develop parallelism (balanced construction).Not parallel: We can collect information, store it, and later it can be updated. Parallel: We can collect, store, and update information. Mary Ellen Guffey, Business Communication: Process and Product, 5e

220 Use Numbered Lists for “High Skim” ValueFollow these steps to archive a document: Select the document. Select a folder. Provide a file name. Click “Save.” Mary Ellen Guffey, Business Communication: Process and Product, 5e

221 Use Bulleted Lists for “High Skim” ValueConsumers expect the following information at product Web sites: Price Quality Performance Availability Mary Ellen Guffey, Business Communication: Process and Product, 5e

222 Add Headings for Visual Impact and ReadabilityA number of topics must be discussed at our next meeting: Budget. Come prepared to discuss your expense requests. Schedule. Who will be taking vacations or leaves? Hiring. Soon we must begin the hiring process to replace Matt. Mary Ellen Guffey, Business Communication: Process and Product, 5e

223 Guffey’s 3 x 3 Writing ProcessMary Ellen Guffey, Business Communication: Process and Product, 5e

224 The Complete Process 1. Prewriting Analyze Anticipate AdaptMary Ellen Guffey, Business Communication: Process and Product, 5e

225 The Complete Process 1. Prewriting 2. Writing Analyze ResearchAnticipate Adapt 2. Writing Research Organize Compose Mary Ellen Guffey, Business Communication: Process and Product, 5e

226 The Complete Process 1. Prewriting Analyze Anticipate Adapt 2. WritingResearch Organize Compose 3. Revising Revise Proofread Evaluate Mary Ellen Guffey, Business Communication: Process and Product, 5e

227 1. Prewriting Analyze: Define your purpose. Select the most appropriate form (channel). Visualize the audience. Anticipate: Put yourself in the reader’s position and predict his or her reaction to this message. Adapt: Consider ways to shape the message to benefit the reader, using his or her language. Mary Ellen Guffey, Business Communication: Process and Product, 5e 32

228 2. Writing Research: Collect data formally and informally. Generate ideas by brainstorming and clustering. Organize: Group ideas into a list or an outline. Select the direct or indirect strategy. Compose: Write first draft, preferably on a computer. Mary Ellen Guffey, Business Communication: Process and Product, 5e 33

229 3. Revising Revise: Revise for clarity, tone, conciseness, and vigor. Revise to improve readability. Proofread: Proofread to verify spelling, grammar, punctuation, and format. Check for overall appearance. Evaluate: Ask yourself whether the final product will achieve its purpose. Mary Ellen Guffey, Business Communication: Process and Product, 5e 34

230 What to Watch for When ProofreadingSpelling Grammar Punctuation Names and numbers Format Mary Ellen Guffey, Business Communication: Process and Product, 5e 35

231 Basic Proofreader’s MarksDelete Capitalize Lowercase (don’t capitalize) Transpose Close up Mary Ellen Guffey, Business Communication: Process and Product, 5e

232 Basic Proofreader’s MarksInsert Insert space Insert punctuation Insert period Start paragraph Mary Ellen Guffey, Business Communication: Process and Product, 5e

233 Unmarked Copy This is to inform you that beginning september 1 the doors leading to the Westside of the building will have alarms. Because of the fact that these exits also function as fire exits they can not actually be locked consequently we are instaling alrams. Please utilize the east side exists to avoid setting off the ear piercing alarms. Mary Ellen Guffey, Business Communication: Process and Product, 5e

234 Marked Copy This is to inform you that beginning september 1 the doors leading to the Westside of the building will have alarms. Because of the fact that these exits also function as fire exits they can not actually be locked consequently we are instaling alrams. Please utilize the east side exists to avoid setting off the ear piercing alarms. use l doors Mary Ellen Guffey, Business Communication: Process and Product, 5e

235 Revised Copy Beginning September 1 the doors leading to the west side of the building will have alarms. Because these doors also function as fire exits, they cannot be locked; consequently, we are installing alarms. Please use the east side exits to avoid setting off the ear-piercing alarms. Mary Ellen Guffey, Business Communication: Process and Product, 5e

236 How to Proofread Routine DocumentsFor computer messages, read on the screen or, better yet, print a rough copy to read. For handwritten or printed messages, read carefully and use proofreading marks to indicate changes. Mary Ellen Guffey, Business Communication: Process and Product, 5e 40

237 How to Proofread Complex DocumentsPrint a copy, preferably double-spaced. Set it aside for a breather. Allow adequate time for careful proofreading. Be prepared to find errors. Congratulate, not criticize, yourself each time you find an error! Mary Ellen Guffey, Business Communication: Process and Product, 5e 41

238 How to Proofread Complex DocumentsRead the message at least twice – for meaning and for grammar/mechanics. Reduce your reading speed. Focus on individual words. Mary Ellen Guffey, Business Communication: Process and Product, 5e 41

239 Evaluating the OutcomeHow successful will this communication be? Does the message say what you want it to say? Will it achieve its purpose? Did you encourage feedback so that you will know whether it succeeded? Mary Ellen Guffey, Business Communication: Process and Product, 5e 42

240 Wordy Memo–Poor “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 43

241 To: All Management This memo is addressed to all members to advise you that once a year we like to remind management of our policy in relation to the matter of business attire. In this policy there is a recommendation that all employees should wear clothing that promotes a businesslike atmosphere and meets requirements of safety. Employees who work in offices and who, as part of their jobs, meet the public and other outsiders should dress in a professional manner, including coat, tie, suit, slacks, dress, and so forth. In areas of industrial applications, supervisors may prohibit loose clothing (shirt tails, ties, cuffs) that could become entangled in machinery that moves. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

242 Where it is necessary, footwear should protect against heavy objects or sharp edges at the level of the floor. In the manufacturing and warehousing areas, prohibited footwear includes the following: shoes that are open toe, sandals, shoes made of canvas or nylon, tennis shoes, spiked heels higher than 1 1/2 inches. Each and every manager has the responsibility for the determination of suitable business attire, and employees should be informed of what is required. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

243 Wordy Memo–Improved “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 46

244 To: All Management Once a year we like to remind you of our policy regarding business attire. All employees should wear clothing that promotes a businesslike atmosphere and meets safety requirements. Office employees who meet the public should dress professionally, including coat, tie, suit, slacks, dress, and so forth. In industrial areas, supervisors may prohibit loose clothing (shirt tails, ties, cuffs) that could become entangled in moving machinery. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

245 Where necessary, footwear should protect against heavy objects or sharp edges at floor level. In the manufacturing and warehousing areas, prohibited footwear includes the following: open-toe shoes, sandals, shoes made of canvas or nylon, tennis shoes, and heels higher than 1 1/2 inches. Every manager is responsible for determining suitable business attire and for informing employees of what is required. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

246 Revision of Letter–Poor “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 52

247 Dear Mr. Sato: Pursuant to your request, the undersigned is transmitting to you herewith the attached materials and documents with regard to the improvement of security in your business. To insure the improvement of security of your after-hours security, you should initially make a decision with regard to exactly what you contemplate must have protection. You are, in all probability, apprehensive not only about your electronic equipment and paraphernalia but also about your company records, information, and data. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

248 Inasmuch as we feel you will want to obtain protection for both your equipment and data, we will make suggestions for taking a number of judicious steps to inhibit crime. First and foremost, we recommend that you install defensive lighting. A consultant for lighting, currently on our staff, can design both outside and inside lighting, which brings me to my second point. Exhibit security signs, due to the fact that nonprofessional thieves are often as not deterred by posted signs on windows and doors. As my last and final recommendation, you should install space alarms, which are sensors that look down over the areas that are to receive protection, and activate bells or additional lights, thus scaring off intruders. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

249 After reading the enclosed materials, please call me to further discuss the protection of your business. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

250 Revision of Letter–Improved “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 52

251 Dear Mr. Sato: At your request, I am sending you the attached materials regarding improving security in your business. To improve your after-hours security, you should first decide what must be protected. You are probably concerned about your electronic equipment and about company data. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

252 Because we feel you will want to protect both equipment and data, we can suggest a number of prudent steps to deter crime. First, install defensive lighting. Our lighting expert can design both outside and inside lighting. Second, post security signs. Amateur thieves are often deterred by signs on windows and doors. Finally, install space alarms. These sensors look down over the areas that are being protected. The sensors can activate bells or lights, thus scaring off intruders. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

253 After reading the enclosed materials, please call me to further discuss protecting your business. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

255 Characteristics of Successful E-Mail Messages and MemosHeadings: Date, To, From, Subject Single topic Conversational tone Conciseness Graphic highlighting Mary Ellen Guffey, Business Communication: Process and Product, 5e

256 Guffey’s 3 x 3 Writing ProcessAnalyze and anticipate Research and compose Revise, proofread, and evaluate Mary Ellen Guffey, Business Communication: Process and Product, 5e

257 Analyze and AnticipateDo I really need to write? What is my purpose? How will the reader react? Mary Ellen Guffey, Business Communication: Process and Product, 5e

258 Research and Compose Check files; collect information.Study relevant documents. Make an outline. Write first draft. Mary Ellen Guffey, Business Communication: Process and Product, 5e

259 Revise, Proofread, and EvaluateRevise for clarity. Revise for correctness. Plan for feedback. Mary Ellen Guffey, Business Communication: Process and Product, 5e

260 Structure of E-Mail Messages and MemosSubject line Opening Body Closing Mary Ellen Guffey, Business Communication: Process and Product, 5e

261 Subject Line Summarize the main idea.Example: Budget Meeting June 3, 10 a.m. Mary Ellen Guffey, Business Communication: Process and Product, 5e

262 Opening Start directly; restate and amplify the main idea.Indirect (ineffective) opening: This is to inform you that we must complete the annual operating budgets shortly. Over the past two months many supervisors have met to discuss their departmental needs. Direct (effective) opening: All supervisors and coordinators will meet June 3 at 10 a.m. to work out the annual operating budgets for their departments. Mary Ellen Guffey, Business Communication: Process and Product, 5e

263 Body Explain and discuss the topic.Use graphic highlighting to facilitate reading, comprehension, and retention. Consider columns, headings, enumerations, bulleted lists, and so forth. Mary Ellen Guffey, Business Communication: Process and Product, 5e

264 Closing Request action, including an end date.Summarize the message or provide a closing thought. Mary Ellen Guffey, Business Communication: Process and Product, 5e

265 Formatting E-Mail MessagesEnclose the receiver’s address in angle brackets. Include a salutation (such as Dear Dawn, Hi, or Greetings), or weave the receiver’s name into the first sentence. Use word-wrap rather than pressing Enter at line endings. Single-space within paragraphs and double-space between paragraphs. Mary Ellen Guffey, Business Communication: Process and Product, 5e

266 Formatting E-Mail MessagesWrite in complete sentences, and use upper and lowercase letters. Include a signature block, especially for messages to outsiders. Mary Ellen Guffey, Business Communication: Process and Product, 5e

267 Formatting E-Mail MessagesMary Ellen Guffey, Business Communication: Process and Product, 5e

268 Formatting Hard-Copy MemosLeave side margins of about 1¼ inches. Line up all heading words with those following Subject. Indent lines following bulleted or enumerated lines. Use ragged line endings, not justified. Don’t include complimentary close or signature. Mary Ellen Guffey, Business Communication: Process and Product, 5e

269 Leave side margins of about 1¼ inches.DATE: Current TO: Rob Montaine FROM: Heidi Chan SUBJECT: FORMATTING AND STATIONERY FOR MEMOS Welcome to Multimedia, Rob! I’m pleased to be able to answer your questions about formatting and stationery for memos in the organization. Please examine the enclosed samples and call me if you have additional questions. Enclosures 1¼ inch margin Mary Ellen Guffey, Business Communication: Process and Product, 5e

270 Line up all heading words with those following Subject.DATE: Current TO: Rob Montaine FROM: Heidi Chan SUBJECT: FORMATTING AND STATIONERY FOR MEMOS Welcome to Multimedia, Rob! I’m pleased to be able to answer your questions about formatting and stationery for memos in the organization. Please examine the enclosed samples and call me if you have additional questions. Enclosures Mary Ellen Guffey, Business Communication: Process and Product, 5e

271 Indent lines following bulleted or enumerated lines.Interoffice memo stationery may be used by any employee. Plain paper or letterhead stationery may also be used for memos, so long as the headings TO, FROM, DATE, and SUBJECT are included. Mary Ellen Guffey, Business Communication: Process and Product, 5e

272 Communicating in the New World of E-MailThe phenomenal growth of and use of the Internet mean that today’s communicators need special skills. Mary Ellen Guffey, Business Communication: Process and Product, 5e

273 Communicating in the New World of E-MailTo succeed, you must be able to: Express yourself concisely and quickly. Compose at the keyboard. Understand ethics, courtesy, and privacy issues. Mary Ellen Guffey, Business Communication: Process and Product, 5e

274 Smart E-Mail PracticesGetting Started Consider composing offline. Get the address right. Avoid misleading subject lines. Apply the top-of-screen test. Mary Ellen Guffey, Business Communication: Process and Product, 5e

275 Smart E-Mail PracticesContent, Tone, and Correctness Be concise. Don’t send anything you wouldn’t want published. Don’t use to avoid contact. Care about correctness. Resist humor and tongue-in-cheek comments. Mary Ellen Guffey, Business Communication: Process and Product, 5e

276 Smart E-Mail PracticesNetiquette Limit any tendency to send blanket copies. Never send “spam.” Consider using identifying labels (FYI, ACTION, RE, URGENT) Use capital letters ONLY for emphasis or for titles. Don’t forward without permission. Reduce attachments. Mary Ellen Guffey, Business Communication: Process and Product, 5e

277 Smart E-Mail PracticesReading and Replying to Scan all messages before replying to any. Print only when necessary. Acknowledge receipt. Don’t automatically return the sender’s message. Revise the subject line if the topic changes. Provide a clear, complete first sentence. Never respond when you’re angry. Mary Ellen Guffey, Business Communication: Process and Product, 5e

278 Smart E-Mail PracticesPersonal Use Don’t use company computers for personal matters. Assume that all is monitored. Mary Ellen Guffey, Business Communication: Process and Product, 5e

279 Smart E-Mail PracticesOther Smart Practices Use design to improve readability of longer messages. Consider cultural differences. Double-check before hitting the Send button. Mary Ellen Guffey, Business Communication: Process and Product, 5e

280 Kinds of Memos Procedure and Information Memos Request and Reply MemosConfirmation Memos Mary Ellen Guffey, Business Communication: Process and Product, 5e

281 Procedure and Information MemosThese routine messages usually flow downward; they deliver company information and describe procedures. Tone is important; managers seek employee participation and cooperation. Mary Ellen Guffey, Business Communication: Process and Product, 5e

282 Request and Reply MemosMemo requests for information and action follow the direct pattern. Memo replies are also organized directly with the most important information first. Mary Ellen Guffey, Business Communication: Process and Product, 5e

283 Confirmation Memos Also called “to-file” reports or “incident” reports. Record oral decisions, directives, and discussions. Include names and titles of people involved. Itemize major issues and request confirmation from the receiver. Mary Ellen Guffey, Business Communication: Process and Product, 5e

284 Graphic Highlighting TechniquesMary Ellen Guffey, Business Communication: Process and Product, 5e

285 Graphic Highlighting Techniques Activity 8.6a Enumerated ListA recent survey of car buyers revealed the electronic options they wanted: 1. Cruise control % 2. Antilock brakes 61.1 3. Keyless entry 4. CD player 5. Trip counter Mary Ellen Guffey, Business Communication: Process and Product, 5e

286 Graphic Highlighting Techniques Activity 8.6b Bulleted ListOur employee leasing program can be an efficient management tool because we handle the following tasks for you: Payroll preparation Employees’ benefits Worker’s compensation premiums State and federal reports Mary Ellen Guffey, Business Communication: Process and Product, 5e

287 Graphic Highlighting Techniques Activity 8.6c Enumerated ListSAFETY TIPS FOR USING ATMs 1. Be aware of your surroundings, especially at night. 2. Use another ATM or come back later if you notice anything suspicious. 3. Put cash away promptly; count it later. 4. At night take a friend with you. 5. Park in a well-lighted area close to the ATM. Mary Ellen Guffey, Business Communication: Process and Product, 5e

288 Request Memo “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

289 TO: Kim Johnson, Corporate Communications FROM: Tim Rudolph, CEO Request Memo: “Before” Version DATE: Current TO: Kim Johnson, Corporate Communications FROM: Tim Rudolph, CEO SUBJECT: NEW POLICY This memo is written to inform you that I continue to receive disturbing reports about the misuse of by employees. In the course of the past three months I have heard of defamatory messages, downloads of pornography for all the staff to see, and even a basketball pool that turned into a gambling operation. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

290 If you have any questions, do not hesitate to call.Request Memo: “Before” Version In view of the foregoing, I am herewith instructing your office that an policy for the staff is needed. By October 1 a rough draft of a policy should be forthcoming. At the very minimum it should inform each and every employee that is for business only. Employees must be told that we reserve the right to monitor all messages. No pictures should be in the system without there being a valid reason. And we should not be using to be saying anything about personnel matters--such as performance reviews and salaries. If you have any questions, do not hesitate to call. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

291 Request Memo “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

292 TO: Kim Johnson, Corporate Communications FROM: Tim Rudolph, CEO Request Memo: “After” Version DATE: Current TO: Kim Johnson, Corporate Communications FROM: Tim Rudolph, CEO SUBJECT: DEVELOPING STAFF POLICY Please draft a policy outlining appropriate use for employees. We need such a policy because I have received reports of misuse including defamatory statements, pornography downloads, and even gambling. Here are a few points that the policy should cover: is for business only. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

293 E-mail messages may be monitored. Request Memo: “After” Version messages may be monitored. No pictures or other attachments should be sent without valid reason. should not be used to discuss personnel matters. Please submit a draft to me by October 1 since we hope to have a policy completed by November 1. Call if you have questions. Mary Ellen Guffey, Business Communication: Process and Product, 5e 44

295 Write Business Letters…When corresponding with an outsider When a permanent record is necessary When formality is important When a message is sensitive and requires an organized, well-considered presentation Mary Ellen Guffey, Business Communication: Process and Product, 5e

296 Writing Process: Phase 1Determine your purpose. Visualize the audience. Anticipate the reaction to your message. Mary Ellen Guffey, Business Communication: Process and Product, 5e

297 Writing Process: Phase 2Collect information. Organize into a list or an outline. Compose the first draft. Mary Ellen Guffey, Business Communication: Process and Product, 5e

298 Writing Process: Phase 3Revise for clarity and conciseness. Proofread for correctness and format. Evaluate by putting yourself in the reader’s shoes. Mary Ellen Guffey, Business Communication: Process and Product, 5e

299 The Direct Pattern Frontload in the opening. Explain in the body.Be specific and courteous in the closing. Mary Ellen Guffey, Business Communication: Process and Product, 5e

300 Frontloading in the OpeningBegin with the main idea. Tell immediately why you are writing. Mary Ellen Guffey, Business Communication: Process and Product, 5e

301 Explaining in the Body Present details that explain the request or response. Group similar ideas together. Consider using graphic highlighting techniques. Mary Ellen Guffey, Business Communication: Process and Product, 5e

302 Being Specific and Courteous in the ClosingFor requests, specifically indicate the action you want taken and provide an end date (deadline), if appropriate. For other direct letters, provide a courteous concluding thought. Mary Ellen Guffey, Business Communication: Process and Product, 5e

303 Formatting Business LettersSet side margins for 1 to 1½ inches. Place the date 2 inches from the top or 1 blank line below the letterhead. Leave 2 to 7 blank lines between the date and inside address. Single-space within paragraphs and double-space between. Don’t justify right margin. Mary Ellen Guffey, Business Communication: Process and Product, 5e

304 Formatting Business LettersDecide whether to use full block (all lines starting at the left margin) or modified block (date and closing lines starting at the center) letter style. Allow 3 blank lines between the complimentary close and the writer’s name. Mary Ellen Guffey, Business Communication: Process and Product, 5e

305 Formatting Business LettersWEB: 5090 Katella Avenue PHONE: (310) Anaheim, CA FAX: (310) May 18, 2006 Ms. LaTonja Williams Health Care Specialists 2608 Fairview Road Costa Mesa, CA 92627 Dear Ms. Williams: SUBJECT: FORMATTING BUSINESS LETTERS Cypress Associates, Inc. Letterhead Dateline Inside Address 2 inches from top of page 2 to 7 blank lines 1 blank line Salutation Subject Line Mary Ellen Guffey, Business Communication: Process and Product, 5e

306 Formatting Business LettersAt your request, this letter illustrates and explains business letter formatting in a nutshell. The most important points to remember are these: 1. Set margins between 1 and 1½ inches; most word processing programs automatically set margins at 1 inch. 2. Start the date 2 inches from the top edge of the paper or 1 blank line below the letterhead, whichever position is lower. 3. Allow about 5 lines after the date—more lines for shorter letters and fewer lines for longer ones. The two most popular letter styles are block and modified block. Block style, with all lines beginning at the left, causes Mary Ellen Guffey, Business Communication: Process and Product, 5e

307 Formatting Business Lettersthe least trouble. In modified block style letters, the date and closing lines start at the center. For both styles the complimentary close is followed by 3 blank lines before the writer’s signature. Reference initials and enclosure notations, if used, appear in the lower left corner, as shown below. So that you can see additional styles, I’m sending our office style guide. I certainly hope this material is helpful to you and your assistants, Ms. Williams. Sincerely, Sharon Montoya SM:mef Complimentary Closing Printed Name Reference Initials 3 blank lines 1 blank line Mary Ellen Guffey, Business Communication: Process and Product, 5e

308 Requesting Information and ActionMary Ellen Guffey, Business Communication: Process and Product, 5e

309 Opening Ask a question or issue a polite command (Will you please answer the following questions. . . ?). Avoid long explanations that precede the main idea. Mary Ellen Guffey, Business Communication: Process and Product, 5e

310 Body Explain your purpose and provide details.Express questions in parallel form. Number them if appropriate. To elicit the most information, use open-ended questions (What training programs do you recommend?) rather than yes-or-no questions (Are training programs available?). Suggest reader benefits, if possible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

311 Closing State specifically, but courteously, the action you wish to be taken. Set an end date, if one is significant, and explain why. Avoid cliché endings (Thank you for your cooperation). Show appreciation but use a fresh expression. Make it easy for the receiver to respond. Mary Ellen Guffey, Business Communication: Process and Product, 5e

312 Routine Request “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

313 Routine Request: “Before” VersionDear Sir: Because we are one of the largest banking systems in the country, we receive hundreds of résumés from job candidates every day. We need help in sorting and ranking candidates by categories, such as job classification, education, work history, skill, and experience. Recently, I was reading WORKFORCE magazine, and the March issue has a story about your new software program called Resumix. It sounds fascinating and may be the answer to our problem. We would like more information about this program, which is supposed to read and sort résumés. Mary Ellen Guffey, Business Communication: Process and Product, 5e

314 Thank you for your cooperation. Sincerely,Routine Request: “Before” Version In addition to learning if the program can sort candidates into the categories mentioned earlier, I’m wondering if the program can read all the different typefonts and formats that candidates use on their résumés. Another important consideration for us is training and troubleshooting. If we need help with the program, would you supply it? Thank you for your cooperation. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e

315 Routine Request “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

316 2. Can the program help us sort and rank candidates byRoutine Request: “After” Version Dear Product Manager: Please send me information about your Resumix software program, which I read about in the March issue of WORKFORCE magazine. We receive hundreds of résumés daily, and, frankly, we need assistance in processing them. Answers to the following questions would help us determine if Resumix could solve our problem. 1. In terms of fonts and formats, what kinds of résumés can your software read? 2. Can the program help us sort and rank candidates by Mary Ellen Guffey, Business Communication: Process and Product, 5e

317 Routine Request: “After” Versioncategories such as job classification, education, work history, skill, and experience? 3. How does your company provide training and troubleshooting service for your software? I would appreciate your response by April 1 so that we can study the program before the rush of job applications in June. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e

318 Order Letters Mary Ellen Guffey, Business Communication: Process and Product, 5e

319 Opening Use order language to identify the message (Please send by UPS the following items from your spring catalog). Name the information source (the May 2 advertisement in the Daily News). Mary Ellen Guffey, Business Communication: Process and Product, 5e

320 Body List items vertically.Provide quantity, order number, complete description, unit price, and total price. Prevent mistakes by providing as much information as possible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

321 Closing Tell how you plan to pay for the merchandise.Tell when you would like to receive the goods, and supply any special instructions. Express appreciation. Mary Ellen Guffey, Business Communication: Process and Product, 5e

322 Direct Claim Letters Mary Ellen Guffey, Business Communication: Process and Product, 5e

323 Opening Describe what you want done immediately.When the remedy is obvious, state it briefly (Please send 12 copies of Model Memos to replace the copies of Business Proposals sent in error). When the remedy is less obvious, explain your goal (Please clarify your policy regarding reservations and late arrivals). Mary Ellen Guffey, Business Communication: Process and Product, 5e

324 Body Clarify the problem and justify your request.Provide details objectively and concisely. Don’t ramble. Be organized and coherent. Avoid becoming angry or trying to fix blame. Include names of individuals and dates of previous actions. Mary Ellen Guffey, Business Communication: Process and Product, 5e

325 Closing End courteously with a tone that promotes goodwill.Request specific action, including end date, if appropriate. Note: Act promptly in making claims, and keep a copy of your message. Mary Ellen Guffey, Business Communication: Process and Product, 5e

326 Direct Reply Letters Mary Ellen Guffey, Business Communication: Process and Product, 5e

327 Subject Line Consider including a subject line to identify the topic and any previous correspondence. Use abbreviated style, omitting articles (a, an, the). Mary Ellen Guffey, Business Communication: Process and Product, 5e

328 Opening Deliver the information the reader wants.When announcing good news, do so promptly. Mary Ellen Guffey, Business Communication: Process and Product, 5e

329 Body Explain the subject logically.Use lists, tables, headings, boldface, italics, or other graphics devices to improve readability. In letters to customers, promote your products and your organization. Mary Ellen Guffey, Business Communication: Process and Product, 5e

330 Closing Offer a concluding thought, perhaps referring to the information or action requested. Avoid cliché endings (if you have any questions, do not hesitate to call). Be cordial. Mary Ellen Guffey, Business Communication: Process and Product, 5e

331 Granting Claims Mary Ellen Guffey, Business Communication: Process and Product, 5e

332 Opening When approving a customer’s claim, announce the good news immediately. Avoid sounding grudging or reluctant. Mary Ellen Guffey, Business Communication: Process and Product, 5e

333 Body Strive to win back the customer’s confidence; consider explaining what went wrong (if you know). Concentrate on how diligently your organization works to avoid disappointing customers. Be careful about admitting responsibility; check with your boss or legal counsel first. Mary Ellen Guffey, Business Communication: Process and Product, 5e

334 Body Avoid negative language (trouble, neglect, fault).Don’t blame customers – even if they are at fault. Don’t blame individuals or departments in your organization. Don’t make unrealistic promises. Mary Ellen Guffey, Business Communication: Process and Product, 5e

335 Closing Show appreciation that the customer wrote.Extend thanks for past business. Refer to your desire to be of service. Mary Ellen Guffey, Business Communication: Process and Product, 5e

336 Claim Response “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

337 Claim Response: “Before” VersionDear Mrs. Winston: Thank you for your letter of May 18 in which you complain that you are receiving two issues of Home Office each month. We have checked into the matter and ascertained that the misunderstanding resulted when you placed an order under the name of Mrs. Wendy Winston. You claim that this new subscription was made as part of your daughter’s magazine fund-raising program at her school. If this is true, please note that a computer cannot distinguish between your current subscription for Mrs. H.C. Winston and a new one for another name. Mary Ellen Guffey, Business Communication: Process and Product, 5e

338 Claim Response: “Before” VersionBut we think we’ve straightened the problem out. We’re extending your subscription for 14 months. That’s a bonus of two issues to make up for the double ones you’ve received. However, we can’t prevent you from receiving one or two more double issues. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e

339 Claim Response “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e

340 Claim Response: “After” VersionDear Mrs. Winston: You’re right, Mrs. Winston. Instead of starting a new subscription, we should have extended your current subscription to Home Office. Beginning in January, you will receive issues for 14 additional months–a bonus of two free months. You may receive one or two more double issues, but you’re not being charged for them. Please share them with your friends or neighbors. Although you ordered 12 months of Home Office, we’re giving you 14 months–just to let you know how important your satisfaction is to us. Cordially, Mary Ellen Guffey, Business Communication: Process and Product, 5e

341 Letters of RecommendationMary Ellen Guffey, Business Communication: Process and Product, 5e

342 Opening Name the candidate and position sought.State that your remarks are confidential. Describe your relationship with the candidate. Mary Ellen Guffey, Business Communication: Process and Product, 5e

343 Body Describe the applicant’s performance and potential.Strive to include statements about communication skills, organizational skills, people skills, ability to work with a team, etc. Include definite, task-related descriptions (She completed two 50-page proposals instead of She works hard). Mary Ellen Guffey, Business Communication: Process and Product, 5e

344 Body Include negative statements only if they are objective and supported by facts. Mary Ellen Guffey, Business Communication: Process and Product, 5e

345 Conclusion If supportive, summarize candidate’s best points.Offer ranking of candidate (Of all the accountants I have supervised, she ranks in the top 10 percent). Offer to supply additional information if needed. Mary Ellen Guffey, Business Communication: Process and Product, 5e

346 The Five Ss of Goodwill MessagesMary Ellen Guffey, Business Communication: Process and Product, 5e

347 The Five Ss of Goodwill MessagesIn expressing thanks, recognition, or sympathy: Be selfless. Emphasize the receiver, not the sender. Be specific. Focus on specifics rather than generalities. Be sincere. Show your honest feelings by using unpretentious language. Mary Ellen Guffey, Business Communication: Process and Product, 5e

348 The Five Ss of Goodwill MessagesBe spontaneous. Make the message sound natural, fresh, and direct. Avoid canned phrases. Keep the message short. Although goodwill messages may be as long as needed, they generally are fairly short. Mary Ellen Guffey, Business Communication: Process and Product, 5e

349 Answering Congratulatory MessagesIn answering congratulatory messages: Send a brief note expressing your appreciation. Tell how good the message made you feel. Accept praise gracefully. Don’t make belittling statements (I’m not really all that good!). Mary Ellen Guffey, Business Communication: Process and Product, 5e

351 Applying the 3-x-3 Writing ProcessAnalyzing purpose What do you want the receiver to do or think? Anticipating reaction Does the receiver need to be persuaded? Adapting to the audience How can you adapt your message to appeal to this receiver? Mary Ellen Guffey, Business Communication: Process and Product, 5e

352 Applying the 3-x-3 Writing ProcessResearching data What information do you need? Where can you locate it? Organizing data What strategy is best – direct or indirect? Mary Ellen Guffey, Business Communication: Process and Product, 5e

353 The Indirect Pattern for PersuasionGain attention Build interest Reduce resistance Motivate action Mary Ellen Guffey, Business Communication: Process and Product, 5e

354 Making Persuasive RequestsMary Ellen Guffey, Business Communication: Process and Product, 5e

355 Gaining Attention In requesting favors, begin with a compliment, unexpected fact, stimulating question, reader benefit, summary of the problem, or candid plea for help. For claims, consider opening with a review of action you have taken to resolve the problem. Mary Ellen Guffey, Business Communication: Process and Product, 5e

356 Building Interest Prove the accuracy and merit of your request with facts, figures, expert opinion, examples, and details. Avoid sounding high-pressured, angry, or emotional. Suggest direct and indirect benefits for the receiver. Mary Ellen Guffey, Business Communication: Process and Product, 5e

357 Building Interest Direct Benefit: If you accept our invitation to speak, you will have an audience of 50 potential customers for your products. Indirect Benefit: Your appearance would prove your professionalism and make us grateful for your willingness to give something back to our field. Mary Ellen Guffey, Business Communication: Process and Product, 5e

358 Reducing Resistance Identify possible obstacles; offer counter arguments. Demonstrate your credibility by being knowledgeable. In requesting favors or making recommendations, show how the receiver or others will benefit. Mary Ellen Guffey, Business Communication: Process and Product, 5e

359 Reducing Resistance Example: Although your gift to the Neonatal Center is not tax deductible, it would help us purchase an Intensive Care Ventilator that would be put to use immediately in caring for critically ill and premature newborn infants. Mary Ellen Guffey, Business Communication: Process and Product, 5e

360 Motivating Action Ask for specific action confidently.Include an end date, if appropriate. Repeat a key benefit. Example: Please respond by May 1 so that we may add your photograph to our announcement. Mary Ellen Guffey, Business Communication: Process and Product, 5e

361 Ineffective Persuasive Invitation Activity 10.1 “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 43

362 Persuasive Invitation: “Before” VersionDear Dr. Thomas: Because you’re a local Atlanta author, we thought it might not be too much trouble for you to speak at our GSU Management Society banquet May 5. Some of us business students here at Georgia State University admired your book Beyond Race and Gender, which appeared last spring and became such a hit across the nation. One of our professors said you were now the nation’s diversity management guru. What exactly did you mean when you said that America is no longer a melting pot of ethnic groups–it’s an “American mulligan stew”? Mary Ellen Guffey, Business Communication: Process and Product, 5e

363 Persuasive Invitation: “Before” VersionBecause we have no funds for honoraria, we have to rely on local speakers. The Reverend James R. Jones and Vice Mayor Rebecca A. Timmons were speakers in the past. Our banquets usually begin at 6:30 with a social hour, followed by dinner at 7:30 and the speaker from 8:30 until 9 or 9:15. We can arrange transportation for you and your guest, if you need it. We realize that you must be very busy, but we hope you’ll agree. Please let our advisor, Professor Alexa North, have the favor of an early response. Sincerely yours, Mary Ellen Guffey, Business Communication: Process and Product, 5e

364 Critical Thinking Questions1. What is the purpose of the previous letter? 2. How do you think the reader would react to the message? 3. What could be used to attract the attention of the reader in the opening? Write an appropriate opening. 4. What information could be used to build interest in the body? 5. What are some of the arguments the receiver might offer to resist the invitation? Could any counter arguments be offered? Mary Ellen Guffey, Business Communication: Process and Product, 5e

365 Critical Thinking Questions6. What could you use to motivate the reader to accept? 7. Should an end date be used in the closing? What information could be added to the closing to make it easier for the receiver to respond? Write an appropriate closing. Mary Ellen Guffey, Business Communication: Process and Product, 5e

366 Improved Persuasive Invitation Activity 10.1 “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 43

367 Persuasive Invitation: “After” VersionDear Dr. Thomas: Your book Beyond Race and Gender stimulated provocative discussion across the nation and on our campus when it appeared last spring. Business students at Georgia State University now consider you the nation’s diversity management guru, and for that reason they asked me to use all my powers of persuasion in this invitation. Because we admire your work, we’d like you to be our keynote speaker at the GSU Management Society banquet May 5. As students at an urban campus in a metropolitan area, we’re keenly aware of diversity issues. In your words, Mary Ellen Guffey, Business Communication: Process and Product, 5e

368 Persuasive Invitation: “After” VersionAmerica is no longer a melting pot of ethnic groups; it is now an “American mulligan stew.” We’d like to hear more about the future workforce and how managers can maximize the contribution of all employees. Although we can’t offer you an honorarium, we can promise you a fine dinner at the GSU Faculty Club and an eager and appreciative audience of over 100 business students and faculty. Speakers in the past have included the Reverend James R. Jones and Vice Mayor Rebecca A. Timmons. The evening includes a social hour at 6:30, dinner at 7:30, and your remarks from 8:30 until 9 or 9:15. So that you Mary Ellen Guffey, Business Communication: Process and Product, 5e

369 Persuasive Invitation: “After” Versionwon’t have to worry about transportation or parking, we will arrange a limousine for you and your guest. Please make this our most memorable banquet yet. Just call our adviser, Professor Alexa North, at before April 1 to accept this invitation. Sincerely yours, Mary Ellen Guffey, Business Communication: Process and Product, 5e

370 Writing Complaint LettersMary Ellen Guffey, Business Communication: Process and Product, 5e

371 How to Write a Good Complaint LetterBegin with a compliment, point of agreement, statement of the problem, or brief review of the action you have taken to resolve the problem. Provide identifying data. Prove that your claim is valid; explain why the receiver is responsible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

372 How to Write a Good Complaint LetterEnclose copies of documents supporting your claim. Appeal to the receiver’s fairness, ethical and legal responsibilities, and desire for customer satisfaction. Describe your feelings and your disappointment. Mary Ellen Guffey, Business Communication: Process and Product, 5e

373 How to Write a Good Complaint LetterAvoid sounding angry, emotional, or irrational. Close by telling exactly what you want done. Mary Ellen Guffey, Business Communication: Process and Product, 5e

374 Writing Sales Letters Mary Ellen Guffey, Business Communication: Process and Product, 5e

375 Gaining Attention Offer something valuable, promise a significant result, or describe a product feature. Present a testimonial, make a startling statement, or show the reader in an action setting. Mary Ellen Guffey, Business Communication: Process and Product, 5e

376 Gaining Attention Example: How much is sex costing your company? An incident of sexual harassment can cost millions of dollars unless preventive measures are taken. Mary Ellen Guffey, Business Communication: Process and Product, 5e

377 Gaining Attention Describe a problem. Present an unexpected statement.Six of our computers were recently infected with the “Hacker” virus, and we lost at least 25 work hours trying to repair the problem. Present an unexpected statement. If you checked carefully, you’d probably find that 20 percent of your customers account for 80 percent of your profits. Mary Ellen Guffey, Business Communication: Process and Product, 5e

378 Building Interest Describe the product in terms of what it does for the reader. Show how the product or service saves or makes money, reduces effort, improves health, produces pleasure, or boosts status. Mary Ellen Guffey, Business Communication: Process and Product, 5e

379 Building Interest Example: Our computer-based training program teaches your employees what behavior is acceptable and unacceptable, while showing you steps that can be taken to reduce the risk of employer liability. Mary Ellen Guffey, Business Communication: Process and Product, 5e

380 Building Interest Suggest reader benefits. Pay a compliment.Now you can immediately protect all your computers from the latest viruses with our online anti-virus program. Pay a compliment. Because no one generates as much audience enthusiasm as you do in your presentations, we are asking you to speak Mary Ellen Guffey, Business Communication: Process and Product, 5e

381 Building Interest Supply facts and figures. Give examples.Currently 30,000 known computer viruses are in existence, and the number increases by 300 to 400 each month. Give examples. One company lost valuable data and had no recent backup disks to replace infected files. Mary Ellen Guffey, Business Communication: Process and Product, 5e

382 Building Interest Cite expert opinion. Provide specific details.“Hostile code can hit without warning,” says virus specialist Dr. Tony Timm, “so companies must have a virus antidote or they risk all their operations.” Provide specific details. In a test comparing six of the leading anti-virus programs, our program was flawless in virus detection, easy to use, and low in ownership cost. Mary Ellen Guffey, Business Communication: Process and Product, 5e

383 Building Interest Mention direct benefits. Mention indirect benefits.Our anti-virus program can protect you from subtle corruptions of data that may go unnoticed for months. Mention indirect benefits. Your company continues to be a pacesetter in the health care industry by setting an example for other organizations who are bewildered by the growing number of viruses. Mary Ellen Guffey, Business Communication: Process and Product, 5e

384 Reducing Resistance Counter reluctance with testimonials, money-back guarantees, attractive warranties, trial offers, or free samples. Build credibility with results of performance tests, polls, or awards. Mary Ellen Guffey, Business Communication: Process and Product, 5e

385 Reducing Resistance Example: This important investment in sexual harassment prevention comes with a money-back guarantee. If you are not satisfied, your entire training costs are returned. Mary Ellen Guffey, Business Communication: Process and Product, 5e

386 Motivating Action Close with repetition of the central selling point and clear instructions for an easy action to be taken. Prompt the reader to act immediately with a gift, incentive, limited offer, or deadline. Put the strongest motivator in a postscript. Mary Ellen Guffey, Business Communication: Process and Product, 5e

387 Motivating Action Example: Sign up now and you receive a free 60-day trial. Call, fax, or us today to receive a free demo disk. You can’t lose! Mary Ellen Guffey, Business Communication: Process and Product, 5e

388 Composing Successful E-Mail Sales MessagesSend only those who “opt in to.” Craft a catchy subject line. Place main information “above the fold.” Mary Ellen Guffey, Business Communication: Process and Product, 5e

389 Composing Successful E-Mail Sales MessagesKeep it short, conversational and focused. Convey urgency. Sprinkle testimonials throughout. Provide a means for opting out. Mary Ellen Guffey, Business Communication: Process and Product, 5e

390 Persuasive Press ReleasesOpen with attention-getting lead or summary of important facts. Include answers to who, what, when, where, why, how. Appeal to audience of target media. Present most important information early. Make the release visually appealing. Look and sound credible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

392 Goals in Communicating Bad NewsTo make the reader understand and accept the bad news To promote and maintain a good image of the writer and the writer’s organization To make the message so clear that additional correspondence is unnecessary To avoid legal liability Mary Ellen Guffey, Business Communication: Process and Product, 5e

393 The Indirect Pattern BufferMary Ellen Guffey, Business Communication: Process and Product, 5e

394 The Indirect Pattern Buffer ReasonsMary Ellen Guffey, Business Communication: Process and Product, 5e

395 The Indirect Pattern Buffer Reasons Bad NewsMary Ellen Guffey, Business Communication: Process and Product, 5e

396 The Indirect Pattern Buffer Reasons Bad News CloseMary Ellen Guffey, Business Communication: Process and Product, 5e

397 The Indirect Pattern BUFFER – a neutral or positive opening that does not reveal the bad news REASONS – an explanation of the causes for the bad news BAD NEWS – a clear but understated announcement of the bad news that may include an alternative or compromise Mary Ellen Guffey, Business Communication: Process and Product, 5e

398 The Indirect Pattern CLOSE – a personalizing, forward-looking, pleasant statement Mary Ellen Guffey, Business Communication: Process and Product, 5e

399 Avoiding Three Causes of Legal ProblemsMary Ellen Guffey, Business Communication: Process and Product, 5e

400 Avoiding Three Causes of Legal ProblemsAbusive language Defamation – use of any language that harms a person’s reputation Libel – written defamation Slander – spoken defamation Careless language Statements that are potentially damaging or that could be misinterpreted (the factory is too hazardous for tour groups). Mary Ellen Guffey, Business Communication: Process and Product, 5e

401 Avoiding Three Causes of Legal Problems“Good-guy” syndrome Statements that ease your conscience or make you look good (I thought you were an excellent candidate, but we had to hire ). Mary Ellen Guffey, Business Communication: Process and Product, 5e

402 Acting Cautiously As an agent of an organization, be sure your views reflect those of your organization. Use plain paper for your personal views or personal business. Avoid supplying information that could be misused. Don’t admit or imply responsibility without checking with legal counsel. Mary Ellen Guffey, Business Communication: Process and Product, 5e

403 Refusing Routine RequestsMary Ellen Guffey, Business Communication: Process and Product, 5e

404 Buffer Pay a compliment, show appreciation for past action, or refer to something mutually understood. Avoid raising false hopes. Avoid thanking the receiver for something you are about to refuse. Mary Ellen Guffey, Business Communication: Process and Product, 5e

405 Reasons Explain why the request must be denied, without revealing the refusal. Avoid negativity (unfortunately, impossible). Show how your decision benefits the receiver or others, if possible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

406 Bad News Soften the bad news by(1) subordinating it (although we can’t loan our equipment, we wish you well in . . .). (2) using the passive voice (office equipment can’t be loaned, but . . .). (3) embedding it in a long sentence or paragraph. Mary Ellen Guffey, Business Communication: Process and Product, 5e

407 Bad News Consider implying the refusal, but be certain it is clear.Suggest an alternative, if one exists. Mary Ellen Guffey, Business Communication: Process and Product, 5e

408 Close Supply more information about an alternative, if one is offered.Look forward to future relations. Offer good wishes and compliments. Avoid referring to the refusal. Mary Ellen Guffey, Business Communication: Process and Product, 5e

409 Sending Bad News to CustomersMary Ellen Guffey, Business Communication: Process and Product, 5e

410 Buffer Express appreciation for the customer’s patronage or for his or her writing. Show agreement on some point, review the facts, or show understanding. Mary Ellen Guffey, Business Communication: Process and Product, 5e

411 Reasons Justify the bad news with objective reasons (except in credit denials). Use resale, if appropriate, to restore the customer’s confidence. Avoid blaming the customer or hiding behind company policy. Look for reader benefits. Mary Ellen Guffey, Business Communication: Process and Product, 5e

412 Bad News State the bad news objectively or imply it.Use resale or sales promotion only if you think doing so will not be offensive. Mary Ellen Guffey, Business Communication: Process and Product, 5e

413 Close Suggest an action or an alternative.Look forward to future business, offer best wishes, refer to gifts. Don’t mention the bad news. Mary Ellen Guffey, Business Communication: Process and Product, 5e

414 Managing Negative Organization NewsMary Ellen Guffey, Business Communication: Process and Product, 5e

415 Buffer Provide some good news (if possible), praise, appreciation, agreement, or understanding. Discuss facts leading to the reasons section. Mary Ellen Guffey, Business Communication: Process and Product, 5e

416 Reasons Explain what caused the decision necessitating the bad news.Use objective, nonjudgmental, and nondiscriminatory language. Show empathy and fairness. Mary Ellen Guffey, Business Communication: Process and Product, 5e

417 Bad News Explain the bad news clearly, but don’t accentuate it.Avoid negative language. Mary Ellen Guffey, Business Communication: Process and Product, 5e

418 Close End on a positive, friendly note.For job refusals, extend good wishes. Mary Ellen Guffey, Business Communication: Process and Product, 5e

419 Ineffective Customer Request Refusal “Before” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 43

420 Customer Request Refusal: “Before” VersionDear Mr. Waters: Unfortunately, we cannot allow you to apply the lease payments you’ve been making for the past ten months toward the purchase of your Sako 600 copier. Company policy does not allow such conversion. Have you ever wondered why we can offer such low leasing and purchase prices? Obviously, we couldn’t stay in business long if we agreed to proposals such as yours. You’ve had the Sako 600 copier for ten months now, Mr. Waters, and you say you like its versatility and reliability. Perhaps we could interest you in another Sako model – one that’s more within your price range. Do give us a call. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e

421 Critical Thinking Questions1. What is the purpose of the previous letter? What goals should the sender have? 2. What prevents this letter from achieving those goals? 3. What pattern of development would work best for this letter? Has it been followed? 4. What idea could be used as a buffer to open an improved version of this letter? Write a buffer. 5. How could the bad news be subordinated? Write a statement that subordinates the bad news. 6. What friendly news could be used in the closing? Write a closing statement. Mary Ellen Guffey, Business Communication: Process and Product, 5e

422 Improved Customer Request Refusal “After” VersionMary Ellen Guffey, Business Communication: Process and Product, 5e 43

423 Customer Request Refusal: “After” VersionDear Mr. Waters: We’re happy to learn that you are enjoying the use of the Sako copier you’ve been leasing for the past ten months. Like our many other customers, you have discovered that Sako copiers offer remarkable versatility and reliability. One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward the purchase price, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Sako models Mary Ellen Guffey, Business Communication: Process and Product, 5e

424 Customer Request Refusal: “After” Versionthat are within your price range. The Sako 400 delivers the same reliability with nearly as many features as the Sako 600. Please let us demonstrate the Sako 400 to your staff in your office, Mr. Waters. Our representative, Tracy Wilson, will call you soon to arrange a time. Sincerely, Mary Ellen Guffey, Business Communication: Process and Product, 5e

426 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Mary Ellen Guffey, Business Communication: Process and Product, 5e

427 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Mary Ellen Guffey, Business Communication: Process and Product, 5e

428 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Research Mary Ellen Guffey, Business Communication: Process and Product, 5e

429 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Research Mary Ellen Guffey, Business Communication: Process and Product, 5e

430 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Research Organization Mary Ellen Guffey, Business Communication: Process and Product, 5e

431 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Research Organization Mary Ellen Guffey, Business Communication: Process and Product, 5e

432 What Are Business Reports?Business reports are systematic attempts to answer questions and solve problems. They include the following activities. Planning Research Organization Presentation Mary Ellen Guffey, Business Communication: Process and Product, 5e

433 Ten Truths About Business ReportsEveryone writes reports. Most reports flow upward. Most reports are informal. Three report formats (memo, letter, and manuscript) are most common. Reports differ from memos and letters. Mary Ellen Guffey, Business Communication: Process and Product, 5e

434 Ten Truths About Business ReportsToday’s reports are written on computers. Some reports are collaborative efforts. Ethical report writers interpret facts fairly. Organization is imposed on data. The writer is the reader’s servant. Mary Ellen Guffey, Business Communication: Process and Product, 5e

435 Report Functions Informational reports Analytical reportsMary Ellen Guffey, Business Communication: Process and Product, 5e

436 Report Formats Letter format Memo format Manuscript formatPrinted forms Mary Ellen Guffey, Business Communication: Process and Product, 5e

437 Writing Style Formal InformalMary Ellen Guffey, Business Communication: Process and Product, 5e

438 Audience Analysis and Report OrganizationIf readers are informed Mary Ellen Guffey, Business Communication: Process and Product, 5e

439 Audience Analysis and Report OrganizationIf readers are informed Mary Ellen Guffey, Business Communication: Process and Product, 5e

440 Audience Analysis and Report OrganizationDirect Pattern If readers are informed Mary Ellen Guffey, Business Communication: Process and Product, 5e

441 Audience Analysis and Report OrganizationDirect Pattern If readers are informed Mary Ellen Guffey, Business Communication: Process and Product, 5e

442 Audience Analysis and Report OrganizationDirect Pattern Report -----Main Idea ---- If readers are informed Mary Ellen Guffey, Business Communication: Process and Product, 5e

443 Audience Analysis and Report OrganizationIf readers are supportive Mary Ellen Guffey, Business Communication: Process and Product, 5e

444 Audience Analysis and Report OrganizationIf readers are supportive Mary Ellen Guffey, Business Communication: Process and Product, 5e

445 Audience Analysis and Report OrganizationDirect Pattern If readers are supportive Mary Ellen Guffey, Business Communication: Process and Product, 5e

446 Audience Analysis and Report OrganizationDirect Pattern If readers are supportive Mary Ellen Guffey, Business Communication: Process and Product, 5e

447 Audience Analysis and Report OrganizationDirect Pattern Report -----Main Idea ---- If readers are supportive Mary Ellen Guffey, Business Communication: Process and Product, 5e

448 Audience Analysis and Report OrganizationIf readers are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

449 Audience Analysis and Report OrganizationIf readers are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

450 Audience Analysis and Report OrganizationDirect Pattern If readers are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

451 Audience Analysis and Report OrganizationDirect Pattern If readers are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

452 Audience Analysis and Report OrganizationDirect Pattern Report -----Main Idea ---- If readers are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

453 Audience Analysis and Report OrganizationIf readers are informed are supportive are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

454 Audience Analysis and Report OrganizationIf readers are informed are supportive are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

455 Audience Analysis and Report OrganizationDirect Pattern If readers are informed are supportive are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

456 Audience Analysis and Report OrganizationDirect Pattern If readers are informed are supportive are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

457 Audience Analysis and Report OrganizationDirect Pattern Report -----Main Idea ---- If readers are informed are supportive are eager to have results first Mary Ellen Guffey, Business Communication: Process and Product, 5e

458 Audience Analysis and Report OrganizationIf readers need to be educated Mary Ellen Guffey, Business Communication: Process and Product, 5e

459 Audience Analysis and Report OrganizationIf readers need to be educated Mary Ellen Guffey, Business Communication: Process and Product, 5e

460 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated Mary Ellen Guffey, Business Communication: Process and Product, 5e

461 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated Mary Ellen Guffey, Business Communication: Process and Product, 5e

462 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated Report -----Main Idea ---- Mary Ellen Guffey, Business Communication: Process and Product, 5e

463 Audience Analysis and Report OrganizationIf readers need to be persuaded Mary Ellen Guffey, Business Communication: Process and Product, 5e

464 Audience Analysis and Report OrganizationIf readers need to be persuaded Mary Ellen Guffey, Business Communication: Process and Product, 5e

465 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be persuaded Mary Ellen Guffey, Business Communication: Process and Product, 5e

466 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be persuaded Mary Ellen Guffey, Business Communication: Process and Product, 5e

467 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be persuaded Report -----Main Idea ---- Mary Ellen Guffey, Business Communication: Process and Product, 5e

468 Audience Analysis and Report OrganizationIf readers may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

469 Audience Analysis and Report OrganizationIf readers may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

470 Audience Analysis and Report OrganizationIndirect Pattern If readers may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

471 Audience Analysis and Report OrganizationIndirect Pattern If readers may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

472 Audience Analysis and Report OrganizationIndirect Pattern If readers may be hostile or disappointed Report -----Main Idea ---- Mary Ellen Guffey, Business Communication: Process and Product, 5e

473 Audience Analysis and Report OrganizationIf readers need to be educated persuaded may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

474 Audience Analysis and Report OrganizationIf readers need to be educated persuaded may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

475 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated persuaded may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

476 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated persuaded may be hostile or disappointed Mary Ellen Guffey, Business Communication: Process and Product, 5e

477 Audience Analysis and Report OrganizationIndirect Pattern If readers need to be educated persuaded may be hostile or disappointed Report -----Main Idea ---- Mary Ellen Guffey, Business Communication: Process and Product, 5e

478 Applying the Writing Process to ReportsStep 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Analyze the problem and purpose. Anticipate the audience and issues. Prepare a work plan. Implement your research strategy. Organize, analyze, interpret, illustrate the data. Compose the first draft. Revise, proofread, and evaluate. Mary Ellen Guffey, Business Communication: Process and Product, 5e

479 Work Plan for a Formal ReportStatement of problem Statement of purpose Sources and methods of data collection Tentative outline Work schedule Mary Ellen Guffey, Business Communication: Process and Product, 5e

480 Researching Report DataMary Ellen Guffey, Business Communication: Process and Product, 5e

481 Researching Report DataLocating secondary print data Books – card catalog, online catalog Periodicals – print indexes, CD-ROM indexes Mary Ellen Guffey, Business Communication: Process and Product, 5e

482 Researching Report DataLocating secondary electronic data Electronic databases The Internet World Wide Web search tools Google MSN search Ask Jeeves Yahoo! Evaluating Web sources How current is the information? How credible is the author or source? What is the purpose of the site? Do the facts seem reliable? Mary Ellen Guffey, Business Communication: Process and Product, 5e

483 Researching Report DataTips for searching the Web Use two or three search tools. Understand case sensitivity. Prefer uncommon words. Omit articles and prepositions. Use wild cards. Know your search tool. Learn basic Boolean search strategies. Bookmark the best pages. Be persistent. Repeat your search a week later. Mary Ellen Guffey, Business Communication: Process and Product, 5e

484 Researching Report DataResearching primary data Surveys Interviews Observation Experimentation Mary Ellen Guffey, Business Communication: Process and Product, 5e

485 Illustrating Report DataMary Ellen Guffey, Business Communication: Process and Product, 5e

486 Illustrating Report DataFunctions of graphics To clarify data To condense and simplify data To emphasize data Mary Ellen Guffey, Business Communication: Process and Product, 5e

487 Illustrating Report DataForms and objectives of graphics Table To show exact figures and values Class Agree Disagree Undecided Seniors 738 123 54 Juniors 345 34 76 Sophomores 234 78 Freshmen 45 567 Mary Ellen Guffey, Business Communication: Process and Product, 5e

488 Illustrating Report DataForms and objectives of graphics Bar chart To compare one item with others Mary Ellen Guffey, Business Communication: Process and Product, 5e

489 Illustrating Report DataForms and objectives of graphics Line chart To demonstrate changes in quantitative data over time Mary Ellen Guffey, Business Communication: Process and Product, 5e

490 Illustrating Report DataForms and objectives of graphics Pie graph To visualize a whole unit and the proportion of its components Mary Ellen Guffey, Business Communication: Process and Product, 5e

491 Illustrating Report DataForms and objectives of graphics Flow chart To display a process or procedure Receive Test Floor Shelves Ship Re-box Re-stock Repair Mary Ellen Guffey, Business Communication: Process and Product, 5e

492 Illustrating Report DataForms and objectives of graphics Organization chart To define a hierarchy of elements Charles Eubank President William Dixon Joan Williams Wayne Lu Vice President Vice President Vice President Sales Design Production Clarice Brown John Deleuze George LaPorte Manager Manager Foreman Mary Ellen Guffey, Business Communication: Process and Product, 5e

493 Illustrating Report DataForms and objectives of graphics Photograph, map, illustration To create authenticity, to spotlight a location, and to show an item in use Mary Ellen Guffey, Business Communication: Process and Product, 5e

494 Pie Graph 2006 MPM INCOME BY DIVISION DVDs & VideosMary Ellen Guffey, Business Communication: Process and Product, 5e

495 Pie Graph Use pie graphs to show a whole and the proportion of its components. Generally begin at the 12 o’clock position, drawing the largest wedge first. Computer software programs, however, may vary in placement of wedges. Include, if possible, the actual percentage or absolute value for each wedge. Mary Ellen Guffey, Business Communication: Process and Product, 5e

496 Pie Graph Use four to eight segments for best results; if necessary, group small portions into one wedge called “Other.” Distinguish wedges with color, shading, or crosshatching. Keep all labels horizontal. Mary Ellen Guffey, Business Communication: Process and Product, 5e

497 Vertical Bar Chart 2006 MPM INCOME BY DIVISION Figure title40 30 20 10 Scale value Scale captions Source note Millions of Dollars Source: Industry Profiles (New York: DataPro, 2002), 225. Theme Parks Motion Pictures Videos $22.0 $32.2 $24.3 Figure Figure number 2006 MPM INCOME BY DIVISION Figure title Mary Ellen Guffey, Business Communication: Process and Product, 5e

498 Bar Charts Bar charts make visual comparisons. They can compare related items, illustrate changes in data over time, and show segments as parts of wholes. Bar charts may be vertical, horizontal, grouped, or segmented. Avoid showing too much information, thus producing clutter and confusion. Mary Ellen Guffey, Business Communication: Process and Product, 5e

499 Bar Charts The length of each bar and segment should be proportional.Dollar or percentage amounts should start at zero. Mary Ellen Guffey, Business Communication: Process and Product, 5e

500 Documenting Data Mary Ellen Guffey, Business Communication: Process and Product, 5e

501 Documenting Data Reasons for crediting sourcesStrengthens your argument Gives you protection Instructs readers Mary Ellen Guffey, Business Communication: Process and Product, 5e

502 Documenting Data Learning what to documentAnother person's ideas, opinions, examples, or theory Any facts, statistics, graphs, and drawings that are not common knowledge Quotations of another person's actual spoken or written words Paraphrases of another person's spoken or written words Mary Ellen Guffey, Business Communication: Process and Product, 5e

503 Documenting Data Manual notetaking suggestionsRecord all major ideas from various sources on separate note cards. Include all publication data along with precise quotations. Consider using one card color for direct quotes and a different color for your paraphrases and summaries. Mary Ellen Guffey, Business Communication: Process and Product, 5e

504 Documenting Data Electronic notetaking suggestionsBegin your research by setting up a folder on your hard-drive that will contain your data. Create separate subfolders for major topics, such as Introduction, Body, and Closing. When on the Web or in electronic databases you find information you may be able to use, highlight (i.e., drag with your mouse) the passages you want to save, copy them (using control-c), paste them (using control-v) into documents that you will save in appropriate subfolders. Mary Ellen Guffey, Business Communication: Process and Product, 5e

505 Documenting Data Be sure to include all publication data.Consider archiving on a Zip disk the Web pages or articles used in your research in case the data must later be verified. Mary Ellen Guffey, Business Communication: Process and Product, 5e

506 Documenting Data Learn to paraphraseRead the original material carefully so that you can comprehend its full meaning. Write your own version without looking at the original. Do not repeat the grammatical structure of the original, and do not merely replace words of the original with synonyms. Reread the original to be sure you covered the main points but did not borrow specific language. Mary Ellen Guffey, Business Communication: Process and Product, 5e

507 Documenting Data Two Documentation Formats Modern Language AssociationAuthor’s name and page (Smith 100) placed in text; complete references in “Works Cited.” American Psychological Association Author’s name, date of publication, and page number placed near text reference (Jones, 2000, p. 99). Complete references listed at end of report. Mary Ellen Guffey, Business Communication: Process and Product, 5e

509 Interpreting Data You’re looking for Meanings Relationships Answers!Mary Ellen Guffey, Business Communication: Process and Product, 5e

510 Devices for Tabulating and Analyzing DataTables – systematic columns and rows The Three Ms Mean – arithmetic average value Median – middle point in a range of values Mode – most frequently appearing value Correlations – relationships between variables Grids – intersecting rows and columns Mary Ellen Guffey, Business Communication: Process and Product, 5e

511 A Statistical Problem 14 12 12 What is the mean? 12 What is the median? 11 What is the mode? 11 10 9 8 7 6 ---- 200 The athletic department is collecting data on shoe sizes for players and assistants (some female). Here are the tennis shoe sizes for 20 people. Mary Ellen Guffey, Business Communication: Process and Product, 5e

512 A Statistical Problem 14 12 12 Mean=10 12 What is the median? 11 What is the mode? 11 10 9 8 7 6 ---- 200 The athletic department is collecting data on shoe sizes for players and assistants (some female). Here are the tennis shoe sizes for 20 people. Mary Ellen Guffey, Business Communication: Process and Product, 5e

513 A Statistical Problem 14 12 12 Mean=10 12 Median=11 11 What is the mode? 11 10 9 8 7 6 ---- 200 The athletic department is collecting data on shoe sizes for players and assistants (some female). Here are the tennis shoe sizes for 20 people. Mary Ellen Guffey, Business Communication: Process and Product, 5e

514 A Statistical Problem 14 12 12 Mean=10 12 Median=11 11 Mode=12 11 10 9 8 7 6 ---- 200 The athletic department is collecting data on shoe sizes for players and assistants (some female). Here are the tennis shoe sizes for 20 people. Mary Ellen Guffey, Business Communication: Process and Product, 5e

515 A Statistical Problem 14 12 12 Mean=10 12 Median=11 11 Mode=12 11 10 10 How can such statistical 9 values be important to 8 report writers? 8 7 6 ---- 200 The athletic department is collecting data on shoe sizes for players and assistants (some female). Here are the tennis shoe sizes for 20 people. Mary Ellen Guffey, Business Communication: Process and Product, 5e

516 Drawing Conclusions and Making RecommendationsMary Ellen Guffey, Business Communication: Process and Product, 5e

517 Tips for Writing Report ConclusionsMary Ellen Guffey, Business Communication: Process and Product, 5e

518 Tips for Writing Report ConclusionsInterpret and summarize the findings. Tell what your findings (collected data) mean. Relate the conclusions to the report problem. Focus only on conclusions that help solve the original problem. Limit the conclusions to the data presented. Do not introduce new material. Mary Ellen Guffey, Business Communication: Process and Product, 5e

519 Tips for Writing Report ConclusionsBe objective. Avoid exaggerating or manipulating the data to prove a point. Use consistent criteria. In evaluating options, use the same criteria for each alternative. Enumerate each conclusion. Number and list each item. Present items in parallel form. Mary Ellen Guffey, Business Communication: Process and Product, 5e

520 Tips for Writing Report RecommendationsMary Ellen Guffey, Business Communication: Process and Product, 5e

521 Tips for Writing Report RecommendationsSuggest actions. Indicate specific procedures that can help solve the report problem. Focus on recommendations that are practical and agreeable. Suggest feasible actions that would be acceptable to this audience. Mary Ellen Guffey, Business Communication: Process and Product, 5e

522 Tips for Writing Report RecommendationsPresent recommendations separately. Enumerate each in a statement beginning with a verb. If requested, indicate how the recommendations may be implemented. Some writers present detailed plans for executing the recommendations. Mary Ellen Guffey, Business Communication: Process and Product, 5e

523 Tips for Writing Report RecommendationsConclusion: Survey results show that the biggest student complaint centered on long registration lines. Recommendation: Implement a registration reservation system in which students sign up for specific registration time slots. Mary Ellen Guffey, Business Communication: Process and Product, 5e

524 Organizing InformationReader comprehension, not writer convenience, should govern report organization. Mary Ellen Guffey, Business Communication: Process and Product, 5e

525 Possible Methods of OrganizationTime Arrange data by chronology: e.g., 2000, 2001, 2002. Component Arrange data by classifications: location, geography, division, product, or part. A report discussing company profits could be organized by each product. Importance Order data from most important to least important, or vice versa. Mary Ellen Guffey, Business Communication: Process and Product, 5e

526 Possible Methods of OrganizationCriteria Arrange data by evaluative categories. In a report comparing fax equipment, organize by such areas as price, warranty, speed, print quality, etc. Convention Organize data according to prescribed categories. For example, proposals are organized by staff, budget, schedule, etc. Mary Ellen Guffey, Business Communication: Process and Product, 5e

527 Structural Cues for Report ReadersMary Ellen Guffey, Business Communication: Process and Product, 5e

528 Structural Cues for Report ReadersIntroduction Discuss the purpose and significance of the report. Preview the main points and the order of development. Transitions however therefore on the contrary moreover Mary Ellen Guffey, Business Communication: Process and Product, 5e

529 Structural Cues for Report ReadersHeadings Write short but clear headings. Experiment with wording that tells who, what, when, where, and why. Include at least one heading per report page. Mary Ellen Guffey, Business Communication: Process and Product, 5e

530 Structural Cues for Report ReadersHeadings Balance headings within levels. All headings at a given level should be grammatically similar; for example: Creating Team Motivation Treating Employees Like Customers (not Employees Should Be Treated Like Customers) Mary Ellen Guffey, Business Communication: Process and Product, 5e

531 Structural Cues for Report ReadersHeadings Integrate headings gracefully. Try to avoid repeating the exact wording of a heading in the following sentence. Also avoid using a heading as an antecedent to a pronoun. Avoid: CUSTOMER SURVEYS These are . . . Mary Ellen Guffey, Business Communication: Process and Product, 5e

532 Levels of Report HeadingsREPORT, CHAPTER, AND PART TITLES The title of a report, chapter heading, or major part should be centered in all caps. Mary Ellen Guffey, Business Communication: Process and Product, 5e

533 Levels of Report HeadingsFirst-Level Subheading Headings indicating the first level of division are centered and bolded. Whether a report is single-spaced or double-spaced, most writers triple-space (leaving two blank lines) before and double-space (leaving one blank line) after a first-level heading. Mary Ellen Guffey, Business Communication: Process and Product, 5e

534 Levels of Report HeadingsSecond-Level Subheading Headings that divide topics introduced by first-level subheadings are bolded and begin at the left margin. Most writers double-space (leaving one blank line) after a second-level heading. Mary Ellen Guffey, Business Communication: Process and Product, 5e

535 Levels of Report HeadingsThird-Level Subheading. Because it is part of the paragraph that follows, a third-level subheading is also called a paragraph heading. It should appear in boldface print. [Note: Indent double-spaced paragraphs. Don’t indent single-spaced paragraphs.] Mary Ellen Guffey, Business Communication: Process and Product, 5e

536 Writing Informational ReportsMary Ellen Guffey, Business Communication: Process and Product, 5e

537 Writing Informational ReportsIntroduction Identify the report and its purpose. Present a brief overview of the report’s organization, especially for longer reports. When readers are unfamiliar with the topic, briefly fill in the background details. Mary Ellen Guffey, Business Communication: Process and Product, 5e

538 Writing Informational ReportsBody Group facts or findings into three to five roughly equal segments that do not overlap. Organize by time, component, importance, criteria, convention, or some other method. Mary Ellen Guffey, Business Communication: Process and Product, 5e

539 Writing Informational ReportsBody Supply functional or talking heads (at least one per page) to describe each section. Use an informal, conversational writing style unless a formal tone is expected. Use bullets, numbered and lettered lists, headings, underlined items, and white space to enhance readability. Mary Ellen Guffey, Business Communication: Process and Product, 5e

540 Writing Informational ReportsSummary/Conclusion When necessary, briefly review the main points and discuss what action will follow. If relevant, express appreciation or describe your willingness to provide further information. Mary Ellen Guffey, Business Communication: Process and Product, 5e

541 Writing Informational ReportsTypical informational business reports Periodic reports Describe production, sales, shipping, service, and other recurring activities. Trip, convention, conference reports Describe an event, summarize three to five main points, itemize expenses, and estimate the event’s value. Mary Ellen Guffey, Business Communication: Process and Product, 5e

542 Writing Informational ReportsTypical informational business reports Progress and interim reports Explain continuing projects, including work completed, work in progress, future activities, and completion date. Investigative reports Examine problems and supply facts; provide little analysis. Mary Ellen Guffey, Business Communication: Process and Product, 5e

543 Student Progress ReportDATE: ~~~~~~ TO: ~~~~~~ FROM: ~~~~~~ SUBJECT: ~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~ Background ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~ Work Completed Mary Ellen Guffey, Business Communication: Process and Product, 5e

544 Student Progress Report~~~~~~~~~~ Page ~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~ Work To Be Completed ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~ Mary Ellen Guffey, Business Communication: Process and Product, 5e

545 Writing Analytical ReportsMary Ellen Guffey, Business Communication: Process and Product, 5e

546 Writing Analytical ReportsIntroduction Explain why the report is being written. For research studies, include the significance, scope, limitations, and methodology of the investigation. Preview the report’s organization. For receptive audiences, summarize the conclusions and recommendations. Mary Ellen Guffey, Business Communication: Process and Product, 5e

547 Writing Analytical ReportsFindings Discuss the pros and cons of each alternative. For receptive audiences, consider placing the recommended alternative last. Establish criteria to evaluate alternatives. In “yardstick” studies create criteria to use in measuring each alternative consistently. Mary Ellen Guffey, Business Communication: Process and Product, 5e

548 Writing Analytical ReportsFindings Support the findings with evidence: facts, statistics, expert opinion, survey data, and other proof. Use headings, enumerations, lists, tables, and graphics to focus attention. Mary Ellen Guffey, Business Communication: Process and Product, 5e

549 Writing Analytical ReportsConclusions/Recommendations Develop reasonable conclusions that answer the research question. Justify the conclusions with highlights from the findings. Make recommendations, if asked. Use action verbs. Explain needed action. Mary Ellen Guffey, Business Communication: Process and Product, 5e

550 Writing Analytical ReportsTypical analytical business reports Justification/recommendation reports Make recommendations to management; provide data to solve problems and make decisions. Feasibility reports Analyze problems and predict whether alternatives will be practical or advisable. Yardstick reports Establish criteria and evaluate alternatives by measuring against the yardstick criteria. Mary Ellen Guffey, Business Communication: Process and Product, 5e

552 Writing Proposals Mary Ellen Guffey, Business Communication: Process and Product, 5e

553 Writing Proposals Proposals are written offers to solve problems, provide services, or sell equipment. An RFP is a request for proposal. Mary Ellen Guffey, Business Communication: Process and Product, 5e

554 Writing Proposals Introduction Explain why the proposal is being made.Develop a persuasive “hook.” Suggest excellent results, low cost, or exclusive resources. Identify a problem or name a key issue or benefit. Mary Ellen Guffey, Business Communication: Process and Product, 5e

555 Writing Proposals Background, ProblemDiscuss the significance of the proposal and its goals or purposes. For unsolicited proposals, convince the reader that a problem exists. For solicited proposals, show that you fully understand the problem and its ramifications. Mary Ellen Guffey, Business Communication: Process and Product, 5e

556 Writing Proposals Proposal, PlanPresent your plan for solving the problem. Describe implementation and evaluation. Outline a schedule showing dates. Mary Ellen Guffey, Business Communication: Process and Product, 5e

557 Writing Proposals StaffingExplain the specific credentials and expertise of the key personnel for the project. Show that your support staff and resources are superior to those of the competition. Mary Ellen Guffey, Business Communication: Process and Product, 5e

558 Writing Proposals BudgetItemize costs carefully. Proposals are contracts. Present a deadline for the bid figures. Mary Ellen Guffey, Business Communication: Process and Product, 5e

559 Writing Proposals AuthorizationAsk for approval. Make it easy to reply. Mary Ellen Guffey, Business Communication: Process and Product, 5e

560 Components in Formal and Informal ProposalsCopy of RFP Letter of transmittal Abstract or summary Title page Table of contents List of figures Introduction Background, problem, etc. Schedule Staffing Budget Authorization Appendix Generally appearing in formal proposals Mary Ellen Guffey, Business Communication: Process and Product, 5e

561 Components in Formal and Informal ProposalsCopy of RFP Letter of transmittal Abstract or summary Title page Table of contents List of figures Introduction Background, problem, etc. Schedule Staffing Budget Authorization Appendix Generally optional in informal proposals Generally appearing in informal proposals Mary Ellen Guffey, Business Communication: Process and Product, 5e

562 Creating Business PlansA business plan is a form of proposal that Helps secure funding and Provides a detailed road map for a new business to follow Mary Ellen Guffey, Business Communication: Process and Product, 5e

563 Components in Typical Business PlansLetter of transmittal and/or executive summary Table of contents Company description Product/service description Market analysis Operations and management Financial analysis Appendixes Mary Ellen Guffey, Business Communication: Process and Product, 5e

564 Business Plan Basics: Questions to AskWhat is you company’s mission? What makes your concept better than that of the competition? Is your management team able to implement the business plan? What monetary, human, physical, and technical resources do you need? Do your financial projections make sense? Mary Ellen Guffey, Business Communication: Process and Product, 5e

565 Preparing Formal ReportsMary Ellen Guffey, Business Communication: Process and Product, 5e

566 Preparing Formal ReportsAnalyze the report problem and purpose Develop a problem question Are customers satisfied with our service? Develop a purpose statement The purpose of this report is to investigate customer satisfaction and to recommend areas for improvement. Mary Ellen Guffey, Business Communication: Process and Product, 5e

567 Preparing Formal ReportsAnticipate the audience and the issues Consider primary and secondary audiences. (What do they already know? What do they need to know?) Divide the major problem into subproblems for investigation. Mary Ellen Guffey, Business Communication: Process and Product, 5e

568 Preparing Formal ReportsPrepare a work plan Include problem and purpose statements. Describe sources and methods of collecting data. Prepare a project outline and work schedule. Mary Ellen Guffey, Business Communication: Process and Product, 5e

569 Preparing Formal ReportsCollect data Search secondary sources. Gather primary data. Mary Ellen Guffey, Business Communication: Process and Product, 5e

570 Preparing Formal ReportsDocument data sources Prepare note cards or separate sheets citing all references (author, date, source, page, and quotation). Use one documentation format consistently. Mary Ellen Guffey, Business Communication: Process and Product, 5e

571 Preparing Formal ReportsInterpret and organize the data Arrange the collected data in tables, grids, or outlines that help you visualize relationships and interpret meanings. Mary Ellen Guffey, Business Communication: Process and Product, 5e

572 Preparing Formal ReportsPrepare the graphics Make tables, charts, graphs, and illustrations – but only if they serve a function. Use graphics to clarify, condense, simplify, or emphasize your data. Mary Ellen Guffey, Business Communication: Process and Product, 5e

573 Preparing Formal ReportsCompose the first draft Write the first draft at a computer. Use appropriate headings as well as transitional expressions to guide the reader. Mary Ellen Guffey, Business Communication: Process and Product, 5e

574 Preparing Formal ReportsRevise and proofread Revise to eliminate wordiness, ambiguity, and redundancy. Look for ways to improve readability, such as using bulleted or numbered lists. Proofread three times: (1) word or sentence meaning, (2) grammar and mechanics, and (3) formatting. Mary Ellen Guffey, Business Communication: Process and Product, 5e

575 Preparing Formal ReportsEvaluate the product Ask yourself, “Will this report achieve its purpose”? Encourage feedback so that you can improve future reports. Mary Ellen Guffey, Business Communication: Process and Product, 5e

576 Formal Report ComponentsMary Ellen Guffey, Business Communication: Process and Product, 5e 21

577 Formal Report ComponentsTitle page Balance the following lines: Name of the report in all caps Receiver’s name, title, and organization Author’s name, title, and organization Date submitted Mary Ellen Guffey, Business Communication: Process and Product, 5e

578 Formal Report ComponentsLetter or memo of transmittal Announce the topic and explain who authorized it. Briefly describe the project and preview the conclusions – if the reader is supportive. Close by expressing appreciation for the assignment, suggesting follow-up actions, acknowledging the help of others, and offering to answer questions. Mary Ellen Guffey, Business Communication: Process and Product, 5e

579 Formal Report ComponentsTable of contents Show the beginning page number where each report heading appears in the report. Connect page numbers and headings with dots. Mary Ellen Guffey, Business Communication: Process and Product, 5e

580 Formal Report ComponentsList of illustrations Include a list of tables, illustrations, or figures. Place the list on the same page as the table of contents if possible. Mary Ellen Guffey, Business Communication: Process and Product, 5e

581 Formal Report ComponentsExecutive summary or abstract Summarize the report purpose, findings, conclusions, and recommendations. Gauge the length of the summary by the length of the report and by the organization’s practices. Mary Ellen Guffey, Business Communication: Process and Product, 5e

582 Formal Report ComponentsIntroduction Explain the problem motivating the report. Describe the problem’s background and significance. Clarify the scope and limitations of the report. Consider reviewing relevant literature. Consider describing data sources, methods, and key terms. Close by previewing the report’s organization. Mary Ellen Guffey, Business Communication: Process and Product, 5e

583 Formal Report ComponentsBody Discuss, analyze, and interpret the research findings or proposed solution to the problem. Arrange the findings in logical segments that follow your outline. Use clear, descriptive headings. Mary Ellen Guffey, Business Communication: Process and Product, 5e

584 Formal Report ComponentsConclusions and recommendations Explain what the findings mean in relation to the problem. Make enumerated recommendations, if requested. Suggest actions for solving the problem. Mary Ellen Guffey, Business Communication: Process and Product, 5e

585 Formal Report ComponentsAppendix Include items of interest to some, but not all, readers, such as data-gathering tools like questionnaires. Mary Ellen Guffey, Business Communication: Process and Product, 5e

586 Formal Report ComponentsReferences and bibliography If footnotes are not provided, list all references in a section called “Notes,” “Works Cited,” or “References.” Optionally, include a bibliography showing all the works cited (and perhaps consulted) arranged alphabetically. Mary Ellen Guffey, Business Communication: Process and Product, 5e

587 Components in Formal and Informal ReportsCover Title page Letter of transmittal Table of contents List of figures Executive summary or abstract Introduction Body Conclusions Recommendations Appendix Notes Bibliography Generally appearing in formal reports Mary Ellen Guffey, Business Communication: Process and Product, 5e

588 Components in Formal and Informal ReportsCover Title page Letter of transmittal Table of contents List of figures Executive summary or abstract Introduction Body Conclusions Recommendations Appendix Notes Bibliography Generally optional in informal reports Generally appearing in informal reports Mary Ellen Guffey, Business Communication: Process and Product, 5e

590 Preparing an Oral Presentation

591 Preparing an Oral PresentationIdentify your purpose. Decide what you want your audience to believe, remember, or do when you finish. Aim all parts of your talk toward your purpose.

592 Preparing an Oral PresentationOrganize the introduction. Get the audience involved. Capture attention by opening with a promise, story, startling fact, question, quotation, relevant problem, or self-effacing story. Establish your credibility by identifying your position, expertise, knowledge, or qualifications.

593 Preparing an Oral PresentationOrganize the introduction. Introduce your topic. Preview the main points.

594 Preparing an Oral PresentationOrganize the body. Develop two to four main points. Streamline your topic and summarize its principal parts. Arrange the points logically: chronologically, from most important to least important, by comparison and contrast, or by some other strategy.

595 Preparing an Oral PresentationOrganize the body. Prepare transitions. Use “bridge” statements between major parts (I’ve just discussed three reasons for X; now I want to move to Y). Use verbal signposts (however, for example, etc.). Have extra material ready. Be prepared with more information and visuals if needed.

596 Preparing an Oral PresentationOrganize the conclusion. Review your main points. Provide a final focus. Tell your listeners how they can use this information, why you have spoken, or what you want them to do. Plan a graceful exit.

597 Preparing an Oral PresentationNine Techniques for Gaining and Keeping Audience Attention 1. A promise By the end of this presentation, you will be able to 2. Drama Tell a moving story; describe a serious problem. 3. Eye contact Command attention at the beginning by making eye contact with as many people as possible.

598 Preparing an Oral PresentationNine Techniques for Gaining and Keeping Audience Attention 4. Movement Leave the lectern area. Move toward the audience. 5. Questions Ask for a show of hands. Use rhetorical questions. 6. Demonstrations Include a member of the audience.

599 Preparing an Oral PresentationNine Techniques for Gaining and Keeping Audience Attention 7. Samples/gimmicks Award prizes to volunteer participants; pass out samples. 8. Visuals Use a variety of visuals. 9. Self-interest Audience wants to know “What’s in it for me?”

600 Building Audience RapportUse effective imagery. Analogies, metaphors, similes, anecdotes, statistics, worst-and best-case scenarios Include verbal signposts. Previewing, summarizing, switching directions Send positive nonverbal messages. Look terrific, animate your body, punctuate your words, move about, vary your expression

601 Designing and Using Graphics

602 Designing and Using GraphicsSelect the medium. Consider the size of the audience and the degree of formality desired. Consider cost, ease of preparation, and potential effectiveness.

603 Designing and Using GraphicsHighlight the main ideas. Focus on major concepts only. Avoid overkill. Showing too many graphics reduces effectiveness. Keep all visuals simple.

604 Designing and Using GraphicsEnsure visibility. Use large type for transparencies and slides. Position the screen high enough to be seen. Be sure all audience members can see.

605 Designing and Using GraphicsEnhance comprehension. Give the audience a moment to study a visual before discussing it. Paraphrase its verbal message; don’t read it.

606 Designing and Using GraphicsPractice using your visual aids. Rehearse your talk, perfecting the handling of your visual aids. Practice talking to the audience and not to the visual.

607 Presentation Enhancers

608 Presentation EnhancersMultimedia Slides Cost: Low Audience size: 2-200 Formality level: Formal or informal

609 Presentation EnhancersOverhead Transparencies Cost: Low Audience size: 2-200 Formality level: Formal or informal

610 Presentation EnhancersHandouts Cost: Varies Audience size: Unlimited Formality level: Formal or informal

611 Presentation EnhancersFlipchart Cost: Low Audience size: 2-200 Formality level: Informal

612 Presentation EnhancersWrite-and-wipe Board Cost: Medium Audience size: 2-200 Formality level: Informal

613 Presentation EnhancersVideo Cost: Medium Audience size: 2-500 Formality level: Formal

614 Using PowerPoint EffectivelyUse slides only to summarize major points. Explain what each point means. Allow time for audience to absorb meaning.

615 Using PowerPoint EffectivelyKeep the lights as bright as possible. Don’t rely totally on PowerPoint. Prepare for the worst; have transparencies or alternate media ready. Don’t let your slides upstage you!

616 Overcoming Stage Fright

617 Overcoming Stage FrightSymptoms of Stage Fright Stomach butterflies Pounding heart Shortage of breath Sweaty palms Dry throat Unsteady voice Trembling hands Wobbly knees Tied tongue

618 Overcoming Stage FrightWays to Overcome Stage Fright Select a familiar, relevant topic. Prepare 150 percent. Use positive self-talk. Convert your fear into anticipation and enthusiasm. Shift the focus from yourself to your visuals.

619 Overcoming Stage FrightWays to Overcome Stage Fright Give yourself permission to make an occasional mistake. Ignore stumbles; keep going. Don’t apologize. Make the listeners your partners. Get them involved. Just before you speak, practice deep breathing.

620 Effective Telephone Calls

621 Effective Telephone CallsMaking Calls Plan a mini agenda. Use a three-point introduction: 1. Your name 2. Your affiliation 3. A brief explanation of why you are calling. Be cheerful and accurate. Bring it to a close. Avoid telephone tag. Leave complete voic messages.

622 Effective Telephone CallsReceiving Calls Identify yourself immediately. Be responsive and helpful. Be cautious when answering calls for others. Take messages carefully. Explain when transferring calls.

624 The Employment Search

625 Writing a Persuasive Résumé

626 Preparation Research the job market. Analyze your strengths.Use newspapers, the Web, and other resources to learn about jobs, qualifications, and employers. Analyze your strengths. What will sell you for the job you want? Study other résumés as models. Experiment with formatting.

627 Heading and Objective List your name, land address, address, and telephone number. Include a career objective for a targeted job.

628 Education Name your degree, date of graduation, and institution.List your major and GPA. Give information about your studies, but don’t inventory all your courses.

629 List of Past Jobs Start with the most recent jobs. Include employer’s name and city, dates of employment (month, year), and most significant title. Salesperson, Kmart, Dayton, Ohio. 4/04 to 5/05. Manager, Fleet Equipment, Kettering, Ohio. 6/05 to present. Tax Return Preparer, Volunteer Income Tax Assistance program (VITA). March, 2005, to present. Sinclair College, Dayton, Ohio.

630 Summary of Achievements and SkillsUse action verbs to summarize achievements and skills relevant to your targeted job. Prepared state and federal tax returns for individuals with incomes under $25,000. Conducted interviews with over 50 individuals to elicit data regarding taxes. Determined legitimate tax deductions and recorded them accurately.

631 Evidence of Nontechnical SkillsGive evidence of communication, management, and interpersonal skills. (Employers want more than empty assurances. Try to quantify your skills.) Organized holiday awards program for 1200 attendees and 140 awardees. Praised by top management for enthusiastic teamwork and achievement.

632 Special Skills, Achievements, AwardsHighlight computer skills. All employers seek employees proficient in word processing, spreadsheet, and Internet use. Show that you are well-rounded. List awards and extracurricular activities, especially if they demonstrate leadership, teamwork, reliability, loyalty, initiative, efficiency, and self-sufficiency.

633 Other Résumé Tips Omit references (unless specifically required).Look for ways to condense your data. Double-check for parallel phrasing. Project professionalism and quality. Avoid personal pronouns. Omit humor. Use 24-pound paper and a quality printer.

634 Other Résumé Tips Have a good proofreader critique your résumé.Proofread! Proofread! Proofread!

635 What Recruiters Consider Most ImportantA focus group of expert recruiters individually stressed the importance of these résumé components and characteristics: “The objective. Plus dates when things happened and accomplishments.” “Information about skills that apply to the job; less about job history and past duties.”

636 What Recruiters Consider Most ImportantA focus group of expert recruiters individually stressed the importance of these résumé components and characteristics: “Valid information in an easy-to-read, attractive style.” “The candidate’s address and phone number. Lots of people put them only in the cover letter.”

637 What Recruiters Consider Most ImportantA focus group of expert recruiters individually stressed the importance of these résumé components and characteristics: “Realizing that the employer is looking for ‘red flags’ and making sure there aren’t any. If you have an employment gap, include a clear statement explaining it.” “Meeting the qualifications for the job.”

638 What Turns Recruiters OffA focus group of expert recruiters individually stressed these résumé components and characteristics: “Personal data. That’s a major ‘red flag.’ Also typos, inconsistent punctuation, and huge paragraphs that look like job descriptions.” “Odd-sized résumés from services saying ‘Presenting the candidacy of ’ I don’t even read them anymore. They’re a major rip-off.” “Résumés that show no research; not looking at the employer’s needs.”

639 What Turns Recruiters OffA focus group of expert recruiters individually stressed these résumé components and characteristics: “Omissions in terms of dates. And misspellings!” Long cover letters and résumés over two pages.” “Excess cosmetics, substituting form for content. A résumé should look nice but not go overboard.”

640 What Turns Recruiters OffA focus group of expert recruiters individually stressed these résumé components and characteristics: “A photo. I have to remove them because managers must be color and gender blind.” “Not sending the résumé to the right place.”

641 Poor Résumé “Before” Version43

642 RÉSUMÉ OF JENNIE JENKINS 3320 Lafayette Street, #12Poor Résumé: “Before” Version RÉSUMÉ OF JENNIE JENKINS 3320 Lafayette Street, #12 San Leandro, CA 94561 (415) OBJECTIVE: An entry-level position where my proven communication, accounting, and administrative skills could be utilized in a path leading to advancement into management eventually. DEGREE from San Francisco State University. Broadcast Communication Arts. Bachelor of Arts. 3.2 major. EXPERIENCE Apprentice KPFA in Berkeley, CA. Duties included scheduling studios Also recruited staff. Some paperwork. Often given responsibility to act as production manager. 10/05 to present. 44

643 Poor Résumé: “Before” VersionPacifica House Position for financial manager. Duties included payroll and benefits for employees of shelter. Was responsible for books, also for cash transactions. Took care of some donations. Expected to help raise funds. I prepared all payroll reports. Also petty cash. Chaotic environment, under funded. Spring, Worked for one spring with Renaissance Rainbow, which is a perfor- mance arts troupe operating out of San Francisco. My duties included scheduling interviews with print and broadcast journalists. Was responsible for volunteers and publicity. Other temporary positions Manpower, Inc. San Francisco. Worked at many different places as temp Dorhring Company. File clerk, receptionist, general duties. Other places. Good Earth Restaurant - server – 44

644 Poor Résumé: “Before” VersionPersonal Self-starter, can finish jobs without supervision. Marital status: single Birth: 6/15/ Health: Excellent Hobbies: Knitting, singing, like to read First Baptist Gospel Choir Awards: Spirit Award, Oak High School Dean’s List, college, 2 semesters 44

645 Improved Résumé “After” Version43

646 Jennifer Marie Jenkens 3320 Lafayette Street, #12 Improved Résumé: “After” Version Jennifer Marie Jenkens 3320 Lafayette Street, #12 San Leandro, CA 94561 (415) Objective: Administrative position involving • Payroll • Accounting • Employee Benefits • Customer Service SUMMARY OF QUALIFICATIONS • Two years’ experience in responsible administrative and accounting positions • Disciplined self-starter; able to work without supervision • Proficient with PCs including Word, Excel, and the Internet • Can be counted on to follow through on every detail, until a task is completed • B.A. degree, San Francisco State University RELEVANT EXPERIENCE 10/05 to Apprentice, Radio Production, KPFA , Berkeley, CA present • As production manager, schedule studios, recruit support staff • Process scripts, permissions, and logs involved in weekly productions 44

647 • Managed agency’s cash flow, involving funder reimbursements, in-kind Improved Résumé: “After” Version 2004 to Financial Manager, The Pacifica House (shelter), San Francisco, CA 2005 • Used computer to manage payroll and employee benefits for a staff of 26 • Completed all projects on time, despite chronically chaotic environment • Managed agency’s cash flow, involving funder reimbursements, in-kind donations, and fund-raising • Processed all accounts payable and receivable, monthly, and quarterly statistical reports for local, state, and federal funding agencies. Oversaw petty cash • Designed a flow sheet to track success of a $25,000 fund-raising project Spring Publicity coordinator, Renaissance Rainbow (performance arts troupe), 2003 San Francisco, CA • Scheduled all media interviews, supervised volunteers • Coordinated publicity mailings for African-American Performance Arts Festival

648 2001 to Temp positions, Manpower Temporary Services, San Francisco, CA Improved Résumé: “After” Version 2001 to Temp positions, Manpower Temporary Services, San Francisco, CA 2003 • Developed customer service skills as telephone interviewer for Dohring Company • Maintained files, routed incoming telephone calls, input employee progress journals, prepared interoffice memos, recorded accounts payable checks, keyboarded accounts payable correspondence, learned systems in various assignments EDUCATION B.A. in Broadcast Communication, San Francisco State University, 2004 GPA in major: 3.2 Dean’s list, 2 semesters

649 Preparing a Computer-Friendly RésuméEmphasize keywords. Include words (usually nouns) that specifically describe the position you want and the skills required. Avoid unusual typefaces, italics, and underlining. Applicant-tracking software has trouble reading anything fancy.

650 Preparing a Computer-Friendly RésuméUse a familiar font and 10- to 14-point type. Software programs may misread uncommon type fonts or any letters that touch. Use smooth white paper, black ink, and quality printing. Be sure your name is alone on the first line on the page.

651 Preparing a Computer-Friendly RésuméProvide plenty of white space. Avoid double columns. Don’t fold or staple your résumé. Use abbreviations carefully. Minimize unfamiliar abbreviations. Maximize well-known abbreviations in your field.

652 Preparing an Inline RésuméAn inline résumé is embedded within an message. Consider reformatting with 4-inch lines. Move all text to the left. (no centered lines, no tabs)

653 Preparing an Inline RésuméConsider using keyboard characters (such as === or ~~~) to separate topics. Save the file in plain text (.txt) or rich text format (.rtf). Send it to yourself to check its appearance.

654 Writing a Persuasive Cover Letter

655 Writing a Persuasive Cover LetterOpening Address the letter to an individual by name. For advertised jobs, name the source; include job title, date, and publication. If someone referred you, name that person. Tell how your qualifications fit the job specifications, show knowledge of the reader’s business, or describe how your special talents will be assets to the company.

656 Writing a Persuasive Cover LetterBody Demonstrate how your background and training fit the job requirements. Summarize your principal assets from education, experience, and special skills. Avoid repeating specific data from your résumé. Refer to your résumé.

657 Writing a Persuasive Cover LetterClosing Ask for an interview. Consider hooking the request to a statement reviewing your strongest points. Make it easy to respond. Tell when you can be reached (during office hours). Some recruiters prefer that you call them.

658 Sending Your Cover Letter by E-mailBe sure to send a cover letter if you your resume. Move your return address from the top to just below your name. Include your address and phone numbers. Remove tabs, bullets, underlining, and italics.

659 Employment Interviewing

660 Employment InterviewingBefore the Interview Investigate the organization. Learn about the position. Plan to sell yourself. Prepare answers to possible questions. Prepare success stories. Dress appropriately. Arrive early.

661 Employment InterviewingDuring the Interview Establish the relationship. Act confident but be natural. Don’t criticize. Stay focused on your strengths. Find out about the job early in the interview. Prepare for salary questions.

662 Employment InterviewingDuring the Interview * Use the STAR method to answer behavioral questions, such as, “Tell me about a time when you….” S – What was the situation? T – What was the task? A – What action was taken? R – What was the result?

663 Employment InterviewingDuring the Interview Be ready for inappropriate questions. Ask your own questions. Conclude positively.

664 Employment InterviewingAfter the interview Make notes on the interview. Write a thank-you letter.

Chapter 1 Communicating at Work

Recommend Documents