Business Communication Today, 9E Courtland L. Bovee Instructor Manuals.pdf (12)

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Type:

Instructor Manual

Resource:

Business Communication Today

Edition:

9th Edition

Author(s):

Courtland L. Bovee John V. Thill

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APPENDIX A: FORMAT AND LAYOUT OF BUSINESS DOCUMENTS APPENDIX OUTLINE First Impressions Paper Customization Appearance Margins Line Length Line Spacing Character Spacing Special Symbols Corrections Letters Standard Letter Parts Heading Date Inside Address Salutation Body Complimentary Close Signature Block Additional Letter Parts Addressee Notation Attention Line Subject Line Second-Page Heading Company Name Reference Initials Enclosure Notation Copy Notation Mailing Notation Postscript Letter Formats Block Modified Block Simplified Envelopes Addressing the Envelope Folding to Fit International Mail Memos

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E-mail Header Body Reports Margins Headings Spacing and Indentions Page Numbers

LECTURE NOTES First Impressions Professionalism is indicated by choice of Paper Customized letterhead General appearance Quality of paper is measured by the Weight of four reams (20-pound is preferred) Cotton content (25 percent cotton is preferred for letters) Paper comes in several sizes: Standard size: 8½ by 11 inches Legal size: 8½ by 14 inches Personal size: 7 by 10 inches To make a good impression choose paper color carefully: White is standard.

Light-colored shades are also acceptable.

Customized stationery has letterhead with information such as the firm’s Name Address Phone and fax numbers Website address Cable address Product lines Date of establishment Officers and directors Slogan Symbol (logo) When preparing business documents: Use letterhead for the first page of a business letter.

Use blank matching paper for subsequent pages.

Use a letter-quality printer for most situations.

A: Format and Layout of Business Documents 613

Use handwriting for some informal memos and for notes of condolence.

For the best appearance, center letters on the page and set all margins at 1-inch minimum, using Computer software Standard line length (about 6 inches) Picture-frame method (counting words and determining number of characters per line) Include the proper spacing after punctuation: One space after commas, semicolons, colons, and sentence-ending periods.

No spaces in abbreviations for organizations, even with periods (U.S.A., not U. S. A.) Letters Standard letter parts include the following: Heading Date Inside address Salutation Body Complimentary close Signature block Your heading depends on the type of paper you use: Generally use letterhead.

If no letterhead is available, start 2 inches from the top and include the return address only.

The date’s position depends on the type of heading you use: Place the date one blank line beneath the letterhead.

If using a return address, place the date immediately below (without any extra line space).

The form is either the standard form (July 14, 2008) or the alternative form (14 July 2008).

The inside address is placed one or more lines below the date (depending on the length of the letter) and includes the following: Addressee’s name Addressee’s courtesy title (Dr., Mr., Ms.) Addressee’s organizational title Name of department Address For the salutation, be sure to Use the first name for friends Use the title and last name for all other correspondence Spell names correctly Use a polite description (“Dear Alumni,” “Dear Colleague,” “Ladies and Gentlemen,” “Dear Accounting Department,” etc.) if the recipient’s name is unknown Use double spacing before and after You may also use a salutopening (omitting the “Dear” and using the recipient’s name in the first few words of the body) The body uses Single-spacing within paragraphs

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Double-spacing between paragraphs Double-spacing before the complimentary close Place the complimentary close on the second line below the body.

The signature block Includes the sender’s name and title Is placed three lines below the complimentary close Additional letter parts are optional; use the following as needed: Addressee notation Attention line Subject line Second-page heading Company name Reference initials Enclosure notation Copy notation Mailing notation Postscript The addressee notation (“personal,” “confidential,” and so on) Is typed in capital letters Is placed two lines above the inside address Use an attention line when the inside address does not include the name of a specific person.

The subject line tells the reader the subject of the letter.

The second-page heading May be special letterhead Specifies the recipient Lists the date Gives the page number If you include the company name in the signature block, be sure to Use capital letters Place it a double space below the complimentary close Reference initials Are typed at the left margin Are placed a double space below the last line of the signature block The enclosure notation is placed two lines below the reference initials.

The copy notation appears below the enclosure notation (or reference initials) and can begin with c (copy) cc (courtesy copy) pc (photocopy) bc (blind copy)

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bcc (blind courtesy copy) bpc (blind photocopy) The mailing notation (“Special Delivery,” “Registered Mail”) usually follows the reference initials, enclosure notation, and copy notation.

The Postscript begins with one of the following: P.S. PS. PS Nothing at all * See Transparencies 171 and 172 for spacing of letter parts.

Letters have three basic formats: Block format places all lines flush left.

Modified block format places the date, complimentary close, and signature block near the center of the page and may or may not indent the first line of paragraphs.

Simplified format varies the block format, uses no salutation, and works the recipient’s name (if known) into first line or two of body. * See Transparencies 173, 174, and 175 for samples of letter formats.

Letter formats differ in three ways: The way paragraphs are indented The placement of letter parts Some punctuation Letter formats are similar in three ways: They separate elements by at least one blank line.

They leave three blank lines between the complimentary close and the typewritten name.

Paragraphs are either flush left or the first line is indented five spaces.

For letters, the standard (or mixed) punctuation style Places a colon after the salutation (or a comma if the letter is social or personal) Places a comma after the complimentary close For letters, the open punctuation style Places no colon or comma after the salutation Places no colon or comma after the complimentary close Envelopes Letterhead envelopes use the same paper stock and the same color ink as letterhead stationery: Standard business size: No. 10 (9½ inches long) Smaller size: No. 6¾ (6½ inches long) The address on the envelope is in block format and should match the inside address on the letter.

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Elements to be included in the address (from smallest division to largest) are the Name and title of recipient Name of department or subgroup Name of organization Name of building Street address, suite number, or P.O. box number City, state or province, and ZIP code or Postal Code Name of country if letter is going abroad Envelope elements should conform to post office specifications, especially for mass mailings.

To speed handling and delivery, be sure to use The ZIP code in the United States The Postal Code in Canada To fold letters properly, you Fold the letter in thirds Fold the bottom up first Fold the top down over it Place the folded letter into the envelope with the open end toward the top and facing out For international mail, follow Postal Service Publication 51, International Postal Rates and Fees.

Memos When preparing a memo, you May use a lower-grade paper than you use for letters May be asked to use a special memo form Include the title “Memo” (or similar) at the top of the page either centered or flush left At the top of a memo (arranged in almost any order), place introductory information such as TO: FROM: DATE: SUBJECT: If a memo has wide distribution, type “See distribution list” after “To:” and place recipient names at the bottom of the page (usually in alphabetical order).

The subject line (or lines) should be short but informative.

For the body of the memo: Start on the fourth line below heading.

Use single-spacing, with double spacing between paragraphs (unless the memo is very short).

Either indent paragraphs or make them flush left.

Head the second page just as you would head the second page of letter.

Although no complimentary close or signature block is required in a memo, the sender may initial the memo beside his or her name or at the bottom of the memo.

A: Format and Layout of Business Documents 617

Handle reference initials, enclosure notations, and copy notations just as you would in a letter.

Memos may be delivered by hand, interoffice mail, or post office.

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E-mail E-mail format depends on your audience and your purpose (from simple office memo to formal report).

E-mail headers contain information about Audience’s e-mail address Sender’s e-mail address Date Subject Copies Attachments Prepare your e-mail message carefully: You may choose to include a memo-type header of your own, but doing so is optional.

Be sure to include both a greeting and a closing.

Reports When preparing reports, set margins as follows: Top margin should be 2 inches from the top of the paper for prefatory parts, supplementary parts, the first page of text, and the first page of each new chapter.

Top margin should be 1 inch from the top for all other pages.

Side and bottom margins should be at least 1 inch wide.

For headings, use appropriate levels and be consistent.

For effective report appearance, be sure you Double-space long or technical reports (unless company style dictates otherwise) Indent paragraphs five spaces Do not indent paragraphs if the report is single-spaced Leave a blank line between paragraphs if the report is single-spaced Center title-page material horizontally and balance blocks of type vertically When numbering report pages: Do not number the first page of the report (title page).

Number prefatory parts using lowercase roman numerals (without dashes or periods).

Number prefatory parts 1 inch from the bottom, centered.

Number text pages using arabic numerals (without dashes or periods).

Number the first text page 1 inch from the bottom, centered.

Number succeeding text pages of left-bound reports 1 inch from the top, right justified.

Number succeeding text pages of top-bound reports 1 inch from the bottom, centered.

APPENDIX B: DOCUMENTATION OF REPORT SOURCES APPENDIX OUTLINE Chicago style In-text citation—Chicago style Bibliography—Chicago style APA style In-text citation—APA style List of References—APA style MLA style In-text citation—MLA style List of works cited—MLA style

LECTURE NOTES Providing information about your sources Improves your own credibility as well as the credibility of the facts and opinions you present Allows readers to check your findings and pursue the subject further Gives credit to the authors and writers you’ve drawn from If your employer uses a particular style for documentation, adopt and use that style.

Whatever style you use, be consistent.

All styles break bibliographic information into parts: Information about the author (name) Information about the work (title, edition, volume number) Information about the publication (place, publisher) Information about the date Information on relevant page ranges Chicago Style The Chicago Manual of Style recommends two types of documentation systems: Documentary-note (or humanities) system, which Gives bibliographic citations in notes (either footnotes or endnotes) Is often used in literature, history, and the arts

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Author-date system, which Gives the author’s last name and the publication date in the text itself (usually enclosed in parentheses) Reserves full documentation for the reference list (or bibliography) Chicago’s humanities system relies on superscripts (Arabic numerals placed just above the line of type at the end of the reference).

Content notes serve several purposes: To supplement the text with asides about a particular issue or event To provide a cross-reference to another section of the report To direct readers to a related source Source notes are used to document Direct quotations Paraphrased passages Visuals Note preferences differ: Some readers prefer footnotes so that they can simply glance at the bottom of the page for information.

Some readers prefer endnotes so that they don’t have to plow through a clutter of notes on text pages.

Writers often prefer endnotes so that they don’t have to plan for how much space the notes will take away from the end of the page.

A good compromise is to use footnotes for content notes and endnotes for source notes.

Because Chicago’s humanities system gives all necessary bibliographic information in the notes, a bibliography is optional.

When using Chicago style, the bibliography may be titled Bibliography Reference List Sources Works Cited (if you include in your list only those sources you actually cited in your report) Works Consulted (if you include uncited sources as well) Since the reference list may also serve as a reading list, you might want to Annotate each entry Subdivide the list into categories (either by type of reference or subject matter) To prepare a bibliography using Chicago style, follow these major conventions: For all entries, you Exclude any page numbers already cited in source notes Alphabetize Format entries as hanging indents

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Arrange the information in each entry as follows: Author name Title information Publication information Date Periodical page range Enclose article titles in quotation marks—capitalizing the first word, the last word, and all other important words Italicize book, newspaper, journal, and magazine titles For journal articles, you Include the volume and issue number Enclose the year of publication in parentheses and follow with a colon Include page range For electronic references, you Use brackets when identifying them: [Online database] or [CD-ROM] Explain how they can be reached: Available from CompuServe Give the citation date for online references

APA Style The American Psychological Association (APA) recommends the author-date system, which is popular in physical, natural, and social sciences.

To use the APA’s author-date system, you Include the following in parentheses: The author’s last name The year of publication The page number (if you’re using a direct quotation) Omit the author’s name from parenthetical material if you’ve already mentioned it in text Include personal communications and author interviews in text only (not in the reference list) APA style recommends that the reference list include only those works that are actually cited in the report.

To prepare a list of references using APA style, follow these major conventions: For all entries, you Indent the first line of each entry (five to seven spaces) Reverse the order of author names (last name first), using initials for first and middle names Arrange the information in each entry as follows: Author name Date Title information

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Publication information Periodical page range List article titles without underlines or quotation marks, capitalizing the first word only Italicize book, magazine, newspaper, and journal titles—capitalizing all important words For journal articles, you Include volume number (in italics) and issue number (in parentheses) Include the page range For electronic references, you Include author, publication date, article title, publication name, electronic medium (online or CD-ROM), volume, series, page, and path Indicate the year of actual publication, the most recent update, or the exact date accessed by the researcher Specify The method used to find the material (Telnet, FTP, Internet) The directory The file name (leaving periods off URLs) MLA Style The Modern Language Association of America (MLA) recommends the author-page system, which is used widely in the humanities, especially for language and literature.

To use MLA’s author-page system, you Include the following in parentheses: Author’s last name Page reference Omit the author’s name from parenthetical material if it’s already mentioned in the text Prepare the list of works cited first so that you know what to include in the parenthetical citation: Whether to add a shortened title if you are citing more than one work by the same author Whether to add an initial or first name if you’re citing two authors with the same last name To prepare a list of works cited using MLA style, follow these major conventions: For all entries, you Format each one as a hanging indent Reverse the order of author names (last name first), using either full first names or initials List second and succeeding author names in normal order Arrange the information in each entry as follows: Author name Title information Publication information Date Periodical page range

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Enclose article titles in quotation marks—capitalizing all important words Italicize book, newspaper, journal, and magazine titles—capitalizing all important words For journal articles, you Include volume and issue numbers Include year of publication in parentheses, followed by a colon Include page range For electronic sources, you Make citations as comprehensive as possible Include both the date assigned in the source and the date accessed by the researcher Include the URL in angle brackets: <http://www.hoovers.com/capsules/13787.html>

APPENDIX C: CORRECTION SYMBOLS

Today’s business professionals increasingly rely on electronic markup features in word processors and the commenting tools available in Adobe Acrobat, but familiarity with traditional proofreading marks is still an important skill.

Early in the term, direct students to this handy appendix at the end of the textbook. “Correction Symbols” lists abbreviations for marking errors in content, style, grammar, usage, and mechanics and shows how standard proofreading symbols are used. This system of marking written messages saves you from the time-consuming task of writing out long comments when students make common errors. Moreover, students may find that the list provides them with a useful shorthand for editing their own writing.

CHAPTER GUIDES This section provides information about the chapters in the textbook and suggested solutions and answers for the activities. Each Chapter Guide includes the following items: •

Important changes in this edition

•

Chapter outline

•

Lecture notes (keyed to overhead acetate transparencies)

•

Answers to Special Feature boxes

•

Solutions to Document Makeovers

•

Answers to simulation scenarios for On the Job: Solving Communication Dilemmas

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Answers to Test Your Knowledge questions

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Answers to Apply Your Knowledge questions

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Answers to Practice Your Knowledge activities (Documents for Analysis and Exercises)

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Suggested solutions to cases (complete solutions in Chapters 7-10; guidelines in other chapters with cases)

USING THE SUPPLEMENTS SUGGESTED SOLUTIONS TO CASES Chapter Guides 7–10 include a complete set of suggested solutions for all short-message cases.

You can photocopy these solutions and use them as student handouts. In addition, we have provided overhead transparencies of below- and above-average solutions to many of the letterwriting cases. See relevant chapter guides for a list of the transparencies providing case solutions.

POWERPOINT SLIDES Hundreds of Microsoft PowerPoint slides accompany this text. These PowerPoint slides are available on disk, or you may download them from the text’s website.

OVERHEAD TRANSPARENCIES Available to instructors upon request are approximately 170 large-type color transparency acetates. Instructors may use these transparencies in addition to, or instead of, the PowerPoint slides. All transparencies are keyed to the Instructor’s Resource Manual.

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PART 1: UNDERSTANDING THE FOUNDATIONS OF BUSINESS COMMUNICATION The first three chapters give students a general understanding of why good communication skills are important in business, how today’s communication is enhanced through technology, why effective communication can be difficult, how communication is used in teams, and how it can overcome intercultural barriers. As you present this material, try to stimulate students to personalize basic concepts. Encourage them to think about their own careers and the communication skills they’ll need to be successful. Ask members of the class who have work experience to comment on the communication requirements and challenges they have encountered.

CHAPTER 1: ACHIEVING SUCCESS THROUGH EFFECTIVE BUSINESS COMMUNICATION IMPORTANT CHANGES IN THIS EDITION • • • • • • •

New chapter-opening vignette on Six Apart, one of the leaders in blogging technology “Inside the Mind of Your Audience,” new section that explains how audiences receive, process, and respond to messages New section on legal aspects of communication, including intellectual property concerns Stealth marketing as an example of an ethical dilemma Discussion of virtual communities and communities of practice Technology highlight box on Web 2.0 The communication process is now modeled using eight steps instead of six

CHAPTER OUTLINE Achieving Success in Today’s Competitive Environment Communicating in Organizational Settings Recognizing Effective Communication Understanding What Employers Expect from You Understanding Why Business Communication Is Unique The Increasing Value of Business Information The Globalization of Business and the Increase in Workforce Diversity The Pervasiveness of Technology The Evolution of Organizational Structures The Growing Reliance on Teamwork Communicating More Effectively on the Job Connecting with Your Audience The Communication Process Barriers in the Communication Environment

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Inside the Mind of Your Audience How Audiences Receive Messages How Audiences Decode Messages How Audiences Respond to Messages Minimizing Distractions Adopting an Audience-Centered Approach Fine-Tuning Your Business Communication Skills Giving—and Responding to—Constructive Feedback Being Sensitive to Business Etiquette Applying What You’ve Learned to the Communication Process Using Technology to Improve Business Communication Keeping Technology in Perspective Using Technological Tools Productively Spending Time and Money on Technology Wisely Reconnecting with People Frequently Making Ethical Communication Choices Distinguishing Ethical Dilemmas from Ethical Lapses Ensuring Ethical Communication Ensuring Legal Communication

LECTURE NOTES Achieving Success in Today’s Competitive Environment Your success in business depends on your ability to communicate.

Employers are frustrated by the poor communication skills of many employees, so communicating well gives you a significant advantage.

Communication is the process of sending and receiving messages, but as this chapter explains, it is far more complicated than it seems on the surface.

The essence of communication is sharing—data, information, and insights.

Effective communication benefits organizations in numerous ways: • Stronger decision making and faster problem solving • Earlier warning of potential problems • Increased productivity and steadier work flow • Stronger business relationships • Clearer and more persuasive marketing messages • Enhanced professional images for both employers and companies • Lower employee turnover and higher employee satisfaction • Better financial results and higher return for investors

Communication connects an organization with all its stakeholders:

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Customers Employees Shareholders Suppliers The community The nation The world Messages flow into, through, and out of business organizations in a variety of ways.

Internal communication is the exchange of information and ideas within an organization.

External communication is the exchange of information and ideas with others outside your organization.

Both internal and external communicators involves formal and informal channels.

Formal internal communication flows in three directions: A downward flow lets executives share decisions and other information that helps employees do their jobs.

An upward flow lets employees provide information that helps executives solve problems and make intelligent decisions.

A horizontal flow (across or diagonally) lets employees share the information and coordinate the tasks that help them solve complex and difficult problems.

Informal internal communication flows along the grapevine, a loose and changing network that operates anywhere two or more employees are in contact.

The grapevine is Used by savvy managers to spread and receive informal messages Most active when employees believe the formal network is not providing the information they want Formal external communication includes such message vehicles as announcements, promotional materials, websites, and financial reports.

Information external communication includes such interactions as Discussing work with friends Meeting potential sales contacts at industry gatherings Networking at social events Talking with customers Informal exchanges of information can now be enhanced by social networking software that indexes e-mail and instant messaging address books, calendars, and message archives in order to detect connections between names.

In some companies, social networking has evolved into virtual communities that unite people with similar interests.

To make your messages effective, make them

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Practical: Provide useful information.

Factual: Give facts rather than impressions.

Concise: Clarify and condense information.

Clear regarding expectations: State precise responsibilities.

Compelling: Persuade others and offer recommendations.

Employers expect you to be competent at a wide range of basic communication tasks, such as Organizing ideas and information coherently and completely Expressing and presenting ideas and information coherently and persuasively Listening to others effectively Communicating effectively with people from diverse backgrounds and experiences Using communication technologies effectively and efficiently Following accepted standards of grammar, spelling, and other aspects of high-quality writing and speaking Communicating in a civilized manner that reflects contemporary expectations of business etiquette Communicating ethically, even when choices aren’t crystal clear A number of forces make business communication a unique challenge: The increasing value of business information The globalization of business and the increase in workforce diversity The pervasiveness of technology The evolution of organizational structures The growing reliance on teamwork The importance of information in business continues to grow.

Knowledge workers are employees who specialize in acquiring, processing, and communicating information.

You’ll be expected to communicate valuable information that addresses such areas as Competitive insights Customer needs Regulations and guidelines Globalization is the increasing effort to reach across international borders in order to Market products Partner with other businesses Employ workers and executives Workforce diversity refers to all those differences among the people you come into contact with on the job, including differences in Age Gender Sexual orientation Education

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Cultural background Religion Ability Life experience Although technology is intended to enhance virtually every aspect of business communication, it can sometimes impede communication, particularly if not used intelligently.

Staying on top of technology requires time, energy, and constant improvement of skills.

To avoid the communication breakdowns and delays inherent in tall organizational structures, many businesses are adopting flatter structures that reduce the number of layers.

Flat organizational structures Help communication flow faster and with fewer disruptions and distractions Require more personal responsibility for communication Flexible organizations pool the talents of employees with external partners, which increases the necessity for giving and getting necessary information if communication is to remain effective.

Corporate culture is the mixture of values, traditions, and habits that give a company its atmosphere and personality.

An open climate encourages The free flow of information down, up, and across the organization chart Candor and honesty, even when bad news must be conveyed Teams offer organizations many potential advantages and require you to become more responsible for communication.

Communicating More Effectively on the Job Human communication is a complex process with many opportunities for messages to get lost, ignored, or misinterpreted.

The eight phases of the communication process are repeated until both parties finish expressing themselves: The sender has an idea.

The sender encodes the idea into a message.

The sender produces the message in a medium.

The sender transmits the message through a channel.

The audience receives the message.

The audience decodes the message.

The audience responds to the message.

The audience provides feedback to the sender.

In any communication environment, messages can be disrupted by a variety of communication barriers:

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Noise and distractions, including both internal and external distractions—multitasking is a common culprit.

Competing messages can create message overload.

Filters can block or distort messages; filters can be both human and technological.

Channel breakdowns occur when the chosen communication channel fails to deliver a message.

The mere fact that a message reached its intended audience is no guarantee of successful communication.

For an audience member to actually receive a message, three events need to occur: 1. The receiver has to sense the presence of a message 2. The receiver has to select it from all the other messages clamoring for attention 3. The receiver has to perceive it as an actual message (as opposed to random noise) Communicators can improve the odds of successful message reception by following five principles: • Consider audience expectations regarding media and channels.

• Ensure ease of use, such as websites that are easy to navigate.

• Emphasize familiar words, images, and designs.

• Practice empathy so that messages address audience concerns.

• Design for compatibility to minimize the chance of technical glitches.

Even though a message may have been received by the audience, it still doesn’t “mean” anything until the recipient decodes it and assigns meaning to it.

Assigning meaning through decoding is a highly personal process that is affected by Culture Individual experience Learning and thinking styles Hopes and fears Temporary moods Audience tend to extract the meaning from messages that they expect or hope to receive.

Each of us has an individual perception of reality.

Selection perception when audience members distort or ignore incoming information rather than alter their perceptions of reality.

Vague language is a common—and easily correctable—cause of misperception For audience members to respond to correctly decoded messages, three things must occur: 1. They must remember the message long enough to act on it.

2. They must be able to respond as the sender wishes.

3. They must be motivated to respond.

Minimize physical distractions by doing the following:

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Reduce as much noise, visual clutter, and interruption as possible.

Don’t let e-mail, instant messaging, Twitter feeds, or telephone calls interrupt you every minute of the day.

Don’t send unnecessary messages.

Let people know the true urgency of your messages.

Overcome emotional distractions by Recognizing your own feelings Anticipating responses from others Choosing your words carefully Avoiding placing blame Avoiding subjective reactions An audience-centered approach means focusing on and caring about the members of your audience, making every effort to get your message across in a way that is meaningful to them.

In order to focus on your audience, try to learn as much as you can about your receivers’ Biases Education Age Status Style Personal concerns Professional concerns Recognize and adapt to the various communication styles you will encounter on the job.

* See Transparency 1 for a visual emphasizing these points.

To improve your own skills as a communicator, take advantage of opportunities, such as employer training and the training offered in this course.

Constructive feedback is focused on the process and the outcome of communication, not on the people involved.

Destructive feedback delivers criticism with no effort to stimulate improvement.

When you receive constructive feedback, try to Resist the urge to defend your work or deny the validity of the feedback Disconnect emotionally from the work and see it simply as something that can be made better Step back and consider the feedback before diving in to make corrections Don’t assume that all constructive feedback is necessarily correct Etiquette is the expected norms of behavior in a particular situation.

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To be sensitive to business etiquette, try to do the following: Realize the fact that people can have different expectations about the same situation.

Don’t be overwhelmed by long lists of etiquette “rules.”

Rely on respect, courtesy, and common sense to get you through just about anything.

Use guidebooks and websites to learn about norms and customs in different countries.

Don’t be afraid to ask questions.

Using Technology to Improve Business Communication You will encounter a wide variety of communication technologies on the job, including E-mail and instant messaging Blogs Podcasts and vidcasts Wikis Electronic presentations (e.g., PowerPoint) Online, virtual meetings Virtual reality spaces such as Second Life Social networking Businesses are usually quick to explore and adopt any technology that promises more effective or less expensive communication.

To use communication technology effectively, you need to Keep technology in perspective Use technological tools productively; some tools can waste as much time as they save Disengage from the computer frequently to communicate in person

Making Ethical Communication Choices Ethics are the principles of conduct that govern human behavior.

Ethical communication Includes all relevant information Is true in every sense Is not deceptive in any way

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Examples of unethical communication include Plagiarism Selective misquoting Misrepresenting numbers Distorting visuals An ethical message Is accurate and sincere Avoids language that manipulates, discriminates, or exaggerates An ethical dilemma involves choosing among alternatives that are not clear-cut: Two conflicting alternatives that are both ethical and valid Two alternatives that lie somewhere in the vast gray area between right and wrong An ethical lapse involves making a clearly unethical or illegal choice.

To ensure ethical communication, three elements need to be in place and to work in harmony: Ethical individuals Ethical company leadership The appropriate policies and structures to support employee efforts to make ethical choices A code of ethics is an explicit written policy of ethics guidelines that helps employees determine what is acceptable.

Ethics audits monitor ethical progress and reveal any weaknesses that need to be addressed.

Every employee has the responsibility to communicate in an ethical manner; the law is a good place to start when making ethical decisions, but the law alone is not enough.

If you must rely on your own judgment, ask yourself the following questions about your business communication efforts: Have I defined the situation fairly and accurately?

What is my intention in communicating this message?

What impact will the message have on those who receive it or who might be affected by it?

Will the message achieve the greatest possible good while doing the least possible harm?

Will the assumptions I’ve made change over time? That is, will a decision that seems ethical now seem unethical in the future?

Am I comfortable with my decision? Would I be embarrassed if it were printed in tomorrow’s newspaper or spread across the Internet?

•

See Transparency 2 for “Test the Ethics of Your Message”

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ETHICAL DILEMMA:When the boss says, “Change it,” and you have reservations, what should you do?

You have just completed a proposal in which you promise to deliver a product to the customer by April 15. You selected this date after checking with the manufacturing department to see when they could guarantee delivery.

However, when your boss reviews the proposal, she says, “We’ll never win this contract with an April 15 delivery date. Our competitors are promising to deliver by April 1. You’d better change the schedule. If we get the job, manufacturing will deliver on time. I know those guys.

They’ve probably left themselves a good two-week cushion.”

Your boss has been around awhile. You respect her judgment—and her authority. She’s probably right, but then again, you had to lean on the people in manufacturing to get them to agree to the April 15 date. You seriously doubt whether they can deliver the product two weeks early without sacrificing quality.

Should you change the proposal?

Solution: Politely tell your boss that you pressed manufacturing to produce by April 15 and that you are worried about trying to proceed more quickly. Raise the question of possible quality problems. Mention Murphy’s Law (anything that can go wrong will go wrong). Suggest that your boss talk with the manufacturing department herself. If possible, avoid getting caught in the middle of a battle between the two departments.

You might point out that the customer might have real problems if you promise to deliver by April 1 and then slip the schedule by two weeks. Gently mention that the proposal represents a legally binding contract. By signing it, your boss will commit the company to live up to all the stated terms and conditions.

If, after hearing your arguments, your boss still instructs you to speed up the delivery date, you should change the proposal. You are not legally or morally responsible for your boss’s decisions. Your ethical responsibility is to present your point of view as honestly and persuasively as possible.

Note: This situation raises a tough question, just one of the many that students may have to answer when they leave the classroom and face organizational life on the job. To help you prepare your students for the real world, this Instructor’s Manual includes a number of ethical dilemmas designed for classroom discussion. Watch for other intriguing scenarios like this in other Chapter Guides and overhead transparencies.

SPECIAL FEATURE BOX: IS WEB 2.0 THE FUTURE OF THE PAST REVISTED? (p. 10) 1. Students shouldn’t rely on the “Web 2.0” entry on Wikipedia, of course, but the links provided at the end of the Wikipedia entry will help students find some useful and authoritative sites.

2. One helpful approach to describing something as amorphous as Web 2.0 is to focus on the benefits it delivers, rather than on the technical details of what it is or how it works. With that in mind, here is one possibility to share with students: Web 2.0 expands the meaning of online interactivity, allowing web users to be active participants in cultural, political, and business conversations and collaborations, rather than passive recipients of information and ideas.

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DOCUMENT MAKEOVER (ONLINE) Version Marked with Improvements and Chapter Concepts

MEMO TO: All Team Members, Shipping Department FROM: Esther Nields, Manager DATE: February 13, 2008 SUBJECT: Team Performance As members of the shipping team, you’ve always handled the challenges of this department well.

During our busiest seasons (Christmas, Valentine’s Day, Easter, Graduation, and Halloween), you’ve always pulled more than your share and kept our shipments going out on time. Now you’ve all started slacking off—and the result is a big fat zero on our productivity scale! That’s why I was surprised to learn that, recently, our shipments have been falling behind schedule.

[Avoid placing blame.]

I’ve done some tracking and learned that the problem is not a delay in manufacturing (in other words, products are reaching our department on time). Neither does the problem involve current difficulties with shipping channels. That means the holdups are happening within our department, reflecting poorly on our performance as a team and producing statistics that will eventually come back to haunt us, individually and collectively, which is a situation that none of us want to see happen. [Omit. Communicate efficiently by avoiding wordiness.]

I’d hate to do it, but if I have to I’m going to start firing on the spot anyone I catch lagging on the job. I’d like each of you to consider ideas for improving our performance. Since you’re on the front lines, you’re likely to be most keenly aware of where problems may lie. [Avoid exaggeration; facilitate feedback.] I believe that as a team we can come up with solutions that will rectify the delays and bring our performance back up to the high level we’ve always achieved. To tell the truth, I’m pretty steamed up about this situation so don’t expect me to overlook any lapses I discover. [Omit. Avoid emotion in routine business communication.]

I’ll give you a few days and then I’d like to have your suggestions and insights by February 20.

You’ll have a few days to think this over. Please submit your suggestions and insights to me by February 20. [Focus on the audience] You may send them directly via e-mail, or if you prefer anonymity, slip your unsigned memo into an interoffice envelope and direct it to my office.

We’ll discuss the results of your input and plans for improvement at a department meeting to be held on Friday, February 27, at 10 a.m. in the conference room. By pulling together like this, we should be able to step up our performance and get back to meeting shipping schedules consistently!

Multiple Choice Options: (correct answer is underlined) 1. Select the best option for improving this sentence: “Now you’ve all started slacking off— and the result is a big fat zero on our productivity scale!” a. Substitute “That’s why I was surprised to learn that, recently, our shipments have been falling behind schedule.” b. Omit the sentence, which places blame on the reader. c. Substitute “The bad news is that our productivity has suddenly slipped down below a tolerable level, apparently because you’ve all stopped working as hard as you once did.”

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d. Add this after the sentence: “This is a situation that cannot be tolerated; you must all start working harder immediately to meet our schedules promptly.”

2. Select the best option for improving this sentence: “That means the holdups are happening within our department, reflecting poorly on our performance as a team and producing statistics that will eventually come back to haunt us, individually and collectively, which is a situation that none of us want to see happen.” a. Sentence should not be changed; the information is necessary. b. Add a new sentence: “We all know that this could lead to poor reviews and lower pay raises.” c. Change the sentence to read “The holdups are happening within our department, and that means we’re all to blame, because even if you’ve been working as hard as always, we’re still part of a team so we all must share the blame.” d. Improve efficiency by omitting the wordy phrase “reflecting poorly on our performance as a team and producing statistics that will eventually come back to haunt us, individually and collectively, which is a situation that none of us want to see happen.”

3. Choose the option that would facilitate feedback better than this sentence: “I’d hate to do it, but if I have to I’m going to start firing on the spot anyone I catch lagging on the job.” a. Substitute “We’ve got to find a way to get a handle on this, and I’m going to be taking it all under careful consideration.” b. Substitute “You will soon see the effects of this performance slippage as pink slips are issued to those whose work is substandard.” c. Substitute “I have many ideas that I plan to instigate to solve the problem, which you will hear about soon.” d. Substitute “I’d like each of you to consider ideas for improving our performance.

Since you’re on the front lines, you’re likely to be most keenly aware of where problems may lie.”

4. Select the best option for improving this sentence: “To tell the truth, I’m pretty steamed up about this situation so don’t expect me to overlook any lapses I discover.” a. Omit the phrase “To tell the truth.” b. Use the word “you,” as in “You can see that I’m pretty steamed up and you can expect me to target anyone I see slacking off.” c. Omit the sentence; the emotional tone can be a communication barrier. d. Soften the language: “To tell the truth, I’m very concerned about this situation, so please expect me to take appropriate action.”

5. Select the best option for making this sentence audience-centered: “I’ll give you a few days and then I’d like to have your suggestions and insights by February 20.” a. Omit the date, “by February 20.” b. Replace the sentence with “If you can get your ideas to me by February 20, it will help me devise a plan.” c. Replace the sentence with “You’ll have a few days to think this over. Please submit your suggestions and insights to me by February 20.”

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d. Replace the sentence with “Ideas that are given on this subject will be received with respect, especially if I have them before February 20.”

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Final, Improved Version

MEMO TO: All Team Members, Shipping Department FROM: Esther Nields, Manager DATE: February 13, 2008 SUBJECT: Team Performance As members of the shipping team, you’ve always handled the challenges of this department well.

During our busiest seasons (Christmas, Valentine’s Day, Easter, Graduation, and Halloween), you’ve pulled more than your share and kept our shipments going out on time. That’s why I was surprised to learn that, recently, our shipments have been falling behind schedule.

I’ve done some tracking and learned that the problem is not a delay in manufacturing (in other words, products are reaching our department on time). Neither does this problem involve current difficulties with shipping channels. That means the holdups are happening within our department.

I’d like each of you to consider ideas for improving team performance. Since you’re on the front lines, you’re likely to be most keenly aware of where problems may lie. By tapping our own expertise in this way, I believe we can come up with solutions that will rectify the delays and bring our team performance back up to the high level we’ve always achieved.

You’ll have a few days to think this over. Please submit your suggestions and insights to me by February 20. You may send them directly via e-mail, or if you prefer anonymity, slip your unsigned memo into an interoffice envelope and direct it to my office.

We’ll discuss the results of your input and plans for improvement at a department meeting to be held on Friday, February 27, at 10 a.m. in the conference room. By pulling together like this, we should be able to step up our performance and get back to meeting shipping schedules consistently!

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COMMUNICATION CHALLENGES AT SIX APART (P. 29) Individual Challenge The challenge in this assignment is in launching an important discussion without further stirring up the negative emotions that are already present among the customer support staff.

Students will learn more about buffers when you cover writing negative messages in Chapter 9, but for now a common-sense approach will yield a good solution. Here are two possibilities that build rapport with the frustrated employees. The first hints less directly at the problem discussion to come, whereas the second makes it clear that a discussion of the problem is coming next. Depending on a manager’s personal style and the company’s culture, one or the other might be more appropriate.

Thank you for your continued efforts at supporting our customers; I know this can be a challenging task at times.

I understand how frustrating customer service can be at times, but we can all appreciate how vital satisfied customers are to our continuing success.

Team Challenge Communication style is often a reflection of personality, so any discussion on this matter needs to be handled sensitively. A casual, one-on-one conversation is the best way in this case. Here’s a suggested e-mail from the staffer to Mena Trott, introducing the problem and suggesting a solution: Hi Mena, I’ve overheard several discussions lately regarding Celine Jeffers, and I thought the situation could benefit from your personal attention. From all reports, she is doing a wonderful job as accounting manager, but the conversations I’ve heard also suggest that some people think she doesn’t quite “fit in” as a Six Aparter. In my own interactions with Celine, I’ve found her to be a consummate professional, but perhaps a bit more formal than we’re all used to around here.

As I discovered when I joined Six Apart, newcomers can often benefit from a helpful introduction to a company’s culture. Celine might simply be communicating in a style that was expected in her previous employment.

Might I suggest a private conversation with her, in which you could explain the reasoning behind Six Apart’s informal culture and its contribution to the company’s success? As part of this conversation, perhaps you could also suggest that she could find her work here even more enjoyable if she modifies her approach somewhat.

I know it’s a touchy subject, but this seems like one of those situations in which a brief conversation could help diffuse an uncomfortable situation and make sure all the parties involved can benefit from a positive and mutually supportive environment.

Please let me know if I can be of any further assistance.

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TEST YOUR KNOWLEDGE (P. 30) 1. Page 4 lists the many benefits of effective communication: • • • • • • • •

Stronger decision making and faster problem solving Earlier warning of potential problems Increased productivity and steadier work flow Stronger business relationships Clearer and more persuasive marketing messages Enhanced professional images for both employers and companies Lower employee turnover and higher employee satisfaction Better financial results and higher return for investors

2. Even if employees are unfamiliar with specific expectations in any given business situation, they can minimize etiquette blunders with close attention to respect, courtesy, and common sense.

3. Formal communication follows official, identified organizational channels, whether it’s up and down the vertical hierarchy, across departments, or between the company and its customers. In contrast, informal communication takes place whenever, however, and wherever business professionals interact—in the cafeteria, at company picnics, at their children’s school or athletic events, at the health club, online, and so on.

4. Information can travel up, down, and across an organization’s formal hierarchy.

5. The grapevine is the informal communication network that supplements formal channels.

Managers should understand how the grapevine operates so that they can use it as needed to send and receive informal messages within the organization.

6. Before they can perceive an incoming message as an actual message, audience members need to sense the presence of the message and select it from all other messages and noises competing for their attention.

7. By taking an audience-centered approach to communication, a communicator can focus on the audience and its needs. With this approach, the communicator works hard to overcome any barriers and to get the message across in a way that is meaningful to the audience.

8. Information overload occurs when someone receives a high volume of messages from various sources. The sheer volume reduces the receiver’s ability to focus on the most important details, creating a barrier to effective communication.

9. Constructive feedback emphasizes process and product (the outcome of the effort in question), rather than the personal failings of a particular individual. Table 1.1 (page 17) lists the eight elements of constructive feedback: • Think through your suggested changes carefully.

• Discuss improvements rather than flaws.

• Focus on controllable behavior.

• Be specific.

• Keep feedback impersonal.

• • Verify understanding.

Time your feedback carefully.

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• Highlight any limitations your feedback may have.

10. Students can consider ethics from both a moral and a practical perspective. The moral perspective tends to establish society’s expectations of ethical behavior—doing what is right, regardless of the impact on profits and other self-directed considerations. The practical perspective considers the effects of ethical decisions on the company's business. Dozens of companies in recent years, from Enron to mutual funds, have learned that unethical communication and other unethical activities may have helped their bottom lines in the short term, but these poor choices damaged or even destroyed them in the long run.

APPLY YOUR KNOWLEDGE (p. 30) 1. Good communication helps employees feel that they are a part of the business process. They feel supported in their efforts and rewarded for their accomplishments. They believe their comments, suggestions, and problems will receive fair consideration, so any problems among co-workers are quickly and easily resolved. Knowing the company’s objectives and having clear instructions on how to accomplish their tasks makes employees confident in their work.

2. The answer is a definite yes. Communication technology has three potential shortcomings that can and do hamper communication. First, technologies such as e-mail and instant messaging are unable to convey the full richness of human communication, particularly nonverbal signals. For instance, e-mail messages can come across as blunt or overly harsh simply because the medium lacks a practical and effective way to convey emotional nuances.

Second, technology can’t replace human planning and oversight. Spellcheckers that correct spelling but “approve” poor word choices or nonsensical phrases are a common example of this flaw. Third, even the best technologies are rarely 100 percent reliable, and if people come to depend on technological channels too heavily, they can be cut off from one another whenever these systems fail.

3. Written messages are more susceptible to noise than spoken messages because the sender has little control over the environment in which the receiver gets the message. The writer is rarely present when the reader picks up the document and begins to read. A speaker, on the other hand, is present when communication occurs; he or she has a chance to notice the interference and possibly remove the source of the noise. At the very least, the speaker has a better chance of recognizing situations in which a message is likely to be blocked or distorted.

4. A lack of shared experience increases the odds of communication failure because the decoding of incoming messages depends heavily on perception, and perception is shaped by experience. In other words, people with different life experiences tend to view the world in different ways, and these differing perceptions will naturally affect the meanings that these people extract from messages they receive.

5. Students must struggle with the fact that although writing documents for superiors is often part of business, a person repeatedly taking credit for another’s work may still be seen as acting unethically. They must decide when action is necessary and appropriate. If they decide to take action, they must figure out how to do so discreetly and respectfully. An employee probably wouldn’t want to embarrass his or her boss by going to higher management.

Students must consider whether it would be a good idea to discuss this issue with their boss

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or find other ways to clarify their role, perhaps through informal lines of communication.

Word of mouth can spreads far and fast up the organizational ladder.

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PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 31) Students will recognize this document as ineffective because it presents so many barriers to communication. The memo • Creates emotional barriers right from the first sentence (accusing employees of lying and • cheating, later calling them names), preventing readers from perceiving the intended message • Presents a restrictive and authoritarian attitude, reflecting an environment that discourages • open communication and thus discourages employee candor • Expresses bias or prejudice (in the slur against women employees) Reflects the author’s anger and defensiveness (“I simply have no choice”) Assumes bad intentions on the part of the employees, underlining the lack of audiencecentered thinking • Uses vague, confusing language (More than three times during what period? Will have to answer to the author for what specific penalties?)

• Polarizes workers by inciting conflict between “punctual” employees and others

* See Transparency 3 for an improved version of the memo. * See Transparency Masters 1-1 and 1-2 at the end of this chapter’s guide for poor and improved versions of this memo.

Exercises (pp. 31–32) 1.1

1.2

This exercise reveals how well students translate the chapter material into a practical analysis of business communication—the first step to writing more effective messages of their own. Look for explanations that go beyond a mere list of the qualities absent or present in the sample they choose. For example, they might explain that a promotional email message without a working website link lacks the “practical information” necessary for recipients to acquire more information before placing an order. Or they might point out that a particular sales letter goes on for three pages, simply repeating information rather than condensing it, and so on.

The tasks described have the following communication directions: a. Downward, upward, and horizontal—since the entire company is involved. A memo is the best choice (either printed or electronic) to ensure that everyone receives the message (as opposed to, say, a blog posting, which is more passive). b. Upward. Depending on the situation, could be a formal proposal or a presentation at an executive meeting. c. Horizontal. Because this situation calls for feedback, a phone call, an e-mail, or an instant message would be appropriate. d. Downward, upward, and horizontal—since the entire company is involved. This situation is likely to involve both a considerable amount of information and periodic updates as marketplace conditions change. A blog would be an ideal vehicle for this (particularly with an automated RSS newsfeed), as would an e-mail newsletter. Depending on the size of the company, in-person communication events such as “coffee talks” could be an effective channel as well.

1.3

As students weigh the ethical options, they may realize that the college friend ignored ethical practices when relating the information in the first place. Now the employee has to (a) decide whether to protect that friend by keeping silent, (b) decide whether to

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protect the company by communicating the information to someone in authority, and (c) determine to whom the information should be related. There may be no “right” answer here, but it should help students recognize that business communication often carries serious consequences.

1.4

The ethics of each situation may be decided as follows: a. Keeping quiet about the possible environmental hazard would be an ethical lapse that could possibly affect lives if not wildlife. b. Stretching the truth, even “a bit,” is never ethical. c. Helping a friend would be ethical, unless “privileged” information were being conveyed without permission. d. Using allocated funding for bogus purchases is unethical. It would be better to justify the need for next year’s budget than to preserve it by cheating.

1.5

Regarding the issue of employee blogs and information that is critical of an employer, a much stronger case can be made for placing such restrictions than for not doing so.

Publicly aired criticism of internal company matters is likely to cause harm to the company (by scaring away potential customers, employees, or investors, for instance) while probably doing little or nothing to resolve whatever situations a blogger might be upset about. In fact, an argument can be made that criticizing one’s own employer in public is unethical, since employees are paid to further the company’s interests, not their own. If they are unhappy in their jobs, they have a responsibility to either work to improve the situation through appropriate channels or to find other employment.

In answering this question, students should consider the fundamental issue of what a blogger hopes to accomplish by airing complaints in public. If the blogger truly wants to solve a problem, he or she can surely find more appropriate and more productive internal channels through which to pursue such a solution. Simply “protecting the employees freedom of speech” or some other general goal is insufficient justification for rejecting restrictions because it doesn’t consider the many possible ramifications of critical blog postings.

Note that if a true whistle-blower situation exists, in which an employee believes than an employer is breaking the law, this situation should be handled through private channels to the proper authorities.

1.6

Students should be able to identify dozens of potential violations of Cisco’s Code of Conduct. Three examples include entering into or sustaining a business relationship that creates a conflict of interest with an employee’s professional responsibilities at Cisco, providing financial information that is not accurate or not objective, and discussing confidential information with an outside party who is not bound by a nondisclosure agreement. Opportunities to report or discuss ethical concerns include contacting the company’s Ethics Program Office, the General Counsel, or the Audit Committee.

1.7

This message needs to communicate the importance of the situation without preemptively offending anyone (since there have been no instances of etiquette mistakes and only a general concern about them). The first paragraph could provide the general manager with a brief overview of the situation, describing how customers come in contact with production personnel and explaining the potential damages to sales that could result from etiquette mistakes. The second paragraph could then follow with an explanation of how etiquette training would minimize the risk of lost sales. Depending on the circumstances

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and the writer's relationship with the recipient, the message might also propose a solution, such as adapting the sales department's etiquette training course for re-use in the production department.

1.8

1.9

Students should recognize that the boss’s request itself is potentially unethical, putting the employee in a situation of policing his or her colleagues—which will surely lead to circumstances in which the employee is forced to be disingenuous with colleagues (e.g., not saying anything to a colleague who steals office supplies but then reporting the behavior to the boss). The employee would want to consider the following in a discussion with the boss: the uncomfortable situation this request will create for the employee, the effect this informal assignment would have on workplace dynamics, the damage to the employee’s career prospects or ability to work with others if colleagues find about such reporting, and last but not least, the fact that asking employees to spy on one another is a misguided way to solve a problem (e.g., ethics training and making employees aware of the costs of their decisions would be a much more enlightened approach).

Look for information about students’ majors, hobbies, likes, dislikes, and future career plans. With e-mail messages, you will get an idea of the level of your students’ writing; with presentations, you will get an idea of their public speaking abilities. Either way, this exercise will help you learn more about your students.

Before writing the report, the team will want to know

1.10 a. The audience’s culture (so that cultural biases can be avoided) b. The audience’s level of knowledge about the subject (so that the report’s style, content, organization, and tone will address that level) c. The environment in which the report will be received (to compensate for any noise interference) d. Whether the report will be read directly by the intended audience or will first pass through several layers of gatekeepers (so that anticipated distortions can be minimized before the report is read and summarized by gatekeepers) e. The audience’s gender and family status (because child care may be viewed from a different perspective by men, women, parents, and nonparents) 1.11

1.12

This exercise challenges students to apply their understanding of the communication process. Ask them to be specific about how they encoded and transmitted the idea they wanted to share; also ask them to explain exactly how they knew whether the message had been accurately decoded.

Students might identify such barriers as a difference in perception due to differences in age, background, culture, or language; a lack of credibility, precision, congeniality, or control; a lack of information about the audience; a misunderstanding caused by unfocused, incoherent, or sloppy communication; a miscommunication resulting from one party being sidetracked or constantly bringing up unnecessary information; an inability to relate new information to existing ideas; or the noise from environmental distractions, from the emotional states of the people involved, or from a person’s poor listening ability.

This exercise asks students to weigh the ethical aspects of a decision, in addition to using what they’ve learned so far about communication principles. Students should recognize

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the potential for an ethical lapse: presenting inadequate, incomplete, or untruthful information for the sake of winning an issue.

Students might consider two more ethical choices: First, they might go ahead and make the presentation but cite a range of cost figures that would span plus or minus 10 percent and that would be refined within the next day or two. Second, they might request a postponement because new information has just come to light.

Students might note that whichever alternative is chosen, it must be phrased in positive terms to soften the bad news and to enhance credibility (explaining that the reason for the postponement is a desire to be thorough and complete). Regardless of the alternative that students choose, they might mention going back over the issue and thoroughly studying the budget dilemma in order to arrive at a wholehearted, aboveboard estimate of the project cost.

1.13

Students will learn more about group dynamics in Chapter 2, but common sense and thoughtful analysis should yield a number of insightful ideas. The only possible advantages of going along with the flow would be not making any enemies and not damaging one’s own career prospects—both of which could be compromising for the employee. The disadvantages include contributing to the perpetuation of a dysfunctional team environment, potentially limiting opportunities for you to make real contributions to the organization, risking the likelihood that your eventual contributions will sooner or later be co-opted by someone else who doesn’t deserve the credit, and compromising your own ethics and standards in an effort to fit in.

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TRANSPARENCY MASTER 1-1 Chapter 1—Message for Analysis (poor version)

MEMO TO:

All Employees

FROM:

R. Smith, Personnel Director

DATE:

December 28, 2008

SUBJECT: Time Cards It has come to my attention that many of you are lying on your time cards. If you come in late, you should not put 8:00 on your card. If you take a long lunch, you should not put 1:00 on your time card. I will not stand for this type of cheating. I simply have no choice but to institute an employee monitoring system. Beginning next Monday, video cameras will be installed at all entrances to the building, and your entry and exit times will be logged each time you use electronic key cards to enter or leave.

Anyone who is late for work or late coming back from lunch more than three times will have to answer to me. I don't care if you had to take a nap or if you girls had to shop. This is a place of business, and we do not want to be taken advantage of by slackers who are cheaters to boot.

It is too bad that a few bad apples always have to spoil things for everyone. eg

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

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TRANSPARENCY MASTER 1-2 Chapter 1—Message for Analysis (improved version)

MEMO TO:

All Employees

FROM:

R. Smith, Personnel Director

DATE:

December 28, 2008

SUBJECT: Time Cards After reviewing our current method of keeping track of employee hours, we have concluded that time cards leave a lot to be desired. So starting Monday, we will have a new system: a time clock. You will then just have to punch in and punch out whenever you come and go from your work area.

The new system may take a little while to get used to, but it should be helpful to those of us who are making a New Year's resolution to be more punctual.

Happy New Year to all! eg

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

CHAPTER 2: COMMUNICATING IN TEAMS AND MASTERING LISTENING AND NONVERBAL COMMUNICATION SKILLS IMPORTANT CHANGES IN THIS EDITION • • •

Enhanced coverage of collaborative writing technologies, including content management systems and wikis Instant messaging now covered in the new Chapter 7 New tables on assembling a business wardrobe and ensuring positive telephone etiquette

CHAPTER OUTLINE Improving Your Performance in Teams Advantages and Disadvantages of Teams Characteristics of Effective Teams Team Communication Collaborative Writing Guidelines Collaborative Writing Technologies Group Dynamics Assuming Team Roles Allowing for Team Evolution Resolving Conflict Overcoming Resistance Etiquette in Team Settings In the Workplace In Social Settings Making Your Meetings More Productive Preparing for Meetings Leading and Participating in Meetings Using Meeting Technologies Improving Your Listening Skills Recognizing Various Types of Listening Understanding the Listening Process Overcoming Barriers to Effective Listening Improving Your Nonverbal Communication Skills Recognizing Nonverbal Communication Using Nonverbal Communication Effectively

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LECTURE NOTES Improving Your Performance in Teams A team is a unit of two or more people who work together to achieve a common goal.

Organizations can (such createasdifferent typesbecome of teams: Formal teams committees) a part of the organization’s structure.

Informal teams (such as a task force or problem-solving team) disband once they reach their goal.

Cross-functional teams pull together people From a variety of departments With different areas of expertise and responsibility Participative management is the effort to involve all employees in decision making.

A successful team can provide advantages, such as Increased information and knowledge Increased diversity of views Increased acceptance of solutions Higher performance levels Teams can also have disadvantages, such as Groupthink—members are willing to abandon personal opinions in favor of group cohesion Hidden agendas—private motives affect the group’s interaction Free riders—noncontributing members aren’t held individually accountable Cost—coordinating group activities costs time and money The most effective teams Have a clear objective and a shared sense of purpose Communicate openly and honestly Reach decisions by consensus Think creatively Know how to resolve conflict Lack of trust and poor communication are the most common reasons for failure in teams.

Collaborative writing and presenting efforts Let the team exploit each person’s unique skills Require special effort to maximize productivity and minimize conflict To collaborate effectively Select collaborators carefully Agree on project goals before you start Give your team time to bond before diving in Clarify individual responsibilities Establish clear processes

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Avoid writing as a group Trying to compose as a group is usually slow and painful For shorter projects, assign the actual writing to one person For longer projects, assign sections to individual writers Make sure tools and techniques are ready and compatible across the team Check to see how things are going along the way

*See Transparency 4 for a summary of these points Collaborative writing technologies can help you manage complex projects.

Content management systems have formal processes, such as check-out and check-in procedures, workflow rules, etc.; often used to manage large websites Wikis are usually less formal and promote quick, direct collaboration Enterprise wikis add features such as access control, rollback, etc.

Wiki benefits: Simple to use Freedom to post or revise material immediately, without authorization Wiki writing guidelines: Relax expectations of authorship control and recognition; it’s about the team Encourage people to edit and improve content whenever then can Focus on text content; formatting and design options are usually limited Using editing and commenting tools appropriately (e.g., use the comment page, rather than inserting comments directly into the content) Experiment in the sandbox first to get used to the wiki’s capabilities Group dynamics are the interactions and processes that take place in a team.

Productive teams tend to develop norms (rules) that are conducive to business.

Group dynamics are affected by The roles played by team members The current phase of team development The team’s success in resolving conflict Success in overcoming resistant Team members can play various roles: Self-oriented roles Team-maintenance roles Task-facilitating roles As teams grow and evolve, they generally pass through five phases: Orientation Conflict Brainstorming Emergence Reinforcement

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Another common model, proposed by Bruce Tuckman: Forming Storming Norming Performing Adjourning Conflict is a natural part of any team experience, and it is not necessarily bad Conflict can result from Intrateam competition for resources or recognition Equally good but incompatible ideas Poor communication Lack of trust Power struggle and ambiguous authority Incompatible goals Conflict can be constructive if it Forces important issues into the open Increases the involvement of team members Generates creative ideas for problem solution Conflict can be destructive if it Diverts energy from more important issues Destroys morale Polarizes or divides the team For the win-win strategy to work, everybody must believe that It’s possible to find a solution that both parties can accept Cooperation is better for the organization than competition The other party can be trusted Higher status doesn’t entitle one party to impose a solution Conflict can be resolved through Proaction: deal with conflict before it escalates Communication: get opposing parties actively involved in resolution Openness: Get feelings out into the open Research: Get the facts before attempting a resolution Flexibility: Make sure people consider all possible solutions Fair play: Insist on a fair solution that doesn’t hide behind rules Alliance: Unite the team against an “outside force” instead of each other

* See Transparency 5 for an exercise in resolving conflict.

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Note to Transparency 5: When you join a company, you expect and benefit from the use of certain equipment and supplies that are company property. Team members share the available company resources in order to contribute to the overall team effort.

It’s frustrating to see someone else taking undue advantage of those resources. In some cases, people taking more expensive supplies or equipment can actually threaten the success of the team. If you witness someone abusing the company’s trust, you can probably expect the pattern to continue, unless you do something about it Some students might be reluctant to interfere; however, by keeping silent, they become “accomplices” in this person’s thievery No one likes to betray co-workers, but the dilemma here would be no different if someone were stealing expensive computer equipment

When attempting to overcome irrational resistance, try to Express understanding Bring resistance out into the open Evaluate others’ objections fairly Hold your arguments until the other person is ready for them Observing business etiquette helps you Appear polished, professional, and confident, making a positive impression on other people Put others at ease so that they are comfortable enough to do business with you Personal appearance matters include Understanding the norms and expectations in any environment Matching your style of dress to the situation Remembering that cleanliness and neatness are more important than costliness Following company policy regarding hairstyle Smiling genuinely at appropriate times When placing phone calls Plan them carefully Have relevant questions or information ready Schedule them for an opportune time Cell phones can be disruptive, and some employers have banned or restricted their use.

When meeting people, learn about their cultural customs beforehand.

When introducing yourself, include a brief description of your role in the company.

When introducing two other people, remember to Speak both their first and last names clearly Offer some information to help them ease into a conversation Introduce the lower-ranking person to the senior-ranking person When conducting business over a meal, be sure that you Choose foods that are easy to eat

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Save wine or liquor until after business is concluded Leave business papers under your chair until entrée plates have been removed Avoid using your cell phone in public Choose topics of conversation carefully (avoid politics, religion, other emotional topics) Avoid going overboard when chatting about personal interests Don’t complain about work Avoid profanity Be careful with humor Listen with respect

Making Your Meetings More Productive Meetings are unproductive when they Wander off the subject Lack an agenda Run too long To increase the productivity of meetings, prepare carefully: Decide on your purpose—whether you need an informational or a decision-making meeting.

Select participants whose presence is essential.

Choose a time and location that are appropriate.

Set the agenda.

An effective agenda answers three questions: What do we need to do in this meeting to accomplish our goals?

What issues will be of greatest importance to all participants?

What information must be available in order to discuss these issues?

Ensure a productive meeting by Keeping the meeting on track Following agreed-upon rules Encouraging participation Participating actively Closing effectively The minutes of a meeting summarize The important information presented The decisions made The people responsible for follow-up action In formal meetings, one person is appointed to record the minutes.

In small meetings, attendees often make their own notes on their copies of the agenda.

Key elements of the minutes include A list of those present

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A list of those who were invited but didn’t attend The times the meeting started and ended All major decisions All assignments of tasks to meeting participants All subjects that were deferred to a later meeting A summary of all important discussions, noting names of those contributing major points Advances in meeting technologies have been stimulated by the High cost of travel Loss of valuable work time Increased security concerns Growing reliance on global workforces and partnerships Virtual teams have members who work in different locations and interact electronically through virtual meetings Among the newest tools available to virtual teams are online brainstorming and wikis.

Groupware is an umbrella term for systems that let people simultaneously Communicate Share files Present materials Work on documents Shared workspaces are “virtual offices” that Give everyone on a team access to the same set of resources and information.

Are accessible through a web browser Let teams organize files into a collection of electronic folders Control which team members can read, edit, and save specific files Allow only one person at a time to work on a given file or document May include presence awareness Videoconferencing combines live audio and video, through either a dedicated room-based system or a desktop (computer-based) system.

Web-based meetings combine instant messaging, shared workspaces, videoconferencing, and other tools such as virtual whiteboards for online collaboration.

Improving Your Listening Skills Effective listening Strengthens organizational relationships Enhances product delivery Alerts the organization to opportunities for innovation Allows the organization to manage growing diversity Helps companies stay informed, up to date, and out of trouble

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Helps build trust not only between organizations but also between individuals You will become a more effective listener by learning to use several methods of listening: Content listening emphasizes information and understanding, not agreement or approval.

Critical listening emphasizes evaluating the meaning of the speaker’s message on several levels (logic of the argument, strength of evidence, validity of conclusions, implications of the message, intentions of the speaker, omission of any important or relevant points).

Empathic listening emphasizes understanding a speaker’s feelings, needs, and wants (without advising or judging).

Active listening means turning off your internal filters and biases and making a conscious effort to truly hear and understand what the other party is saying.

Most people aren’t very good listeners—in general, people Listen at or below a 25 percent efficiency rate Remember only about half of what has been said in a 10-minute conversation Forget half of that within 48 hours Mix up the facts when questioned about material they’ve just heard The listening process involves five separate steps: Receiving Decoding Remembering Evaluating Responding A key challenge is that people think faster than they speak: Most people can process 500 to 800 words per minute.

Most speakers usually talk at a rate of 120 to 150 words per minute.

Consequently, listeners’ minds have a lot of free time to wander.

To become a good listener, recognize and overcome potential barriers throughout the listening process: Avoid interrupting or creating distractions that make it hard for others to pay attention.

Avoid selective listening, in which you pay attention only to those topics in which you have an interest.

Focus on the speaker (because people think faster than they speak, their minds tend to wander).

Avoid prejudgment, and listen with an open mind.

Avoid misinterpreting messages because of the lack of common ground.

Don’t rely on your memory.

To remember material, you must first capture it in short-term memory, than successfully transfer it to long-term memory.

Use four techniques to store information in long-term memory: Associate new information with something closely related.

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Categorize new information into logical groups..

Visualize words and ideas as pictures Create mnemonics.

Improving Your Nonverbal Communication Skills Nonverbal communication is the interpersonal process of sending and receiving information both intentionally and unintentionally, without using written or spoken language.

Nonverbal cues affect communication in three ways: Complementing verbal language (strengthening, weakening, or completely replacing words) Revealing truth (often conveying more than the words spoken) Conveying information efficiently (conveying nuance or volumes in a single instant) Nonverbal communication can be grouped into six general categories: Facial expression Gesture and posture Vocal characteristics Personal appearance Touch Time and space To be a better speaker and listener, pay closer attention to nonverbal cues in every situation: Be aware of the cues you send when you’re talking.

Be aware of the cues you send when you’re not talking (through clothing, posture, and so on).

Be aware of the cues you receive when you’re listening.

HOW DID “WE” TURN INTO “I”? (P. 43) Students should consider several points: (1) Trying to get recognition at this point could hurt more than it helps (because it will be obvious that you're trying to get credit, whereas the meeting presented a more subtle opportunity for recognition). (2) Any effort to get individual recognition for anyone on the team could get you branded as someone who isn't a team player, which could damage your career prospects for a long time to come. (3) You can't be entirely sure that you haven't already received recognition by name (e.g., Jackson may have communicated this information privately to one or more board members). And (4) if this problem is recurring, rather than a one-time event, you have a more serious issue that needs to be resolved.

ACTIONS SPEAK LOUDER THAN WORDS ALL AROUND THE WORLD (P. 55) 1. Foreign films provide students with the opportunity to observe the nonverbal behavior used by people of other cultures. Students should compare the expressions and gestures they would use in a given situation to those used by the actors in the film. By noting differences, students learn what might be expected of them if they were communicating with someone from that culture.

2. Students can examine the benefits and limitations of trying to adapt to cultural differences or trying to help another person adapt.

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DOCUMENT MAKEOVER (ONLINE) Version Marked with Improvements and Chapter Concepts Return—Path: <louis.caan@dmg.com> Date: Mon, 27 Aug 2008 10:30:25 (CST) From: Louis Caan <louis.caan@dmg.com> To: West Coast Sales Team Subject: Topics for next team meeting

Our regional team meeting is this Friday. We’ll use the time to discuss our current issues.

The purpose of this meeting is to bring everyone up to date on the current projects and brainstorm ideas to tackle upcoming challenges. [Communicate meeting purpose clearly.] Of particular importance is the Rowland Manufacturing inventory management project.

Because of our past difficulty meeting the needs of the manufacturing sector, it’s critical that we execute this project well and learn all that we can from it. If successful, we’ll be able to use it as a model for future projects. Topics for Friday include the following: 1. Action items from last meeting: Item owners to provide status reports. (5 minutes) 2. Rowland Manufacturing project: Southern team. Rowland Manufacturing project: Southern

team to provide update, including what has gone well, what challenges have come up, and key lessons learned to date. [Communicate required information clearly to ensure productive discussion.] (15 minutes) 3. Customer satisfaction: Northern team to summarize results of the most recent survey. (10 minutes) 4. Southern team’s discretionary budget: Team leader to update me on spending plans for the coming quarter. (5 minutes) [Omit; include only topics relevant to all meeting participants.]

5. Cost cutting initiative: Senior management has challenged all departments to reduce operating costs by 10% in the next fiscal year. I want to share my ideas for meeting this challenge. We’ll need to brainstorm ideas for how we can meet this challenge as a team. [Use collaborative approach to include input from all team members.] (10 minutes) 6. Additional topics: Please send any additional topics you wish to cover by 3:00 p.m. on Thursday. (10 minutes)

Those of us here in the Northern district will meet in Room 231, and we’ll teleconference with the Southern team in Room 106 in Los Angeles. We all know that it is easy to become distracted when we aren’t all in the same room, so let’s all try to be very focused on Friday. Please turn all cell phones off and use your laptops and PDAs for note taking only so that we can remain focused on the discussion. [Communicate expected meeting etiquette.]

See you all on Friday.

Multiple Choice Options: (correct answer is underlined) 1. Choose the option that communicates the purpose of the meeting better than this sentence: “We’ll use the time to discuss our current issues.” a. Replace sentence with this: “The purpose of this meeting is to discuss our current issues.” b. Change the sentence to read: “We’ll use the time to bring everyone up to speed on the challenges and opportunities before us.”

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c. Omit the sentence; the list of topics conveys the meeting purpose. d. Substitute this: “The purpose of this meeting is to bring everyone up to date on the current projects and brainstorm ideas to tackle upcoming challenges.”

2. Select the best option for improving this meeting topic: “Rowland Manufacturing project: Southern team.” a. “Rowland Manufacturing project: Southern team to provide update, including what has gone well, what challenges have come up, and key lessons learned to date.” b. “Rowland Manufacturing project: Southern team to provide status report.” c. “Rowland Manufacturing project: Overview of what has and has not gone well.” d. “Rowland Manufacturing project: Southern team to bring everyone up to date on what they have learned so far.”

3. Choose the best option for improving this meeting topic: “Southern team’s discretionary budget: Team leader to update me on spending plans for the coming quarter.” a. Substitute this: “Southern team’s discretionary budget: Team leader to provide overview of anticipated expenditures in the coming quarter.” b. Omit the topic; it isn’t relevant to all meeting attendees. c. Abbreviate the topic: “Southern team’s discretionary budget: Team leader to provide update.” d. Substitute this: “Discretionary budget: Southern team to report on spending plans in the coming quarter.”

4. Select the best option for improving this sentence: “I want to share my ideas for meeting this challenge.” a. Substitute this: “I want to get your feedback on some ideas I have for meeting this challenge.” b. Replace the sentence with this: “We’ll need to brainstorm ideas for how we can meet this challenge as a team.” c. Replace the sentence with this: "I want to tell you my plans for meeting this challenge." d. Replace the sentence with this: “Come prepared to report on areas where you plan to trim expenses.”

5. Choose the option that communicates expected meeting etiquette better than this sentence: “We all know that it is easy to become distracted when we aren’t all in the same room, so let’s all try to be very focused on Friday.” a. Substitute this: “Even though we won’t all be in the same room, it is important that everyone is fully engaged in Friday’s discussion.” b. Replace the sentence with this: “Please turn all cell phones off and use your laptops and PDAs for note taking only so that we can remain focused on the discussion.” c. Substitute this: “We all need to be very focused in this meeting, so cell phones, laptops, and PDAs will be strictly prohibited.”

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d. Change the sentence as follows: “We all know that it is easy to become distracted in teleconferences, but everyone is expected to participate as though we are all at the same table together.”

Final, Improved Version Return—Path: <louis.caan@dmg.com> Date: Mon, 27 Aug 2008 10:30:25 (CST) From: Louis Caan <louis.caan@dmg.com> To: West Coast Sales Team Subject: Topics for next team meeting

Our regional team meeting is this Friday. The purpose of this meeting is to bring everyone up to date on the current projects and brainstorm ideas to tackle upcoming challenges. Of particular importance is the Rowland Manufacturing inventory management project.

Because of our past difficulty meeting the needs of the manufacturing sector, it’s critical that we execute this project well and learn all that we can from it. If successful, we’ll be able to use it as a model for future projects. Topics for Friday include the following: 1. Action items from last meeting: Item owners to provide status reports. (5 minutes) 2. Rowland Manufacturing project: Southern team to provide update, including what has gone

well, what challenges have come up, and key lessons learned to date. (15 minutes) 3. Customer satisfaction: Northern team to summarize results of the most recent survey. (10 minutes) 4. Cost cutting initiative: Senior management has challenged all departments to reduce operating costs by 10% in the next fiscal year. We’ll need to brainstorm ideas for how we can meet this challenge as a team. (10 minutes) 5. Additional topics: Please send any additional topics you wish to cover by 3:00 p.m. on Thursday. (10 minutes)

Those of us here in the Northern district will meet in Room 231, and we’ll teleconference with the Southern team in Room 106 in Los Angeles. Please turn all cell phones off and use your laptops and PDAs for note taking only so that we can remain focused on the discussion.

See you all on Friday.

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COMMUNICATION CHALLENGES AT THE CONTAINER STORE (p. 57) Individual Challenge This is a chance to demonstrate an understanding of productive meetings. The student may want to couch a response to Tindell as, “If I had a chance to lead the huddle, here’s what I would do”: • Take a few minutes before each session to clarify my objectives, which are somewhat • different for morning and evening huddles.

• Sketch out a specific agenda for each session, and try to stick to it.

Honor everyone else’s time by starting and finishing on time.

• Display an appropriate amount of energy and enthusiasm—just enough to keep everyone engaged, but not so much that it seems forced or phony.

• Politely control each participant’s airtime: if a few people are dominating the discussion, acknowledge their input and then ask others to contribute; encourage shy or quiet people to participate (and build their confidence via one-on-one conversations outside of the meeting).

• Increase involvement by assigning specific agenda items to individual participants. This action can build shared ownership and responsibility for a more productive session.

• Wrap up by summarizing or repeating key goals, concerns, and issues (more important at the end of a long meeting, but also worthwhile for short meetings if attention seems to be waning).

Team Challenge In a manufacturing company, especially one running multiple shifts per day, a huddle-like meeting can be used to discuss the day’s production goals, alert everyone to personnel absences, share quality tips, review maintenance schedules, and cover other operational issues. Depending on the company’s culture, it’s also an opportunity for team-building activities (birthday celebrations, etc.). In a service company such as an ad agency, where people work more flexible schedules and may spend many hours or days per week out of the office, it may make more sense to have fewer meetings, such as a brief meeting on Monday morning (to review the week’s activities, announce client visits, and launch new projects) and another session toward the end of the week to discuss progress and problems, brainstorm solutions, summarize client visits, share creative ideas, and so on.

To ensure effectiveness in a meeting with remote attendees, the session leader should assume the role of moderator to ensure everyone’s full engagement and participation. Some of the participation ideas suggested above become even more important during a teleconference or online meeting.

TEST YOUR KNOWLEDGE (P. 58) 1. Few activities in business today are the sole focus of a single individual, so successful teamwork is vital to virtually everything a company does. Even individual salespeople who travel from customer to customer outside the office rely on a support staff to coordinate schedules, provide customer service, and help with other tasks. Similarly, marketing and research teams rely on feedback from the salespeople. Moreover, many tasks are just too large for any single person, and many others require input and insights from multiple employees. As a result, successful teams can improve productivity, creativity, employee involvement, and even job security.

Teams should take care to select collaborators carefully, agree on project goals before they 2. start, give the team time to bond before diving in, clarify individual responsibilities, establish clear processes, make sure tools and techniques are ready and compatible across the team, avoid writing as a group, and check to see how things are going along the way.

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3. When members play self-oriented roles, they focus on personal needs, so they tend to be less productive. In contrast, members who assume team-maintenance roles help team members work together, so they’re generally more productive. Members who play task-facilitating roles are also more productive because they help solve problems or make decisions.

4. Groupthink is the willingness of team members to set aside personal opinions and values to go along with the rest of the team, because belonging to the group seems more important than making the right decision. Groupthink can lead to poor-quality decisions and ill-advised actions, sometimes inducing people to act unethically.

5. Organizations can help team members successfully resolve conflict by proactively dealing with minor conflicts early, facilitating communication among those directly involved in the conflict, bringing feelings out in the open, researching the reasons for the problem, allowing the flexibility to consider different solutions, promoting fair solutions, and encouraging internal alliances to fight “outsiders” instead of “insiders.”

6. Teams rely on frequent, sometimes constant, interaction between members. Without some attention to etiquette, members can start to resent one another. At the very least, that resentment can create distractions, and in the worst cases, it can create dysfunctional behavior.

7. Wikis tend to have fewer rules and procedures and lower skills requirements than formal content management systems, so companies choose them when fast, flexible, low-cost collaboration is important.

8. The listening process consists of receiving (actually hearing the message), decoding (assigning meaning), remembering (storing the message for future reference), evaluating (weighing the ideas), and responding (reacting to the message).

9. Someone using content listening is trying to understand and retain the speaker’s message.

Someone using critical listening is trying to understand and evaluate the meaning of the speaker’s message. Someone using empathic listening is trying to understand the speaker’s feelings, needs, and wants and to appreciate his or her point of view.

10. An individual can communicate nonverbally through the use of facial expression, gesture and posture, vocal characteristics, personal appearance, touching behavior, and time and space.

APPLY YOUR KNOWLEDGE (p. 59) 1. Nonverbal communication can reinforce the points you’re trying to make in the meeting (or it can interfere if it clashes with your words). For example, a meeting leader might reinforce a call to order by standing up to say “Let’s begin.” Other nonverbal signals include using hand gestures and changing voice tone to emphasize topics, nodding to show approval, or raising an eyebrow to indicate reservations. Nonverbal signals also regulate the flow of conversation.

For example, to discourage an out-of-turn speaker, depending on the culture, such signals might include facially expressing interest or boredom, covering lips with a finger, or frowning. At the same time, a motion of the hand or widening curious eyes could encourage a speaker to continue.

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2. Students should list remarks that take the boss’s point of view into consideration and that avoid any confrontational or accusatory statements. Students should draw on what they’ve learned about message receptivity to phrase everything in a tone and style that will make their comments easy for any boss to hear and accept.

3.

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides a forum for airing problems and releasing tension, and fosters an environment of self-evaluation. In addition, constructive conflict can force important issues into the open, speed up their resolution, and be a catalyst for change. Conflict frequently becomes bad or disruptive when there is a strong polarization of opinions. In this case, conflict can retard communication, reduce group cohesiveness, and stifle the generation and creativity of new ideas. Sometimes a group whose culture is high in avoidance will suppress or avoid conflict. This avoidance can result in poor decisions because they stand unquestioned.

One effective way of encouraging others to participate is to divide the larger group into smaller discussion groups. People are more likely to contribute in smaller teams because it’s not as easy to hide with fewer people. Teams can be as small as two people. Once the smaller groups rejoin the larger group, have a representative of each team comment on the team’s findings. These representatives might also write their ideas on large sheets of paper or on a large board and explain their thinking to the larger group. Another way to discourage dominance by stronger members is to make it clear that you want everyone’s input, so start at one side of the room and proceed around the room until everyone has contributed. To make sure everyone gets a turn, try limiting the time each member can speak or the number of ideas each member can discuss.

You face two decisions here, actually: One is quite simple, but the other is not. The first 5. decision is whether to ask the other person to take steps to avoid sending these inadvertent messages. You should emphasize that these messages are disruptive and potentially damaging to your colleague’s career, as well as the careers of other team members (including yours).

The second decision is whether you should take any action regarding the home-based business. If running such a business is not a violation of company policy, then it's a moot point as long as the colleague is still meeting his company responsibilities. However, if the possibility of an ethical violation does exist, then you face a decision about how to respond.

This person's actions could be damaging to the company and therefore indirectly damaging to you personally. If you decide to take action, your first step should probably be to share your concerns with this person, making sure that your manner is respectful and nonthreatening. If the colleague has a reasonable explanation, then simply drop the issue. If it becomes clear that the colleague is acting against company policy and refuses to comply, then most employers would say that you were obligated to report the violation through whatever channels the company has provided for such purposes.

4.

PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 59) Students should examine the sample agenda in Figure 2–2 and then reorganize and reword the information provided in the exercise to create a well-organized agenda. Here’s one suggested agenda:

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AGENDA Budget Committee Meeting December 12, 2008, 9:30 a.m.

Conference Room 3 I. Call to Order II. Approval of Minutes from Previous Meeting III. Director Reports A. Greentree Site Director’s Report on Cost Overruns B. Finance Director’s Report on Quarterly Revenues and Expenses IV. New Business A. Discussion of Cost Overrun Issues B. Discussion of Additional Quarterly Budget Issues C. Presentation of Divisional Budget V. Announcements VI. Adjournment

* See Transparency Masters 2-1 and 2-2 at the end of this chapter’s guide for poor and improved versions of this memo.

Exercises (pp. 59–60) 2.1

This exercise gives students real-world practice in listening, observing nonverbal cues, and critiquing a group in action. To answer the questions, students will have to pay attention to a number of things occurring at the meeting. By comparing notes with a partner, students will see that a person’s own background and listening skills influence the type and content of the notes they take. What is obvious to one person may be worth noting to another.

Similarly, poor listeners tend to have superficial notes.

2.2

Students should try to be as inclusive as possible, without making the situation unreasonably uncomfortable. Consider two options: They might ask the speech-impaired person to team up with one or more other employees and let that team report as a unit. Or they might provide an alternative way for this person to communicate during meetings, such as overhead slides or flip charts. Most important, since this communication challenge surely exists outside formal meetings, students may suggest working closely with the person to explore ways to help him or her contribute to the department’s work flow.

2.3

Now that students are familiar with the win-win process for resolving conflict, this question should stimulate discussion of how to approach the situation differently and resolve the conflict by considering the other person’s needs in addition to their own.

2.4

Although this member’s response indicates he wants to be seen as playing a task-facilitating role, he actually seems to be playing a self-oriented role. Students may offer a variety of ways to deal with this situation. For example, next time the member calls for a vote prematurely, the student—who is the leader—can politely intervene and suggest that the vote be postponed until all members have had their say.

2.5

Before writing the blog posting to remind everyone in the department that it’s important to stay on topic with blog comments, students should first consider why some people might be wandering off topic. Employees many feel that they have no other means of communicating with one another, so they’re misusing the blog since it’s the only channel at their disposal. They might be frustrated about something in the department or on the

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project. More likely, however, employees are just being careless with their posts (a common problem with participatory media). The reminder message should stress that you don’t want to discourage open communication, but that in order to keep the blog productive and useful for everyone, everyone involved needs to stay focused on the posted topics. A small amount of effort and attention from each member of the project will make sure the blog benefits everyone. The message could also include an invitation to contact you directly if any employees feel they have an important issue to raise that is outside the blog’s topics.

2.6

2.7

This website describes the capabilities and benefits of electronic whiteboards. You may want to lead a discussion on the concept of using technology to assist group discussion. For example, effective use of technology means that the participants can focus on the meeting rather than on keeping records or taking notes.

This scenario should help students recognize the importance of keeping one’s emotions under control. The boss’s failure to notify employees is thoughtless—and poor project management, to boot—but expressing anger or frustration in the voice-mail message will accomplish nothing. Students should phrase their messages in a way to puts the company’s interests above personal frustration or inconvenience. Since the meeting is with an important client, making sure it is successful is clearly in the company’s (and the boss’s) best interest.

2.8

Students will discuss how nonverbal messages need not be human gestures. They include the appearance of written messages. Students will consider how letter and memo quality is often judged first by overall appearance. You may want to refer students to Appendix A for a discussion of the importance of formatting and laying out business documents.

2.9

Many of these movements can be interpreted several ways, but the exercise leads students to think more clearly about how nonverbal cues influence their communication attempts.

Particularly, the list should give students more insight into how they can learn from watching their audience while speaking. They might interpret the movements as follows: a. May indicate nervousness, discomfort with what’s being said, or boredom b. Usually a nervous reaction c. Conveys a lack of respect—for the speaker and for oneself d. Skepticism, doubt, disbelief, or in some cases, an exaggerated negative commentary on a speaker’s message, perhaps as a display for the benefit of others e. Lack of confidence, shyness, and weakness

2.10

For the second part of the exercise, students may elaborate with a general discussion of the ways in which such nonverbal cues sometimes reinforce a speaker’s words and meaning and sometimes offer conflicting and therefore confusing signals. Students might also mention that our response to nonverbal cues is often unconscious; that is, we interpret them almost as automatically as we express them. Thus differing cultural norms of nonverbal behavior can easily cloud communication.

This exercise helps students analyze their strengths and weaknesses with regard to listening skills. Encourage them to follow up on areas for improvement by rereading relevant parts of the chapter and looking for opportunities to practice their listening skills.

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TRANSPARENCY MASTER 2-1 Chapter 2—Message for Analysis (agenda notes)

AGENDA NOTES FOR BUDGET COMMITTEE MEETING: • Budget Committee Meeting to be held on December 12, 2008, at 9:30 A.M. • I will call the meeting to order.

• Real estate director’s report: A closer look at cost overruns on Greentree site.

• The group will review and approve the minutes from last quarter’s meeting.

• I will ask the finance director to report on actual vs. projected quarterly revenues and expenses.

• I will distribute copies of the overall divisional budget and announce the date of the next budget meeting.

• Discussion: How can we do a better job of anticipating and preventing cost overruns?

• Meeting will take place in Conference Room 3, with WebEx active for remote employees • What additional budget issues must be considered during this quarter?

Instructor’s Resource Manual for Business Communication Today, 9E

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TRANSPARENCY MASTER 2-2 Chapter 2—Message for Analysis (formal agenda)

AGENDA: BUDGET COMMITTEE MEETING Wednesday, December 12, 2008—9:30 A.M. to 11:30 A.M. Conference Room 3—WebEx active for remote access 1. Call to order 2. Roll call 3. Review and approve agenda 4. Review and approve minutes from last quarter’s meeting 5. Old Business: Person a. Real estate director’s report: Janet A closer look at cost overruns on the Greentree site b. Finance director’s report: Actual versus projected quarterly revenues and expenses

Approx. Time 15 minutes

Eduardo 15 minutes

6. New Business: Documents: Distribute overall divisional budget Discussion: How can we do a better job of anticipating and preventing cost overruns?

7. Announcements a. Next Meeting: Tuesday, March 11, 2009 b. Call for announcements from others 8. Adjournment Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

CHAPTER 3: COMMUNICATING IN A WORLD OF DIVERSITY IMPORTANT CHANGES IN THIS EDITION • • • •

New chapter-opening vignette on IBM, highly regarded for its successful diversity initiatives New coverage of religious differences as a diversity consideration New coverage of ability differences as a diversity consideration, including the use of assistive technologies for communicating with people with disabilities New advice on adapting to U.S. business culture

CHAPTER OUTLINE Understanding the Opportunities and Challenges of Communication in a Diverse World The Opportunities in a Global Marketplace The Advantages of a Multicultural Workforce The Challenges of Intercultural Communication Enhancing Your Sensitivity to Culture and Diversity Understanding the Concept of Culture Overcoming Ethnocentrism and Stereotyping Recognizing Variations in a Diverse World Contextual Differences Legal and Ethical Differences Social Differences Nonverbal Differences Age Differences Gender Differences Religious Differences Ability Differences Adapting to U.S. Business Culture Improving Intercultural Communication Skills Studying Other Cultures Studying Other Languages Respecting Preferences for Communication Styles Writing and Speaking Clearly Listening Carefully Using Interpreters, Translators, and Translation Software Helping Others Adapt to Your Culture

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LECTURE NOTES Understanding the Opportunities and Challenges of Communication in a Diverse World Diversity includes all the characteristics and experience that define each of us as individuals Intercultural communication is the process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal and nonverbal signs differently.

Two trends contribute to the importance of intercultural communication: Market globalization Workforce diversity Chances are you’ll be communicating across international borders sometime in your career: Domestic markets are opening to worldwide competition.

You’ll face cultural and language barriers among customers and employees.

Cultural diversity Encompasses the differences between national, religious, and ethnic backgrounds, as well as between different gender and age groups Brings a broader range of viewpoints and ideas Helps companies understand and identify with diverse markets Enables companies to tap into the broadest possible pool of talent Cultural diversity affects how business messages are conceived, planned, sent, received, and interpreted in the workplace.

Many innovative companies have changed the way they approach diversity, from being a legal requirement to provide equal opportunities to being a strategic opportunity Connecting with diverse customers Taking advantage of the broadest possible pool of talent By 2010 recent immigrants will account for half of all new U.S. workers.

Diversity can affect employee behavior on the job, which presents challenges to Supervisors (communicating with diverse employees, motivating them, and fostering cooperation and harmony among them) Teams (working together closely) Companies (coexisting peacefully with business partners and the community as a whole) Culture defines many aspects of communication, including the Meaning of words Significance of gestures Importance of time and space Rules of human relationships

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Enhancing Your Sensitivity to Culture and Diversity An important step toward successful intercultural communication is becoming more aware of the rules imposed by your own culture and of how those roles influence your communication.

Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior.

Everyone belongs to several cultures.

Understand three characteristics of culture: Cultures are automatic; that is, people learn culture directly or indirectly from other members of a group—whether they are explicitly told which behaviors are acceptable or they learn by observing which values work best in a particular group.

Cultures tend to be coherent; that is, they are fairly logical and consistent throughout.

Cultures tend to be complete, providing most of their members with most of the answers to life’s big questions.

Ethnocentrism is the tendency to judge all other groups according to your own group’s standards, behaviors, and customs.

Xenophobia is a more extreme reaction—actually fearing strangers and foreigners.

Stereotyping is assigning a range of generalized attributes to an individual on the basis of membership in a particular culture or social group, without considering the individual’s unique characteristics.

Cultural pluralism is the practice of accepting multiple cultures on their own terms.

Try to overcome ethnocentrism and stereotyping by cultivating a few simple habits: Avoid assumptions.

Avoid judgments.

Acknowledge distinctions.

Misunderstandings arise when Senders encode messages based on the assumptions of their own culture, and Receivers decode those messages based on the assumptions of their culture(s) The greater the difference between cultures, the greater the chance for misunderstanding.

Cultural differences include Contextual differences Legal and ethical differences Social differences Nonverbal differences Age differences Gender differences Religious differences

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Ability differences Cultural context is the pattern of physical cues, environmental stimuli, and implicit understanding that convey meaning between two members of the same culture.

To convey meaning in high-context cultures (such as Japanese, Chinese, Arab, Greek, Mexican, Spanish), people tend to rely less on verbal communication and more on the context of nonverbal actions and environmental setting.

In high-context cultures: The rules of everyday life are rarely explicit, so individuals learn how to recognize situational cues and how to respond as expected.

The primary role of communication is building relationships, not exchanging information.

To convey meaning in low-context cultures (such as German, Scandinavian, American, Canadian, English, French), people tend to rely more on verbal communication and less on circumstances and cues.

In low-context cultures: The rules of everyday life are usually spelled out through explicit statements.

The primary role of communication is exchanging information.

Contextual differences affect Decision-making practices Problem-solving techniques Negotiating styles Contextual differences also affect legal and ethical behavior.

Low-context cultures Value the written word Consider written agreements binding View the law strictly High-context cultures Put less emphasis on the written word Consider personal pledges more important than contracts View the law with flexibility Keep intercultural messages as ethical as possible by applying four basic principles: Actively seek mutual ground.

Send and receive messages without judgment.

Send messages that are honest.

Show respect for cultural differences.

Rules of social etiquette may be formal or informal: Formal rules are specifically articulated.

Informal rules are usually learned over time as people watch and imitate how others are

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behaving.

Social values affect Attitudes toward work and success Roles and status Use of manners Concepts of time Nonverbal communication can be considered reliable only when the communicators belong to the same culture.

Enhance your nonverbal communication across culture by observing the way people behave in these areas: Greetings Personal space Touching Facial expressions Eye contact Posture Formality Communicating between a youth-oriented culture and a seniority-oriented culture can require flexibility on both sides.

Whatever the culture, evidence suggests that men and women tend to have slightly different communication styles. Speaking in very broad terms: Men tend to emphasis content in their communication efforts Women tend to emphasis relationship maintenance in their communication efforts Religion is the source of many differences between cultures.

As one of the most personal and influential aspects of life, religion does bring potential for controversy in a work setting; some companies encourage faith-based support groups and communities at work but others don’t allow them.

Colleagues and customers with disabilities that affect communication represent another important aspect of the diversity picture.

Companies can use assistive technologies to help people with disabilities interact with computers and colleagues.

Businesspeople adapting to U.S. business culture should keep several points in mind: Individualism—U.S. culture expects individuals to succeed by their own efforts, and it rewards individual success.

Equality—Equality is considered a core American value.

Privacy and personal space—Americans expect a fair amount of privacy and personal space.

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Time and schedules. U.S. business values punctuality and the efficient use of time.

Religion—Many religions are practiced throughout the country, and people are expected to respect each other’s beliefs.

Communication style—Communication tends to be direct and focused on content and transactions, not relationships or group harmony.

Improving Intercultural Communication Skills Improve your intercultural communication by Studying other cultures and languages Respecting preferences for communication styles Learning to write and speak clearly Listening carefully Knowing when to use interpreters and translators Helping others adapt to your culture A thorough knowledge of another culture and its language(s) can take years to acquire.

When learning about a culture, you don’t need to Learn about the whole world all at once—you can concentrate on a specific country or region Learn everything about a culture—a small amount of research will help you grasp the big picture Try to approach situations with An open mind A healthy sense of humor When you do make a mistake, simply Apologize (if appropriate) Ask the other person to explain the accepted way Move on To learn as much as you can about traveling and working in specific cultures, check out Websites Books Newspapers, magazines, music, and movies of another country Successful businesspeople commonly have multilingual skills, but different countries emphasize the need for language diversity to different degrees.

Many companies are teaching their English-speaking employees a second language to facilitate communication with co-workers.

Learning the basics of the language spoken by your colleagues or customers Helps you get through everyday business and social situations Demonstrates your commitment to the business relationship

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Communication style varies widely from culture to culture and, among other factors, includes the Level of directness Degree of formality Preferences for written versus spoken communication In international correspondence, U.S. businesspeople should probably be more formal than they would be when writing to people in the United States.

To write more clearly when communicating across cultures, try to Use simple, clear language Be brief Use transitional elements Address international correspondence properly Cite numbers and dates carefully Avoid slang, idiomatic phrases, and business jargon Avoid humor and references to popular culture *See Transparency 6 for a restatement of these guidelines.

When communicating with people whose native language is different from yours, get insight into speaking more effectively by remembering what it’s like trying to listen in these situations.

In addition to the guidelines for writing more clearly, use the following guidelines to help your intercultural conversations be more effective: Speak slowly and clearly.

Don’t rephrase until it’s necessary.

Look for—and ask for—feedback.

Don’t talk down to the other person.

Learn foreign phrases.

Clarify what will happen next. *See Transparency 7 for a restatement of these guidelines.

To listen more effectively to speakers who may have accents: Pay attention to vocal patterns.

Accept what you hear first, without jumping to conclusions about meaning or motivation.

Don’t interrupt—let people finish what they have to say.

Ask the person to repeat something if you don’t understand it.

On occasion you may need to use interpreters (for spoken communication) or translators (for written communication) Some companies use back-translation to ensure correct sense and reduce errors.

Machine (computer-based) translation is a promising new tool.

Do whatever you can to help colleagues with different native languages deal with your communications and culture.

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SPECIAL FEATURE BOX: TEST YOUR INTERCULTURAL KNOWLEDGE (p. 68) 1

Students’ answers will vary.

.

A more appropriate response can be inferred from the text in the special feature box: the visitor should respect German customs regarding privacy, personal space, and professional introductions.

2

.

SPECIAL FEATURE BOX: THE GIST OF MACHINE TRANSLATION (p. 82) 1. Unless a computer has been specifically programmed to interpret the colloquial phrase "swing for the fences" before attempting a translation, it's likely to generate gibberish. Taken at face value, neither the individual words nor the collective phrase have any meaning that relates to the subject of a business project. This is also a good opportunity to remind students that computers aren't the only ones who have trouble translating idiomatic words and phrases; non-native speakers of English are likely to stumble over them as well. As a general rule, if a word or phrase doesn't make sense when removed from a specific cultural context, it probably shouldn't be used in speech or writing intended for non-native speakers or computers.

2. Documents that might be safe to read, at least as part of an initial investigation, include basic background information about companies and their products, simpler technical documents, and journalistic writing—anything where the risks of mistranslation are lower and the consequence of a mistake are small. Documents in the dangerous category would include any legal documents, documents that represent significant financial risks or commitments, and any other documents that might conceivably play a role in important business decisions.

DOCUMENT MAKEOVER (ONLINE) Version Marked with Improvements and Chapter Concepts

DUSTY STRINGS Harps and Hammered Dulcimers 3406 Fremont Ave. N, Seattle, WA 98103 206-634-1656 Fax: 206-691-3712 handcrafted@dustystrings.com

January 17, 2008 Ms. Heidi Speker Peter-Hebel Str. 13 88677 Markdorf Germany Dear Ms. Speker: Thank you for your recent inquiry about visiting our instrument-building facility during your trip to Seattle in August. We get lots of foreign travelers like yourself during the summer months but

3: Communicating in a World of Diversity 109

we always like to know how they heard about us; did friends mention us to you, or was it a musician, or while you were surfing the Internet that you came across us? We are pleased to welcome visitors to the workshop by appointment. [Avoid being too familiar or informal.]

Facts: To answer your questions: [Avoid poor transitions.]

•

Dates and times: On August 14 and 15, a tour can be provided at 10 a.m., 1 p.m., or 3 p.m. PST. The tour lasts approximately one hour. To make your reservation, please contact us at least two days in advance, by letter, fax, e-mail, or phone.

• Location: We are in Seattle’s Fremont district, a lively community that offers many delightful shops and eateries, as well as famous sculptural landmarks such as the Troll under the Aurora Bridge and a bronze statue of Lenin (purchased from the former Soviet Union).

•

•

•

Food: Local cafés and restaurants offer casual and formal dining, ranging from inexpensive to moderately priced. If you’d like to belt back a few cool ones during your visit, our staff knows all the best local hangouts. Our staff can assist you with recommendations during your visit. [Avoid slang, idioms, and familiarity.]

Driving directions: From I-5, take the NE 45th Street exit and drive west. Turn left on Stone Way N, and drive to N 34th Street, where you turn right. Dusty Strings is on the corner of N 34th Street and Fremont Avenue N (see the enclosed map). On-street parking is available throughout the area.

Bus directions: Take the 26 or 28 bus from downtown, or the 30 (weekdays only) from the University District. For detailed information, contact Metro (206-553-3000).

You mentioned that during your visit, you might like to purchase one of our hammered dulcimers. Our most popular models (12/11s, 15/14s) offer the usual fifth-interval tuning, but we also offer a series of chromatic dulcimers, plus the PD30 and PD40 piano-tuned dulcimers. [Omit to avoid technical language and jargon.] In addition to the workshop that you wish to visit, we operate an acoustic retail store, selling guitars, banjos, mandolins, and flutes, as well as our dulcimers and harps. Our sales staff will be happy to help you select just the right dulcimer. Or you might like to attend a workshop, which can help you by giving you some hands-on experience, as will our classes that we offer in the evenings if you’re going to be in Seattle long enough, as well as the concerts that are often performed in our store. We also offer workshops, classes, and concerts, as explained in the enclosed brochure. [Be clear and avoid rambling.]

Dusty Strings has been making hammered dulcimers since 1979. Today we employ 30 craftspeople who build 10 hammered dulcimer models and 7 folk harp models. We believe that acoustic music enhances the quality of people’s lives, so we make great-sounding instruments and offer friendly, supportive service. If we can be of further assistance before or during your trip, please contact us.

Sincerely, John Winston Customer Service Enclosure: Brochure Map

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Multiple Choice Options (correct answer is underlined) 1. Select the option that best describes what is wrong with this question: “We get lots of foreign travelers like yourself during the summer months but we always like to know how they heard about us; did friends mention us to you, or was it a musician, or while you were surfing the Internet that you came across us?” a. It’s too familiar and informal. A better choice would be: “We are pleased to welcome visitors to the workshop by appointment.” b. It should be two sentences: “We get lots of foreign travelers like yourself during the summer months but we always like to know how they heard about us. Did friends mention us to you, or was it a musician, or while you were surfing the Internet that you came across us?” c. The reader might not be familiar with the Internet. Omit the reference to it. d. It’s too long. A better choice would be something like the following: “We get lots of foreign travelers like yourself and we’d like to know if you heard about us through friends, musicians, or the Internet.”

2. What’s wrong with using the word “Facts” to introduce your bulleted replies? a. The list includes not only facts but opinion and anecdote. A better choice for an introduction would be the more general “Information:” b. The list is self-explanatory; no introduction is necessary. c. Doing so forms a poor transition from the introduction to the reader’s questions. A better choice would be, “To answer your questions:” d. The same information will be supplied by the enclosed brochure, so you can introduce it with the phrase, “Information from our brochure (enclosed):” 3. Choose the option that is more effective than this sentence: “If you’d like to belt back a few cool ones during your visit, our staff knows all the best local hangouts.” a. “Local hangouts are very familiar to our staff and they’ll be happy to point you in the right direction.” b. “When it comes to local establishments, our staff knows a good thing so don’t worry; we’ll be glad to set you straight on that score.” c. “If you need to take a load off, there’s no better place to do it than one of our neighborhood hangouts.” d. “Our staff can assist you with recommendations during your visit.”

4. Select the best option for improving this sentence: “Our most popular models (12/11s, 15/14s) offer the usual fifth-interval tuning, but we also offer a series of chromatic dulcimers, plus the PD30 and PD40 piano-tuned dulcimers.” a. Break it into smaller pieces so that the sentence is easier to read: “Our most popular models are 12/11s and 15/14s. They use the usual fifth-interval tuning. We also offer a series of chromatic dulcimers. In addition, we sell the PD30 and PD40 piano-tuned dulcimers.” b. Move the reference to piano-tuned dulcimers first, since this is one of the company’s selling points: “We make the PD30 and PD40 piano-tuned dulcimers, in addition to our popular models (12/11s, 15/14s), which offer the usual fifth-interval tuning, as do our chromatic dulcimers.”

3: Communicating in a World of Diversity 111

c. Omit the sentence to eliminate unnecessary technical jargon. d. Add more information about the various dulcimer models, or refer to a sales brochure you have enclosed.

5. Select the best option for improving this sentence: “Or you might like to attend a workshop, which can help you by giving you some hands-on experience, as will our classes that we offer in the evenings if you’re going to be in Seattle long enough, as well as the concerts that are often performed in our store.” a. Omit the extra, rambling material to get to the point more quickly and improve readability: “We also offer workshops, classes, and concerts, as explained in the enclosed brochure.” b. Clarify the information by breaking this long, rambling sentence into three shorter sentences: “You might like to attend a workshop, which can help you by giving you some hands-on experience. Our classes that we offer in the evenings, if you’re going to be in Seattle long enough, might also be of interest to you. There are also concerts performed in our stores that you might enjoy.” c. Omit this sentence because the information is not relevant to the reader’s upcoming visit. d. Move it to the last paragraph, to end on a note of interest.

Final, Improved Version DUSTY STRINGS Harps and Hammered Dulcimers 3406 Fremont Ave. N, Seattle, WA 98103 206-634-1656 Fax: 206-691-3712 handcrafted@dustrings.com

January 17, 2008 Ms. Heidi Speker Peter-Hebel Str. 13 88677 Markdorf Germany Dear Ms. Speker: Thank you for your recent inquiry about visiting our instrument-building facility during your trip to Seattle in August. We are pleased to welcome visitors to the workshop by appointment.

To answer your questions:

•

Dates and times: On August 14 and 15, a tour can be provided at 10 a.m., 1 p.m., or 3 p.m. PST. The tour lasts approximately one hour. To make your reservation, please contact us at least two days in advance, by letter, fax, e-mail, or phone.

• Location: We are in Seattle’s Fremont district, a lively community that offers many delightful shops and eateries, as well as famous sculptural landmarks such as the Troll under the Aurora Bridge and a bronze statue of Lenin (purchased from the former Soviet Union).

112 Chapter Guides

•

Food: Local cafés and restaurants offer casual and formal dining, ranging from inexpensive to moderately priced. Our staff can assist you with recommendations during your visit.

•

Driving directions: From I-5, take the NE 45th Street exit and drive west. Turn left on Stone Way N, and drive to N 34th Street, where you turn right. Dusty Strings is on the corner of N 34th Street and Fremont Avenue N (see the enclosed map). On-street parking is available throughout the area.

Bus directions: Take the 26 or 28 bus from downtown, or the 30 (weekdays only) from the University District. For detailed information, contact Metro (206-553-3000).

•

You mentioned that during your visit, you might like to purchase one of our hammered dulcimers. In addition to the workshop that you wish to visit, we operate an acoustic retail store, selling guitars, banjos, mandolins, and flutes, as well as our dulcimers and harps. Our sales staff will be happy to help you select just the right dulcimer. We also offer workshops, classes, and concerts, as explained in the enclosed brochure.

Dusty Strings has been making hammered dulcimers since 1979. Today we employ 30 craftspeople who build 10 hammered dulcimer models and 7 folk harp models. We believe that acoustic music enhances the quality of people’s lives, so we make great-sounding instruments and offer friendly, supportive service. If we can be of further assistance before or during your trip, please contact us.

Sincerely, John Winston Customer Service Enclosure: Brochure Map

COMMUNICATION CHALLENGES AT IBM (p. 83) Individual Challenge Here are four alternatives for addressing the situation involving Vasily Pevsner (a Russian immigrant who is a good employee in most respects but who resists working with other employees), along with the likely outcome of each response: a. Stay out of the way and let the situation resolve itself; Pevsner has to learn how to get along with the other team members. This is not a helpful response. Pevsner obviously lacks the motivation or the skills needed to work well with other team members, and doing nothing won’t change anything. b. Tell the rest of the team to work harder at getting along with Pevsner. Not only is this not fair—team communication is everyone’s responsibility—but it might cause you to overlook an underlying problem. For instance, Pevsner might believe that team communication is a waste of his valuable time. Encouraging the team to communicate even more would only exacerbate such a situation.

3: Communicating in a World of Diversity 113

c. Tell Pevsner he must work with others or he will not progress in the company.

Without an effort to understand the situation, attempting to impose a solution could backfire. For instance, Pevsner may enjoy his current work so thoroughly that he doesn’t want to progress in the company.

Talk privately with Pevsner and help him understand the importance of working d. together as a team; during the conversation, try to uncover why he doesn’t participate more in team efforts. As is always the case in intercultural communication, understanding what’s really going on is absolutely vital. Mistaken cultural assumptions can lead to disastrous results. This is the best approach.

Team Challenge Here are four possible responses to the situation in which employees are breaking into ethnically based cliques, along with the likely outcome of each response. a. Ban the use of languages other than English at work. This will have limited success; if people aren’t comfortable communicating in English, for whatever reason, they will revert to their own languages whenever they have the opportunity. Moreover, it will isolate people who aren’t yet able to converse well in English. b. Do nothing; these cliques are normal behavior, and any attempt to disrupt them will only generate resentment. This is not a helpful response because ignoring the problem will only allow it to grow worse, particularly as various groups began to perceive that cliquish behavior is acceptable. c. Send all of the employees to diversity training classes. This could help, but not as much as Training will help employees understand the importance of working together, but creating situations in people need to work together will create a stronger inducement to actually do so.

Structure work assignments and other activities (such as volunteer projects) in ways d. that bring people from the various cultural groups into regular contact with one another and make them more dependant on one another as well. This is the best response of these four options. However, this approach has an important caveat: you’ll need to support these team-based activities with diversity and language training. Throwing people with multiple languages and ingrained habits together without support is a recipe for trouble. On the plus side, however, giving people the opportunity to work together—and making it vital for them to cooperate in order to succeed—can go a long way toward building familiarity and breaking down barriers.

TEST YOUR KNOWLEDGE (p. 84) 1. Market globalization now allows companies to sell and produce goods all over the world.

Globalization has increased business’s exposure to cultural diversity, which means that more businesspeople interact with co-workers, customers, suppliers, and others from a variety of ethnic and cultural backgrounds. As a result of these two trends, communicators must be more aware of cultural differences when communicating with contacts inside and outside the organization.

2. The potential advantages of a diverse workforce include a broader range of viewpoints and ideas, improved ability to understand and identify with diverse markets, and the opportunity to tap into the broadest possible pool of talent.

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3. In high-context cultures, people convey meaning by relying more heavily on nonverbal signals and the environment rather than on words. In such cultures, the communicator expects the audience to be able to decode the meaning of the message without explicit explanation. In contrast, people in low-context cultures convey meaning by relying more on verbal communication and explicit statements about the rules.

4. Contextual differences make up only one of the categories of cultural differences; other categories are ethical differences, social differences, and nonverbal differences.

5. Ethnocentrism is the belief that one person’s cultural background is superior to other cultural backgrounds. To overcome such ethnocentrism, communicators should avoid stereotyping, acknowledge that people differ, avoid making assumptions about how others think or act, and avoid making judgments about these differences.

6. Ethical intercultural communication depends on four basic principles: (1) actively seeking common ground; (2) avoiding judgment when sending and receiving messages; (3) communicating honestly; and (4) demonstrating respect for cultural differences.

7. People in a multicultural audience may not be able to understand slang and idioms, because these phrases do not translate word for word. To avoid misunderstandings, communicators should therefore choose words with a specific denotative meaning.

8. While speaking with people from other cultures, communicators can (1) eliminate noise by paying close attention to pronunciation and making points one at a time, (2) watch for feedback to see whether the audience understands the message, (3) rephrase by using simpler words to help the audience understand, (4) clarify with repetition and specific examples, (5) avoid talking down to listeners, (6) use objective and accurate language, (7) listen carefully and patiently, (8) adapt to the other person’s style, and (9) clarify any decisions and follow-up actions.

9. Computers do not yet have (and may never have) the ability to translate with the accuracy and nuance of human translators. Even if it replaces every word with a precise equivalent, translation software can still generate confusing, misleading, or incorrect results. Important documents should always be translated by an experienced human translator.

10. First, you must recognize that challenges of cultural adaptation aren’t restricted to race or language. Differences in age, gender, educational background, work experience, and other life variables can present the need to adapt. Second, remember that speaking and listening in a second language are much harder than writing or reading in a second language, particularly among most English speakers in the United States, who use prodigious amounts of slang and aren’t obsessive about good grammar or careful pronunciation. You can help colleagues in this respect by creating intranets or other venues that allow written communication, rather than relying solely on oral exchanges. Third, the checklist in this chapter, “Improving Intercultural Communication Skills,” offers a number of specific steps to take, including studying other cultures, learning basic words and phrases in other languages, communicating simply and clearly, avoiding slang and other difficult aspect of language, speaking slowly, and asking for feedback.

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APPLY YOUR KNOWLEDGE (pp. 84–85) 1. First, in China, the decision making is shared, so reaching a consensus takes quite a bit of time. Second, in order to develop the trust critical to business relationships, you will have to spend time socializing. Once you finally reach an agreement, don’t be surprised if your Chinese colleagues ask you to change the terms at a later date. Chinese executives view their business associates as trustworthy partners who can be relied on for special favors. Because the culture in China is high-context, Chinese executives put less emphasis on the written word and more on the long-term trusting relationship.

2. Before accepting an overseas job with a company from your own country, consider your own adaptability. Are you comfortable with people from other cultures? Do you enjoy learning new things in an unfamiliar setting? How will your family adapt to the move? Are you quick to learn languages? Are you willing to spend extra effort, outside working hours, to make these adjustments? Is your motivation strictly material, or are you looking forward to the unique challenges of working in a “foreign” environment?

Working for a local branch of a foreign-owned firm might be even more difficult; since you’re living in your own country, the intercultural communication problems could take you by surprise. You’ll need to examine your ethnocentrism, and you might discover prejudices and stereotypical attitudes you didn’t realize you had. Again, adaptability, curiosity, and a genuine appreciation for other people and new experiences will be key to success.

3. It would be easy for managers from a relatively homogeneous culture to be caught off guard by the cultural diversity of their foreign counterparts. They would probably be unaccustomed to adapting their communication style, adapting their writing and speaking habits, and approaching business situations from the other person’s point of view. Thus, they might react with resentment, confusion, or even anger. They may need time to adjust.

4. This question will help students consider the growing problems faced by employees who are from a foreign culture. The discussion should be lively with regard to just how much the company is responsible for learning about and adapting to the cultural backgrounds of its employees.

5. Remember that what’s considered unethical, even illegal, in the United States might be expected in another country. If the payment is small and does not influence government actions (i.e., if it is allowable under the U.S. Foreign Corrupt Practices Act), it might be what’s necessary to move your shipment along.

PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 85) The slang and acronyms contained in the message are too informal for members of the audience and will probably confuse them. Words and phrases such as ASAP, our little family, high time, shaking hands across the sea, pleased as punch, my level best, and sell you on America will seriously impair their ability to understand your boss’s message. A fair suggestion would be to rewrite the message, omitting all culturally biased expressions and idioms. * See Transparency Masters 3-1 and 3-2 for poor and improved versions of this message.

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Exercises (pp. 85–86) 3.1

After studying the chapter’s examples, students may recognize the dropped eyes, soft tone, and vague answers as the Japanese businessperson’s way of showing respect and saying no indirectly so that the Canadian negotiator would be able to save face.

3.2

This exercise gives students an opportunity to experience the situation from both sides: the Western regard for such payments as a form of corruption and the African regard for “special payments” as a routine business function, as ordinary as tipping a cab driver. It appears that the situation is more of an ethical dilemma than an ethical lapse because it involves choosing between alternatives that are legal in one country and illegal in another.

While bribing foreign officials is illegal in the United States, making routine payments to expedite shipments is a matter of common practice in some foreign countries.

3.3

Students may find that it’s difficult, even with their own understanding of the expressions, to translate the entire context of these phrases. For instance, “He couldn’t hang,” loses a little something when it’s translated to, “He couldn’t hold out and remain calm until the difficult situation resolved itself.” That’s why slang emerges in the first place—to fill a unique, idiosyncratic language void. This exercise might serve as a good jumping-off point for a lively class discussion.

Students should find this assignment interesting. A number of books and websites are available on international business communication, and many of them provide country-bycountry information. As an option, you may suggest that some students pick two countries and compare their customs, describing the similarities and differences in nonverbal communication, meeting protocol, decision-making processes, and so on. Or some students may prefer to take one type of business practice, such as gift giving, and describe how it varies in a dozen or so countries.

3.4

3.5

3.6

3.7

The role playing should reveal how easily we slip into ethnocentric and stereotypic viewpoints—which interfere with business communications even when the difference is one of age, gender, or physical ability. To deal with the problem, try to understand and view issues from the other person’s perspective as much as possible.

Students might suggest that the marketing director should recognize the impasse as cultural and drop the demand for a detailed contract before the whole deal falls through. Requesting an adjournment, the marketing director should do some research to learn about the Chinese representative’s culture. Then the marketing director could try an approach more attuned to Chinese cultural practices and suggest a compromise that will allow both parties to save face and achieve their mutual objectives.

Although a change in a company tradition such as this is entirely reasonable (and in ideal circumstances, would be suggested by someone else), it still needs to be handled with some finesse to avoid creating an issue where one doesn’t exist. Students should keep the focus on the business goals of the event, not on one individual’s ability or inability to participate in nonwork activities. At the same time, it’s not reasonable for one individual with physical impairments to expect the rest of the team to avoid any activities that he or she can’t participate in. A good compromise is to make sure that all the business-related activities are designed for and conducted in a setting that supports full participation of all involved. Doing so will make sure that the company benefits from the full input of all the

3: Communicating in a World of Diversity 117

managers and that no managers are left out of important decisions.

3.8

Student presentations will reflect their understanding of the ways various time concepts might affect business transactions: interfering with meeting times, missing appointments, delaying product deliveries, missing completion dates, and delaying letter responses.

Managers might use compensating tactics such as the following: set a good example by sticking to their own stated deadlines (such as starting and ending meetings on time), encourage promptness by spelling out and justifying time factors, reward employees who conscientiously attempt to meet the company’s time expectations, and establish back-up plans for overseas transactions that may be delayed.

3.9

Students might address the pros and cons of interpreters this way: In addition to having time to think about responses, the advantages of using an interpreter might include making sure the negotiator’s understanding of the language is good enough for important business discussions. Also, if the interpreter is a native speaker, the advantage would be drawing on up-to-date knowledge of the language’s idioms, the culture’s nonverbal signals, and any business customs that might affect communication. Hiring an interpreter also demonstrates how important the transaction is to the negotiator’s company.

The disadvantages might include eliminating the personal feeling conveyed in a oneon-one communication. Also, it’s impossible to translate words precisely from one language to another. The interpreter might incorrectly filter the message. He or she might fail to communicate the meaning of a tone or gesture, or shorten the translation so that a key word or phrase is omitted or improperly translated, increasing the communication barriers. In addition, either or both parties may consider translation time consuming and thus an added burden that slows negotiations.

3.10 Students may find that the back-translation reveals inaccuracies in the meaning of the original sentence they translated. This experience suggests that whenever they use any automated translation service, they must be sure to use back-translation to ensure accuracy. Still, students may find this website useful for checking the translation of common phrases from and into other languages.

3.11 Students can use this exercise as an opportunity to study their own subculture and determine its rules in a way that can be explained to outsiders. They should be able to identify a number of common, timely slang phrases that the Swedish students are likely to hear on campus. They should also be able to articulate rules about meals, social events, greetings, small talk, classroom behavior, and other activities.

3.12 Students should recognize that the initial draft of this podcast script suffers from two major problems. First, it is full of slang and informal phrases that are bound to cause problems for non-native English listeners. Second, the structure of the message is too convoluted for a “linear” medium such as podcasting. Because listeners don’t have the ability to scan back and forth nearly as easily as they can in print media, a careful structure with previews, transitions, and reviews is vital. In addition, the sentence structure needs to be simplified; for instance, the second sentence should be broken into three or four separate sentences.

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TRANSPARENCY MASTER 3-1 Chapter 3—Message for Analysis (poor version)

Date: Tue, 13 October 2008 10:45:10 -0800 From: Jaspar Kronk, director of human resources <jkronk@syscom.com> To: [new employee mailing list] CC: BCC: Attached: Subject: We’re glad you’re here!

I wanted to welcome you ASAP to our little family here in the States. It’s high time we shook hands in person and not just across the sea. I’m pleased as punch about getting to know you all, and I for one will do my level best to sell you on America.

Look forward to talking with you soon, Jaspar Kronk Director, Human Resources Bldg. 33, ext. 434

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Upper Saddle River, N.J. 07458

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TRANSPARENCY MASTER 3-2 Chapter 3—Message for Analysis (improved version)

Date: Tue, 13 October 2008 10:45:10 -0800 From: Jaspar Kronk, director of human resources <jkronk@syscom.com> To: [new employee mailing list] CC: BCC: Attached: Subject: Welcome

Welcome to the United States and to our SysCom family.

Although some of you have worked with some of us through e-mail, instant messaging, and web meetings, we are all eager to meet you in person.

Please let us welcome you with an informal social gathering in the cafeteria tomorrow at 12:00 p.m. After lunch, we’ll serve cake and ice cream in your honor. This will be a good time to introduce ourselves and to do whatever we can to make you feel at home here in the United States. I look forward to seeing all of you there.

Sincerely, Jaspar Kronk Director, Human Resources Bldg. 33, ext.

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Upper Saddle River, N.J. 07458

PART 2: APPLYING THE THREE-STEP WRITING PROCESS

Chapters 4, 5, and 6 introduce the three-step writing process, giving students three full chapters of practice. These chapters deal with the fundamentals of message design, audience analysis, organization, style, tone, and so forth. Your students can learn the basic skills required to write messages that are clear, interesting, concise, diplomatic, and convincing. (Chapter 7 in Part 3 of the text addresses writing for electronic media so that your students can learn how to handle the most current types of messages effectively.)

To reinforce the learning process, give your students plenty of practice in planning, writing, and completing messages. Call attention to the proofreading symbols and correction marks in Appendix C. If your class needs to work on the basic principles of grammar and punctuation, you might also include in this unit one of the Diagnostic Tests of English Skills (earlier in this manual) and the Handbook of Grammar, Mechanics, and Usage (found at the end of the textbook).

CHAPTER 4: PLANNING BUSINESS MESSAGES Important changes in this edition • • • •

Streamlined coverage of media types New coverage of visual media Revised and updated coverage of electronic media New table summarizing advantages and disadvantages of various media (Table 4.1)

CHAPTER OUTLINE Understanding the Three-Step Writing Process Optimizing Your Writing Time Planning Effectively Analyzing Your Situation Defining Your Purpose Developing an Audience Profile Gathering Information Uncovering Audience Needs Providing Required Information Be Sure the Information Is Accurate Be Sure the Information is Ethical Be Sure the Information is Pertinent Selecting the Right Medium Oral Media Written Media Visual Media Electronic Media

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Factors to Consider When Choosing Media Organizing Your Information Recognizing the Importance of Good Organization Defining Your Main Idea Limiting Your Scope Choosing Between Direct and Indirect Approaches Routine and Positive Messages Negative Messages Persuasive Messages Outlining Your Content Start with the Main Idea State the Major Points Illustrate with Evidence

LECTURE NOTES Understanding the Three-Step Process The writing process may be viewed as three simple steps: Step 1. Planning business messages Analyzing the situation • • Gathering information • Selecting the right medium • Organizing the information Step 2. Writing business messages Adapting to your audience • • Composing your message Step 3. Completing business messages Revising your message • • Producing your message • Proofreading your message • Distributing your message * See Transparency 8 for a restatement of this three-step writing process When writing business messages, try scheduling your time as follows: Planning: Approximately one-half of your time Writing: About one-quarter of your time Completing: About one-quarter of your time Effective communicators complete all three steps, although not necessarily in order.

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Analyzing Your Situation A successful message starts with a clear purpose that connects the sender’s needs with the audience’s needs.

All business messages have a general purpose: To inform To persuade To collaborate Your general purpose helps you define your overall approach The information you need to gather Your choice of media The way you organize your message The general purpose determines the degree of audience participation and message control: Informing your audience requires little audience interaction.

Persuading your audience requires a moderate amount of audience participation.

Collaborating with audience members requires maximum audience participation.

Within your general purpose, each message also has a specific purpose, which identifies What you hope to accomplish with your message What your audience should do or think after receiving your message To decide whether to proceed with your message, ask yourself four questions: 1. Will anything change as a result of your message?

2. Is your purpose realistic?

3. Is the time right?

4. Is your purpose acceptable to your organization?

Develop an audience profile by Identifying the primary audience Determining audience size and geographic distribution Determining audience composition Gauging your audience members’ level of understanding Understanding audience expectations and preferences Forecasting probable audience reaction Gathering information For many kinds of business messages, you can informally gather information to satisfy your audience’s needs by Considering other viewpoints Reading reports and other company documents Talking with supervisors, colleagues, or customers Asking your audience for input Find out what your audience members want to know:

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Listen to their requests.

Clarify vague or broad requests by asking questions to narrow the focus.

Try to think of information needs that audience members may not even be aware they have.

Provide all the information your audience requires: Use the journalistic approach (answering who, what, when, where, why, and how).

Be sure the information you provide is accurate (especially since your company is legally bound by any promises you make).

Be sure your information is ethical (as honest and complete as you can make it).

Be sure the information you provide is pertinent to your audience (tailored to your audience’s interests and needs).

Selecting the Right Medium A medium is the form through which you choose to communicate your message.

Although categorizing media has become blurred with the advent of so many multimedia choices, think of media as being oral, written, visual or electronic.

(See Table 4.1 on p. 101 for concise explanations of the advantages and disadvantages of each media type.)

Oral media include Face-to-face conversation Speeches Presentations Meetings Oral media have several advantages: Providing immediate feedback Allowing a certain ease of interaction Involving rich nonverbal cues (both physical gestures and vocal inflection) Allowing you to express the emotion behind your message Oral media also have disadvantages: Restricting participation to those who are physically present Providing no permanent, verifiable record of the communication Reducing the communicator’s control over the message Ruling out the chance to revise or edit your spoken words Written media include Scribbled notes Letters and memos Reports and proposals Each type of written message has an accepted format (discussed in detail in Appendix A).

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Memos are Relatively brief (one to two pages) Used for routine messages within an organization Less private than letters Letters Are relatively brief (one to two pages) Are used to communicate with people outside the organization Perform an important public relations function (fostering good working relationships with outsiders) Can be prepared as form letters to save time and money on routine communication Reports and proposals are Longer than letters and memos Written in a variety of lengths Usually fairly formal in tone Written media have a number of advantages over oral media: Allowing you to plan and control your message Offering a permanent, verifiable record Helping you reach an audience that is geographically dispersed Minimizing the distortion that can accompany oral messages Allowing you to avoid immediate interactions De-emphasizing any inappropriate emotional components Written media also have a number of disadvantages compared to oral media: Offering little opportunity for speedy feedback Lacking the rich nonverbal cues provided by oral media Taking more time and more resources to create and distribute Requiring special skills in preparation and production Visual media include: Charts Graphs Diagrams Visual media offer several distinct advantages: Can convey complex ideas and relationships quickly Often less intimidating than long blocks of text Can reduce the burden on the audience to figure out how the pieces fit The primary disadvantages of visual media include: Can require artistic skills to design Require some technical skills to create Can require more time to create than equivalent amount of text More difficult to transmit and store than simple textual messages

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Electronic media include Electronic versions of oral media (telephone calls, teleconferencing, voice-mail messages and audio recordings such as compact discs and podcasts) Electronic versions of written media (e-mail, instant messages, blogs, websites, wikis, and text messaging) Electronic versions of visual media (electronic presentations, computer animation, and video, which can be distributed on DVD and online) Electronic media have distinct advantages: Delivering messages with great speed Reaching a dispersed audience personally Offering the persuasive power of multimedia formats Increasing accessibility and openness in an organization The chief disadvantages of electronic communication include Being easy to overuse Lacking privacy Security Risks Draining employee productivity When deciding which media to use, consider Media richness Message formality Media limitations Sender intentions Urgency and cost of message Audience preferences Organizing Your Information Common organization problems include Taking too long to get to the point Including irrelevant material Getting ideas mixed up Leaving out necessary information Poor organization Forces readers to piece your message together in a meaningful way Leads readers to inaccurate conclusions Tempts readers to stop reading or listening Good organization helps you communicate more effectively: It saves you time It consumes less of your energy It helps you get some advance input from your audience It helps you divide the writing job among co-workers.

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Good organization helps your audience Understand your message Accept your message Save time Your topic is the broad subject of the message; your main idea is a specific statement about your topic. * See Transparencies 9 and 10 for documents that can be used to practice differentiating topic, purpose, and main idea.

For straightforward, informational messages, your main idea is simple: “Here’s what you wanted.”

For more complicated persuasive messages or negative messages, try to define a main idea that will establish a good relationship between you and your audience.

When unsure about your main idea, consider a variety of techniques for generating creative ideas:

Brainstorming Journalistic approach Question-and-answer chain Storyteller’s tour Mind mapping The scope of a message matches your main idea in every aspect, including the Range of information you present Overall length Level of detail Limit the number of main points to half a dozen or so, regardless of how long your message will be.

Scope depends on The nature of your subject Your audience members’ familiarity with the topic Your audience’s receptivity to your conclusions Your credibility When deciding on the sequence of your points, you have two basic options to choose from: The direct approach is deductive: The main idea comes first and is followed by the evidence.

The indirect approach is inductive: The evidence comes first and is followed by the main idea.

Your approach may differ depending on likely audience reaction and the purpose of your message: Routine and positive messages: Direct approach Negative messages: Indirect approach Persuasive messages: Indirect approach that captures attention

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Creating an outline Saves you time Helps you create better results Helps you do a better job of navigating through complicated business situations Helps you plan for the transitions you’ll insert to make your message coherent and help your audience understand the relationships between your ideas Types of outlines include The basic outline format (numbers or letters identify each point and are indented to show which items are of equal status) The organization chart format (showing thoughts as boxes organized into divisions, similar to the charts that show an organization’s management structure) To develop an outline, you usually Start with the main idea (supported or explained by absolutely everything in the message) State the major points Illustrate with evidence The main idea summarizes two things: What you want your audience to do or think Why they should do so Your major support points will be suggested by one of the following: The natural order of your subject (based on something physical, the steps in a process, the description of an object, or a chronological chain) The major elements of your argument (based on a line of reasoning) Specific evidence helps audience members Understand the more abstract concepts you’re presenting Remember those concepts Provide enough evidence to be convincing without becoming boring or inefficient.

To maintain audience interest, vary the type of detail: Facts and figures Example or illustration Description Narration Reference to authority Visual aids If your schedule permits, try to put aside your outline for a day or two before you begin composing your draft.

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SPECIAL FEATURES

ETHICS DETECTIVE: Am I Getting the Whole Story? (p. 96) A strong case can be made that, yes, the wholesaler is guilty of an ethical lapse here because the information provided was not only vague (what does “according to local regulations” mean?), but it also failed to highlight the nature of the dangers involved (what might happen if the rags are not disposed of properly).

CONNECTING WITH TECHNOLOGY: Create and Collaborate with Powerful Outlining Tools (p. 109) 1. Assuming that students are using recent versions of both products, they should be able to find the necessary information in either product’s “Help” menu. Once the outline is ready in Word, it's a simple matter of clicking on “Send to” in the File menu, then selecting PowerPoint from the choices presented.

Note that PowerPoint uses the heading styles from the Word document (styles as defined in the style sheet or template, not mere text formatting choices), so these should be verified before sending the outline from Word to PowerPoint.

2. Students should be able to mention concepts from the chapter and relate them to the news article they select.

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DOCUMENT MAKEOVER Version Marked with Improvements and Chapter Concepts McBRIDE DEPARTMENT STORES 781 Westchester Boulevard, Hartford, Connecticut 06108 Voice (203) 758-7733 Fax (203) 768-7703 February 21, 2008 Mr. Julian Zamakis 40106 Glastonbury Lane Granby, CT 06035 Dear Mr. Zamakis: Did you know that more than 35 percent of our employees are recent college graduates? Thanks for your letter requesting information on the professional career tracks at McBride Department Stores. [Follow the direct approach.] As a retail chain with 47 stores in the New England states, we value those recent college graduates who accept entry-level professional positions each year.

Just between you and me, I know it’s tough applying for a new job, but this is a good time to approach us for work. Your interest is important to us, so we are pleased to provide information on two professional career paths we offer. [Use a conversational tone.]

College graduates are placed on the sales floor by the sales management track, to give them experience with the handling of customers and the supervision of salesclerks. The sales management track places college graduates on the sales floor, dealing with customers and supervising all salesclerks in a given department. [Use active rather than passive voice.] The first assignment is usually in a small department, but after two or three years’ experience and satisfactory performance, the sales manager has an opportunity to be assigned to a substantially larger department. A sales manager’s responsibilities include meeting sales quotas, setting up displays, and handling customer complaints.

After three to five years’ experience and satisfactory performance, the assistant buyer has an opportunity to be promoted to a buyer position. The merchandising track places college graduates as assistant buyers, where they work closely with an experienced buyer, reviewing sales figures, formulating the buying plan and budget, and following up on the sales of the merchandise selected. After three to five years’ experience and satisfactory performance, the assistant buyer has an opportunity to be promoted to a buyer position. [Construct paragraphs logically.]

If upon graduation you wish to broach the subject in a formal assessment of your capabilities, we would be pleased to evaluate your potential employment with McBride Stores. In a year or so, when you’re closer to receiving your degree, come in and talk with us about opportunities with McBride Department Stores. By asking questions while you’re still preparing for your professional career, you’ll improve your chances of pursuing the career you want.

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Sincerely,

Haley Middleton Human Resources Manager ss Multiple Choice Options: (correct answer is underlined) 1. Select the option that is a better opening than this indirect question: “Did you know that more than 35 percent of our employees are recent college graduates?” a. “How difficult is it for college graduates to get a job at McBride Department Stores? Let us answer that question carefully.” b. “Statistics show that one out of five college graduates opt for a career in retail management.” c. “We understand your need to satisfy certain questions you have about careers at McBride Department Stores.” d. “Thanks for your letter requesting information on the professional career tracks at McBride Department Stores.”

2. Select the option that has a more appropriate tone than this sentence: “Just between you and me, I know it’s tough applying for a new job, but this is a good time to approach us for work.” a. “Frankly, it’s quite hard to find college graduates like yourself who are interested in our business.” b. “Your interest is important to us, so we are pleased to provide information on two professional career paths we offer.” c. “If I can give you a hand up in your job search, I’ll be pleased as punch.” d. “We like to work young people up the corporate ladder in incremental steps so we can ascertain their strengths and weaknesses over time.”

3. Select the best option for improving this sentence: “College graduates are placed on the sales floor by the sales management track, to give them experience with the handling of customers and the supervision of salesclerks.” a. Shorten it: “College graduates are placed on the sales floor to give them experience.” b. Invert it: “To give them experience with the handling of customers and the supervision of salesclerks, college graduates are placed on the sale floor by the sales management track.” c. Convert passive voice to active voice: “The sales management track places college graduates on the sales floor, dealing with customers and supervising all salesclerks in a given department.” d. Omit the sentence; it’s unnecessary.

4. Select the option that best describes what’s wrong with this sentence: “After three to five years’ experience and satisfactory performance, the assistant buyer has an opportunity to be promoted to a buyer position.” a. It’s out of place in the paragraph. The next sentence is the topic sentence, which should

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come first and this sentence should be moved to the end of the paragraph to improve reader comprehension. b. The original sentence fails to explain the subject sufficiently, and should therefore be expanded. c. The original sentence gives too much information for a letter of this type. It can be eliminated. d. The reader might not understand what’s meant by “buyer position.” Add another sentence to explain.

5. Select the best option for improving this sentence: “If upon graduation you wish to broach the subject in a formal assessment of your capabilities, we would be pleased to evaluate your potential employment with McBride Department Stores.” a. Shorten it: “If upon graduation you wish an assessment, we will evaluate your potential employment with us.” b. Move this sentence to the first paragraph where the subject of employment is first mentioned. c. Add further explanation in an additional sentence: “We will first ask you to fill out an application; then we’ll call you after we’ve had sufficient time to review it.” d. Use a more conversational tone: “In a year or so, when you’re closer to receiving your degree, come in and talk with us about opportunities with McBride Department Stores.”

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Final, Improved Version

McBRIDE DEPARTMENT STORES 781 Westchester Boulevard, Hartford, Connecticut 06108 Voice (203) 758-7733 Fax (203) 768-7703 February 21, 2008 Mr. Julian Zamakis 40106 Glastonbury Lane Granby, CT 06035 Dear Mr. Zamakis: Thanks for your letter requesting information on the professional career tracks at McBride Department Stores. As a retail chain with 47 stores in the New England states, we value those recent college graduates who accept entry-level professional positions each year. Your interest is important to us, so we are pleased to provide information on two professional career paths we offer.

The sales management track places college graduates on the sales floor, dealing with customers and supervising all salesclerks in a given department. The first assignment is usually in a small department, but after two or three years’ experience and satisfactory performance, the sales manager has an opportunity to be assigned to a substantially larger department. Part of a sales manager’s responsibilities includes meeting sales quotas, setting up displays, and handling customer complaints.

The merchandising track places college graduates as assistant buyers, where they work closely with an experienced buyer, reviewing sales figures, formulating the buying plan and budget, and following up on the sales of the merchandise selected. After three to five years’ experience and satisfactory performance, the assistant buyer has an opportunity to be promoted to a buyer position.

In a year or so, when you’re closer to receiving your degree, come in and talk with us about opportunities with McBride Department Stores. By asking questions while you’re still preparing for your professional career, you’ll improve your chance of pursuing the career you want.

Sincerely,

Haley Middleton, Human Resources Manager

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COMMUNICATION CHALLENGES AT THE COMPLETE IDIOT’S GUIDES (p. 112)

Individual Challenge The project summary provided helpful information about the book’s expected content, but connecting with readers requires an understanding of who they really are. Questions to Megan should focus on key information about the target audience: Education? What kinds of people are actually buying the Razr and other advanced personal wireless products?

Are they experienced, leading-edge users? Casual users? Novice users?

• Demographics: Which market segments is Motorola pursuing?

Age? Income?

Gender?

• Requirements: What percentage of the buyers are individuals who want to master the product? What percentage are technical support staff in organizations who need to stay one step ahead of the professionals and executives they’re expected to support?

• Context: Which products are buyers replacing with the Razr? What were the most widely used products in the individual categories the Razr addresses?

Team Challenge The goal of this exercise is to have students recognize the challenges associated with accommodating an audience that varies widely in terms of knowledge and needs. Each of the proposed organization strategies has pros and cons, and which option each team settles on is less important than how well they can justify their choice based on guidelines from the chapter. The email to Kraynak needs to be brief (as the instructions state), and it should clearly state why the option the team selected is best. In addition, however, it should also concisely explain why the other organizational strategies were not as promising based on audience needs.

Students may also point out that since the book will be part of a series (The Complete Idiot’s Guides), it will be important for it to be organized in a way that is consistent with other volumes in that series. With that in mind, it would be helpful to consult other similar Guides to see how they are organized.

TEST YOUR KNOWLEDGE (p. 114) 1. The three steps are (1) planning, (2) writing, and (3) completing business messages.

2. All business messages have both a general purpose (to inform, to persuade, or to collaborate) and a specific purpose (such as placing an order).

3. Develop an audience profile by identifying the primary audience, determining audience size and composition, evaluating the level of knowledge, and gauging the probable reaction.

4. To test the thoroughness of the information in your message, apply the journalistic approach of asking the five questions about who, what, when, where, why, and how.

5. Media richness refers to the value of a medium in a particular communication situation. How rich a medium is can be determined by its ability to convey a message through two or more informational cues, to facilitate feedback, and to establish personal focus.

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6. The main advantages of oral communication include the ability to receive immediate feedback, to encourage questions and comments, to facilitate group decisions, to relate emotional content, and to observe nonverbal responses to your message. The main advantages of written media include the ability to plan and control your message, to communicate complexity, to have a permanent and verifiable record, to reach a large or geographically dispersed audience, and to discourage interaction.

7. Advantages of electronic media include • Deliver messages quickly • Reach geographically dispersed audiences • Offer the persuasive power of multimedia formats • Can increase the accessibility and openness in an organization Disadvantages of electronic media include • Ease of overuse (sending too many messages to too many recipients) • Privacy risks and concerns • Security risks (viruses; spyware) • Productivity concerns (frequent interruptions; nonbusiness web surfing) 8. The four steps for organizing messages are (1) define the main idea, (2) limit the scope of the message, (3) group the points in an outline, and (4) choose a direct or an indirect approach, depending on anticipated audience reaction, message length, and message type.

9. Limiting the scope of the message helps the writer focus on the main message without distracting the reader with other, irrelevant topics, and it helps ensure that the message conveys the appropriate range of information, is of an effective length (long enough to cover all important information, but no longer), and includes enough detail without overwhelming the reader.

10. When choosing between a direct and an indirect approach, three elements to consider are (1) probable audience reaction (positive, negative, or neutral), (2) message length (short or long), and (3) message type (routine positive, negative, or persuasive).

APPLY YOUR KNOWLEDGE (p. 114) 1. Regardless of how many times you change your mind as you write, planning enables you to make consistent, rational decisions about the message as a whole. If you begin with a general idea of what you’re trying to accomplish and what basic strategy you’ll use, you can change the details of the message in a directed way. Without a plan, the changes are arbitrary. A plan helps you know why changes are necessary and whether one change is better than another.

2.

DVD or streaming video would meet several requirements: immediacy, reaching a large community, and conveying sincerity, commitment, and accomplishment. The message could take the form of a video news release sent to local television news departments. Perhaps the company president could narrate views of the cleaned-up waste sites. However, to accommodate both print and television reporters, a written news release (similar to a one-page letter, memo, or report) should be prepared to accompany the video. The written material

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provides facts that both TV and newspaper reporters can refer to easily and repeatedly, without the need for a computer, wireless device or DVD player.

3. To be certain your request is met with a positive response, an indirect approach is best. That way, you’ll be able to defuse resistance by attracting interest and support for the idea before actually making the request. If you’re successful, you’ll be giving your employees a positive motive for complying with your request.

4. If you’re close to your boss, you might be able to use a direct approach stating that you’ll be taking half a day off. Remember, the difference between your perspective and your boss’s: To you, the bad news is your father’s death; to your boss, losing your work output for half a day is bad news. An indirect approach to your message will soften the impact and help you maintain a good relationship with your employer.

5. This question should initiate a discussion of how much information you need to include to be ethical. It would be important to inform your audience that you’ve discovered the plagiarized material, but it would be equally vital to assure them that the information they received is accurate. Students should also recognize the need to protect their own credibility as they pass along this information. One important issue to discuss would be whether or not to include an apology in the follow-up message.

PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 114) The student should organize the list of items into a few main categories, group related ideas under those categories, and finally put all items in logical order. Here is a suggested revised outline: I. Benefits A. Accidental death on common carrier 1. Benefit is $100,000 2. Paid in event of accidental death while riding as a fare-paying passenger on public transportation, including buses, trains, jets, ships, trolleys, subways, or any other common carriers B. Accidental death in motor vehicle accident 1. Benefit is $20,000 2. Paid in event of accidental death occurring while driving or riding in or on an automobile, truck, camper, motor home, or nonmotorized bicycle C. Hospitalization 1. Benefit is $100 a day 2. Paid when hospitalization is the result of a motor vehicle or a common carrier accident D. Cash paid in addition to any other insurance carried

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II. Costs A. Individual coverage is $17.85 per quarter B. Family coverage is $26.85 per quarter C. Amounts to just pennies a day D. Free no-obligation examination period E. Convenient payment—billed quarterly F. No individual rate increases III. Qualifications A. No physical examination or health questions B. Guaranteed acceptance for all applicants * See Transparency 11 for a copy of this improved version of the outline. * See Transparency Masters 4-1 and 4-2 for the rough notes and finished outline.

Exercises (pp. 114–116) 4.1

4.2

4.3

4.4

This self-assessment exercise helps students analyze their strengths and weaknesses with regard to planning business messages. Encourage them to follow up on areas for improvement by rereading relevant parts of the chapter and looking for opportunities to practice their skills.

This exercise helps students see that their messages have a purpose. For each example students cite, they should identify the general purpose (inform, persuade, collaborate) and a specific purpose (get a job, make a purchase, obtain a refund, and so on).

Possible statements of purpose might include the following: a. I want to inform the manager about the type and number of outdated items in the warehouse. Or: I want to persuade the manager to get rid of outdated items in the warehouse. Or: I want to work with the manager to solve the problem of outdated items in the warehouse. b. I want to inform clients that I will be at the trade show. Or: I want to persuade clients to come by my booth at the trade show. c. I want to convince the customer to make an immediate payment. d. I want to encourage employees in my department to use their cell phones more wisely (this could mean less often, for business calls only, and/or only during certain hours). e. I want to find out what happened to the shipment. f. I want to explain how the computer program works.

The precise answers to this exercise are less important than the process of thinking about the audience. Urge students to consider both informational and motivational needs. Suggest they put themselves in the audience’s position. Here are some possibilities to use as guidelines: a. The reader is a dealer in financial trouble who is likely to be embarrassed and hostile when your letter is received. The dealer needs to know what can be done to satisfy

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the manufacturer and what will happen if nothing is done about the bill. b. Based on the medium you are using, it is likely that the readers own computers. They may be interested in learning about this opportunity to save money on computer disks but may have questions about product quality. They need to be convinced that the vendor’s disks are well made. They also need to know the ordering procedures. c. The readers of the ad are either indifferent to or moderately interested in the product.

They need to know why this peanut butter is better than other brands: price, flavor, purity, and packaging. d. The readers are homeowners who may or may not have fireplaces. Most of them will be indifferent to the flyer, but a few may say, “Boy, it’s been four years since I had the chimney cleaned; maybe I should call.” These potential customers need to know the benefits of having a clean chimney, the price, and the number to call. e. The reader will be a recruiter in the personnel office who receives hundreds of similar résumés. She or he will be basically indifferent, unless the company is actively recruiting large numbers of new employees. The reader needs to know what makes this particular job candidate different from all the rest. She or he also needs to know about the candidate’s career objectives, background, and experience to determine whether the company might want to hire her. f. The readers are busy managers who will recognize the importance of maintaining compliance with government regulations at both the federal and state levels. They need to be convinced that: (a) your firm knows what regulations are likely to concern them, and (b) has the experience and knowledge to help address those concerns.

4.5

The goal of this exercise is for students to practice addressing two different audiences.

The instructions for the person unfamiliar with the equipment chosen should be detailed enough so that this reader can operate it without further instruction but not so detailed as to daunt the reader. Encourage students to consider all the reader’s needs and then include all the steps they believe are necessary. The instructions for the more knowledgeable reader can be less detailed, but they should be clear, and they should not assume too much knowledge on the part of the reader.

4.6

For each message, students should identify a general and a specific purpose, and they should comment on appropriate timing (such as phone solicitations at dinner time), appropriate medium (such as a form letter for a personal message), credibility of the sender (such as Toby Keith as spokesperson for Ford Motor Company), and practicality of purpose (such as a sales message for a high-ticket item sent to a college student).

4.7

Student answers should focus on what Marquardt needs to know about her audience to respond. She must address two audiences: the disgruntled passenger and the other readers of the newspaper, who may be potential cruise customers. A personal letter to the passenger would be appropriate, as would a diplomatically worded letter to the editor.

For the travel publication, Barbara would need to respond directly to the customer (if possible), provide an answering letter to be published in the publication, and perhaps send out a special mailing to travel agents (if that seems warranted). A secondary audience in both cases would be the cruise line’s management, who would be monitoring Barbara’s handling of the situation.

The purpose of this exercise is to help students define audience needs and appreciate the

4.8

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value of slanting messages toward a particular audience. Answers should be along these lines: a. For the administrator: (1) The audience is a decision maker who must determine whether the new equipment should be purchased; (2) the individual will read the report to obtain information on which to base the decision; (3) he or she will need adequate background information on current as well as proposed equipment; (4) terminology not related to the company’s usual products will have to be defined; (5) the level of language should be of medium sophistication; (6) the level of detail on how the equipment works can be minimal because the focus should be on the costs and benefits; (7) the desired result is for the administrator to make an informed decision about purchasing the equipment. b. For the engineers: (1) Audience members have a great deal of expertise and knowledge in the field; (2) they will read the report to find out details about this new method; (3) minimal background material will be needed; (4) the audience will probably be familiar with most terminology; (5) the level of language can be quite sophisticated; (6) complete details should be provided; (7) the desired result is for the engineers to be fully informed about the theory behind the new method and how it works. c. For the trainers: (1) The audience is composed of people who need practical knowledge about how the equipment is operated; (2) the audience will read the report to find out how the equipment works, compared with the operation of current equipment; (3) the audience will probably need background information only on this particular method; (4) new terminology must be defined; (5) the language level should foster ease of readability; (6) adequate detail should be included on the specifics of operating the equipment; (7) the desired result is for the trainers to understand how the new equipment will need to be operated and how its operation differs from that of the current equipment so that they will be able to train the workers.

4.9

4.10

Students will find that the chairman is writing primarily for investors. The general purpose is to inform the audience about PepsiCo’s financial results and business operations. The audience will want to know details about profit and loss, areas of strength and weakness, future prospects, and other data related to the company’s performance—which affects its stock price (and the value of shareholders’ investments). Students should be able to point out how the chairman emphasizes the positive in his letter.

Using a diagram similar to Figure 4.12 in the text, the boxes from students should reflect the following: Main idea: Valued customer (GNC) has been experiencing repeated problems with a DVD drive purchased at ComputerTime and would like the store to exchange it.

Major Point 1: Valued Customer Evidence 1a: GNC has done business with Computer Time for six years Evidence 1b: Drive was purchased at Computer Time (provide date and price) Major Point 2: Drive has malfunctioned on several occasions for the same reason Evidence 2a: Fixed three times for same malfunction Evidence 2b: Never worked properly—even after being repaired Evidence 2c: Response time delays; motor drags Major Point 3: GNC wants to exchange faulty drive for a similar one

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Evidence 3a: Will pay cost difference Evidence 3b: Prefers new equipment sold on discount 4.11

To some extent, the decision about what is relevant depends on what the students assume about the audience. Suggest that they begin by putting themselves in the position of a top manager. What would they need to know to make a decision about the new heating system?

What factors would influence their decision?

The line between what is essential and what is irrelevant is debatable. For example, some boards might be interested in seeing two-year cost projections. Others would not want to consider such fine detail.

The following list shows the points that are probably of least value, arranged with the least valuable first: a. Plans for disposing of old equipment b. The history of cogeneration c. Scientific credentials of the developers of cogeneration d. Detailed ten-year cost projections However, students might want to include a paragraph or two on any of these items, depending on the attitudes and level of knowledge of the audience. For example, if the top managers know virtually nothing about cogeneration, students would probably want to include a brief introduction that explained cogeneration. This introduction might provide some historical information and data about the developers. Basically, however, this would be background information to set the stage for more important material.

The body of the presentation could be arranged in three main sections: I. Student’s plan for installing the equipment A. Specifications of the equipment B. Estimates of time required to phase in equipment II. Economic impact of cogeneration A. Costs of installing and running equipment B. Detailed ten-year cost projections (optional) C. Plans for disposing of old equipment (optional) III. Advantages and disadvantages of cogeneration A. Stories about successful use in comparable facilities B. Risks assumed in using the process C. Alternative systems that might be considered

4.12

For each situation, the suggested approach is as follows: a. Direct approach. This is a routine request. Okay for e-mail. b. Direct approach. Assumes that the professor has a good opinion of the student and will be happy to write the letter of recommendation. Probably better as a letter than as e-mail. c. Indirect approach. To soften the bad news, the letter should begin with a neutral buffer. d. Indirect approach. Again, a neutral buffer would make the audience more receptive.

Presenting the reason first will help the audience understand why the uncomfortable temperature is necessary. Okay to send by e-mail, but better media are available. e. Indirect approach. To persuade the reader to pay the debt, the writer should begin by pointing out how the reader will benefit from this course of action. However, if the

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indirect approach repeatedly fails, a more direct approach might be necessary, which is inappropriate for e-mail messages.

4.13

Urge students to approach this exercise by thinking about the audience’s information needs and psychological needs. What facts are required to achieve the purpose? What motivational factors must be considered? The important thing is for students to base their reasoning on solid assumptions about the audience. Following are some suggestions: a. The reader will be motivated mainly by “bottom-line” considerations. Demonstrate that the cost of hiring two more people will lead to increased sales or profits. b. The company recruiter will be looking for a qualified person to fill existing openings.

Begin with the type of job you’re seeking; then explain your qualifications for that job. c. The bank will be motivated by financial considerations. You need to demonstrate that the loan is justified and that you will be able to pay it back. Explain why you need the money; then offer evidence that you are a good credit risk. d. The person will probably be willing to pay, given a history of prompt payment. Begin the message by pointing out the benefits of paying; then make a direct appeal for payment. e. The person is either unable or unwilling to pay. You need to provide a real incentive to settle the debt. Point out the consequences of failing to pay. You might also offer to arrange a repayment schedule that is practical, given the person’s financial position.

4.14

One way to resolve this type of dilemma is to write a memo to your supervisor. Describe the action your supervisor has asked you to take, then ask if you have understood the instructions. As your supervisor sees the unethical request in writing and realizes that a paper trail now exists that documents this poor judgment, he or she might reverse the decision. Although it may also weaken your relationship with your supervisor, at least you’ll have a record to back up your actions and a clear conscience.

This situation appears to be an ethical dilemma because the supervisor may have good reason for asking you to withhold the information. However, as the report writer, you have the ethical responsibility to advise your supervisor of your concerns, providing an opportunity to justify the request.

Like messages, meetings must also have a purpose, or there is no reason to hold one.

When preparing the agenda, you should analyze your audience (the meeting participants) as you would when you prepare a message. Ask yourself: How much do they understand?

How might they react to the items being discussed? How much detail will you need to discuss? What types of questions will they have? What items will they be most interested in? How much time will they be willing to devote to these topics or to the meeting as a whole? By asking these questions you will be able to construct a better agenda and allocate the time needed for each agenda item. Furthermore, you will be able to adapt your meeting to your audience, as you would with any message.

4.15

TRANSPARENCY MASTER 4-1 Chapter 4—Message for Analysis (rough notes)

ACCIDENT PROTECTION INSURANCE PLAN: MISCELLANEOUS NOTES • Coverage is only pennies a day • Benefit is $100,000 for accidental death on common carrier • Benefit is $100 a day for hospitalization as result of motor vehicle or common carrier accident • Benefit is $20,000 for accidental death in motor vehicle accident • Individual coverage is only $17.85 per quarter; family coverage is just $26.85 per quarter • No physical exam or health questions • Convenient payment—billed quarterly • Guaranteed acceptance for all applicants • No individual rate increases • Free, no-obligation examination period • Cash paid in addition to any other insurance carried • Covers accidental death when riding as fare-paying passenger on public transportation, including buses, trains, jets, ships, trolleys, subways, or any other common carrier • Covers accidental death in motor vehicle accidents occurring while driving or riding in or on automobile, truck, camper, motor home, or nonmotorized bicycle

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 4-2 Chapter 4—Message for Analysis (outline)

ACCIDENT PROTECTION INSURANCE PLAN: OUTLINE I. Benefits A. Accidental death on common carrier 1. Benefit is $100,000 2. Paid in event of accidental death while riding as a fare-paying passenger on public transportation, including buses, trains, jets, ships, trolleys, subways, or any other common carriers B. Accidental death in motor vehicle accident 1. Benefit is $20,000 2. Paid in event of accidental death occurring while driving or riding in or on an automobile, truck, camper, motor home, or nonmotorized bicycle C. Hospitalization 1. Benefit is $100 a day 2. Paid when hospitalization is the result of a motor vehicle or a common carrier accident D. Cash paid in addition to any other insurance carried II. Costs A. Individual coverage is $17.85 per quarter B. Family coverage is $26.85 per quarter C. Amounts to just pennies a day D. Free no-obligation examination period E. Convenient payment—billed quarterly F. No individual rate increases III. Qualifications A. No physical examination or health questions B. Guaranteed acceptance for all applicants Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

CHAPTER 5: WRITING BUSINESS MESSAGES IMPORTANT CHANGES IN THIS EDITION • • • •

New vignette: Creative Commons, a new approach to copyrights for digital publishing Revised coverage of plain English Clarified coverage of denotation and con-notation New sample documents: Fostering a positive relationship with an audience (Fig 5.2); Choosing strong words (Fig 5.3); Unified paragraphs (Fig 5.4)

CHAPTER OUTLINE Adapting to Your Audience Being Sensitive to Your Audience's Needs Using the “You” Attitude Maintaining Standards of Etiquette Emphasizing the Positive Using Bias-Free Language Building Strong Relationships with Your Audience Establishing Your Credibility Projecting Your Company's Image Controlling Your Style and Tone Using a Conversational Tone Using Plain English Selecting Active or Passive Voice Composing Your Message Choosing Strong Words Using Functional and Content Words Correctly Denotation and Connotation Abstraction and Concreteness Finding Words That Communicate Creating Effective Sentences Choosing From the Four Types of Sentences Using Sentence Style to Emphasize Key Thoughts Crafting Coherent Paragraphs Elements of the Paragraph Topic Sentence Support Sentences Transitional Elements Five Ways to Develop a Paragraph Using Technology to Compose and Shape Your Messages

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Composing Effective E-Mail Messages Following Company Guidelines—and Common Sense Arranging Your E-Mail Messages Adapting Your E-Mail Messages Making E-Mail Subject Lines Personalizing Your E-Mail Messages Formatting Your E-Mail Messages Shaping Your Documents with Word Processing Tools LECTURE NOTES Adapting to Your Audience By adapting your communication to the needs and expectations of your audience, you’ll Provide a more compelling answer to the question of “What’s in this for me?”

Improve the chances of your message being successful To adapt your message to your audience, try to Be sensitive to your audience’s needs Build a strong relationship with your audience Control your style to maintain a professional tone Improve your audience sensitivity by Adopting the “you” attitude Maintaining good standards of etiquette Emphasizing the positive Using bias-free language Adopt the “you” attitude by Replacing terms that refer to yourself and your company with terms that refer to your audience Empathizing with your audience sincerely and genuinely Avoiding the word you when its use would be impolite or accusatory Following company policy regarding the use of personal pronouns Maintain the highest standards of etiquette: Be courteous to members of your audience.

Control your emotions and communicate calmly.

Be even more tactful in written messages.

Be prompt in your correspondence.

Emphasize the positive: Soften the blow of negative news.

Criticize constructively without hammering on their mistakes.

Emphasize audience benefits rather than your own.

Avoid words that are hurtful or offensive to your audience (without carrying euphemisms too far).

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Use bias-free language by avoiding words and phrases that unfairly and even unethically categorize or stigmatize people in ways related to Gender Race and ethnicity Age Disability Credibility is the measure of your believability based on how reliable you are and how much trust you evoke in others.

To establish your credibility, emphasize Honesty Objectivity Awareness of audience needs Credentials, knowledge, and expertise Endorsements Performance Confidence Communication style Sincerity Project the right image for your company by subordinating your own views and personality if necessary and mastering your company’s style.

Style is the way that words are used to achieve a certain tone (the impression made by your words).

To achieve a conversational tone, try to Avoid obsolete and pompous language Avoid preaching and bragging Be careful with intimacy Be careful with humor Plain English is a way of presenting information in a simple, unadorned style that your audience can easily grasp without struggling through specialized, technical, or convoluted language.

Even though most people don’t like unclear writing, it is still pervasive because writers Are unsure about their own writing skills and about their impact their messages will have Plan their messages inadequately Sometimes intentionally create distance between themselves and their audiences Plain English does have some limitations: It sometimes lacks the precision or subtlety necessary for scientific research, engineering documents, intense feeling, and personal insight It doesn’t embrace all cultures and dialects equally

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To use the active voice, you Place the subject (“actor”) before the verb Place the object (“acted upon”) after the verb To use the passive voice, you Place the subject after the verb Place the object before the verb Combine the helping verb to be with a form of the verb that is usually similar to the past tense Use the active voice to Produce shorter, stronger sentences Make your writing more vigorous, concise, and generally easier to understand Generally avoid the passive voice because it Is cumbersome Is unnecessarily vague Can make sentences longer The passive voice is best in some cases to demonstrate the “you” attitude: When you need to be diplomatic When you want to avoid taking or attributing the credit or the blame When you want to avoid personal pronouns to create an objective tone Composing Your Message As you compose your first draft, you Can improve on your outline by rearranging, deleting, and adding ideas (as long as you don’t lose sight of your purpose) Try to let your creativity flow (don’t draft and edit at the same time) Try to overcome writer’s block You can jog your brain to overcome writer’s block by Skipping to another part of the document Working on nontext elements such as graphics Switching to a different project Starting to write without worrying about what you’re writing or how it sounds The most successful messages have three important elements: Strong words Effective sentences Coherent paragraphs The words you choose to use must be correct and suitable: Use functional and content words correctly.

Find words that communicate well.

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Functional words (including conjunctions, prepositions, articles, pronouns) express relationships and have only one unchanging meaning in any given context.

Content words (including nouns, verbs, adjectives, and adverbs) are multidimensional, and thus subject to various interpretations.

Content words have two meanings: The denotative meaning is the literal or dictionary meaning.

The connotative meaning includes all the associations and feelings evoked by the word.

In business communication be careful with words that have multiple interpretations and are high in connotative meaning.

A word may be Abstract (expressing a concept, quality or characteristic) Concrete (standing for something you can touch or see) Blend abstract terms with concrete ones to be as effective as possible.

To find the words that communicate, think carefully about the right words to use for each individual situation: Choose powerful words Choose familiar words Avoid clichés and buzzwords Use jargon carefully To make every sentence count, you Select the optimum type of sentence Arrange words to emphasize the most important point in each sentence Four types of sentences are Simple: one main clause (subject and predicate) Compound: two main clauses Complex: one main clause with one or more subordinate clauses Compound-complex: two main clauses, at least one with a subordinate clause To achieve the clearest writing possible, strive for variety and balance by mixing all four types of sentences.

You can emphasize key ideas through sentence style by Choosing a sentence style that gives that idea the most space Adding a separate, short sentence to augment the thought Making a thought the subject of a sentence Placing the key idea either at the beginning or the end of a sentence A paragraph organizes the sentences related to the same general topic.

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Readers expect each paragraph to Focus on a single unit of thought Be a logical link in an organized sequence of the thoughts that make up a complete message A paragraph is made up of several elements: Topic sentence—which gives readers a summary of the general idea that will be covered in the rest of the paragraph Support sentences—which explain, justify, or extend the topic sentence with specifics Transitional elements—which show the relationship among sentences and between paragraphs Well-developed paragraphs are Unified (dealing with a single topic) Well supported (containing enough information to make the topic sentence convincing and interesting, without containing extraneous or unrelated sentences) Coherent (appearing in a logical order so that readers are able to understand the train of thought) Transitions are words or phrases that tie ideas together by showing how one thought is related to another: Transitions help readers understand the connections you’re trying to make.

Transitions smooth your writing.

Establish transitions by Using connecting words Echoing a word or phrase from a previous paragraph or sentence Using a pronoun that refers to a noun used previously Using words that are frequently paired First put your ideas into a strong framework, and then use transitions to link them together even more strongly.

Use transitions to help readers understand your ideas and follow you from point to point: Inside paragraphs to tie related points together Between paragraphs to ease the shift from one distinct thought to another Between major sections or chapters Develop a paragraph in one of five ways: Illustration Comparison or contrast Cause and effect Classification Problem and solution Using Technology to Compose and Shape Your Messages For information on effective instant messaging, e-mail, blogging, and podcasts, see Chapter 7.

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Word-processing software provides a wide range of tools to help you compose your business documents: Style sheets and templates Auto completion Auto correction File merge, mail merge Endnotes, footnotes, indexes, and tables of contents Wizards Try to learn enough about word-processing features to be handy with them, without spending so much time that the tools distract from the writing process.

SPECIAL FEATURES

Communicating with a Global Audience on the Web (pp. 130-31) 1. Students might mention the change of language, differences in featured artists, differences in the graphics used for the page design, and so on. Students may find IBM’s site less “localized” than Sony’s, so they could discuss the value of presenting a consistent image 2. worldwide versus the value of presenting a slightly different image for each location.

DOCUMENT MAKEOVER Version Marked with Improvements and Chapter Concepts PARADIGM 676 Fifth Ave., Ninth Floor, New York, NY 10103 Voice: 212-397-8888 Fax: 212-397-8877 March 6, 2008 Ms. Joyce Leland Public Relations Officer National Conference of Christians and Jews 2237 Welch Ave. Houston, TX 77219 Dear Ms. Leland: Your invitation to act as industry chairperson for NCCJ’s upcoming Anniversary Citation Dinner is a great honor, although I’ve done the job once already. I thoroughly enjoyed serving in the role last year. [Be polite and maintain credibility.] Your members are a fine group with high ideals, and working with them was a privilege.

This year I’m involved with a remodeling project here at Paradigm that is consuming all my

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time—and then some. I really don’t have time to spare for charitable events. Therefore, although I would enjoy repeating the experience of working with NCCJ, I believe that someone else would be better able to give the assignment the attention it deserves. [Emphasize the positive] I’ve racked my brain to come up with some other candidates for the job. Perhaps one of my colleagues would have the time to do the job the way it ought to be done. [Use the “you” attitude] Enclosed is a brief list of colleagues (with addresses and phone information) who say they don’t mind working with Jews as long as Christians are also involved, and vice versa. who have voiced some interest in working with NCCJ. [Use bias-free language.] We want the advertising industry to be well represented.

Meanwhile, scratch me off your mailing list since I’ve already done my service for NCCJ. I wish you and the rest of your committee the greatest success in achieving the goals set this year by NCCJ. [Be polite.]

Sincerely,

Jamie Levasseur Advertising Manager sw Enclosure Multiple Choice Options: (correct answer is underlined) 1. Choose the option that would establish your credibility more politely than this phrase: “although I’ve done the job once already.” a. Omit the phrase, and then add this: “In fact, I was strong-armed into taking on this chore by last year’s organizers.” b. Omit the phrase, and then add this: “I thoroughly enjoyed serving in the role last year.” c. Omit the phrase and end the sentence after “great honor.” Add nothing to detract from those words. d. Add this to the phrase: “and after I quelled some conflicts with the committee, it wasn’t so tough that I wouldn’t do it again.”

2. Select the option that emphasizes the positive better than this sentence: “I really don’t have time to spare for charitable events.” a. “My schedule is so hectic, I think you’d be fed up with my lack of attention soon enough.” b. “At this point, anyone else would be a better choice than me.” c. “Acting as industry chair is a huge job and it’s going to take a lot of attention that I just don’t have time to give.” d. “Therefore, although I would enjoy repeating the experience of working with NCCJ, I believe that someone else would be better able to give the assignment the attention it deserves.”

3. In a message like this, using the “you” attitude can mean focusing on how your refusal might

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actually benefit the reader. Select the option that is better than this sentence: “I’ve racked my brain to come up with some other candidates for the job.” a. “I looked hard to find someone else who’d do the job as well as me.” b. “I hope you’ll be able to find someone else at this late date.” c. “Perhaps one of my colleagues would have the time to do the job the way it ought to be done.” d. “I tried to think of how I could help you solve this problem.”

4. Select the option that will avoid the religious bias in this phrase: “who say they don’t mind working with Jews as long as Christians are also involved, and vice versa.” a. Avoid the issue by substituting a neutral phrase: “who have voiced some interest in working with NCCJ.” b. Soften the effect by substituting this phrase: “who understand that NCCJ is a mixed religious group and say they don’t mind.” c. Change the sentence: “If you like, I can check off a list of my colleagues who will be compatible with NCCJ’s mix of races and religions, providing you with phone numbers and addresses for them.” d. Change the sentence: “I know it takes a special kind of person to work in NCCJ’s unique blend of religious orientations so I’m sending you a list of colleagues who will not feel uncomfortable working with you.”

5. Select the option that closes more politely than this sentence: “Meanwhile, scratch me off your mailing list since I’ve already done my service for NCCJ.” a. “Please eliminate me from your consideration next year since I’ve already done the job once.” b. “If you don’t mind, I hope you won’t ask me again next year because I plan to be busy then, too.” c. “I’m sure you’ll find someone you like who can take my place.” d. “I wish you and the rest of your committee the greatest success in achieving the goals set this year by NCCJ.”

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Final, Improved Version PARADIGM 676 Fifth Ave., Ninth Floor, New York, NY 10103 Voice: 212-397-8888 Fax: 212-397-8877 March 6, 2008 Ms. Joyce Leland Public Relations Officer National Conference of Christians and Jews 2237 Welch Ave. Houston, TX 77219 Dear Ms. Leland: Your invitation to act as industry chairperson for NCCJ’s upcoming Anniversary Citation Dinner is a great honor. I thoroughly enjoyed serving in the role last year. Your members are a fine group with high ideals, and working with them was a privilege.

This year I’m involved with a remodeling project here at Paradigm that is consuming all my time—and then some. Therefore, although I would enjoy repeating the experience of working with NCCJ, I believe that someone else would be better able to give the assignment the attention it deserves.

Perhaps one of my colleagues would have the time to do the job the way it ought to be done.

Enclosed is a brief list of colleagues (with addresses and phone information) who have voiced some interest in working with NCCJ. We want the advertising industry to be well represented.

I wish you and the rest of your committee the greatest success in achieving the goals set this year

by NCCJ. Sincerely,

Jamie Levasseur Advertising Manager sw Enclosure

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COMMUNICATION CHALLENGES AT CREATIVE COMMONS (p. 144)

Individual Challenge Responses will vary, but students’ answers should clearly explain what “sampling” means and distinguish the “Sampling Plus” license from the “Noncommercial Sampling Plus” license. The primary difference is that the “Sampling Plus” license disallows sampling for advertising purposes, while the “Noncommercial Sampling Plus” license goes one step farther and disallows sampling for any commercial purpose, including advertising. (http://creativecommons.org/license/sampling?lang=en).

Team Challenge Responses will vary. Here is one example of a revision: The rights included in this license are valid in all media and formats, including those that have not yet been invented. The license also includes the right to modify the work in order to transfer it to other media and formats.

TEST YOUR KNOWLEDGE (p. 145) 1. The “you” attitude is not simply a matter of using one pronoun rather than another; it’s a matter of genuine empathy. You can use you 25 times in a single page and still ignore your audience’s true concerns. It’s the thought and sincerity that count, not the pronoun you.

2. Establishing credibility with an audience of strangers helps listeners find you believable, reliable, and knowledgeable so that they’ll understand and accept your viewpoint.

3. Using bias-free language shows the audience that the communicator is fair and objective rather than prejudiced about gender, race, ethnicity, age, or disability. In turn, bias-free language helps the communicator build a strong relationship with the audience.

4. A word’s denotative meaning is the literal meaning that is shown in the dictionary. The connotative meaning is much broader, covering all the associations and feelings that the word evokes.

5. Style is the way the communicator uses words to achieve a particular impression. To decide on the appropriate style for a message, you should consider both the nature of your message and your relationship with the audience.

6. An abstract word expresses a concept, quality, or characteristic and is generally broad. A concrete word stands for something tangible that can be touched or seen and is generally exact.

7. Passive voice is appropriate when you are diplomatically mentioning a problem or error, when you are noting what is happening without mentioning either credit or blame, and when you want to create an objective tone.

8. The topic sentence is the sentence that introduces the topic of the paragraph so that readers

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know what will be discussed in the remainder of the paragraph.

9. Topic sentences help writers by reminding them of the purpose of each paragraph and thereby helping writers stay focused.

10. Transitions improve the coherence of written messages. They can help guide readers through your ideas, linking the ideas together smoothly by indicating how they are related or what connections you are trying to indicate. Transitions can also help you change a mood, introduce a new topic, demonstrate similarity or contrast with previous material, or indicate a sequence in time. They prepare your reader for the material that follows.

APPLY YOUR KNOWLEDGE (p. 143) 1. Personal knowledge of an audience and its expectations is always helpful, naturally, but many messages are written without this advantage. The "you" approach simply means speaking and writing in terms of the audience's wishes, interests, hopes, and preferences. These factors can often be discovered or deduced without having personal contact with readers or listeners.

2. Most of us have a professional side. We have a range of facades that are all “us,” but we emphasize various aspects of ourselves in various situations. In most cases our own personality and the company-approved personality that must be projected to the outside world overlap to some extent. We can be professional and businesslike without being insincere or phony. In some cases, however, an individual’s style is totally out of keeping with the organization’s style. For example, a right-wing Republican might have trouble working as a spokesperson for the Socialist Party of America. When the individual and the organization are at opposite poles, the best course is generally to sever the relationship. If you want to be happy, you have to find a place that suits you, where you can be yourself without offending or embarrassing the people you work with.

3. The most effective way to make abstract ideas feel more concrete is to support abstract terms with concrete terms. For example, if the nature of the opportunity isn't obvious from the context, provide specific details that describe the opportunity in terms that are relevant to the reader.

4. In most cases, audiences in business will skim messages rather than read them carefully. For this reason it is usually helpful to include transitional elements in your messages even if the logical sequence is obvious. Transitions also give your writing a more polished quality.

5. Both common sense and legal precedent suggest that manufacturers have a clear responsibility to alert consumers about allergens in foods. However, providing effective warnings on packages is one thing. Educating consumers in a general sense is another matter entirely. Food manufacturers would probably argue that educating the entire population about all the potential allergens in food would be a costly and unfair burden to place on them.

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PRACTICE YOUR KNOWLEDGE Message for Analysis (pp. 144) Students should note that this letter lacks professionalism. It’s too informal and uses the “I” attitude rather than the “you” attitude. The writer’s tone reflects excessive enthusiasm, and the email contains a number of figurative expressions that would likely be unfamiliar to readers whose first language is not English. Also, the writer has incorporated several obsolete terms and relegated the main idea of the e-mail to the final sentence. Here’s a revision: Our e-tailing site, www.BestBabyGear.com, provides carefully selected, high-quality products designed for newborns, infants, and toddlers. With their high quality and excellent reputation, Inglesina strollers and high chairs would certainly be popular with our customers.

We would like to market these products through our award-winning website.

Would you please e-mail me at jthomas@bestbabygear.com with information on how we could become an Inglesina retailer? * See Transparency 12 for a fully formatted version of this improved message. * See Transparency Masters 5-1 and 5-2 for poor and improved versions of this letter.

Exercises (pp. 144–147) 5.1

5.2

5.3

These phrases have a softer tone: a. We understand that b. We do not c. You overlooked, you did not d. Where you tell us e. Please accept our apologies f. You did not enclose g. Please send us h. Payment was not made according to our terms i. We have not yet received an answer j. We do not understand These revisions reflect the reader’s viewpoint: a. To expedite your order, please use the order form on our website. b. So that you can be served quickly, please bring your credit card to the store with you. c. For the next week, you can receive a 25 percent discount on all our 15” LCD monitors. d. Do you need a bright, capable person to handle the bookkeeping in your office? If so, please consider me for the job. I recently earned a business degree with honors from Mira Costa College and am eager to put my skills to work for you. e. Here is the $25 refund you requested.

These revisions have a more positive slant: a. So that your credit rating can be preserved, please remit your payment within 10 days. b. We make refunds on merchandise that is returned in like-new condition.

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c. We will ship your Baby Cry doll in ten days. d. Please indicate the blouse color you prefer on the enclosed order form and return it to us so that we can get your order in the mail. e. The damage to your waterbed was caused by unusual conditions that are not covered by the guarantee. However, we will be happy to send you a replacement valve for $9.50, plus postage.

5.4

These substitutions are milder: a. resolute, unflinching, persistent b. mistaken c. uninformed d. unsuited e. highly vocal, expressive

5.5

The following versions eliminate bias: a. Maggie certainly is outgoing. b. Using a wheelchair doesn’t affect his job performance. c. Pilots must have the ability to stay calm under pressure, and they must be trained to cope with any problem that arises. d. Candidate Renata Parsons will attend the debate. e. Sam Nugent is still an active sales representative.

5.6

Students should start by considering the anticipated effects of any staff reductions, in both the short term and the long term, on the community in which this company does business. For instance, some employers have enough impact on a single community to affect transportation, education, tax revenues, and other issues to a significant degree.

What if a state agency diverts funds from highway maintenance to build an elementary school that is needed, in part at least, to accommodate the children of those employees— only to find that enrollment drops by the time they finish construction? The state would then be left with an extra school and dilapidated roads and bridges.

Of course, students should also recognize the business risk in conveying a message such as “this first layoff is part of a continuing series of staff reductions anticipated over the next several years.” Some employees will start looking for other work immediately upon hearing such as message and may leave before the company would like them to. In addition, many employees are likely to feel that the company is just using them in the short term and will discard them as soon as necessary.

In general, the company should be as specific as possible when communicating with its stakeholders, without causing itself unnecessary damage. If a specific plan is in place, say so.

If reductions are planned but no specific amounts or dates have been set, saying something along the lines of “Unless business conditions change, we anticipate further reductions in the future, but we are currently unable to identify the timing or extent of such reductions.”

5.7

Remind students to use the “you” attitude, avoid legalistic terms and awkward pointers, emphasize the positive, and avoid criticizing. The revision should go something like this:

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Dear Ms. Crandall: Thank you for your order dated June 17. The dress you selected will be sent to you as soon as you let us know what size you want. Please indicate your size on the enclosed postage-paid card and return it to us. You should receive your dress about one week after we get the card. * See Transparency 13 for a fully formatted version of the e-mail.

5.8

The following versions are more concrete: a. April 21 b. 20 percent off retail c. 44 people came d. saved 19 minutes e. added 12 square feet to the shop f. Reduce the number of navigation layers from seven to three.

5.9

The following terms are stronger than those listed: a. pursued b. cycles c. blinding d. soars e. surges

5.10

Here are the sentences, purged of clichés: a. Being adaptable, Dave worked well in his new selling job. b. Moving Leslie into the accounting department forced her to attempt work that she didn’t know how to do. c. I knew she was seriously ill, but I thought the doctor would cure her. d. Movies don’t appeal to me; I prefer a good book. e. It’s difficult to survive the pressures of teaching in a tough urban neighborhood.

5.11

The following words are shorter and simpler: a. begin b. end c. use d. expect e. help f. try g. find out h. get i. complete j. tell k. change l. sent m. make n. but

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5.13.

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o. large part These phrases replace the obsolete versions: a. as you suggested b. here is c. instead d. in response to (your inquiry) e. (none) Urge students to analyze what is wrong with this e-mail before they begin their revisions.

Remind them of the four main rules of good organization: a. The topic and purpose must be clear. (This message is okay on that score.) b. All the information must be related to the topic and purpose. (Much of this e-mail is irrelevant, especially the writer’s comments about his financial and work problems.) c. The ideas must be grouped and presented logically. (This e-mail’s organization is weak. Writer needs to state clearly the two reasons that the grade should be raised: he had good reasons for missing two classes, and his grade on the midterm should have been a B, not a C.) d. All necessary information must be included. (Without knowing more about the situation, it is difficult to tell whether the writer has included all the relevant points; however, he might have strengthened his case by opening the message with a question about how the professor determined the grades. The student assumes that his C is a function of his grade on the midterm and his failure to attend a couple of classes. But he doesn’t know this for a fact. If his assumption is wrong, his arguments will be ineffective. In addition, he fails to mention his participation in class discussions or any particularly outstanding work he did.)

Remind students that they should use the model for a persuasive request (indirect approach). They especially need a stronger opening.

One possible solution: Until I took your class, I didn’t realize that accounting is so interesting. I was disappointed, however, that I received a C instead of a B. Although I missed your class twice because of my job, I did participate whenever I could attend. I also got 75 percent on the midterm exam (plus 6 points on the third question for using the “optimal cost” method) and 80 percent on the final, which is clearly a B. Please recheck your calculation of my final grade to see whether I did perhaps earn a B.

* See Transparency 14 for another improved version of this e-mail.

5.14

Here are the sentences, rewritten in the active voice: a. The sales representative submits the raw data to the data-processing division each Friday. b. Management is responsible for publicizing high profits. (Or: Management has responsibility for publicizing high profits.) c. The staff implemented the policies announced in the directive. d. The Santee Company services our computers. e. Janet Hogan represented the employees.

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5.15

5.16

5.17

5.18

The topic sentence is “Sync in a snap with Auto-Sync.” The remaining sentences are all related to that topic sentence.

A possible topic sentence for the second paragraph is “We need to take a more comprehensive approach to evaluating customer satisfaction.”

Remind students of the importance of unity, flow, and variety in composing paragraphs.

Possibilities are numerous, but the most obvious pairings of topic and method of development are as follows: a. classification b. comparison or contrast c. cause and effect or problem and solution d. illustration e. problem and solution or cause and effect According to the SEC definition, plain English documents use words economically and at a level the audience can understand. A document written in plain English presents information that meets its audience’s needs.

Students can improve these three paragraphs in a variety of ways. Following are three possible solutions demonstrating the benefits of transitions (italicized). You might want to discuss how difficult it is to understand these paragraphs before they’ve been clarified with appropriate transitions, choosing some “improved” examples for contrast. a. Steve Case saw infinite possibilities in cyberspace. He was determined to turn his vision into reality. The techies scoffed at his strategy of building a simple Internet service for ordinary people, but Case doggedly pursued his dream. He analyzed other online services, and he assessed the needs of his customers. As a result, he responded to their desires for an easier way to access information over the Internet. In 1992, Case named his company America Online (AOL). Although critics predicted the company’s demise, by the end of the century, AOL was a profitable powerhouse. b. Facing some of the toughest competitors in the world, Harley-Davidson had to make some changes. First, the company introduced new products. Then Harley’s management team set out to rebuild the company’s production process. Soon, new products were coming to market and the company was turning a profit. But Harley’s quality standards were not on a par with those of its foreign competitors, so its costs were still among the highest in the industry. Eventually, Harley made a u-turn and restructured the company. These efforts have paid off. c. Whether you’re indulging in a doughnut in New York or California, Krispy Kreme wants you to enjoy the same delicious taste with every bite, so the company maintains consistent product quality by carefully controlling every step of the production process. First, they test all raw ingredients against established quality standards. For example, every delivery of wheat flour is sampled and measured for its moisture content and protein levels. Then Krispy Kreme blends the ingredients and tests the doughnut mix for quality before it delivers the mix to its stores. But the

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company knows that it takes more than a quality mix to produce perfect doughnuts all the time. That’s why Krispy Kreme supplies its stores with everything they need to produce premium doughnuts—mix, icings, filing, equipment—you name it.

5.19

You might want to use words with high connotative meaning in an advertisement or in a solicitation in which you hope to appeal to the reader’s generosity. You might also use highly evocative terms in a speech designed to raise morale or commemorate an important occasion. Whenever you want the audience to react emotionally, words with high connotative meaning are useful.

TRANSPARENCY MASTER 5-1 Chapter 5—Message for Analysis (poor version)

Our e-tailing site, www.BestBabyGear.com, specializes in only the very best products for parents of newborns, infants, and toddlers. We constantly scour the world looking for products that are good enough and well-built enough and classy enough — good enough that is to take their place alongside the hundreds of other carefully selected products that adorn the pages of our awardwinning website, www.bestbabygear.com. We aim for the fences every time we select a product to join this portfolio; we don’t want to waste our time with oneseytwosey products that might sell a half dozen units per annum — no, we want every product to be a top-drawer success, selling at least one hundred units per specific model per year in order to justify our expense and hassle factor in adding it to the abovementioned portfolio. After careful consideration, we thusly concluded that your Inglesina lines meet our needs and would therefore like to add it.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 5-2 Chapter 5—Message for Analysis (improved version)

Our e-tailing site, www.BestBabyGear.com, provides carefully selected, high-quality products designed for newborns, infants, and toddlers. With their high quality and excellent reputation, Inglesina strollers and high chairs would certainly be popular with our customers. We would like to market these products through our award-winning website.

Would you please e-mail me at jthomas@bestbabygear.com with information on how we could become a licensed Inglesina retailer?

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

CHAPTER 6: COMPLETING BUSINESS MESSAGES

IMPORTANT CHANGES IN THIS EDITION • • •

New vignette: Mercedes-AMG’s multimedia website New communication miscues highlight box on medication instructions Coverage of RSS newsfeeds now in Chapter 7

CHAPTER OUTLINE Moving Beyond Your First Draft Revising Your Message Evaluating Your Content, Organization, Style, and Tone Reviewing for Readability Varying Your Sentence Length Keeping Your Paragraphs Short Using Lists and Bullets to Clarify and Emphasize Adding Headings and Subheadings Editing for Clarity and Conciseness Using Technology to Revise Your Message Producing Your Message Adding Graphics, Sound, Video, and Hypertext Designing for Readability White Space Margins and Justification Typefaces Type Styles Using Technology to Produce Your Message Proofreading Your Message Distributing Your Message

LECTURE NOTES Moving Beyond Your First Draft Since the first draft is rarely good enough, plan on going over a document at least three times: One pass for content, organization, style, and tone One pass for readability One pass for clarity and conciseness

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Successful businesspeople improve the effectiveness of their communication by being willing to go over the same document several times.

Revising Your Message The nature of revision will vary according to the medium you’re using and the nature of each message, but it is important to revise all the messages you send since audiences will equate the quality of your writing with the quality of your thinking, decision making, and other business skills.

If possible, let your draft age a day or two before revising it. *See Transparencies 15 and 16 for a list of five revision tasks.

To evaluate content, ask: Is the information accurate?

Is the information relevant to your audience?

Is there enough information to satisfy your readers’ needs?

Is there a good balance between the general and the specific?

To review organization, ask: Are all your points covered in the most logical order?

Do the most important ideas receive the most space, and are they placed in the most prominent positions?

Would the message be more convincing if it were arranged in another sequence?

Are any points repeated unnecessarily?

Are all details grouped together logically, or are some details still scattered through the document?

Ask whether you have achieved the right style and tone for your audience.

The beginning and the end of your draft have the greatest impact on your audience, so give them extra attention during this first pass.

During your second pass, focus on readability: Readers will save time and understand your messages better.

Your reputation for well-crafted documents will garner more attention for your work.

Many indexes have been developed over the years in an attempt to measure readability: Flesch-Kincaid Grade Level score Flesch Reading Ease score Although readability formulas offer a useful reference point, they are all limited by what they are able to measure: They can measure word length, number of syllables, sentence length, and paragraph length.

They cannot measure audience analysis, writing clarity, or document design.

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Help readers skim your message by Varying the sentence length Using shorter paragraphs Using lists and bullets instead of narrative Adding effective headings and subheadings By varying sentence length, you can create a rhythm that Emphasizes important points Enlivens your writing style Makes your information appealing to your reader Each sentence length has its advantages: Short sentences can be processed quickly, and they are easier for nonnative speakers to interpret.

Medium-length sentences are useful for showing the relationships among ideas.

Long sentences are often the best way to convey complex ideas, list multiple related points, or summarize or preview information.

Each sentence length also has disadvantages: Too many short sentences in a row can make your writing choppy.

Medium sentences lack the punch of short sentences and the informative power of longer ones.

Long sentences are usually harder to skim and harder to understand than short sentences because they are packed with information that must all be absorbed at once.

Try to keep paragraph length short to medium: Short paragraphs of 100 words or fewer are easier to read than long ones.

They make your writing look inviting.

They help audiences read letters, memos, and e-mail more carefully.

You can emphasize an idea by isolating it in a short, forceful paragraph.

Don’t go overboard with short paragraphs; for example, use one-sentence paragraphs only occasionally and only for emphasis.

A list is a series of words, names, or other items.

By using bulleted or numbered lists, you can Show the sequence of your ideas Heighten the impact of list items Help readers find your main points Simplify complex subjects Highlight the main point Break up the page visually Give readers a breather Listed items can be separated by numbers, letters, or bullets, and they are easier to find if the entire numbered or bulleted section is set off by a blank line before and after it.

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Introduce lists clearly so that people know what they’re about to read: Make the list a part of the introductory sentence Precede the list with a complete introductory sentence, followed by a colon Items in lists should be phrased in parallel form.

Headings serve several important functions: Organization—showing readers at a glance how the document is organized Attention—grabbing the reader’s attention Connection—helping readers see the relationships between subordinate and main ideas Headings may be Descriptive—merely identifying the topic Informative—guiding readers to think in a certain way When you edit for clarity, ask yourself whether Your sentences are easy to decipher Your paragraphs have clear topic sentences The transitions between ideas are obvious Your statements are simple and direct When editing for clarity, be sure to Break up overly long sentences Rewrite hedging sentences Impose parallelism Correct dangling modifiers Reword long noun sequences Replace camouflaged verbs Clarify sentence structure Clarify awkward references Moderate your enthusiasm When you edit for conciseness, you Eliminate every word that serves no function Replace every long word that could be a short word Remove every adverb that adds nothing to the meaning already carried in the verb When editing for conciseness, remember to Delete unnecessary words and phrases Shorten long words and phrases Eliminate redundancies Recast “It is/There are” starters As you rewrite, concentrate on How each word contributes to an effective sentence How that sentence develops a coherent paragraph How your words will affect readers Making the material more interesting through the use of strong, lively words and phrases * See Transparency 17 for a class exercise in document revision and Transparency 18 for a suggested solution to the exercise.

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Word processing software offers numerous features for entering and revising text, including Cut and paste Search and replace Tracking a document’s revisions Spell checker Thesaurus Grammar checker Style checker Keep in mind that spell checkers and grammar checkers can’t catch all spelling mistakes and are no substitute for human editing.

Producing Your Message When producing your message, be sure to Look for effective ways to enhance your message with carefully chosen graphics, sound, video, and hypertext links Design your documents for readability Use production technology wisely Presentation software helps you create impressive visuals such as electronic slide shows.

Graphics software ranges from products that can create simple diagrams and flowcharts to comprehensive tools geared to artists and graphic designers.

Sound bites can help you get your message across with embedded voice messages or other sound effects.

Hyperlinks allow readers to jump from one document to another with the click of a mouse.

Document presentation can help or hurt readability in two ways: Carefully done design elements can improve the effectiveness of your message (and thus poorly done design elements can act as barriers, blocking your communication).

The design itself sends a nonverbal message to the audience, influencing their perceptions of the communication before they read a single word.

Effective design helps you Establish the tone of your document Guide your readers through your message Make your design elements effective by paying careful attention to the following design elements: Consistency Balance Restraint Detail

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White space Is free of text and artwork Provides contrast Provides readers a resting point White space includes The open area surrounding headings The space in margins The vertical space between columns The space created by ragged line endings The space in paragraph indents (or extra space between unindented paragraphs) The horizontal space between lines of text Lines of type can be set Justified (flush on both the left and right margins) Flush left with a ragged-right margin Flush right with a ragged-left margin Centered with ragged-left and ragged-right margins Justified type Darkens your message’s appearance Tends to make your message look more like a form letter (and less like a customized letter) Is often considered more difficult to read (because of uneven spaces between words) May cause excessive hyphenation (to maintain the justified right margin) Allows a higher word density Flush-left–ragged-right type Lightens your message’s appearance Gives a document an informal, contemporary feeling of openness Is easier to read (because the spacing between words is the same) Reduces hyphenation (because only long words are hyphenated at the end of lines) Centered type is Rarely used for text paragraphs Commonly used for headings and subheadings Flush-right–ragged-left type is rarely used in business documents.

The terms typeface and font refer to the physical design of letters, numbers, and other characters.

Each typeface influences the tone of your message.

Serif typefaces such as Times Roman Have small crosslines (serifs) at the ends of each letter stroke Are commonly used for text Tend to look busy and cluttered when set in large sizes for headings and other display type

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Sans serif typefaces such as Helvetica and Arial Have no serifs Are ideal for headings and other display type Can be difficult to read in long blocks of text Look best when surrounded by plenty of white space Avoid using more than two typefaces in most documents.

Type style is any modification that lends contrast or emphasis to type, such as Boldface Italics Underlining Other highlighting and decorative styles Use boldface type for subheads, but avoid overuse of boldface within the text.

Use italic type for emphasis.

Underlining, all upper case, and shadowed or outlined type can hinder legibility and slow your readers’ progress.

When completing your business message, choose your type size to match the importance of your message and the space allotted: Small type is hard to read.

Large type looks unprofessional.

Desktop publishing software goes beyond word processing with more advanced layout capabilities that accommodate photos, technical drawings, and other elements.

The production work for most business messages will most probably be done using a word processor.

At a minimum, try to be familiar with the following word-processing features: Templates and style sheets Page setup Column formatting Paragraph formatting Font formatting Numbered and bulleted lists Tables Pictures, text boxes, and objects Formal business letters usually follow certain design conventions. Most are printed on letterhead stationery, which includes the company’s name, address, and other contact information. Other parts of the letter include: Date Inside Address

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Salutation Message Complimentary Close Signature Block (See Appendix A: “Format and Layout of Business Documents” for details.)

Proofreading Your Message Your attention to detail reflects your professionalism.

Review your document for Undetected mistakes from the writing, design, and layout stages Mistakes that crept in during production Several techniques can help you proofread more effectively: 1. Make multiple passes.

2. Use perceptual tricks (such as reading each page backward).

3. Double-check high-priority items.

4. Give yourself some distance.

5. Be vigilant.

6. Stay focused.

7. Review complex electronic documents on paper.

8. Take your time.

The amount of time you need to spend on proofreading depends on Document length Document complexity Situation Distributing Your Message When planning your distribution consider Cost Convenience Time Security and privacy SPECIAL FEATURE Missing the Message with Prescription Medications (p. 157) 1. When it comes to labeling medications, prioritizing information effectively can be a matter of life and death. For example, information on how many prescription refills are allowed should never distract patients from information on the potentially serious side effects of a prescription drug. While it’s important for patients to be aware of refill information, it’s far more vital for them to be well-informed about how taking the drug may affect them in undesirable ways.

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2. Answers will vary, but some examples might include traffic signs that are obscured by vegetation, missing, or difficult to read; or confusing instructions on how to assemble recreational equipment such as a bicycle rack. It is important for students to recognize that completing a business message involves more than simply evaluating words and punctuation: it requires taking an audience-centered approach to every aspect of the message, including its format and readability.

DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts LAPTOPS 4U 605 Paseo Del Norte, Carlsbad, CA 92009 Phone: (760) 531-8991 E-mail: Laptops4U@earthlink.net April 19, 2008 Ms. Serena Taylor 4151 West Coast Blvd.

Oceanside, CA 92054 Dear Ms. Taylor: You signed our guest book at the Electronics Today business fair held recently in Carlsbad and as we were reviewing it, we noticed that on the comment line, you indicated that you would like to learn more about how a laptop computer might streamline your business as a financial consultant.

You signed our guest book at the Electronics Today business fair held recently in Carlsbad. On the comment line, you indicated that you would like to learn more about how a laptop computer might streamline your business as a financial consultant. [Use short sentences for clarity.]

We’d be happy to meet with you in person at your convenience to discuss this with you or speak with you by phone to answer any questions you might have. We’d be happy to discuss your needs and answer your specific questions, either in person or over the phone. [Be concise; avoid redundancies] Our Carlsbad store is open Monday through Friday, 10 a.m. to 6 p.m., and Saturday 10 a.m. to 5 p.m. Although an appointment is not necessary, if you let us know when you will be visiting or phoning, we’ll be able to focus on your needs when you come in or call. At that time we can perform an analysis of analyze [Avoid camouflaged verbs for clarity] your computer usage and make appropriate recommendations.

Laptops 4U offers quality products and personal service. You can purchase top-brand new and used laptops and accessories; rent laptop computers and projectors; rely on expert repairs for hardware, software, Internet connections, modems, LCD displays, or system boards; receive topquality instruction; and acquire hard-to-find parts and accessories with overnight speed. You can • • •

Purchase top-brand new and used laptops and accessories Rent laptop computers and projectors Rely on expert repairs for hardware, software, Internet connections, modems, LCD displays,

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and system boards Receive top-quality instruction Acquire hard-to-find parts and accessories with overnight speed [Use lists for readability.]

Please call us at (760) 531-8991 or drop in during business hours. If no one answers on your first attempt, please try again because we might be temporarily occupied with a customer but we don’t want to lose your business. You won’t find a more complete laptop resource anywhere in North County—you have our guarantee. [Close positively.]

Sincerely,

Herman Weissberg Owner Multiple Choice Options (correct answer is underlined) 1. Choose the option that correctly explains what is wrong with this sentence: “You signed our guest book at the Electronics Today business fair held recently in Carlsbad and as we were reviewing it, we noticed that on the comment line, you indicated that you would like to learn more about how a laptop computer might streamline your business as a financial consultant.” a. This is an inappropriate opening; the letter should begin with important information about the company, which needs to be in a prominent position because the customer has requested it.

For example: “Laptops4U has been in business in Carlsbad for more than eight years.” b. The information should be inverted: “You told us you’d like to learn more about how a laptop computer might streamline your business as a financial consultant when you signed our guest book at the Electronics Today business fair held recently in Carlsbad, where you indicated this on the comment line.” c. The sentence is too long; improve clarity by breaking it into two sentences: “You signed our guest book at the Electronics Today business fair held recently in Carlsbad. On the comment line, you indicated that you would like to learn more about how a laptop computer might streamline your business as a financial consultant.” d. The sentence needs to incorporate facts about Laptops4U: “When you signed our guest book at the Electronics Today business fair held recently in Carlsbad, perhaps you did not realize that we are first in the community as laptop specialists, having been in business in Carlsbad for more than eight years, so we are the best choice to answer your questions about how a laptop might streamline your business as a financial consultant.”

2. Select the best option for improving this sentence: “We’d be happy to meet with you in person at your convenience to discuss this with you or speak with you by phone to answer any questions you might have.” a. Move it to follow the second sentence in the paragraph for better organization. b. Make it more concise by eliminating redundancies: “We’d be happy to discuss your needs and answer your specific questions, either in person or over the phone.” c. Eliminate it—mentioning your business hours implies you are available to meet with her. d. Improve clarity by breaking it into two sentences: “We’d be happy to meet with you in

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person at your convenience to discuss this with you. Or, if you prefer, we can speak with you by phone to answer any questions you might have.”

3. Select the best option for improving this sentence: “At that time we can perform an analysis of your computer usage and make appropriate recommendations.” a. Add more detail about the types of recommendations your company makes: “… such as which brand of laptop will best serve your needs.” b. Save this information to use as a better closing sentence, by moving it to the end of the last paragraph: “When you stop in, we can perform an analysis of your computer usage and make appropriate recommendations.” c. Remove the sentence from the letter because the content is irrelevant. d. Reword the sentence to eliminate the camouflaged verb: “At that time we can analyze your computer usage and make appropriate recommendations.”

4. Select the best option for conveying the information in this sentence: “You can purchase topbrand new and used laptops and accessories; rent laptop computers and projectors; rely on expert repairs for hardware, software, Internet connections, modems, LCD displays, or system boards; receive top-quality instruction; and acquire hard-to-find parts and accessories with overnight speed.” a. Tell the customer in person; this is too much information for a letter. b. Put this information in a list to improve readability. c. Break the information into separate sentences for each item. For example, “You can purchase top-brand new and used laptops from Laptaps4U. We also sell laptop accessories. You can also rent laptop computers and projectors from us.” d. This information should appear in a brochure that you include with your letter.

5. Choose a closing that is more effective than the following: “If no one answers on your first attempt, please try again because we might be temporarily occupied with a customer but we don’t want to lose your business.” a. “You won’t find a more complete laptop resource anywhere in North County—you have our guarantee.” b. “Our salespeople may be busy when you call, but don’t give up. We want your business!” c. “We value every customer who calls us, so if we lose a few because our phone lines are busy when they call, we do everything we can to make sure it doesn’t happen again.” d. “If you have any further questions, please do not hesitate to contact us.”

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Final, Improved Version LAPTOPS 4U 605 Paseo Del Norte, Carlsbad, CA 92009 Phone: (760) 531-8991 E-mail: Laptops4U@earthlink.net April 19, 2008 Ms. Serena Taylor 4151 West Coast Blvd.

Oceanside, CA 92054 Dear Ms. Taylor: You signed our guest book at the Electronics Today business fair held recently in Carlsbad. On the comment line, you indicated that you would like to learn more about how a laptop computer might streamline your business as a financial consultant.

We’d be happy to discuss your needs and answer your specific questions, either in person or over the phone. Our Carlsbad store is open Monday through Friday, 10 a.m. to 6 p.m., and Saturday 10 a.m. to 5 p.m. Although an appointment is not necessary, if you let us know when you will be visiting or phoning, then we’ll be able to focus on your needs when you come in or call. At that time we can analyze your computer usage and make appropriate recommendations.

Laptops 4U offers quality products and personal service. You can • • •

Purchase top-brand new and used laptops and accessories Rent laptop computers and projectors Rely on expert repairs for hardware, software, Internet connections, modems, LCD displays, and system boards • Receive top-quality instruction • Acquire hard-to-find parts and accessories with overnight speed Please call us at (760) 531-8991 or drop in during business hours. You won’t find a more complete laptop resource anywhere in North County—you have our guarantee.

Sincerely,

Herman Weissberg Owner

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COMMUNICATION CHALLENGES AT MERCEDES-AMG (p. 172) Individual Challenge To complete this exercise, students should apply the guidelines listed on p. 159. The original statement contains a number of unnecessary words and phrases (“in order to”), long sentences (such as, “As a worldwide leader …,”), and other elements that should be shortened or deleted to make the message more effective.

Team Challenge One possible revision: To benefit their customers, Mercedes-AMG designers and engineers take what they learn through their involvement in auto racing and apply it as they produce top-quality automobiles for everyday drivers.

TEST YOUR KNOWLEDGE (p. 173) 1. The three main tasks involved in revising a business message are (1) evaluating content and organization, (2) reviewing style and readability, and (3) proofreading the final product.

2. Students may mention such points as keeping ideas organized, sentence lengths varied, and paragraphs short. They might also discuss using lists and bulleted items (to help busy readers who tend to “skim” a message) and using headings to give readers clues about what’s to follow.

3. Your students can list a number of specific functions for headings, describing their use as organizational tools, attention-getting devices, and links that help readers follow the logic and organization of your ideas. For example, the benefits of headings include providing a one-glimpse overview of a document’s organization, grouping related paragraphs, and creating short sections of material that otherwise might appear overwhelming to a busy reader. As attention-getters, headings can lead readers to information they need (or show readers what they can skip) and, if well written, can entice readers to read material more deeply.

4. You can make a document more concise by including just what’s necessary and composing clear sentences with no unneeded words and phrases, short rather than overly long words and phrases, no redundancies, and no “It is” or “There are” starters.

5. One computer tool for revising messages is word-processing software, which allows you to manipulate text by adding, deleting, pasting, and replacing text, as well as merging files.

Other computerized revision tools include the spell checker, thesaurus, and grammar checker.

6. Parallel construction means using the same grammatical pattern for two or more similar ideas. The writer makes the message more readable by repeating the pattern to (1) signal readers that the ideas discussed are comparable and (2) add rhythm. Writers can achieve parallel construction simply by repeating the pattern in words, phrases, clauses, or entire sentences.

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7. Using verbs instead of noun phrases keeps a message clear, brief, and lively.

8. White space provides contrast with the text, giving readers a resting point as they scan the document. Headings serve as an invitation for readers to become involved in the message.

They also guide readers through the organization of the message content.

9. Proofreading for spelling mistakes and other errors is important because readers view the writer’s attention to detail as a sign of professionalism. Also, when readers notice even small errors, they wonder whether the writer is really reliable.

10. The factors to consider include cost, convenience, time, security, and privacy.

APPLY YOUR KNOWLEDGE (p. 173) 1. Letting a document age lets you approach the revision process with a fresh eye. During the break, you may think of something you should include or exclude. With a fresh perspective, you’re more apt to catch errors or recognize unclear language. And, if you’re feeling angry or emotional, time away allows you to think more logically and remove any emotion from your message.

2. If only one checker can be used, spell checkers are more useful. The computer flagging “misspelled” words is a quick way to check your own proofreading, but no spell checker can handle all the possibilities. Grammar checkers flag items that are more subjective and may actually use up more time than you would have spent carefully rereading your work.

3. It is worthwhile to spend extra time on the beginning and ending of a message because these sections have the greatest impact on your audience.

4. Electronic distribution is probably not a wise choice, particularly over any e-mail network that uses the public Internet. Moreover, high-level strategic reports are usually not meant for all eyes within the company either, and putting a file into e-mail distribution raises the possibility of it being sent to the wrong e-mail addresses accidentally. Unless the company has its own secure, private e-mail network with access restricted only to top executives, an overnight courier service of a printed document or an encrypted electronic file on CD-ROM is probably the best method.

5. Customers are often at a disadvantage in buyer-seller disputes because companies can devote the resources of full-time specialists to contracts and other legal matters. Consequently, both the company and whatever legal authority rendered the decision have an ethical obligation to make sure all parties understand the matter at hand, which may best be accomplished by using plain English.

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PRACTICE YOUR KNOWLEDGE Messages for Analysis (p. 174) Message 6.A Here is one possible revision: The North American Personal Motorsports Marketing Association (NAPMMA) is committed to helping our members achieve their business objectives. We assist dealers of motorcycles, allterrain vehicles, snowmobiles, and personal watercraft by communicating with government agencies about important issues. We also educate the public on the safe and enjoyable operation of personal motorsports vehicles. *See Transparency 19 for a copy of this improved version. *See Transparency Masters 6-1 and 6-2 at the end of this chapter guide for poor and improved versions of this memo.

Message 6.B Here is one possible revision: Dear Ms. Giraud: Here is the copy of your manuscript, Careers in Woolgathering, that you submitted to Framingham Press. Because our publishing program focuses solely on business, I must return the manuscript to you.

In reading through the first two chapters, I made a few notes in the margin that you may find useful.

Since you live in Boston, you might submit the manuscript to Cambridge Heritage Press, which has published works on handicrafts and artwork similar to yours.

Good luck with your book.

Sincerely,

Arthur J. Cogswell Editor Enclosure: Manuscript * See Transparency 20 for a copy of this improved version. * See Transparency Masters 6-3 and 6-4 at the end of this chapter guide for poor and improved versions of this letter.

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Exercises (pp. 174–177) 6.1

Here’s one example of how students might revise the paragraph for improved readability by removing wordiness, shortening some sentences for clarity and others to vary tempo, and eliminating extraneous information to shorten the paragraph overall: Although major league baseball remains popular, more people are attending minor league games. They can save on admission, snacks, and parking and still enjoy the excitement of America’s pastime. Connecticut, for example, has three AA minor league teams. They play in relatively small stadiums, so fans get a close-up experience of everything from the swing of the bat connecting with the ball to the thud of that ball landing in an outfielder’s glove.

Best of all, it costs less to take the whole family. They can watch baseball’s rising stars for just a fraction of what they’d pay to attend a major league game.

6.2

Forensic accounting services provide the insights you need in four important areas: •• Dispute Advisory: assistance with discovery, expert witness testimony, and •• economic analysis Insurance Claims Accounting and Preparation: the help you need to maximize recovery of insured value Construction Consulting: support you can count on when large-scale construction projects fail to meet schedule or budget requirements General Investigative and Forensic Accounting Services: fraud detection and proof of loss analysis

6.3

The shortened versions: a. Next time you write a 100-word passage, check your average sentence length. If your sentences average more than 16 to 20 words, try to break up some of them. b. Don’t do what the village blacksmith did. He instructed his apprentice as follows: “When I take the shoe out of the fire, I’ll lay it on the anvil. When I nod my head, hit it with the hammer.” The apprentice did as he was told. Now he’s the village blacksmith. c. Unfortunately, no gadget will produce excellent writing. But using a yardstick like the Fog Index gives us some guidelines to follow for making writing easier to read.

Its two factors remind us to use short sentences and simple words. d. Know the flexibility of the written word and its power to convey an idea. Know how to make your words behave so that your readers will understand. e. Words mean various things to various people. A word such as block may mean city block, butcher block, engine block, auction block, or several other things.

6.4

All unnecessary words have been deleted, leaving the following: a. consensus b. innovations c. long time d. at $50 e. remains

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6.5

The revised versions: a. The old calculator isn’t good for solving hard problems. b. The pay increases must be stopped before an unusually large debt mounts. c. The executives all agreed that Ms. Jackson’s strange ways were cause for a required meeting with the company’s personnel director. d. The upcoming sale of the company’s assets delighted the company’s competitors. e. The facts indicated that the company’s finances were in good shape, and so the president became more convinced that there would be a stock dividend.

6.6

These infinitive substitutes shorten the sentences: a. I need money to live. b. They saw no reason to believe in the future. c. To destroy a dream is tragic.

6.7

The following versions have fewer words: a. soon (or a specific date) f. perhaps b. if g. seldom c. so h. about d. for i. now j. doubtless (or undoubtedly or no doubt) e. about

6.8

Here are the pared-down versions: a. Writing is important. b. Prices will probably go up. c. We’ll decide that soon. d. I will summarize this experiment when it’s over. e. After she completed a satisfactory three-week trial period, we offered her a full-time job.

6.9

With the unnecessary modifiers removed, the sentences read as follows: a. High pay increases were given to the skilled and conscientious employees. b. The union’s proposals were inflationary, demanding, and bold.

6.10

The following versions contain no hedging: a. Someone has entered illegally. b. Things will get better soon. c. Your report shows we are losing money. d. Nancy has more influence over employees in the typing pool. e. I see by your letter that you’re leaving us.

6.11

With the indefinite starters removed, the sentences might read as follows: a. Several examples here show that Elaine can’t hold a position very long. b. A generous contribution to Mildred Cook’s retirement party would be appreciated. c. Generally reliable sources in Washington report today that the White House will soon make an important announcement. d. According to the rule, we cannot work overtime without permission. e. Your working late the next three Saturdays would be great.

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6.12

6.13

6.14

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Rewritten with parallel construction, the sentences might read as follows: a. Mr. Hill is expected to lecture three days a week, to counsel two days a week, and to write for publication in his spare time. b. She not only knows accounting but also reads Latin. c. Both applicants were in their thirties, had families, were college graduates, and had considerable experience; but they lacked social connections. d. This book was exciting, well written, and interesting. e. Don works hard and knows bookkeeping.

Here are the sentences with the awkward pointers removed: a. The vice president in charge of sales is responsible for the key to 34A; the production manager is responsible for the key to 35A. b. The key to 34A belongs to the vice president in charge of sales, and the key to 35A belongs to the production manager. c. The gold-embossed keys to 34A and 35A have been given to the production manager. d. John received his laser printer, and Megin got her dot matrix printer. e. The walnut desk cost $300 more than the oak desk.

These versions have the modifiers in the right place: a. We watched the countryside glide by as the train ran down the railroad tracks in a cloud of smoke. b. Ruby saw the seashell lying on the shelf. c. Judging by the information, I think we should buy the property. d. Sandy took the whole afternoon to clean up her desk, which was cluttered and filthy. e. The memo was ready to be signed after every word had been proofread.

6.15

The long strings of nouns may be broken up as follows: a. The focus of the meeting was a discussion of deregulation of bank interest rates. b. Following the recommendations of the government task force, we are revising our evaluation procedures for job applicants. c. The components of the production department’s program for quality assurance include employee training, supplier cooperation, and computerized detection equipment. d. The plan for reducing inventory in the supermarket warehouse will be implemented next month. e. The graduate placement program of State University’s business school is one of the best in the country.

6.16

Here the subjects are closer to the verbs: a. Trudy ran when she saw the bull pawing the ground. b. According to Ted, who is probably the worst gossip in the office (Tom excepted), it was Terri who mailed the wrong order. c. In his book Investment Capital Reconsidered, William Oberstreet writes of the mistakes made by bankers through the decades. d. After passing up several sensible investment opportunities, Judy Schimmel invested her inheritance in a jojoba plantation, despite the warnings of her friends and family. e. After the warehouse fire, the worst tragedy in company history, the president of U-StorIt prepared an announcement for the press: The company was on the brink of bankruptcy.

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6.17

The following versions no longer have camouflaged verbs: a. The employees adapted easily to the new rules. b. The assessor will determine the tax due. c. The employees’ identity must be verified daily. d. The board of directors recommended that Mr. Ronson be assigned to a new division. e. The vice president audited the books.

6.18

Students may use various design elements to enhance readability, including white space, headings, and sans serif typeface for heads with serif typeface for text. They may try switching serif and sans serif typefaces to see the effect on readability, for example.

6.19

Students should comment on the use of typefaces, white space, headings, and other design elements on the Bloomberg website. They may offer various suggestions for improving readability, including larger type size, more white space, and other ideas.

6.20

This exercise helps students experience the interpersonal aspect of proofreading someone else’s work and having someone else proofread their work. They may suggest several ways to improve this kind of critiquing process, such as starting with positive comments; using a supportive, helpful tone rather than an accusing tone when offering feedback; and being tactful when suggesting changes.

6.21

Corrected version of the e-mail:

6.22

Our final company orientation of the year will be held on December 20. In preparation for this session, please order 20 copies each of the policy handbook, the confidentiality agreement, and the employee benefits manual. Please let me know if you anticipate any delays in obtaining these materials.

Even though your company does not sell products in the local area, you still have an ethical obligation to add the information to the website. The construction delays alone could compromise your company’s relationship with the community, and withholding information about the delays would almost certainly tarnish the organization’s image.

Doing all you can to minimize any negative effects of the construction will also aid employees who live in the local area, since they are likely to receive questions and comments about the project from their neighbors. Finally, posting information about the construction may help to reduce the amount of traffic (and, ideally, the number of accidents) in the area around the plant.

TRANSPARENCY MASTER 6-1 Chapter 6—Message for Analysis 6.A (poor version)

As an organization, the North American Personal Motorsports Marketing Association has committed ourselves to helping our members—a diverse group comprising of dealers of motorcycles, all-terrain vehicles, Snowmobiles, and personal watercraft— achieve their business objectives. Consequently, our organization, which usually goes under the initials NAPMMA, has the following aims, goals, and objectives. Firstly, we endeavor to aid or assist our members in reaching their business objectives.

Second, NAPMMA communicates (“lobbying” in slang terms) with local, state, and national governmental agencies and leaders on issues of importance to our members. And lastly, we educate the motorsports public, that being current motorsports vehicle owners, and prospective owners of said vehicles, on the safe and enjoyable operation of they’re vehicles.

TRANSPARENCY MASTER 6-2 Chapter 6—Message for Analysis 6.A (improved version)

The North American Personal Motorsports Marketing Association (NAPMMA) is committed to helping our members achieve their business objectives. We assist dealers of motorcycles, all-terrain vehicles, snowmobiles, and personal watercraft by communicating with government agencies about important issues. We also educate the public on the safe and enjoyable operation of personal motorsports vehicles.

TRANSPARENCY MASTER 6-3 Chapter 6—Message for Analysis 6.B (poor version)

Dear Ms. Giraud: Enclosed herewith please find the manuscript for your book, Careers in Woolgathering. After perusing the first two chapters of your 1,500-page manuscript, I was forced to conclude that the subject matter, handicrafts and artwork using wool fibers, is not coincident with the publishing program of Framingham Press, which to this date has issued only works on business endeavors, avoiding all other topics completely.

Although our firm is unable to consider your impressive work at the present time, I have taken the liberty of recording some comments on some of the pages. I am of the opinion that any feedback that a writer can obtain from those well versed in the publishing realm can only serve to improve the writer’s authorial skills.

In view of the fact that your residence is in the Boston area, might I suggest that you secure an appointment with someone of high editorial stature at the Cambridge Heritage Press, which I believe might have something of an interest in works of the nature you have produced.

Wishing you the best of luck in your literary endeavors, I remain Sincerely,

Arthur J. Cogswell Editor Enclosure: Manuscript

TRANSPARENCY MASTER 6-4 Chapter 6—Message for Analysis 6.B (improved version)

FRAMINGHAM PRESS 191 Eighth St., # 302, New York, NY 10028 (212) 228-0088 www.framingham.com March 20, 2008 Ms. Renee Giraud 1705 Lanham Rd. Watertown, MA 02172 Dear Ms. Giraud: Here is the copy of your manuscript, Careers in Woolgathering, that you submitted to Framingham Press.

Because our publishing program focuses solely on business, I must return the manuscript to you.

In reading through the first two chapters, I made a few notes in the margin that you may find useful.

Since you live in Boston, you might submit the manuscript to Cambridge Heritage Press, which has published works on handicraft and artwork similar to yours.

Good luck with your book.

Sincerely,

Arthur J. Cogswell Editor Enclosure: Manuscript

PART 3: CRAFTING BRIEF MESSAGES During the writing segment of this course, some of your students may express an instinctive dislike for the idea of using “patterns,” feeling that they are somehow imitative or impersonal. You might lessen their reservations by pointing out that these standardized patterns are intended to be a starting point, not a rigid formula. There is no one letter pattern to fit every situation that may arise in business. Each letter, memo, or e-mail message requires a unique and customized effort.

Part 3 organizes material by message type. Chapter 7, a unique new chapter, focuses on creating messages for electronic media, including e-mail, instant messaging, blogging, and podcasting. Chapter 8 focuses on routine and positive messages more suitable for the direct approach, and Chapter 9 focuses on negative messages more suitable for the indirect approach.

Chapter 10 focuses on persuasive messages.

CHAPTER 7: CRAFTING MESSAGES FOR ELECTRONIC MEDIA IMPORTANT CHANGES IN THIS EDITION •

(This chapter is new in the ninth edition)

CHAPTER OUTLINE Choosing Electronic Media for Brief Messages Memos and Letters E-mail Instant Messaging (IM) Text Messaging Blogs Podcasts Creating Effective E-Mail Messages Treating E-Mail as a Professional Communication Medium Adapting the Three-Step Process for Successful E-Mail Creating Effective Instant Messages and Text Messages Understanding the Benefits and Risks of Instant Messaging Adapting the Three-Step Process for Successful IM Creating Effective Business Blogs Understanding the Business Applications of Blogging Adapting the Three-Step Process for Successful Blogging Creating Effective Podcasts Adapting the Three-Step Process for Successful Podcasting Assembling a Podcast System

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Distributing Blog and Podcast Content Publishing Your Content Connecting with Audiences LECTURE NOTES Choosing Media for Brief Messages Printed memos (for internal communication) and letters (for external communication) have been used in the workplace for hundreds of years. E-mail and other electronic media have largely replaced traditional printed memos.

E-mail is an attractive alternative to printed messages, given its high speed and low cost.

Instant messaging (IM) offers a faster and simpler alternative to e-mail.

Phone-based text messaging offers the near-instantaneous communication of IM with almost universal portability.

Blogs are now a common feature in business communication. The ability to update content quickly and easily make blogs a natural when communicators need to get messages out in a hurry.

Podcasts are used to replace or supplement conference calls, training courses, and other communication alternatives.

Although most communication in business occurs through electronic means, there are many situations in which print media are a better choice. Examples include: When you want to make a formal impression When you need to accompany products or other items that you are physically sending to someone When you want to stand out from the flood of electronic messages When you are legally required to provide information in printed form Creating Effective E-Mail Messages Be sure to recognize the differences between business e-mail and personal e-mail.

The consequences of poor judgment in the use of e-mail can be quite serious in business.

Electronic documents have the same legal weight as printed documents.

Be sure to discover if your company has an e-mail policy and follow it.

Be careful what you write: 25% of companies monitor internal e-mail; 50% of companies monitor incoming and outgoing e-mail.

E-mail hygiene refers to all the efforts that companies are making to keep e-mail clean and safe.

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Planning effective e-mail messages involves Sending only those messages that are essential Paying attention to e-mail etiquette Making sure every e-mail you send is necessary Using the “cc” function carefully Being specific Respecting the chain of command When writing most e-mail messages, you don’t need to compose perfect works of literature, but you do need to be careful and sensitive to your audience’s needs.

Burdening your audience with careless e-mail is a sign of disrespect.

Subject lines are one of the most important parts of e-mail messages.

Make sure your subject line is informative and compelling.

Do more than just describe or classify message content—build interest with key words, quotations, directions, or questions.

Keep your emotions under control Never allow yourself to send a flame e-mail Ask yourself if you would say this to your audience face to face and if you are comfortable with this message becoming a permanent part of the company’s communication history Like other messages, e-mail requires revision, production, and proofing you as other messages.

Use your e-mail system’s ability to include a signature.

Pause to verify what you’re doing before you click “Send.”

Creating Effective Instant Messages and Text Messages IM is now widely used for routine communication and for exchanges during online meetings.

Business-grade IM systems feature the basic chat, presence awareness (ability to see which people are available to IM), remote display of documents, video capabilities, remote control of other computers, automated newsfeeds from blogs and websites, and bot capability in some cases.

Text messaging is beginning to find applications in business.

Unlike IM, text messaging is primarily a phone-based technology.

IM is currently more versatile and more widely used in business.

Business benefits of IM include the following: Rapid response to urgent messages Lower cost than phone calls and e-mail Ability to more closely mimic conversation than e-mail Available on a wide range of devices from PCs to mobile phones to PDAs Isn’t as often misused as a broadcast mechanism as e-mail is

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Potential drawback of using IM: Security problems Challenge of logging messages for later review and archiving Need for user authentication Challenge of logging messages The three-step process helps with IM: Planning: View every IM exchange as a conversation, and think through the overall exchange Writing: IM for business requires a more formal style than personal IM; avoid IM acronyms unless you are communicating with a close colleague Completing: Don’t skip over the revising and proofreading tasks before sending the message To use IM use successful in the workplace, pay attention to important behavioral issues: Potential for constant interruptions Ease of accidentally mixing personal and business messages Risk of non-IM users being out of the loop Vast potential for wasted time Exchanges are at the mercy of others’ typing ability Make IM more efficient by following these tips: Only make yourself unavailable when you need to focus on other work Don’t send confidential information if you’re not on a secure system Be extremely careful about sending personal messages Don’t use IM for important but impromptu meetings if you can’t verify that everyone will be available Don’t use IM for lengthy, complex messages unless your system is up for it—e-mail is better for that Avoid carrying on multiple IM conversations to minimize the chance of sending messages to the wrong people Make sure your IM system filters for spim (IM version of e-mail spam) is active and up to date.

Creating Effective Business Blogs Blogs have the ability to redefine the very nature of business communication.

Good business blogs are able to do the following: • Communicate with personal style and an authentic voice.

• Deliver new information quickly.

• Choose topics of peak interest to audiences • Encourage audiences to join the conversation Businesses now use blogs to accomplish the following: • Project management: keeping project teams up to date • Company news: informing employees about general business matters • Customer support: answering questions and offering tips and advice • Public relations and media relations: sharing company news with the general public and journalists • Recruiting: telling potential employees about the benefits of working at a firm

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• • • • • • •

Policy and issue discussions: offering a public forum for discussing issues of interest to an organization Crisis communication: providing up-to-the-minute information during emergencies, correcting misinformation, or responding to rumors Market research: soliciting feedback from consumers and experts Brainstorming: giving people a forum to toss ideas around and build on others’ contributions Viral marketing: spreading the word about your company and your products E-mail replacement: as spam filters and message overload make it more difficult to reach people via e-mail, many companies use blogs to distribute information News syndication: blogging allows individuals and companies to publish news and other information

Planning blogs requires you to Pay attention to your audience, your purpose, and your scope Carefully consider the information your including (others to could link to it months or years from now) Evaluate the content and readability of your message, and proofread it before posting

Creating Effective Podcasts Podcasting can be used to replace existing audio and video messages as well as training.

The three-step process adapts easily to podcasting The planning step involves analyzing the situation, gathering information and organizing your material One vital planning step involves deciding whether to create a podcast for limited use and distribution or to use a podcasting channel for widespread distribution Be sure to include previews, transitions, and reviews Decide if you want to speak from a completed script or a keyword outline The best podcasts have a conversational feel, so unless you need to capture exact wording, speaking from notes is usually best In the completing step, remember that making edits is relatively difficult with audio and video, so think through your notes or script carefully before you begin to record Consider integrating your podcasting efforts with a related blog Assembling a podcasting system can be very easy, depending on the degree of production quality you want to achieve.

For basic podcasts, most personal computers probably have everything you need.

For higher production quality or greater flexibility, you’ll need additional hardware and software Distributing Blog and Podcast Content To distribute your content effectively, get into the mindset of publishing it rather than sending merely sending it.

Blog and podcast publishing requires action from both the publisher and the subscriber: The publisher creates the content and submits it to a distribution channel.

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The distribution channel delivers the content to anyone who has chosen to subscribe.

This process is known as syndication.

Publishers initiate syndication by creating a newsfeed.

Newsfeeds come in several formats, but RSS (really simple syndication) is the most common.

Audiences subscribe to content through software known as an aggregator or news reader, which automatically alerts subscribers of new content on selected feeds.

Aggregators specifically for podcasts are known as podcatchers.

The most fundamental step for blog publishers is to add the feed capability to their blogs so that interested parties can subscribe.

Publishers can have themselves listed in directories (such as Technorati, FireAnt, or Mefeedia).

Content creators can also make their material easy to find through tagging, which involves assigning descriptive words to each post or podcast.

SPECIAL FEATURE Connecting with Technology: More Ways to Spread the Message (p. 183)

1. Students are likely to describe their efforts to contact a real person about a problem they encountered with a product or service, only to be frustrated by a never-ending maze of menus.

Use the opportunity to discuss the potential problems associated with substituting technology for personal service.

2. A number of issues could be raised here, but it is important for students to recognize the distinction between tracking an employee on company time (and/or in a company vehicle) and tracking the employee on his or her own time. The truck driver example is a good discussionstarter, since it is common for truck drivers to work as owner-operators who use their own trucks to transport trailers containing company-owned goods.

DOCUMENT MAKEOVER (ONLINE) Version Marked with Improvements and Chapter Concepts Updates and new offerings Post Date: 13 May 2008

We’re currently in the process of updating our conflict resolution materials. Our clients deserve the most up-to-date conflict-resolution materials, so every year we update our presentation materials. [Adopt the “you” attitude by emphasizing readers concerns] Although each member of our staff is an expert in conflict resolution, we take time at the end of each spring for material review, ask each presenter to host mini-sessions for all our employees to update their skills, and decide which sections—if any—of our presentations can be improved.

We also applied for a grant with the Heinz Foundation at the beginning of this year to improve employee relations. However, our company was not awarded the grant. [Don’t include information that is irrelevant or that diminishes the writer’s credibility]

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Thanks to everyone who was able to attend our annual client appreciation party last month. Here are some pictures. Try to make it next year—everyone had a blast! We hope even more of our valued clients can join us for this enjoyable event next year. [Avoid language that is overly casual] We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will include instruction in the proper development of meeting agendas, meeting minutes, effective team development, and group dynamics. Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity.

We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will include instruction in the following areas: • • • •

Developing meeting agendas effectively Recording meeting minutes accurately Developing teams effectively Improving group dynamics

Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity. [Use bullets to make lists easier to read, and divide long paragraphs—particularly online] And one last item: If you are interested in working for Communication Solved!, we have lots of great career opportunities. Visit the Careers page to see a list of current job openings. [Look for opportunities to reduce word counts] Multiple Choice Options (correct answer is underlined) 1. What changes, if any, need to be made to the following introductory sentence? a. No changes need to be made; the sentence is fine as it is written. b. Rewrite the sentence to read: “We’re currently updating our conflict resolution materials. c. Rewrite the sentence to read: “You may wonder what we’ve been up to lately. d. Rewrite the sentence to read: “Our clients deserve the most up-to-date conflict-resolution materials, so every year we update our presentation materials.”

2. How could the blogger improve the following statement that appears at the end of the first paragraph: “We also applied for a grant with the Heinz Foundation at the beginning of this year to improve employee relations; however, our company wasn’t awarded the grant.” a. Eliminate the statement. b. Delete the second sentence of the paragraph. c. Move this paragraph to the beginning of the blog post. d. Move the statement to the end of the blog post.

3. How could the following paragraph be improved: “We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will

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include instruction in the proper development of meeting agendas, meeting minutes, effective team development, and group dynamics. Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity.” a. Add a bold heading “New!!” before the paragraph. b. Divide the paragraph into two paragraphs so that it reads as follows: “We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will include instruction in the proper development of meeting agendas, meeting minutes, effective team development, and group dynamics.

Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity.” c. Convert the list of instructional areas to bullet points and separate the paragraph into two paragraphs: “We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will include instruction in the following areas: • Developing meeting agendas effectively • Recording meeting minutes accurately • Developing teams effectively • Improving group dynamics Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity.” d. Delete the paragraph; a blog is no place to talk about products and services.

4. How could the third paragraph be improved? a. Delete the paragraph; an official communication vehicle is no place to discuss a party. b. Replace the last sentence in the paragraph with the following: “We hope even more of our valued clients can join us for this enjoyable event next year. c. Change the second sentence in the paragraph to the following: “Here are some pictures (we tried to embarrass everyone equally!)” d. Shorten the paragraph to a single sentence: “Our annual client appreciation party last month was blast!”

5. How might you improve the final paragraph? a. Include a listing of all jobs that are available, the salary range associated with each job, and the deadline to apply for each job. b. Replace the paragraph with line that simply says “Careers.” Everyone will know what that means. c. Delete the second sentence and add a hyperlink (to the Careers page) in the first sentence: “And one last item: If you are interested in working for Communication Solved!, we have lots of great career opportunities.” d. Delete the entire paragraph—a blogger’s job description doesn’t include hiring.

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Final, Improved Version Updates and new offerings Post Date: 13 May 2008

Our clients deserve the most up-to-date conflict-resolution materials, so every year we update our presentation materials. Although each member of our staff is an expert in conflict resolution, we take time at the end of each spring for material review, ask each presenter to host mini-sessions for all our employees to update their skills, and decide which sections—if any—of our presentations can be improved.

Thanks to everyone who was able to attend our annual client appreciation party last month.

Here are some pictures. We hope even more of our valued clients can join us for this enjoyable event next year.

We’re pleased to introduce a new seminar topic: meeting management. This seminar will be available beginning in June and will include instruction in the following areas: • • • •

Developing meeting agendas effectively Recording meeting minutes accurately Developing teams effectively Improving group dynamics

Our research shows that most employees don’t like attending meetings and often don’t understand their value. This seminar will change employees’ perceptions about meetings and thereby improve employee morale and productivity.

And one last item: If you are interested in working for Communication Solved!, we have lots of great career opportunities.

COMMUNICATION CHALLENGES AT BOEING COMMERCIAL AIRPLANES (pp.

199-200) Individual Challenge The challenge is to state and explain the decision to continue with the current policy while maintaining credibility with those who argued that it should be changed. One possible solution would be: We appreciate the feedback we’ve received regarding our policy of reviewing and filtering comments on Randy’s blog. While we recognize there are certain benefits associated with posting every comment, we are committed to meet our readers’ needs by maintaining the blog’s focus on the aviation industry. For this reason, we will continue to collect and seriously consider all comments, but post only those (positive or negative) that fall within the scope of the blog.

Team Challenge Students will provide a wide range of responses, but possible subtopics include the general state of the aviation industry, how consumer demands have changed in recent years, retirement (Baseler wrote about this quite a bit as his own approached), and so on.

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TEST YOUR KNOWLEDGE (p. 201) 1. The four electronic media choices replacing traditional memos and letters include e-mail, instant messaging, blogs, and podcasting.

2. Subject lines in e-mail messages are important because they help the reader decide whether or not to open the message. Use the subject line in e-mail (and in memos) to capture your audience’s attention. Make the subject line informative by making it do more than just describe or classify message content. Build interest with key words, quotations, directions, or questions. Also, when exchanging multiple e-mails with someone on the same topic, modify the subject line to reflect the revised message content.

3. The overuse of e-mail reduces productivity by hindering employees’ ability to focus on their work. A recent study showed that a constant barrage of messages can even lower their functioning IQ. 4. The benefits of IM in business include its rapid response to urgent messages, lower cost than both phone calls and e-mail, ability to mimic conversation more closely than e-mail, and availability on a wide range of devices from PCs to mobile phones and PDAs. 5. Common IM slang terms should never be used in business IM. Although IM allows for more flexibility and ease of use, you are still expected to use your professional persona.

6. Audiences relate to a more personal style of blogging because it is a fresher approach than the carefully scripted “corporate voice.”

7. It’s important to have a long-term, sustainable purpose in mind before creating and syndicating your blog or podcast because if your posts bounce from one theme to another, you are likely to lose your audience.

8. Blogs can help with viral marketing because the interconnected nature of the blogosphere makes it a natural vehicle for spreading the word about your company and your products.

9. A podcast might replace an employee newsletter that is currently printed and mailed to employees’ homes if everyone in the organization has access to retrieve podcasts and if the podcasts were archived. The message of the employee newsletter is directed to internal constituents, so such a formal letter is both costly and unnecessary (the letter could be distributed via interoffice mail).

10. Syndication helps bloggers and podcasters reach a wider audience by enabling them to build up a vast audience over time (as long as they offer compelling content and make that content easy to find).

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APPLY YOUR KNOWLEDGE (p. 201) 1. Instant messaging is replacing some applications of e-mail for the same reasons that e-mail replaced many applications of printed memos and letters. IM is less costly to operate and offers a simultaneous communication situation; however, e-mail should still be used for more complex messages.

A writer is able to use a personal, intimate style of writing and still adhere to the conventional rules of grammar, spelling, and mechanics. Readers have only a blogger’s writing to determine his/her credibility, and one way to demonstrate you’re an expert is by showing that you have a firm command of the English language.

Eliminating blogging entirely to make sure bloggers don’t accidentally share too much 3. prerelease information about upcoming games would not be a wise idea. Currently, the blogs have thousands of readers and the prerelease information piques consumers’ interests, which likely results in more sales. Essentially, these blogs foster positive relationships with customers. One solution to ensure that no sensitive information is released is for the company to appoint an individual who would view all blogging content before it is wasted. This way, the company can still foster its relationship with its customers and the president could be assured that the information being posted has been vetted.

Podcasting may be considered as a potential replacement for your company’s employee newsletter if everyone has access to the podcasts (since this newsletter is sent electronically, 4. one could assume that all employees have access to computers). An advantage of using a podcasting would be the addition of the nonverbal cues that are missing in written communication (of course, the person recording the podcast would have to be a skilled communicator). A disadvantage of using the podcast would be that employees would no longer be able to scan the letter; instead, they would have to listen to the entire podcast for all announcements. Additionally, most individuals learn visually; thus by eliminating the newsletter and asking employees to retain information they hear may be difficult for some.

2.

a. Probably not the best option. Your boss asked you to send e-mail, and unless 5. you have a long and close relationship that allows you to make such a decision, you shouldn’t change the assignment without her permission. b. If you refuse to contribute your own ideas and simply do as you’re told, you’ll never earn the trust and confidence that could lead to a raise or a promotion. c. Perhaps the best option is to quickly discuss the issue with your boss. As busy as she has been, she may not have thought about anything beyond sending the message, and she may appreciate your views on the matter.

PRACTICE YOUR KNOWLEDGE (p. 146) Messages for Analysis (pp. 202-03) Message 7.A The customer service agent’s tone is informal and unprofessional.

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1. Responses to the customer’s comments contain an IM acronym (LOL) that is inappropriate for a business context.

2. The agent’s remarks suggest a lack of knowledge on his or her part.

3. The agent also suggests that the problem is the customer’s fault, even though there is no evidence to show that the customer has done anything wrong.

4. It would be more effective to adopt a more formal (but still conversational) tone, to gather more information from the customer, and to avoid speculation about what caused the problem.

5. The focus throughout should be on helping the customer resolve the issue.

Here is one possible revision: Agent: Customer: Agent: Customer: Agent: Customer: Agent: Customer: Agent:

Customer: Agent:

Thanks for contacting Home Exercise Equipment.

How may I help you?

I’m having trouble assembling my home gym.

Okay, let me get some information about your gym so I can help you with that. Do you still have the box?

Yes. Great—the model number is located on the front near the UPC code. Please read that number to me.

It’s model number HG-8975.

Thank you. What problem have you encountered?

The cross bar that connects the pillars isn’t long enough to reach across the pillars.

I understand. There’s a spacer in the box that can help with that. It’s a cylinder about 6 inches long with internal threads on one end and a connector on the other. Do you see that part?

Yes. What should I do with it?

Just insert one end of the cross bar into the threaded end of the spacer and tighten it, and that will make the cross bar long enough to reach both pillars …

*See Transparencies 21 and 22 for the poor version of this IM exchange and for an example of how the agent could have handled the situation more effectively. * See Transparency Masters 7-1 and 7-2 at the end of this chapter guide for poor and improved versions of this message.

Message 7.B

The post is written in a tone that is unprofessional and excessively negative. The author loses additional credibility by admitting that he or she has based the entire post on a very limited amount of information.

1. The informal language might be appropriate for a personal blog, but not for a corporate one (“WE’RE DOOMED!!!!!,” “it ain’t pretty,” etc.).

2. The purpose of the post is unclear. It sounds like the only purpose is to allow the author to vent, but some comments (particularly in the paragraph that begins, “I’ve been saying

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for years”) indicate that the author has some valid suggestions on how the company could improve.

3. The author’s drastic claims are not supported with adequate evidence. A “10-second glimpse” of the prototype would have provided only a limited understanding of the prototype’s quality and functionality. Also, the author’s interpretation of the “grin” is highly subjective. It may have meant that the robot’s price was low, but could just have easily suggested that the price was incredibly high.

4. The final paragraph establishes an adversarial relationship with the audience, casting the entire post as tirade based on their failure to take the author’s warnings seriously.

Here is one possible revision: Impressive Prototype from Motoman I visited the Sikorsky plant in Stratford yesterday to check the status of the assembly line retrofit we performed for them last year. While there, I saw part of a demonstration of a prototype robot from Motoman. It was, to say the least, impressive. I witnessed only a small part of the demo, but from what I saw the robot was compact, fast, and incredibly maneuverable.

Motoman may be onto something with its emphasis on size, speed, and maneuverability.

Our products are strong in terms of accuracy and payload capacity, but to remain competitive we may need to pay more attention to factors that have become our rival’s trademarks. *See Transparencies 23 and 24 for poor and improved versions of this message. * See Transparency Masters 7-3 and 7-4 at the end of this chapter guide for poor and improved versions of this message.

Message 7.C

Four fairly obvious weaknesses in this podcast are as follows: 1. The introduction is abrupt and could offend a professional audience.

2. The speaker insults listeners by saying that anyone who isn’t familiar with social media has been living under a rock.

3. The podcast exhibits a poorly planned sequence, forcing the speaker to backtrack and define social media halfway through the recording.

4. After listing the various types of social media, the speaker says “notice the common threads,” then introduces the first thread by saying “One,” thereby implying that at least a “two” and perhaps a “three” are to follow. However, only the first item is discussed, leaving listeners to wonder what happened to the rest of the “common threads.”

Exercises (pp. 202-04) 7.1

More than one medium would work for these examples, but students should be able to support their choices. Here are some possible solutions:

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a. A website would work well since it would allow users to search quickly for information on their specific issue, and it could be updated easily to reflect changes in product design. b. A handwritten note would be best for a message of condolence. c. Since the company is small and this resignation will affect everyone, a meeting would be the best way to prevent false rumors about when and why she is leaving. d. A blog would be appropriate for these messages, since it could easily incorporate pertinent information about current events. e. A blog would also work well, since it would enable everyone involved with the project to post questions, review past posts, and have easy accessto a record of who is responsible for what.

7.2

Responses will vary. Here are some examples: a. Updated budget figures for Jarman renovation b. Request for input on new marketing brochure c. June production schedule

7.3

As written, the memo is too dictatorial and implies that employees are not pulling their weight in the office. The memo will offend the most conscientious employees. Even those guilty of taking a little extra time now and then will still resent the tone of the memo. The writer can treat this as a routine memo, with a straightforward change in routine procedures. The first paragraph can contain the main idea of the change in break procedures, with logical, justifiable details in the following paragraphs. The tone of the message should not reflect talking down to employees or lecturing. A courteous close that offers assistance completes the direct approach.

Here is a possible solution, based on what students have learned in Chapters 3–7.

To: Billing Personnel CC: Subject: Changes in Break Procedures

7.4

Starting Monday, January 1, 2008, scheduled break times will be used for morning breaks, lunch breaks, and afternoon breaks. Your supervisor will assign your specific break times. Both the morning and afternoon breaks will be 15 minutes, as has been customary in the past. The lunch break will be a regular 30-minute break.

The use of scheduled break times will allow us to achieve our productivity goals and ensure that a certain number of employees are always available. Once your new scheduled break and lunch times are assigned, please adhere to them. Should you need to leave your work assignment at any other time, please talk with your supervisor first.

Please stop by my office (room 243) or call me at extension 3454 to discuss our new changes.

Students should revise each statement to make it more formal, but avoid substituting obsolete or pompous language for the originals.

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a. Based on the information you have provided, I recommend our quad turbo sprayer. b. I am glad I could help you. c. I’ve found the L400 to be effective. d. Customers who use this sprayer often see a 20-30 percent reduction in fumes.

7.5

Students might revise the blog posting in the following manner: It appears that we aren’t going to meet the June 1 commitment to ship 100 operating tables to Southeast Surgical Supply since we’ve been unable to get our hands on enough high-grade chromium steel to meet our production schedule. This morning we learned that we’ll only be able to make 30 tables.

We’re very embarrassed that we won’t be able to keep our promise to our customer and upset this happened since we were warned about the chromium steel shortage in advance. Six months ago purchasing told us about the shrinking supplies and suggested that we advance-buy the chromium steel we would need for the next 12 months. Unfortunately, we were not able to do so given our corporate policy that restricts advance purchasing to three months in advance. Since our division is responsible for completing this order, we’re going to be blamed for the inability to fill the order and

7.6

for possibly losing a customer to our competition, Crighton Mfg. We have urged the corporate office to reexamine the advance purchasing policy so that we are to be more financially flexible and able to compete.

Here is a revised version of the blog post Get Ready for our Office Move!

We will move to our new offices this weekend. To prepare for the move, please clean out your desks and pack the contents in the boxes available in the staff lounge. Please take all items off the walls and pack them in boxes also. You will need to take your personal belongings home with you to ensure their safety during the move. On Monday, we will unpack, arrange our new offices, and get back to work. Even with *See Transparency 25 for copy ofstill this improved the move, wea should be able toversion. meet all production schedules and current deadlines.

CASE SOLUTIONS On the following pages are suggested solutions for this chapter’s cases. They are complete and fully formatted so that you can copy them onto acetate transparencies. *Ready-made transparencies are available for the cases listed below. Each case has two solutions—one below average and one above average (which match the solutions in this manual): Case 4, That’s not the way things really are: Correcting economic misinformation (Transparencies 26 and 27) Case 7, Legitimate and legal: Defending technology sales to Chinese police agencies (Transparencies 28 and 29)

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Case 17, Time to think: E-mail requesting a change in your workload (Transparencies 30 and 31) Case 18, Mercedes merchandise: Letter announcing exclusive online gift shop (Transparencies 32 and 33) Case 19, Measuring suppliers: Memo requesting reviews at Microsoft (Transparencies 34 and 35) Case 21, No exaggeration: Short e-mail describing internship duties (Transparencies 36 and 37) Case 23, Environmental planning: E-mail Announcing a Committee Meeting (Transparencies 38 and 39) Case 25, Hi, my name is: Introducing yourself on a business network (Transparencies 40 and 41)

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1.

SELLING WITHOUT SELLING; BLOG POSTING ABOUT A GPS RESCUE

(Note: Some of the customer-submitted stories on the Garmin website have already been converted to third-person, usually making generous use of first-person quotations. Students may wish to review several of these as models. The following case solution is based on the article entitled “GPS 12 guided them to safety during storm on Lake Huron,” which can be found at www.garmin.com/whatsNew/adventures/story17.html) The primary objective of this assignment is to indirectly highlight the successful use of a Garmin product within the context of a real-life customer story. Given the 400-word limit, be sure to strip away any extraneous details. Give the story some dramatic energy by clearly transitioning from a beginning (establish the situation), to a middle (develop the story by adding complications, such as the customer encountering danger), and an end (a successful resolution of the story, with the Garmin product playing a key role in the outcome). Although this may strike some as the type of writing typically considered to be creative writing, many corporate websites and other communication vehicles use story forms such as this to promote their products and services.

COUPLE SURVIVES VIOLENT STORM WITH THE HELP OF THEIR GARMIN GPS 12 (Editor’s note: The couple featured in this story wished to keep their names private; they are identified by their initials, CB and LB.) For years, CB and LB have been using their handheld GPS unit to guide them back to favorite fishing spots around Lake Huron, but their Garmin GPS 12 was to prove even more valuable on this particular day.

The forecast indicated a 30 percent change of thunderstorms, so the couple kept a sharp eye on the weather. As they prepared to make another run across one of their favorite salmon spots, they noticed lightning on the horizon and decided to call it quits for the day.

They acted quickly, but the Great Lakes weather was even faster. The storm was upon them as soon as they stowed their fishing gear. As CB later described it, “I saw as nasty a sky as ever I have seen in my life. I could actually see black streaks of clouds move down to the water. The rain and wind swirling looked like a wall of water. This turbulence was just ahead of us and it was impossible to see into it at all. Then we were hit with nature's fury like I have never witnessed before, much less felt from a 22-foot boat.

Waves were coming from all directions in the swirling wind, and my wife and I were just holding on to keep from being swept overboard.”

Wind and water weren’t the only dangers, though. CB knew they were close to a number of huge rocks, but the weather was so fierce he couldn’t tell which direction to steer to open water. He held on to the wheel with one hand and switched on their handheld GPS unit with the other. Within moments it locked onto a satellite signal—and confirmed that they were indeed dangerously close to the rocks.

Fortunately, CB had previously stored a waypoint that marked the beginning of a safe channel into that part of the lake. He instructed the Garmin 12 to guide them to that point, then they held on for dear life. CB said it seemed like it took them an eternity to reach the waypoint, but they made it safe and sound after the storm passed over them.

After saying a prayer of thanks, one of their first actions back on land was to write us a nice message, telling us how vital GPS had been to their rescue. “Our Garmin GPS 12 was our lifesaver.”

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2. COME ON TO COMIC-CON: EXPLAINING THE BENEFITS OF ATTENDING Students should write this post in a way that accommodates the audience’s need for concise information and a recommendation. Some audience members might be skeptical about the magnitude of the convention, so it will be important to include statistics to illustrate its magnitude and popularity. The journalistic approach will work well, since it will help keep the post focused on the basics (if readers want more details, they can visit Comic-Con’s website, which should be listed in the post).

What’s Up with Comic-Con? I’ve received lots of e-mail recently about whether or not I recommend ComicCon, the international pop culture convention of massive proportions coming up this July in San Diego, California. In a word: YES! If you’re a pop culture fan (and if you’re reading this, you are), it’s an understatement to say you’ll enjoy this event. From comics to film to gaming, Comic-Con has it all packed into a fourday extravaganza featuring costumed participants and big-name special guests including the likes of Ray Bradbury.

We’re not talking about some glorified comic book sale here. Comic-Con is in its thirty-eighth year, and organizers expect more than 100,000 participants (which, according to the Comic-Con site, is “the largest number of attendees of any convention in the country”). Everything pop culture--from classics to the latest titles--will be on display in a 460,000 sq. ft. exhibit hall. Participants can attend seminars on production and screenwriting, how to get noticed by well-known publishers like DC Comics, and a Battlestar Galactica Forum hosted by Richard Hatch (a.k.a. Captain Apollo).

The dates for this year’s Comic-Con are July 26-29 (with a “Preview Night” on July 25). Registrations and hotel rooms are limited, so if you plan on going don’t wait to make your arrangements. You can find out more at www.comic-con.org or by e-mailing cci-info@comic-con.org.

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3. KEEPING THE FANS HAPPY: ANALYZING ADVERTISING ON ESPN.COM Since this message is internal and traveling upward, get to the point quickly and be as specific as possible in describing the issue. Keep the subject line upbeat by focusing on the goal of improving satisfaction with the site, and carefully explain the review you’d like to conduct and the valuable information it would yield.

To: joe_payne@espn.com Cc: Subject: Improving Satisfaction with ESPN.com Joe, At the last two staff meetings, we’ve discussed our flat site-traffic numbers and what we can do to attract more visitors to ESPN.com. I have an idea, and it won’t involve adding any new features.

I’ve heard and read a number of complaints (probably 20 or so within the past week) about the amount of advertising we’re running on site. We both know that without the ads there would be no ESPN.com, but there seems to be an increasing feeling that articles and stats are hidden behind an excessive number of sales pitches.

Frankly, I’m not sure how much is too much when it comes to advertising and our site’s visitors. The best way to find out is to compare the advertising presence on ESPN.com with that of other sports websites, and I’d like to conduct a comprehensive review to do that. It’s vital that we find ways to keep advertisers and site visitors happy. May I stop by your office tomorrow morning at 9:00 to discuss the comparative review I’ve suggested?

Sincerely, Tracy

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4. THAT’S NOT THE WAY THINGS REALLY ARE: CORRECTING ECONOMIC MISINFORMATION Students should refer to the article early in the letter and move quickly to explain which part of the story they’re calling into question. It would also be vital to establish credibility by explaining that the writer is the CEO of a local small business. The letter should end with a statement that sums up why the writer does not agree with the politician’s view of the economy.

August 12, 2008 Mr. Joe Stinnett Managing Editor The News & Advance 101 Wyndale Dr. Lynchburg, VA 24501 Dear Mr. Stinnett, Newsadvance.com featured an article today entitled, “Growth is Good: Government Scores Big on Economy.” In that story, congressman Kenneth Otis was quoted as saying, “The latest job growth figures clearly show that the administration’s economic policies are working.” He went on to explain that more people have jobs, more money from their paychecks fuels business, and business is empowered to hire even more employees.

As a small business owner, I believe it’s important to recognize the limitations of this viewpoint. The economy is in relatively good shape, but still has a long way to go in terms of adapting to increased regulation, NAFTA, and skyrocketing health care costs.

Congressman Otis was correct when he said the U.S. economy has added nearly 2 million jobs in the past five years. However, he did not acknowledge that nearly all those jobs were in the health care sector alone (as BusinessWeek recently reported). Job growth in one segment of the economy does not translate into more jobs across the board. I can’t hire more employees nor give my current workers raises because my company can barely afford health insurance for those we already have.

Local business leaders have flooded your editorial page with similar concerns (“Barely Staying Afloat” published on July 12 is just one example). As more jobs move across the border and more imports take the place of American products on store shelves, it’s hard for me to share the congressman’s positive outlook on the economy.

Sincerely,

Irv Gupton Owner and CEO, Gupton Industrial

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5. MUST BE AN OPPORTUNITY IN HERE SOMEWHERE: THE GROWING MARKET OF WOMEN LIVING WITHOUT HUSBANDS Students will provide a wide variety of responses to this exercise. Their lists of products should, however, be consistent in explaining how each one would benefit and meet the needs of women in the target market. One example of a possible response is below.

To: j_franks@seymourpowell.com; e_thomas@seymourpowell.com; p_williams@seymourpowell.com Cc: Subject: Tapping into a Growing Market Jen, Eduardo, and Pam, My research shows that one of the fastest-growing markets in the U.S. is made up of women without spouses. For the first time ever, more than half of all American women are now in that category, and the trend shows no signs of slowing.

The demands of women in this market are unique, and we should capitalize on the opportunity to meet those needs. Here are some examples of products and product upgrades we could help our clients to pursue: 1. Upscale, easy-to-prepare meal kits: Everyone’s jumped on the Lean Cuisine and ‘family meal kit’ bandwagon, but what’s missing is a line of meal kits for one that moves far beyond the microwave boxed dinner.

2. Exercise equipment line designed exclusively for women: Most at-home exercise machines have a universal “one-size-fits-all” design that often falls short when it comes to enabling women to exercise safely and comfortably.

3. Hand tools designed by women for women: (My thinking on this is similar to that in item 2.) What if a group of women designed a line of hand tools to fit their everyday needs?

4. Electronics product line emphasizing quality and convenience: When it comes to electronics, men tend to equate complexity with quality. Women expect the same high quality, but often do not have time to spend hours setting everything up.

These are just a few of my ideas on how we can meet the needs of this growing segment of the American market. Could we meet next week to talk them over?

Jelena

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6. HELP IS ON THE WAY: ENCOURAGING FORD DEALERS As the instructions indicate, the dealers who will receive this message need some encouragement. Use the direct approach for positive messages and explain why the dealers should look forward to the new model.

To: Dealers <dealernetwork@ford.com> Cc: Subject: Groundbreaking New Model Available Soon Dear Authorized Ford Dealer, You’ve told us for some time now that your customers are bored with traditional SUVs and family sedans. We’ve listened, and in the summer of 2008 we’ll release a new model that you helped design. The 2009 Ford Flex combines the comfort and safety of a family sedan with the power, space, and versatility of an SUV—all with unprecedented levels of style and technology.

Here are just a few of the standard and available features you can expect in the 2009 Ford Flex: Two-Tone Roof Grooved Door Panels Award-Winning 3.5L Duratec V6 Engine HID Headlamps 19” Aluminum Wheels Rearview Camera Intelligent All-Wheel Drive Three-Bar Chrome Grille Power Liftgate LED Taillamps

Seating for up to Seven Interior Flexibility Interior Room Interior Comfort Multi-Panel Vista Roof™ Family Entertainment System Sync In-Car Communications VoiceActivated Navigation Safety Canopy™ System AdvanceTrac® with RSC®

For more information and a first look at this new model, visit http://www.fordvehicles.com/flex/, where your customers can also custom-design a Flex to suit their needs.

Your feedback is one of our most valuable assets, and the 2009 Ford Flex reflects our commitment to helping you meet your goals.

Sincerely, Chad Gonzales, Marketing Team Lead Ford Motor Company

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7. LEGITIMATE AND LEGAL: DEFENDING TECHNOLOGY SALES TO CHINESE POLICE AGENCIES It would be impossible to post comments on this controversial subject without opening yourself up to some negative feedback. However, it would be far worse to remain silent on an issue so vital to your company’s credibility. Students should recognize the opportunity here to promote Cisco’s ongoing commitment to full legal compliance and high ethical standards. Here is one example of the post:

Recent Feedback on Cisco’s Sales in China Over the past several weeks, our company has been criticized for having sold networking devices to police agencies in China. As a result of this criticism, many false rumors have begun circulating about Cisco and its vending practices. I’d like to provide some accurate information to clear up these misconceptions: 1. Cisco complies all U.S. export regulations: company The is committed to following allwith federal, state, and local laws andOur regulations. sale of networking equipment to Chinese police agencies was no exception. Cisco conducted these sales legally and in compliance with all relevant regulations.

2. Cisco markets its products globally: Our company’s client list is international. We are proud to serve numerous customers in the U.S. and abroad, and our marketing efforts in China were no different than those we use to market our solutions to other police organizations throughout the world.

3. Cisco cannot control how its products are used: We provide reliable, convenient technological tools to our clients. No company—including Cisco— can control how products are used once they are purchased.

4. Cisco is not the exclusive vendor of networking products: Although our products are unique in terms of functionality and quality, we are obviously not the only company that sells networking equipment. Had we refused to provide the equipment the Chinese government officials requested, they would easily have acquired the equipment from another vendor.

Cisco will continue to lead the way in providing high-quality technology while maintaining our commitment to the highest level of corporate responsibility.

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8. THE VERY DEFINITION OF CONFUSION: HELPING CUSTOMERS SORT OUT HIGH-DEFINITION TELEVISION The greatest challenge here will be conveying sufficient information without overwhelming customers who may be unfamiliar with (and perhaps confused by) the details of high-definition television. Students should respond with simple definitions written in plain English.

Resolution: The sharpness or clarity of an electronic image. Resolution is measured in number combinations such as “1024 x 768,” which denote the number of pixels the display contains.

HDTV: This means “High-Definition Television,” but is used to describe different things by different people. It technically refers to only the highest-resolution digital TV format of the 18 currently available. This means a real HDTV must have a resolution of 1,080-line interlaced (1080i) or 720-line progressive (720p).

1080p: “1080 progressive,” a high-definition format with resolution of 1920 by 1080 pixels. “Pixels” are picture elements, the building blocks of the picture on your screen. The smaller the picture elements, the more realistic the picture will appear. The “progressive” designation is important because it means a 1080p television can display any digital format without sacrificing picture quality.

HDMI: “High-Definition Multimedia Interface.” This is an interface (a type of “jack” or “outlet”) that enables you to connect any audio or video device to a monitor and transfer uncompressed digital content via a single cable.

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9. BASED ON MY EXPERIENCE: RECOMMENDING YOUR COLLEGE OR UNIVERSITY Students are likely to provide a wide range of responses, which could lead to a discussion of how and why different characteristics of the college or university are important to different individuals.

Encourage students to avoid vague, unsupported generalizations (overall, the classes are pretty good; there are lots of majors to choose from, and so on). Instead, they should back their assessments with statistics and other specific information. Here is one example:

Hi, my name is Yvonne Norris and I’m a junior Accounting major at Moorefield University. I’d like to share with you some good reasons to consider enrolling at Moorefield, wherever your interests may lie. [pause] For me and many others, college is a stepping stone to a rewarding career. [pause] With that in mind, one of the most important things to consider in choosing a college or university is reputation. Does the school have a name that employers are likely to recognize and respect? [pause] For Moorefield, the answer is yes. [pause] As our state’s oldest institute of higher learning, Moorefield has produced some of the nation’s most successful alumni. [pause] They have gone on to become physicians, outstanding business professionals, even astronauts and Nobel Laureates. [pause] In addition, a recent survey revealed that over 95% of Moorefield’s alumni from 1995 to 2005 had found employment in what they called their “chosen career field.” [pause] Of course, a school’s reputation doesn’t matter if it doesn’t offer the major you want. [pause] At Moorefield, you can choose from over 200 majors in a variety of fields, and are sure to find the courses and curriculum you need to achieve your professional goals. [pause] With such a wide variety of majors, Moorefield is also a great choice for students who are still undecided about the major they will select. [pause] For these and many other reasons, Moorefield can help you to excel as you further your academic career and prepare to become a successful professional.

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10. BASED ON MY EXPERIENCE: SUGGESTIONS FOR IMPROVING YOUR COLLEGE OR UNIVERSITY .

Many of the same guidelines from Case 9 will apply hereStudents may be tempted to script a vague tirade that outlines their frustrations with the school, but encourage them to tie general comments to statistics and/or other specific information. Here is an example:

Hi, my name is Yvonne Norris and I’m a junior majoring in Accounting at Moorefield University. I’d like to share some suggestions on how to make Moorefield a better place for current and future students. [pause] For many, college is a stepping stone to a rewarding career. [pause] With that in mind, one of the most important things to consider in choosing a college or university is reputation. Does the school have a name that employers are likely to recognize and respect? For Moorefield, the answer is usually “no.” [pause] Large companies in our own state are often unaware that Moorefield even exists. Part of the problem is that our Office of Alumni Affairs has not hosted any events or published an alumni directory in more than five years. [pause] By strengthening our alumni network and creating a higher profile among successful businesses, Moorefield could help its students find jobs and increase the likelihood of receiving donations from successful alumni. [pause] Of course, a school’s reputation doesn’t matter if it can’t offer the majors students want. At Moorefield, the list of available majors has decreased by almost 40% in the last seven years. [pause] With such a small variety of majors, Moorefield is losing many successful students and is no longer a viable choice for prospective students who are undecided about the major they will select. [pause] No school is perfect, but addressing these two vital issues would help to put Moorefield University back on the map.

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11. LOOK SHARP: TRAVEL SAFETY TIPS FOR NEW EMPLOYEES With the multitude of information available online regarding safe travel, students should have no problem finding and identifying at least six tips to include in the posting. One example of a site that offers hundreds of tips is http://travel.state.gov/travel/tips/safety/safety_1747.html, which is maintained by the U.S. Department of State.

SAFE TRAVEL TIPS For many of us, travel is an important part of our jobs. Unfortunately, work-related matters can distract you from your surroundings and make you vulnerable to theft and other crime. Here are some tips to help you travel safely, along with some helpful websites with more information staying safe while you’re away from home: 1. Pack light. The less you take with you, the less likely you are to leave your luggage on the ground or unattended. If it’s not absolutely necessary for your trip, leave it at home. (“A Safe Trip Abroad” <http://travel.state.gov/travel/tips/safety/safety_1747.html>) 2. Keep valuables close by. Don’t leave cash or other valuables (including your passport) in your hotel room or anywhere else. The safest place to store them is in a money pouch you can hide beneath your clothes. (“Keep Your Valuables Safe” <http://www.msnbc.msn.com/id/17009456/>) 3. Take the elevator. Avoid staying on the ground floor of your hotel since it’s most vulnerable to intruders. However, don’t stay in a room higher than the seventh floor since higher floors are more difficult to escape during fires. (“In Pictures: Safe Travel Tips for Road Warriors http://www.forbes.com/2006/08/14/cx_tvr_0815safetravelslide.html?thisSpeed=24000) 4. Blend in. Do your best to avoid looking like an outsider. Avoid “flashy” jewelry and clothes, and be discreet about carrying tourist items like cameras and maps. (“Safety Tips for Business Travelers” http://www.allbusiness.com/operations/business-travel/3871188-1.htm) 5. Lock the door. When you’re in your hotel room, always lock the door. This includes using the “swinging metal security lock” that makes it even more difficult for would-be thieves and other intruders to get in. (“Hotel Room Safety Tips” http://businesstravel.suite101.com/article.cfm/hotel_room_safety_tips).

6. Call before opening the door. Just because someone knocks on your hotel room door and claims to be “room service” or “maintenance” doesn’t mean you should immediately open up. Call the front desk first to verify that they’re really who they say they are.

With a little common sense, you can greatly reduce the chances of becoming a victim of crime while you’re traveling on business.

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12. YOUR WORK DOES MATTER: ENCOURAGING AN UNHAPPY COLLEAGUE Students should keep this message brief and upbeat, while recognizing that Grogan’s complaints are not entirely unfounded. Simply having his concerns recognized may go a long way toward encouraging him to persevere.

To: steve_grogan@webmagic.com Cc: Subject: Keep Up the Good Work Steve, I’d like to thank you for your continued design efforts on the FitGear web development project.

As you know, this project has been tough for everyone on our team. The client’s expectations have changed periodically, and that has led to delays and extra work that none of us anticipated. Things have been particularly challenging on your end: almost every design has had to be re-worked through no fault of your own.

All of us appreciate your hard work and look forward to getting together to celebrate once we bring this project to a close (and--believe it or not--we will!).

Sincerely, Mitch

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13. SHE’S ONE OF US: PROMOTING A NEW LIFESTYLE MAGAZINE The e-mail message should promote the fact that Logan is a different kind of lifestyle magazine, aimed at an audience with specific information needs. The message needs to cover the basics as well, such as how much it costs to subscribe and how to subscribe.

To: <Mailing List> Cc: Subject: Finally—a Lifestyle Magazine That Matters Friends, If you’re like me, you’ve noticed that it’s hard to find lifestyle magazines that offer more than glossy photos of models and loads of advertisements for products I don’t use. That’s why I’m happy to tell you about Logan, a magazine specifically for young people with disabilities.

Logan is different. It was founded by Logan Olson, a remarkable young woman who (at 16) suffered a severe brain injury that left her unable to perform everyday tasks. She had to learn to do everything again—from brushing her teeth to sitting up and chewing. During her recovery, Logan longed to wear makeup and designer clothes again but found little she could use in available fashion magazines. That’s when she decided to start her own magazine, Logan, and to make a difference in the lives of other young women with disabilities.

Logan is filled with stories, advice, and other features that matter to young women with disabilities. In addition to practical advice on everyday issues, it offers hope and encouragement by reminding readers that there are thousands of other women dealing with similar challenges.

Consider a subscription to Logan for yourself or someone you care about. At only $14 per year, it’s a simple step that could make more of a difference than you ever imagined. Log on to www.loganmagazine.com/subscribe.html today.

Best regards, Pam Irvin Subscription Manager Logan Magazine

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14. WE’RE THE ONE: EXPLAINING WHY A COMPANY SHOULD HIRE YOUR FIRM Since this message will go to a potential client, students should highlight the convenience and quality of Brainbench products and services. The e-mail should also request a specific action such as visiting the Brainbench website and/or calling for more information. Pricing is likely to be an important factor in Williamson’s decision, so it would also be helpful to include information on how she can get information on how much these products and services cost.

To: Sonja_Williamson@macys.com Cc: Subject: Your Question on Brainbench Pre-Hire Testing Attachment: Brainbench_Assessment_Catalog.pdf Dear Ms. Williamson, Thank you for your e-mail regarding Brainbench and our Pre-Hire Testing. I’m pleased to provide information on our company and the candidate screening services we provide. Since Macy’s retail employees interact extensively with the public, I can certainly understand your interest in carefully screening candidates for job skills, personality, and employment history red flags.

First, some background information on our company: Brainbench is a PreVisor company that began doing business in 1998. Since then, we’ve served more than 5,000 corporate and 6 million individual customers. Our mission is still the same as it was our first day: Delivering easy-to-use assessment products that predict success on the job. We are located in Chantilly, Virginia near Washington, D.C. What separates us from the rest? As we say on our website (www.brainbench.com) Brainbench is the only assessment company with a rich offering across personality, knowledge, skills, abilities, and past work behavior. Other companies offer strengths in one or two of these areas, but only Brainbench offers world class tools in each category.

Our online Pre-Employment Screening Tests are convenient, easy to administer, and cover a wide variety of key employee traits such as Skills, Knowledge, Personality, Speaking, Writing and Listening. We also offer testing that is tailor-made for jobs in the retail industry. I’ve attached a .pdf copy of our Assessment Catalog, which describes the wide range of testing services we provide.

For more information on our products and services (including FAQs and pricing), please visit www.brainbench.com. Or if you prefer, just give me a call at 703-437-4800 x124.

Sincerely, Paul Torres, Marketing Specialist Brainbench 14100 Parke Long Ct. Suite K Chantilly, VA 20151 703-437-4800 x124

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15. FIRING THE CUSTOMER: WHEN A PARTICULAR CUSTOMER IS ALWAYS WRONG This type of message would come only as a last resort, and could easily become part of legal proceedings. It would need to be factual, unemotional, and clear in saying that you wish to have no further dealings with the customer.

To: SamHardison@roadrunner.com Cc: sheriff@nash.nc.gov; jthomas@thomaslaw.com Subject: Purvis Hardware, Inc. Dear Mr. Hardison, Last Wednesday, August 8, 2008, you visited our hardware at 4:15 p.m. to return an Echo gas-powered leaf blower because you were dissatisfied with it. As you acknowledged, the blower was fully functional. This was the tenth item with a ticket price exceeding $200.00 that you had returned to our store in the past four months.

When our sales staff declined to accept the return based on our return policy, you asked to see the Assistant Manager, and then to speak with me—the owner of the store. I affirmed what my employees had said: after nine returns of fully functional, big-ticket items within four months, we could not refund the purchase price of the blower.

In over 25 years in the hardware business, I’ve never received the kind of verbal abuse you delivered that day. You shouted angrily and flung the blower against the wall behind our counter. My employees and I felt threatened, and other customers left the store because of your tirade. You ignored three requests to leave the store, and finally departed only after I called the police.

Please consider this e-mail a formal request that you not return to Purvis Hardware. We regret having to make this request, but I am sending it on the advice of the Sheriff’s Department and our store’s attorneys. Thank you for your cooperation.

Sincerely, Ben Purvis Owner, Purvis Hardware

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16. PODCASTING PITCH: TRAINING PEOPLE TO SELL YOUR FAVORITE PRODUCT Since students can choose any product for this sales pitch, their responses will vary. The exercise offers a good opportunity to review important differences between features and benefits, and can help students practice creating a single message for two audiences (in this case, the sales staff and the customers).

The Pioneer Inno is a versatile, easy-to-use product that lets you enjoy XM Satellite Radio at home or on the go. [pause] You can even record your favorite songs, add them to the Inno’s MP3 library and listen to them again and again.

The Inno’s bright, colorful screen makes it easy to keep track of your music and utilize the unit’s many convenient functions.

Perhaps the Inno’s most important feature is its internal antenna. [pause] Unlike other satellite radio receivers, the Inno doesn’t require that you always connect it to an external antenna before listening. As long as reception is available, you can simply switch the Inno on and gain immediate access to XM programming. [pause] If you happen to be in a location that doesn’t allow the portable antenna to receive programming, you can simply plug the Inno into the included Home cradle (or the available car kit) and access the added power of an external antenna.

The Home cradle is another convenient feature. [pause] It enables you to easily connect the Inno to your home audio system and it even charges the internal battery. Taking the Inno on a trip and don’t have room for the cradle? You can take the included Travel Adapter instead. It’s even more compact, and lets you charge the Inno’s battery by simply plugging it into any wall outlet. [pause] The Pioneer Inno adds unique portability to the crystal clear programming of XM Satellite Radio. All you need to get started is an XM subscription and some places to go.

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17. TIME TO THINK: E-MAIL REQUESTING A CHANGE IN YOUR WORKLOAD A direct approach would probably fail because it would likely come across as complaining, so use an indirect approach to build your case for why your workload needs to change before asking for that change. Use the buffer to establish common ground that emphasizes your overriding goal, which is to the do the best job possible. Introduce the question of whether you’re spending your time wisely, but don’t answer the question until you provide more data. Recognize that the change you will be asking for is significant and will likely be met with considerable resistance initially, so don’t ask for the change itself in this message. Instead, focus on the interim goals of communicating why you believe your workload needs to change and asking your boss to consider your request by meeting to discuss it.

To: paul_heffeman@newbalance.com Cc: Subject: Creating more opportunities for strategic thinking Hi Paul, As I complete my first year as global marketing manager, I celebrated this milestone by assessing how well I’ve done in my job and how much I’ve contributed to New Balance.

I know I’ve been working hard and have accomplished quite a bit, but I’m just not sure that I’m accomplishing the right things—the things that will really make a difference for the company.

To get a better idea of just how I spend my work days, I’ve been tracking my time for the past month. The totals are quite revealing: Activity Planning and participating in meetings Traveling (time spent in transit, unable to work) Preparing reports Coaching my staff and other “people” activities Hours % Reading reports 88 36 Engaging in creative and strategic thinking 67 28 TOTAL 43 18 22 9 18 7 4 2 242 100 You’ll probably be as shocked as I was to discover that I spent only four hours engaged in creative and strategic thinking. Although this activity is a core element in my job description, meetings, travel, and reports take up so much of my time that I literally don’t have time to think. Moreover, I’m sure that many managers at New Balance suffer from this same problem.

I don’t think that more of the same is going to make things any better, so I’d like to propose a fairly radical reshuffling of my responsibilities. Can we meet for lunch next week to discuss this idea? I’m available Monday, Tuesday, and Friday. If you could let me know by tomorrow, I’ll make sure Pat puts me on your calendar for next week.

Thanks,

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18. MERCEDES MERCHANDISE: MESSAGE ANNOUNCING ONLINE GIFT SHOP Note: The first paragraph uses resale to reaffirm reader purchase of quality Mercedes-Benz merchandise. The second paragraph confirms the availability of the print catalog and introduces the website. The tone is friendly and helpful. Incentives such as free screen savers and the mention of special-value merchandise encourage readers to visit the site. The writer also encourages readers to provide feedback about the site.

To: <OwnersMailingList> Cc: Subject: New Website for Mercedes-Benz Owners Dear (Customer Name): As a Mercedes-Benz owner, you have the most discriminating taste in the world, and we have heard your concerns about our accessory merchandise: Only worldclass products will meet your expectations. So we’ve applied the same uncompromising standards that we use as automobile manufacturers to search the world for personal and automotive accessories that will suit the exacting tastes of Mercedes-Benz owners everywhere.

You may already have a complimentary copy of our full-color catalog, MercedesBenz Personal and Automotive Accessories. For those of you who prefer to use the Internet to compare products and even make purchases, we are pleased to announce the opening of our online catalog. Visit www.bamabenz.com, the homepage of the Mercedes manufacturing plant in Tuscaloosa, Alabama. The site offers you a direct link to the online gift shop.

You can search the gift shop quickly by product category, such as Mercedes-Benz collection, M-Class collection, children’s clothing and toys, adult clothing, executive accessories, and more. You can “window shop” and purchase directly online. You can also e-mail customer services for more information. When you visit our website, check out our free screen savers and other special-value merchandise.

We think you will like the convenience offered by the online gift shop. Let us know what you think of it, and be sure to bookmark the site for quick reference later on.

Sincerely,

Steve Beaty Vice President, Accessories Marketing

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19. MEASURING SUPPLIERS: E-MAIL REQUESTING REVIEWS AT MICROSOFT Note: This message opens with the main idea. Reasons for the new procedure are clearly explained in the body. The listed evaluation factors illustrate that the writer has gone beyond the factors suggested in the case scenario. The writer makes appropriate forms easy to obtain and presents a way to provide consistency in the new evaluation process. The last paragraph closes with an offer to help answer any questions that the readers may have about the new process.

To: <Department Managers> Cc: Subject: Improving Independent Contractor Evaluations This month we will implement a new procedure to evaluate independent contractors.

These reviews will help us identify how well contractors are meeting our expectations. On the basis of accurate evaluations, we will be able to continue a strong relationship or end a substandard one.

By evaluating our independent contractors we not only help ourselves, we also help contractors by informing them of their performance. Your feedback will make it easier for your independent contractors’ to do their jobs, because they’ll know what we want and where they may be falling short. Moreover, when contractors do their jobs well, we’ll be able to give them a pat on the back—feedback that they can use to promote their products and services to others.

Independent contractors sell us products and services by promising to do better what we would otherwise have to do ourselves. Thus, they should uphold the same excellent standards that we expect of ourselves. Evaluation points used in the new system are similar to those we currently use for evaluating our own employees. Each of the following factors will be evaluated on a five-point scale of 1 (poor) to 5 (excellent):

• Cost (financial value) • Timeliness of delivery • Quality of product or service • Customer satisfaction • Innovation • Ease of dealing with independent contractor personnel Copies of the Independent Contractor Evaluation Form can be downloaded from the Employee Services Group webpage. Each department should use this form to maintain consistency in criteria and format across all evaluations.

Initial reviews should be completed by March 31, 2008. Additional reviews will follow every six months. Completed reports should be sent to Roxanna Frost, group program manager for the Executive Management and Development Group. If you have any questions, please contact Roxanna at extension 172.

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20. YES, WE DO PURPLE: INSTANT MESSAGE FROM LANDS’ END Note: Most enterprise instant messaging systems will be set up to introduce your name automatically, but you’ll also want to greet the customer using her name to lend a live, personalized feeling. Then get right to the information she’s requested, stating the good news.

Supply necessary details for completing the transaction in case she signs off without reply. Close courteously by inquiring if she needs further assistance. Signing your first name will probably be an option determined by company policy.

Hello Alicia, I’ve double-checked with our monogramming department and they assure me they can monogram your husband’s scarf using purple thread on the red background. If you order online, type your request in the special instructions box. By mail, write your instructions on the order. By phone, tell the operator. Can I help with anything else?

-- Jorge

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21. NO EXAGGERATION: SHORT E-MAIL DESCRIBING INTERNSHIP DUTIES Note: This message gets to the point and provides an appropriate level of detail. The effective subject line is key to reader understanding. The bulleted list provides consistency and clarity in the items described. The upbeat close indicates the value of the internship to both the reader and the organization.

From: Sarah Maxwell <s_maxwell@suddenlink.net> To: Maxine Minton <minton@techcorp.net> CC: BCC: Subject: Duties During HR Internship Dear Maxine: As you requested, here is my description of internship duties. During my internship I completed the following activities: • Shadowed HR employees to gain perspective on all activities of the department • Assisted other HR employees in completing quarterly reports • Prepared EEOC report for supervisor review • Helped department intranet representative redesign department homepage and accompanying links • Familiarized myself with the HR information system that supports the hiring process • Processed new employees and departing employees by entering data into the system, verifying the completion of forms, and proofreading forms for correctness • Assisted employee-benefits team by conducting research on health-care-provider options • Helped coordinate annual company picnic: designed project management list using project management software, reserved location, designed and distributed flyers, prepared memos, tracked attendance to plan food and beverage quantities, calculated quantities, planned and coordinated games for the picnic • Wrote article about the annual picnic for quarterly newsletter.

• Completed general office tasks, including answering phones, filing, obtaining supplies, and running errands Because of the variety of experiences this internship has provided, I now have a more complete understanding of the HR activities in a successful company. Thank you for the opportunity to expand my knowledge while contributing to this organization’s ongoing success.

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22. MEET THE PARENTS: BLOG POSTING ANNOUNCING THE ACQUISITION OF GOLDEN WEST Because this is an internal blog posting, the tone should be conversational. However, the subject matter is important and a potential source of concern to employees, so the tone should not be light-hearted or flippant.

Greetings, Most of you are aware of the Sandlers’s decision to sell controlling interest in the firm to Wachovia, one of the preeminent financial systems in the U.S. Over the coming weeks I’ll be providing more information about the transition. For now, I’d •like to highlight four main benefits of joining Expanded Customer Offerings.

Being a part Wachovia: of Wachovia will allow us to offer our customers more than just home mortgages; we will now be able to serve our customers better by offering them other financial services.

• Shared Corporate Values. The sale is a result of a careful selection process spearheaded by the Sandlers; like us, Wachovia values integrity, their customers, and teamwork.

• Uninterrupted World Savings Bank Operations. Existing branches of World Savings Bank will continue to operate; financial services from Wachovia will be added at a later date.

• Continued Commitment to Employees. Our company’s focus of providing excellent career opportunities for women and minorities will not change.

This sale will not only benefit our company as a whole, but it will benefit all of us individually as employees. I’ll be providing more information in the day and weeks ahead. Until then, please join me in celebrating this exciting time in our company’s history.

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23. ENVIRONMENTAL PLANNING: E-MAIL ANNOUNCING A COMMITTEE MEETING Note: The specific subject line helps orient the reader to message content. Details of location and time are presented early. The message states how long the meeting will last and what items are on the agenda. The writer specified who should contact her, and she made it easy to do so. She also personalized the e-mail with a salutation and closing.

From: Janelle Shell <jshell143@yahoo.com> To: Trash-Clearing Committee Subject: Next planning meeting Dear Trash-Clearing Committee members: Please attend the next planning meeting for the park trash-clearing event to be held on Earth Day. Date: Thursday, February 15, 2008 Time: 6:30 p.m.

Place: Western Sizzlin, 1250 Canal Boulevard We will meet in Room A, located at the back of the dining area. Once everyone has arrived, we will get in line and place our individual food orders. By working while waiting for our food to be served and continuing to work while eating, we should be able to conclude the meeting by 8 p.m.

The following items are on the agenda: o Identify ways to encourage public participation in the trash-clearing event o Estimate cost and time needed to implement ideas I’m sure that the more people we have at the meeting, the more good ideas we’ll have to discuss. Please e-mail me at the above address or call me at (985) 5860321 if you will not be able to attend the meeting.

Regards, Janelle Shell

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24. WHY ME? INTRODUCING YOURSELF TO A POTENTIAL EMPLOYER Note: This assignment allows students to research a particular company in which they are interested. In their podcasts, students should begin by introducing themselves and mentioning the position they are applying for, describe their background, and explain why the are the ideal candidate for the job. Students should take care to use concrete, colorful language. Here is a sample podcast:

Hello, I am Chelsey Vandenberg. [pause] I am applying for the Public Relations Specialist position within your company. [pause] I am currently attending Arizona State University and will be graduating this May with a BA in Communication with an emphasis in Public Relations.

In addition to my extensive public relations coursework, I am currently serving as president of our university’s Public Relations Student Society of America. In this role, I am responsible for overseeing work with an actual client. This year, our organization partnered with the Phoenix Bloodbank Project. Using my leadership and interpersonal skills, our group was able to develop and implement a marketing campaign encouraging high school students to donate blood. Our campaign received Honorable Mention at the Public Relations Student Society of America’s annual conference.

My experience working with the Phoenix Bloodbank Project overlaps with your company’s focus on health care. This project introduced me to the rigorous HIPAA standards and, having already worked within this realm, I know that I will be able to apply my skills to your company. I would welcome the opportunity to continue promoting the stellar work your company is doing within our company.

Thank securingyou for allowing me the opportunity to elaborate on my interest in a position with your company. I know that my experience both inside and outside of the college classroom would serve me well as a Public Relations specialist with your company.

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25. HI, MY NAME IS: INTRODUCING YOURSELF ON A BUSINESS NETWORK The challenge in this exercise is to work a number of facts and descriptive elements into a brief description; students need to focus on compact, efficient writing. Here is a sample:

My name is Randy Buckner, and I received a B.A. in economics from the University of North Carolina in 2004 and an MBA from UNC’s KenanFlagler Business School in 2006. From 2005 to 2007, I worked as a business systems analyst for Blue Cross/Blue Shield of North Carolina, and I plan to pursue managerial opportunities in this field now that I have my MBA.

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TRANSPARENCY MASTER 7-1

Chapter 7—Message 7.A: IM excerpt (poor version)

Agent:

Thanks for contacting Home Exercise Equipment.

What’s up?

Customer:

I’m having trouble assembling my home gym.

Agent:

I hear that a lot! LOL

Customer:

So is it me or the gym?

Agent:

Well, let’s see <grin> Where are you stuck?

Customer:

The cross bar that connects the vertical pillars doesn’t fit.

What do you mean it doesn’t fit?

Agent: Customer: Agent: Customer: Agent:

It doesn’t fit. It’s not long enough to reach across the pillars.

Maybe you assembled the pillars in the wrong place. Or maybe we sent you the wrong cross bar.

How do I tell?

The parts aren’t labeled so could be tough. Do you have a measuring tape? Tell me how long your cross bar is …

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

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TRANSPARENCY MASTER 7-2

Chapter 7—Message 7.A: IM excerpt (improved version)

Agent:

Thanks for contacting Home Exercise Equipment.

How may I help you?

Customer:

I’m having trouble assembling my home gym.

Agent:

Okay, let me get some information about your gym so I can help you with that. Do you still have the box?

Customer:

Yes.

Agent:

Great—the model number is located on the front near the UPC code. Please read that number to me.

It’s model number HG-8975.

Customer:

Thank you. What problem have you encountered?

Agent: : Customer Agent:

Customer: Agent:

The cross bar that connects the pillars isn’t long enough to reach across the pillars.

I understand. There’s a spacer in the box that can help with that. It’s a cylinder about 6 inches long with internal threads on one end and a connector on the other. Do you see that part?

Yes. What should I do with it?

Just insert one end of the cross bar into the threaded end of the spacer, tighten, and that will make the cross bar long enough to reach both pillars …

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

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TRANSPARENCY MASTER 7-3

Chapter 7—Message 7.B: Blog Posting excerpt (poor version)

[headline] We’re DOOMED!!!!! [post] I was at the Sikorsky plant in Stratford yesterday, just checking to see how things were going with the assembly line retrofit we did for them last year. I think I saw the future, and it ain’t pretty. They were demo’ing a prototype robot from Motoman that absolutely blows our stuff out of the water. They wouldn’t let me really see it, but based on the 10-second glimpse I got, it’s smaller, faster, and more maneuverable than any of our units. And when I asked about the price, the guy just grinned. And it wasn’t the sort of grin designed to make me feel good.

I’ve been saying for years that we need to pay more attention to size, speed, and maneuverability instead of just relying on our historical strengths of accuracy and payload capacity, and you’d have to be blind not to agree that this experience proves me right. If we can’t at least show a design for a better unit within two or three months, Motoman is going to lock up the market and leave us utterly in the dust. Believe me, being able to say “I told you so” right now is not nearly as satisfying as you might think!!

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

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TRANSPARENCY MASTER 7-4

Chapter 7—Message 7.B: Blog Posting excerpt (improved version)

[headline] Impressive Prototype from Motoman [post] I visited the Sikorsky plant in Stratford yesterday to check the status of the assembly line retrofit we performed for them last year. While there, I saw part of a demonstration of a prototype robot from Motoman. It was, to say the least, impressive. I witnessed only a small part of the demo, but from what I saw the robot was compact, fast, and incredibly maneuverable.

Motoman may be onto something with its emphasis on size, speed, and maneuverability. Our products are strong in terms of accuracy and payload capacity, but to remain competitive we may need to pay more attention to factors that have become our rival’s trademarks.

Instructor’s Resource Manual for Business Communication Today, 9E

.Upper Saddle River, N.J . 07458

CHAPTER 8: WRITING ROUTINE AND POSITIVE MESSAGES IMPORTANT CHANGES IN THIS EDITION • •

Communication miscues highlight box on lawsuits stemming from recommendation letters New model documents: Routine messages (Fig. 8.1), Effective message requesting action (Fig. 8.2), Effective IM response to information request (Fig. 8.5), News release announcing positive news (Fig 8.9), Congratulating a business partner (Fig 8.10)

CHAPTER OUTLINE Using the Three-Step Writing Process for Routine and Positive Messages Step 1: Plan Your Message Step 2: Write Your Message Step 3: Complete Your Message Making Routine Requests Strategy for Routine Requests State Your Request Up Front Explain and Justify Your Request Ask for Specific Action in a Courteous Close Common Examples of Routine Requests Asking for Information and Action Asking for Recommendations Making Claims and Requesting Adjustments Sending Routine Replies and Positive Messages Strategy for Routine Replies and Positive Messages Start with the Main Idea Provide Necessary Details and Explanation End with a Courteous Close Common Examples of Routine Replies and Positive Messages Answering Requests for Information and Action Granting Claims and Requests for Adjustment When Your Company Is at Fault When the Customer Is at Fault When a Third Party Is at Fault Providing Recommendations Creating Informative Messages Announcing Good News Fostering Goodwill Sending Congratulations Sending Messages of Appreciation Sharing Condolences

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LECTURE NOTES

Using the Three-Step Writing Process for Routine and Positive Messages Orders and other product transactions policies most day-to-day business communication concerns fairly routine matters: ForCompany a typical employee, Employees Operations Planning routine messages may take only a few moments.

Begin planning by analyzing your situation to make sure that Your purpose is clear You know enough about your audience to craft a successful message Continue planning by gathering all information your audience needs to know: Saves time for you and your audience Saves you and your audience the trouble of additional messages to fill the gaps Continue planning by selecting the medium most appropriate for your message and audience.

Finish planning by organizing your information effectively: Defining your main idea (usually well defined for routine business messages) Limiting your scope Selecting direct or indirect approach (usually direct for routine, positive messages) Outlining your content With some practice, you’ll be able to write most routine messages quickly.

Be sensitive to your audience’s needs by Maintaining a “you” attitude Being polite Emphasizing the positive Using bias-free language Strengthen your relationship with the audience by Establishing your credibility Projecting your company’s image Using a conversational tone, plain English, and the active voice Complete routine messages by Revising Reviewing content and organization Reviewing readability Editing and rewriting to make the message concise and clear Producing Designing your document to suit your purpose and your document Being careful with font selection, use of white space, and so on

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Proofreading Reviewing for typos Looking for errors in spelling and mechanics Spotting alignment problems Detecting poor print quality Distributing Balancing cost, convenience, time, security, and privacy Making Routine Requests You are making a request whenever you ask for something: Information Action Products Adjustments Routine requests have three parts: Opening (where you clearly state your main request) Body (where you give details and justify your request) Close (where you request specific action) To get right to the point smoothly and tactfully, you must Pay attention to tone Assume your audience will comply Be specific In the body of your routine request Make your explanation a smooth and logical outgrowth of your opening remarks.

When possible, point out how complying with the request could benefit the reader.

When using a series of questions in the body of your routine request, remember to Ask the most important questions first Ask only relevant questions Deal with only one topic per question The close of your routine request contains three important elements: A specific request (with a specific and appropriate time limit) Information about how to reach you (e-mail, phone, office hours, best time to reach you, etc.)

An expression of appreciation or goodwill (without thanking the reader “in advance”) Common examples of routine messages fall into several major categories, such as Asking for information and action Asking for recommendations Making claims and requesting adjustments Simple requests say What you want to know or what you want readers to do Why you’re making the request Why it may be in your readers’ interest to help you

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When requesting information or action, follow the direct approach.

Requests to company insiders are usually less formal in tone that requests to company outsiders.

Companies ask applicants to supply references: References are people who can vouch for your ability, skills, integrity, character, and fitness for the job.

Before volunteering someone’s name as a reference, ask that person’s permission.

When requesting a recommendation, use the direct approach: Open by clearly stating that you’re applying for a position and that you’re requesting a recommendation.

Also in the opening, you might recall the nature of your relationship, the dates of your association, and any special events that could spark a clear, favorable picture of you.

If you’re applying for a job, include a copy of your résumé.

If you don’t have a résumé, use the body of your letter to include any information that your reader might be able to use to support a recommendation.

Close with appreciation, and include the full name and address of the person to whom the letter of recommendation should be sent. (You might also mention a deadline.)

Include a stamped, preaddressed envelope for your reader to use.

A claim is a formal complaint you make when you’re dissatisfied with a product or service; an adjustment is a claim settlement, another way of requesting satisfaction.

Be sure to document your initial complaint and every correspondence after that.

Maintain a professional tone in your claim letters, no matter how angry or frustrated you are.

When making claims and requesting adjustments, assume that a fair adjustment will be made (especially in your first letter) and follow the plan for direct requests: In the opening, make a straightforward statement of the problem.

In the body, give a complete, specific explanation of the details, providing any information an adjuster might need to verify your complaint.

In the close, politely request specific action or convey a sincere desire to find a solution, and suggest that the business relationship will continue if the problem is solved satisfactorily.

Because companies usually accept the customer’s explanation of what’s wrong, it’s important to Be entirely honest and ethical when filing claims Back up your claim with any copies of invoices, sales receipts, canceled checks, dated correspondence, catalog descriptions, and any other relevant documents Tell the reader exactly what will return the company to your good graces Sending Routine Replies And Positive Messages When sending routine replies and positive messages, you have several goals: To communicate the information or good news To answer all questions To provide all required details To leave your reader with a good impression of you and your firm

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Routine replies and positive messages Have an opening, body, and close Are generally of interest to readers Usually use the direct approach In routine replies and positive messages, be sure to Open with your main idea (the positive reply or the good news) stated clearly and concisely Provide all the relevant details in the middle Close cordially, perhaps highlighting a benefit to your reader Most routine and positive messages fall into six main categories: Answers to requests for information and action Grants of claims and requests for adjustment Recommendations Informative messages Good-news announcements Goodwill messages Form responses may be used to reply to repetitive queries and are more effective if you Put extra care into the standardized wording of the message Try to accommodate as many individual situations and concerns as you can When you’re answering requests and a potential sale is involved, you have three main goals: To respond to the inquiry and answer all questions To leave your reader with a good impression of you and your firm To encourage the future sale When you receive a claim or request for adjustment, you Look at it as an opportunity to build customer loyalty Assume that the claim is an honest statement of what happened When your company is at fault, you need to be prepared for serious problems: Know your company’s policies.

Know your company’s crisis management plan, which outlines communication steps.

For most routine responses to claims, you must Acknowledge receipt of the customer’s claim or complaint Take (or assign) personal responsibility for setting matters straight Sympathize with the customer’s inconvenience or frustration Explain precisely how you have resolved, or plan to resolve, the situation Take steps to repair the relationship Keep the lines of communication open Follow up to verify that your response was correct When responding to claims, avoid negative steps: Don’t blame anyone in your organization by name Don’t make exaggerated apologies Don’t imply that the customer is at fault Don’t promise more than you can deliver

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ETHICAL DILEMMA: If responding bothers your conscience, how should you reply? You have recently taken a job with a leading accounting firm—which just happens to be the archrival of the accounting firm where you used to work. As you’re sitting in your office one bright afternoon, Jack McDougal, the man who recruited you, sticks his head in your door.

“We’re about to gear up for the college recruiting season. I’d like your advice. As you know, we compete for job candidates with the folks at your old firm. What’s our best bet for beating them? Do they have any weaknesses we can exploit? What tactics do they use that we should be using? Who are their best interviewers? What kinds of questions do they ask? What promises does the firm make to lure new employees? What do you think starting salary offers will be this year?”

McDougal notices your look of hesitation. He quickly adds, “I don’t expect you to answer me right now, but in the next couple of days, why don’t you jot down some ideas in a short memo.

I’d really like your help on this. Recruiting is one of the most important things we do here.”

Should you write the memo, and if so, what should you include?

Solution: When deciding what—if anything—to say, ask yourself how your former employers would react if they saw a copy of the memo. Don’t say anything you would be embarrassed to show them. If you decide to respond, you should limit your memo to your personal impressions.

You have the right to discuss your own experiences as a student who went through the interviewing process. You can legitimately explain the factors that influenced you to accept a job with your former employer, and you can comment on whether the experience lived up to your expectations.

You are on shakier moral ground, however, when you talk about specific interviewers and their tactics or when you speculate on salary offers. You should probably leave those topics alone.

Perhaps the best course is to level with McDougal. Tell him that even though your first loyalty is to your new firm, you feel uncomfortable passing on information about your former employer. When McDougal considers his request from your point of view, he will probably respect your decision if you prefer not to prepare the memo.

When the customer is at fault, you have two options: Refuse the claim and attempt to justify your refusal Simply do what the customer asks When the customer is at fault and you decide to grant the claim, you can Open with the good news Help your customer understand the situation by tactfully explaining in the body of your message that the merchandise was mistreated Close in a courteous manner that expresses your appreciation of the customer’s business When a third party is at fault, no general scheme applies to every case, but you will want to Evaluate the situation carefully Know your company’s policies before responding Respond with a message that explains how the problem will be solved

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When writing a letter of recommendation, your goal is to convince readers that the person being recommended has the characteristics necessary for the job or other objective the person is seeking.

When writing a letter of recommendation, you must include all relevant details: Candidate’s full name The position or other objective the candidate is seeking Nature of your relationship with the candidate Whether you’re answering a request or taking the initiative Facts relevant to the candidate and the opportunity A comparison of this candidate’s potential with that of peers (if available) Your overall evaluation of the candidate’s suitability for the opportunity When recommending a truly outstanding candidate, sound as believable as possible by illustrating your general points with a specific example or two If you must refer to a shortcoming, protect yourself by Sticking to the facts Avoiding value judgments Placing your criticism in the context of a generally favorable recommendation Before mailing a recommendation letter, ask yourself the following questions: Does the person receiving this personal information have a legitimate right to it?

Does all the information I’ve presented relate directly to the job or benefit being sought?

Have I put the candidate’s case as strongly and as honestly as I can?

Have I avoided overstating the candidate’s abilities or otherwise misleading the reader?

Have I based all my statements on firsthand knowledge and provable facts?

If the person’s shortcomings are so pronounced that you don’t think he or she is a good fit for the job, simply suggest that someone else might be in a better position to provide a recommendation.

Routine informative messages include Reminder notices and policy statements Employee notification of organizational changes, upcoming events, and so on Customer/supplier notification of shipping and return policies, sales discounts, and so on When you write informative messages, be sure to Begin by stating the purpose (to inform) and the nature of the information you are providing Provide necessary details in the body End with a courteous close Although most informative communications are neutral, some can be more sensitive and thus require additional care: in such cases be sure you highlight the benefits to the reader.

Use the direct approach for good-news messages, such as Opening new facilities Appointing a new executive Introducing new products or services Sponsoring community events

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A letter to a successful job applicant constitutes a legal job offer, so you should probably State salary as a monthly amount Keep the timing of performance evaluations and raises vague Avoid implying that the newly hired employee will be kept on, no matter what Good-news announcements are usually communicated by letter or press release (also known as a news release—a specialized document used to share relevant information with the local or national news media).

News release content usually follows the customary pattern for a positive message: Open by announcing the news Give details in the body Close positively News releases are not written directly to the ultimate audience (readers of a newspaper): You write the news release to interest an editor or reporter in your story.

The editor or reporter will write the material that is eventually read by the larger audience.

Write a successful news release by Making sure your information is newsworthy and relevant Focusing on one subject Putting your most important idea first Being brief Eliminating clutter Being as specific as possible Minimizing self-congratulatory adjectives and adverbs Following industry conventions for style, punctuation, and format The process of creating and distributing news releases is always improving with technological advances, such as Online distribution systems Special media pages on company websites * See Transparencies 42, 43, 44, and 45 for below-average and above-average examples of press releases.

Goodwill messages are friendly, unexpected notes with no direct business purpose.

To write effective goodwill messages, you must be sincere and honest: Avoid exaggerating.

Back up any compliments with specific points.

One opportunity for sending goodwill messages is to congratulate someone for Significant business achievements (promotion, filling an important civic position) Weddings Births Graduations Successes in a nonbusiness competition

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Another opportunity for sending a goodwill message is to show your appreciation and to recognize the contributions of business associates, such as employees, colleagues, and suppliers.

Your message of appreciation Makes the person feel good and encourages further excellence May become an important part of someone’s personnel file Must specifically mention the person or people you want to praise The strategy for writing condolences includes Opening with a brief statement of sympathy Mentioning the loved one’s good qualities or positive contributions, or stating what the person or business meant to you Closing by offering your best wishes Remember the following general suggestions when writing condolences: Keep reminiscences brief.

Write in your own words.

Be tactful.

Take special care to be accurate, correct, and prompt.

Write about special qualities of the deceased.

Write about special qualities of the bereaved person.

SPECIAL FEATURES COMMUNICATION MISCUES: When Recommendation Letters Lead to Lawsuits (p.

230) 1. Deciding whether or not to mention the employee’s tardiness depends on whether or not it affected his or her job performance. If the employee met deadlines, completed projects, worked well with others and was an asset to the organization, it would probably be best to avoid mentioning his or her tardiness in the letter. On the other hand, if the tardiness affected the employee’s performance in documented, verifiable ways, you should discuss it in the letter.

2. Responses will vary, but students should strive to present balanced assessments of their performance. Some students will outline only their strengths and achievements, while others will present modest evaluations of their work. Use the exercise to help them understand that a balanced recommendation letter usually has more of a positive impact than one that presents a “perfect” candidate.

DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts From: CustomerCare@weprint.com Date: Wednesday, November 3, 2008, 8:48 AM To: rpleskunas@gorgetracker.com Subject: Your Electronic Business Card Is Ready

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Dear Richard: In response to your order dated November 2, 2008, I am pleased to inform you that we have now configured your electronic business card and you can link to our website to download it to your computer system at your convenience. Your electronic business card is ready for you to install!

[Don’t bury main idea] Please follow these easy steps to access your account and install the card. You will need the email address and password that you used to register with us.

To install your electronic business card: Link to www.weprint.com/vp/ns/my_account/my_ecards.asp, then go to the "My Account" page, click “My Electronic Documents,” find the appropriate file and click “Download,” save the program to your desktop (do not alter the filename), and when the download is complete, click “Open” to launch the installer, which will guide you through the installation.

WePrint Electronic Business Card Installation Instructions: 1. Click the link below to log on to your WePrint account, using your existing username and password: www.weprint.com/vp/ns/my_account /my_ecards.asp 2. On the "My Account" page, click “My Electronic Documents.”

3. Find the appropriate file and click “Download.”

4. Save the program to your desktop (do not alter the filename).

5. When the download is complete, click “Open” to launch the installer.

6. Follow the steps to install your electronic business card. [Clarify necessary detail.]

Your installation program for this electronic business card will be accessible for 30 days from this date. If you have not installed your card by the expiration date, the installation program will be deleted from our system. Please install your card prior to the expiration date to be sure you safely retrieve it before the information is deleted from our system. [Put negative information into favorable context.] Easy instructions in the installation program will help you set up your electronic business card to work with the e-mail program you currently use. If you have any problem with this, you will find a help-line number on the instruction page to call for assistance.

You’ll soon be enhancing your electronic communications with the same great custom graphics that you created for your WePrint business cards![run in. Use resale and positive reinforcement.]

WePrint provides the highest quality, full-color printing at the lowest prices—guaranteed! We hope that you’ll visit our website again and trust that you’ll find many additional products there to improve your business. You’ll find additional products on our website (www.weprint.com) to help you improve your business with fast, easy, and affordable custom printing. [Avoid implying inadequacy with a lack of confidence (hope, trust).]

Best regards, The WePrint Customer Care Team

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Multiple Choice Options (correct answer is underlined) 1. Choose an opening that does a better job of getting right to the point than this sentence: “In response to your order dated November 2, 2008, I am pleased to inform you that we have now configured your electronic business card and you can link to our website to download it to your computer system at your convenience.” a. “Thank you for your recent order from us.” b. “We are pleased that you have chosen to do business with WePrint, where customer service comes first.” c. “Your electronic business card is ready for you to install!” d. “The following information is being sent to you via this e-mail because of your recent online order from WePrint.”

2. Select the option that explains how to improve this sentence: “To install your electronic business card: Link to www.weprint.com/vp/my_account/my_ecards.asp, then go to the "My Account" page, click “My Electronic Documents,” find the appropriate file and click “Download,” save the program to your desktop (do not alter the filename), and when the download is complete, click “Open” to launch the installer, which will guide you through the installation.” a. It’s too long; break it into multiple sentences but keep them in the same paragraph. b. Clarify these necessary details by presenting the information in a list of numbered steps. c. Move the sentence to the last paragraph for easy reader reference. d. End the sentence after the hyperlink; remaining instructions can be presented on the website.

3. Select a better option for presenting the negative information contained in this sentence: “If you have not installed your card by the expiration date, the installation program will be deleted from our system.” a. “Please install your card prior to the expiration date to be sure you safely retrieve it before the information is deleted from our system.” b. “When the 30 days have expired, the information will be deleted from our system, so do not delay.” c. “Once the 30 days have elapsed, you will no longer be able to retrieve your electronic business card from our system.” d. “Do not delay! This information will be deleted from our system after the expiration date.”

4. Choose the option that describes what is wrong with this sentence: “If you have any problem with this, you will find a help-line number on the instruction page to call for assistance.” a. It should include the help-line number. A better option: “If you have any problem with this, please call 1-800-555-3348 for assistance.” b. It suggests that the reader might have problems with the product. Omit the sentence. c. It should include a link to a website page that can supply more instruction. A better option: “If you have any problem with this, you can call the help-line number on the instruction page or link to a customer service page for further assistance.” d. It doesn’t reinforce the reader’s buying decision. A better option: “You’ll soon be enhancing your electronic communications with the same great custom graphics that you created for your WePrint business cards!”

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5. Choose a closing that doesn’t imply inadequacy like this sentence does: “We hope that you’ll visit our website again and trust that you’ll find many additional products there to improve your business.” a. “If you have further questions or need additional assistance, please don’t hesitate to contact us.” b. “You’ll find additional products on our website (www.weprint.com) to help you improve your business with fast, easy, and affordable custom printing.” c. “We hope you’ve found these instructions helpful and will visit our website frequently for your business communication needs.” d. “If you find a better price elsewhere, please let us know and we will try to match it if we can!”

Final, Improved Version From: CustomerCare@weprint.com Date: Wednesday, November 3, 2008, 8:48 AM To: rpleskunas@gorgetracker.com Subject: Your Electronic Business Card Is Ready

Dear Richard: Your electronic business card is ready for you to install!

Please follow these easy steps to access your account and install the card. You will need the e-mail address and password that you used to register with us.

WePrint Electronic Business Card Installation Instructions: 1. Click the link below to log on to your WePrint account, using your existing username and password: www.weprint.com/vp/ns/my_account/my_ecards.asp 2. On the "My Account" page, click “My Electronic Documents.”

3. Find the appropriate file and click “Download.”

4. Save the program to your desktop (do not alter the filename).

5. When the download is complete, click Open to launch the installer.

6. Follow the steps to install your electronic business card.

Your installation program for this electronic business card will be accessible for 30 days from this date. Please install your card prior to the expiration date to be sure you safely retrieve it before the information is deleted from our system.

Easy instructions in the installation program will help you set up your electronic business card to work with the e-mail program you currently use. You’ll soon be enhancing your electronic communications with the same great custom graphics that you created for your WePrint business cards!

WePrint provides the highest quality, full-color printing at the lowest prices— guaranteed! You’ll find additional products on our website (www.weprint.com) to help you improve your business with our fast, easy, and affordable custom printing.

Best regards, The WePrint Customer Care Team

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COMMUNICATION CHALLENGES AT CONE, INC. (pp. 236-237)

Individual Challenge The main purpose of the letter is to motivate people to contact the local volunteer coordinator and •get involved.

Opening: One Acknowledge past monetary contributions and the benefits they have enabled. possible solution: Briefly create context around kids and the risky hours of 3:00 p.m. and 6:00 p.m. Sketch the additional programs but emphasize tutoring and the need for qualified volunteers.

• Body: Reinforce the mission of the Kids Café program (create a safe, nurturing environment that keeps kids out of trouble). Add more detail about the additional programs and the benefits they are already delivering on a limited basis. Ask the reader to get involved or pass the letter along to others who might be willing and able to help.

• Close: Provide essential information: when and where volunteers are needed; whom to contact, and how to reach them (phone, e-mail). Express goodwill by reiterating thanks for past support and expressing your appreciation for whatever help they can provide now.

Team Challenge This type of situation is all too common in business: good intentions don’t always produce good ideas. The cons outweigh the pros of adding a request for more time from existing volunteers.

• •

•

Pros: People receive a lot of junk mail, even from the organizations they support. Sending a single message with a dual-purpose letter would show respect for their time and attention.

Cons: Diverting a message away from its intended purpose can weaken its impact or even induce the opposite reaction. In this case, the purpose of the letter is to express appreciation for the time and effort people have contributed to the tutoring program. For most people, it’s easier to give money than time so any attempt to extract more time from existing volunteers could drive them away.

Suggestion: If certain parts of the program need more volunteers (or volunteer hours), those needs should be addressed with a new, separate recruiting program directed at people who are not currently volunteering. The recruiting materials could highlight the success of the tutoring program, perhaps by using quotes from the participants (volunteers and kids). The materials could also describe the number of volunteers, their employment status (relative percentages of fulltime, part-time, unemployed, retired, students), and the average number of hours each category donates.

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TEST YOUR KNOWLEDGE (p. 238) 1. A request is routine when it’s part of the normal course of business and the audience is likely to comply.

2. When asking a series of questions in a request, the writer should (1) ask the most important questions first, (2) ask only relevant questions, and (3) deal with not more than one topic per question.

3. The body of an order request should include columns for details such as product description, catalog number, name or trade name, color, size, and unit price. The close should include the delivery address, the preferred method of shipment, and payment information.

4. Because your readers will be interested or neutral, you can use the direct approach for most routine messages.

5. Since routine messages use the direct approach, state your actual request in the opening, use the middle for explanation and justification, and close by requesting specific action.

6. A claim is a formal complaint documenting the writer’s dissatisfaction with a product or service.

In contrast, an adjustment is a claim settlement.

7. In a message granting a claim, what you say will vary, depending on whether your company, your customer, or a third party is at fault. If you’re granting the claim and your company is at fault, your message must be carefully worded to protect the company’s image and to regain the customer’s goodwill. If you’re granting the claim and the customer is at fault, you can start off with the good news that you’re granting the claim then and use the body to help the customer realize what went wrong (in a nice way, of course). If the fault lies with a third party such as a transportation carrier, you can use the message to say only that the claim is being granted, or you can also stress an explanation of the circumstances so that the customer realizes your company wasn’t negligent.

8. When responding to a request for a recommendation about a job candidate whose performance was poor, stick to the facts, avoid value judgments, and couch your critical comments in the context of a generally favorable recommendation. Omitting negative information that is both truthful and relevant may be unethical and illegal.

9. When writing a goodwill message, you sound more sincere if you avoid exaggeration and back up any compliments with specific evidence, rather than simply offering unrestrained praise.

10. When writing a condolence message, write about the special qualities of the deceased person and of the person you’re writing to. Recount a brief reminiscence, using your own words. Be tactful, and take special care to send your message promptly.

APPLY YOUR KNOWLEDGE (p. 238) 1. Explaining how responding to your request may benefit your audience is one aspect of the “you” attitude. Doing so accommodates the reader’s need to understand why he or she should make your request a priority, and increases the likelihood that you will receive a

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desirable response.

2. It’s usually best to avoid an outright apology such as “Boy, we really blew it that time, didn’t we?” Yet you can’t avoid taking responsibility for a mistake that has been made. Word your response carefully, emphasizing the good news about what you are doing to provide compensation and to improve circumstances. Be sure to balance your humility over the mistake with your responsible handling of the claim and your fairness in making the adjustment.

3. It would be best to request more information from the candidate before writing the letter.

Recommendation letters containing only vague assessments of a candidate’s performance and abilities do not have as much of an impact as those that provide specifics to back up the positive statements. You could contact the candidate and ask him or her to refresh your memory regarding past duties and accomplishments.

4. Before risking your own job status by making a public or even a private fuss over this problem, review the e-mails you’ve been sending Jackson. Do they begin with a direct statement of the request or main idea? Do they justify, explain, and give sufficient detail about your request? Are they worded courteously, closing with a simple explanation of the action you want Jackson to take and making it easy for him to comply? (For instance, have you provided your phone extension number and the time he can reach you if he has questions?)

If you’ve followed these guidelines, then you’ll want to take another look at the body of your messages. Could you make the information more clear by numbering points? By eliminating unnecessary details, opinions, or observations? Do you send too many requests too often? You might also include a time-frame in which you expect Jackson to respond, such as, “I’ll look for your report early next week” (and give him your phone number so that he can contact you if there’s any delay). Blaming Jackson for the problem should be your last resort. First be sure that you’ve done all you can to make his compliance easy.

5. A well-thought-out and well-written request for adjustment serves both your needs and the needs of your supplier, whose job it is to satisfy you, a valued customer. So even if you don’t have the proper documentation, make your request in a courteous, comprehensive fashion. You might be surprised by how easily your well-presented case is accepted by the supplier and how quickly you receive a favorable response. On the other hand, even if your request is refused because you lack documentation, your letter will alert the supplier to a potential problem that could cost the company your business in the future.

PRACTICE YOUR KNOWLEDGE Messages for Analysis (pp. 238–239) Message 8.A The message fails to communicate well for the following reasons: 1. The message tells readers more information than they need (the dining hall is closing for financial reasons, and college students can be hard on equipment).

2. The tone of the message is too chatty and familiar.

3. The type of microwave is not specified.

4. The number of microwaves to be ordered is specified only as “big.”

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5. The electrical requirements of the dorm rooms should be included. * See Transparency 46 for an improved version of this letter. * See Transparency Masters 8-1 and 8-2 at the end of this chapter guide for poor and improved versions of this letter.

Message 8.B The letter does not communicate effectively for the following reasons: 2.

Proof ofbusiness-supply purchase is not included.

1. The local store is not specified.

3. The letter offers unnecessary information in the second sentence.

4. Information on computer specifications is not included.

5. The writer doesn’t specify which action is being requested.

6. Because of a lack of information, resolving the problem will take much longer than necessary. * See Transparency 47 for an improved version of this letter. * See Transparency Masters 8-3 and 8-4 at the end of this chapter guide for poor and improved versions of this letter.

Message 8.C The tone of this letter is too informal, and the organization is poor.

1. Use a direct approach and begin with the good news (Your check is on its way!).

2. Follow the good news with clarifying detail.

3. The housekeeping and maintenance engineer are not clearly identified, and references to theminspector are confusing.

4. In the last paragraph, the writer sounds condescending.

5. The writer should be available for any necessary follow-up. To encourage future business, the good writer will remind the customer that the goal of the company is to provide good service. * See Transparency 48 for an improved version of this letter. * See Transparency Masters 8-5 and 8-6 at the end of this chapter guide for poor and improved versions of this letter.

Message 8.D This letter of recommendation takes too long to get to the point. It provides very little useful information and lacks objectivity.

1. The letter begins with a lengthy and unnecessary explanation of why the letter was forwarded.

2. The me-oriented opening fails to state the purpose of the letter. The name of the job candidate isn’t even mentioned until the end of the paragraph. Furthermore, the writer’s stand-offish, selfimportant tone is likely to annoy the reader. The tone is offensive and egotistical, implying that

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the reader should have written to the human resources director in the first place, not to the president of the company.

3 No reference is made to the reader’s right to receive the information. . The letter reveals discretionary information from Nick Oshinski’s personnel file. Because of 4 laws governing confidential information, the writer should not reveal details about . performance reviews or number of vacation days taken.

5. 6.The writer’s opinion is irrelevant and potentially libelous.

The writer obviously does not know Oshinski and should not comment on his performance 7. except to report the starting and ending dates of his employment.

8. The tone of the rewritten letter should be professional and not chatty.

The rewritten letter should end on a positive, helpful note. (Offering an alternative is a good idea.) * See Transparency 49 for an improved version of this letter. * See Transparency Masters 8-7 and 8-8 at the end of this chapter guide for poor and improved versions of this letter.

Exercises (pp. 239–240) 8.1

a. Thank you for your recent e-mail request for technical support related to your cable Internet service. To help us address your questions quickly and thoroughly, please visit www.rapidnet.com/techsupport/ticketID88903 and take a few moments to provide some additional information. We look forward to hearing from you. b. We are sorry for the inconvenience you experienced with your lost luggage. Please email us a detailed list of the lost items and complete the following survey so that we may compensate you as quickly as possible. (Subject: Response to your lost luggage claim) c. Your résumé is impressive. We would like to meet with you on June 15 at 1 p.m. Please let us know by Friday, June 1, if this date and time are convenient for you. (Subject: Schedule an interview) d. Starting Monday, we will place white plastic recycling bins next to every elevator door in the building. Please use these bins to recycle your unwanted paper, and help save our environment. (Subject: New recycling program)

8.2

a. Please attend our special, by-invitation-only 40% off sale on November 9. b. You’ll receive a tote bag and a voucher for five iTunes downloads with every $50 donation to our radio station. c. The director plans on arriving at Monday’s 11:00 a.m. meeting a bit early. d. Paul Eccleson reviewed newer types of order forms at today’s meeting. If you have questions regarding these forms, please call Paul at his office.

8.3

Student responses will vary, depending on the greeting they choose. If they select a greeting that offers praise for a job well done or for the completion of a difficult task, they should personalize it by mentioning something specific about the job or the person. If students are sending this to a business colleague, they should use a cordial but not overly familiar close. a. Because you will be communicating this informational message to all employees, e-

8.4

mail would be an efficient and effective medium to use. You might also want to post a notice on all company bulletin boards.

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8.5

b. Either place a reminder phone call to the customer or send him a reminder postcard.

Both messages should be brief and informal since this is a good customer who usually pays on time. If you receive no payment within 15 days, follow up with a formal letter.

Students should remove any vague, excess, and impolite wording. These are sample rewrites: a. Please call to schedule an appointment by May 15. This will allow enough time for ordering the parts needed to get your air conditioning system ready for the summer season. b. Please send your catalog by December 1 so that I can plan my Christmas purchases. I look forward to learning more about your products. c. To schedule an appointment with one of our knowledgeable local mortgage specialists, please call our hotline at 1-800-555-8765. Our specialists can answer your questions about mortgage rates, closing procedures, or any other aspect of the mortgage process. We want to make your home-buying experience a pleasant one.

8.6 This exercise involves deciding between simply honoring the customer’s claim and going one step farther to help the customer find a more compatible product. Students will likely have differing opinions on the best option. Going beyond a simple refund could restore the customer’s confidence in your company by reassuring him that your company truly cares about its clients.

CASE SOLUTIONS On the following pages are suggested solutions for this chapter’s cases. They are complete and fully formatted so that you can copy them onto acetate transparencies. * Ready-made transparencies are available for the following cases. Each case has two solutions—one below average and one above average (which matches the solution in this manual): Case 2, Trans-global exchange: Instant message request for information from a Chinese manufacturer (Transparencies 50 and 51) Case 3, Tracking the new product buzz: Text message to colleagues at a trade show (Transparencies 52 and 53) Case 6, Unhappy Customer: Claim letter requesting an adjustment (Transparencies 54 and 55) Case 13, Temper, temper: E-mail reminder to employees about technology failures (Transparencies 56 and 57) Case 18, Lighten up: E-mail replay to a website designer at Organizers Unlimited (Transparencies 58 and 59) Case 21, Satellite farming: Letter granting credit from Deere & Company (Transparencies 60 and 61) Case 22, Leveraging the good news: Blog announcement of a prestigious professional award (Transparencies 62 and 63) Case 26, Our sympathy: Condolence letter to an Aetna underwriter (Transparencies 64 and 65).

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1. BREATHING LIFE BACK INTO YOUR BIOTECH CAREER: E-MAIL REQUESTING A RECOMMENDATION Because you are reversing a major career decision made only three years ago, a brief explanation will help your reader understand your though process and your purpose in asking for the letter. Remind Morris of several key accomplishments that would be helpful to include in the letter, and be sure to specify a date by which you’d like to receive it.

Date: Fri, 3/20/08 5:43 PM From: Rosario Gilette <gilette2112@hotmail.com> To: Calvin Morris <c.morris@cellgen.com> Subject: Request for letter of recommendation Hello Calvin: I hope you’ve been well since we spoke last year. I continue to keep up with news regarding the biotech industry and Cell Genesys in particular—I can hardly believe it’s been three years since I left! The reason I’m writing today is to announce a career change and ask if you would be able to provide me with a letter of recommendation.

As you may recall, I left Cell Genesys in order to find employment in a more stable industry. It was a tough decision, but at the time I felt that financial stability had to take precedence over my passion for working in biotech. I’m happy to say that I’ve done well in the grocery industry, but these three years have taught me that biotech is my true calling. I am therefore planning to move back into the industry, even with its occasional ups and downs.

Of the many successful projects I worked on during my seven years at Cell Genesys, three in particular come to mind as possible points to mention in the letter: •

Supervising the automation of the recruiting process, allowing us to handle 20 times the

•

number of applicants with the same number of HR staffers Selecting and implementing the online training system that allowed the company to

•

reduce training downtime by 40 percent Coordinating the transfer and orientation of the 65 employees who joined us when we acquired BioLink in 2002

I’ve attached a current copy of my résumé as well. Naturally, any other points you would like to include would be more than welcome.

I plan to begin applying around April 15 if you would be able to provide the letter by then. For your convenience, I’ve enclosed a stamped envelope with my new address. I appreciate your time and effort in writing this letter. Thank you for your assistance.

Sincerely, Rosario

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2. TRANS-GLOBAL EXCHANGE: INSTANT MESSAGE REQUEST FOR INFORMATION FROM CHINESE MANUFACTURER This opening message in your chat requires a gentle, careful approach given the language and cultural differences it must bridge. Use a slightly more formal greeting than you would in the United States. Then, instead of demanding to know what is holding up production, offer your assistance. Doing so will avoid blame or criticism while indirectly encouraging the recipient to supply the information you need by describing a benefit. You can follow up in subsequent messages to request more details, as the interactive exchange progresses.

Greetings, Kuei-chen.

I hope your trip was successful. Please let me offer my assistance to help in your efforts to correct the problems delaying production of the fiber-optic lamp, Product # 3347XM. For example, if the problem involves a faulty part, I can suggest a new supplier for this part. If you will explain your needs, then I will do what I can to help from here.

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3. TRACKING THE NEW PRODUCT BUZZ: TEXT MESSAGE TO COLLEAGUES AT A TRADE SHOW Short messages can be among the most difficult to write because every word—even every character—must count. For this message, be sure to specify exactly what you would like the audience to do, including what the new product is, where they can find it, and what sort of information you hope to learn.

Have you seen Trickster’s new controller-cam in Booth 1064?

Looks hot! Please listen for buzz at the show, in hotel lobbies, etc.

Are people talking about it?

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4. STEP ON IT: LETTER TO FLOORGRAPHICS REQUESTING INFORMATION ABOUT UNDERFOOT ADVERTISING Open with a brief explanation of the situation. Emphasize Schwinn’s immediate interest in purchasing ads, which may also encourage Floorgraphics to make Better Bike & Ski a good leasing offer. List multiple questions for easy reading and response. Hint at future business to encourage compliance with the more difficult photo request. Close by restating Schwinn’s interest in supporting the action request.

BETTER BIKE & SKI SHOP 120 North Second St., Aspen, CO 81612 (970) 555-8933 FAX (970) 555-8934 betterbike@earthlink.net July 15, 2008 Richard Rebh, CEO Floorgraphics, Inc. 5 Vaughn Dr. Princeton, NJ 08540 Dear Mr. Rebh:

Our Schwinn bicycle representative, Tom Beeker, has urged us to contact you about the potential for increasing our income (and Schwinn’s) through the use of floor advertising created by your company. Schwinn would like to purchase such ads in our small sporting goods store as soon as possible. Mr. Beeker suggested you could answer our questions about Floorgraphics’ methods and leasing policies.

1. What leasing terms do you offer a store like ours?

2. What commission do you pay retail outlets for the ads you sell?

3. Can you supply figures or examples of sales increases from other stores now leasing space to you for floor ads?

4. Are the ads safe for our floor surfaces over the long term?

5. Will they stand up to our regular cleaning and waxing solutions?

6. Who is responsible for their installation and removal?

7. Can you tell us more about your plans for animated floor ads?

Can you also provide photographs of your ad placements in other small retail stores? If I like what I see, I’ll be most interested to discuss terms with you.

Schwinn is eager; perhaps we can resolve this quickly if you call me at (970) 555-8933 between 7 a.m. and 4 p.m. MT, Tuesday through Saturday. Or if you’d prefer to send a representative, I’m usually in the store during those hours.

Sincerely, Mary Utanipak, Owner

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5. AIR RAGE FIASCO: LETTER REQUESTING REFUND FROM BRITISH AIRWAYS Use the direct approach, stating the request up front. Follow with details, beginning with the most specific (name, flight number, reason for the request). Imply that more serious compensation could have been requested, and express confidence that the refund is assured. Finally, offer further incentive for compliance by mentioning the possibility of future business. Because British Airways is an international company, use a formal tone throughout.

RICHTER OFFICE SOLUTIONS 221 Battery St., San Francisco, CA 94111-3326 (415) 565-3990 Fax: (415) 565-3993 www.richteros.com March 19, 2008 British Airways Ticket Refunds USA 75-20 Astoria Blvd.

Jackson Heights, NY 11370 Dear British Airways: Please refund my one-way, business-class airfare in the amount of $1155.06. I was a passenger on your ill-fated Flight #5472, from London to New York, Friday, 16 March 2008. This flight was disrupted by a dangerously unruly passenger, who was arrested when the plane landed (two hours behind schedule). A copy of my ticket stub is enclosed for your reference.

Your ground personnel in New York suggested that by my writing to you, my company would be awarded a full refund. The eruption of mid-flight violence and ensuing struggle was terrifying.

But worse, the delay caused me to miss an important business presentation.

Thank you for your offer of compensation. Please make the check out to Richter Office Solutions and mail it to the address in the letterhead.

I commend your in-flight and ground personnel for their poise, professionalism, and quick-witted response to this unexpected and dangerous "air-rage" incident. Because our employees frequently travel overseas on business, safety and trust are of great concern to Richter Office Solutions. We trust British Airways will continue to impress us with its concern for passenger safety and satisfaction.

Sincerely,

Samantha Alberts Vice President, Sales Enclosure rg

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6. UNHAPPY CUSTOMER: CLAIM LETTER FROM YOU REQUESTING AN ADJUSTMENT Assuming that a fair adjustment will be made, the writer uses the organization plan for a direct request. The first paragraph requests a replacement product. The middle paragraph explains all the details: why Frye is writing the manufacturer, what Frye has already done to attempt to solve the problem, and when the watch was actually purchased. The first sentence in the closing paragraph provides an incentive for the company to honor the claim. Frye also makes it easy for the customer service representative to contact her and has enclosed a copy of the relevant document.

533 St. Charles St. Thibodaux, LA 70301 September 8, 2008 Customer Service Department Calvin Klein, Inc. 205 West 39th Street New York, NY 10018 Dear Customer Service Representative: The CK Ladies’ Gold Plated watch that I purchased three months ago has stopped. I need your assistance in obtaining a replacement.

I purchased the watch at Wilson’s Jewelry in Thibodaux, Louisiana. However, Wilson’s Jewelry went out of business last month, and I am unable to return the watch to the store to obtain a replacement. To make sure the problem was not simply a dead battery, I did have the battery checked at another jewelry store; the battery tested fine. The watch has not been dropped or placed under water. A copy of my sales receipt for $159.94 is enclosed to verify my purchase on June 4, 2008.

This is my first Calvin Klein watch, and I am anxious to resume wearing it. Please let me know how I can return the watch in exchange for a working replacement. You can reach me at the above address, by phone at (985) 448-1234, or by e-mail at lfrye123@cox.com.

Sincerely,

Linda Frye Enclosure: Copy of sales receipt

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7. A JUICY POSITION: E-MAIL REQUESTING INFORMATION ABOUT CAREERS

AT JAMBA JUICE Use an informative subject line, a lot of white space and a style that is direct, uncluttered, and brief.

In the opening, promote a personal reply with compliments and the hint of a mutually beneficial result. In the close, include details that will help the reader see Panico as the candidate Jamba Juice is looking for. Omit phone numbers, but include a post office box to facilitate mailing of materials.

Date: Fri 27 September 2008 11:07:33 –0800 From: Thomas Panico <tpanico@aol.com> To: careers@jambajuice.com Subject: Management career questions Dear Recruiter: Your website describing management careers at Jamba Juice has impressed me greatly. Your management incentives and my studies in business seem like a good match. But before I apply, I have a few questions.

Please send me additional information on the following programs: * The General Manager J.U.I.C.E. Plan * End-of-year bonuses * Retention bonuses for general managers * Minimum guaranteed bonuses for meeting customer service goals Also, could you tell me * What qualifications do you look for in management candidates? * Does initial training require travel to your corporate headquarters? * What locations currently have openings for new managers?

Your company has impressed me with its health-oriented products and its efficient operations, which I’ve been able to observe while working out at 24-Hour Fitness. I am interested in joining a company that I can work for while attending school and then advance after I complete my studies.

I already know and enjoy your products, and I’m familiar with your customer base.

Please send any hard-copy materials to me at P.O. Box 3899, Chandler, AZ 85244 Sincerely, Thomas Panico

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8. BLOCKBUSTER SHAKE-UP: MEMO REQUESTING INFO FROM RETAIL MANAGERS Begin the e-mail with a cordial opening, thanking managers for their previous cooperation and then making the direct request to complete the survey. Close by mentioning additional benefits to encourage response by the requested date. Also reassure readers that Blockbuster’s current upheavals will have positive results. Organize the survey to simplify responses while still allowing managers to provide more extensive commentary if they wish.

Date: 8 May 2008 11:07:33 –0800 From: Tom Dooley <tdooley@viacom.com> To: managers@blockbuster.com Subject: Recent Cash Flow and Consumer Response - Survey Thanks go to you and your staff for your hard work and cooperation during the reorganization of your stores. We believe revenues will rise to new heights if we re-emphasize movie and game rentals as Blockbuster’s core business and reduce the visibility of our sideline retail products.

However, we want to be certain that these changes are having the positive effect on your cash flow that we all expect and look forward to.

To help us make that determination in a timely manner, please respond to the following survey questions and e-mail them back by the end of next week. Please answer concisely, but feel free to include relevant details and explanations.

Your input is valuable not only to help headquarters improve service to you but also to help us all improve service to our customers. By returning this survey before May 15 to my attention, you will help Blockbuster thrive in a marketplace that critics say we cannot conquer. Blockbuster must choose wisely and serve its customers well, but I firmly believe that the video-rental business is healthy, growing, and profitable.

Thank you for your cooperation and support. You make Blockbuster North America’s premiere “place to go to rent movies and games!”

PLEASE TYPE YOUR NAME AND STORE LOCATION HERE I. When your store was configured to emphasize retail products (magazines, sale DVDs, tie-in toys), A. Has your overall cash flow increased or decreased? _____________ B. What percentage of each transaction consisted of retail purchases? _____________ II. After the recent reconfiguration to de-emphasize retail products, A. Has your overall cash flow increased or decreased? ____________ B. What percentage of each transaction now consists of retail purchases? _____________ C. Have you noted any significant overall change?_____________ III. Regarding store layout:

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A. Have you observed any changes in consumer reaction to the store layout?_____________ B. Have you received feedback from regular customers about the recent layout changes? _____________ IV. Regarding DVDs and games: A. Which items make up most of your cash transactions: rental or sales? _____________ B. Of those who buy DVDs and games, do most buy new or used ones? _____________ C. Do customers ever leave empty-handed when current rental hits are unavailable?_____________ D. Do customers ever leave empty-handed when current sales hits are unavailable?_____________ V. Regarding re-emphasizing DVD and game rentals: A. Has this strategy improved your business?

How? __________________________________________________________________________ __________________________________________________________________________ B. If not, what do you think is the reason for the lack of change? __________________________________________________________________________ __________________________________________________________________________ VI. Please offer any suggestions for improving consumer relations and bottom-line performance. ___________________________________________________________________________

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9. HERE’S HOW IT WILL WORK: EXPLAINING THE BRAINSTORMING PROCESS Begin by envisioning readers’ interests and needs. Since this is part of a message that will be posted on a product blog, it needs to be compelling, easy to understand, and specific. Pay attention to formatting, since making the text easy to skim may increase the audience’s willingness to read it.

Here is one possible revision:

Be yourself. Don’t try to “think like an advertising specialist.” Your responses to each challenge should reflect your own unique perspective, so tell us what you really think.

Be spontaneous. This is not the time to worry about issues like spelling, punctuation, and word choice. The important thing is to record your ideas as quickly as possible.

Be creative. You’ll submit your responses anonymously, so don’t be afraid to take some risks. No one will say, “I can’t believe you said that!”

Be “impractical.” Some of the best ideas are those that sound impractical at first. If yours would require a great deal of time, effort, and/or resources to enact, we still want to hear about them!

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10. LISTENING TO BUSINESS: USING THE IPOD TO TRAIN EMPLOYEES Audio-only instructions present two major challenges. First, without the benefit of visuals, you’ll need to take extra care to describe parts and procedures. (In many cases, a podcast would be accompanied by some manner of graphical support.) Second, because listeners can’t skip back and forth as easily as they can with printed instructions, every instruction needs to be clear, and the instructions need to follow each other in logical order. The brief excerpted example here describes the steps necessary to assemble a home weather station. (Adapted from “Assembly Instructions for the 1-Wire® Weather Station V2.0/V3.0,” AAG Electronica website [accessed 2 August 2007] www.aagelectronica.com.)

Before you begin assembling your weather station, verify the operation of the pause button on your music player. Whenever you hear the word “pause” after an instruction, press the pause button, complete the step, then press the pause button again to resume the audio. Press pause now to test.

Begin by carefully removing the weather station housing from the protective plastic bag.

Pause.

Next, locate the weather vane, the part that looks like a large arrow. Pause. You will attach it to the shaft that runs vertically through the weather vane housing. Locate the bottom of the housing by looking for the serial number label. Remove the outer nut from the shaft. Be sure to leave the inner nut in place. Pause. Slide the vane onto the shaft, then secure it by replacing the nut that you just removed. Pause.

Now locate the wind cup assembly. It has three small cups arranged in a circle around a central hub. You will attach this piece to the opposite end of the shaft in the same manner in which you just attached the weather vane. Pause. Remove the outer nut, slip the wind cup assembly onto the shaft, and replace the nut. Pause.

Your weather station is now ready for testing. Locate the eight-foot test cord and plug one end into the weather station and the other into the serial port on your computer. The cord is shipped from the factory with an adapter plug that will be required with some computers. If you don’t need this adapter, simply remove it and plug the cable directly to your serial port. Pause.

Start the 1-Wire Weather® software that you installed earlier. Pause. When the software starts for the first time, you will be given instructions on screen for teaching the software the eight directional points of the compass. This process is easy and takes only a few minutes. Pause.

After you’ve trained the software, disconnect the test cable at both ends. You are now ready to install the weather station outdoors. [continues]

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11. GOT IT COVERED? LETTER FROM AMERICAN EXPRESS ABOUT SUV RENTALS Introduce the topic in the first paragraph and in the second explain coverage benefits that American Express offers. In the third, introduce the source of confusion. Adopt a helpful and concerned tone to build goodwill for American Express. Use short paragraphs and a numbered list to break the complicated facts into smaller chunks. Emphasize benefits when summarizing your recommendations. Supply contact information and close with a courteous, upbeat expression that shows your company cares about the welfare of its customers.

AMERICAN EXPRESS COMPANY Consumer Affairs Office 200 Vesey Street, New York, New York 10285 212-640-2000 Date Customer Name [from database] Address City, Zip Re: Rental Car Coverage

www.americanexpress.com

Dear [Name from database]: Vacation time is near, and your family may be among the thousands who will include rental cars as part of their summer plans for fun and relaxation. We’d like to help you make that vacation safer and smarter with a few tips and reminders about your American Express rental car insurance coverage.

Many of our customers rely on American Express’s secondary insurance coverage, which pays for any damage fees above and beyond the coverage you receive from your regular auto insurance company when you use your credit card to pay for your rental car. American Express Green and Gold cards provide secondary coverage up to $55,000. The Platinum card extends that to $75,000.

Although rental agencies often encourage customers to upgrade their rentals to large-size SUVs (such as the Ford Expedition, GMC Yukon, or Chevrolet Suburban) or even to exotic cars (such as Maseratis, Porsches, and Ferraris), these vehicles may be excluded from your insurance coverage. Moreover, if you do damage your rental car, agencies charge fees you may not be aware of.

Before you rent any vehicle, especially any upgrade vehicle, be sure to carefully check your coverage, both from conventional insurance companies and from any secondary sources such as American Express. Following are some important issues that you need to know about: 1. Uncovered vehicles. Many carriers, including American Express, exclude certain vehicles from coverage, and large SUVs are commonly among the vehicles not covered.

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[Customer name]

[Date]

Page 2

2. Increased chances of damage. SUVs are more difficult to handle in traffic and in tight parking spaces, so chances are greater that you could have a fender-bender that will cost you out-of-pocket damages.

3. “Loss of use” charges. In case of damage, rental agencies routinely bill customers directly for “loss of use” charges to cover lost revenue while their damaged rental vehicles are in the shop. These charges can extend into thousands of dollars.

4. Excluded charges. Most auto insurers and credit card companies, including American Express, do not cover “loss of use” charges.

5. Optional fees. Rental agencies routinely offer a daily “collision and liability damage waiver fee.” Paying this additional $10–$25 daily fee will allow you (1) to walk away from any rental car accident liability-free and (2) save you from having to pay any “loss of use” charges.

American Express recommends that you consider paying the daily damage waiver fees when you rent your vacation vehicle. You won’t have to worry that a parking-lot mishap would set you and your family back financially. Plus, you need not worry whether your chosen rental car falls under an “exclusion” category in your primary or secondary coverage.

If you’d like to learn more, log on to our website at www.americanexpress.com, or contact our American Express consumer information hotline, 1-800-555-2388. Your friends at American Express wish you a wonderful, safe, and smart summer vacation!

Sincerely,

Amalia Pinkerton Assistant Vice President Customer Service

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12. MIND YOUR OWN E-MAIL: MEMO STATING ELECTRONIC PRIVACY POLICY AT THE LOS ANGELES TIMES As introduction, refer briefly to the reason for the new policy without going into details, since they’re widely known. Keep your message short. Use bulleted lists for easy reference. Suggest a staff meeting to introduce the new policy. Include the “common sense” guidelines for handy referral.

Supply your phone number as a future legal department contact.

MEMORANDUM TO: All News Bureau Managers FROM: Akin Alijuuon, Esq., Times Legal Department SUBJECT: New E-mail Privacy Violation Policy DATE: March 3, 2008 Because of recent events, management has re-evaluated its e-mail privacy policy. Within the next few weeks, a detailed policy memo will be issued for posting in all bureau offices. In the meantime, here is an outline of how e-mail privacy violations are handled under the new rules: First violation: The employee’s direct supervisor will (1) issue a verbal warning during a personal meeting and (2) keep written records of all communications. The warning will appear in the employee’s human resources file.

Second violation: The employee will either be (1) suspended without pay for a period of time or (2) reassigned (to be determined by the employee’s direct supervisor). A written record will be kept of all communication with the employee.

Third violation: Employment will be terminated immediately, without severance. A written record will be kept of all communication with the employee.

Since these actions represent a considerable increase in the severity of penalties, it would be a good idea to meet with your staff to introduce and explain the new policy. Be sure to explain this policy to all new hires when you introduce the following general e-mail usage guidelines—which will also be printed in the official policy memo for public posting: Los Angeles TimesE-mail Usage Guidelines • Do not use the L.A. Times e-mail system for personal business.

• Be aware that your e-mail is visible to managers, supervisors, and system administrators.

• Do not use derogatory language or obscenity.

• Do not use copyrighted material (unless labeled as such).

• • Observe strict rules of message privacy; do not read what is not addressed to you.

Remember that all messages belong to The Los Angeles Times.

If you have any questions about the new privacy policy or its implementation, please contact me in the Los Angeles office, extension 5348.

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13. TEMPER, TEMPER: E-MAIL TO METRO POWER EMPLOYEES ABOUT TECHNOLOGY FAILURES Avoid sounding condescending, making threats, and nagging by keeping your tone fresh and helpful. Use the “you” attitude. In your subject line, promise useful information. Open with a statement that elicits reader agreement. Put helpful tips in a list that leads up to the idea that lost tempers can get people fired. Use tactful language that puts reader interests first. To lessen the repetitive aspect of the Bart Stone info, mention the benefit of faster service. Close on a helpful, upbeat note.

Date: Mon, 22 September 2008 1:07:33 –0800 From: Susannah Beech, <sbeech@metropower.com> To: Metro Power Employees <Mailing List> CC: Subject: Coping tactics for tech failures

Dear Metro Employees: We all know the stress of racing toward a deadline and suddenly having your equipment fail. Here are a few suggestions to help you stave off—and cope with—technical equipment and systems failures when they do occur: • Stay cool. Tech failures are commonplace in business; your bosses and coworkers will understand.

• Practice preventive maintenance. Use cleaning cloths and sprays regularly, keep liquids and foods away from sensitive keyboards and printers, and make sure systems are shut down when you leave at night.

• For faster repair assistance, promptly report computer failures to Bart Stone, assistant director of information services, ext. 2238.

• If you suspect an equipment problem may be developing, don’t wait until the crucial moment to call for assistance.

• Take a walk to calm down if a last-minute technical failure threatens your composure.

The last suggestion is perhaps the most important to keep your career on track. Lost tempers, violent outbursts, and rude language are threatening to co-workers, and could result in reprimands or other disciplinary action. So stay calm and make good use of technical support hotlines and assistance. Help is always available.

Ask your supervisor for a list of support numbers to keep handy. The next time you experience a technology glitch, you’ll be able to handle it as just another aspect of your business routine.

Sincerely, Susannah Beech Human Resources Administrator

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14. WINDOW SHOPPING AT WAL-MART: OFFERING ADVICE TO THE WEBMASTER Student responses to this exercise will vary widely. The important question is whether or not students discuss specific aspects of the website or limits his/ broad, unsubstantiated assessments. Students should address some the elements listed in the prompt (language, layout, graphics, and overall ease of use), and may include comments on other characteristics of the site such as pop-ups, load time, browser compatibility, and so on. An e-mail to the webmaster could look something like this:

Date: Mon, 22 September 2008 1:07:33 –0800 From: Pete Taylor <pete_taylor@walmart.com> To: webmaster@walmart.com CC: BCC: Attached: Subject: Feedback on walmart.com

Thank you for requesting my feedback on walmart.com.

Overall, I find the site appealing and easy to use. The graphics are attractive and well-produced, and I had no problems finding the items I searched for. Prices, product information, and details on Wal-Mart’s shipping policies were accessible and easy to find. The text throughout is clear and concise, and contributes to the generally inviting feel of the website.

I did, however, sometimes have trouble reading fonts on the website because of their small size. For example, the text in the top right corner of the homepage (“Cart,” “My Account,” “Track Order,” etc.) was very difficult to make out unless I increased the text size through my web browser. This was also true of the text at the bottom of the homepage and elsewhere throughout the site. The small font would not be so annoying that I would leave the site, but it was a noticeable inconvenience.

The Flash slideshows on the homepage and on the “department” pages were also somewhat of an inconvenience. I found myself wishing I could turn off the slideshows because they were distracting me from other areas of the site. I’ve noticed that other retailers also include animation like this on their pages, but it might be worth giving visitors the option of viewing the site without them.

Aside from these two areas, I am very pleased with walmart.com. Please let me know if you’d like more details on any of my comments.

Sincerely, Pete

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15. THE SPECIAL COURIER: LETTER OF RECOMMENDATION FOR AN OLD FRIEND Since you are making your recommendation as a friend and not as a result of your position at Airborne Express, use personal letterhead. However, mentioning your title and company in the close lends credibility to your message. The challenge is to praise an outstanding and talented individual without seeming overly effusive. Use specific examples whenever possible to convey your sincerity. Your praise should appear heartfelt. Answer the reader’s questions in a numbered list, in the order they were asked. Use a friendly, but business-like tone.

WILLIAM MASON 626 Bainbridge Ave., Seattle, WA 98110 (206) 982-3599 bill.mason@airborne.com August 3, 2008 Roscoe de la Penda Non-Stop Messenger Service 899 Sparks St. Ottawa, Ontario K1A 0G9 Canada Subject: Kathryn Norquist Dear Mr. De la Penda: I am delighted to give Kathryn Norquist my unqualified recommendation for a position as courier with Non-Stop Messenger Service. Kathryn would be an excellent choice to handle the position’s responsibilities and demands, as you describe them in your letter. Let me answer your questions in order: 1. How long and in what circumstances have you have known the applicant? I met Kathryn in 1994, when we were both sophomores at San Diego State University. We were roommates for nearly three years (sharing a house with two other students until graduation and sharing a two-bedroom condo for nearly a year afterward). Since early 1999 our careers have kept us in different cities—sometimes different countries—but we have remained close friends, keeping in touch and visiting each other whenever we get the chance.

2. What qualities does she possess that would qualify her for the position of special courier? Kathryn possesses the concentration, stamina, and integrity that would serve her well as a courier. The first year after graduation, I witnessed firsthand her ability to focus on important assignments while putting meals, sleep, and personal concerns on hold. Just two years ago, she left civilized comforts behind for a six-week trudge through the jungles of Borneo to help write a National Geographic article on the shrinking habitat of Orangutans.

Her integrity is unquestionable. I remember one case in which a member of her local city council tried both threat and bribe to convince Kathryn to quit a story. Even her peers were hounding her to back off, but she withstood incredible pressure to uncover longstanding corruption. Her efforts were directly responsible for the mayor’s push for ethics standards.

Her energy and enthusiasm are matched only by her style. Whether digging into political corruption or braving life in the Bornean jungle, her manner appears unshakable—honorable, flexible, and organized.

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3.What qualities might be improved before she is put on permanent assignment in this job?

Kathryn has always worked hard to stay mentally and physically sharp. However, only she can tell you whether she would need additional training to handle the “threatening situations” you mention in your letter.

As vice president of human resources at Airborne Express, I know how difficult it can be to find just the right person for any given position. I believe Kathryn Norquist would make a fine courier.

Her enthusiasm for hard work, long hours, and challenging goals should serve your company well.

Sincerely,

William Mason

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16. RED DIRT TO GO: POSITIVE E-MAIL REPLY FROM PARADISE SPORTS Use the direct approach and state the good news early in the message. In the body, make favorable comments to reassure Mr. Draeger that he has made a wise decision (this an opportunity to for resale in your message). Include details about the documents you’re mailing to him, and clearly request that he fill them out and return them to you. End with a courteous close.

Date: Fri, 13 Nov 2008 14:30:25 (CST) From: Ken Valens <kenvalens@paradisesports.net> To: Ronald Draeger <surfsup@insnet.com> Subject: Red Dirt and Lava Blues Sportswear Dear Ronald: Thank you for your interest in becoming an officially licensed Red Dirt and Lava Blues Sportswear retailer. We are pleased to grant you temporary exclusive sales rights for your area.

We’re confident that your customers will appreciate the island-influenced sportswear from Paradise Sports. By carrying our popular Red Dirt and Lava Blues sportswear, Surf’s Up will offer Chicagoans a variety of products unlike anything they’ll find elsewhere. You will soon receive a Paradise Sports credit application and other setup documents. To expedite your first shipment of Red Dirt and Lava Blues products, please complete and return this paperwork promptly.

Don’t hesitate to contact me with any questions about our products, your license, or the paperwork we’re sending. We look forward to working with you.

Sincerely, Ken Ken Valens Sales Representative Paradise Sports

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17. AUTO-TALK: E-MAIL MESSAGES FOR HIGHWAY BYTES COMPUTERS TO SEND AUTOMATICALLY Make sure to identify key words, as well as their variants. For cover messages, use the standard opening, body, and close for positive messages. Be sure to focus on audience needs and feelings, and be brief.

1. Installing Your Cycle Computer a. Key words: install, first time, set up, setup, add, attach b. Cover message Dear [name inserted from customer e-mail] Thank you for writing us regarding the installation of your new Cycle Computer. I'm sure you're looking forward to getting the computer installed and running as quickly as possible, and the attached document, Installing Your Cycle Computer, covers all the necessary steps.

In most cases, installation takes only a few minutes. If your particular bike requires additional steps, or if you would like additional information of any kind, please contact us at support2@highwaybytes.com. A support technician will be in touch with you within 24 hours.

Have fun on the highway! [name of Highway Bytes support manager] 2. Troubleshooting Your Cycle Computer a. Key words: troubleshoot, trouble, diagnose, repair, fix, glitch, bug, broken, frozen, crashed, restore, problem b. Cover message Dear [name inserted from customer e-mail] Your message has reached me here at Highway Bytes, and I'm sorry to read that you're having trouble with your Cycle Computer. Fortunately, most problems can be fixed quickly, since they involve simple issues such as loose wires or a dead battery. The attached document, Troubleshooting Your Cycle Computer, will help you identify the source of the problem and will explain how to fix it.

If the steps in the attached document don't resolve your problem, please contact us at support2@highwaybytes.com, and a support technician will be in touch with you within 24 hours.

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Best of luck to you—and please don't hesitate to write back if you need additional help. [name of Highway Bytes support manager] 3. Upgrading the Software in Your Cycle Computer a. Key words: upgrade, latest, version, revision, new software b. Cover message Dear [name inserted from customer e-mail] Thank you for inquiring about the latest version of software for the Cycle Computer. The new features add some interesting capabilities, and the upgrade takes only a few minutes.

The attached document, Upgrading the Software in Your Cycle Computer, shows you exactly what to do. If you need additional assistance, please contact us at support2@highwaybytes.com, and a support technician will be in touch with you within 24 hours.

Have fun with the new features! [name of Highway Bytes support manager] 4. Responding When the System Can’t Identify the Specific Issue Note: this e-mail doesn't need to mention that the system couldn't identify the specific issue the customer was writing about. It should take a fairly generic and even-toned approach, since it will be sent in response to a wide range of customer queries.

Dear [name inserted from customer e-mail] Thank you for contacting Highway Bytes. Your message is now in the support queue, and one of our technicians will be in touch with you as quickly as possible.

In the meantime, you might want to browse the support section on our website to learn more about your computer and its capabilities.

Thank you for purchasing a Cycle Computer. We look forward to helping you. [name of Highway Bytes support manager]

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18. LIGHTEN UP: E-MAIL REPLY TO A WEBSITE DESIGNER AT ORGANIZERS UNLIMITED Warm up your reader with the subject line, and start your message with a note of appreciation for the designer’s promptness. Then get right to the problem, as befits the brief and less formal style appropriate for e-mail and for this type of working relationship. Keep it light. Instead of complaining about or criticizing the design, use the middle of the message to provide useful information about why it won’t work. Close with encouragement and a compliment, and suggest a time frame for a second proposal.

Date: Tues, 13 April 2008 9:15:17 -0800 From: Margita Kim <MK@organizersUL> To: Pete Womack <pwomack@designsite.com> CC: BCC: Attached: Subject: A good beginning Dear Pete: Thanks for getting your proposal to me so quickly. I’ve looked it over and it has some nice features. But I’d like to suggest a new approach to the homepage.

My research tells me that my site visitors will want that page to load within 8 to 10 seconds, or they’ll quickly leave. That means we’ll need to keep the homepage at around 40-50 BB. Your proposed animations are cute, but the combined file size is greater than 500 MB. Many of my customers still use dial-up connections, so they’ll appreciate us more if we can provide them with the fastest possible access to the information they’re looking for.

Your proposal is a good beginning, though. This change shouldn’t take you too long to accomplish. Can you give me another look in, say, three days?

Sincerely, Margita

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19. SHOPPING FOR TALENT: MEMO AT CLOVINE’S RECOMMENDING A PROMOTION The first paragraph should state that you are recommending Jennifer Ramirez for the assistant buyer job that Rachel is hoping to fill. But be careful to use the “you” attitude; you may be taking away one of Rachel Cohen’s trusted employees. Itemize the specific questions you want answered. Explain why you need the information by a certain date. To protect yourself legally, promise to keep the information confidential and explain how it will be used.

Date: 9 January 2008 9:15:17 -0800 From: Frances Webb <frances_webb@clovines.com> To: Rachel Cohen <rachel_cohen@clovines.com> CC: BCC: Attached: Subject: Recommendation for Assistant Buyer Candidate

In response to your request for assistant buyer candidates, I recommend Jennifer Ramirez. You mentioned that you were looking for someone who is smart and aggressive, and I think Jennifer would be right for the job. Jennifer has worked in our Designer Sportswear Boutique for more than a year now, and I’m impressed with both her customer relations and her eye for style.

Many customers ask for Jennifer by name. They comment on her ability to suggest just what they’re looking for and on her willingness to speak up when an outfit doesn’t work.

Mrs. Julia Lazaro (one of our best customers) says, “Jennifer makes me feel good about the clothes I buy and about myself.” In addition, at department meetings, Jennifer is not afraid to make intelligent observations about new clothing trends here in South Florida.

The personnel department can give you Jennifer’s education and employment history. But as her supervisor, I can tell you the following about Jennifer: • • • • • •

Her customers are more than satisfied with the purchases she recommends.

She has good working relationships with her co-workers.

She has strong communication skills (in English and Spanish).

She is prompt, reliable, and efficient with her time.

She treats her paperwork carefully.

She has the energy and aptitude for this demanding job.

If you need any other information about Jennifer’s performance and character, I would be happy to discuss her qualifications either by phone or in person. My extension here in the Miami store is 397.

I think Jennifer Ramirez would be a great help with market analysis and product development for your fall merchandise buying.

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20. IMPRESSIVE TRAINEE: LETTER OF RECOMMENDATION FOR A TOP-NOTCH INTERN As the candidate has requested, keep the letter fairly general. At the same time, be sure to include the information listed on p. 229 and to back up your overall assessment of Maxine’s performance with specific information about her work at Orbitz.

August 2, 2008 To Hiring Managers: I am pleased to recommend Ms. Maxine Chenault (at her request) for a position in any professional field that requires dependability, proficiency in meeting deadlines, and attention to detail. Max worked for me as an intern at Orbitz during the summer of 2007 and provided a great deal of valuable assistance in a number of areas.

Max is an exceptionally fast learner. She quickly became proficient with our content management system and always used it properly. While other interns have struggled to learn and utilize the Orbitz system, Max was so adept with it that more seasoned employees often came to her with questions about how to perform various functions. I was also impressed with how quickly she picked up on (and learned to apply) important principles of blogging and website design.

While Max was certainly a quick study, she was always willing to asking intelligent questions about our business. Other interns and many new employees tend to avoid asking questions because they don’t want to admit there’s something they don’t know.

Max, however, didn’t hesitate to inquire about complex procedures, best practices, and other important matters.

Another important element of Max’s character is her willingness to respond well to suggestions for improvement. Soon after she joined me at Orbitz, I expressed concern that she was spending too much time on the phone discussing non-business matters. That single conversation was all it took to eliminate the problem completely. This was the only instance in which I found it necessary to ask for improvement, and she responded promptly and professionally.

I am confident that Max would be an asset to your organization. In addition to the traits I’ve outlined, she is mature and professional, always on time, and eager to assist with even the most mundane tasks. Of the many (50+) interns with whom I’ve worked over the years, she certainly ranks among the top three. If you have questions or would like more information on this excellent candidate, please contact me at the number listed above.

Best regards,

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21. SATELLITE FARMING: LETTER GRANTING CREDIT FROM DEERE & COMPANY This good news letter can be both direct and brief. Start with congratulations. Extend the terms of credit. End with call-back information.

DEERE & COMPANY Agricultural Division/Credit John Deere Rd., Moline, IL 61265-8098 Voice: (309) 504-2323 Fax: (309) 504-2324 www.deere.com

May 12, 2008 Mr. Arlen Ruestman P.O. Box 4067 Toluca, IL 61369 Dear Mr. Ruestman: We are happy to approve a credit line of $7,350 for our GreenStar System Precision Retrofit Package. By deciding to use GreenStar, you’ve made an important decision that will revolutionize the way you farm. Also, this system can save you enough money to pay off this account with your increased profits.

Our field representative, Tommy Whitebull, will call you this week to schedule a time to work with you on installing and using the equipment. Installing the equipment usually takes half a day, and learning its applications can take several weeks. Tommy will give you his pager number so that you can call him with any questions. In addition, he’ll be visiting you on a weekly basis until you’re comfortable using the system.

We’re proud of what Deere has done to promote farming over the years, and we are glad to welcome you as one of our customers. If I can help you with anything further, you can reach me at the number above, extension 129.

Sincerely,

Gretta Weisbatten Customer Service Representative

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22. LEVERAGING THE GOOD NEWS: BLOG ANNOUNCEMENT OF A PRESTIGIOUS PROFESSIONAL AWARD Use a direct approach to share the good news immediately, but try to do so in a way that (a) doesn’t sound boastful for yourself or your department and (b) lets the entire company share in the glory. Not only is this a good way to build goodwill and a sense of community within the company, but it also acknowledges the fact that the public relations (PR) program would not have been so successful if the product it promotes wasn’t successful, too. (In other words, great products are much easier to promote than weak products.) Also, within the context of complimenting the PR department, keep the focus on the team, not on yourself as the manager.

In addition, since this is a blog posting, and a relatively simple announcement at that, keep the posting short and to the point. People will want to hear that the PR department has won the award, but no one outside the department is likely to be interested in lots of details.

July 20, 2008 EPSON COMMUNICATION EFFORTS RECOGNIZED WITH PRESTIGIOUS AWARD

The new PictureMate Personal Photo Lab has received quite a few industry honors for its innovative design, and I’m pleased to report that the PR program for the PictureMate has just garnered a prestigious award, too. The Public Relations Society of America has given Epson the Silver Anvil, recognizing the PictureMate PR campaign as one of the best in the country this year. I have the opportunity to observe our talented PR team in action every day, so I am especially satisfied to see that their peers now recognize the quality of these efforts, too. Please join me in congratulating our top-notch PR professionals!

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23. INTERCULTURAL CONDOLENCES: LETTER CONVEYING SYMPATHY AT IBM You have discovered that cultural differences in this case will not change what you want to express.

In the opening, convey personal sympathy and avoid terms such as “passing on,” “tragic accident,” and so on. In the body, reflect on positive memories of Surin, and in the close, point out the positive qualities that will help Chana through her loss. Offer your help thoughtfully and realistically, and be sure it is appropriate for a work situation.

Dear Chana, I was so sorry to hear the news about your husband.

Although I met him only once, Surin had such a warm smile and sense of humor, he will surely be missed by many people. From your stories, I know that he has been a wonderful husband and father.

Chana, I’ve seen your strength in the years we’ve known each other, and I know that strength will serve you and your children well. If there’s anything I can do here at the office to help lighten your workload during this time, please just slip me a note or an e-mail. Don’t hesitate—you’d do the same for me.

My sincere condolences, Tad Kelson

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24. GREEN IS THE NEW GREEN: BLOG UPDATE ON ENERGY SAVINGS Since this message will be posted on an internal blog, it needs to be concise, specific, and compelling. Start with an overall statement about Adobe Systems’ success in reducing energy usage, thank employees for their efforts in this area, and move immediately to details about the Platinum Certification.

National Recognition of Adobe Systems’ Environmentalism

Adobe Systems continues to lead the way in becoming a more environmentfriendly corporation. Thanks to the cooperative efforts of our employees, our company has saved more than $1 million in energy costs and was honored as the first recipient of three Leadership in Energy and Environmental Design (LEED) Platinum Certifications from the U.S. Green Building Council. As our CEO Bruce Chizen explained, the awards “are a validation of Adobe’s ongoing efforts to promote environmental stewardship and create healthy work environments for our employees.”1

USGBC President and CEO Rick Fedrizzi noted that, “With the certification of Adobe’s Almaden and East Towers, Adobe has again raised the bar for other companies seeking to introduce sustainable, environmentally-friendly practices into their facilities.”

1

Adobe press release [accessed 3 August, 2007] www.adobe.com.

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25. CONGRATS ON THAT: COMPLIMENTING A FORMER BUSINESS ACQUAINTANCE FOR NATIONAL RECOGNITION Organize the message using the direct approach, and adopt a personal tone as you offer sincere congratulations on the recipient’s recent honors. Since it’s been several years since the two of you have been in contact, briefly mention a detail or two to help her remember who you are.

October 5, 2006 Indra Nooyi CEO PepsiCo, Inc. 700 Anderson Hill Road Purchase, NY 10577 Dear Indra, Congratulations on your recent promotion to CEO of PepsiCo and on being named Fortune magazine’s most powerful woman in American business.

I enjoyed working with you during your company’s merger with Quaker Oats (my former employer) back in 2001, and I’ve followed your progress since then with much interest.

You and I spoke often about how growth and change are inseparable, and I admire your ongoing achievements in helping PepsiCo adapt to meet consumers’ needs.

These are both well-deserved honors, and I wish you continued success in your new role at PepsiCo. Sincerely, Morgan Crane

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26. OUR SYMPATHY: CONDOLENCE LETTER TO AN AETNA UNDERWRITER Begin with a sincere expression of feelings about the sudden, disturbing fact of Rosalia’s death.

Mention her positive qualities and the fact that she will be missed—but don’t dwell on the situation. Use the middle paragraph to turn the letter to more positive matters by encouraging Hector and offering the group’s support. Your closing offer of a helpful change in working hours completes the upswing begun in the second paragraph. Under the circumstances, no one can write an “upbeat” letter, but you can offer strong, positive support.

AETNA HEALTH PLANS 201 N. Civic Dr. Suite 300 Walnut Creek, CA 94596 510-977-3232 Fax 510-977-0793 www.aetna.com

November 17, 2008 Mr. Hector Almeida 47 West Ave. #10 Walnut Creek, CA 94596 Dear Hector: We were all shocked and sorry to hear the news of your wife’s death. We know Rosalia was a fine woman and will be deeply missed by many people, especially her family.

Hector, we also know that you, above all, have the strength and tenacity to pull through this trying time. Our thoughts are with you—and if you need to talk to a friend, you know where to find us.

Also, if you’d like to shift your schedule up an hour when you return to work (so you’ll have more time to spend with Lisa after school), just let me know.

Best wishes from your friends at Aetna,

Georgina Shanley Chief Administrator (Names and signatures of underwriting department members)

TRANSPARENCY MASTER 8-1 Chapter 8—Message for Analysis 8.A (poor version)

ARROWHEAD COLLEGE 486 McDowell Ave., Tempe, AZ 85281 602-998-7474 Fax: 602-998-7475 www.arrow.edu Dear Andrews Electrical: Our college is closing its dining hall for financial reasons, so we want to do something to help the students prepare their own food in their dorm rooms if they so choose. Your colorful ad in Collegiate Magazine caught our eye. We need the following information before we make our decision.

• Would you be able to ship the microwaves by August 15th? I realize this is short notice, but our board of trustees just made the decision to close the dining hall last week and we’re scrambling around trying to figure out what to do.

• Do they have any kind of a warranty? College students can be pretty hard on things, as you know, so we will need a good warranty.

• How much does it cost? Do you give a discount for a big order?

• Do we have to provide a special outlet?

• Will students know how to use them, or will we need to provide instructions?

As I said before, we’re on a tight time frame and need good information from you as soon as possible to help us make our decision about ordering. You never know what the board might come up with next. I’m looking at several other companies, also, so please let us know ASAP.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-2 Chapter 8—Message for Analysis 8.A (improved version)

ARROWHEAD COLLEGE 486 McDowell Ave., Tempe, AZ 85281 602-998-7474 Fax: 602-998-7475 www.arrow.edu May 17, 2008 Andrews Electrical 44756 Brookhurst Center Dr. Anaheim, CA 92804 Dear Andrews Electrical: We are interested in information on ordering approximately 200 small-capacity microwave ovens, which were advertised in the fall issue of Collegiate Magazine. Please include the following information: • Electrical requirements • A copy of the warranty • Instructions for use • Complete description of size and price of units you offer • Shipping requirements • Turnaround time for orders If you have any questions or need additional information, please contact Miriam Whitebird at (602) 998-7633.

Sincerely,

Helen Lowry Student Services Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-3 Chapter 8—Message for Analysis 8.B (poor version)

GRAMERCY CONSULTING Customer Service DataLife, Inc. 1993 Raleigh-Durham Hwy. Raleigh, NC 27602 Dear DataLife Customer Service: At a local business-supply store, I recently purchased your Negotiator Pro for my computer. I bought the CD because I saw your ad for it in MacWorld magazine, and it looked as if it might be an effective tool for use in my corporate seminar on negotiation.

Unfortunately, when I inserted it in my office computer, it wouldn’t work. I returned it to the store, but since I had already opened it, they refused to exchange it for a CD that would work or give me a refund. They told me to contact you and that you might be able to send me a version that would work with my computer.

You can send the information to me at the letterhead address. If you cannot send me the correct disk, please refund my $79.95. Thanks in advance for any help you can give me in this matter.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-4 Chapter 8—Message for Analysis 8.B (improved version)

GRAMERCY CONSULTING

Customer Service DataLife, Inc. 1993 Raleigh-Durham Hwy. Raleigh, NC 27602 Dear DataLife Customer Service: On September 1, 2008, I purchased Negotiator Pro at CompUSA. My hardware includes a System X iMac with 250 GB hard drive, 2 GB RAM, and a 2.4 GHz processor.

Negotiator Pro apparently installed correctly, but when I try to run the software, it gives me an error message that reads, “File Protected.”

I am unable to open the program, even though I’ve tried several different ways. Because I was concerned that the problem might be a virus, I’ve deleted the program from my hard drive.

I purchased the Negotiator Pro disk at CompUSA in Seattle.

As you know, that store refers problems with opened software back to the vendor. I’ve enclosed the disk and all paperwork, including a copy of my credit card receipt. Could you please (1) test and repair or replace the software, or (2) issue a refund to my credit card for the $79.95 purchase price plus tax.

Please provide me with any special instructions I may need.

Your software has helped me build my consulting business, and I look forward to ordering from you in the future.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-5 Chapter 8—Message for Analysis 8.C (poor version)

THE BRISTOL WOODS 47 North Granby Avenue #12, Avon, Connecticut 06601 (860) 675-4342 sharris@aol.com Dear Mr. Thompson: We read your letter requesting your deposit refund. We couldn’t figure out why you hadn’t received it, so we talked to our maintenance engineer as you suggested. He said you had left one of the doors off the hinges in your apartment in order to get a large sofa through the door. He also confirmed that you had paid him $5.00 to replace the door since you had to turn in the U-Haul trailer and were in a big hurry.

This entire situation really was caused by a lack of communication between our housekeeping inspector and the maintenance engineer. All we knew was that the door was off the hinges when it was inspected by Sally Tarnley. You know that our policy states that if anything is wrong with the apartment, we keep the deposit. We had no way of knowing that George just hadn’t gotten around to replacing the door.

But we have good news. We approved the deposit refund, which will be mailed to you from our home office in Teaneck, New Jersey. I’m not sure how long that will take, however. If you don’t receive the check by the end of next month, give me a call.

Next time, it’s really a good idea to stay with your apartment until it’s inspected as stipulated in your lease agreement.

That way, you’ll be sure to receive your refund when you expect it. Hope you have a good summer.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-6 Chapter 8—Message for Analysis 8.C (improved version)

THE BRISTOL WOODS 47 North Granby Avenue #12, Avon, Connecticut 06601 (860) 675-4342 sharris@aol.com August 14, 2008 Mr. John Thompson 347 Cemetery Rd. New Lebanon, New York 12125 Dear Mr. Thompson: Your deposit refund is on its way. Our home office in Madison is mailing you a check for $338, which should arrive within the next 10 business days.

Our maintenance engineer confirmed that he was supposed to replace the door but had not yet done so when the housekeeping inspector filled out the deposit information form. The door has now been replaced, and we have filed an amended deposit information form with our home office.

Thanks for letting us know about the delay so that we could move quickly to correct it. Please call me at my direct number (860) 675-8721 if you have any additional questions. I will follow up on this matter personally to make sure you’re fully satisfied with our service.

If you’re ever looking for an apartment or condominium in the Northeast, remember us. We’d be glad to send you information on our numerous complexes throughout Connecticut, Vermont, New Hampshire, and Maine.

Sincerely,

Business Communication Today, 9E

Instructor’s Resource M anual for Upper Saddle River, N.J. 07458.

TRANSPARENCY MASTER 8-7 Chapter 8—Document for Analysis 8.D (poor version)

SONY COMPUTER SCIENCE LABORATORY

Ms. Jennifer Hales E & M Computer Systems, Inc. 1010 Clear St. Ottawa, Ontario K1A 0B1 Canada Dear Ms. Hales: Your letter to Kunitake Ando, President of Sony, was forwarded to me because I am the human resources director. In my job as head of HR, I have access to performance reviews for all of the Sony employees in the United States. This means, of course, that I would be the person best qualified to answer your request for information on Nick Oshinski.

In your letter of the 15th, you asked about Nick Oshinski’s employment record with us because he has applied to work for your company. Mr. Oshinski was employed with us from January 5, 1995, until March 1, 2005. During that time, Mr. Oshinski received ratings ranging from 2.5 up to 9.6, with 10 being the top score. As you can see, he must have done better reporting to some managers than to others. In addition, he took all vacation days, which is a bit unusual.

Although I did not know Mr. Oshinski personally, I know that our best workers seldom use all the vacation time they earn.

I do not know if that applies in this case.

In summary, Nick Oshinski performed his tasks well depending on who managed him.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

TRANSPARENCY MASTER 8-8 Chapter 8—Message for Analysis 8.D (improved version)

SONY COMPUTER SCIENCE LABORATORY Takanawa Muse Building, 3-14-13 Higashi-Gotanda, Shinagawa, Tokyo 141 Japan Voice (+81) 03-5448-4380 Fax (81+) 03-3448-4273 www.csl.sony.co.jp April 18, 2008 Ms. Jennifer Hales E & M Computer Systems, Inc. 1010 Clear St. Ottawa, Ontario K1A 0B1 Canada Dear Ms. Hales: Thank you for your letter requesting employment information for Mr. Nick Oshinski. I can confirm that Mr. Oshinski was employed by Sony Computer Science Laboratory from January 5, 1995, until March 1, 2005.

We can provide further information with a written request from Mr. Oshinski. Enclosed is a disclosure agreement for your convenience.

Mr. Oshinski must complete the form requesting that his personnel file be opened, and his signature must be notarized and dated.

If you have additional questions about this procedure, please contact me at the numbers above or via e-mail at nikko@csl.sony.co.jp.

Sincerely, Abe Nikko Director, Human Resources PR:rc

Business Communication Today, 9E

Instructor’s Resource M anual for Upper Saddle River, N.J. 07458.

CHAPTER 9: WRITING NEGATIVE MESSAGES IMPORTANT CHANGES IN THIS EDITION • • •

New vignette featuring KPMG, which had to make a strategic decision about apologizing for illegal accounting practices Revised coverage of internal versus external audiences Revised coverage of ethics and etiquette

CHAPTER OUTLINE Using the Three-Step Writing Process for Negative Messages Step 1: Plan Your Message Step 2: Write Your Message Step 3: Complete Your Message Developing Negative Messages Choosing the Best Approach Using the Direct Approach Effectively Open with a Clear Statement of the Bad News Provide Reasons and Additional Information Close on a Positive Note Using the Indirect Approach Effectively Open with a Buffer Provide Reasons and Additional Information Continue with a Clear Statement of the Bad News Close on a Positive Note Adapting to Your Audience Cultural Variations Internal Versus External Audiences Maintaining High Standards of Ethics and Etiquette Exploring Common Examples of Negative Messages Sending Negative Messages on Routine Business Matters Refusing Routine Requests Handling Bad News About Transactions Refusing Claims and Requests for Adjustment Sending Negative Organizational News Communicating Under Normal Circumstances Communicating in a Crisis Sending Negative Employment Messages

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Refusing Requests for Recommendation Letters Rejecting Job Applications Giving Negative Performance Reviews Terminating Employment LECTURE NOTES

Using the Three-Step Process for Negative Messages Toyou convey negative news you have five main goals: When sendthe negative messages, To gain acceptance for the negative news To maintain as much goodwill as possible with your audience To maintain a good image for your organization To reduce or eliminate the need for future correspondence on the matter Follow the three-step writing process when writing negative messages.

Step 1: To plan your message Analyze the situation Gather information Select the right medium Define the main idea Negative messages can be intensely personal to recipients, who have a right to expect a thorough explanation of your answer.

The main idea in a negative message is more complicated than simply saying no.

Step 2: To write your message Adapt to your audience Compose the message When writing negative messages, remember that your audience does not want to hear what you have to say.

The importance of diplomatic writing is amplified in negative messages: Maintain a “you” attitude.

Strive for polite language.

Emphasize the positive whenever appropriate.

Choose bias-free words.

Establish your credibility by laying out your qualifications for making the decision in question.

Project and protect your company’s image.

Step 3: To complete your message Revise the message Produce the message Proofread the message

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Distribute the message Revision is even more important for negative messages, because even the smallest flaw is magnified as readers react to your news.

Developing Negative Messages Determine whether to use the direct approach or indirect approach Be sensitive to cultural variations Maintain high ethical standards When choosing between the direct and indirect approach for negative messages, consider the following questions: Will the negative news come as a shock?

Does the reader prefer short messages that get right to the point?

How important is this news to the audience?

Do you need to maintain a close working relationship with the audience?

Do you need to get the audience’s attention?

What is your organization’s preferred style?

How much follow-up communication do you want?

A negative message using the direct approach Opens with a clear statement of the bad news Proceeds to the reasons for the negative decision Closes with a positive statement aimed at maintaining a good relationship Stating the negative news at the beginning Makes a shorter message possible Requires less time for the audience to reach the main idea of the message In most cases, follow the opening negative news with an explanation of why the news is negative In some cases, explaining negative news is neither appropriate nor helpful.

The notion of apology can mean different things to different people: Simply an expression of sympathy that something negative has happened A complete admission of fault and responsibility for specific compensations or corrections to atone for a mistake In the event of a serious mistake or accident, you should Immediately and sincerely express sympathy Offer help, without admitting guilt See the advice of your company’s lawyers before elaborating The indirect approach helps readers prepare for the negative news by presenting reasons first.

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Don’t confuse the purpose of the indirect approach: It is meant to ease the blow and help readers accept the situation.

It is not meant to obscure negative news, delay it, or limit your responsibility.

When using the indirect approach, a negative message Opens with a buffer Provides reasons and additional information Continues with a clear statement of the negative news Closes on a positive note A buffer is a neutral, noncontroversial statement that is closely related to the point of the message: It establishes common ground with your reader.

It validates the request (if you’re responding to one).

Although some critics believe that buffers are manipulative, dishonest, and unethical, the fact is that Buffers are unethical only if they’re insincere or deceptive Consideration for the feelings of others is never dishonest A good buffer is relevant and sincere: Expressing your appreciation for being considered Assuring the reader of your attention to the request Indicates your understanding of the reader’s needs Once you’ve written your buffer, evaluate it by asking four questions: Is it respectful?

Is it relevant?

Is it neutral (implying neither yes nor no)?

Does it provide for a smooth transition to the reasons that follow?

The way you provide reasons in negative messages differs from the way you provide it in direct messages.

Ideally, your explanation section leads the audience to your negative conclusion before you come right out and say it.

When giving your reasons for the negative news, Cover the more positive points first before moving to the less positive ones Provide enough detail for your audience to understand your reasons Be concise By presenting your reasons effectively, you should convince your audience that your negative decision is justified, fair, and logical.

In some cases, you can use the explanation section to suggest how the negative news might in fact benefit your reader, but be careful that you don’t insult your reader.

Avoid hiding behind company policy to cushion your bad news.

Three techniques for stating negative news clearly and kindly:

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De-emphasize the negative news.

Use a conditional (if or when) statement to imply that readers might someday receive a favorable answer.

Tell your audience what you did, can, or will do (not what you didn’t, can’t, or won’t do).

De-emphasize negative news by Minimizing the space or time devoted to it Subordinating it in a complex or compound sentence Embedding it in the middle of a paragraph or using parenthetical expressions Even when implying the negative news, be sure your audience understands that it is indeed negative: Overemphasizing the positive is unethical.

When an implied message might leave doubt, state the negative news in direct terms (avoiding overly blunt language that may cause pain or anger).

To write an effective close, follow these guidelines: Avoid a negative or uncertain conclusion.

Limit future correspondence.

Be optimistic about the future.

Be sincere.

Be confident.

Even though negative news is unwelcome in any language, the conventions for passing it on to business associates can vary from country to country; for example: French writers take a direct approach.

Japanese writers protect their readers’ feelings by wording the negative news ambiguously.

Use the tone, organization, and other cultural conventions that your audience expects.

Giving negative news to internal audiences differs from giving it to external audiences: Colleagues inside the company frequently expect more detail.

Many employees are disinclined to believe what they hear from management.

When writing negative messages to outside audiences, you should consider The confidentiality of the internal information How much detail to include When sending negative news, you have the ethical obligation to Communicate the information clearly and completely Communicate the information promptly Minimize the negative impact of your negative messages Exploring Common Examples of Negative Messages Many of the negative routine messages that you’ll be writing fall into categories such as Sending negative messages on routine business matters Sending negative organizational news Sending negative employment messages

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When refusing routine requests, your goal is to Give a clear negative response Avoid generating negative feelings Avoid damaging your or your company’s reputation The direct approach works best for most routine negative responses: Helping your audience receive your answer quickly and move on to other possibilities Helping you save time * See Transparencies 66 and 67 for samples of negative responses to routine requests.

The indirect approach works best when the stakes are high for you or your receiver.

As you develop your routine negative messages, be sure to Manage your time carefully Avoid implying that a matter is still open once it is closed Offer alternative ideas if you can Refrain from offering additional assistance or information when you have none to give When sending negative news about transactions, try to Modify the customer’s expectations regarding the transaction Explain how you plan to resolve the situation Repair whatever damage might have been done Negative news about transactions can be of two types: If there are no customer expectations (say that you have not promised a delivery date, for example), the message simply needs to inform the customer, with little or no apology.

If there are customer expectations, you need to adjust those expectations, explain how you’ll resolve the problem, and sometimes include an apology (the scope of which depends on the magnitude of mistake).

When refusing claims and requests for adjustment, the indirect approach is often the best choice.

When refusing claims, be sure to Avoid accepting responsibility for the situation but do not blame or accuse the customer Pay special attention to being tactful and courteous Avoid language that might have a negative impact on the reader Demonstrate that you have understood and considered the complaint Resist the temptation toward name-calling and accusations of dishonesty Defamation is a false statement that tends to damage someone’s character or reputation: Written defamation is called libel.

Spoken defamation is called slander.

Someone suing for defamation must prove that The statement is false The language is injurious to the person’s reputation The statement has been published To avoid being accused of defamation, follow these guidelines:

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Avoid abusive language.

Provide accurate information and stick to the facts.

Never let anger or malice motivate your messages.

Consult the legal department on any message that could have legal consequences.

Communicate honestly, saying what you believe to be true.

Emphasize a desire for a good relationship in the future.

When sending negative news about normal (noncrisis) organizational news, be sure to Match your approach to the situation Consider the unique needs of each group Give each audience enough time to react as needed Give yourself enough time to plan and manage a response Look for positive angles but don’t exude false optimism Minimize the element of surprise whenever possible Seek expert advice if you’re not sure.

During a crisis, employees, their families, the surrounding community and others will demand information.

The key to successful communication efforts during a crisis is having a crisis management plan, which Defines operational procedures to deal with the crisis Outlines communication tasks and responsibilities Clearly specifies which people are authorized to speak for the company *See Transparency 68 for an ethics activity in sending negative organizational news.

When sending negative employment messages, the indirect approach is usually best.

When refusing requests for recommendation letters, your message May be brief and direct if you are communicating with prospective employers Must be diplomatic and tactful if you are communicating with a job applicant When delivering negative news to job applicants, you Choose your approach carefully Clearly state why the applicant was not selected Close by suggesting alternatives The main goals of a negative performance review are to Set organizational standards Communicate organizational values Improve employee performance by Emphasizing and clarifying job requirements Giving employees feedback on their efforts toward fulfilling those requirements Developing a plan of action for continued efforts (carefully including both rewards and opportunities)

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When giving a negative performance review, remember these guidelines: Confront the problem right away.

Plan your message.

Deliver the message in private.

Focus on the problem.

Ask for a commitment from the employee.

When writing a termination letter, you have three goals: To present the reasons for this difficult action To avoid statements that might involve the company in legal action To leave the relationship between the employee and the firm as favorable as possible In termination letters, present specific justification for asking the employee to leave, and make sure all the reasons are accurate and verifiable.

SPECIAL FEATURES Did the CEO Soft-Sell the Bad News? (p. 264) A strong case can be made that the CEO’s message was deceptive and therefore unethical. Students should note three key words/phrases that give the message an optimistic tone: reassure, remain confident, and continued financial strength, all of which suggest a picture out of sync with a company planning a 700-person layoff.

Controlling Online Rumors (p. 273) 1. The first step is to recognize the two separate issues contained in this posting, the legitimate complaint about a product and a complaint that might be related to customer service, high prices, or any of a dozen other factors—and might be only vaguely related to the product problem (even companies with exemplary reputations for caring about their customers face a few complaints now and then). A wise first step would be to immediately research the product problem to see how serious and widespread it might be. The results of this investigation would help inform any response to the second issue. If this is an isolated case, the company might be able to resolve the problem (assuming it can identify the customer) and move on. If it’s not an isolate case, the challenge is, of course, much greater than just a communication issue. The underlying problem needs to be fixed before the company gets—and possible deserves—a widespread reputation for not caring.

2. If the rumor has any potential to spread far and wide, it should be addressed immediately. Given e-mail’s ability to disseminate quickly, the rumor is likely to travel faster than any attempts to contain it, so the sooner the company gets started, the better.

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DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts MEMORANDUM TO:

All Employees

FROM:

Lucinda Goodman, Benefits Manager, HR

SUBJECT: Health Insurance Changes DATE:

October 22, 2008

This memo is to inform you of cost increases and changes in your medical insurance coverage options. Bright Manufacturing has always provided employees with quality health-care coverage.

[Use a buffer.] The company has been paying 100 percent of medical care insurance for its employees and has even absorbed the 10–20 percent annual cost increases to maintain this important benefit for you.

When costs shot up last year, we worked diligently with our provider, Blue Cross of California, so that we could continue this tradition. We’re sorry to tell you that Blue Cross has informed us that next year the cost increase for our employees’ medical coverage will be a staggering 40 percent per month. However, Blue Cross has just informed us that next year’s cost increase will be a staggering 40 percent per month—a result of increased claims and skyrocketing medical costs nationwide. [Avoid apologizing; subordinate bad news.]

To keep the coverage you now have, you will need to pay a portion of your total coverage, plus an increased co-pay for office and emergency-room visits. To continue offering you and your family high-quality medical coverage, Bright Manufacturing has again negotiated with Blue Cross, and for the first time, we are offering you a new, cost-saving alternative. [When handling bad news, tell readers what you have done, not what you can’t do; don’t emphasize bad news by repeating it.]

1. You may now choose to switch your coverage from the Blue Cross Plus plan to the Blue Cross HMO plan, which will be paid for entirely by Bright Manufacturing, at no cost to you.

2. You may choose to continue your current enrollment in the Blue Cross Plus Plan. Beginning January 1, 20 percent of medical coverage will be deducted monthly from your salary. Bright Manufacturing will pay 80 percent of your insurance coverage and 100 percent of the prescription drug costs; the remaining 20 percent of your coverage will be deducted monthly from your salary. [Subordinate bad news; stress action taken.] Your share will still be less than many companies charge their employees.

3. Next year’s co-pay amounts will depend on which plan you choose.

The accompanying brochure describes the details of these new options for medical insurance. It also includes detailed comparisons of costs and benefits for the two plans. If you have questions, please call our new Medical Benefits Information line at ext. 3392. For general

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questions, you can log on to the Blue Cross website at www.bluecrossca.com. You will also find information about health care coverage on our Intranet site; just click the “Medical Benefits” icon.

If you decide to switch your coverage, you must notify Human Resources during our Open Enrollment period, November 20 to December 1, 2008. Forms to change your enrollment are provided in the accompanying brochure and are available in our office. If you wish to remain on a Blue Cross Plus policy, you do not need to notify us; payroll deductions will occur automatically, beginning January 1, 2009.

Since 1946, Bright Manufacturing has taken pride in providing its employees with the best medical coverage available. We regret that rising costs have now made it impossible for us to continue to pay 100 percent of that quality medical coverage. Despite rising costs, we will continue to work toward that end. [Make the close positive and upbeat.]

Multiple Choice Options (correct answer is underlined) 1. Select a better opening than this sentence: “This memo is to inform you of cost increases and changes in your medical insurance coverage options.” a. “The following memorandum will provide you with detailed information regarding changes in your medical insurance coverage.” b. “Please be advised that current prices have mandated a change in your medical coverage options.” c. “We are sorry to inform you that, beginning on January 1, 2009, your medical coverage will require a small monthly contribution from your salary, unless you choose a new option Bright Manufacturing has created for you.” d. “Bright Manufacturing has always provided employees with quality health-care coverage.”

2. Choose the option that eliminates the problems with this bad-news sentence: “We’re sorry to tell you that Blue Cross has informed us that next year the cost increase for our employees’ medical coverage will be a staggering 40 percent per month.” a. “It is with deepest regret that we must inform you we can no longer offer 100 percent coverage of your medical insurance, due to a cost increase of 40 percent per month next year.” b. “However, Blue Cross has just informed us that next year’s cost increase will be a staggering 40 percent per month—a result of increased claims and skyrocketing medical costs nationwide.” c. “This year, however, we have been unable to negotiate our way out of a staggering 40 percent per month cost increase.” d. “As much as we’d like to bring you good news, we are sorry to say that we were unable to perform the same feat this year, so that costs of medical coverage will be rising by a monumental 40 percent per month next year.”

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3. Choose a better way to handle bad news in this part of the memo than exemplified by this sentence: “To keep the coverage you now have, you will need to pay a portion of your total coverage, plus an increased co-pay for office and emergency-room visits.” a. “To continue offering you and your family high-quality medical coverage, Bright Manufacturing has again negotiated with Blue Cross, and for the first time, we are offering you a new, cost-saving alternative.” b. “The good news is that we’ve negotiated a cheaper coverage for you as an alternative; the bad news is that to keep the coverage you already have, you’ll be paying increased copay amounts and a portion of the total expense from your monthly paycheck.” c. “Despite our best efforts, Bright Manufacturing will be unable to pay 100 percent of employee’s medical coverage next year.” d. “Although we tried hard to avoid this cost increase for our employees, we regret to inform you that, to keep your Blue Cross coverage next year, you will need to pay a percentage of the total cost, as well as additional amounts for office visit co-pays.”

4. Choose the best option below for subordinating the bad news better than this sentence: “Beginning January 1, 20 percent of medical coverage will be deducted monthly from your salary.” a. “If you make that choice, 20 percent of your medical insurance expense will be deducted monthly from your salary.” b. “Now that you know about the skyrocketing costs of coverage, you’ll understand that we will be forced to deduct 20 percent of the expense from your monthly salary to cover your Blue Cross coverage.” c. “Bright Manufacturing will pay 80 percent of your insurance coverage and 100 percent of the prescription drug costs; the remaining 20 percent of your coverage will be deducted monthly from your salary.” d. “Although it’s not our preference, Bright Manufacturing will be forced to charge you 20 percent of that coverage option, to be deducted from your pay on a monthly basis.”

5. Choose a better closing than this sentence: “We regret that rising costs have now made it impossible for us to continue to pay 100 percent of that quality medical coverage.” a. “We regret that we will be no longer be able to totally underwrite that coverage, thanks to the pricing options presented to us by Blue Cross of California.” b. “Despite rising costs, we will continue to work toward that end.” c. “We regret that this tradition has been eroded by rising costs.” d. “Although the future is uncertain, we hope that one day we will again be able to cover 100 percent of our employees’ medical insurance costs.”

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Final, Improved Version MEMORANDUM TO:

All Employees

FROM:

Lucinda Goodman, Benefits Manager, HR

SUBJECT: Health Insurance Changes DATE:

October 22, 2008

Bright Manufacturing has always provided employees with quality health-care coverage. The company has been paying 100 percent of medical care insurance for its employees and has even absorbed the 10–20 percent annual cost increases to maintain this important benefit for you.

When costs shot up last year, we worked diligently with our provider, Blue Cross of California, so that we could continue this tradition. However, Blue Cross has just informed us that next year’s cost increase will be a staggering 40 percent per month—a result of increased claims and skyrocketing medical costs nationwide.

To continue offering you and your family high-quality medical coverage, Bright Manufacturing has again negotiated with Blue Cross, and for the first time, we are offering you a new, costsaving alternative.

1. You may now choose to switch your coverage from the Blue Cross Plus plan to the Blue Cross HMO plan, which will be paid for entirely by Bright Manufacturing, at no cost to you.

2. You may choose to continue your current enrollment in the Blue Cross Plus Plan. Bright Manufacturing will pay 80 percent of your insurance coverage and 100 percent of the prescription drug costs; the remaining 20 percent of your coverage will be deducted monthly from your salary. Your share will still be less than many companies charge their employees.

3. Next year’s co-pay amounts will depend on which plan you choose.

The accompanying brochure describes the details of these new options for medical insurance. It also includes detailed comparisons of costs and benefits for the two plans. If you have questions, please call our new Medical Benefits Information line at extension 3392. For general questions, you can log on to the Blue Cross website at www.bluecrossca.com. You will also find information about health care coverage on our Intranet site; just click the “Medical Benefits” icon.

If you decide to switch your coverage, you must notify Human Resources during our Open Enrollment period, November 20 to December 1, 2008. Forms to change your enrollment are provided in the accompanying brochure and are available in our office. If you wish to remain on a Blue Cross Plus policy, you do not need to notify us; payroll deductions will occur automatically, beginning January 1, 2009.

Since 1946, Bright Manufacturing has taken pride in providing its employees with the best medical coverage available. Despite rising costs, we will continue to work toward that end.

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COMMUNICATION CHALLENGES AT KPMG (p. 278) Individual Challenge One example of an appropriate response is: The commitments we’ve made to our own clients prevent us from releasing any auditors for temporary assignments. However, I would be happy to meet with you to discuss the techniques I’ve been using to manage project workloads.

(This response hints that the other manager’s project management skills could be the source of these recurring problems, but it doesn’t simply suggest blame. It concludes with a positive offer of assistance that might alleviate the problems over the long term.)

Team Challenge An effective buffer would be: One of the most important factors I consider when deciding whether to endorse an applicant is whether he or she is pursuing an opportunity that offers a high probability of success.

(This is an effective buffer because it starts with a calm, objective statement regarding your criteria for deciding whether to write the letter. The phrase “pursuing an opportunity that offers a high probability of success” is less negative than “applying for the right job” because it suggests the job might not be the best fit for the employee, rather than the other way around.)

TEST YOUR KNOWLEDGE (p. 279) 1. The five main goals in delivering negative news are to (1) convey the negative news, (2) gain acceptance for it, (3) maintain as much goodwill as possible, (4) maintain a good image for your organization, and (5) reduce or eliminate the need for future correspondence.

2. You should adapt your medium and your tone to the audience’s needs and preferences in order to maintain a good relationship and to avoid alienating your readers.

3. One advantage of using the direct approach to deliver the negative news at the beginning of a message is that doing so makes the message shorter. Another advantage is that the audience gets to the main idea in less time. The direct approach makes sense when the audience is known to prefer reading the negative news first and when readers are unlikely to react very negatively to the news.

4. When organizing a negative message using the indirect approach, open with a buffer and then continue with a logical and neutral explanation of the reasons behind the negative news.

Next, offer a clear but diplomatic statement of the negative news. Finally, close with a positive forward-looking statement that is helpful and friendly.

5. A buffer is a neutral, noncontroversial statement that is closely related to the point of the message. Some critics believe that buffers are unethical and see them as being manipulative and dishonest; however, buffers that are sincere are neither manipulative nor dishonest and are perfectly ethical.

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6. When using an indirect approach to announce a negative decision, presenting your reasons before explaining the decision is a way to convince the audience that your decision is justified, fair, and logical.

7. Three techniques for de-emphasizing negative news are (1) minimizing the space or time devoted to the negative news, (2) subordinating the negative news, and (3) embedding the negative news in the middle of a paragraph or in parentheses.

8. Designating one contact person during a crisis helps prevent the spread of incorrect, incomplete, or inconsistent information. It enables an organization to carefully control how, when, and where information about the crisis is shared.

9. Three guidelines for writing rejection letters to job applicants are (1) open with the direct approach, (2) clearly state why the applicant was not selected, and (3) close by suggesting alternatives.

10. When giving a negative review to an employee, follow these five steps: (1) confront the problem right away, (2) plan your message, (3) convey the message in private, (4) focus on the problem without attacking the person, and (5) ask the employee to make a commitment to improve.

APPLY YOUR KNOWLEDGE (p. 279) 1. The last thing your audience will remember is the close of your message. A positive close can help create an upswing from a potentially damaging situation. No one likes negative news, and your upbeat close can overcome lingering feelings that could interfere in future business relationships.

2. Because employees may be able to help customers understand the new policy, it’s best to inform employees first. Also, explaining the reasons behind the company’s action will diffuse any mistrust employees might feel if they believe information is being withheld.

Moreover, companies can reach their customers through regular monthly statements or with a special mailing while training employees to carry out the new procedures.

3. Suggesting an alternative to readers is often a good idea if the suggestion is genuinely useful. Offering constructive advice encourages readers to think of you in a positive way.

4. When conveying negative news about a company, state the problem honestly and completely at the outset. Such honesty helps build trust in your organization. If you try to minimize the negative news by leaking it out a little at a time, you’re likely to be one step behind newspaper accounts, which damages your credibility. You are better off explaining your version of the problem (and what you’re doing about it) before people form negative impressions.

5. The two are not the same. When you de-emphasize the negative news, your intentions are kind, not manipulative. You still present the facts and deliver the negative news. But you try to get readers to focus on the positive, or you help them become more willing to understand the reasons for the negative news.

On the other hand, distorting graphs and charts is an attempt to hide the negative news altogether or manipulate the audience’s perception of reality. Rather than trying to be kind, you’re being evasive or deceptive.

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PRACTICE YOUR KNOWLEDGE

Messages for Analysis (pp. 279-280) Message 9.A The letter is poorly organized and suffers from these additional communication problems: 1. Although the letter starts and ends on a positive note, the charges are introduced in a negative manner (“Unfortunately . . .”)

2. The pertinent information is scattered throughout the letter rather than being listed.

3. The third paragraph starts with a vague sentence (“all the arrangements will be the same”), which leaves room for disagreement.

4. The “fee” for the tubs of ice with soft drinks is not specified.

5. The “small charge” for clean-up could quickly amount to $300 or more, but the writer does not specify what is and is not included in the clean-up.

6. Neither specific information about dates nor a call-back number is included. *See Transparency 69 for an improved version of the letter. *See Transparency Masters 9-1 and 9-2 at the end of this chapter guide for poor and improved versions of this letter.

Message 9.B This letter is “we” oriented and negative. It suffers from these additional problems: 1. The letter fails to thank the reader for writing.

2. The writer sounds irritated that the reader asked for an adjustment, but then the writer proceeds to invite the reader to come look at new models for purchase.

3. The writer implies that damage was caused by the reader or by someone in the reader’s office.

4. Information about the warranty is delivered in a negative way.

5. Although the letter states, “you are a valued customer,” this statement seems insincere.

6. Instructions for the reader are scattered throughout the letter.

7. The tone is presumptuous. *See Transparency 70 for an improved version of the letter. *See Transparency Masters 9-3 and 9-4 at the end of this chapter guide for poor and improved versions of this letter.

Message 9.C This letter is tactless, “we” oriented, and negative. It suffers from these additional problems: 1. The letter sets a negative tone in the first sentence (“regret”).

2. The writer fails to thank the student for applying.

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3. 4.The “we” orientation focuses on the problems faced by the company, not those faced by the 5. student.

6. The notification of rejection is undiplomatic and tactless.

The close is dismissive and misleading (“We’re sure”). with an apology negative. *SeeClosing Transparency 71 for is anunnecessary improved and version of the letter. *See Transparency Masters 9-5 and 9-6 at the end of this chapter guide for poor and improved versions of this letter.

Exercises (pp. 280–281) 9.1 The best organizational plan for these messages is as follows: a. Direct. Although, if you have anything to do with the reason the client is leaving, then you may want to use a buffer. b. If it’s not a special order, then direct is fine. c. Indirect. Give reasons first. d. Direct. Routine matter. e. Indirect. State good news first in buffer.

Indirect. Needs buffer and explanation first. g. Indirect. Needs buffer and explanation f. first. h. Indirect. Even though the customer has misused a product, the explanation should not place blame directly on the customer. i. Direct. This message is routine for repair departments.

9.2

De-emphasizing the negative news—possible revisions: a. Even though unused tickets are nonrefundable, your ticket is still valid and may be used to travel to the same destination within one year from the original ticket date. b. After a thorough search, we were able to find a supplier that can provide you with a decorative package similar to your request. Although this packaging does not meet all of your specifications, we can have it to you in time for your event. c. Because the MP3 player was immersed in water, we are unable to offer a refund. We will be happy to repair it for you.

9.3

Since the customer's mistake was related to the complexity of operating a computer, an issue that affects anyone who uses computers, the writer can find some common ground here: Thank you for contacting us regarding your phone bill. As a computer user myself, I certainly appreciate the challenge of getting a computer to operate properly.

An opening such as this, which hints at the complexity of the task the customer was involved in, diplomatically deflects blame away from the customer but also makes it clear that the problem was not caused by the phone company. From this starting point, the letter could go on to explain that Internet dial-up calls consume system resources that other customers could have been using, so the only way to treat all customers fairly is to have each customer pay for the telephone time he or she incurs. Such an approach avoids undue attention to the customer’s mistake but also emphasizes that company resources were consumed during these dial-up calls, and it’s only fair that the person who consumed the resources should pay for them.

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9.4

9.5

Students’ responses will depend on the news releases they choose to analyze. They should be able to analyze nearly any news release by breaking it down into paragraphs and sentences, then studying the wording of each element to deduce its intent.

There’s an important difference between a carefully designed buffer and an introduction that just “beats around the bush.” So students should be careful to not to confuse a real buffer with a wordy, poorly written introduction to a direct message. Although the company will want to buffer the negative news, readers should learn of the higher rates in the body of the message, not the close. Students may suggest using a single paragraph as a buffer and embedding the rate announcement in the second paragraph (not in parenthesis, but as part of a complex yet understandable sentence). This exercise presents an opportunity to discuss how communicators must be aware of the legal guidelines that apply to negative announcements about pricing regulated services such as health care insurance.

CASE SOLUTIONS On the following pages are suggested solutions for this chapter’s cases. They are complete and fully formatted so that you can copy them onto acetate transparencies. * Ready-made transparencies are available for the following cases. Each case has two solutions—one below average and one above average (which matches the solution in this manual): Case 1, When a recall isn’t a recall: Voice recording informing customers that an unsafe product won’t be replaced (Transparencies 72 and 73) Case 7, No deal: Letter from Home Depot to faucet manufacturer (Transparencies 74 and 75) Case 8, Suffering Artists: Memo declining high-tech shoes at American Ballet (Transparencies 76 and 77) Case 9, Cyber surveillance: Memo refusing claim from “Silent Watch” victim (Transparencies 78 and 79) Case 15, Product recall: Letter from Perrigo Company about children’s painkiller (Transparencies 80, 81, and 82) Case 16, Sorry, but we don’t have a choice: E-mail about monitoring employee blogs (Transparencies 83 and 84) Case 21, Safe selling: Memo about dangerous scooters at The Sports Authority (Transparencies 85 and 86) Case 23, Juggling diversity and performance: Memo giving a negative performance review at Pacific Bell (Transparencies 87 and 88)

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1. WHEN A RECALL ISN’T REALLY A RECALL: VOICE RECORDING INFORMATION CUSTOMERS THAT AN UNSAFE PRODUCT WON’T BE REPLACED Two key challenges in this situation are to avoid creating any impression that this is a product recall and to discourage any follow-on communication that isn’t absolutely necessary. At the same time, of course, the speaker should avoid any blunt statements such as “This is not a recall” or “Do not return any product you’ve purchased.”

[75-word recorded message]

Working in conjunction with the U.S. Food and Drug Administration, we are ending production of Model 500, Model 1000, and Model 2000 enclosed beds. We have issued a revised manual and warning labels for these models, and we urge you to move patients to other beds if possible. If your facility uses any of these beds and you have not received the revised manual and warning labels, please press zero to speak with an operator.

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2. MESSAGE TO THE BOSS: REFUSING A PROJECT ON ETHICAL GROUNDS This ethical dilemma is easier than some because the resolution that satisfies your own ethical standards can also be presented as a wise strategy for the company. Consequently, don’t focus exclusively on your own ethical qualms about the proposed training program, and don’t preach. An indirect approach is clearly called for, since your message is both unanticipated and unwelcome.

Also, bear in mind that the subject line of the e-mail message will set the tone for the message that follows, so consider it carefully.

Date: Wednesday, August 2, 2007, 2:33 PM To: Jen Wilson <jkwilson@electrosales.com> From: Kell Darooge <kmdarooge@electrosales.com> Subject: A fresh perspective on the warranty sales training challenge Hi Jen, The extended warranty sales training program involves a major revenue stream, so I want to thank you for placing your trust in me for a project that is so important to the company. I’ve had the opportunity to analyze the data and think through the project since we spoke, and I wanted to share some new ideas regarding both the training and the warranties themselves.

In a market as competitive as consumer electronics, our reputation is obviously a vital asset. As more and more consumers become aware of the financial parameters of many extended warranties and possibly begin to question their value, I am concerned that our reputation will suffer. Moreover, by relying so heavily on revenue from a service that is perceived by many to be of dubious value, I believe we are jeopardizing the very future of the company.

In light of this risk, I propose that we proceed in a radically different direction. Rather than aggressive new sales tactics for the warranties, I believe we would be better served in the long term by restructuring our business model in a way that reduces our financial dependence on sales of extended warranties. At the very least, we should modify these warranties to increase the real value they offer our customers.

Jen, I realize the position I’m taking on this issue is both unexpected and practically heretical in the industry today. However, I believe it is the right position to take, both strategically and ethically.

Thank you for considering my thoughts on this, and I look forward to speaking with you when we both return to the office next week.

Kelly

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3. NOT THIS TIME: LETTER TO UNION BANK OF CALIFORNIA CUSTOMER DENYING ATM DEBIT ADJUSTMENTS Use the indirect approach. Open with a reminder of the bank’s fairness investigating claims. Since Mrs. Caldwell is a valued customer, take extra pains to explain your reasons, mention her grocer’s contact by name, and use simple language. Rather than criticize, use Mr. Tibbits’s comments to suggest logical explanations for the three debits. Don’t mention the missing receipts (another form of shifting blame). Phrase the negative news in terms of what the bank has done, and close with positive resale by reminding her of the personal service available.

UNION BANK OF CALIFORNIA P. O. Box 85135, San Diego, CA 92186-5135 (619) 533-7667 * fax: (619) 533-7692 February 26, 2007 Ms. Margaret Caldwell 2789 Aviara Parkway Carlsbad, CA 92008 Dear Mrs. Caldwell: RE: Claim #7899 Using our best methods of investigation, we have thoroughly examined your ATM debit error claim to determine the facts. We’ve even contacted Wilson’s Gourmet and interviewed manager Ronson Tibbits about the transactions you have questioned. Although the three debits all bear the same transaction number (1440022-22839837109), this number might changes daily, not hourly. So it is possible that purchases made at different stores carry the same number on the same day. Also, the three transactions were for different amounts, suggesting that they reflect separate purchases made on the same day and are not duplications.

Mr. Tibbits has assured us that his equipment does not allow illegal use of your card or numbers when you are not present, nor does he have any reason to suspect his employees of illegal activity.

He suggests that customers often return for subsequent purchases on the same day for a variety of reasons, and so such as a forgotten item or a lunch visit followed by regular shopping at a later hour, on. He reported no equipment failures during the period you have questioned. After our thorough review, we’ve determined that no impropriety occurred and have closed our files on or this claim. If you have any questions about future transactions, please contact us in writing call our 24-hour customer service number at 1-800-555-3737. Your branch manager can also answer any general questions about your ATM card and its many convenient applications.

Sincerely, L. Gomez ATM Error Resolution Investigator CC: BRANCH MANAGER, CARLSBAD

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4. MIDAIR LET-DOWN: INSTANT MESSAGE ABOUT FLIGHT CANCELLATIONS AT UNITED AIRLINES Use a brief title to gain attention, and then state the bad news using the direct approach. In a similar title/information sequence, explain the reason for the cancellation. Close on an upbeat note by directing passengers to complimentary lodging service. Keep the message under 65 words to accommodate any word limits among the variety of instant messaging software used by passengers.

EasyUpdate Flight Status Alert: All United Airlines flights from Chicago/O’Hare to Boston/Logan have been cancelled until further notice. Reason: Heavy snow on the ground in Boston and freezing rain in tonight’s forecast. All travelers relying on Boston connections to complete a journey in progress should check in at United service desks for overnight lodging in Chicago, courtesy of United Airlines.

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5. QUICK ANSWER: INSTANT MESSAGE TURNING DOWN EMPLOYEE REQUEST AT HEWLETT-PACKARD Use the direct approach, but work an explanation into your refusal (short notice). Don’t blame and don’t apologize. Explain further, and then close with encouragement for a future opportunity.

Lewinda, with such short notice, I’m forced to deny your request. We need budget approval from higher up for any conference longer than a day or farther away than Denver. Also, you would need to write a business justification for your attendance. Next time you find a conference you think will help you serve the company, let me know sooner. If it’s right, we’ll work together to make it happen.

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6. COFFEE OVERFLOW: UNDOING A MARKETING MISTAKE AT STARBUCKS In this exercise it will be important to convey the negative news quickly, without a great deal of explanation. Students may benefit from discussing Starbucks’ actual attempt to justify rescinding the offer. The company explained in a press release that the coupons had been “redistributed beyond the original intent and modified beyond Starbucks control” (“Starbucks Yanks Free Coffee Deal,” [Accessed 3 Aug. 2007] http://articles.moneycentral.msn.com/News/StarbucksYanksFreeCoffeeDeal.aspx). The direct approach would likely be most effective in this situation. The audience will be disappointed or angry (one customer, for example, sued the company for $114 million), and the message should assure them that Starbucks regrets being unable to honor the coupons.

IMPORTANT NOTICE TO OUR CUSTOMERS: We regret to announce that due to unforeseen circumstances, the “Friends and Family” free iced drink promotion has been suspended indefinitely.

Starbucks can no longer honor the online coupons and vouchers associated with this promotion. These coupons were distributed electronically throughout the month of August. We apologize for this inconvenience, and appreciate your business.

August 23, 2006

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7. NO DEAL: LETTER FROM HOME DEPOT TO FAUCET MANUFACTURER Using the indirect approach, open with a thank you that also reintroduces the subject. Follow by including positive resale about Home Depot as a potential business partner, which begins to explain the reason for the rejection. Imply the rejection by speaking of “improvements,” and explain the benefits to Roseway (better chance at success). Wrap up with more encouragement and a helpful phone number.

HOME DEPOT 2455 Paces Ferry Rd., Atlanta, GA 30339-4024 (770) 743-8211 July 15, 2007 Pamela Wilson, Operations Manager Roseway Manufacturing 133 Industrial Ave. Gary, IN 46403 Dear Ms. Wilson: Thank you for presenting Roseway faucets at Home Depot’s recent product review session in St. Petersberg. Our expert panelists are always looking for new products that will meet our customers’ high standards, and they pride themselves on knowing what those customers are buying at any given time. This commitment to product excellence, customer knowledge, and price competitiveness has helped make Home Depot a leading home improvement retailer.

Your faucets show promise, but before we put your products in our stores, we want to be sure you’ll too achieve the success you expect. The panel felt that your product’s current design was ornate and used a material that would not appeal to the majority of our customers. Slight modifications to the handle’s design and the use of a higher-grade material could improve your product’s reception among Home Depot shoppers. Such modifications might also allow for a lower price per unit, which would further enhance your faucets’ appeal to buyers.

We are always willing to take a second look. By attending our next product review session you’ll have an opportunity to showcase any improvements you’ve made during the previous 12 months.

Our buyers appreciate a company’s attention to feedback, as well as your flexibility and willingness to work with us to produce a superior product.

If you have questions or wish to apply for next year’s event, you can reach a merchandising liaison at (770) 555-0988.

Sincerely,

Hilary Buchman Assistant to the Vice President, Sales HB:kl

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8. SUFFERING ARTISTS: MEMO DECLINING HIGH-TECH SHOES AT AMERICAN BALLET THEATER Because this is an internal memo, it’s best to be brief, using the direct plan. Start with the refusal, followed by reasons and explanations. Close courteously, and add a note of helpful encouragement for the entrepreneur to help soften the blow if your comments are passed on.

AMERICAN BALLET THEATER MEMORANDUM To: Michael Kaiser, Executive Director From: Kevin McKenzie, Artistic Director Date: March 23, 2007 Subject: Gaynor Minden Shoes At your request, our principal ballerinas have all sampled the new, high-tech Gaynor Minden pointe shoes. They all agree that the concept is a good one, but they are less than satisfied with the shoes’ performance.

Many prefer the style of shoes they’ve been dancing in since they first began— whether for sentimental or practical reasons, it’s hard to tell. Even though traditional pointe shoes cause some discomfort and don’t last long, they apparently satisfy our dancers’ artistic sensibilities. Also, being less stiff, they respond better to foot movement.

If our ballerinas feel most comfortable in satin shoes and perform best wearing them, then I believe we should allow them to use the shoes that optimize their expressiveness on stage. If the old design has allowed members of our company to create the beauty we’ve come to expect from them, why tamper with success— especially if the dancers are unwilling?

We gave the shoes a good try, but perhaps Ms. Minden’s well-intentioned product would fare better with a younger company or an amateur school where both ideas and feet are less “shaped” by tradition and more eager to benefit from technological advances.

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9. CYBER-SURVEILLANCE: MEMO REFUSING CLAIM FROM “SILENT WATCH” VICTIM Even though Harkington was caught red-handed, he’s valuable to the company, so write this memo carefully. Don't force him to quit from embarrassment. In the buffer, turn Harkington’s complaint into a “request for explanation.” Offer a face-saving perspective. Let Harkington know that you sought legal advice, that you followed proper procedure, and that your action would probably be upheld in court. Imply the negative news, and avoid scolding, accusing, or blaming your reader. Instead, focus on rebuilding a positive working relationship.

MEMO

TO:

Jarod Harkington

FROM: Tyrone Mason DATE:

August 3, 2008

SUBJECT: Pay reduction I appreciate your taking time to explain your position regarding the recent reduction of your pay. So many variables are now involved in the way business is conducted that it’s sometimes difficult to chart the right path.

Before installing the supervision software system, I consulted our legal advisors.

They have assured me that the practice I followed is not only legal but becoming increasingly common in companies that require employees to use personal computers with access to the Internet.

Our use of the Internet for business transactions is still new, which is why I sent each of you a memorandum with specific guidelines for Internet and e-mail use.

I’m attaching a copy. As you can see, the memo also mentions that your work would be monitored. I sent the memo well before activating the new monitoring system that provides highly accurate details about every employee’s use of Advertising Inflatables’ computer equipment during working hours.

If you have any questions about these guidelines, I’ll be glad to talk them over with you. You’re a good sales rep, Jarod. I look forward to working with you in future. Let’s make our time together mutually productive, satisfying, and rewarding.

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10. CELL PHONE VIOLATIONS: E-MAIL MESSAGE TO ASSOCIATES AT WILKES ARTIS LAW FIRM You must deliver a hard-hitting message that requires a serious tone. You can still soften the bad news by building up to it with strong, convincing reasons that reach both emotional and intellectual levels. Your busy audience will appreciate a bulleted list. Remind readers of the policy, and bury the bad news at the end, in a sentence that also points out a reason for the new penalty. Conclude with a strong reminder that the company cares and that following policy is in the reader’s best interest.

Date: Mon, 12 January 2007 7:11:33 -0800 From: Kristy Barragan, Human Resources <barragan@wilkesartis.com> To: [mailing list—all staff] CC: Attached: Subject: Life-saving cell phone practices With cellular phone usage increasing exponentially, David Fuss has asked me to remind you of the Wilkes Artis policy that employees are not to use their cell phones to conduct business while driving. In its efforts to keep you healthy and safe, the company would like you to consider the following:

• Our “no cell-phone while driving” policy was developed after the tragic death of a Virginia teenager (for which a Washington attorney was eventually incarcerated and then sued along with her law firm).

• The National Highway Transportation Safety Administration estimates that 20 to 30 percent of all driving accidents are cell-phone related.

• The mental involvement required for talking on a cell phone constitutes an unacceptable level of driver distraction; the life you save may be your own.

• To underline the danger, many states are considering banning cell-phone use by drivers, and more than two dozen countries have already instituted such laws, including Japan, Israel, Portugal, and Singapore.

We’d like to remind you to pull over, use a hands-free device, or wait until you’ve arrived at your destination to make those calls. To encourage your compliance, first-time violations of company policy will result in immediate suspension without pay. The only exceptions are instances of a genuine health or traffic emergency.

We take this threat to your life and health very seriously, and we expect that you will, too.

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11. WE’RE GOING TO CATCH SOME FLAK FOR THIS: ALERTING EMPLOYEES TO THE REMOVAL OF A POPULAR PRODUCT Although this message will be distributed internally, it will still be important to avoid including any comments you would not want the public to see. The primary goals are to prepare employees for the negative reaction that will follow removing the Looney Launch from production, and to help them understand the reasons behind your decision.

LOONEY LAUNCH TO BE DISCONTINUED September 3, 2007 As you know, the Looney Launch bicycle ramp has turned out to be one of our company’s most popular products. However, we have recently learned of a lawsuit initiated by the parents of a child who was injured while using the product. Xtremity Plus is committed to ensuring the safety of our customers. For this reason the Looney Launch will no longer be produced, and open orders for the product will be canceled. The popularity of the Looney Launch does not outweigh the potential risks (to our customers and to our company) associated with its continued distribution.

We will shortly notify retailers of this decision, and you are likely to receive questions about why we have ceased to offer such a popular product. Please emphasize our commitment to safety and our continued efforts to offer exciting and innovative products for extreme sports enthusiasts.

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12. LOONEY LAUNCH COMING BACK TO EARTH: INFORMING RETAILERS ABOUT THE DEMISE OF A POPULAR PRODUCT This message will contain many of the same elements required in Case 11, although it will differ slightly because it is intended for an external audience. Students should keep in mind that retailers have a great deal to lose based on the decision to discontinue the Looney Launch, and that Xtremity Plus depends on retailers to promote and market their products.

Date: 14 March 2007 7:11:33 -0800 From: Loren Cahill, Xtremity Plus <cahill_l@xtremityplus.com> To: [mailing list—all retailers] CC: Attached: Subject: Important Notice on Looney Launch Dear Licensed Xtremity Plus Retailer, We appreciate your continued support of our product line, and need to update you on an important development regarding our popular bicycle ramp, the Looney Launch.

Many of you are aware that a lawsuit has been filed against our company by the parents of a child who was injured while using the Looney Launch. Although the product label clearly warns of the risks associated with this or any other bicycle ramp, we have voluntarily elected to cease production and distribution of the Looney Launch. We regret that open orders for the Looney Launch will be canceled and no further orders for the product will be accepted. This decision reflects our ongoing commitment to ensuring the safety of our customers.

Xtremity Plus will continue to offer exciting and innovative products for extremesports enthusiasts, and to pursue our goal of providing outstanding products and service to our retailers.

Sincerely, Loren Cahill CEO, Xtremity Sports

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13. COMMUNICATING IN A CRISIS: INFORMING THE LOCAL COMMUNITY ABOUT A SERIOUS ACCIDENT The fire at the EQ Industrial Systems site in Apex, North Carolina was a large-scale incident that strained the company’s relationship with the surrounding community. A wealth of information about the fire circulated quickly, and (not surprisingly) some of it turned out to be inaccurate. This posting should have a “just-the-facts” feel, and should illustrate the company’s commitment to keep the public well-informed, respond promptly to the disaster and restore the community’s trust.

Fire Breaks Out at EQIS’ Apex Facility October 6, 2006 As the news media has reported, a fire occurred last night (Thursday) around 10:00 p.m. at the EQ Industrial Systems facility in Apex, North Carolina. No one was in the facility at the time of the fire, and at this point the cause of the blaze is unknown. A variety of materials are stored at the Apex facility, and we are currently working to determine which one was the source of the fire.

Two inaccurate rumors about the fire are circulating. First, it has been reported that our Apex location housed chlorine gas (which is extremely hazardous). In fact, no chlorine gas was stored there. It is also rumored that the fire has spread to nearby businesses. As soon as EQ Industrial Systems learned of the fire, the company hired specially trained industrial firefighters who have already succeeded in bringing the fire under control.

Whenever an industrial fire occurs, there are concerns about its potential effects on air quality. Residents in the areas surrounding our Apex facility were evacuated as a precaution, but should be able to return to their homes tomorrow pending permission from local authorities. As of Friday afternoon, tests conducted by the North Carolina State Dept. of Environment and Natural Resources “had not detected anything out of the ordinary in the air.”

EQ Industrial Systems would like to thank local law enforcement and fire departments for their assistance in alerting the public to our toll-free hotline (1800-555-1212), which provides updates and other information on this incident.

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14. LOW CARB IMPACT: E-MAIL ANNOUNCING LOSSES AND NEW PRODUCTS AT MONTEREY PASTA Choose a subject line that remains neutral about the “bad news” but hints at positive information included in the message. Taking the direct approach, state the bad news simply and clearly in the first paragraph. Explain the reasons for the decline in sales without dwelling on the problem. Tie this into the positive news in the second paragraph, using an upbeat quote from the company president.

Conclude with details about the new products and a link to more information.

Date: Tue, 27 June, 2007 11:00:42 -0800 To: [Mailing list] From: Elma Collantes, Marketing Planning Manager <elmacollantes@montereypasta.com> Subject: Fourth-Quarter Forecasts; New Products Announced CC: BCC: Attached:

Today Monterey Pasta’s chief financial officer Scott S. Wheeler announced a revision of fourth-quarter earnings forecasts. While previous estimates were for a 7 to 10 percent increase in sales, Wheeler now expects revenues to be down 3 to 5 percent from last year’s fourth-quarter earnings. The forecast revision comes after several months of decreased sales to Wal-Mart and Costco, which Wheeler attributes to a consumer shift toward low-carbohydrate diets.

Monterey Pasta has already taken measures to rebuild that market. Today President and CEO Jim Williams announced Monterey Pasta’s new line of lowcarbohydrate “CARB-SMART”products. These include fresh pastas, sauces, and prepared entrees.

“Americans love fresh pasta,” Williams said, “but the current wave of low-carb diets has many consumers watching the amount of carbohydrates they consume.

CARB-SMART responds to that trend by delivering the flavor and convenience of traditional fresh pasta, but with half the carbs. So carb-counting pasta lovers can now have their ravioli . . . and eat it, too.”

Weight-watching consumers will now be able to enjoy three CARB-SMART prepared ravioli varieties, plus tortelloni, linguine, fettucine, and a new low-carb, four-cheese sauce. Complete product information is available on the Monterey Pasta website, http://www.montereypasta.com./

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15. PRODUCT RECALL: LETTER FROM PERRIGO COMPANY ABOUT CHILDREN’S PAINKILLER Retailers have already been notified of the bad news, so use the direct approach. Soften your news by creating a reassuring letter that is full of direct, useful information for both retailers and their customers. Highlight the most important facts in a subject line. Open with a “you”-oriented promise to provide helpful information. As you explain the details, remember what your audience and their customers need to know, using each paragraph to both tell and demonstrate Perrigo’s concerned, responsible, and pro-active approach. Close with resale information.

PERRIGO COMPANY 515 Eastern Ave., Allegan, Michigan 49010 (616) 673-8451

Fax: (616) 673-9128 (Fax)

Product questions or comments: (800) 719-9260

May 23, 2007 [Inside business address] Dear [name of manager or buyer]: Subject: Product Recall of Children’s Non-aspirin Elixir, Lot # 1AD0228 This letter answers questions that you or your customers may have about the recent recall of the children’s painkiller referenced above.

To summarize, four-ounce bottles of cherry-flavored, liquid Children’s Non-Aspirin Elixir, from Lot #1AD9228 only, may contain up to 29 percent more acetaminophen than the label indicates.

This amount is sufficient to cause an overdose in children, which could result in liver failure.

Although we have no reports of injury or harm from the use of this product, Perrigo is using all available media to take immediate steps to remove it from shelves and to alert consumers.

You can help in this important effort by posting notices that include our information telephone number, 1-800-321-0105, and that offer consumers a full refund for returned bottles from the affected Lot. With your return shipment, Perrigo will reimburse you for the total amount of these customer refunds. You must also immediately remove any remaining bottles from Lot #1AD9228 from your shelves and return them to us for full credit.

To aid your customers who may already have bottles on their shelves at home, you might want to distribute this helpful information about the names under which this product was sold and the states in which it was distributed: Kroger label: Alabama, Arkansas, Georgia, Illinois, Indiana, Kentucky, Louisiana, Michigan, Mississippi, Missouri, North Carolina, Ohio, South Carolina, Tennessee, Texas, Virginia, and West Virginia.

Hy-Vee label: Illinois, Iowa, Kansas, Minnesota, Missouri, Nebraska, and South Dakota.

Good Sense label: Independent retail chains throughout the United States.

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[name of manager or buyer] [date] Page 2

We will continue to act quickly to keep you informed of any developments relating to this or other Perrigo products. If you have questions, please contact us at 1-800-321-0105.

As the leading manufacturer of store-brand, over-the-counter (OTC) pharmaceuticals and nutritional products, consumer health and safety is our number-one priority. With more than 900 products and growing, we are committed to providing products our retail partners can sell proudly under their own names, offering quality and effectiveness comparable to higher-priced brands at significant cost savings to consumers.

Sincerely,

Petrova Ericksson Customer Support and Service Supervisor

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16. SORRY, BUT WE DON’T HAVE A CHOICE: E-MAIL ABOUT MONITORING EMPLOYEE BLOGS

An indirect approach would be helpful in this situation because the message is probably unexpected, and some employees may have a high emotional stake in it as well. You can certainly sympathize with their concerns over freedom of expression, but make it clear that protecting the company—for the good of all employees—is the overriding concern. A good strategy is to start with a buffer that reminds the audience of the importance of protecting the company. In addition, some background information about e-mail and IM monitoring will remind employees that much of their communication is already being monitored and help diffuse any criticism that blogs are being unfairly singled out for scrutiny.

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17. REMOVING THE OBSTACLES ON THE ON-RAMP: BLOG POSTING TO ERNST & YOUNG EMPLOYEES The challenge in this message is addressing the negative perceptions about the “off-ramp” program in a productive way. The program is going to happen, so it’s not a matter for discussion; however, if current employees don’t believe the program is necessary or fair, it’s going to generate friction that will damage morale and productivity. Either a direct or an indirect approach could be used, depending on the tone the writer wishes to establish with the audience. In either case, acknowledge the anxiety expressed by some employees, explain why management believes the program is the right choice for the company, and invite continued discussion on the matter—not so people can argue for or against the program, but to make sure than any lingering concerns are addressed as much as possible.

September 19, 2007 KEEPING E&Y COMPETITIVE: THE IMPORTANCE OF THE NEW “OFF-RAMP” PROGRAM As some of you have heard by now, we will soon be implementing a program to rehire and reintegrate employees who have left the company for personal reasons over the years but now wish to return. I understand the anxiety that you may be feeling, particularly regarding salaries, promotions, and other important questions. The management team is planning a formal announcement of the program for next month, but for now I’d like to address your concerns and encourage a productive conversation about this important change.

First, the management team is unanimous in recognizing the need to institute this program. The competitive strength of any service firm lies in the quality of its professional talent. If we don’t open our doors to our former associates when they want to return to the workforce, they will simply go to work for our competitors. While some employees may welcome this in the short term because it removes some internal competition for salaries and promotions, in the long term it will hurt the firm and therefore hurt everyone in the firm.

Second, E&Y has always fostered a fair and supportive workplace for all employees, and every employee is given equal opportunity to succeed. This new program does nothing to change that philosophy. No one will receive preferential treatment, and everyone will continue to be compensated based on his or her contribution to the firm’s success.

Third, I have heard some resentment expressed toward employees who left for personal reasons and now want to return. I would like to remind everyone that one of the factors that makes E&Y such a great place to work is the value the company places on the whole person, not just the 9-to5 employee. Helping people balance their personal and professional lives gives us a competitive advantage, and it is a management philosophy to be viewed with appreciation, not suspicion.

However, as strong as these reasons are in favor of the program, I don’t wish to downplay the particular concerns any of you might have about your own careers as we begin this new phase in the history of the firm. I invite you to discuss these concerns with your immediate supervisor. If you have comments or questions of a more general nature, please post them here on the blog.

Doing so will help all of us work through these issues and ensure that the new program will be a success for everyone here at E&Y.

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18. LISTEN TO THE MUSIC, PARTNER: DELIVERING AN ULTIMATUM TO A BUSINESS ASSOCIATE This message will be unwelcome at the very least and probably unexpected, so an indirect approach is called for. The ultimatum needs to be clear and unequivocal, but it can be expressed in calm, professional language. Don’t apologize for “spying” on the retailer even though the reader is likely to be angry because of it; you did nothing illegal or unethical and were only protecting your large investment in the product.

November 9, 2007 Jackson Fletcher Music99 14014 Preston Pike Dover, Delaware 19901 Dear Mr. Fletcher: On behalf of everyone at Stanton, I would like to convey our thanks for your continued efforts to sell our products. Stanton continues to grow with exciting new products, and we owe much of our success to our professional partners in the retail channel.

Our new FinalScratch DJ system has been a huge hit with amateur and professional DJs alike, thanks to the unique benefits offered by its breakthrough technology. While this technology has huge advantages, it does require some expertise on the part of retailers in order to present it accurately and effectively to potential buyers. We recognized this need before we introduced the product and responded by creating a special training seminar that we offered for free to all our retailing partners. I’m pleased to report that those retailers who attended the training are selling FinalScratch efficiently and profitably.

At the time, Music99 opted not to take advantage of the free training. While we certainly respect your right to make whatever decisions you deem appropriate for your business, the evidence is clear that the lack of training is hurting FinalScratch sales in your stores. To understand why the product was selling so poorly at Music99, we recently conducted some observational research to see firsthand how your sales consultants were presenting the product. The results of this investigation were extremely discouraging. Not only did most Music99 consultants present FinalScratch ineffectively, but many actually misrepresented the product and its capabilities. On numerous occasions, we observed buyers settling for a lesser product from our competitors simply because they were misinformed about FinalScratch.

I’m sure you can appreciate our concern and the urgent need to rectify this situation. We value our relationship with Music99, but any relationship requires commitment from both parties. To protect our brand, Stanton management has decided that all retailers who wish to carry our products must commit to the training necessary to present those products accurately and effectively. Our factory specialists are available to train your employees at the earliest possible date. In order to schedule this training or to enable us to start recruiting other retailers in your market areas, please respond with your decision by November 20.

We look forward to hearing from you and hope that we will continue to count Music99 among our successful retail partners for many years to come.

Sincerely,

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19. REFINANCING RULES: LETTER EXPLAINING CHANGES AT PEOPLEFIRST.COM Using the indirect approach, open with a buffer thanking the couple for their inquiry and customer loyalty. Explain the reasons for the new policy first, and then phrase the bad news clearly but without directing the refusal to the Franzones personally. Emphasize the positive by explaining how Capital One’s policies can also benefit them (e.g., no prepayment fees). Close courteously, including low-key resale information.

CAPITAL ONE AUTO FINANCE P.O. Box 260848 Plano, TX 75026-0848 1-800-689-1789

April 4, 2007 Faviola and Mary Franzone 7200 Poplar Avenue Memphis, TN 38197 Dear Mr. and Mrs. Franzone: RE: Auto Loan # 1295949 Thank you for your inquiry regarding Capital One Auto refinancing. We appreciate your customer loyalty.

When PeopleFirst.com became Capital One Auto Finance, our customers gained all the benefits of low-cost auto financing provided by our long history in the financial industry. At that time, all PeopleFirst loans were converted to Capital One loans. For this reason, we do not refinance loans for customers seeking a lower rate. However, we never charge a prepayment penalty for our customers who do find refinancing from another provider. You may pay off your Capital One Auto loan at any time without additional fees or charges.

We wish you the best in your search for refinancing, and when you think of purchasing another vehicle, please remember that our loans are among the most competitively priced in the industry.

Sincerely,

Li Fong Customer Service Representative

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20. SAY GOODBYE TO THE CONCIERGE: PODCAST ANNOUNCING THE END OF A POPULAR EMPLOYEE BENEFIT. Because the concierge service is so popular, this announcement is sure to disappoint the employees who’ve taken advantage of it. The indirect approach will probably be best, and it will be important to assure the audience that the company will do all it can to restore the benefit in the future.

Since it was implemented last year, the employee concierge service has turned out to be one of our most popular employee benefits. The service is a time-saving convenience, allowing all of us to direct more of our energy and time to important matters at work and at home.

Unfortunately, lower-than-expected profits this year have forced us to look for ways to trim the budget. The recent widespread recall on more than a million of our dishwashers has made it even more urgent that we cut back on our expenditures. Nonessential expenses are always the first to go in situations like this, and the concierge service falls into that category.

After Friday of this week, concierge services will be suspended until further notice. We hope this will be only a temporary interruption of the services, and when the company’s financial situation improves we will certainly revisit this decision. We value your talents and appreciate your efforts to maintain our company’s status as a leading producer of consumer appliances.

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21. SAFE SELLING: MEMO ABOUT DANGEROUS SCOOTERS AT THE SPORTS AUTHORITY This memo is going to employees, so use the direct approach. Even so, “soften” the bad news by turning it into a positive opportunity for Sports Authority. View your letter as a pyramid—by the last line, you will have completely turned around the small “bad news” item at the top. Start with the commission ruling; then describe the deaths that influenced it. Underline the importance of the new campaign as an opportunity to show community leadership. To deflect potential complaints about “killing sales,” explain the positive effect on customers. Keep your upbeat attitude through to the end, and make the expected action as clear as the “feel good” benefit.

MEMO TO: All Store Managers FROM: Ramon Barajas, Merchandising Manager SUBJECT: New Sports Authority “Scooter Safety Campaign” DATE: June 12, 2007 This week the Consumer Product Safety Commission (CPSC) issued a consumer advisory on the dangers of motorized scooters. Those of you who have tried these popular vehicles know that failure to wear the appropriate safety gear and to exercise common sense can have disastrous results. For three individuals last year, the results were fatal. In every case, death could have been prevented by a $25 helmet. One of these victims was six years old, one was eleven, and one was forty-six. It is in their memory that we are launching the Sports Authority “Scooter Safety” campaign.

Beginning immediately, please discuss appropriate safety issues with your sales staff. Every sale we make should be preceded by a discussion of safety measures with potential scooter buyers.

We want these scooter buyers to have fun, but safely. In turn, they will come to trust our honesty and respect our concern for their well-being. Teach your sellers to talk about the need to • Always wear a helmet • Restrict motorized scooter use to children over twelve • Wear knee pads, elbow pads, and sturdy, closed-toe shoes • Ride only during daylight hours • Avoid public roads • Save the elaborate stunts for professional riders • Allow children under eight to use foot-powered scooters only with adult supervision To facilitate this conversation with customers, we have produced a new brochure, “Scooter Safety Rules” for point-of-sale distribution. We are also posting the contents on our website. Future advertising will incorporate elements of the new safety campaign. We are going to embrace the CPSC ruling and become the biggest retail champion of scooter safety. And we are all going to sleep more soundly at night, knowing that we may have prevented emergency room visits, debilitating injuries, and worse.

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All Store Managers

June 12, 2007

Page 2

Please hold a special training session with your staff to present this new program. You should have the “Scooter Safety Rules” brochures within two weeks, so you can hold this meeting as soon as they are in hand.

We will be checking sales figures, and we expect to see each store posting higher numbers for reflective gear, helmets, and elbow and knee pads. This campaign is not about improving our annual revenues; it’s about saving lives. It’s a campaign we can all feel good about.

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22. REACTING TO A LOST CONTRACT: PHONE CALL RESCINDING A JOB OFFER This is going to be an extremely difficult conversation, and recognizing that up front is the best way to approach it. In addition to disrupting the candidate’s life and livelihood (even if he can get his old job back, it will be awkward and embarrassing for him), you are losing a top-notch employee and probably damaging the company’s reputation as well (experts in many industries tend to be well connected, so chances are quite a few people will hear Gunnstein’s story). There is simply no way you can feel good about the content of the message you must deliver, but you can deliver the message with compassion and professionalism. Recognize that even though this is a phone call, it needs to be planned as carefully as a written message. Anticipate Gunnstein’s state of mind and his reactions to the news so that you can think through your responses ahead of time. An indirect approach is called for, but out of respect for him, you must get to the bad news quickly. Delaying it with general chit-chat or extended explanations of the company’s financial situation is disrespectful to him. A sincere apology is appropriate in this situation (assuming you’ll consult with your company’s legal staff ahead of time).

[Notes to yourself are shown in regular font; talking points are in bold italics] 1.

2.

3.

Identify myself and my company affiliation (Gunnstein will remember who I am because we’ve spoken recently).

He will likely have one of two possible reactions: 2a. If he has already heard the news about Alion losing the contract, he will probably mention that he has heard and will ask if this affects his employment status. This scenario is somewhat easier: he will already have a key piece of information and will be in a guarded frame of mind. The news is true, unfortunately, and the loss of the contract is a major and unexpected blow to the company.

2b. If he hasn’t heard about the contract, his mood is likely to be upbeat, and he’ll probably assume that I’m calling with information regarding his move or something else related to his new job. I need to transition him away from the positive frame of mind to the unfortunate reality of the news I need to deliver: I don’t know if you’ve heard the unfortunate news regarding our Pentagon contract, but we suffered a major financial blow yesterday, and I wanted to get in touch with you as soon as possible.

Get right to the bad news so you don’t keep him hanging. The loss of so much revenue without warning immediately changes the company’s financial picture. To stay afloat, the company is being forced to reduce its workforce. In addition to laying off several dozen current employees, we will be unable to add new employees and I regret that I must rescind your job offer.

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4.

5.

6.

His reaction is going to one of shock, understandably. He’s likely to be angry as well, particularly if he has already given notice to his current employer.Claus, I understand how upset you must be, and please accept my apologies, both on a personal level and on behalf of Alion. I hope that by informing you as quickly as possible that we may have spared you at least some degree of disruption.

Depending on how he responds, I may need to discuss legal issues.

[This information will depend on what you’ve been instructed to do by the company’s legal staff. For instance, if he signed an employment contract with a termination clause, the company may owe him a financial settlement.]

Once I’ve delivered the news, extended our sincere apology, and handled any legal issues that may arise, my next objective is to conclude the call as positively and professionally as possible.

Everyone here at Alion was excited about the prospect of you joining the team, and we all regret that this will no longer be possible. I truly enjoyed our conversations during the interview process and will miss the opportunity to work with you. I wish you the best of luck.

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23. JUGGLING DIVERSITY AND PERFORMANCE: MEMO GIVING A NEGATIVE PERFORMANCE REVIEW AT SBC PACIFIC BELL First, compliment Jorge’s job performance. Soften the bad news by saying that you know he’s been trying. Use a helpful, supportive tone, and focus on the action to be taken. Make yourself his “partner” in solving the problem, and offer helpful suggestions. Set a deadline for resolution, and encourage interim checks to keep communication open and express your support. To foster Jorge’s commitment, close with another reference to his positive qualities on the job.

SBC PACIFIC BELL MEMO

TO: Jorge Guiterrez, Customer Accounts Associate FROM: Margaret de la Rosa, Billing Adjustments Supervisor DATE: July 13, 2007 SUBJECT: Performance review Dear Jorge: When you first came to work in our department, we were impressed by how quickly you learned this difficult job. Your math skills are outstanding, and you have an excellent understanding of the important nuances of the job.

You and I have already discussed the one issue that is holding you back, and I know you have made some effort to correct the situation. But you must make a stronger commitment to reducing the number of your personal phone calls and absences.

Everyone has unavoidable emergencies from time to time, but you need to do more to eliminate those calls and absences that are excessive.

You might discuss this issue with your relatives and friends, impress upon them how important your job is to you, and explain that your work environment does not allow you to carry on the casual communications that they’ve been accustomed to. When family and friends do call, you might politely explain that, except in a true emergency, you cannot speak to them while your employer is paying you for your time and talent. If these explanations don’t convince them, please let me know. We can sit down together and map out other strategies that might help. Above all, I want you to succeed in your position here at SBC Pacific Bell.

You are a valuable asset to this department and to SBC Pacific Bell. We would hate to lose you over an issue that I believe you can solve, once you focus on the challenge. Let’s give it until mid-September, and then look at the situation again.

I’ll be discussing some of these strategies with you in our meeting today; please let me know in two weeks if you feel you still need help to show improvement by September.

We’ll do what we can together to make sure this issue is resolved before your next performance review. We’d rather focus on your other fine qualities!

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24. CAREER MOVES: E-MAIL REFUSING TO WRITE A RECOMMENDATION Begin with a buffer. Tell Tom Weiss that his best interests would be served by asking for references from people who can address his sales abilities. Wish him well. Adopt a tone of helpfulness and goodwill. Avoid making negative personal comments.

Date: Wednesday, 30 March 2007 12:01:10 –0800 From: Felicita Myers <fmyers@linknt.net> To: Tom Weiss <tomweiss@aol.com> CC: BCC: Attached: Subject: Recommendation letter Dear Mr. Weiss: You are to be commended for looking for a job where you can better use your talents. Because your work with us was in word processing, bookkeeping, and customer service, you will be better served if you ask someone who knows your sales abilities to give you a recommendation.

Best wishes for a successful career in sales.

Sincerely, Felicita Myers Office Manager <fmyers@linknt.net> Opal Pools and Patios 919 Overland Rd., Pineville SC 29468

Voice: 803-322-8687

Fax: 803-322-8688

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25. BAD NEWS FOR 80: FORM LETTER TO UNSUCCESSFUL JOB CANDIDATES Begin with a brief, two-sentence buffer. You might thank each candidate for taking an interest in the university. Also, to indicate that the selection task was not an easy one, you might mention the number of candidates that applied for the job. Then, without any delay, clearly imply the bad news. Close the letter by wishing the candidate well in her or his search for a position. Avoid insincere expressions of regret, and keep the letter short.

MCMICKEN COLLEGE OF ARTS AND SCIENCES UNIVERSITY OF CINCINNATI P.O. Box 210037, Cincinnati, OH 45221-0037 513-556-5860 Fax: 513-556-0142 ucaswww.mcm.uc.edu

March 1, 2007 [Inside Address] Dear [Name]: Thank you for taking the time to apply for the position of Dean of Arts and Sciences here at the University of Cincinnati. Eighty-five people applied for the position, so selecting someone was far from easy.

Dr. Constance Pappas has accepted the position. She has a doctorate in American studies and three years of experience as chair of a history department. Her qualifications fit our needs well.

Your interest in the University of Cincinnati is gratifying. Best wishes to you in your search for a dean’s position.

Sincerely,

Jonathan Smythe, Ph.D., Chair Dean’s Selection Committee eg

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26. WHAT WE HAVE HERE IS A FAILURE TO COMMUNICATE: WRITING A NEGATIVE PERFORMANCE REVIEW You have several goals in this message. First, it’s important to document your concerns about Bridgewater’s performance. This may help her improve, but if she fails to do that you’ll have something in writing to fall back on later. Second, she’s a well-respected and highly qualified company representative, so you want to make it clear that you value her contributions and are ready to help her improve her performance in the areas you describe. (This sample response calls for a meeting, but students should understand that it would be important to follow up with another document detailing the results of that conversation.)

INTEROFFICE MEMO TO: FROM: DATE: RE:

Elaine Bridgewater Karen Sykes April 5, 2007 Intermediate Performance Review

One of my most important responsibilities is helping our employees succeed and excel at StraightDrive.com. With that goal in mind, I have some information to share with you regarding your performance as our retail liaison.

First, I want to let you know how much I appreciate the remarkable credibility and knowledge you’ve brought to our company. Your experience as a former touring pro has earned immediate respect from our retailers and customers, and has undoubtedly enhanced our sales. Your energy level is incredible, and you’ve worked hard to build a strong rapport with the resellers you assist day in and day out. No one here knows the game as well as you do.

All of this shows that you are well-qualified for the key role you play in maintaining positive relationships with our retailers. That’s why I was surprised to learn that we’ve recently received a number of complaints regarding your communication with this important group. More specifically, retailers have expressed dissatisfaction based on: •

voice-mail messages that have gone unanswered for days

• •

confusing e-mail messages that require two or three rounds of clarification reports that are poorly organized and difficult to understand

I am confident that we can work together to eliminate future complaints such as these. The retail channel is vital to our company’s continued success, and I’m sure you’ll agree that we must do all we can to communicate with our retailers in ways that help them promote and market our products. Prompt responses to phone calls and clearly written correspondence not only show our retailers that we value their business, but reflect our professionalism and commitment to excellence.

Let’s meet early next week to talk over some strategies for addressing these concerns. I am ready to help in whatever ways I can. Would Tuesday at 9:00 a.m. work for you? Please call me at 5136 to let me know. I look forward to speaking with you soon.

Transparency Master 9-1 Chapter 9—Message for Analysis 9.A (poor version)

CAREFREE CATERING 1449 Webster Boulevard, Athens, GA 30601 Voice: 706.288.3022

Fax: 706.288.2222

April 20, 2007 Tom Landon, Social Chairman Zeta Tau Omega Fraternity 220 Gaines Commons Athens, GA 30601 Dear Mr. Landon: Your spring fraternity party sounds like fun. We’re glad you’ve again chosen us as your caterer. Unfortunately, we have changed a few of our policies, and I wanted you to know about these changes in advance so that we won’t have any misunderstandings on the day of the party.

We will arrange the delivery of tables and chairs as usual the evening before the party. However, if you want us to set up, there is now a $100 charge for that service. Of course, you might want to get some of the brothers and pledges to do it, which would save you money. We’ve also added a small charge for cleanup. This is only $3 per person (you can estimate because I know a lot of people come and go later in the evening).

Other than that, all the arrangements will be the same. We’ll provide the skirting for the band stage, tablecloths, bar setup, and, of course, the barbecue. Will you have the tubs of ice with soft drinks again? We can do that for you as well, but there will be a fee.

Please let me know if you have any problems with these changes and we’ll try to work them out. I know it’s going to be a great party.

Business Communication Today, 9E

Instructor’s Resource M anual for Upper Saddle River, N.J. 07458.

Transparency Master 9-2 Chapter 9—Message for Analysis 9.A (improved version)

CAREFREE CATERING 1449 Webster Boulevard, Athens, GA 30601 Voice: 706.288.3022 Fax: 706.288.2222

April 20, 2007 Tom Landon, Social Chairman Zeta Tau Omega Fraternity 220 Gaines Commons Athens, GA 30601 Dear Mr. Landon: Thanks for asking Carefree Catering to cater your spring party. By working together, we can make it a great success. Some of the services and estimated charges are listed below so that you can review them with your committee.

• Table and chair rental/delivery (approximately 10/100) $200 • Food (approximately 100 @ $7.50 for Texas BBQ)$750 • Table and chair set-up $100 • Tablecloths, no-host bar setup, table skirts, paperware $250 $100 • Soft drinks (200 @ $.50) $300 • Cleanup (approximately 100 @ $3) $120 • Servers (3 @ $10 per hour for 4 hours) We provide recycling barrels, big trash barrels, serving utensils, and one on-site employee free of charge. Also, as a service provider registered with the university, we abide by all rules about serving alcohol to minors and having one security person present. We can recommend several security companies.

After you’ve met with your committee and formed an idea of your budget, please give me a call.

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

Transparency Master 9-3 Chapter 9—Message for Analysis 9.B (poor version)

ESSEX ELECTRONICS 1711 Chicago Street, Omaha, Nebraska 68101 (800) 644-8333 / (402) 592-3388 / Fax: (402) 592-3388 / www.essexel.com

January 7, 2007 Mr. Satoshi Kim Kim Consulting, Inc. 305 West Military Ave., #3 Fremont, NE 68025 Dear Mr. Kim: I am responding to your letter of about six weeks ago asking for an adjustment on your wireless hub, model WM39Z. We test all our products before they leave the factory; therefore, it could not have been our fault that your hub didn’t work.

If you or someone in your office dropped the unit, it might have caused the damage. Or the damage could have been caused by the shipper if he dropped it. If so, you should file a claim with the shipper. At any rate, it wasn’t our fault. The parts are already covered by warranty. However, we will provide labor for the repairs for $50, which is less than our cost, since you are a valued customer.

We will have a booth at the upcoming trade show there and hope to see you or someone from your office. We have many new models of office machines that we’re sure you’ll want to see. I’ve enclosed our latest catalog. Hope to see you there.

Sincerely,

Business Communication Today, 9E

Instructor’s Resource M anual for Upper Saddle River, N.J. 07458.

Transparency Master 9-4

Chapter 9—Document for Analysis 9.B (improved version)

ESSEX ELECTRONICS 1711 Chicago Street, Omaha, Nebraska 68101 (800) 644-8333 / (402) 592-3388 / Fax: (402) 592-3388 / www.essexel.com

January 7, 2007 Mr. Satoshi Kim Kim Consulting, Inc. 305 West Military Ave., #3 Fremont, NE 68025 Dear Mr. Kim: Essex Electronics will be happy to repair your wireless hub, model WM392 under the terms of the warranty. Please deliver or send the damaged equipment to us at the letterhead address via UPS. If you prefer to use the U.S. Postal Service, please send the equipment via certified mail.

Any parts needed will be fully covered by your warranty. Our minimum charge for labor is $50. With your shipment, please include a check for that amount or include the enclosed form complete with your credit card number and signature.

Our turnaround time for repairs is about ten days, unless parts have to be ordered. If you would like an estimate of cost and time, please include a note, and one of our service representatives will call you with that information.

You might like to attend the Electronics Tomorrow trade show being held in Dallas next month. We’ll be featuring all the latest models of electronic equipment. Please call our 800 number above, and we’ll send you a brochure about the show. In addition, I’ve enclosed our latest catalog.

Essex Electronics is happy to give customers the best in sales and service.

Sincerely, Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

Transparency Master 9-5 Chapter 9—Document for Analysis 9.C (poor version)

EQUIFAX MEDIA ASSOCIATES 48387 Midwest Avenue, Suite 200, Chicago, IL 60612 (211) 385-2276 Fax: (211) 385-8837 www.foxmedia.com February 9, 2007 Ms. Chelsea Winter 228 Ravenswood Ct., #2B Chicago, IL 60625 Dear Ms. Winter: I regret to inform you that you were not selected for our summer intern program at Equifax. We had over a thousand résumés and cover letters to go through and simply could not get to them all. We have been asked to notify everyone that we have already selected students for the 25 positions based on those who applied early and were qualified.

We’re sure you will be able to find a suitable position for summer work in your field and wish you the best of luck. We deeply regret any inconvenience associated with our reply.

Sincerely,

Yvonne Ward Human Resources

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

Transparency Master 9-6 Chapter 9—Document for Analysis 9.C (improved version)

EQUIFAX MEDIA ASSOCIATES 48387 Midwest Avenue, Suite 200, Chicago, IL 60612 (211) 385-2276 Fax: (211) 385-8837 www.foxmedia.com February 9, 2007 Ms. Chelsea Winter 228 Ravenswood Ct., #2B Chicago, IL 60625 Dear Ms. Winter: Thank you for applying for the position of summer intern. We were pleased by the overall high quality of applicants. This year we had an extremely high number of applicants for very few positions.

Although we have already filled the 25 intern positions, we will keep your résumé on file for future openings. Thank you for thinking of Equifax. We wish you the best of luck in finding a summer position.

Sincerely,

Yvonne Ward Human Resources

Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

CHAPTER 10: WRITING PERSUASIVE MESSAGES IMPORTANT CHANGES IN THIS EDITION • • •

New chapter-opening vignette on ClubMom, the first online social network for mothers Revised coverage of balancing emotional and logical appeals; revised coverage of anticipating objections New model documents: Explaining the benefits of product features (Fig 10.5), The spectrum of emotional and logical appeals (Fig 10.6)

CHAPTER OUTLINE Using the Three-Step Writing Process for Persuasive Messages Step 1: Plan Your Message Analyzing Your Situation Gathering Information Selecting the Right Medium Organizing Your Information Step 2: Write Your Message Step 3: Complete Your Message Developing Persuasive Messages Persuasive Business Messages Framing Your Arguments Balancing Emotional and Logical Appeals Emotional Appeals Logical Appeals Reinforcing Your Position Anticipating Objections Common Examples of Persuasive Business Messages Persuasive Requests for Action Persuasive Presentation of Ideas Persuasive Claims and Requests for Adjustments Marketing and Sales Messages Assessing Audience Needs Analyzing Your Competition Determining Selling Points and Benefits Anticipating Purchase Objections Applying the AIDA Model Getting Attention Building Interest

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Increasing Desire Motivating Action Maintaining High Standards of Ethics, Legal Compliance, and Etiquette Common Examples of Marketing and Sales Messages LECTURE NOTES

Using the Three-Step Writing Process for Persuasive Messages Persuasion is the attempt to influence the attitudes, beliefs, or actions of members of your audience.

Persuasion is not about trickery or getting people to make choices that aren’t in their best interest; persuasion gives your audiences a choice and helps them choose to agree with you.

Successful persuasive messages demand careful attention to all four tasks in the planning step: Analyzing your situation Gathering information Selecting the right medium Organizing your information Persuasive messages can suffer from three common mistakes related to purpose: Failing to clarify your purpose before you continue with planning Failing to clearly express your purpose to your audience Failing to realize that the decision you want someone to make is too complicated or risky to make all in one leap You can identify how many messages and the nature of each one by analyzing your audience.

To assess audience needs, take into account Audience needs, using a tool such as Maslow’s hierarchy of needs (physiological, safety and security, social, esteem and status, self-actualization) Demographics: Determine the age, gender, occupation, income, and education of an audience Psychographics: Determine the personality, attitudes, and lifestyle of your audience members Culture: Determine your audience’s cultural expectations and practices As you gather the information necessary to convince your audience, remember that most persuasive messages are a combination of logical and emotional factors.

For straightforward persuasive messages, choose your medium as suggested in Chapter 4; however, for promotional messages, the media options are far more numerous.

When organizing your persuasive messages, remember that The most effective main ideas are about the receiver, not the sender To limit the scope, include only the information needed to help your audience take the next step toward making the ultimate decision The best approach is based on your audience’s likely reaction to your message: Most persuasive messages are indirect.

Even if you chose a direct approach, include at least a brief justification or explanation.

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Your choice between the direct and indirect approaches is also influenced by the extent of your authority, expertise, or power in an organization.

Because persuasive messages are generally uninvited and sometimes even unwelcome, critical elements include The “you” attitude Positive language Intercultural understanding Organizational culture or subculture Your credibility To establish credibility in persuasive messages, go beyond the characteristics listed in Chapter 5: Use simple language.

Support your message with facts.

Identify your sources.

Be an expert (or find one to support your message).

Establish common ground.

Be objective.

Display your good intentions.

When completing persuasive messages, make sure that you Judge your argument objectively Seriously appraise your credibility Carefully match the purpose and organization to audience needs Design your message to complement your argument Proofread for any mechanical or spelling errors that would weaken your argument Choose a distribution method that fits your audience’s expectations Developing Persuasive Messages The goals of your persuasive business messages are to convince your readers that your request or idea is reasonable and that it will benefit your readers in some way.

Four strategies for persuasive messages are Structuring your arguments Balancing emotional and logical appeals Reinforcing your position Anticipating objections When structuring a persuasive argument, effective businesspeople use the AIDA plan: Attention: Your opening does more than simply introduce your topic; it grabs audience attention and encourages them to hear more about your main idea.

Interest: Your explanation does more than present reasons; it incites the interest of your audience.

Desire: Your continued explanation does more than present benefits; it changes your audience’s attitude.

Action: Your close does more than end on a positive note; it emphasizes reader benefits and motivates readers to take specific action. * See Transparency 89 for a sample messaging using the AIDA model.

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When using the AIDA plan, you can Use either the indirect or the direct approach Make subject lines interesting without revealing your proposal Concentrate your efforts on achieving your primary goal Finding the right balance between emotional and logical appeals depends on four factors: The actions you wish to motivate Your reader’s expectations The degree of resistance you must overcome How far you feel empowered to go to sell your point of view An emotional appeal calls on human feelings, basing the argument on audience needs or sympathies.

Make subtle emotional appeals by using the emotion surrounding certain words that help your audience accept your message.

Remember that people need to find rational support for an attitude they’ve already embraced emotionally; therefore, to be truly effective, emotional appeals must be accompanied by logical appeals.

A logical appeal calls on human reason, basing an argument on making a claim and then supporting that claim with reasons or evidence.

When using logical appeals, you might use three types of reasoning: Analogy: Reasoning from specific evidence to specific evidence Induction: Reasoning from specific evidence to a general conclusion Deduction: Reasoning from a generalization to a specific conclusion

Avoid faulty logic by making sure you Don’t make hasty generalizations Don’t use circular reasoning Don’t attack your opponent Don’t oversimplify a complex issue Don’t assume a false cause for a given effect Don’t use faulty analogies Don’t include illogical support Look for ways to bolster the strength of your position: Look for more powerful words.

Consider using metaphors and other figures of speech.

Try using anecdotes and stories to put things in human terms.

Include reader benefits.

Plan the timing of your message.

Deal with audience resistance by Anticipating as many objections as you can Addressing these objections in your initial message, before audience members can bring them up

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Presenting all sides of the situation (both pros and cons) Using “What if?” scenarios Getting audience thoughts on the subject before putting your argument together Turning problems into opportunities * See Transparencies 90 and 91 for below- and above-average examples of a persuasive message on the job.

Common examples of persuasive messages include Persuasive requests for action Persuasive presentation of ideas Persuasive claims and requests for adjustment When writing persuasive requests for action, you want to Choose either a direct or an indirect approach (depending on whether your audience anticipates your request) Begin with an attention-getting device (showing readers you know something of their concerns) Give facts, explain benefits, and enhance your appeal in the interest and desire sections Gain credibility for you and your request Make your readers believe that helping you will indeed help solve a significant problem Close with a request for some specific action * See Transparencies 92 and 93 for below- and above-average persuasive requests.

In complicated, multistep persuasive efforts, the goal of your first message might be merely convincing your audience to reexamine long-held opinions or admit the possibility of new ways of thinking.

The goal of a persuasive claim is to convince someone to make an adjustment in your favor, not just to get a complaint off your chest.

Key ingredients of a good persuasive claim are A complete and specific review of the facts A confident and positive tone An assumption that the other person is not trying to cheat you When writing persuasive claims and requests for adjustment, you want to Begin by stating the basic problem or reviewing what has been done about the problem so far Include a statement that both you and your audience can agree with Be specific about what you want to happen Give your reader a good reason for granting your claim Show how your audience is responsible for the problem Appeal to your readers’ sense of fair play, goodwill, or moral responsibility Tell your audience how you feel about the problem without getting carried away Make sure your request is calm and reasonable Developing Marketing and Sales Messages Marketing messages Usher potential buyers through the purchasing process without asking them to make an immediate decision

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Focus on tasks such as Introducing new brands to the public Providing competitive comparison information Encouraging customers to visit websites for more information Reminding buyers that a particular product or service is available Sales messages make a specific request for people to place an order for a particular product or service.

Strategies for marketing and sales messages include Assessing audience needs Analyzing your competition Determining key selling points and benefits Anticipating purchase objections Applying the AIDA model Maintaining high standards of ethics, legal compliance, and etiquette When analyzing your audience for promotional messages, you Assess their needs, interests, and emotional concerns (as you would for any business message) Try to form a mental image of the typical buyer for the product you wish to sell Ask what your audience might want to know about this product (How can it help them? Are they driven by bottom-line pricing? Do they consider quality to be the most important aspect?)

Focusing on just one or two attributes of your product or service will grab audience attention and raise interest level enough to encourage that audience to conduct further research.

In addition to analyzing your audience, analyze your competition and avoid similarity in Words or phrases Themes Writing styles Creative approaches Selling points are the most attractive features of an idea or a product (product focus); whereas benefits are the particular advantages that readers will realize from the product’s features (user focus).

Anticipating objections is even more important for marketing and sales messages because you won’t get a second chance to explain yourself or present your case (as you might with many persuasive business messages).

Purchase objections can include numerous concerns, such as Price Quality Perceived risk Whether you highlight or downplay the price of your product, prepare your readers for it with words such as luxurious and economical.

When price is a major selling point, give it a position of prominence In the headline As the last item in a paragraph

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If price is not a major selling point, you can handle it in several ways: Leave it out altogether.

De-emphasize it by putting the figure in the middle of a paragraph that comes well after you’ve presented the benefits and selling points.

Break a quantity price into units.

Compare your product’s price with the cost of some other product or activity.

When using the AIDA plan in marketing and sales messages, you grab attention by opening with Your product’s strongest benefit A piece of genuine news A point of common ground with the audience A personal appeal to the reader’s emotions and values The promise of insider information The promise of savings A sample or demonstration of the product A solution to a problem Evocative images; online audio, animation, and video In the interest section of your sales message, you Build on the intrigue you created in your opening Offer support for whatever claims or promises you made in the opening In the desire section, intensify your readers’ desire by Highlighting important benefits Using action words Using colorful verbs and adjectives (but don’t overdo it) Supporting your claims Support for your claims may take several forms; your message may include Testimonials from satisfied users Articles written by industry experts Competitive comparisons Product samples and free demonstrations Independent test results Online movies Guarantees that demonstrate your faith in your product In the last section of your sales message, motivate readers to take action right away by Putting a deadline in the offer Simply reminding them that the sooner they order, the sooner they’ll enjoy the benefits Making the response action as simple and as risk-free as possible Maintaining your respectful, professional tone Not resorting to gimmicks and desperate-sounding pleas for business Making your final impression compelling and positive Boost audience response by adding a P.S. that Reiterates your primary benefit Compels the reader to act quickly by emphasizing a deadline

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To write ethical promotional messages, you View persuasion as a positive force Align your own interests with what is best for your audience Provide information to aid understanding Allow audiences the freedom to choose Make every attempt to persuade without manipulating ETHICAL DILEMMA: When does a little white lie turn gray?

It’s been a rough year for your company, a manufacturer of special-purpose construction equipment. A competitor has come out with a line of machinery that costs half as much as yours and performs almost as well in most situations. You still have the edge in serving customers that operate in demanding environments like the South Pole and the Kalahari Desert, but for most applications, your superior performance features are irrelevant.

You are discouraged by your inability to meet your sales quotas, which were established before the competition launched its new line. However, your disappointment is minor compared to your boss’s. He came into your office yesterday with a grim look on his face.

“If we don’t start bringing in some orders, we’re finished,” he said. “Everybody in the sales department could get the axe. I’m counting on you to win the Simon job. I don’t care what you have to do to get it, just do it.”

You are in the midst of writing a sales letter to Simon and Company, in which you analyze their particular construction environment and operating requirements. It occurs to you that if you revise your analysis to accentuate Simon’s problems, you might be able to win the job. Simon’s management might buy the idea that they need “more machine” to handle their “extremely demanding performance requirements.” You could then argue that your competitor’s equipment is not up to the job. True, in your heart you know that 99 percent of the time, the competitor’s machinery would be adequate for Simon’s needs, but what about the other 1 percent?

Should you revise your proposal to exaggerate Simon’s needs?

Solution: Emphasizing the unique benefits of your product is part of your job; exaggerating your customer’s problems is not. Your proposal should present the facts in their true perspective. You may point out that under extreme conditions your equipment is superior to your competitor’s equipment, and you may give examples to illustrate your point. However, don’t overstate your customer’s needs. Such a tactic is a distortion of the facts and insults the reader’s intelligence.

Pay close attention to the legal aspects of promotion: Marketing and sales messages must be truthful and nondeceptive.

You must back up your claims with evidence.

Marketing and sales messages are considered binding contracts in many states.

In most cases, you can’t use a person’s name, photograph, or other identity without permission.

Before you launch a promotional campaign, make sure you’re up to date on the latest regulations affecting spam (unsolicited bulk e-mail), customer privacy, and data security. *See Transparency 94 for an ethics activity in writing sales letters.

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Technology gives communicators new ways to demonstrate sensitivity to audience needs, including Automated blog updates (via newsfeeds) Opt-in e-mail newsletters SPECIAL FEATURES

ETHICS DETECTIVE: The Case of Incredible Credibility (p. 299) Points of questionable credibility in the letter: 1. I am considered (by whom?)

2. country's foremost authority (how does one measure such things?)

3. employee health insurance programs (the company needs help with its entire benefits package, not just health insurance) 4. universally positive feedback (nobody had even a single suggestion for improvement? did you ask everyone?)

5. They also love ("love" is a strong word for business transactions; hyperbole sets off alarms in many readers) 6. hundreds and hundreds of hours (some quantification would be more impressive) 7. I am absolutely confident (how can the consultant know ahead of time that every problem is solvable?)

8. thoroughly analyze your needs (how can one prove or disprove this?)

9. realizes every degree of savings possible (again, how can this be proven or disproven?)

10. invite you to experience the same level of service (presupposes that every new engagement will generate the same level of satisfying results and service; might be true, but hard to prove in advance) 11. Best advice ever! (perhaps this endorser has received only bad advice in the past) 12. unbelievable amount of money (what is the threshold of believability?)

13. The message doesn't mention the first of the company's two concerns, which is making sure employees get a fair benefits package; the consultant's letter is strictly about cost savings.

With some creativity, students should be able to suggest improvements to most of these.

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DOCUMENT MAKEOVER (ONLINE) Version Marked with Improvements and Chapter Concepts Date: 10 October 2008 12:30:20 -0800 From: Dennis Eagar <DennisEagar@aol.com> To: Brad Attlebury <bradattlebury@aol.com> CC: BCC: Attached: Subject: Reducing absenteeism and improving productivity

Dear Brad, I have a great idea for the Copy Shop. You have recently expressed concerns about increased absenteeism among the Copy Shop staff—too many people calling in sick or leaving early with headaches, nausea, and a host of other ailments. [Gain attention with mutual agreement about a problem.] I’ve just been reading about what some other companies are doing for such workplace blahs.

Perhaps you’ve heard of the man with cancer who cured himself by watching funny movies. Consultants are now available to help companies apply this tactic in the workplace. They claim it improves employee morale, reduces absenteeism, and releases creativity. This approach has been successfully tested by other corporations and is backed by experts.

For example, consultant Matt Weinstein says that “laughter, play, and human values in the workplace” can increase “productivity, teamwork, and physical well-being.” Sounds good, doesn’t it? That sounds like something we could use around here to break the tension that gives us headaches, makes us tired and cranky, and causes us to snap at people. [Build interest with reader relevance.]

A women’s physician and consultant to the Oprah Winfrey franchise, Dr. Tracy Gaudet, says researchers have found that a good laugh lowers blood pressure, decreases heart strain, and lowers blood levels of the stress hormone cortisol. It gives the heart and lungs an aerobic workout, releases “feel-good” endorphins, and relaxes muscles—all of which reduces stress.

Some companies that have tried using humor in the workplace report unexpected success. They were initially afraid laughing in the workplace would cause employees to slack off. They had concerns that workers would slack off, but to the contrary, employees have actually become more creative, enthusiastic, and helpful to customers.

[Deal with resistance by answering possible objections in advance.]

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This effort need not interfere with our work time. Companies such as Sprint have used simple on-site tactics, such as setting up days where employees wear their clothes backward. Others have held off-site weekend events to lighten the mood. Considering the ages, tastes, and 24/7 schedule of the Copy Shop staff, we could try a simple, on- site event that has been used at Charleton Memorial Hospital—a pet-matching contest.

Employees bring in pictures of their pets, which are shuffled and posted anonymously.

We also shuffle and post pictures of ourselves. Prizes are awarded to those who match the largest number of employees and pets correctly, but the biggest prize will be the positive effect our laughter will have on our work. The contest can go on long enough so that every employee has a chance to participate. Did you know it’s been proven that people who own pets are healthier and live longer than those who don’t? [Omit to retain focus on primary goal.]

What do you think? I think we should do it soon. If you like, I will take responsibility for setting up the contest; just let me know. [Motivate action.] Having fun in the workplace means a better attitude, and that’s something Copy Shop’s customers are sure to appreciate. If we occasionally find time to share some fun together, we’ll like each other better and coordinate our work more easily.

Talk with you soon, Dennis Eagar Multiple Choice Options (correct answer is underlined) 1. Choose the selection that will provide a better opening than this statement: “I have a great idea for the Copy Shop.” a. “Would you like to hear my new idea for the Copy Shop?” b. “If you don’t mind, I’d like to express some thoughts I’ve developed regarding a new idea for improvement at the Copy Shop.” c. “There are many things we can try at the Copy Shop, which other companies have had great success with.” d. “You have recently expressed concerns about increased absenteeism among the Copy Shop staff—too many people calling in sick or leaving early with headaches, nausea, and a host of other ailments.”

2. Select the option that does a better job of building interest than this question: “Sounds good, doesn’t it?” a. “Weinstein has a long list of impressive credentials in his field.” b. “That sounds like something we could use around here to break the tension that gives us headaches, makes us tired and cranky, and causes us to snap at people.” c. “The experts say human values are extremely important in the workplace.” d. “Physical well-being is usually an important feeling for employees to maintain.”

3. Choose the option that explains what’s wrong with this sentence: “They were initially afraid laughing in the workplace would cause employees to slack off.” a. It should be placed at the beginning of the paragraph for improved clarity. b. It should be omitted because it highlights a point of potential reader resistance. c. It rightfully pinpoints an item of potential reader resistance but needs to include answers to this possible objection.

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d. It fails to stimulate sufficient desire at this stage in the message.

4. Select an option that will solve and explain the problem with this sentence: “Did you know it’s been proven that people who own pets are healthier and live longer than those who don’t?” a. Omit this sentence; to be successful, the message must stay focused on the primary goal and this fact is irrelevant to that goal. b. Move this sentence to the beginning of the paragraph; it will gain more attention and build interest in the pet-matching idea. c. Rephrase it as a statement; the question format reduces credibility. d. Use it as a closing statement; it will reinforce interest in the contest idea.

5. Choose the option that provides better motivation to act than this sentence: “I think we should do it soon.” a. “I’ve spoken to some of the others and they agree that it’s a good idea.” b. “I took a random survey and many of my co-workers do indeed have pets.” c. “If you like, I will take responsibility for setting up the contest; just let me know.” d. “Please let me know as soon as possible.”

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Final, Improved Version Date: Fri, 10 October 2008 12:30:20 -0800 From: Dennis Eagar <DennisEagar@aol.com> To: Brad Attlebury <bradattlebury@aol.com> CC: BCC: Attached: Subject: Reducing absenteeism and improving productivity

Dear Brad, You have recently expressed concerns about increased absenteeism among the Copy Shop staff—too many people calling in sick or leaving early with headaches, nausea, and a host of other ailments. I’ve just been reading about what some other companies are doing for such workplace blahs.

Perhaps you’ve heard of the man with cancer who cured himself by watching funny movies. Consultants are now available to help companies apply this tactic in the workplace. They claim laughter improves employee morale, reduces absenteeism, and releases creativity. This approach has been successfully tested by other corporations and is backed by experts.

For example, consultant Matt Weinstein says that “laughter, play, and human values in the workplace” can increase “productivity, teamwork, and physical well-being.” That sounds like something we could use around here to break the tension that gives us headaches, makes us tired and cranky, and causes us to snap at people.

A women’s physician and consultant to the Oprah Winfrey franchise, Dr. Tracy Gaudet, says researchers have found that a good laugh lowers blood pressure, decreases heart strain, and lowers blood levels of the stress hormone cortisol. It gives the heart and lungs an aerobic workout, releases “feel-good” endorphins, and relaxes muscles—all of which reduces stress.

Some companies that have tried using humor in the workplace report unexpected success. They had concerns that workers would slack off, but to the contrary, employees have actually become more creative, enthusiastic, and helpful to customers.

This effort need not interfere with our work time. Companies such as Sprint have used simple on-site tactics, such as setting up days where employees wear their clothes backward. Others have held off-site weekend events to lighten the mood. Considering the ages, tastes, and 24/7 schedule of the Copy Shop staff, we could try a simple, onsite event that has been used at Charleton Memorial Hospital—a pet-matching contest.

Employees bring in pictures of their pets, which are shuffled and posted anonymously.

We also shuffle and post pictures of ourselves. Prizes are awarded to those who match the largest number of employees and pets correctly, but the biggest prize will be the positive effect our laughter will have on our work. The contest can go on long enough so

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that every employee has a chance to participate. What do you think? If you like, I will take responsibility for setting up the contest; just let me know. Having fun in the workplace means a better attitude, and that’s something Copy Shop’s customers are sure to appreciate. If we occasionally find time to share some fun together, we’ll like each other better and coordinate our work more easily.

Sincerely, Dennis Eager

COMMUNICATION CHALLENGES AT CLUBMOM (pp. 315-16) Individual Challenge Students could begin by reviewing the statements on pp. 297-298 regarding the importance of the “you” attitude in writing persuasive messages (one example: “Most people won’t even pay attention to your message, much less respond to it, if it isn’t about them”). Here is an example of an email Date: 2008 8:25:20 -0800 based13onOctober this prompt: From: Michelle Pennington <m_pennington@clubmom.com> To: Beth Burke <b_burke@clubmom.com> CC: Subject: Website statement on MomBlogs

Beth, Thank you for drafting a statement for the website encouraging moms to check out our MomBlogs feature. It’s a good start, but let’s work on putting more emphasis on the benefits our blogs offer to busy moms. Unless we tell them right away what’s in it for them, they’re likely to ignore us. Here’s a possible revision: “Want tips, advice, and encouragement from other moms who deal with the challenges you face every day? Visit the MomBlogs section of our site, where you’ll find more than 30 helpful blogs filled with real-world insights on the topics that matter to moms like you.

From pregnancy to schooling to religion, MomBlogs have it covered!”

Give me a call at x4452 and let me know of other ways we can highlight what moms will gain by visiting our MomBlogs.

Michelle

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Team Challenge The scope of possibilities is quite broad; here are a few examples: • Share experiences, get advice, and connect with thousands of other moms like through our free MomNetwork service.

• Our MomNetwork service is a free, easy and safe way to connect with other moms with profiles like yours.

• MomNetwork lets you connect with thousands of other moms who share your personal and family challenges, interests, age of kids, or location.

Students' discussions will likely lead to disagreement (and eventual consensus) on which features and benefits are more important than others.

TEST YOUR KNOWLEDGE (p. 317) 1. To gauge the audience’s needs when planning a persuasive message, ask questions such as, who is the audience? What are their needs? Be sure to ask, What do I want them to do? How might they resist? Are there alternative positions I must examine? What is the important issue, in the decision maker’s view? How might the organization’s culture influence my strategy?

2. Demographics are quantifiable characteristics such as age, gender, occupation, income, and education. Psychographics are psychological characteristics such as the personality, attitudes, and lifestyle. Both measures influence the needs of the audience, which is why communicators need to consider them when planning a persuasive message.

3. To build credibility with an audience when planning a persuasive message, the communicator can support the message with facts, name the sources, establish common ground, be an expert, be enthusiastic, be objective, be sincere, be trustworthy, and have good intentions.

4. The AIDA plan stands for (1) attention, (2) interest, (3) desire, and (4) action. It is suitable for persuasive messages because the main idea—what you want the audience to do—is presented at the end, after all the reasons and attention-getting material. By the time the readers reach the action stage of the message, they are not only paying attention but are also more interested in the information and motivated to follow through by taking the action.

5. Emotional appeals address human feelings by basing the argument of a message on audience needs or sympathies. Logical appeals address human reason and are supported by reasons or evidence.

6. Three types of reasoning that work in logical appeals are analogy (reasoning from specific evidence to specific evidence), induction (reasoning from specific evidence to general conclusion), and deduction (reasoning from generalization to specific conclusion).

7. In persuasive messages, an aggressive “hard sell” approach is likely to put audiences on guard and on the defensive, reducing their willingness to agree with you and/or to do what you ask of them.

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8. The best way to deal with audience resistance to your persuasive message is to anticipate and address as many objections as you can in your initial message. If you wait until people raise the concern after reading your message, chances are they already will have gravitated toward a firm no before you have a chance to address their concerns.

9. Features are the selling points of an idea or product. In contrast, benefits are the particular advantages that the audience will realize from those features.

10. Ethical persuasion works by aligning the sender's interests with the receiver's interest. By combining this with the "you" approach, communicators help sure positive etiquette by treating their audiences with sensitivity and respect.

APPLY YOUR KNOWLEDGE (p. 317) 1. You present both sides to show that you have thoroughly studied the alternatives. By secondguessing your audience’s concerns, you can provide compelling reasons in your persuasive message that show why other alternatives won’t work. If you don’t do this, your audience will focus on other possible alternatives instead of your proposed solution. And until you can satisfy their concerns, they won’t accept your proposal.

2. Unlike routine requests, persuasive messages require you to motivate others to act, and they are not about ordinary, day-to-day matters. You wouldn’t expect to dish out five persuasive requests daily. Because persuasive messages are supposed to convince or motivate readers, they often include more detail than routine requests. They also require more strategic planning to achieve credibility, to choose the right appeal, and to use semantics and other reinforcement tools effectively.

3. Use the direct organizational approach for persuasive messages when the audience is objective and has no reason to resist the message, when your readers prefer the direct plan, when the corporate culture encourages directness, or when your message is long or complex.

4. Unless your request is routine, opening your persuasive message with an immediate call to action will often lead the audience to say “no.” Most audiences are initially resistant to act, and unless you give yourself a chance to explain why they should comply, they will make up their minds before hearing all that you have to say.

5. If an emotional appeal is used to manipulate an audience’s decision, and especially if the communicator appeals to some negative emotion such as fear, that appeal must be considered unethical. Subtle appeals to an audience’s emotions that evoke positive feelings of comfort, happiness, safety, self-esteem, and so on would usually be considered ethical.

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PRACTICE YOUR KNOWLEDGE Messages for Analysis (pp. 317-318) Message 10.A The letter suffers from overall vagueness. In addition, note the following communication barriers: 1. The tone of the letter is not professional or businesslike.

2. The last sentence of the first paragraph insults the reader.

3. The second paragraph does not specify what action the writer is requesting.

4. The writer makes general complaints that have nothing to do with the request for adjustment.

5. Because the last paragraph is vague, it will require more time to rectify the problem.

6. The point of the message is almost entirely lost. * See Transparency 95 for an improved version of the letter. *See Transparency Masters 10-1 and 10-2 at the end of this chapter guide for poor and improved versions of this letter.

Message 10.B This letter suffers from uneven organization, vagueness, and the following problems: college administration, making by an the offensive statement is If not the best way to begin.

1. Some readers might be offended opening sentence. cooperation is needed from the 2. The letter should use boxed information to present the short menu, or the menu should be enclosed with the letter as a separate sheet.

3. The cost of the six-month plan is never stated. So the reader may doubt that this will save money.

4. Inadequate information is given for the reader to feel comfortable signing up for the meal plan.

5. The letter ends on a clever note, but the slogan might be better if included in the letterhead rather than in the body of the letter.

Testimonials from students who have tried the service would lend more credibility to the claims. * See Transparency 96 for an improved version of the memo. *See Transparency Masters 10-3 and 10-4 at the end of this chapter guide for poor and improved versions of this letter.

Message 10.C This promotional podcast suffers from several flaws: 1. The speaker is arrogant and self-focused instead of being audience-focused.

2. He makes an impossibly broad claim about having the best people in the industry while offering no evidence to support this claim.

3. His third point about choosing a mortgage company isn’t about choosing a mortgage

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company at all; instead, it’s essentially a complaint about disorganized customers.

Exercises (p. 318) 10.1

a. The memo uses an effective subject line and introduces common ground: finding ways to cut annual plastic costs. b. The memo uses the indirect organizational approach. The main idea is not introduced until the numbered list at the end of the second paragraph. c. The subject line is relevant and effective because it deals with saving costs. d. The writer uses mostly logical appeals by including specific cost data as well as attaching a supplemental report. e. The audience will benefit by building the company’s image while reducing costs. f. The writer establishes credibility by supporting his claims with facts, numbers, and preliminary research results. g. The writer reinforces his position by using semantics— “let’s meet,” by presenting a win-win situation (the consumers will be happy and the company will save money), and by providing specific and sufficient support for his recommendation.

10.2

a. An Easy Way to Increase Productivity b. Imagine, a Meal That Everyone Likes! c. We Can Avoid a Vacation Problem

10.3

Using emotional appeals is not unethical unless you have distorted the truth or used words that can be misinterpreted. Your letter should include clear benefits and allow readers the freedom to choose. This exercise is a good chance to discuss how peer and company pressure can make people feel manipulated into contributing to a cause. a. Original sentence focuses on features. Revision to focus on benefits: Clean-up is easy because All-Cook skillets are coated with a durable, patented non-stick surface.

Focuses on benefits. b. c. Original sentence focuses on features. Revision to focus on benefits: Your donation of $25 will provide each needy child with a backpack filled with school supplies.

10.4

10.5

The FTC suggests that recipients throw away letters and offers that don’t sound legitimate.

Before recipients send money to an organization, the FTC suggests checking it out with the state’s Attorney General or Better Business Bureau.

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CASE SOLUTIONS On the following pages are suggested solutions for this chapter’s cases. They are complete and fully formatted so that you can copy them onto acetate transparencies. * Ready-made transparencies are available for the following cases. Each case has two solutions— one below average and one above average (which matches the solution in this manual): Case 3, Travel turnaround: Memo convincing Travelfest boss to expand client services (Transparencies 97 and 98) Case 4, Life’s little hassles: Request for satisfaction (Transparencies 99 and 100) Case 7, Tangled Web: Persuasive e-mail to PurelySoftware regarding an online order duplication (Transparencies 101, 102, and 103) Case 9, No more driving: Persuasive memo about telecommuting to Bachman, Trinity, and Smith (Transparencies 104, 105, and 106) Case 10, Always urgent: Memo pleading case for Red Cross Mobile Blood Drive (Transparencies 107, 108, and 109) Case 13, Too good to be true: E-mail to Paging South requesting adjustment (Transparencies 110 and 111) Case 17, Give me liberty: Letter persuading customers to remain loyal to Colbar Art (Transparencies 112 and 113) Case 23, Insure.com: E-mail promoting a better way to buy insurance (Transparencies 114 and 115)

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1. THAT’S THE POINT: E-MAIL ENCOURAGING YOUR BOSS TO BLOG An indirect approach is definitely called for; you already know that your audience is not ready to accept the message you wish to convey. Use a buffer to establish common ground and to acknowledge Will’s reservations. Use the body of the message to build your case, presenting your evidence and reasons calmly and objectively. Close with a call to action that doesn’t demand a final yes/no decision but rather asks for a low-risk interim decision (a meeting) in order to keep the persuasive process moving forward.

Date: 25 April 2007 10:27:10 -0500 From: Laura Purvis <l_purvis@sprenco.com> To: Will Florence <w_florence@sprenco.com> CC: BCC: Attached: Subject: Four benefits of blogging

Hello Will, Following up on our conversation yesterday about blogging, I certainly understand your reluctance to begin writing a blog. From all the research I’ve done, stepping into the dynamic arena of the blogosphere is a nerve-wracking experience for just about everybody.

At the same time, all that research further convinces me that if we don’t have a strong blogging effort, both our customers and key market influencers will start to pass us by.

Here are four important advantages of blogging, particularly regarding our interaction with potential critics: •

These online conversations, both negative and positive, are taking place anyway, whether we like them or not. If we choose not to participate in them, we lose any ability to influence the conversations in our favor.

• We can engage the dissenters by establishing relationships with them. By opening dialogues, we’ll be able to change minds and correct the misinformation that’s out there.

• We can use that feedback to improve our products and customer service efforts, making us even more competitive.

Putting yourself on the line, so to speak, shows enormous confidence in both the • company and your own leadership. The more confident we appear to be in ourselves, the more confident the market will be in us, too.

I’ve collected several more great examples of executive blogs; could I stop by your office this afternoon to review them with you?

Laura

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2. GIVE A LITTLE TO GET A LOT: SUGGESTING FREE WIRELESS AT STARBUCKS Recognize that your request is a long shot; Starbucks already has a contractual relationship with T-Mobile to provide wireless service for a fee, so the company is not likely to change this without an extremely compelling reason to do so. Moreover, the company may have business reasons for not offering free wireless, such as the risk that their stores will be filled with students and others who take advantage of the free wireless for hours on end without buying much of anything. One possibility is to use an indirect approach that highlights the customer loyalty that locally owned coffee shops enjoy and that explains why many customers don’t exhibit that same level of loyalty toward Starbucks.

Dear Starbucks, Like many college students, I spend many hours and many dollars at local coffee shops.

I hang out with friends there, work on school assignments there, and even hold meetings there for various school organizations and project teams. I typically spend $8 to $10 every visit, by the time I buy one or two beverages and a snack. Multiply that by the 200 or 250 days I visit a coffee shop every year, then multiply that by the 6 million or so college students in the United States, and you’ll end up with a very large number indeed.

So I’d like to pose a question: Why do so many of those college students choose to spend their money at locally owned coffee shops, rather than at Starbucks? I’ll admit that many people my age feel a sense of antipathy toward any large corporation. You may never be able to do much about this part of the problem. However, another key reason has emerged in the past few years, and it’s a situation you certainly can address: free wireless access.

Here at the University of Wisconsin–Madison (and at most every other college these days I am sure), students need network access for virtually every aspect of college life, from communicating with our professors to conducting research to planning our social lives. We need access everywhere we go, it seems, and being on tight budgets, we’ll go anywhere we can get free wireless access.

I don’t have the market research data one would need to confirm this, but I am sure that many college students would spend more of their coffee and snack budgets at Starbucks if you were to offer free wireless. And considering how inexpensive the equipment is these days, you probably wouldn’t need many new customers at each store to justify the cost of providing the equipment and network connection.

In addition, just knowing that Starbucks was paying attention to the needs of cashstrapped college students might even change a few of the anti-Starbucks minds of my generation.

In closing, if you look into this opportunity, you might just find a vast new segment of the market willing to switch to Starbucks. Thank you for considering this matter.

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3. TRAVEL TURNAROUND: MEMO CONVINCING TRAVELFEST BOSS TO EXPAND CLIENT SERVICES Use the AIDA plan (attention, interest, desire, action). Open with a statement of purpose that will catch the reader’s attention. Use bullet points or numbered items to list your ideas. Don’t worry about complete details at this point. Your purpose is to create interest. Details will be fleshed out at a face-to-face meeting that you will suggest in the action step.

TO: FROM: SUBJECT: DATE:

Gary Hoover Kate McBain Business Travel Resource Center January 15, 2008

We may be able to boost profits by drawing corporate and business customers into our downtown office, where we could sell them our travel-management services. If we create a travel resource center for corporate and business travelers, our customers could • • • • • •

Purchase books and pamphlets containing information on the most popular business destinations Request that we obtain such information for them about less popular destinations Purchase video and audiotape courses in Spanish, French, German, Japanese, and other languages Browse the Internet on the spot to monitor weather conditions and currencyexchange rates Purchase luggage, maps, travel guides, and related electronics Learn about cultural differences and various business practices around the world

Once business travelers are in our office, we have a terrific opportunity to tell them about our complete travel-management services. We could whet their appetite with advice about transportation, about accommodations, perhaps even about cultural differences to be aware of.

If the resource center works at headquarters for our business customers, we might consider testing a resource center at one of our suburban offices, perhaps with an emphasis on leisure travel.

I’d like to meet with you to brainstorm a list of ideas to research. Then I can gather the figures to see whether we’re on the right track, both from a marketing and a budgeting standpoint. Perhaps we could get together next Wednesday after our regular sales meeting. I believe this idea has possibilities for profit and market share.

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4. LIFE’S LITTLE HASSLES: E-MAIL REQUESTING SATISFACTION Open by making a statement the reader will agree with. To foster interest and desire, present the facts in a logical, persuasive manner. Emphasize reader benefits, and use a calm tone. Explain how the issue can be resolved. Remind the reader of the benefits of responding positively.

Date: 25 April 2008 10:27:10 -0500 From: Steve Pendergras <spenderg@aol.com> To: Gregory Hansford <ghans@mancc.com> CC: BCC: Attached: Subject: Campus library schedule

TO:

Mr. Gregory Hansford, Director of the Library Manchester Community College Manchester, CT

Dear Mr. Hansford: The favorite place for Manchester students to study is our campus library because of the quiet atmosphere, excellent resources, and helpful staff. With an adjustment in library hours, more students could take advantage of these assets.

In an informal survey of the students in my English class, everyone expressed a desire for the library to be open more hours on the weekends. Many students find weekends best for researching term papers because that’s when they can schedule large blocks of time.

Understandably, librarians need a day off. Perhaps students and librarians could both be accommodated if the library closed at 5:00 p.m. on Fridays. Friday night is the time most students like to relax and attend sports events or parties. The library could then be open on Saturdays from 10:00 a.m. until 4:30 p.m. To make this arrangement fair to librarians, perhaps their schedules could be staggered so that nobody would have to work every Saturday, or those scheduled to work on Saturdays could be given Mondays or Fridays off.

Please consider implementing this new schedule this fall. You will be performing another much-appreciated service for the students.

Sincerely, Steve Pendergrass Student

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5. NAP TIME: MEMO REQUESTING SPACE FOR “DAY SLEEPERS” AT PHIDIAS & ASSOCIATES In the subject line, emphasize one of the primary benefits of the requested action. In the opening express a mutual understanding of the reader’s concerns and introduce the subject by mentioning benefits first. Fill the body with facts, quotes, validation, comparisons, and even the answer to a possible objection. Make the requested action specific—a preliminary step that will be easy for the reader to comply with. Close the memo by emphasizing positive benefits.

PHIDIAS & ASSOCIATES MEMORANDUM TO:

Jonas T. Phidias

FROM:

Lucia Powers

DATE:

May 13, 2008

SUBJECT:

Employee Stress Reduction

You’re always looking for ways to improve staff morale and inspire us with a creative environment. A new method for relieving employee stress and increasing productivity is gaining attention (particularly from businesses in the information and creative fields). This new approach could give our employees just the boost they so often need. It is simple and inexpensive: nap rooms.

Several companies have already used nap rooms with success. Macworld Magazine has kept its two-person nap room as an essential part of its office environment for nearly two decades. At Yarde Metals in Connecticut, president Bruce Yarde asserts that “a quick nap can rejuvenate you,” and he’s built a 25-person nap room to help his employees alleviate on-the-job tensions, stress, and fatigue. A professor of rehabilitation counseling at Boston University, William A. Anthony, has even written a book about the constructive value of short naps, called The Art of Napping.

When I first heard about the benefits of napping at work, I recalled my high school history teacher telling us about Thomas Edison always giving credit to the cot in his office: He’d settle in for a catnap and wake up with his best ideas. I’ve certainly experienced the Edison effect when working on a creative project. I suspect we’ve all gone to sleep with a problem only to wake up with an answer. Wouldn’t it be great if we could experience that kind of mental recharge on the job—particularly in a high-demand, intensive field like ours, which often requires long hours and a mind that never goes stale?

Judging from Macworld’s long-term commitment to the nap room concept, losing employees for the entire afternoon doesn’t seem to be a problem. Most of us feel so much on-the-job pressure that we’re more likely to have the opposite reaction: difficulty putting aside the busy thoughts and drifting off for a few moments before our eyes pop open again. But I know that even a few moments of calm and quiet can work wonders, restoring both creative and physical energy.

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In fact, I learned of an architectural firm in Kansas City, Gould Evans Goodman Associates, that planned to install a nap room in its new offices. If you like, I would be glad to give them a call to see how it’s working out and to check in with Macworld’s human resources director, Shelly Ginenthal, for more information about their experience with the nap room. Just say the word. This inexpensive solution could end our burnout problems—particularly during rush jobs—and could improve both the quality and quantity of our work.

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6. HELPING CHILDREN: INSTANT MESSAGE HOLIDAY FUND DRIVE AT IBM Open with an emotional appeal that paints an image (broadening it to include the diverse populations served), then lead into your request. Supply dates and logistics to encourage timeliness and make action easy. Close with additional appeals to employees’ natural desire to share, give, and spread holiday cheer.

Happy children under the tree, Hanukkah and Kwanzaa without hunger…help us make this a reality for those in need! You still have until Dec. 16 for cash contributions and until Dec. 20 to bring in toys, food, and blankets for our holiday charity drive. Bright red banners mark the collection bins; you can’t miss them. Call 941-3899, ext.

3342 with questions or credit card numbers. We’ll make sure your contributions reach the right agencies in time for the holidays. Share your spirit with families who might otherwise have nothing!

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7. TANGLED WEB: E-MAIL TO PURELYSOFTWARE REGARDING AN ONLINE ORDER DUPLICATION Open by indicating that you’re a happy customer who has already made an expensive purchase; then introduce the problem. Keep your message concise when describing complex circumstances.

Point out what the company did and did not do—a persuasive use of audience focus. Use bulleted lists, reference numbers, and prices to help readers track the situation. Mention the benefit of sending you a paid shipping label and of crediting your VISA account (to keep your business).

Date: Thurs, 03 May 2007 01:12:15 -0800 From: Amelia Quant <AmeliaQ@artalive.com> To: <customerservice@purelysoftware.com> CC: BCC: Attached: Subject: Shipping duplication

Dear Customer Service: My company recently purchased and received $1,233 worth of software from Purely Software and we’re very happy with it (Order #AARGT 3928 88 3). But today, three weeks later, we received a second shipment of the same software, with a different order number (AARGS 2287 89 1) and a receipt indicating that my VISA credit card has been charged again.

I suspect the mix-up occurred when my first order with your company, which was placed online, did not go through correctly. Immediately afterward, I phoned your customer service number and was told by the operator, Sylvia, that you were having some problems with your website. She said she would cancel our partial order since it had come through incomplete, and she took a new order from me over the phone.

At that time, I decided to add a $20 Norton anti-virus software, an item I did not include in the online order attempt. Since the Norton software was absent from today’s package, I suspect your system administrators somehow unclogged my original order and processed it. Apparently it was not sufficiently “cancelled” by Sylvia.

Here are the products we mistakenly received today (Order # AARGS 2287 89 1):

* Adobe InDesign, Version 1.5, PN#27510216, $649.00 * Adobe Photoshop, Version 6.0, PN#32101335, $564.00 Total Credit Card Debit:

$1,213.00

If you will send us a postage-paid shipping label, we will return the unopened software.

Our shipping address is: ArtsAlive 23 N. Travis Blvd.

South Bend, IN 46613

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Since order #AARGS 2287 89 1 was cancelled by phone three weeks ago, please immediately credit my Visa account in the amount of $1,213.00. Call me at (219) 5551131 if you require the account number.

I was impressed by your operator’s courteousness and the speed with which we received the telephone order. I hope you’ll confirm my good opinion of Purely Software by making these corrections, so that Arts Alive might do business with you again in the future.

Sincerely, Amelia Quant, Owner ARTS ALIVE Serving the corporate community with art, sculpture, and signage www.artsalive.com  (219) 555-1131; FAX (219) 555-1132 Mobile phone: (219) 565-2239  23 North Travis Blvd., South Bend, IN 46613

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8. HELPING OUT: MESSAGE TO WHOLE FOODS MARKET MANAGERS Use the AIDA model (attention, interest, desire, action). Start with an attention-getter. Provide enough detail to support your request. Think about benefits for the receiver of your memo and write accordingly. Keep the memo brief with specific instructions on how employees can give you their ideas. Offer an incentive to promote action.

WHOLE FOODS MARKET MEMORANDUM Date: 27 February 2007 01:12:15 -0800 From: Jessie Fortuna <j_fortuna@wholefoods.com> To: <storemanagers@wholefoods.com> CC: BCC: Attached: Subject: Please send your ideas for a nationwide food-donation program

Dear Whole Foods Managers, We are doing it—not only are we providing quality foods to our customers but we are also making a difference in our neighborhoods and communities with volunteer programs. Many of you are doing a great job donating goods and supplies to the soup kitchens in your local communities. And now we can expand those programs to support our corporate motto: “Whole Foods, Whole People, Whole Planet.”

Here in Atlanta, we’ve had great success with our “Whole Foods for Life” program. Teaming up with our local food banks, we’re making food available wherever it is most needed. The program has worked so well in Atlanta that the company wants to make it a national effort. By streamlining the process companywide, we should be able to increase the number of people we help, and we can get even more of our employees involved.

Please give us your input and assistance. Send us the great ideas you’ve gleaned from your own local experience. Even if you don’t have a food-donation program currently in place, your ideas and those from your employees are crucial to launching this charitable project.

Of course, money for this program is limited, so we’re hoping to use resources already available to us. For example, someone recently suggested using trucks from our suburban branches to make the program “mobile.” Someone else suggested that we partner with a department store or other retail outlet so that both food and clothing can be provided. We can all look at these and many other suggestions during the March 15 managers meeting.

Please share this message with your employees, and ask them for their thoughts. I’ve enclosed “Whole Foods for Life” badges for you to give any employees who generate ideas. Please relay ideas via e-mail or memo to Sandy Stromb here in the Atlanta office. We’ll have a complete list of ideas to look over at our March meeting, and together we’ll choose the best ones to develop the new companywide “Whole Foods For Life” program.

See you at the March meeting!

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9. NO MORE DRIVING: MEMO ABOUT TELECOMMUTING TO BACHMAN, TRINITY, AND SMITH Start by describing benefits that any manager would find irresistible, and elaborate on these later in the message. Work up to the term “telecommuting,” framing it with positive reinforcement to overcome possible objections. Then build your case with facts and benefits. Gain emotional rapport in the second paragraph by describing your own commuting trials (which also allows you to emphasize your longevity with the firm). As you build interest, leave yourself out until the end, when you lead up to the action request. Suggest compromises, such as the 3/2 option, and answer typical concerns. Close by reinforcing the benefits to Bachman, Trinity, and Smith.

MEMORANDUM TO: Marjorie Bachman, Partner FROM: Ricardo Eddleman, Accountant DATE: March 15, 2008 SUBJECT: Cost-Saving Solution A new strategy could save us office space, increase productivity, reduce absenteeism, help the environment, and improve the work-family balance that employees here are struggling with.

Other accounting firms in Dallas are experimenting with it, and firms such as American Express, AT&T, Cisco Systems, IBM, and Symantec have already adopted it as a successful alternative.

I’m referring to telecommuting. According to the figures from the International Telework Association and Council (ITAC) in Washington, D.C., more than 25 million successful telecommuters are now working in the United States, and this figure is expected to increase.

The Texas Transportation Institute estimates that Dallas employers lost $1.9 billion in fuel costs and productivity because their workers spent an average of 46 hours stalled in traffic last year.

You probably won’t be surprised to hear that the Institute estimates we’ve got the fifth worst traffic in the nation. Since I started with Bachman, Trinity, and Smith five years ago, my own commute time has increased to one hour each way. That’s a huge chunk out of anyone’s day.

What if I could retrieve those hours, I wondered. How much more productive could I be in a day?

So I started conducting research.

I discovered that telecommuting has many advantages. Telework America, a Washington research firm, found that employers who allow telecommuting have reduced absenteeism by as much as 63 percent, saving an average of $2,086 per worker per year. Contrary to fears that employees working at home might slack off, ITAC studies show that worker productivity actually increased—as much as 22 percent. Plus, employee turnover has lessened. The experts say telecommuting employees are more relaxed and therefore more productive when they spend less time in traffic gridlock and more time with family. Plus, fewer cars on the road reduces air pollution. In short, those who’ve gone before us claim that the benefits to companies far outweigh any drawbacks and that teleworkers quickly adapt to the reduced social contact by finding other compensations.

Right now, the U.S. General Services Administration employs 14,000 workers—7 percent of them are teleworkers. Worldwide, IBM has 60,000 telecommuters. Some of the most successful pioneers of teleworking have been federal and state government agencies.

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Marjorie Bachman

March 15, 2008

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Many of these organizations also provide office equipment and furnishing for their home workers, but in my case that would not be necessary. The work I’m now doing could easily be transferred to my home office, where I’m already set up with a PC, telephone, and fax machine.

I’ll still be able to brainstorm with others through e-mail, fax, and phone, but most of my work is done in solitude anyway. Today I spent two hours alone in my office here, working on financial statements. I could have completed these at home and e-mailed them to the office to meet my deadline, with ample time to spare.

If you were to give me a six-month trial at telecommuting, you would be able to use my office space for other purposes, and we could measure how regaining two hours every day affects my work. You know you can trust in my integrity—after working with me for five years, you’ve seen how committed I am to my work at Bachman, Trinity, and Smith. Plus, I have strong personal incentives to succeed at this.

If you like, I could start with three days at home and two in the office for the first couple of weeks, later switching to full-time telecommuting for the remainder of the trial period. Of course I would come in to attend essential staff or client meetings, and if at any time you become uncomfortable with the situation, we would end the experiment. On the other hand, if my trial goes well, the firm could wind up saving thousands of dollars a year by offering this option to other employees.

Please contact me to discuss my proposal and findings in greater detail (my extension is 7474). I have additional research that points out the many benefits of telecommuting and highlights telecommuting programs already in place at other companies.

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10. ALWAYS URGENT: MEMO PLEADING CASE FOR HOSTING A RED CROSS BLOOD DRIVE Don’t reveal your request in the subject line. Open with a human-interest anecdote, weaving emotional appeals in with logical appeals as you lay out the facts and build a sense of urgency.

As you explain the facts, address concerns you know the directors will have, such as who will manage the blood drive and how it will benefit the casino (community stature, visibility, charitable instincts, etc.). Anticipate and answer possible objections. Describe what you’re asking them to do (authorize the drive, donate food and drinks). End with a final emotional appeal.

MEMORANDUM TO: The Pechanga Board of Directors FROM: Justin Morfitt, Food Service Manager DATE: August 18, 2007 SUBJECT: Community Image Enhancement Project Pechanga Casino has an opportunity to enhance its image in the community while helping to correct a serious situation. The American Red Cross has issued an emergency call for blood donations. Their supplies are nearly depleted.

Just imagine being wheeled in for open-heart surgery—scary, right? Now imagine you’re only a week old. That’s how old baby Melissa was when she had her first operation for multiple congenital heart defects. The surgery kept Melissa alive—and the donated blood of total strangers gave her a gift that can’t be measured in dollars.

Melissa is five now, thanks to the generous donors who gave her more than 50 units of blood over the years. Her mother recently wrote to the American Red Cross to thank everyone who sat down, rolled up their sleeves, and “gave a piece of themselves” to keep Melissa alive. Indeed, such extraordinary acts of selflessness save thousands of lives every day.

A single pint of blood can help up to four people. But donated blood lasts only 72 hours. So when there’s no national emergency to inspire us, we forget to donate—and supplies can run dangerously low. This emergency threatens the lives not only of surgery patients like Melissa but also of accident victims, cancer patients, and so many others who need blood or blood products on a regular basis. The Red Cross supplies 50 percent of the nation’s blood, so if an earthquake, tornado, flood, fire, or terrorist attack should occur now, there won’t be enough blood to help the victims.

Pechanga casino can help reverse this crisis by sponsoring an emergency Red Cross Mobile Blood Drive in the casino’s parking lot. After organizing our successful Toys for Tots drive last year, I’m confident that I can handle all the hosting and promotional requirements, with help from our local Red Cross chapter. Because of the national emergency, we should schedule the drive as soon as we can book the Bloodmobile. We’ll be joining other responsible Temecula firms, from restaurants to law offices, who sponsor such blood drives.

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Pechanga Board of Directors

August 18, 2007

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The American Red Cross provides all of its assistance free of charge. The local chapter describes itself as “a humanitarian organization led by volunteers and guided by the Fundamental Principles of the International Red Cross Movement.” Its mission is “to prevent and alleviate human suffering wherever it may be found.” The Red Cross is able to accomplish this mission only through the generosity and compassion of businesses like ours, businesses that donate time, money, skills, and in this case, “a piece of themselves.”

If you approve, I can call the Red Cross today to start working out the details. Blood donors (who must be 17 and weigh at least 110 pounds) will need to be well fed, hydrated, and rested before donating blood—we’ll include those suggestions in our advertising. Afterward, they’re usually given orange juice. It would be a wonderful, supportive gesture for Pechanga to donate water, orange juice, and snacks for donors during the event. I can certainly organize such provisions with my food service staff. Donors who come to the drive will appreciate our generosity, and Pechanga’s active role in the community will become more visible as we help the Red Cross during this blood supply crisis.

If we all pitch in and do what we can, there won’t be a “baby Melissa” out there who doesn’t make it, simply because the blood she needed wasn’t available to keep her alive.

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11. MESSAGE TO AN ANGEL: INTRODUCING YOUR COMPANY TO AN INVESTOR Take advantage of the fact that Sparks has already expressed an interest in finding promising investment opportunities. Open with a statement that indicates you heard her comments at the luncheon, and that your e-mail is a response to those remarks. Use the AIDA plan to explain how you and your business meet the criteria she established, and emphasize that WorldConnect’s early success is a sign of good things to come. End with a specific request for a meeting, and include the information she would need to get in touch with you.

Return–Path: <mburnett@worldconnect.com> Date: Mon, 31 March 2007 08:55:17 (EST) From: Michael Burnett <mburnett@worldconnect.com> To: Melinda Sparks <sparks_m@suddenlink.net> Subject: Dear Ms. Sparks, After hearing your comments at yesterday’s Entrepreneur’s Lunch Forum, I’m confident that investing in my company would help you meet your financial goals.

WorldConnect Language Services (headquartered in Memphis, Tennessee) provides interpreters and translation services for business professionals. The demand for these services is widespread: within two months of opening, our office was booked to capacity. WorldConnect’s ongoing success reflects a strong commitment to growth through knowing our customers’ needs and meeting them in every way.

Our company’s success in Memphis is only the beginning. I’ve researched the entire Southeast region to locate 10 other cities that offer especially promising opportunities for WorldConnect. These locations are already attracting international business, but are struggling to accommodate the language challenges that come with it.

These opportunities offer remarkable profit potential, and I’d like to talk with you about sharing in those gains. Please let me know when your schedule would allow us to meet—sometime within the next four weeks would be ideal. I can be reached via e-mail at the address above or by phone at (901) 555-1212.

Sincerely, Michael Burnett Owner, WorldConnect Language Services

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12. WEB ACCESSIBILITY ADVOCACY: IT’S NOT “WORLD WIDE” IF IT DOESN’T INCLUDE EVERYBODY This post is intended for an internal audience, so you can address readers with more familiarity than you would if you were writing for customers and clients. At the same time, be sure not to include anything that would be likely to cause problems if someone shared your post with the public.

Highlight the benefits your company can gain from acting on your comments, and make it easy for readers to understand all the reasons that increasing web accessibility is a good idea.

REALITY CHECK: INCREASING OUR COMPANY’S ACCESSIBILITY IN CYBERSPACE For years, businesses have worked to make their buildings more accessible to those with special needs. As the internet becomes increasingly vital as a way of connecting with customers and clients, that effort has extended to the web. More and more companies are taking a second look at their websites to find ways of making them more accessible. This obviously makes good business sense, but can also help companies avoid legal problems and enjoy enormous benefits in terms of public relations.

While we’ve done well in terms of updating our brick-and-mortar facilities, our company has a lot to work on when it comes to the accessibility of our website.

Small fonts abound, and it takes 9-10 clicks in many cases for customers to get to the pages they need. Based on information from the Web Accessibility Initiative (www.w3.org/WAI), I’m convinced that the time and energy it would take to update our site would be worthwhile for many reasons, including: 1. Financial Gains and Cost Savings: More potential customers could easily access our site, which would mean better exposure for the products and services we offer. Also, if more customers could find answers on our website, traffic would likely decrease at our telephone customer service center (which, as you know, is very costly to staff and maintain).

2. Reduced Risk of Legal Action: Many companies have been sued for failing to make their buildings adequately accessible. If it hasn’t happened already, it’s only a matter of time before the legal system turns its attention to corporate websites. Many laws and policies are already in place requiring that websites be accessible, and we need to stay ahead of the curve on this to protect our interests.

3. Public Relations Benefits: Our company could gain a reputation as a leader in increasing accessibility on the web. We’ve already shown a deep commitment to meeting the needs of every customer. Why not expand on this and enhance our image in the process?

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13. TOO GOOD TO BE TRUE: E-MAIL TO PAGING SOUTH REQUESTING ADJUSTMENT Be careful not to convey anger or outrage, and avoid scorching language. Instead, calmly appeal to the company’s sense of ethics and its interest in maintaining a good name among consumers who do not forget. Make it clear that you expect positive results. Waste little time explaining the problem; the company is fully aware of the software bug.

Return–Path: <murdang@aol.com> Date: Mon, 31 March 2007 08:55:17 (EST) From: Morris Urdang <murdang@aol.com> To: Judy Hinkley <Judy@pagingsouth.com> Subject: Billing error Dear Ms. Hinkley: On March 1, I purchased a pager and signed a two-year service contract with Paging South. However, due to software problems, my pager didn’t actually begin working until March 23. Therefore, I was paying for service I didn’t receive for three weeks. The local manager, Sally Weeks, suggested that I contact you for assistance. I’m sure you agree that I shouldn’t have to pay for any service I didn’t receive.

I’d like to request that you either credit my account for one month’s service, or reimburse me for that amount.

Please let me know your decision before the next monthly bill arrives on April 10. Thanks for your assistance in resolving this matter.

Sincerely,

Morris Urdang

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14. LOCK LEGENDS: LETTER REQUESTING REFUND AND DAMAGES FROM BROOKSTONE Open with a statement that reminds the company of its promise but does so agreeably, appealing to corporate pride. Outline the events as they occurred, build a case for the refund, and use bullets to help clarify a complicated situation. State the request and appeal to the company’s sense of fair play and responsibility. Urge haste by naming the date on which you will appear for your refund, but do so courteously. Close with a reminder of the benefit to Brookstone (maintaining your frequent business).

Tae Chung 14152 Lynde Lane, Williamstown, MA 01267 (413) 555-8898 July 22, 2007 Customer Service Department Brookstone 120 Washington Ave. Ext. Albany, NY 12203 Dear Brookstone Representative: When you advertised Easycheck locks as “the luggage locks that security won’t cut off,” they sounded great to me. As a professional photographer, I travel frequently, and I carry a lot of luggage and expensive equipment. I read about the TSA/Travel Sentry program in the New York Times, so I bought eight Easycheck locks from you last month in preparation for a business trip to Australia.

When I arrived in Melbourne, after leaving from the Albany airport and making connections in Chicago and Los Angeles, I found • One bag missing its lock • A second bag missing its lock and ripped along a seam • A third bag containing its broken Easycheck lock, accompanied by a TSA notice reminding me of the rules prohibiting locked luggage Still hopeful that the Easycheck locks would fulfill the promise you advertised, I tried using them on three of my camera bags during my return trip to Albany. Upon arrival home, I found •

All three bags missing their locks

In actual practice, it seems that not all TSA inspectors have the promised master keys. After my trip, I contacted TSA inspectors at the airports where I changed planes (Chicago and Los Angeles).

Although these are major U.S. airports, the inspectors told me that they had not heard of the Travel Sentry certification program and did not possess any master keys for Easycheck locks.

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Brookstone Customer Service July 22, 2007 Page 2

Of the eight locks that I purchased in good faith from Brookstone, six were destroyed during my trip. I contacted your customer service department by phone and was told that I would receive a refund for the one damaged lock that was returned to me. I simply have to bring it in to Brookstone, along with my sales receipt. But your representative did not know how I could expect to be compensated for the missing locks or for the two remaining unused locks.

Although your company did not break the locks or damage my luggage, your advertisement made promises that convinced me to invest in these locks. My resulting financial loss is considerable.

In addition to the $80 for the six locks destroyed or missing and the two locks now useless to me, my 24-inch Expandable Ballistic Suitor luggage has been damaged beyond repair, a suitcase I purchased from you last year for $320 plus tax.

You will certainly want to stand behind your advertising, which promised that your Easycheck locks would pass through TSA security “quickly and easily.” So I think you’ll agree that a full refund of $400 is in order for the Easycheck locks and the destroyed suitcase.

As a frequent traveler, I need to do business with travel equipment companies that guarantee customer satisfaction—particularly if products don’t live up to advertised promises. On Tuesday, July 29, I will bring into your store the following: • • • • •

Receipts for the locks and luggage The damaged lock returned to me The damaged suitcase The unused locks The TSA notice (for your inspection)

Before then, please reply to this letter. You can reach me at the phone number above or by e-mail at taechung@aol.com. By refunding the $400, you will restore my confidence in Brookstone, both the company and its products.

Sincerely,

Tae Chung

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15. YOUR NEW KENTUCKY HOME: LETTER PROMOTING THE BLUEGRASS STATE Relocating an entire company—or choosing the location to start a new business—is an enormously complex decision. Moreover, every state in the union tries to lure businesses, so the competition is fierce. Your argument will need to be clear and compelling in order to stand apart from the crowd. However, keep in mind that no one will relocate based on just a single form letter; your purpose is simply to encourage CEOs to consider Kentucky as an attractive possibility. The entire persuasion process will involve personal visits and a variety of in-depth reports and presentations. But it can all start with a letter that paints a clear picture of Kentucky as a great place to do business. Keep the letter brief and objective, and be sure to explain how readers can get more information. [see letter on the following page]

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Marvin E. Strong, Jr. Kentucky Cabinet for Economic Development Old Capitol Annex, 300 West Broadway Frankfort, Kentucky 40601 800–626–2930 • econdev@ky.gov [date] [name and address from database] Dear [name from database]: If your company is considering moving your existing operations or establishing new facilities, you may be surprised to discover the many advantages that Kentucky has to offer: Knowledgeable workforce

Expansion Management magazine ranked our workforce training programs third among all state programs for customizing business and industry training.

High productivity

Our workers continually outperform the national average.

Low-cost power

Kentucky has some of the lowest electricity costs in the nation.

Attractive

Our cost of doing business is the lowest of any state east of the Mississippi and the

business climate Central location

fourth-lowest in the nation.

Locating in Kentucky puts you within 600 miles of two-thirds of the nation's

Efficient transportation Generous incentives

population and manufacturing businesses.

Reach customers anywhere by road, rail, water or air (Cincinnati/Northern Kentucky International Airport was voted the number two airport by independent passenger surveys).

Low taxes

Creative incentives includes corporate tax credits, loan financing, training grants, and opportunities for foreign trade zone operations.

Property taxes are among the lowest in the nation, and we have no local sales taxes.

Available sites and buildings

Over 200 prescreened "shovel-ready" sites and more than 200 quality industrial buildings are ready for your new location or expansion.

A great way of life

From cosmopolitan urban life to the best of outdoor sports and recreation, Kentucky has just about everything for you and your employees to enjoy.

Find out why so many innovative companies choose to locate or expand in Kentucky. For more information, please contact me at 800–626–2930 or by e-mail at econdev@ky.gov. You can also learn more about all these advantages on our website at www.thinkkentucky.com.

We look forward to speaking with you and welcoming you to your new Kentucky home.

Sincerely,

Marvin E. Strong, Jr. Secretary, Kentucky Cabinet for Economic Development

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16. TIME TO LOSE: PROMOTING THE 6 WEEK SOLUTION AT CURVES Use the direct approach to highlight what makes this plan different and better than the many diet plans that are available. The headings in bold on the webpage can help you determine what to include in your revision. (The one below contains 285 words.)

Are you tired of diet plans that leave you hungry and frustrated? The Curves 6 Week Solution can help you achieve your weight-loss goals and improve your ability to maintain a healthy weight. In small classes with other women just like you, you’ll get a tote bag filled with lots of helpful tools, and you’ll gain the knowledge and willpower you need to lose those excess pounds for good.

What makes the Curves 6 Week Solution better than all those other diet plans? First, it revs your metabolism to help your body burn more calories even when you’re not exercising. This is a permanent benefit that can prevent you from having to diet again--ever! Second, it allows you to eat five small meals a day (rather than three large ones). By the time you start to feel hungry, it’s likely to be time for another meal! Third, the 6 Week Solution offers a wide variety of food. The specific foods you eat will depend on whether you choose the higher protein option or the higher carbohydrate option, but either way no foods are off-limits. The Curves 6 Week Solution is also very healthful. Since you’ll be encouraged to eat from all food groups, your body will continue to receive the nutrients it needs.

The best reason to try the Curves 6 Week Solution is that it works.

Scientists at Baylor University have put our plan to the test under the close supervision of Richard B. Kreider, PhD, FACSM, and found that women on the Curves plan have lost weight, boosted their metabolism, lost body fat, and enjoyed several other benefits. Call us today at 555-1212 to sign up for the Curves 6 Week Solution.

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17. GIVE ME LIBERTY: LETTER PERSUADING CUSTOMERS TO REMAIN LOYAL TO COLBAR ART Begin by thanking customers for their support. Offer reasons for continuing that support before you explain and deliver the bad news. Discuss steps being taken to solve the problem, and end by encouraging customers to remain loyal to the company.

COLBAR ART, INC. 35-03 Bradley Ave., Long Island City, New York 11101 (718) 786-0980 July 4, 2007 [Customer Address] Dear [Customer Name]: Thank you for all the support you’ve given Colbar Art. Our hand-crafted Statues of Liberty have set the standard in the industry for accuracy, quality, and more. As you know, we contribute a portion of our profits to the Liberty-Ellis Island Foundation. In addition, we employ many of the very immigrants who are inspired by the Statue of Liberty. Moreover, despite higher production costs, we keep our manufacturing facilities in the United States of America. We refuse to take these jobs to countries “where there is no liberty or no Statue of Liberty.”

We are currently taking steps to improve our service to you and to enhance our contributions to help immigrants from all over the world. To increase our production from 80,000 to 120,000 replicas each year, we are leasing additional space and training more employees. For a while, during this time of expansion, we expect some brief delays in shipping our statues. But as soon as the transition is complete, we'll be back on schedule with the prompt deliveries you’re accustomed to.

Your continued support and purchase of Colbar Art’s Liberty replicas benefits so many people and means everything to us. We look forward to serving you now and in the future.

Sincerely,

Ovidiu Colea President

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18. TRY IT; YOU JUST MIGHT LIKE IT: CONVINCING CONSUMERS TO SAMPLE BEEFALO Focus the document on addressing what consumers will be most interested in learning: what is beefalo, and how does it compare to beef? Present the table from the exercise as a concise way to show your audience how beefalo is a better choice than beef for health-conscious consumers.

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19. INSTANT PROMOTION: TEXT MESSAGE FROM HILTON HOTELS TO FREQUENT GUESTS Choose the most important attention-getter for the opening. Select the most vital aspects to increase interest and build desire. Since you can’t give all the contact information in your call to action, pick the two most widely known by your audience. Squeeze in one last benefit reminder.

Golf within sight of the Pyramids of Giza! Experience the spectacular Dreamlands course at Hilton Pyramids Golf Resort in Cairo with “Golfer’s Dream Come True”: $575/ person/day includes two rounds at Dreamlands and two rounds at Soleimaneia Pyramids Golf & Country Club. Mention “G7 Pyramids Golf Special” to Hilton Reservations Worldwide, or visit www.hilton.com and tee off near one of the world’s Seven Wonders!

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20. SELLING YOUR IDEA: SALES LETTER PROMOTING A PRODUCT OF YOUR INVENTION This exercise will elicit a broad range of student responses, but all should reflect the guidelines on pp. 307-15 for writing effective sales and marketing messages. Pay particular attention to how well students have focus their attention on audience needs, biases, and concerns, and on how effectively they describe the features of their product and the benefits buyers can enjoy.

144 Parkmoor Ln. Dothan, AL 36303 August 8, 2007

Mr. Mark Gervin Golf Professional Warrenton Golf Club Warrenton, NC 27589 Dear Mr. Gervin, Two years ago, I was vacationing at Pinehurst when my golf clubs were stolen. While you can’t prevent something like that from happening to your clients, you can help Warrenton Golf Club members get back on the course quickly if it does.

As you know, your clients invest a great deal in their golf equipment. From clubs and balls to bags and apparel, golf is a game that requires much more “stuff” than many other sports. You can help your club’s members insure their equipment against loss and damage with one easy call to Golfers Mutual Insurance.

Unlike other insurance providers, we serve golfers exclusively. Like you, we know their needs and understand their priorities. Through our partnerships with a network of premier golf suppliers across the country, we can provide your members with prompt replacement and repair service that is unmatched by any other insurance provider. Here’s what we mean by “prompt”: If one of our clients has his or her clubs stolen (at home or anywhere else), we guarantee an exact replacement within 24 hours. No exceptions.

Even with such excellent service, our rates are remarkably low. A $5,000 policy (including the 24-hour replacement guarantee) costs less per month than a sleeve of Pro V1’s. We also back every one of our policies with a 100% satisfaction guarantee.

Give me a call today to find out how you can offer golfers in your area one more reason to join Warrenton Golf Club. Members can purchase individual policies right in your pro shop, or (with our low group rates) you can offer Golfers Mutual policies as a membership benefit. Please call me at 1-866-555-1212, and I’ll explain how your clients can enjoy outstanding golf equipment protection at prices that won’t cut into their green fees.

Sincerely,

Hal Geddings CEO, Golfer’s Mutual Insurance

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21. LISTEN UP: PODCAST PROMOTING A PODCAST STATION With millions of podcasts appearing on thousands of podcasting websites and channels, you need to clearly identify your podcasting service, define who might be interested, and explain why this audience would want to listen to your podcasts.

Website promotion for podcast station:

The transition from business school to the business world can seem complex and confusing, but it doesn’t have to be. School2Biz offers practical advice on making smart decisions on everything from preparing résumés to building a successful career. We’ve been through it, and you can learn from our experience!

Podcast promotion for podcast station:

Greetings from the team at School2Biz, a podcast channel devoted to helping business school graduates make a successful and rewarding transition to the business world.

Our podcasts cover all the key decisions you need to make, from choosing a career path that best fits your interests to promoting yourself as you build that career.

Everyone on the School2Biz team is a b-school grad, with anywhere from two to ten years of work experience. We’ve been through the transition you’re about to make, and we’ve made some good choices and some not-so-good choices. We share it all: what works, what doesn’t, and what we’d do differently if we had it to do all over again.

So join us on this guided tour through one of the most exciting experiences you’ll have in life!

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22. DON’T FORGET PRINT: USING THE WEB TO PROMOTE TIME INC.’S MAGAZINE ADVERTISING Whatever approach you take with this message, don’t try to downplay or denigrate online advertising. Doing so will only harm your credibility and give your message an air of desperation.

Instead, promote the benefits of magazine advertising objectively and explain that for many companies, a mix of online and print advertising can be the ideal strategy. At the same time, don’t try to apologize for the nature of print advertising, even though it doesn’t have the “gee whiz” factor of the latest online technologies. It remains a legitimate and compelling medium, so don’t sell it short.

Adding the power of print to today’s multimedia advertising strategies Online advertising has taken off in recent years, and with good reason. The interactivity and precise targeting make online advertising a great choice for many advertisers.

However, limiting your media plans exclusively to online can leave a gaping hole in your market coverage and your ability to deliver compelling messages. Consider the unbeatable advantages of today’s magazine ads:

•

The ability to reproduce high-quality photography.

Nothing shows off a magnificent automobile, a delicious plate of food, or an attractive spokesmodel quite like the ultra-high-resolution, true-color reproduction of magazine photography.

•

The physical presence of print. Online ads are great, but they disappear when visitors leave the website or switch off the computer. Not so with magazines. Day after day, they’re still there—in the library, at the doctor’s office, in the airport lounge—waiting for the next reader to pick them up and encounter your ad.

•

Portability. Computers may be getting smaller, but they will never be as easy to tuck under your arm or toss in a gym bag as magazines are. Wherever readers go, magazines usually follow.

Guaranteed circulation numbers. Verifiable online ad measurements are coming along, to be sure, but you can count on audited magazine circulation numbers today.

•

•

Close reader relationships. Just about everybody has a favorite magazine or two, and many people have been reading their favorites for years. They keep trusting these publications, which means they’ll keep seeing your ads.

Click here to learn more about the measurable advantages or print advertising and successful strategies for integrating print with online to maximize the marketing power of your advertising investment.

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23. INSURE.COM: E-MAIL EXTOLLING A BETTER WAY TO BUY INSURANCE In the subject line, suggest both action and benefit. Open with a quote to build quick credibility.

Capture attention with the top benefits and features. Use lists, subheadings, and short paragraphs to keep readers reading. Include a link to your home page in the body and in the action request.

Date: 23 September 2007 09:33:02 -0800 From: Sasha Morgenstern <smorgenstern@insure.com> To: <Promotional Customer List2> Subject: Find Low Insurance Rates – Fast!

“Insure.com provides rock-bottom quotes.”—Forbes Quotes are free and accurate! Compare prices from more than 300 insurance companies. Find the lowest rates for any insurance: * Term life * Automobile * Medical * Dental * “No-exam” whole life * Workers’ compensation * Medicare supplements * Fixed annuities $500 GUARANTEES: We'll find you the lowest U.S. rates for term life insurance, or we'll deliver $500 to you overnight. Plus, every quote carries a $500 guarantee of up-to-the-day accuracy.

LIGHTNING-FAST SERVICE: Read what they’re saying about us at www.insure.com. Everyone’s talking about our speedy service, which has received high ratings and positive reviews from every major business publication: Nation’s Business, Kiplinger’s Personal Finance, Good Housekeeping, The Los Angeles Times, Money, U.S. News & World Report EXPERT ADVICE -- NO SALES PITCH: No need to deal with insurance agents! But if you want advice, our salaried insurance experts are available at our toll-free customer service number.

Visit www.insure.com today.

Sincerely, Sasha Morgenstern

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24. OUTSOURCING: LETTER FROM KELLY SERVICES OFFERING SOLUTIONS To gain attention, open with a solution to a problem. Use Kelly’s newest offering (KMS) to focus interest on what might otherwise be old news for human resources executives. Describe the new services (features) that Kelly offers, but imply many of the benefits to avoid insulting knowledgeable readers. Include facts about the company that even knowledgeable readers might not know.

Make the call for action easy, no-risk, and direct. Then conclude the letter with benefits.

KELLY SERVICES®, INC. 999 W. Big Beaver Road, Troy, Michigan 48084 (313) 295-6012 www.kellyservices.com [Date] [Inside address] Subject: Finding the Best Employees for Less Dear _______: Do you need a team that can get the job done but lack the time for choosing, hiring, and training? Kelly Management Services (KMS) is your one-call solution.

At Kelly, you can choose from complete outsourcing services in several categories, including office services, administrative services, transaction processing operations, distribution services, and customer service operations. With a simple phone call, you have an entire department ready to fill your needs immediately—already trained, supervised, and up to speed. When the job is completed, your obligation ends quickly and easily—until the next time you need our help.

Of course, if your task can be handled by one or two employees, Kelly still offers the temporary staffing solutions that have made it a Fortune 500 company with 2,400 offices in 26 countries. We now provide staffing solutions for 95 percent of Fortune 500 companies. That includes technical writers, computer programmers, mechanical engineers, assemblers, data management experts, and office experts in whichever software programs you specify. By assuming all responsibility for hiring, firing, training, and benefits, Kelly Services removes the burden of maintaining a beefed-up workforce, so your company can run “lean and efficient” year-round.

Last year, Chrysler Corporation presented us with its Gold Pentastar Award as a “best-inclass supplier” for excellence in “quality, customer satisfaction, technology, and delivery” of contract labor with office/clerical, information technology, and engineering skills. We can do the same for you, and more.

We choose the best—and many of our temporary workers love their flexible jobs so much that they stay with Kelly. On the other hand, if you want to preview new employees for “no-risk hiring,” we’ll work with you to preselect the best people to fill your temporary- to-permanent positions. After the temporary trial period, both you and your

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new employee will be sure of the fit—creating happier, more productive, and longerlasting partnerships.

To learn more about KMS or other Kelly Services, call (313) 295-6012 to speak with a representative. We’ll be glad to meet with you at your offices to discuss how we can help fill your staffing requirements faster, better, and cheaper, with measurable gains in quality and efficiency!

Sincerely,

Shania Heikkila Marketing Manager SH:ld

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25. GREENER CLEANERS: LETTER PROMOTING “ENVIRONMENTALLY SOUND” FRANCHISE Get attention in the opening by reminding the reader that this information was requested. Use a list to emphasize the company’s unique standing in the dry-cleaning industry. Build interest and desire by weaving in features and benefits, but emphasize customer popularity. Radiate corporate pride, but be sure to stress those facts that are most meaningful to potential franchise owners. Other details can be discussed in the accompanying brochures. Request simple, no-risk action: pursuing additional information. Provide multiple contact options. Encourage quick action with a statement about rapid growth.

HANGERS CLEANERS 3505 County Road 42 West, Burnsville, MN 55306-3803 Phone: 952-882-5000 Toll-free: 866-262-9274 www.hangerscleaners.com (Date) (Inside Address) Dear (name): Subject: Hangers Franchise Thank you for asking about Hangers Cleaners franchise opportunities. You can not only make a profit but also help the environment and be socially responsible by blending your good business skills with our new technology—which was recently named the best dry cleaning alternative by a leading consumer products testing group.

Our “CO2OL Clean” machine is the first new breakthrough in dry-cleaning technology in half a century. It cleans clothes without heat and without toxic by-products, using specially developed detergents along with liquid carbon dioxide (the same ingredient used to put the bubbles in soft drinks). Moreover, the CO2 we use is captured from industrial waste streams, and after it’s used in cleaning, 98 percent of it is recycled. This efficiency helps keep prices competitive and the environment clean—which explains why our technology has received accolades from the Environmental Protection Agency.

We call ourselves “garment care specialists” and we mean it. Customers love the way their clothes are treated by the “CO2OL Clean” process. Clothes last longer, and they don’t carry that familiar “dry-cleaning” smell created by stronger, petroleum-based solvents (perchloroethylene, or perc). Customers also love the look of Hangers Cleaners locations—a sleek, modern design with attractive, highly visible signage created to highlight our cool, efficient new way of handling garments. Employees love us, too. Their work environment is cool, clean, light, and comfortable, and they feel good about contributing to an ecologically sound business.

We’ve already opened franchises in 60 locations, and the response has been overwhelmingly positive. Thanks to our new, safe technology, franchise owners are finding that they’re able to open stores in locations previously prohibited by zoning restrictions. Fire hazards and toxic

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waste disposal fees associated with perc have been eliminated by our “CO2OL Clean” process.

With less danger and no waste, insurance fees and local taxes are lower than what traditional drycleaners must pay.

Nationwide brand awareness is growing as our franchise expands. The high-end retail “look” of our stores attracts customer interest, and our clients stick with us once they discover our pleasant interiors, our gentle garment care, and our commitment to a cleaner, safer environment.

I’ve enclosed two brochures: one covering franchising details and another explaining the CO2OL Clean process. Plus, you can visit our website at www.hangerscleaners.com. If you would like more information or have any questions about Hangers Cleaners franchises, please contact me at (952)-882-5000, ext. 129; toll free 866-262-9274, or write to me at Hangers Cleaners.

I’d love to welcome you into our rapidly growing family of “greener cleaners.”

Sincerely,

Margarita Antoine Sales Representative MA:ki

Transparency Master 10-1 Chapter 10—Message for Analysis 10.A (poor version)

SALISBURY DECORATING 2338 Etheridge Highway East, Franklin, TN 37604 (615) 228-9876

Fax: (615) 228-2411 www.salisbury.com

June 20, 2008 Customer Service TechStar Computing 796 Briggsville Blvd.

Olyphant, AK 72828 Dear Customer Service Representative: Dear TechStar Computing: I’m writing to you because of my disappointment with my new multimedia PC display. The display part works all right, but the audio volume is also set too high and the volume knob doesn’t turn it down. It’s driving us crazy. The volume knob doesn’t seem to be connected to anything but simply spins around. I can’t believe you would put out a product like this without testing it first.

I depend on my computer to run my small business and want to know what you are going to do about it. This reminds me of every time I buy electronic equipment from what seems like any company. Something is always wrong. I thought quality was supposed to be important, but I guess not.

Anyway, I need this fixed right away. Please tell me what you want me to do.

Sincerely,

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

Transparency Master 10-2 Chapter 10—Message for Analysis 10.A (improved version)

SALISBURY DECORATING 2338 Etheridge Highway East, Franklin, TN 37604 (615) 228-9876 Fax: (615) 228-2411 www.salisbury.com June 20, 2008 Customer Service TechStar Computing 796 Briggsville Blvd.

Olyphant, AK 72828 Dear Customer Service Representative: On June 1, I received a multimedia PC display from you.

Enclosed are copies of my receipt and warranty. The display works properly, except for the volume, which is set to maximum and will not respond to the normal control codes for reducing it.

This display is used every day for my business, so it’s difficult to be without one during the time it would take to ship and repair the defective one. I prefer that you ship me a new or used replacement. When I receive the replacement, I’ll send you the defective display to be repaired. Since this request is unusual, I agree to pay one-half the shipping charges.

If you would prefer to handle this repair some other way, please let me know as soon as possible. Thank you for providing both excellent products and services. I look forward to doing business with you in the future.

Sincerely,

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

Transparency Master 10-3 Chapter 10—Message for Analysis 10.B (poor version)

MEAL-A-WEEK CLUB 1255 Bremen Road, Birmingham, AL 35207 (205) 339-4488 Fax: (205) 339-9977 www.mealaweek.com (Student address) Dear (University student name): We know how awful dining hall food can be, and that’s why we’ve developed the “Mealaweek Club.” Once a week, we’ll deliver food to your dormitory or apartment. Our meals taste great. We have pizza, buffalo wings, hamburgers and curly fries, veggie roll-ups, and more!

When you sign up for just six months, we will ask what day you want your delivery. We’ll ask you to fill out your selection of meals. And the rest is up to us. At “Mealaweek,” we deliver! And payment is easy. We accept MasterCard and VISA or a personal check. It will save money especially when compared with eating out.

Just fill out the enclosed card and indicate your method of payment. As soon as we approve your credit or check, we’ll begin delivery. Tell all your friends about Mealaweek. We’re the best idea since sliced bread!

Sincerely,

Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

Transparency Master 10-4 Chapter 10—Message for Analysis 10.B (improved version)

MEAL-A-WEEK CLUB (Student address) Dear (University student name): At Meal-A-Week, we’ve solved the problem of “What’s to eat?” We were once starving college students, and we know how hard it is to prepare meals and study at the same time.

That’s why we formed Meal-A-Week.

Here’s how it works. You sign up with Meal-A-Week, and once a week, we deliver prepared meals to you. Our meals taste great. We have all your favorites: pizza, buffalo wings, burgers and curly fries, veggie roll-ups, and more! Just look at the great choices on the enclosed menu.

We’ve also enclosed an agreement form that covers meals for one semester. Our prices are competitive with all the chains. The wonderful difference is that our meals are delivered piping hot, right to your door. What more could you want?

You can choose from three easy ways to sign up: • Call us at 1-888-585-7678 (and have your credit card handy) • Fill out the enclosed form and mail it back in its envelope • Visit our webpage (www.mealaweek.com) and sign up online Sign up today and get $5 off your first month. Sign up a friend and get $10 off. Use your University Swipe card, Mastercard, or Visa. Join today and put your hunger to the test!

Sincerely, Instructor’s Resource Manual for Business Communication Today, 9E

.

Upper Saddle River, N.J. 07458

PART 4: SUPPORING MESSAGES WITH QUALITY INFORMATION The two chapters in this part give students a solid foundation in how to find, process, and communicate information in today’s high-tech environment. Students who complete the end-ofchapter assignments in this part will gain valuable hands-on experience in developing their business research skills, organizing their research efforts, using the business library and the Internet productively, and producing effective visuals—including multimedia presentations. By learning this material early in the course, students will be ready to use these skills when they work on their written reports and oral presentations.

CHAPTER 11: FINDING, EVALUATING, AND PROCESSING INFORMATION IMPORTANT CHANGES IN THIS EDITION • • •

New chapter-opening vignette on Tesco, the leading grocery retailer in the UK, and its extensive audience research program New coverage on the challenge of finding information in the hidden Internet New section, “Taking Advantage of Innovative Research Technologies,” covers desktop and enterprise search, research and content managers, social bookmarking, and research newsfeeds

CHAPTER OUTLINE Supporting Your Messages with Solid Research Planning Your Research Maintaining Ethics and Etiquette in Your Research Familiarizing Yourself with the Subject Identifying Information Gaps Prioritizing Research Needs Locating Data and Information Evaluating Sources Conducting Secondary Research Finding Information at the Library Finding Information Online Understanding Search Engines, Web Directories, and Databases Using Search Tools Effectively Taking Advantage of Innovative Research Technologies Documenting Your Sources Conducting Primary Research Conducting Surveys Conducting Interviews

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Processing Data and Information Quoting, Paraphrasing, and Summarizing Analyzing Your Data Gaining Insights Guarding Against Mistakes and Misinterpretations Applying Your Findings Summarizing Your Research Drawing Conclusions Making Recommendations Managing Information LECTURE NOTES Supporting Your Messages with Solid Research Successful research results from following productive research procedures: Plan your research.

Locate the data and information you need.

Process the data and information you located.

Apply your findings.

Manage information efficiently. * See Transparency 116 for more on these procedures.

You usually follow these tasks in order, but how much time you spend on a single task depends on The nature and volume of information you need The purpose of your research Planning Your Research Conducting research without a plan can be ineffective for several reasons: Your favorite search engine might not index the websites that have the information you need.

The engine might use different terms to identify the information you’re looking for.

The information might not be online.

The information might not even exist.

Conducting research with poor planning Limits your efficiency Increases the chances of discovering something along the way that forces you to rethink the questions you’re trying to answer or the approach you’re taking Might lead you to move into the writing phase with inadequate information To plan your research effectively: Familiarize yourself with the subject (so that you can frame insightful questions.

Identify the most critical gaps in your information.

Prioritize your research needs.

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Before beginning your research, take a moment to verify the ethics and etiquette of your approach.

Your research tactics affect The people from whom you gather data and information The people who read your results To avoid ethical lapses, follow these guidelines: Don’t force a specific outcome by skewing your research.

Respect the privacy of your research participants.

Document sources and give appropriate credit.

Respect the intellectual property and digital rights of your sources.

Don’t extract more from your sources than they actually provide.

Don’t misrepresent who you are or what you intend to do with the research results.

Following research etiquette requires you to Respect the time and privacy of anyone who agrees to be interviewed or to be a research participant Maintain courtesy throughout the interview or research process To familiarize yourself with the subject of your research, give yourself some unstructured time at the beginning of the project to explore the general subject area by Reading industry publications Visiting competitors’ websites Interviewing experts within your organization Conducting a quick online search Scanning the contents and indexes of books on the subject As you explore, be sure to keep a bibliographical list of The helpful resources you find The potentially significant phrases, terms, and keywords Once you have the big picture, clarify your project by developing a problem statement that defines the problem or purpose of your research.

Information gap analysis Is an effective technique for identifying the specific pieces of information you need to acquire during your research Helps you make the best use of your limited research time Gap analysis has five steps: 1. Identify the decision or conclusion to be reached.

2. Identify any subquestions that would help you address that ultimate decision or conclusion.

3. Identify the information you need in order to answer those subquestions.

4. Identify any information you already have.

5. “Subtract” the material in item 4 from the material in item 3 to assess your information gap.

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Prioritize research questions by Dividing them into “need to know” and “nice to know” categories and then tossing out the “nice to know” questions Scanning your list of information gaps to decide which are (a) the most important to answer or (b) the least risky not to answer Locating Data and Information Secondary research consists of research materials previously created for another purpose and includes Magazines Newspapers Public websites Blogs Books Other reports Primary research consists of new research done specifically for your current project and includes Surveys Interviews Observations Experiments Separate quality sources from suspect ones by asking the following questions: Does the source have a reputation for honesty and reliability?

Is the source potentially biased?

What is the purpose of the material?

Is the author credible?

Where did the source get its information?

Can you verify the material independently?

Is the material current?

Is the material complete?

Do the source’s claims stand up to scrutiny?

Secondary research may come from either inside or outside the company.

Reference librarians are your most important resource; they Are trained in research techniques Spend their days managing information and helping people find materials Can show you how to use the library’s many databases Can help you find obscure information When looking for secondary information in the library, you’ll find books, databases, periodicals, and other helpful materials: Newspapers and periodicals may be found in the library, in a database, or on the Internet.

Business books are less timely than journals, but they provide in-depth coverage.

Directories cover everything from accountants to zoos and include helpful contact information.

Almanacs and statistical resources provide facts and statistics about countries, politics, the labor force, and so on.

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Government publications offer information on law, court decisions, current population patterns, and business trends.

Electronic databases are computer-searchable collections of information.

The Internet can be a productive source of secondary information about companies and industries: Before searching online, try to learn something about an unfamiliar topic from a trusted source.

The Internet Public Library (www.ipl.org) provides a carefully selected collection of links to high-quality business resources.

Company websites usually provide detailed information (though often not for smaller companies).

Search engines identify individual webpages that contain a specific word or phrase you’ve asked for by searching through index pages.

Search engines have three disadvantages: The process used by search engines is computerized, with no human editors involved to evaluate the quality of the content you find.

Search engines use different techniques, so you may find certain pages through one engine but not through another.

Search engines cannot reach all of the content on many websites.

You can overcome the three disadvantages of search engines, although doing so can be expensive: Web directories address the first drawback of search engines by using human editors to categorize and evaluate websites.

Metacrawlers or metasearch engines address the second shortcoming of search engines by formatting your search request for the specific requirements of multiple search engines and then telling you how many hits each engine was ale to find for you.

Online databases address the third drawback of search engines by offering access to the newspapers, magazines, and journals that you’re likely to need for many research projects.

When using search engines, metacrawlers, and databases, A keyword search is the most basic form of searching A Boolean search expands this capability by using search operators that let you define a query with great precision Boolean operators include AND—finds both terms (“corporate AND profits” finds pages that contain both corporate and profit) OR—finds one or two terms (“corporate OR profits” finds items that contain either corporate or profit but not necessarily both) NOT—finds one term and excludes the other (“corporate NOT profit” finds items that contain corporate but excludes all those that contain the word profit) Wild cards—find similar spellings (such as profit, profits, and profitability) Natural language searches let you ask questions in normal, everyday English.

Forms-based searches help you create powerful queries without the need to learn any special techniques

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When using a search engine or database, keep the following points in mind: Read the instructions.

Pay attention to the details.

Review the search and display options carefully.

Try variations of your terms.

Adjust the scope of your search if needed.

Be sure to direct students to Bovée and Thill’s Business Communication Search page at www.businesscommunicationsearch.com; this unique tool, developed by the authors, gives instant access to several hundred search engines categorized by content and media type Keep an eye out for the latest technologies that can help you research more effectively and more efficiently.

Desktop and enterprise search engines Research and content managers Social bookmarking sites Newsfeeds Documenting your secondary research Properly and ethically credits the person who created the original material Shows your audience that you have sufficient support for your message Helps your readers explore your topic in more detail if desired Technology can help you with documentation tools to Track and number endnotes for you Create a bibliography of all the sources you used Documentation is necessary for anything you take from someone else, including ideas and information that you’ve re-expressed through paraphrasing or summarizing: Books Articles Tables Charts Diagrams Song lyrics Scripted dialogue Letters Speeches Documentation is not necessary for General knowledge Specialized knowledge that is generally known among your readers Copyright law does not protect Titles, names, short phrases, and slogans Familiar symbols or designs Lists of ingredients or contents Ideas, procedures, methods, systems, processes, concepts, principles, discoveries, devices

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The fair use doctrine states that you can use other people’s work only as long as you don’t unfairly prevent them from benefiting as a result: Avoid relying to such a great extent on someone else’s work.

When you can’t avoid it, contact the copyright holder for permission and be prepared to pay a fee.

Common methods of primary research include surveys and interviews.

A survey is reliable if it produces identical results when repeated.

A survey is valid if it measures what it’s intended to measure.

To generate results that are both reliable and valid Choose research participants carefully.

Develop an effective set of questions.

The most critical task when choosing research participants is getting a sample that represents the entire population in question.

To develop an effective questionnaire: Provide clear instructions.

Keep the questionnaire short and easy to answer.

Whenever possible, formulate questions that will provide answers that are easy to analyze.

Avoid leading questions.

Avoid ambiguous questions.

Ask only one question at a time.

Make the survey adaptable.

More and more companies are using the Internet for surveys because they are Faster to create Easier to administer Faster to analyze Less expensive overall To plan an effective interview, you Analyze your purpose Learn about the other person Formulate your main idea Decide on length, style, and organization of the interview The answers to interview questions are influenced by The types of questions you ask The way you ask them Your subject’s cultural and language background To interview ethically, always be careful about confidentiality, politics, and other sensitive issues.

During an interview, ask Open-ended questions to invite opinion, insight, and information Closed-ended questions to elicit a specific answer, such as yes or no

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To come up with a set of great interview questions, try to Think about sequence Rate your questions and highlight the ones you really need answers to Ask smart questions Limit the number of questions Edit your questions For a successful interview, consider Providing a list of questions a day or two before the interview Recording the interview (with the subject’s permission) When processing interview information, you’ll want to Write down your thoughts, go over your notes, and organize your material Look for important themes, helpful facts or statistics, and direct quotes By conducting your interview by e-mail, you’re giving your subject a chance to think through responses thoroughly.

Processing Data and Information You can use information from secondary sources in three ways: Quoting a source means reproducing material exactly as you found it (in quotation marks or extracted in an indented paragraph).

Paraphrasing a source means restating material in your own words and sentence structures.

Summarizing a source means presenting the gist of the material in fewer words than the original.

Use direct quotations when The original language will enhance your argument Rewording the passage would lessen its impact Paraphrasing helps you Maintain consistent tone Present information using vocabulary more familiar to your audience Avoid the choppy feel of too many quotations Summarizing identifies the main ideas and major support points from your source material but leaves out most details, examples, and other less critical information.

When paraphrasing and summarizing, take care not to distort the original intent as you express the ideas in your own words and sentences.

You can gain insight into numerical data is to find measures that represent a group of numbers: The mean is the sum of all the items in the group divided by the number of items in that group.

The median is the midpoint of a series (with an equal number of items above and below).

The mode is the number that occurs more often than any other in your sample.

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Another useful way to gain insight into numerical data is to look for a trend (a steady upward or downward movement in a pattern of events taking place over time).

To help you understand why things are happening, look at Causation—the cause-and-effect linkage between two factors Correlation—the simultaneous change in two variables that you’re measuring Cross-tabulation enables you to explore the relationships between subsets of data.

When analyzing your findings, guard against computational errors, such as Errors in math formulas References to unintended cells in the spreadsheet Failures to refresh calculations after data changes Failures to verify the specific operation of the spreadsheet’s built-in math functions Before proceeding with any analysis, step back and look at your entire set of data: Do the numbers make sense based on what you know about the subject?

Are there any individual data points that stand out as suspect?

Watch out for common analysis errors: Avoid faulty comparisons.

Don’t push research results beyond their limits.

Steer clear of misleading presentations.

Applying Your Findings When you’re finally ready to apply your findings, depending on your project, you may be Summarizing your research Drawing conclusions based on your results Making recommendations An unbiased summary is free of your own Opinions Conclusions Recommendations A conclusion is a logical interpretation of the facts in your report and is sound when it is Based strictly on the information included in the rest of the report Logical Your conclusions are based on your own judgment, so be aware of the biases that affect it: Business assumptions Personal values Organizational values Not everyone will examine the evidence and arrive at the same conclusion.

Whereas a conclusion interprets the facts, a recommendation suggests what to do about the information.

To be credible, recommendations Must be based on logical analysis and sound conclusions

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Must be practical and acceptable to your readers Must include an adequate description of the steps that come next Managing Information In addition to supporting your own projects, your research contributes to your organization’s collective knowledge base.

Some form of knowledge management (KM) system is needed to capture and share information throughout an organization.

SPECIAL FEATURES COMMUNICATION MISCUES: The Art of the Question (p. 349) 1. Questions 1, 3, and 4 are almost guaranteed to yield unusable information, and Questions 2 and 5 might as well. Q1: Many dishes could qualify for more than one of these attributes, but the question allows only one response, so respondents may not be sure how to answer. Q2: Without asking for details or explanation, this question could yield simple, vague answers such as “fine,” which don’t provide much usable information. Q3: This question is so complicated that it’s likely to confuse many people, and it doesn’t provide enough information to make an informed choice (it doesn’t say much the payroll deduction will decrease). Q4: What do “always,” “mostly,” “usually,” and these other terms mean? Various respondents will define them in different ways, a situation sure to create useless data. Q5: As far back as last year, many people won’t be able to remember how many times they were late for work.

2. The weaknesses identified in Question 1 provide students with the guidance they need to improve all questions: Q1: Either allow multiple responses or make the choices mutually exclusive. Q2: Focus on narrow issues, such as asking whether the new process was easier to understand. Q3: This question needs to be simplified and clarified, focusing on just the copayment change and identifying the amount of the payroll deduction decrease. Q4: Both the question setup and choices need to be improved. The original question is nearly impossible to answer, since the various people in a department will have different patterns of early, on-time, or late arrival, a situation that can’t be summarized with a simple, one-variable question (for instance, what if three people are always late but the other seven are usually on time?). Next, the choices need to be quantified (such as “4-5 times per week,” “2–3 times per week,” and so on). Q5: The timeframe needs to be moved up to the past week or perhaps the past month.

ETHICS DETECTIVE: Did You Find the Real Answer You Were Looking For? (p.

351) Students should recognize that the “good news” is a blatant distortion of the facts. First, the finding that “80 percent believe the economy is too slow to support a productive job search” does not really mean the same thing as “only 20 percent are considering other options” because it doesn’t take the dynamic condition of the economy into account. Second, it ignores all the other findings.

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DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts Interview questions for the owner of Bookends, a small, independent book retailer Opening: Thank you for taking time to meet with me today. As I explained on the telephone, I’ve always been interested in opening a small, independent bookstore and with the inheritance I’m about to receive, I plan to do so. I’m currently looking for retail space in the northern part of the state, well outside your market area. I’ve worked in bookstores, but never as an owner. I want to learn more about the ups and downs of the business before I open my doors, and I’m grateful to you for being willing to share your experience and expertise.

1. Let me begin by asking if, as the owner of Bookends, you’d do anything differently if you were just starting out.

2. Do you think it’s wise to hire minority or handicapped workers? Do you have any recommendations for me when it comes to hiring staff—any specific qualities you look for?

[Keep questions neutral and easy to understand by avoiding references to race or disability.]

3. I heard that one of the West Coast reps for a major publisher is a real terror to deal with; rumor has it she’s got a drinking problem—you know who I mean, right?— and that if you want your orders delivered right, you have to go around her. Is this true? Do you have any advice on dealing with publishers’ reps? [Respect confidentiality and avoid asking anyone to divulge personal information about a business associate.]

4. On my way in this morning, I noticed a large chain store about five blocks from Bookends. I know your store was here for a decade before they opened; did you experience a tremendous drop-off in sales when the chain moved in? Have you instigated any new measures to handle this competition, and if so, are they working? Would you mind sharing a few of these ideas?

5. Do you know how much cash registers cost these days? Do you have any favorite suppliers you’d recommend; say, for shelving, cash registers, hand-held scanners, shopping bags, and the like? [Ask open-ended questions.]

6. What’s your philosophy about customers who come in to browse, spend hours reading a particular volume, then put it back on the shelf and don’t buy? Do you encourage this, as some of the large chains do? Or do you have ways of urging customers to either buy or leave, since your space is limited and you need to keep the aisles clear for paying customers?

7. Does the BookSense organization live up to its objective of uniting independent booksellers to gain the kind of marketing power the big chains enjoy? Do you recommend that I join? Are you a member? Are you a member of the BookSense organization? Follow-up questions: Do they live up to their objective of uniting independent booksellers to gain the kind of marketing power the big chains enjoy? Do you recommend that I join? [Arrange your questions to helps uncover layers of information] 8. Has the current business climate affected your sales positively or negatively? I’ve read that some industries that are considered to fall into the “entertainment” category do well during economic slumps. How does that correlate with your experience? [Ask open-ended questions to extract significant amounts of information while preserving confidentiality and sensitivity.]

9. What has been your most successful marketing event or campaign?

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10. What’s the biggest pitfall you’ve run into?

11. What’s the most unexpected thing you’ve encountered in this business?

12. Any additional advice you’d like to give me?

Close: Thank you so much for the time you’ve spent with me. I’ve gathered from our conversation that—(insert a brief summary of important points brought out during the interview). I know this information is going to be very valuable to me. I’d like to invite you to come and visit my store once I get underway. And if I can repay this favor through any kind of business or marketing exchange, please let me know.

Multiple Choice Options: (correct answer is underlined) 1. Choose the option that offers a more appropriate choice than “Do you think it’s wise to hire minority or handicapped workers?” a. “Can you tell any difference in performance between your Asian workers and blacks?” b. “Do you have any recommendations for me when it comes to hiring staff—any specific qualities you look for?” c. “I’ve heard that women make better booksellers than men; is that true in your experience?” d. “A lot of bookstores hire older employees; do you have any experience, positive or negative, with workers over 50?”

2. Select an option that correctly avoids the problem with this line of questioning: “I heard that one of the West Coast reps for a major publisher is a real terror to deal with; rumor has it she’s got a drinking problem—you know who I mean, right?— and that if you want your orders delivered right, you have to go around her. Is this true?” a. “What kind of inside scoop can you give me on the publisher’s reps working in this state?” b. “I heard a bad rumor about one of the West Coast representatives for a major publisher.

Can you share any information about the reps you work with?” c. “In terms of wholesalers, distributors, and publishers, is there anyone you’ve dealt with whom you’ve learned to work around if possible? Why?” d. “Do you have any advice on dealing with publishers’ reps?”

3. Choose a better question than, “Do you know how much cash registers cost these days?” a. “Is it possible to buy used cash registers?” b. “How much do you pay for your cash register supplies monthly?” c. “Do you have any favorite suppliers you’d recommend; say, for shelving, cash registers, hand-held scanners, shopping bags, and the like?” d. “Can you explain to me how the credit card system works, from a seller’s standpoint?”

4. Select the option that best corrects the problem with this series of questions: “Does the BookSense organization live up to its objective of uniting independent booksellers to gain the kind of marketing power the big chains enjoy? Do you recommend that I join? Are you a member?” a. “Are you a member of the BookSense organization?” Follow-up questions: “Do they live up to their objective of uniting independent booksellers to gain the kind of marketing power the big chains enjoy? Do you recommend that I join?” b. “Are you a member of the BookSense organization?” c. “Can you tell me what the BookSense organization is?” d. “Other people have told me to join BookSense; do you agree?”

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5. Choose the option that offers a more appropriate question than: “Has the current business climate affected your sales positively or negatively?” a. “Are you doing well in sales this quarter?” b. “Compared to earlier years, are your current sales, up, down, or pretty much the same?” c. “Have you been experiencing losses during the current economic slump?” d. “I’ve read that some industries that are considered to fall into the ‘entertainment’ category do well during economic slumps. How does that correlate with your experience?”

Final, Improved Version Interview questions for the owner of Bookends, a small, independent book retailer Opening: Thank you for taking time to meet with me today. As I explained on the telephone, I’ve always been interested in opening a small, independent bookstore, and with the inheritance I’m about to receive, I plan to do so. I’m currently looking for retail space in the northern part of the state, well outside your market area. I’ve worked in bookstores, but never as an owner. I want to learn more about the ups and downs of the business before I open my doors, and I’m grateful to you for being willing to share your experience and expertise.

1. Let me begin by asking if, as the owner of Bookends, you’d do anything differently if you were just starting out.

2. Do you have any recommendations for me when it comes to hiring staff—any specific qualities you look for?

3. Do you have any advice on dealing with publishers’ reps?

4. On my way in this morning, I noticed a large chain store about five blocks from Bookends. I know your store was here for a decade before they opened; did you experience a tremendous drop-off in sales when the chain moved in? Have you instigated any new measures to handle this competition, and if so, are they working? Would you mind sharing a few of these ideas?

5. Do you have any favorite suppliers you’d recommend; say, for shelving, cash registers, handheld scanners, shopping bags, and the like?

6. What’s your philosophy about customers who come in to browse, spend hours reading a particular volume, then put it back on the shelf and don’t buy? Do you encourage this, as some of the large chains do? Or do you have ways of urging customers to either buy or leave, since your space is limited and you need to keep the aisles clear for paying customers?

7. Are you a member of the BookSense organization? Follow-up questions: Do they live up to their objective of uniting independent booksellers to gain the kind of marketing power the big chains enjoy? Do you recommend that I join?

8. I’ve read that some industries that are considered to fall into the “entertainment” category do well during economic slumps. How does that correlate with your experience?

9. What has been your most successful marketing event or campaign?

10. What’s the biggest pitfall you’ve run into?

11. What’s the most unexpected thing you’ve encountered in this business?

12. Any additional advice you’d like to give me?

Close: Thank you so much for the time you’ve spent with me. I’ve gathered from our conversation that—(insert a brief summary of important points brought out during the interview). I know this information is going to be very valuable to me. I’d like to invite you to come and visit my store once I get underway. And if I can repay this favor through any kind of business or marketing

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exchange, please let me know.

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COMMUNICATION CHALLENGES AT TESCO (p. 355) Individual Challenge The specifics will vary, but key information might include: • What other sites do our potential customers currently visit?

• What are the demographics and psychographics of those potential customers?

• What products and services are those customers most likely to purchase online?

• How well are we promoting our website through other media (print, in-store signage, and • so forth)?

How can we increase our online profile through major search engines such as Google using search engine optimization?

Team Challenge Several methods of primary research would be helpful in gaining this information. These could include in-store and online surveys, and we could increase customers’ willingness to participate by offering them discount coupons, a chance to win a shopping spree or some other incentive. It would also be possible to collect this information from new and current club members as part of their application or renewal process.

TEST YOUR KNOWLEDGE (p. 356) 1. The five steps are: (1) Plan your research; (2) Locate the data and information you need; (3) Process the data and information you located; and (5) Manage information efficiently.

2. Primary information is information you gather for a particular report or study. In contrast, secondary information is information that has already been collected, usually in the form of books, periodicals, and reports.

3. The main advantages of electronic databases include instant access to billions of records worldwide, faster search speeds and quicker search results, availability of current material, and ease of printing documents for later use.

4. A search engine adds information to its index as it is found by its automatic “crawler” software; a directory is compiled by humans who submit a website, which is reviewed by other humans who either reject it or add it to the list and assign it to a category of their choosing in the directory index. Directories can supply more precise results for your search, while search engines may yield more variety and larger quantity.

5. The purpose of information gap analysis is to identify research needs so that limited research time and money can be directed toward the highest priority issues and questions.

6. Although theoretically you could research forever, you’ll know you have enough when the material becomes repetitive and you can answer all your questions. This might be a good time to emphasize to students the importance of asking the right questions. While you may have answered all your questions, if they are not the right ones, your research will not be complete.

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7. Paraphrasing, which is restating other writers’ work in your own words, can help you maintain consistent tone, present information using vocabulary more familiar to your audience, and avoid the choppy feel of too many quotations.

8. All are forms of averages. The mean is the sum of all items in a group divided by the number of items in that group. The median is the midpoint of the items in a series, with an equal number above and below. The mode is the number or data that occurs more often than any other in the sample.

9. A sound conclusion fulfills the original statement of purpose, is based strictly on the data in the report, and is logical.

10. A conclusion is a logical interpretation of the facts that you presented in your report. However, a recommendation is a suggestion about what to do regarding the facts that you have uncovered in your report.

APPLY YOUR KNOWLEDGE (pp. 356) 1. Use this question to emphasize the difference between researching a topic for school and for work, and highlight the fact that businesspeople are usually unfamiliar with their research topics. They browse or gather preliminary information to gain enough knowledge to ask intelligent questions, to uncover related issues or trends, and to develop a list of key words and phrases to begin their search. They use the knowledge they gain during browsing to formulate subquestions and narrow their focus, and to clarify their assignment (if they are performing research on behalf of someone else). It’s also a good idea to explain to students that businesspeople often do research on their own because they want to enhance their skills and knowledge for use on the job.

2. After reading the chapter and special features, students should be able to cite a number of reasons for being careful when using information from webpages. The information could be incomplete, erroneous, misquoted, dated, or biased. It could be supported by an unknown backer who might skew the information presented. It could be taken out of context from some other source, taken from an unreliable source, or based on rumor or hearsay. It could actually be designed to promote, persuade, or manipulate. Or it could have been written by an unknown author whose credentials are impossible to verify. Finally, its premise might be illogical or illusory.

3. This is not a valid conclusion. The number of hits yielded by Google is insufficient support for his claim. For one, the number of hits was influenced by the specific search terms the employee used and may vary widely if other terms are entered. Another problem with this conclusion is that there is no logical connection between the worth of the idea and the quantity of hits. For example, a product name might yield thousands of hits on Google, but most of the sites might contain complaints about that product.

4. When faced with reporting a conclusion that management will reject, you have four options: you can forget the whole thing, present the case as persuasively as possible and hope for the best, launch a slow campaign to sell one idea at a time, or wait for a more favorable time to air your ideas. The best course depends on many factors: the extent and depth of the opposition, the nature and seriousness of the issue, the time available, and your position in

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the organization.

Generally speaking, not reporting the information at all is the least satisfactory; in fact, if the problem is extremely serious, silence may be an unethical choice.

Making the case as persuasively as possible is often worth a try, especially if you already have a certain amount of clout in the firm. Even if you don’t succeed, you may win a few converts, chip away at management’s resistance, and pave the way for a positive decision later on. Plus, if events prove you correct, you may enhance your reputation for having insight.

If your status is relatively low and no immediate action is required, the incremental approach may be the best course; it minimizes your exposure and gives you a chance to gradually overcome resistance.

Depending on the dynamics of the situation, biding your time may be best. When everything is in a state of flux, the appeal of an idea (and its acceptability) can shift from day to day.

5. Student responses can range from doing nothing to alerting the owner of the information to posting the information on another website so that it receives an even wider audience. Their answers will vary, depending on their views regarding privacy (do people or companies deserve the right of privacy and, if so, to what degree?), accountability (if the company made a mistake that made its information available to the public, do they still deserve any right to privacy?), and the nature and value of the information. You can stimulate interesting discussion on this point by asking students to compare this scenario with finding a wallet that has a $100 bill in it. Since only one person can possess the $100 bill, the finder can’t both keep it and return it. However, with information the finder can “keep” the information (either literally by making an electronic copy or by simply remembering it) and still “return” it by alerting its owner. Moreover, some types of information can have significant legal, financial, or other consequences in the hands of an unintended audience (for instance, if you see someone else’s house on fire, do you have an obligation to call for help?), which puts a greater ethical burden on the shoulders of anyone finding information that was supposed to be kept private.

PRACTICE YOUR KNOWLEDGE Message for Analysis (pp. 356-357) 1. Students may find that these questions are presented in an illogical order, without a beginning, middle, and end. Some of them seem irrelevant to the goal. Many are yes-or-no or short-reply questions that are not layered to elicit unexpected but useful information. The balance between open-ended and closed-ended questions could be improved. Also, the list gives no indication of any plans to use restatement questions. Some of these questions ask for information that may be sensitive and inappropriate, such as those regarding the company’s relationship with Sears and whether or not the respondent likes his or her job.

2. Here are suggestions for improving the effectiveness of all 17 questions. You might engage students in a discussion of whether some questions should be omitted, either as irrelevant or as inappropriate (because of corporate sensitivity).

1. Please describe your position with Whirlpool Corporation, listing some of your duties and responsibilities.

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2. Where does this position fall in the chain of command?

3. [Break into two parts.] a. Approximately how many meetings do you attend per month? b. Approximately how many meetings do you conduct each month?

4. [Be more specific.] a. Approximately what percentage of the meetings you attend commence on time? b. Approximately what percentage of the meetings you attend end on time?

[NOTE: If the answer to Question 3 indicates the respondent conducts meetings, then the following questions should be broken into parts.]

5. [Be more specific.] a. When conducting meetings, how often do you distribute an agenda in advance?

Every time • • Most of the time • Infrequently • Never b. How often do you receive agendas for meetings that you are not conducting?

Every time • • Most of the time • Infrequently • Never 6. [Omit. This question is irrelevant and inappropriate.]

7. [Omit—or rephrase for relevance.] How often do you travel to meetings?

8. [Omit. This may be proprietary information. If circumstances make the question relevant and appropriate, rephrase it.]

How has your travel budget changed in recent years?

Same • • Lower • Higher • Not sure [NOTE: Invert the order of Questions 9 and 10. It might be argued that Question 9 is irrelevant or is being put to the wrong individual. In that case, Question 10 may be sufficient and Question 9 omitted.]

9. Does Whirlpool own videoconferencing equipment?

10. Under what circumstances would you use videoconferencing as a substitute for traveling to a meeting? Have you ever done so?

11. [Be more specific.] a. Describe a situation for which you think a videoconference would be more effective than a face-to-face meeting. b. Describe a situation for which you would prefer a face-to-face meeting.

12. [Omit or move to the beginning of the list to become Question 2.]

13. [Omit. Inappropriate and irrelevant.]

14. [Omit. Inappropriate.]

15. [Omit. Irrelevant to subject and goal.]

16. Briefly describe methods you use to keep your meetings on track.

17. [Break into parts] a. In meetings you conduct, is someone designated to keep written minutes? b. In meetings you attend, are written minutes usually kept?

18. [Be more specific] In your meeting experience, how often are minutes distributed to attendees?

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Always Sometimes Never

* See Transparency Masters 11-1 and 11-2 at the end of this chapter guide for poor and improved versions of these questions.

Exercises (pp. 357–358) 11.1 Besides purchasing books, students can use this site to browse a subject area and find books on a given subject. Students can review the table of contents of many of these books online and even read book reviews. All of this will help them develop subquestions and narrow their topics. They may even find a book that directly addresses their topic (such as franchising).

11.2

Students should go to the library and become familiar with these sources: a. Directories in the library, Encyclopedia of Associations b. Information Please Almanac c. Market Share Reporter d. Robert Morris Associates, Industry Norms and Key Business Ratios e. Hoover’s Online, Internet search engines (many of which have stock performance data on public firms) f. Statistical Abstract of the United States g. Statistical Abstract of the United States {Table 645}

11.3

This exercise exposes students to an abundance of resources dedicated to a specific field.

Aside from popular business magazines and blogs, the more popular trade journals and websites include a. Marketing/Advertising: Sales and Marketing Management, Marketing Management, Advertising Age, Journal of Marketing, and the American Marketing Association website at www.marketingpower.com b. Insurance: Business Insurance, Insurance Review, Journal of Risk and Insurance, Journal of American Insurance, and the Property Casualty Insurers Association of America website at www.pciaa.net c. Telecommunications: Telephony, Wireless Week, Communications Today, InfoWorld, Information Week, and the Communications Workers of America website at www.cwa-union.org d. Accounting: Journal of Accounting, Auditing and Finance; The Accounting Review, Management Accounting, and the American Institute of Certified Public Accountants at www.aicpa.org.

11.4

The SIC/NAICS codes can be located using the links at the Internet Public Library or campus library databases. a. Hotels and motels: 7011/72111 b. Breakfast cereals: 2043/31123 c. Bottled water: 2086/312112 d. Automatic vending machines: 3581/333311 Students will have to use more than a company website to find the answers to industry issues and outlook. U.S Industrial Outlook is a good source as well as Moody’s Industry Review.

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11.6

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Students are likely to find such periodicals as Circulation Management, Direct, Adweek, Brandweek, Advertising Age, Marketing Magazine, and Journal of Advertising, as well as general business magazines such as Fortune and Business Week.

Encourage students to relate the concepts in the chapter to their own efforts. What did they learn Did from the chapter that might have helped them complete a past research project? any of the students use a systematic approach to research in previous projects? Did

11.8

11.9

they find some of the six steps discussed in this chapter helpful in staying organized and on track? You might also elicit any tips from working students about the differences between campus litter and cafeteria take-out choices. they've b.

Surveys mightbetween reveal opinions about and attitudes toward the change in procedure; noticed (if any) conducting research for a work assignment versus conducting document examination might uncover trends that could support an answer to the research for a school assignment. question; an experiment might provide the most convincing results, but it would probably takemay the be most time before conclusions could be drawn.

Student answers something like any the following: c.

Internal documentation and police records would best source answering this a.

Observations, experiments, and surveys could be all the contribute to for a study of the correlation question. d. Surveys of and interviews with students and bookstore personnel would be the best source for gathering customer satisfaction data.

Before developing specific questions, students should consider the questionnaire’s purpose, its length, and whether it will be completed on the spot or completed and mailed in later.

Because one of the chief issues is the length of the movie, the questionnaire should ask whether the movie is too long, and if so, which parts are least interesting to the audience.

Students should also elicit information on the audience so that their responses can be correlated with their personal characteristics, such as age, gender, income/occupation, and movie-going habits. Remind students to use a variety of question types and to check their questions for clarity and objectivity. Also remind them that they are likely to get a better participation rate if the questionnaire is brief and can be completed right after the screening.

11.10 To obtain the best information, students will probably want to develop a list of questions for the professional to answer, using a balanced mix of open-ended, direct open-ended, closedended, and restatement questions. Students should plan an opening, body, and close for the interview. Encourage the discussion of how they intend to get the subject to relax and open up. What basic information do they need to obtain during the body of the interview? How will they wrap it up?

You might suggest they evaluate their own written articles by comparing them with the prepared questions. Did the interview stay on track? Did it provide interesting material? How might they have used different types of questions to improve the level of interest or the quality of the information they obtained?

11.11 First, students should realize that ignoring signs of impatience would be the wrong move.

They could be labeled a time-waster, out of tune with the company’s priorities. Most executives juggle many tasks during a typical day, and many of them were propelled up the corporate ladder by their energy and desire to get things done quickly. So students may mention that even though this interview may be the most important thing they have to do, they must recognize that this executive simply has a lot of other obligations. If students are

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close to getting all the information they came for, they can say something like, “I know you’re busy today, so we can wrap this up quickly,” and then do so. However, if they’re a long way from finishing, they might explain that they’re conscious of the demands on the executive’s schedule, and ask if there might be a better time to finish the interview.

11.12 Some of the information the teams round up may not pass their evaluation tests, that will measure honesty, reliability, bias, purpose, credibility, sources, independent verification, currency, completeness, and validity of claims. They might find it impossible to discover these elements when dealing with web-accessed information, or they may turn up instances of bias, hidden motives (advertising or persuasion), or questionable sources. It might be fruitful to ask them to share this experience with the entire class, describing their first impressions of the website and whether they made any discoveries that changed those first impressions. They may even have turned up clues to use in the future to more quickly weed out unreliable online sources.

11.13

This exercise gives students practice in taking effective notes, which will prove useful later.

Look for clarity, good organization, and key points mentioned in their written summaries.

They’ll also have to be careful not to record unattributed direct quotes (instead of paraphrasing in their own words). While their summaries may include direct quotations, these should be properly credited. Although the exercise doesn’t require it, making careful notations about the source material is another good habit students can begin developing in this exercise. Your best students may include this source documentation.

11.14 At this stage of research, students won’t know which style they will ultimately use for endnotes and bibliography in the finished document, so their resource list should include information essential to any style that will help them relocate the source if necessary: a. Author information b. Title information, including volume or edition where appropriate c. Publisher (name, place) d. Date of publication e. Relevant chapter and page ranges For magazines and newspapers, they’ll also want to record article titles, section numbers or letters, and page jumps. For websites, they will need URLs, page titles, and access dates.

11.15 This exercise tests the students’ knowledge of the difference among mean, median, and mode, as well as their ability to interpret and analyze data using these tools. They should be able to identify trends, but the information is insufficient to firmly establish any correlation.

Some students might suggest a correlation between time of year or holiday season and sales figures—but you might point out that such an interpretation would have to be tested and proven with further data. For instance, there’s no mention here of the type of product being sold.

Transparency Master 11-1 Chapter 11—Message for Analysis (poor version)

INTERVIEW QUESTIONS 1.

2.

3.

4.

5.

6.

7.

8.

9.

What is your position in the company?

To whom do you report?

Do you attend or run many meetings?

Do your meetings start on time? Run late?

Do you distribute or receive a meeting agenda several days in advance of the meeting?

Do you like your job?

Do you travel a lot for your job?

Has your company cut back on travel expenditures? If so, how and why?

Does your company use videoconferencing as an alternative to travel?

10. Does your company own its own videoconferencing equipment?

11. Are videoconferences more or less effective than faceto-face meetings?

12. How long have you worked for Whirlpool?

13. Is Sears your largest retail customer?

14. How often does your management team meet with the managers of Sears?

15. Does your company produce only household appliances?

16. How do you keep your meetings on track?

17. Does someone prepare written minutes of meetings?

18. Are the minutes distributed to meeting members?

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Transparency Master 11-2 Chapter 11—Message for Analysis (improved version)

INTERVIEW QUESTIONS: WHIRLPOOL MANAGER Goal: Information about Whirlpool’s meeting practices 1.

2.

3.

4.

5.

5.

6.

7.

8.

9.

How long have you worked for Whirlpool?

What is your position with the company?

How many meetings do you attend in a month?

How many do you run in a month?

How often do you feel that a meeting actually accomplishes a goal and isn’t simply a waste of everyone’s time?

Do all your meetings start on time? When they don’t, what do you think the problem is?

Do your meetings ever run late? Why? How do you keep your meetings on track?

Do you distribute or receive a meeting agenda?

How far in advance of the meeting do you like to distribute or receive the agenda? Why?

10. Does someone prepare minutes of the meetings you attend?

11. Are the minutes distributed to meeting members?

11. How long do you usually have to wait to receive the minutes of a meeting?

12. Do you travel a lot to attend or run meetings?

13. Does your company use any electronic alternatives to travel (videoconferencing, teleconferencing, web meetings, etc.)?

14. Do you find any of the electronic alternatives more or less effective than face-to-face meetings?

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CHAPTER 12: DESIGNING VISUAL COMMUNICATION IMPORTANT CHANGES IN THIS EDITION •

• •

Comprehensive new section, “Understanding Visual Communication,” covers the power of images, the evolution of visual business communication, visuals design principles, and the ethics of visual design Updated coverage of using digital photos New figures: Visual symbolism (Fig. 12.1), Influencing perception through visual design (Fig 12.3), Mapping using geographic information system, (Fig 12.13b), Diagram (Fig 12.14)

CHAPTER OUTLINE Understanding Visual Communication The Power of Images The Visual Evolution in Business Communication Visual Design Principles The Ethics of Visual Communication Identifying Points to Illustrate Selecting the Right Type of Visual Presenting Data Tables Line and Surface Charts Bar Charts, Pictograms, and Gantt Charts Scatter and Bubble Diagrams Pie Charts Presenting Information, Concepts, and Ideas Flowcharts and Organization Charts Maps Drawings, Diagrams, and Photographs Animation and Video Producing and Integrating Visuals Creating Visuals Integrating Visuals with Text Verifying the Quality of Your Visuals

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LECTURE NOTES

Understanding Visual Communication Well-designed visual elements can greatly enhance or even replace textual messages.

Visuals enhance the communication power of textual messages.

TheVisuals advantages of effective using visuals include the following: are an way to communicate with today’s diverse audiences.

Visuals further understanding because people rely so heavily on trend lines, distribution curves and percentages in today’s numbers-oriented world.

Visuals attract and hold your audience’s attention.

Many colors, shapes, and other design elements have visual symbolism.

As valuable as visuals are, you should Make sure that each visual you decide to include has a clear purpose Use visuals to supplement the written word, not replace it Technological advances have made it much easier to create and work with visual elements.

Changes in the tools and the communication environment have made visual literacy a key business skill.

Fundamentals of effective visuals include Consistency Contrast Balance Emphasis Convention Simplicity Because visuals are such powerful communication tools, it is important to maintain high ethical standards when using them.

Consider all possible interpretations—and misinterpretations Provide context Don’t hide or minimize negative information that runs counter to your argument.

Don’t exaggerate information that supports your argument.

Don’t oversimplify complex situations.

Don’t imply cause-and-effect relationships without providing proof that they exist.

Avoid emotional manipulation or other forms of coercion.

Be careful with the way you aggregate data.

To help you identify the points requiring visual support, ask yourself the following questions: Which parts of the message seem complex, open to misinterpretation, or a bit dull?

Are there connections between ideas and data that might not be obvious if addressed only in text?

Is there a lot of numerical information or other discrete factual content that would be difficult to read if presented in paragraph form?

Will the main idea “jump off the page” if it’s covered only in text?

Will your audience be looking for plenty of supporting evidence?

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Any visual should help the surrounding text be Clear Complete Concise Connected Compelling Selecting the Right Type of Visual The visuals most commonly used to present data include Tables Line and surface charts Bar charts Pictograms Gantt charts Pie charts * See Transparency 117 for a summary of the most common visual aids for presenting data.

Tables Systematically arrange data in columns and rows Are ideal when the audience needs information that would be either difficult or tedious to handle in the main text Should be easily readable online and onscreen, so reduce the number of column heads and row heads to accommodate Can sometimes be introduced into text as part of a paragraph When preparing a table, be careful to Use common, understandable units and clearly identify them Express all items in a column in the same unit (rounding for simplicity) Label column headings clearly (using a subhead if necessary) Separate columns or rows with lines or extra space so that the table is easy to follow Provide totals or averages of columns or rows when relevant Document the source of the data using the same format as a text footnote Line charts Illustrate trends over time or plot the relationship of two variables Depict trends by arranging the vertical (y) axis to show the amount and the horizontal (x) axis to show the time or the quantity being measured May have a broken axis if the data plotted are far above zero Can be confusing if they show more than three lines at a time, especially if the lines cross Can depict both positive and negative values Surface (area) charts are line charts with a cumulative effect: All lines add up to the top one.

Bar charts make a series of numbers easy to read and are particularly useful when you want to Compare the size of several items at one time Show changes in one item over time Indicate the composition of several items over time Show the relative size of components of a whole

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Bar charts offer many options for presenting data; common types include Grouped Deviation Segmented Combination Paired To be creative with bar charts, you can Align the bars either vertically or horizontally Use bar charts to show both positive and negative quantities When creating bar charts, try to Keep all the bars the same width Space the bars evenly Place the bars in logical order Use software to create charts from tables A pictogram is a bar chart in which the bars are converted into lines of symbols.

A time line chart shows how much time is needed to complete each task in a given project.

A Gantt chart is a type of timeline chart used to track progress toward completing a project.

Use a scatter diagram to compare several entities by two variables (also called an XY diagram).

A bubble diagram expands to three variables; the size of the bubble represents the third variable.

Pie charts Show how parts of a whole are distributed Show percentages effectively Compare one segment with another When composing pie charts, try to Restrict the number of slices in the pie Place the largest or most important slice at the twelve o’clock position Use different colors or patterns to distinguish the various pieces The visuals most commonly used to present information, concepts, and ideas include Flowcharts and organization charts Maps Drawings, diagrams, and photographs Animation and Video * See Transparency 118 for a summary of the visuals most commonly used to present information, concepts, and ideas.

Flowcharts illustrate a sequence of events from start to finish—such as Processes Procedures

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Sequential relationships Organization charts illustrate the positions, units, or functions of an organization and the way they interrelate.

Maps show geographic relationships: Facts and figures Market territories Distribution routes Facilities locations Drawings and diagrams are most often used to show how something looks or operates.

Photographs are becoming much more popular now that technology makes it so easy to incorporate them into reports.

To use photographs successfully, you need to Consider whether a diagram would be more effective than a photograph Learn how to use basic image-processing tools Match the file type to the application Make sure the photographs have communication value Be aware of copyrights and model permissions To avoid ethical lapses when using photographs, make no alterations that Mislead the viewer Change the message conveyed by the photo Animation and video can offer unparalleled visual impact when Their use is appropriate They are prepared following the guidelines for effective business messages Producing and Integrating Visuals Technology makes it easy to create visuals, but many are ineffective, distracting, and unattractive.

When setting out to design visuals using software, you need to Familiarize yourself with the software’s quirks and capabilities Consider making a template for the various types of visuals that you and your colleagues will create.

Match the style and quality of your visuals with the subject matter and the situation you’re dealing with.

Squeezing too many visuals into your report will distract readers by Making it difficult to focus on the thread of your message Disrupting the flow of text on the page or screen Pacing visuals throughout a document is important: Uneven pacing of visuals throughout a report could cause readers to focus too much attention on the sections with all the visuals.

Balanced pacing sends your readers a message about which parts are more important.

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Visual elements can help you get around language barriers and should be influenced by the audience’s professional experience, education, and training.

Number visuals logically throughout your document, whether you Refer to all your visuals as exhibits and number them consecutively from beginning to end Refer to and number tables and figures separately Assign double numbers in a lengthy report to represent chapter numbers and the illustration within that chapter When referring to visuals in text, be sure to Introduce each visual before it appears Emphasize the main point of the visual without repeating the data already shown in the visual Place the visual near the point it illustrates: Position visuals within, beside, or immediately after the paragraph it illustrates.

Avoid grouping visuals at the end of a section or at the end of a document.

Additional opportunities for tying visuals to text: Titles: Provide a short description that identifies the content and purpose of a visual (along with the number of the visual) Captions: Offer additional discussion of the visual and may be several sentences long Legends: Explain the meaning of various colors, symbols, or other design choices When choosing titles and descriptions for visuals, be sure that you make the title, labels, and legend Complete enough to tell your readers what the content of the visual is Descriptive or informative, according to the style of headings you’re using in your report Consistently phrased throughout the report When checking completed visuals, proofread them carefully and ask these questions: Is the visual accurate?

Is the visual properly documented?

Is the visual honest?

SPECIAL FEATURES ETHICS DETECTIVE: Is Something Hiding Behind These Numbers? (p. 369) Students should recognize two issues with the bar chart. First, although it generally reflects the overall "shape" of the data, it doesn't show a key fact: deaths peak around age 3, not around age 6 as the bar chart suggests. Second, the extremely large gaps between ages in the bar chart create questions in the minds of readers. For instance, what happens between age 0 and age 6? Is it a linear increase year by year, or a sharp jump at a particular age—such as when children typically learn to crawl or learn to walk? Such details could have a major influence on public communication.

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DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts Excerpted from: Competitive Analysis Report: Summary Prepared for Advanced Technology Concepts (ATC) The results of ATC’s annual competitive analysis are now available for all departments. Here are the highlights: Sales: As Figure 1.1 shows, ATC’s sales almost doubled last year, but Blue Streak kept pace.

FIGURE 1.1

Sales by quarter vs. key competitors Quarterly sales 45 40

$ (Millions)

35 30

ATC Clear Systems Blue Streak Open Road

25 20 15 10 5 0 Q1

Q2

Q2

Q4

[Note: (1) Chart has been revised to show correct scale. (2) Make title consistent with other visuals.]

Market share: Figure 1.2 shows current market share. ATC is the overall market leader with 39%. Blue Streak has 25% of the market, followed by Clear Systems with 23%, and Open Road with 10%. ATC is the overall market leader but no one company owns a majority of the market.

[Avoid repeating visual statistics in text.]

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FIGURE 1.2 Current market share

10%

3% 39%

23%

ATC Blue Streak Clear Systems Open Road Other

25%

[Note: Two errors have been corrected in the chart above: (1) the largest wedge has been moved to the 12 o’clock position, and (2) the data have been correctly labeled.]

Multiple Choice Options: (correct answer is underlined) 1. Select the option that represents the best scale for Figure 1.1’s vertical axis. a. 0 to 60, in increments of 10. b. 0 to 60 in increments of 5. c. -10 to 50, in increments of 10. d. 0 to 45, in increments of 5.

2. Select the best option for making the title of Figure 1.1 consistent with the title of Figure 1.2. a. “Sales by quarter vs. competition” b. “Quarterly sales” c. “Competitive sales analysis” d. “Sales vs. key competitors” 3. Select the best option for making the following sentence compatible with the visual: “ATC is the overall market leader with 39%. Blue Streak has 25% of the market, followed by Clear Systems with 23%, and Open Road with 10%.” a. Replace with the following: “ATC is the overall market leader but no one company owns a majority of the market.” b. Substitute this: “ATC is the overall market leader. Blue Streak has the next highest market share, followed by Clear Systems and Open Road.” c. Replace with the following: “ATC is the overall market leader with 39%. However, Blue Streak and Clear Systems are not far behind with 25% and 23%, respectively.” d. Substitute this: “Open Road is the least threatening of any competitor, due to its low market share. ATC should be much more concerned about Blue Streak and Clear Systems.”

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4. Select the best option for formatting the wedges of the pie chart in Figure 1.2. a. Open Road’s wedge should begin in the 12 o’clock position. b. Clear Systems’ wedge should begin in the 12 o’clock position. c. Blue Streak’s wedge should begin in the 12 o’clock position. d. ATC’s wedge should begin in the 12 o’clock position.

5.

Select the best option for labeling the data values in the pie chart in Figure 1.2. a. Include company name next to the value. b. Include the word “percent” after the value. c. Include the % sign after the value. d. Include company name and the % sign after the value.

FINAL, IMPROVED VERSION Excerpted from: Competitive Analysis Report: Summary Prepared for Advanced Technology Concepts (ATC) The results of ATC’s annual competitive analysis are now available for all departments. Here are the highlights: Sales: As Figure 1.1 shows, ATC’s sales almost doubled last year, but Blue Streak kept pace.

FIGURE 1.1

$ (Millions)

Quarterly sales 45 40 35 30 25 20 15 10 5 0

Clear ATC Systems Blue Streak Open Road

Q1

Q2

Q2

Q4

Market share: Figure 1.2 shows current market share. ATC is the overall market leader but no one company owns a majority of the market.

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FIGURE 1.2 Current market share

10%

3% 39%

23%

ATC Blue Streak Clear Systems Open Road Other

25%

COMMUNICATION CHALLENGES AT STONE YAMASHITA PARTNERS (p. 387) Individual Challenge A few suggestions for each item: •• Trend in per capita donut consumption in the US: A bar chart or area chart is an effective way to show this type of information. Creative students might use stacks of donuts to illustrate each bar.

Projected growth in the average price of coffee drinks: A line chart is an effective way to show a series of average prices and the projected growth. Illustrating the line with coffee beans (clip art or photo) would be a creative touch.

• Market share in coffee sales: A pie chart is the quickest way to convey relative share (100 percent is maximum). The pie chart could be tilted into an elliptical shape and superimposed over the top of a coffee cup.

• Growth in outlets in four regions: The basic diagram should be a map of the United States with the four regions highlighted (different colors, pulled apart, etc.). The number of outlets could be illustrated within each region as either a simple table or as a bar or area chart.

Team Challenge The main point is to create positive imagery that strikes a chord with the potential owners by connecting with their goals, dreams and aspirations. For example, SYP might create a full-sized mockup of a Tim’s restaurant, complete with fresh coffee and donuts. This might be done in one corner of a large conference room (imagine the memorable aromas of fresh coffee and donuts), in an adjacent room, or outside in a tent or trailer. A simpler, less-costly approach might use a large photographic mural—in or leading to the main conference room—showing current franchisees standing next to their (luxury) cars in front of their restaurants (with a long line of cars at the drive-through window).

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TEST YOUR KNOWLEDGE (p. 388) 1. To compare one part with a whole, use a pie chart.

2. To present detailed, exact values, use a table.

3. To compare one item with another, use a bar chart.

4. To illustrate trends over time, use a line chart or a bar chart.

5. To compare quantities that require different intervals, use a combination of bar and line charts.

6. Gantt charts are a kind of timeline chart used to track progress toward an end result, such as completing a project.

7. A flowchart shows a sequence of events. In contrast, an organization chart shows the positions and functions within an organization.

8. A bubble diagram is useful when you need to show a third variable (represented by the relative diameters of the bubbles), in addition to the X-axis and Y-axis variables of a scatter diagram.

9. Add a title or caption to indicate what a visual aid contains. Use a legend to explain the content in more detail.

10. To check a visual for quality, first make sure it’s accurate and contains no typographical errors, inconsistent color treatment, confusing or undocumented symbols, or misaligned elements.

Next, ensure that it is properly documented. Finally, make sure the visual is honest and avoids hiding information the audience needs, implying conclusions that your information doesn’t support, or play on audience emotions in manipulative or coercive ways.

APPLY YOUR KNOWLEDGE (p. 388) 1. Like nonverbal communication, visual aids convey meaning independently of words and are therefore not distorted by differences between the sender’s and the receiver’s interpretation of words. Visual aids and nonverbal communication both involve subconscious, symbolic messages that the sender and receiver may not be aware of. For example, a chart that uses bright red might provoke an unforeseen reaction that has nothing to do with the data.

2.

3.

You might use an illustration that shows changes in each department over a period of six months. The best choice for depicting changes over time is a line chart (using a separate line for each department). The vertical axis would indicate the amount of absenteeism and turnovers, and the horizontal axis would indicate the passage of months. However, for more than three departments, a single line chart could be confusing. Alternatives would be to use a separate line chart for each department or to use one bar chart. The bar chart would feature one bar for each department, showing absenteeism and turnover in two contrasting colors.

In-text references to illustrations help readers understand the relationship between the textual content and the visual content and ensure a smoother, integrated flow throughout

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the document.

4. The best way to ensure a graph’s accuracy is to consider how the scale influences the curve.

Ask yourself whether any important data might have been left out, check labels and titles, and check the source reference. Is it recent and authoritative?

5. Technology used to alter photographs in reports raises the issue of how readers can detect the alteration in order to know what the truth is.

PRACTICE YOUR KNOWLEDGE (pp. 388–389) Message 12.A Among the problems with these pie charts: 1. The title does not provide enough explanation.

2. The data labels are too general and could be referring to many concepts other than insurance.

3. The segments don’t follow the same order in the two pies, which makes them difficult to compare.

4. The segments don’t begin with the largest in the twelve o’clock position. * See Transparency 119 for an improved version of this visual aid. * See Transparency Masters 12-1 and 12-2 at the end of this chapter guide for poor and improved versions.

Message 12.B Among the problems with this line chart: 1. Use of 3-D graph complicates the chart. Use 2-D. 2. It is unclear which labels (mowers, tractors, snowblowers) go with which lines. at zero). willstart better the (and differences.

3. The y-axisThis should at highlight around 60% make sure readers see that this axis doesn’t start 4. Indicate the year on the x-axis, and use a percent sign on the y-axis. * See Transparency 120 for an improved version of this chart. * See Transparency Masters 12-3 and 12-4 at the end of this chapter guide for poor and improved versions.

Exercises (pp. 388–391) 12.1 A variety of visuals will work for this exercise. Encourage students to use terms from the chapter to describe problems and suggest solutions. For example, the principles of effective design (pp. 364-65) provide a number of criteria to use in evaluating visuals and explaining their effectiveness. The ethical questions (pp. 367-69) could also help students establish specific criteria to use as they explain how improve the visual they select.

12: Designing Visual Communication

Student bar charts may look something like this:

Owners and Leasees by Age Group* Owners (in 000s) Leasees (in 000s)

4,000

Number of drivers

12.2

433

3,500 3,000 2,500 2,000 1,500 1,000 500 0 18-24

25-29

30-34

35-39

40-44

46-49

50-54

55+

Ages * Across all age groups, owners total 16,284,000 and leasers total 10,948,000

Students’ text introductions and pie charts may appear something like this: In two categories, the number of leasees is greater than the number of owners (see Figure 2), and we may want to target ages 35-44 for our leasing campaign.

Figure 2. Leasees outnumber owners between ages 35 and 44 Owners 35-39 21%

Leasees 35-39 30%

Owners 40-44 19% Leasees 40-44 30%

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The summarizing paragraphs should not repeat the facts that are illustrated in the line chart; they should point out the increase in the number of households owning cats during the past 15 years. One conclusion might be that pet-food makers would be selling more cat food in future years if this trend continues. Student charts could look something like this:

( Number in millions) of Cats

U.S. Households Owning Cats 35 30 25 20 15 1990

1995

2000

2005

Year * See Transparency 121 for a copy of this line chart.

12.4

Use students’ photos to initiate a discussion of ethical issues associated with using visuals to persuade audiences. The questions on pp. 367-69 can serve as a guide. In particular, encourage students to offer their ideas on what constitutes “misinterpretation” and “exaggeration” when it comes to the photos and captions. Some may argue, for example, that audiences who would base their opinion of an area based strictly on a photograph and caption would inevitably misinterpret those messages. Others, however, might claim that the photos and captions wrongfully exaggerate specific characteristics of the area.

This exercise could also help students understand the importance of providing context (p.

368) in any visual.

The best visual aids for these particular purposes are

12.5 a. Table or line chart b. Bar chart c. Flowchart or diagram d. Flowchart or organizational chart e. Map f. Table or line chart

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12.6

435

You might extend this exercise into a class discussion about the relative merits of horizontal and vertical bar charts. Which type of chart does the majority believe is most effective? Why? Student vertical bar charts would look something like this:

Percentage of Income Spent onTaxes

50% 40% 30% 20% 10% 0% Sw eden

Britain

France

Japan

United States

Student horizontal bar charts could look something like this:

Percentage of Income Spent onTaxes United States Japan France Britain Sw eden 0%

10%

20%

* See Transparency 122 for a copy of this bar chart.

30%

40%

50%

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12.7

This information would probably be most useful presented in a line chart like the following, with the three departments’ performance delineated separately:

$100 $90 $80 $70 $60 $50

Ju

ar

r be er ob r be r be

ov

em ec D

Ju

ne

M

M onth

N

ay

em

Ap

O

r il

ct

M

Se

ar

pt

ch

em

br

Au

ua

ry

gu

st

nu

Ja

$10 $0

y

$40 $30 $20

ly

Home Electronics ers put Com Appliances

Fe

Sales Volume (in $thousands)

Exhibit 1 Store Sales in 2007

* See Transparency 123 for a copy of this line chart.

12.8

12.9

Students can either cut out or photocopy the section of a city map that surrounds the location they choose. They can also use mapping software. In either case, the exact locations of the car washes should be indicated with a symbol. Each of the surrounding radiuses should be indicated in a way that distinguishes it from the others, such as using a different color of line or shading for each. Students should also indicate what percent of customers will visit the car wash from each area (50 percent from with 4 miles of the location, 65 percent from within 6 miles, and so on). The best locations will be easily accessible to densely populated residential areas.

Students should use color to indicate departments and offices that are on the same organizational level. You may wish to identify sources of information in advance or provide students with a list of offices and departments that are to be included in the chart.

This will save time for the students and ensure that the school administration isn’t asked for the same information repeatedly.

The original line chart does the best job of conveying the information over a span of five years. The bar chart conveys the same growth of revenue but it appears choppy because the data points are not connected. The pie chart makes no sense and is inappropriate for this type of data.

The first question student teams must answer is whether they plan to show exact numbers 12.11 for all 50 states (implying the need to distinguish 50 separate numbers) or to show ranges (with perhaps five or ten population brackets). It would be practical to color-code five ranges, for instance, but not 50 exact numbers. Depending on the approach, students should then be able to identify several ways to show state populations, including color coding, 12.10

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three-dimensional relief (adjusting the vertical “thickness” of each state to reflect its population), line or dot patterns, population icons (such as using a drawing of a person to indicate a million residents), or distorting the size of each state to reflect its population ranking (New York would appear bigger than Montana, for instance).

12.12 Although the visuals are generally attractive and well designed, students may notice that some details can be improved. In particular, they should check pie charts to see whether the most prominent slice is placed in the twelve o’clock position. They should also watch for clearly labeled axes on line and bar charts and be sure the scale of visuals allows for easy viewing on the screen.

12.13 The exercise should give students a hands-on demonstration of how easily graphics can be used to dishonestly—or unintentionally—distort perceptions. Making a curve look more dramatic by compressing one axis or the other won’t display an accurate picture of reality. To detect distortions, students might look for variables in grid sizes, horizontal vs. vertical, or visual cues that don’t seem to coincide with the numerical data or accompanying text descriptions.

Transparency Master 12-1 Chapter 12—Message for Analysis 12.A (poor version)

What Types of Life Insurance Policies Are in Effect?

InIndduussttrriaiall 1144%% InInddivivididuuaall 3377%%

CCr reeddi ti t 2200%%

GGrroouupp 2299%%

2005

Credit 5%

Individual 50%

2007

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Industrial 1% .

Upper Saddle River, N.J. 07458

Transparency Master 12-2 Chapter 12—Message for Analysis 12.A (improved version)

Life Insurance 2005–2007: Credit and Industrial Policies Give Way to Individual and Group Policies

Industrial policies 14% Individual policies 37%

Credit policies 20%

Group policies 29%

2005

Credit policies 5%

Group policies 44%

Industrial Policies 1%

Individual policies 50%

2007 Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

Transparency Master 12-3 Chapter 12—Message for Analysis 12.B (poor version)

Instructor’s Resource Manual for Business Communication Today, 9E

.Upper Saddle River, N.J . 07458

Transparency Master 12-4 Chapter 12—Message for Analysis 12.B (improved version)

Customer Satisfaction Well Above 60% in 2007 100 95

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Instructor’s Resource Manual for Business Communication Today, 9E

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Upper Saddle River, N.J. 07458

PART 5: PLANNING, WRITING, AND COMPLETING REPORTS AND PROPOSALS Part 5 offers in-depth coverage of the three-step writing process for reports and proposals. Chapter 13 discusses planning, Chapter 14 discusses writing, and Chapter 15 covers completing reports and proposals. Because much of the writing process is already covered in Chapters 4 through 6, Chapters 13 through 15 focus on those aspects that are unique to, or that require special attention for, longer messages. One key point to emphasize during the report-writing phase of the course is that reports are a business tool, not an end in themselves. They should be designed to be useful to the intended audience. Their length, style, organization, and format should be geared to audience needs.

CHAPTER 13: PLANNING REPORTS AND PROPOSALS IMPORTANT CHANGES IN THIS EDITION • • •

New coverage of creating successful business plans New coverage of organizing website content New model document showing online information architecture (Fig 13.5)

CHAPTER OUTLINE Creating Effective Reports and Proposals Applying the Three-Step Writing Process to Reports and Proposals Analyzing the Situation Defining Your Purpose Preparing Your Work Plan Gathering Information Selecting the Right Medium Organizing Your Information Planning Informational Reports Organizational Strategies for Informational Reports Effective Informational Reports: An Example Planning Analytical Reports Organizational Strategies for Analytical Reports Effective Analytical Reports: An Example Planning Proposals Organizational Strategies for Proposals Effective Proposals: An Example

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LECTURE NOTES

Creating Effective Reports and Proposals A report is a written account that objectively communicates information about some aspect of business.

Proposals are a special category of report that combines information delivery and persuasive communication.

Reports fall into three categories: information but no analysis or recommendation Informational reports—offering Analytical reports—offering both information and analysis, and perhaps recommendation Proposals—offering structured persuasion for internal or external audiences Because of the varying circumstances that surround reports, they can vary by Who initiates them (authorized management’s request or voluntary) How rigid they are in following specific guidelines for content and layout How often they are prepared (routine or special) Who the target audience is (internal or external) How long and complex they are Writing reports and proposals is your chance to shine, so view every report as an opportunity to Demonstrate your understanding of your audience’s challenges Your ability to contribute to your organization’s success Applying the Three-Step Writing Process to Reports and Proposals When it comes to writing reports and proposals, the basic steps of the three-step writing process are the same as for letters, memos, and e-mail messages; however, the emphasis on various tasks within those steps can vary considerably. * See Transparency 124 to view the planning step of the three-step writing process for reports.

Your statement of purpose Defines why you are preparing your report Begins with an infinitive phrase (to plus a verb) Is more comprehensive for analytical reports than for information ones Must be as clear as possible for proposals to help you focus on crafting a persuasive message Guides the planning of your report and must therefore be crystal clear For anything beyond the simplest of reports, a carefully thought-out work plan is the best way to make sure you produce good work on schedule.

The formality and level of detail in your work plan varies: For yourself: Can be an informal list of steps to take and an estimate of their order and timing For a lengthy, formal study: A detailed work plan can guide the performance of many tasks over a span of time

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A formal work plan might include the following: Statement of the problem or opportunity Statement of the purpose and scope of your investigation Discussion of tasks to be accomplished Description of any products that will result from your investigation Review of project assignments, schedules, and resource requirements Plans for following up after delivering the report Working outline Before gathering information, review both your statement of purpose and your audience’s needs so that you can Stay on schedule Collect all the information you need Collect only the information you need Because you may not be able to gather every piece of information you need, be sure to Prioritize your needs up front Focus on the most important questions Avoid duplication of effort by using templates and boilerplate material whenever possible When selecting the right medium for reports and proposals, consider your audience’s expectations: Many executives expect reports to be accessible on in-house intranets, perhaps with an executive dashboard.

Managers who are likely to make comments on your report may prefer a paper copy or a word processor file.

Companies may expect reports in hardcopy for easy reading and in electronic format for logging into a knowledge management system.

Be sure to match the formality of your report to the situation.

When your audience will be either receptive or open-minded, using the direct approach Saves time and makes the rest of the report easier to follow Produces a more forceful report The direct approach also has disadvantages: Your confidence may be misconstrued as arrogance.

If you’re a junior member of a status-conscious organization or if your audience will be skeptical or hostile, use the indirect approach: Gives you a chance to prove your points and gradually overcome your audience’s reservations Implies that you’ve weighed the evidence objectively without prejudging the facts Can imply that you’re subordinating your judgment to that of the audience The indirect approach also has disadvantages: Some readers will flip to the recommendations anyway and defeat your purpose.

The longer the message, the less effective the indirect approach will be.

Indirect arguments are harder to follow than direct ones.

Businesspeople often combine direct and indirect approaches, revealing their conclusions and

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recommendations as they go along.

When you organize your reports and proposals, think about the following points: Understand and meet audience expectations.

Select a format that’s appropriate to the task.

Keep it as short as possible.

“Talk” your way through your outline.

Planning Informational Reports Informational reports provide the information that employees, managers, and others need to make decisions and take action.

Informational reports can be grouped into four general formats: Reports to monitor and control operations (such as plans, operating reports, personal activity reports) Reports to implement policies and procedures (such as policy reports and position papers) Reports to demonstrate compliance Reports to document progress * See Transparency 125 to see a list of categories for informational reports.

Informational reports use a topical organization: Comparison Importance Sequence Chronology Spatial orientation Geography Category The most important report you may ever get to write is the business plans for a new company. At a minimum, it should describe the basic concept of the business and outline its specific goals, objectives, and resource requirements.

A more formal business plan should include the following: Summary Mission and objectives Company and industry Products or services Market and competition Management Marketing strategy Design and development plans Operations plan Overall schedule Critical risks and problems Financial projections and requirements Exit strategy

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Websites can function as informational reports. When it comes to organizing these sites it is important to recognize the unique nature of online communication. Some factors to keep in mind are: Web readers are demanding.

Reading online can be difficult.

The web is a nonlinear, multidimensional medium. * See Transparencies 126–129 for a sample informational report.

Planning Analytical Reports Analytical reports analyze a problem or an opportunity to see how it affects the company and often to recommend how the company should respond.

Analytical reports can be grouped into three general formats: Reports to assess opportunities (such as market analysis reports or due diligence reports) Reports to solve problems (such as troubleshooting reports and failure analysis reports) Reports to support decisions (such as feasibility reports and justification reports) Writing analytical reports presents a greater challenge than writing informational reports for three reasons: You’re doing more than simply delivering information; you’re also thinking through a problem or opportunity and presenting your conclusions.

When your analysis is complete, you need to present your thinking in a compelling and persuasive manner.

Analytical reports often convince other people to make important decisions, so your reports carry the added responsibility of the consequences of those decisions.

To help define the problem that your analytical report will address, answer these questions: What needs to be determined?

Why is this issue important?

Who is involved in the situation?

Where is the trouble located?

How did the situation originate?

When did it start?

Problem factoring is breaking down the perceived problem into a series of logical connected questions that try to identify cause and effect.

A hypothesis is a potential explanation that needs to be tested.

Structure your report according to audience reaction: For receptive audiences, choose a structure that focuses on conclusions and recommendations (direct approach).

For skeptical audiences, choose a structure that focuses attention on the rationale behind your conclusions and recommendations (indirect approach) The three most common structural approaches for analytical reports are Focusing on conclusions (direct) Focusing on recommendations (direct) Focusing on logical argument (indirect)

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* See Transparency 130 to compare organization in informational and analytical reports.

Structure your report to focus on conclusions when your credibility is high.

When structuring a report around recommendations, unfold your recommendations using five steps: 1. Establish or verify the need for action in the introduction, generally by briefly describing the problem or opportunity.

2. Introduce the benefit that can be achieved, without providing any details.

3. List the steps needed to achieve the benefit, using action verbs for emphasis.

4. Explain each step more fully, giving details on procedures, costs, and benefits.

5. Summarize your recommendations.

If your recommendations carry any risks, clearly addressing those risks Makes your report more ethical Offers you some protection in the event that your recommendation is implemented but doesn’t work out as you had hoped When structuring a report around logical argument, you can choose from two approaches (which are not mutually exclusive): The 2 + 2 = 4 approach The yardstick approach The 2 + 2 = 4 approach convinces readers of your argument by demonstrating that everything adds up: The main points in your outline are the reasons behind your conclusions and recommendations.

You support each reason with the evidence you have collected during your analysis.

This approach is generally the most persuasive and most efficient.

The yardstick approach sets criteria for evaluating multiple alternatives: The opening discusses the problem and sets up the conditions that must be met to solve the problem.

The body evaluates each alternative in relation to the criteria.

The close summarizes the findings, indicates which solution(s) would be best, and makes recommendations about alternatives that meet all criteria.

The yardstick approach has drawbacks: Your audience needs to agree with the criteria you set up.

This approach can get boring when you have many alternatives or many criteria to compare. * See Transparencies 131–137 for an analytical report using the yardstick approach.

Planning Proposals Proposals have innumerable formats, which can be grouped into two general categories: Internal proposals (such as funding proposals and general project proposals) External proposals (such as investment proposals, grant proposals, sales proposals) Solicited proposals may be prepared at the request of External parties that require a product or service Internal sources such as management or the board of directors

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A request for proposals (RFP) includes instructions that specify the exact type of work to be performed or products to be delivered, along with budgets, deadlines, and other requirements.

When you obtain an RFP, you and your company Decide whether you’re interested in the contract Decide whether you have a reasonable chance of winning it Review the requirements, define the scope of deliverables, determine the methods and procedures to be used, and estimate time, personnel, and cost requirements Put it all on paper (or electronic document), exactly as specified in the RFP Unsolicited proposals are created by organizations attempting to obtain business or funding without a specific invitation from a potential client: Unsolicited proposals are initiated by the writer.

They should not come as a surprise to the recipient.

Unsolicited proposals must first convince readers that a problem or opportunity exists.

They must convince readers that the writer’s company can address the problem.

They must spend considerable time explaining reader benefits and why readers should take action.

Your choice of structure for proposals depends on whether your audience expects the proposal and, if they do, whether you expect them to be receptive: Audiences are generally more receptive to solicited proposals, so you would use the direct approach.

Audiences receiving unsolicited proposals must be convinced that a problem exists, so you would probably use the indirect approach.

SPECIAL FEATURES CONNECTING WITH TECHNOLOGY: Proposals Get a Software Assist (p. 416) 1. A Google search for “proposal software” will find numerous possibilities, including Pragmatech, SalesElement, Proposal Kit, Sant, and Intravation. In selecting one for a small consulting firm, students should look for attributes most compatible with consulting services (as opposed to, say, academic grant proposals) and software that is designed for small businesses (as opposed to complex and expensive “enterprise-class” software).

2. Students might suggest several potential disadvantages, including “boilerplate’ results that don't reflect the unique nuances of a specific company, the risk of submitting proposals that are too similar to proposals from competitive companies, the cost of acquiring and using the software, and the need to learn yet another piece of software.

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DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts MEMO TO:

Jeff Balou; entire HR staff

FROM: Carrie Andrews

DATE:

March 14, 2008

SUBJECT: Recruiting and hiring seminar

As you all know, the process of recruiting, screening, and hiring new employees can be a legal minefield. I’ve been worried about this for some time, since we don’t have an in-house lawyer I can consult when making decisions. Because we don’t have an in-house lawyer to help us make every decision, it’s important for everyone to be aware of what is legally acceptable and what isn’t. [Focus on the audience and use the “you” attitude.]

Last week I attended an American Management Association seminar on the subject. I was overwhelmed with information about mistakes we’ve been making and, unfortunately, this means we’ll have to update our online personnel handbook and maybe even go through retraining sessions with our interviewing teams. I got enough useful information to warrant updating our online personnel handbook and perhaps even developing a quick training session for all interviewing teams. [Emphasize the positive.] First, here’s a brief look at the things I learned.

Avoiding Legal Mistakes •• How to write recruiting ads that portray job openings accurately without discriminating • against blacks, cripples, and elderly applicants [Omit all biased language.]

How best to comply with the Americans with Disabilities Act How to use employment agencies effectively and safely (without legal risks) InterviewsScreening and Interviewing More Effectively [Parallel construction calls for descriptive headings.]

• How to sort through résumés more efficiently (including looking for telltale signs of false • information) How to avoid interview questions that could get us into legal trouble • When and how to check criminal records Measuring Applicants • Which types of pre-employment tests have been proven most effective • Which drug-testing issues and recommendations affect us As you can see, the seminar provided a lot of important information. Our handbook covers the basic guidelines for much of this already, but a number of specific recommendations and legal concepts need to be emphasized.

It will take me a couple of weeks to get the personnel handbook updated, but we don’t have any immediate hiring plans anyway. I’ll keep the seminar handouts and my notes on my desk, in case you want to peruse them. Based on what I’ve learned, I recommend that we set up a training schedule for members of the interviewing team to introduce them to the new information. After I’ve updated the handbook, we can get together and decide whether we need to provide training for members of the interviewing team. [Delete inappropriate recommendation from informational reports.]

If you have any questions in the meantime, don’t hesitate to e-mail me or drop by for a chat.

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Multiple Choice Options (correct answer is underlined) 1. Choose the option that describes and resolves the problem with this sentence: “I’ve been worried about this for some time, since we don’t have an in-house lawyer I can consult when making decisions.” a. It presents opinion before fact and should be inverted: “Since we don’t have an in-house lawyer I can consult when making decisions, I’ve been worried about this for some time.” b. It belongs in a later paragraph and should be moved. c. It doesn’t use the “you” attitude and should be replaced by: “Because we don’t have an in-house lawyer to help us make every decision, it’s important for everyone to be aware of what is legally acceptable and what isn’t.” d. It’s not appropriate for this type of report and should be omitted.

2. Select the alternative that handles this information in a more appropriate manner: “I was overwhelmed with information about mistakes we’ve been making and, unfortunately, this means we’ll have to update our online personnel handbook and maybe even go through retraining sessions with our interviewing teams.” a. “We’ve been making a lot of mistakes, I learned. We’ll have to update our personnel handbook and retrain our interview teams.” b. “Our personnel handbook is out of date and our interview teams need retraining; we’ve been making too many mistakes.” c. “According to what I’ve learned, the mistakes we’ve made can been found in our online personnel handbook and in errors being committed by our interviewing teams.” d. “I got enough useful information to warrant updating our online personnel handbook and perhaps even developing a quick training session for all interviewing teams.”

3. Choose the option that describes the problem and solution for this list item: “How to write recruiting ads that portray job openings accurately without discriminating against blacks, cripples, and elderly applicants.” a. Too long; substitute: “How to write recruiting ads accurately.” b. Vague; revise and add additional detail: “elderly applicants, teenagers, and all other minorities.” c. Out of order; move to last among the three list items. d. Uses biased language; omit the phrase “against blacks, cripples, and elderly applicants.”

4. Select the option that explains what’s wrong with this heading: “Interviews.” a. It doesn’t demonstrate parallel construction with other headings, which are informative; substitute: “Screening and Interviewing More Effectively.” b. It isn’t descriptive enough; substitute: “Interviews and Screening.” c. It doesn’t mention legal issues; substitute “Interviews and Legal Issues.” d. It’s not precise enough; substitute: “Resumes, Interviews, and Criminal Records.”

5. Choose the option that explains how you can improve this sentence: “Based on what I’ve learned, I recommend that we set up a training schedule for members of the interviewing team to introduce them to the new information.” a. Move it; the recommendation belongs at the end of the second paragraph. b. Revise it; recommendations don’t belong in an informational report. c. Move it to follow immediately after the lists; the recommendation should be supported by the information that came before it. d. Omit the phrase, “Based on what I’ve learned,” which delays the point of the recommendation.

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Final, Improved Version MEMO TO:

Jeff Balou; entire HR staff

FROM: Carrie Andrews

DATE:

March 14, 2008

SUBJECT: Recruiting and hiring seminar

As you all know, the process of recruiting, screening, and hiring new employees can be a legal minefield. Because we don’t have an in-house lawyer to help us make every decision, it’s important for everyone to be aware of what is legally acceptable and what isn’t.

Last week I attended an American Management Association seminar on the subject. I got enough useful information to warrant updating our online personnel handbook and perhaps even developing a quick training session for all interviewing teams. First, here’s a brief look at the things I learned.

Avoiding Legal Mistakes • • •

How to write recruiting ads that portray job openings accurately without discriminating How best to comply with the Americans with Disabilities Act How to use employment agencies effectively and safely (without legal risks)

Screening and Interviewing More Effectively • • •

How to sort through résumés more efficiently (including looking for telltale signs of false information) How to avoid interview questions that could get us into legal trouble When and how to check criminal records

Measuring Applicants • Which types of pre-employment tests have been proven most effective • Which drug-testing issues and recommendations affect us As you can see, the seminar provided a lot of important information. Our handbook covers the basic guidelines for much of this already, but a number of specific recommendations and legal concepts need to be emphasized.

It will take me a couple of weeks to get the personnel handbook updated, but we don’t have any immediate hiring plans anyway. I’ll keep the seminar handouts and my notes on my desk, in case you want to peruse them. After I’ve updated the handbook, we can get together and decide whether we need to provide training for members of the interviewing team.

If you have any questions in the meantime, don’t hesitate to e-mail me or drop by for a chat.

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COMMUNICATION CHALLENGES AT KENWOOD USA (p. 417)

Individual Challenge This is an internal report that seeks to give the audience information on an expanding product market. It also seeks to explain what an American family vacation can be like (in an attempt to help the audience understand how popular these new products would be): MEMO To: From: Subject: Product Design Team Ron Sutton Design Team, Trends indicate an increasing demand among American consumers for in-car New Product Opportunity DVD and television systems along with wireless connectivity. I’d like to provide an overview of this expanding market and explore the possibility of creating a line of Kenwood products to compete within it.

As automakers such as Honda, Toyota, Ford, and Chevrolet offer in-car DVD systems on new vehicles, many consumers are looking for ways to retrofit the vehicles they already own with systems such as these. In addition, the demand for in-car TV and wireless connectivity is at an all-time customershigh. Wireless providers including Sprint, Venison, Alltel and others offer the ability to stay connected to the Internet no matter where they go.

These products have long been popular with those whose occupations involve frequent travel (truck drivers, salespersons, and so forth). Recently, however, more consumers have shown an interest in installing these components in their personal vehicles and use them on family road trips.

Having access to DVD, satellite TV, and internet service makes it easier to keep children entertained during long drives to vacation destinations. It is common for an American family to spend and ten or more hours at a time in on the road traveling to theme parks, resorts, national state parks, beaches, and numerous other popular vacation spots. Families travel in a wide variety of vehicles, from vans and SUVs to family sedans.

One company stands out as having capitalized this growing market. KVH Industries, Inc. is based in Middletown, Rhode Island. It offers a variety of high-end in-car entertainment and connectivity devices, including mobile satellite TV, phone, and internet (see www.kvh.com/tracvision_kvh/ for more details). KVH is a relatively small company with 311 employees, but with $79 million in revenues for the 2006 fiscal year, it has enjoyed great success in meeting consumers’ demand for these products (http://ir.kvh.com/phoenix.zhtml?c=70131&p=irol-irhome).

Based week on KVH’s success, I would appreciate the opportunity to speak with you early next about opportunities for Kenwood USA in mobile entertainment and connectivity. Please let me know if this would be convenient.

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Team Challenge This exercise will elicit a variety of reports that differ according to the types of products students select and where they find reviews. A number of sites provide pricing, descriptions and reviews of KVH products (www.nextag.com; www.cnet.com; http://shopping.yahoo.com; www.pcworld.com and others). Encourage students to pay particular attention to information on which KVH products seem to be selling well, which have received only moderate reviews, and which (if any) have been discontinued. This will help them make a compelling argument on where Kenwood USA could find a place for new products in this market. Since many independent dealers sell the KVH product line, it may be practical for students to contact a retailer in their area for an interview (questions could include, “What kind of feedback do customers provide on KVH products you install?” and “What product do you wish KVH offered that it currently does not?”).

TEST YOUR KNOWLEDGE (p. 420) 1. Every business report gives an employee the opportunity to demonstrate both an understanding of the organization's challenges and his or her ability to make a contribution toward meeting those challenges, both of which are key factors in promotability.

2. Information reports confine themselves to the delivery of information, whereas analytical reports go beyond information to offer conclusions and recommendations.

3. A statement of purpose clearly defines why a report is being written.

4. The work plan should at least include a statement of the problem or opportunity and a statement of the purpose and scope of the investigation. It can also include a discussion of tasks to be accomplished; a description of any products that will result from the investigation; a review of project assignments, schedules, and resource requirements; plans for following up after delivering the report; and a working outline.

5. As with all business messages, the choice of medium is a matter of the needs of the audience and the practical advantages and disadvantages of the media choices available, including cost, time, convenience, audience expectations, security, privacy, flexibility, and storage.

6. Reports that monitor and control operations focus on vital organizational performance statistics.

Common types include plans, operating reports, and personal activity reports.

The seven common organizational schemes for informational reports are comparison, 7. importance, sequence, chronology, spatial orientation, geography, and category.

Feasibility reports explore the wisdom of making a particular choice or decision; justification 8. reports explain a decision that has already been made.

Problem factoring is the technique of breaking a complex problem into a series of logical, connected questions that try to identify cause and effect.

9.

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10. To attract a large number of bidders, an RFP (request for proposal) supplies guidelines for submitting a formal proposal (or bid) by describing the writer’s exact needs, deadlines, and preferred work methods. A company first uses this RFP to decide whether they want the job and whether they can do it. If so, then the writer uses the RFP to draft a proposal demonstrating how the company will meet the specified needs and parameters. The writer answers every point raised in the RFP, in the exact format requested.

APPLY YOUR KNOWLEDGE (p. 420) 1. Students should recognize that often an unsolicited proposal must first convince readers that a problem exists, as well as that the proposal will solve it. They are potentially unwelcome advances (or at least unexpected) made by the business writer attempting to sell a product, program, idea, or policy, so the writer must spend extra time and space convincing the reader that this issue is important and that the suggested action is necessary. A solicited proposal, on the other hand, lets the writer assume that the party requesting the proposal is already convinced of its need and importance, so this writer can focus on presenting solutions.

2. The biggest danger with standardized forms for reporting is that some important but unforeseen information may be left out simply because it isn’t requested on the form. This oversight is especially likely to occur when things are changing rapidly so that past events do not establish a reliable pattern for future events.

3. A report writer should include all relevant information, whether or not it supports the writer’s recommendation. Omitting information deprives the reader of facts that might affect the decision—and ultimately destroys the writer’s credibility. Most readers expect pros and cons and are prepared to make a trade-off. A few negative points will not undermine a recommendation that is basically sound. In fact, the presence of the negative information increases the reader’s confidence in the writer’s objectivity.

4. Including only factual information in a report does not necessarily make it objective. For example, the facts that you choose to include may present only one side of the story. In addition, you could arrange the facts to emphasize favorable information and minimize problems.

5. One example: Quality problems at a manufacturing plant could involve mistakes at any level in the company’s hierarchy. So the author of the troubleshooting report may be tempted to avoid “stepping on management’s toes” or “incriminating” fellow employees. However, in order to deal honestly and completely with the quality issue, the ethical report writer will find a way to fairly present all sides of the problem—without being judgmental, critical, or biased.

PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 421) Comparing the two Dell reports, the Year in Review is targeted primarily to shareholders, the business media, and the general public (but it might also be reviewed by bankers and potential investors along with other materials). Besides the SEC, others interested in the Annual Report 10-

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K would be serious investors, bankers, or potential business partners.

Students will probably agree that the report easiest and more interesting for them to read is the Year in Review, and they may attribute this to its graphics, arrangement of subject matter, and/or audience targeting. They’ll probably also agree that the Annual Report 10-K supplies more detail.

Exercises (pp. 421–423) 13.1

The exercise gives students a better understanding of the reporting requirements they’ll face in their own careers. Encourage them to summarize interviews in detail, especially the questions asked in this exercise. You might suggest that students ask additional questions about the preparation process: How long does it take? Who is involved? What are the steps in the process?

13.2

If students mention that they need more information to categorize these reports, suggest that they try to find specific examples—or they can simply use their imagination to make logical assumptions about the information each one would contain. Although reports will vary from student to student, the solutions described below are useful as a point of departure for class discussion: a. City crime report Who: Authorized What: Management information system When: Routine, recurring on a five-year basis Where: Internal (city statistics for city use) Why: Informational How: Receptive readers General purpose: To inform Medium: Formal, written report The statistical nature of the data for this report suggests that many tables and charts would be used. Although the report is chiefly informational, the author may analyze trends and draw conclusions about them. Specific recommendations would not be included in the report but could be suggested in a memo of transmittal. The report should be in manuscript format because it is long and formal and will be retained for future reference. The report’s organization should be similar to that for previous five-year reports. b. Seed company report Who: Voluntary What: Proposal When: Special, nonrecurring Where: External (farmers) Why: Analytical How: Skeptical, indifferent General purpose: To persuade

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Medium: Short, written report

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The data on seeds would be statistical and could be shown in tables and charts that were supported by descriptive paragraphs. Exciting visual aids might be used to dramatize the superior performance of the seed. The conclusions and recommendations would be aimed at convincing farmers to buy the company’s corn. The report would probably be in letter format because the company would want to make it brief and personal. The organization might be indirect, depending on the audience. c. Cold-remedy test report Who: Authorized (at request of client) What: Final report When: Special, nonrecurring Where: External (client) Why: Analytical How: Receptive General purpose: To inform or persuade (depending why the client authorized the report) Medium: Formal, written report

d.

Because the data on cold remedies would be largely statistical, they could be presented in tabular form and supported by descriptive paragraphs. The author would analyze the data and conclude that some remedies are better than others (in certain respects).

A recommendation may or may not be given, depending on the specific purpose of the report. The report would be in manuscript format, because it is being prepared for an outside client and will serve as a lasting record of the work accomplished.

Trip report Who: Authorized What: Personal report When: Routine, recurring weekly Where: Internal Why: Analytical How: Receptive General purpose: To inform Medium: Short, written report or short, oral report (if management prefers) The report would be written in memo format or on a preprinted form and would consist mainly of the salesperson’s comments and opinions. There may be some quantitative and factual data (date of call, person contacted, time spent, business booked or discussed), as well as some observations and comments from the salesperson (problems with account, opportunities, likelihood of order). On the basis of the sales trip, the salesperson would probably offer some conclusions and recommendations.

e. Land development report Who: Authorized What: Research report

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When: Special, nonrecurring Where: Internal (or could be external from a consultant to a client or from a developer to a zoning board or government agency) Why: Analytical How: Probably receptive General purpose: To persuade Medium: Formal, written report The data would be geographic and demographic characteristics of the area plus financial analyses of alternatives for converting the vacant land to industrial use.

Conclusions would discuss the feasibility and advisability of the conversion and recommend specific steps for proceeding. The report could be in memo, letter, or manuscript form, depending on whether it’s internal or external, short or long. f.

Annual report Who: Authorized What: Compliance report When: Routine, recurring annually Where: External (shareholders) Why: Informational How: Receptive General purpose: To inform Medium: Formal, written report Data about the operations of the company would include both descriptive material and financial statistics. The focus would be on information, but the writer may analyze trends and reach conclusions about the prospects for the business. No recommendations would be included. The report would be presented in a glossy magazine-like format with high-quality visual aids.

g. Wildlife report Who: Authorized What: Management information system When: Routine, recurring (probably annually) Where: Internal (management of agency) Why: Analytical How: Receptive General purpose: To inform Medium: Formal, written report Data would consist of descriptive material and statistics on the condor population.

The report would analyze the growth or decline in the condor population and might recommend actions for preserving the birds and encouraging breeding. The report would be in standardized memo or manuscript format, depending on its length and distribution.

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h. Retail stores report Who: Authorized What: Feasibility report When: Special, nonrecurring (prior to closing the stores) Where: Internal Why: Analytical How: Probably Receptive (since audience members who oppose the change will hope the report illustrates great risk, whereas those in favor of it will hope the report shows little risk) General purpose: To persuade (that the risks outweigh the potential benefits or the potential benefits outweigh the risks) Medium: Formal, written report The audience would most likely be company executives. Data would consist of facts and figures related to sales and profits, and the author would need explain whether the data justifies closing the stores and moving the business online. If the data supported closing the stores, the report would also need to include information on how many employees would lose jobs and what the potential costs (financial and otherwise) would be. Finally, the report would need to provide a plan for upgrading current resources to handle the increased demand once the stores are closed.

13.3

The proposal given as a sample on the website includes in the appendixes a timeline, a key résumé, and a “personal perspective.” The writing hints suggest that the following items be relegated to the appendixes: a dissemination plan, letters of support, a timeline, descriptions of cooperating agencies, and an example of at least one project evaluation instrument (questionnaire, survey questions, interview guide, etc.).

Students who read the writing tips will probably say that you should place material of secondary interest to readers in the appendices because you must assume that your audience will have limited reading time and may only read the body of the proposal. The appended material will be for readers whose interest you have secured and who are now ready for additional information.

According to the writing tips, the best time to prepare a Project Overview (executive summary) is after you’ve written the entire proposal and have the best understanding of the material so that you can summarize it succinctly.

13.4

The emergency procedures report might be tailored this way: Who: Authorized What: Emergency procedures When: Special (periodic update if necessary) Where: Internal, downward Why: Informational How: Receptive readers The draft should be organized around a brief introduction, followed by descriptive headings or a series of procedural steps. It should feature clear instructions, with only as much detail as necessary to explain the procedures. The format should be simple, possibly with each

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13.5

13.6

13.7

13.8

13.9

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step marked by a number or bullet, or a short paragraph under each heading.

Students may answer the questions as follows: a. Students will want to ask and answer questions that will help them focus on audience needs. First, they’ll ask questions to define that audience. Then, since an unsolicited proposal must first convince readers that a problem exists, students will want to ask questions similar to those used when preparing an analytical report (to better define the problem). After that, students should begin asking questions such as how their lawn service can help this potential customer solve the problem. At this point, students can begin narrowing their focus to specific features and benefits. b. The benefits students describe should demonstrate their understanding of audience focus and the information they’ve developed about their target audience. c. Letter format is the best choice because this communication is external.

When reviewing students’ work, look for their ability to define the problem and break it into smaller components for analysis (if appropriate). To keep the exercise manageable, they’ll eliminate extensive research, which they should be able to do either through team brainstorming (using questions described in the chapter for use with analytical reports) or through problem factoring (looking for cause-and-effect relationships). From there, students should be able to develop a solution to the problem and a list of facts to be used when describing the problem and proposing a workable solution. For the sake of this exercise, they can list facts that they imagine to be true (but which would need to be verified for a real-world proposal).

Developing a statement of purpose for this report is a straightforward task. The shop owner has observed a sales decline for three consecutive months and wants to know why this is happening. However, this situation does involve two subtle points that should be considered in the statement of purpose: an investigator may not be able to identify precisely why sales have declined, and the decline might be caused by more than one factor. Therefore, a good statement of purpose will accommodate these difficulties to avoid making promises that can’t be kept and avoid delivering less than expected. As an example: The purpose of this report is to identify potential reasons for The Style Shop's declining sales over the previous three months.

Drafting the work plan will give students a chance to consider all the factors that go into report planning and research. Their draft plan should reflect thoughtful analysis of the difference between the problem statement and the statement of purpose and scope. Their plan should also suggest realistic results (conclusions about whether a lawn care service is advisable) and should propose achievable methods for data collection (observation, technical/chemical analysis, shopper surveys about the center’s appearance, review of other shopping centers’ promotional material and lawn-care procedures). The outline can be brief, but should follow either the alphanumeric or decimal format as illustrated in the chapter.

This exercise gives students practice in applying organizational approaches to various subjects, even though more than one approach could be used with each item: a. Since this is a recurring (monthly) report, the direct approach would probably be best.

The audience is likely to expect the information to be delivered quickly and concisely. b. The indirect approach would be best in this situation. The accountant has probably still building credibility with the audience, and (since the report is written for management) using the direct approach would likely lead them to make up their minds against the

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major change before the report author can explain the reasons for the proposal. c. The direct approach would likely work best here, since it would be vital to quickly convince the audience that your services are superior to the system they currently use. d. The best organization strategy would depend on the CEO’s preference, but using the direct approach could be risky. Presenting conclusions up front might lead the CEO to make important decisions (regarding personnel, operations, and so forth) without considering all the relevant information. e. Since the board recently rejected a proposal on the same issue, the direct approach would probably be best. If the author failed to explain right away how this proposal is different (and better) than the last one, the board is not likely to pay much attention.

13.11 As part of the class discussion, you might provide a few examples of your own or point out the recent trend toward making annual reports highly simplified, clever, eye-catching, easy-to-digest documents directed to an audience that apparently is not expected to spend much time reading the actual figures on company performance. Do the authors hope the flashy report will actually distract readers from the bottom-line figures? For online annual reports, students should evaluate them using the same criteria for evaluating a website.

Can you navigate the report easily? Does it load fast? Are there links to the company’s website?

Another way some annual reports attempt to counterbalance dismal earnings figures is to capitalize on environmental concerns by producing annual reports on recycled materials and stressing the company’s commitment to conservation. Other reports use stateof-the-art production equipment to create visibly enticing images that enhance the company’s stature.

13.12 A topical organization for the informational report might be outlined as follows: I. Availability of parking places A. Inadequate student spaces at critical hours B. Motorcycles taking up full spaces C. Spaces (usually empty) reserved for college officials D. Inadequate total space II. Security problems A. Inadequate attempts to keep resident neighbors from occupying spaces B. Discourteous security officers C. Vandalism to cars and a sense of personal danger D. Residents harassing students who park on the street in front of neighboring houses III. Parking fees A. Full fees charged to night students who use the lots during low-demand periods B. Relatively high parking fees IV. Maintenance of lots A. Poor night lighting near computer center B. Dim marking lines

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13.13 Justification report to J. P. Lawrence a. The 2 + 2 = 4 approach would be a good choice for convincing a skeptical audience to accept conclusions and recommendations that are based on a number of reasons. b. To preserve a neutral tone in the report, restate the headings in a manner that does not telegraph conclusions. Although the following outline uses informative phrasing to guide the writing effort, the headings in the report itself would be worded more descriptively. c. A few conclusions that might be drawn from the information include the following: • Consolidation makes financial sense: spending less to produce more • The cost of consolidation is offset by income from the sale of the California plant • Consolidation should ultimately increase profits d. Although the following outline uses informative phrasing to guide the writing effort, the headings of the report itself would be worded more descriptively.

Topic: Consolidation of company operations Main idea: The company should consolidate its Georgia and California operations for several reasons.

I. Introduction II. Consolidation Reduces Labor Costs A. Improvement in Productivity and Wage Rates B. One-Time Plant Closing Cost of $250,000 III. Consolidation Reduces Taxes IV. Consolidation Increases Liquid Assets A. $1.65 Million Reported Profit from Sale of Land B. Negligible Impact from Sale of Plant and Equipment V. Conclusion (Consolidation Makes Financial Sense)

CHAPTER 14: WRITING REPORTS AND PROPOSALS IMPORTANT CHANGES IN THIS EDITION • • •

New chapter-opening vignette on Tellabs, a major producer of Internet equipment, and its highly regarded annual reports New coverage of drafting online content Revised coverage of helping readers find their way

CHAPTER OUTLINE Writing Reports and Proposals Adapting to Your Audience Being Sensitive to Your Audience's Needs Building Strong Relationships with Your Audience Controlling Your Style and Tone Composing Reports and Proposals Drafting Report Content Report Introduction Report Body Report Close Drafting Proposal Content Proposal Introduction Proposal Body Proposal Close Drafting Online Content Helping Readers Find Their Way Headings and Links Transitions Previews and Reviews Using Technology to Craft Reports and Proposals

LECTURE NOTES Writing Reports and Proposals In addition to the writing techniques and ideas presented in Chapter 5, additional issues are particularly important when preparing longer message formats.

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Adapting to Your Audience To ensure successful reports, be sure you Are sensitive to audience needs Build strong relationships with your audience Control your style and tone All four aspects of audience sensitivity apply to reports and proposals Adopting the “you” attitude (especially because reports can be highly technical, complex, or lengthy) Maintaining a strong sense of etiquette Emphasizing the positive Using bias-free language To build a strong relationship with your audience, be sure to Adapt your style and your language to reflect the image of your organization Become aware of your company’s preferences for communicating with public audiences The level of formality in reports and proposals is closely related to Your document’s format Your document’s length Your document’s organization Your relationship with your audience When writing reports and proposals, a more formal tone Emphasizes objectivity Eliminates all references to you and I Imposes a controlled distance between you and your readers Is objective, businesslike, and unemotional Avoids jokes, similes, and metaphors Minimizes the use of colorful adjectives or adverbs Is appropriate for longer reports Is appropriate for reports sent to other parts of the organization or to outsiders Is appropriate when communicating with people in other cultures Composing Business Reports and Proposals Before composing, review your outline for opportunities to improve it, perhaps by Changing your overall approach (direct or indirect) Rephrasing your headings Recasting your tone The text of reports and proposals has three main sections: Introduction Body Close

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The content and length of the introduction, body, and close depend on The type and purpose of the document The document’s organizational structure The length and depth of the material The document’s degree of formality Your relationship with the audience An effective report introduction accomplishes at least four things: Puts the report or proposal in a broader context by tying it to a problem or an assignment Introduces the subject or purpose and indicates why the subject is important Previews the main ideas and the order in which they’ll be covered Establishes the tone of the document and the writer’s relationship with the audience The body of a report consists of the major divisions or chapters, which Present, analyze, and interpret the information gathered during your investigation Support the recommendations or conclusions discussed in your document The close of a report has three important functions: Emphasizes the main points of the message Summarizes the benefits to the reader if the document suggests a change or some other course of action Brings all the action items together in one place and gives the details about who should do what, when, where, and how You’ll create more successful reports if your content is Accurate Complete Balanced Clear and logical Documented properly A report introduction commonly includes the following: Authorization Problem/opportunity/purpose Scope Background Sources and methods Definitions Limitations Report organization The sorts of topics commonly covered in a report body include the following: Explanations of a problem or opportunity Facts, statistical evidence, and trends Results of studies or investigations Discussion and analyses of potential courses of action Advantages, disadvantages, costs, and benefits of a particular course of action Procedures and steps in a process

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Methods and approaches Criteria for evaluating alternatives and options Conclusions and recommendations (in direct reports) Supporting reasons for conclusions or recommendations If your analytical report follows the direct order, you will State your conclusions or recommendations in the introduction Use the body to provide your evidence and support If your analytical report follows the indirect order, you will Use the body to discuss your logic Reserve your conclusions or recommendations until the very end For direct reports, close by Summarizing key points (usually not necessary in short memo-style reports) Briefly restating your conclusions or recommendations (if appropriate) For indirect reports, close by Presenting your conclusions or recommendations for the first time Introducing no new facts In the close of your report, you may Spell out exactly what should happen next (if your report is intended to lead to action) Include separate sections for conclusions, recommendations, and actions (if your report is long) Number and list conclusions, recommendations, or actions (if you have several) Proposals also have an introduction, a body, and a close.

When writing a proposal, the content and length of the introduction, body, and close depend on the source of your proposal: For unsolicited proposals, you have some latitude For solicited proposals, you are governed by the request for proposal Your writing for a proposal is similar to that used for persuasive sales messages: Your proposal must sell your audience on your ideas, product, service, methods, and company.

You use the AIDA model to gain attention, build interest, create desire, and motivate action.

To strengthen your argument in a proposal, try to Demonstrate your knowledge Provide concrete information and examples Research the competition Prove that your proposal is workable Adopt a “you” attitude Package your proposal attractively

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A proposal’s introduction typically includes The background or statement of the problem or opportunity A solution The scope The organization A proposal’s body typically includes The proposed approach A work plan A statement of qualifications The costs A proposal’s closing typically Summarizes the key points Emphasizes the benefits readers will realize from your solution Summarizes the merits of your approach Reemphasizes why you and your firm are the ones to do the work Asks for a decision from the client To make writing for the web more effective, Take special care to build trust with your intended audiences Adapt your content for a global audience Compose web-friendly content Present your information in a concise, skimmable format Write effective links To help readers navigate your report, use three tools: Headings and links Smooth transitions Previews and reviews Headings are brief titles that Cue readers about the content of a section Improve a document’s readability Clarify the framework of a report Visually indicate shifts from one idea to the next Help readers see the relationship between main and subordinate ideas Give readers an overall understanding of the gist of a report when quickly scanned To format your headings effectively, you either Use your company’s recommended format Create a simple arrangement that clearly distinguishes levels and is applied consistently throughout your document Do not dress up headings and subheadings with Overly bright colors Odd font faces Gigantic font sizes

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Online, headings, subheads and other text items can be converted to hyperlinks so that readers can jump from section to section, back and forth to the table of contents, between text and appendixes, and so on.

Transitions are words or phrases that Tie ideas together Show how one thought is related to another Help readers move from one section of a report to the next and from one key thought to another within sections Preview sections Help your readers get ready for the material to come Are particularly helpful when the information is complex, unexpected, or unfamiliar Review sections Help readers absorb details while keeping track of the big picture Can be helpful throughout your report, not just as a summary at the end Putting previews and reviews in bulleted-list format increases your document’s readability. * See Transparencies 138–143 for a sample analytical report on consolidating operations.

Using Technology to Craft Reports and Proposals When creating lengthy reports and proposals, take advantage of technological tools to help throughout the process.

Some of the more important tools for developing reports and proposals include the following: Templates Linked and embedded documents Electronic forms Electronic documents (PDF files) Multimedia documents SPECIAL FEATURES ETHICS DETECTIVE: Am I Being Oversold? (p. 436) The paragraph has several instances of hyperbole that would probably force a seasoned investor to view the entire proposal with some skepticism. However, the single biggest warning in the paragraph should be the line about price—without knowing what the price of the system will be, rave reviews from potential buyers are almost meaningless. What if it costs $5,000? Few people would pay that much for a more convenient shopping list.

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DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts

BUILDING ACCESS PROCEDURES PURPOSE The nature of our business demands a balance between free access to lab facilities and security for both equipment and information. Following is our new building access policy. One of the results of our success in recent years is a dramatic increase in the number of employees, so much so that we can no longer rely on an informal approach to security. [Openings explain the importance of the news.] We’ve designed this new program to minimize the burden on employees while maximizing security. The program involves four elements: • • • • • • • •

A procedure for reporting unauthorized or suspicious entry A building access checkpoint Photo ID badges for all employees Policies regarding personal guests and professional visitors Photo ID badges for all employees A building access checkpoint A procedure for reporting unauthorized or suspicious entry Policies regarding personal guests and professional visitors [Good transitions list topics in the order discussed.]

PHOTO ID BADGES To make personnel identification both easy and accurate, each employee will be issued a photo ID badge that must be worn at all times while in the building. The Human Resources Department will arrange photo sessions for all current employees. Badges for future new hires are made during the new-employee orientation session. Badges for future new hires will be made during the newemployee orientation session. [Use consistent time perspective—future instead of present.]

BUILDING ACCESS CHECKPOINT During normal working hours (8:00 a.m. to 5:00 p.m., Monday through Friday), all employees will enter the building through the front door. Employees must show their photo ID badge to the receptionist before entering the lab.

For access after normal working hours, all department heads will identify which employees need to enter the building. A list of these employees will be kept at the receptionist’s desk. After hours and on weekends, the desk has been manned by a security guard. After hours and on weekends, the desk will be manned by a security guard. [Use consistent time perspective—future instead of past.] Each employee wanting to enter the building must show the guard a valid company ID card and must appear on the authorization list. Don’t expect to sneak in if you’re not on the list. If an employee is not on the list, the security guard will deny access. [Use a consistent level of formality.]

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REPORTING PROCEDURE FOR UNAUTHORIZED OR SUSPICIOUS ENTRY We all stand to benefit from improved security, so the company considers it everyone’s responsibility to watch for and report unauthorized or suspicious entry to the building . . .

Multiple Choice Options (correct answer is underlined): 1. Select the option that offers a more effective opening than this sentence: “Following is our new building access policy.” a. “We’ve come up with a new building access policy and this report will explain the details.” b. “As you know, security is important.” c. “One of the results of our success in recent years is a dramatic increase in the number of employees, so much so that we can no longer rely on an informal approach to security.” d. “Our informal approach to security will end today.”

2. Choose the option that best describes what’s wrong with this list: • • • •

A procedure for reporting unauthorized or suspicious entry A building-access checkpoint Photo ID badges for all employees Policies regarding personal guests and professional visitors

a. Items require a verb; for example: “Policies will be implemented regarding personal guests and professional visitors.” b. Items in a list should never begin with the article A. c. Items should be listed in alphabetical order. d. Items need to be listed in the order they are discussed in the report.

3. Select the option that will correct the problem with this sentence: “Badges for future new hires are made during the new-employee orientation session.” a. The information should be moved under a new heading that deals only with new-hire policies. b. The verb tense (present) is inconsistent with the time perspective of the rest of the report and should be changed to future tense. c. The reference to new hires should come first in the paragraph, so the sentence should be moved up. d. Readers of the policy report won’t need to know about new hires since they’re already employees, so the information is irrelevant and should be omitted.

4. Select the option that will make this sentence consistent with the report’s time perspective: “After hours and on weekends, the desk has been manned by a security guard.” a. “After hours and on weekends the desk is manned by a security guard.” b. “A security guard mans the desk on weekends and after hours.” c. “After hours and on weekends, the desk was manned by a security guard.” d. “After hours and on weekends, the desk will be manned by a security guard.”

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5. Choose the option that improves upon this sentence: “Don’t expect to sneak in if you’re not on the list.” a. “If an employee is not on the list, the security guard will deny access.” b. “Many of you might be used to sneaking in, but you’ll no longer be able to get away with it.” c. “No exceptions: You can’t get in if you’re not on the list.” d. “And we don’t want to hear about anyone trying to sneak in who’s not on the list!”

Final, Improved Version

BUILDING ACCESS PROCEDURES PURPOSE The nature of our business demands a balance between free access to lab facilities and security for both equipment and information. One of the results of our success in recent years is a dramatic increase in the number of our employees, so much so that we can no longer rely on an informal approach to security. We’ve designed this new program to minimize the burden on employees while maximizing security. The program involves four elements: • • • •

Photo ID badges for all employees A building access checkpoint A procedure for reporting unauthorized or suspicious entry Policies regarding personal guests and professional visitors

PHOTO ID BADGES To make personnel identification both easy and accurate, each employee will be issued a photo ID badge that must be worn at all times while in the building. The Human Resources Department will arrange photo sessions for all current employees. Badges for future new hires will be made during the new-employee orientation session.

BUILDING ACCESS CHECKPOINT During normal working hours (8:00 a.m. to 5:00 p.m., Monday through Friday), all employees will enter the building through the front door. Employees must show their photo ID badge to the receptionist before entering the lab.

For access after normal working hours, all department heads will identify which employees need to enter the building. A list of these employees will be kept at the receptionist’s desk. After hours and on weekends, the desk will be manned by a security guard. Each employee wanting to enter the building must show the guard a valid company ID card and must appear on the authorization list. If an employee is not on the list, the security guard will deny access.

REPORTING PROCEDURE FOR UNAUTHORIZED OR SUSPICIOUS ENTRY We all stand to benefit from improved security, so the company considers it everyone’s responsibility to watch for and report unauthorized or suspicious entry to the building . . .

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COMMUNICATION CHALLENGES AT TELLABS (pp. 443-444)

Individual Challenge An example transition sentence is, “Following several years of economic challenges, market conditions began to improve and we were able to capitalize on the increased demand for our products.”

Team Challenge Criteria www.tellabs.com Here is a possible solution:www.pepsico.com

world.honda.com

www.apple.com

www.target.com

Easy to read

Links in red are in very small font

Very small fonts throughout

Easy to use “font size” control buttons

More white space than others, fonts easy to read

Very small fonts throughout

Large buttons

Small fonts make some buttons very small

Tiny buttons make it difficult to click on most links

Fonts larger than Tellabs and Pepsi, and buttons easy to click

Small buttons if you click text, but icons throughout

Small fonts require you to click in a small area to follow each link

Can click on image or text

Very few images compared to other sites

Not many images, but icons to click for downloads

Easy-to-identify icons to click on

Few icons or images to click

No broken links

All links appear to work

All links appear to work

Numerous images to click (CEO MidYear Speech, and more) All links appear to work

All links appear to work

All links appear to work

Summary As the table shows, links on the Tellabs Investors website are similar to those that appear on other corporate Investor Relations sites. Except for American Honda and Apple, all of the sites contained very small fonts, small buttons, and few icons you could click to follow links. The Apple site was easier to read because it contained more white space. Apple’s website was also easier to navigate because it contained simple, easy to identify icons you could click to follow links.

Honda’s site featured a “Font Size” control panel that made it easy to enlarge the font with one click. These are all features that would be easy to add to the Tellabs site, and doing so would make the site easier to read, understand, and navigate.

TEST YOUR KNOWLEDGE (p. 445) 1. The “you” attitude is particularly important because long and complex reports can place heavy demands on your audience. To make a report less formal, writers can address the reader in the second person and refer to themselves in the first person. Style decision such 2. as words choices, the use of contractions, and sentence structure can also make a piece of writing more or less formal. To make a report more formal, writers should adopt a thirdperson, journalistic style and more formalized language choices.

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3. Reviewing your outline one last time before you begin to compose your report enables you to verify that the organization you’ve chosen makes sense. It also allows you to ensure that the way you’ve worded headings and subheadings establishes the right tone.

4. A successful report introduction accomplishes four things: (1) putting the report in context by tying it to a problem or an assignment, (2) introducing the subject or purpose and explaining why it’s important, (3) previewing the main ideas and their order of presentation, and (4) establishing a tone and a relationship with the audience.

5. The close of a report might include a review of the main points of the message, a summary of benefits (if the report presents a course of action or change), a reference back to pieces of the message and reiteration of how they fit together, and a summation of all action items (together with details about who should do what, when, where, and how).

6. A successful proposal introduction will probably include the following information: A reference to the RFP (if solicited) • • Factors that led the writer to present the proposal—such as mutual acquaintances, previous conversations with readers, and so on (if unsolicited) Background material (or an introduction of the problem or opportunity) that is worded to • establish a need for action A brief summary of the proposed solution, with selling points and benefits • • A statement of the scope (boundaries) of the proposal • An explanation of organization (calling attention to major points or divisions) 7. The work plan is a key component of a proposal because it is contractually binding if the proposal is accepted. So it’s important not to promise more than can realistically be achieved.

8. Providing dates for online content allows readers to judge the currency of your content.

9. Using the inverted pyramid style helps online readers by letting them see additional layers of detail only if they want to (links to subpages are idea for this).

10. To help readers follow the structure and flow of information in a long report, (1) the opening introduces the subject and indicates why it’s important, (2) headings and lists highlight important ideas and provide clues, (3) transitions tie ideas together and keep readers moving, (4) previews and reviews introduce new information and summarize previously discussed information, and (5) the ending summarizes key ideas, conclusions, or recommendations.

APPLY YOUR KNOWLEDGE (p. 445) 1. A brief reference to methodology is a good way to establish credibility. However, the discussion of approach doesn’t necessarily have to be handled in a separate section. You can mention how the research was conducted while presenting your results. For example, you might say, “In telephone interviews with 20 personnel directors at Fortune 500 companies, we learned that relatively few will provide detailed references on former employees.”

The direct approach is the most efficient and forceful approach; it facilitates comprehension and 2. saves the reader’s time. However, the direct approach may seem presumptuous or superficial,

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particularly if the writer is a junior member of the organization. Further, if the audience is already skeptical, the direct approach may arouse additional objections. So the indirect approach would probably be better for documenting inventory shortages. With an indirect approach, you avoid appearing brash; if your audience is unreceptive, you may gradually convince them of your competence by selling them one idea at a time.

However, many busy executives will become frustrated by the slow pace and will simply flip ahead to the conclusions and recommendations, thus thwarting your plan to win them over. Without structural clues in a long report, those who do forge ahead one page at a time are likely to get lost trying to figure out what you’re leading up to. Thus the direct approach is probably best to use when proposing an employee stock-option plan.

3. Material written for the web needs to be shorter than that intended for print because online readers tend to skip over long chunks of text.

4. The answer is often no, those alternatives should not be excluded, particularly if readers expected you to make a recommendation from among several alternatives. They'll want to know why the recommended course of action is preferred, and showing them how the other choices aren't as attractive is the best way to do that. Without this information, readers will wonder whether the recommended course is really the best course.

5. A company that solicits a proposal and then adopts the recommendations in that proposal without hiring the submitting firm is acting unethically—no matter how common this practice may be. One could argue that if the proposal were unsolicited, then any ideas freely given are “fair game,” but others still see this behavior as unethical. Exceptions might include situations in which (a) the company has already hired another organization that submitted similar or identical ideas or (b) the company already had similar changes in the works, prior to receiving either a solicited or an unsolicited proposal.

PRACTICE YOUR KNOWLEDGE Message For Analysis (p. 445) Here’s an improved version: MEMORANDUM Ken Estes, Northern Illinois To: Concrete Kris Beiersdorf, Memco From: Construction April 18, 2008 IDOT Date: Letting Item #83 DuPage CountyContract No. 79371 Project: FEIN: 36-4478095 Memco Construction is pleased to submit the following road construction proposal for the above project. Our company has been providing quality materials and subcontracting services for highway reconstruction projects for over 23 years. Our most recent jobs in Illinois have included resurfacing Illinois State Route 60 and reconstructing Illinois Tollway 294.

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Based on the scope of the work outlined below, we project that the total cost of this job will run $99,283.00. Because material quantities can vary once a project gets underway, we are providing a unit price breakdown of our fees. Final charges will be based on the exact quantity of materials used for the job. Our Engineered Fill unit prices include all labor, material, equipment, and supervision to complete the job.

Engineered Fill—Class II and IV Description

Unit

Mobilization*

Lump Sum

Estimated Quantity 1

Unit Price

TOTAL

$4,500.00

$ 4,500.00

Engineered Fill Class II Cubic

1,267

$ 33.00 $ $41,811.00

Engineered Fill Class IV Yards

1,394

38.00

Total Job Cost

Cubic

$52,972.00 $99,283.00

Yards additional move-ins to be billed at $1,100 each. * Mobilization includes one move-in, This cost estimate does not include bond, which is available at an additional 1 percent, or approximately $1,000. Further, our proposal assumes that the following items will be furnished by other contractors (at no cost to Memco): • All forms, earthwork, and clearing • All prep work, including geotechnical fabrics and geomembrane liners • Water at project site • Dewatering • • Traffic control setup, devices, maintenance, and flagmen Location for staging, stockpiling, and storing material and equipment at job site Please note that Memco Construction may withdraw this bid if within 10 days of your receipt of this proposal we do not receive written confirmation that we are the apparent low sub-bidder. Should you have any questions about this proposal, please contact me at the company proposal, please contact me at the company: Telephone—847-672-0344, direct extension #30 E-mail—kbeiersdorf@memcocon.com. * See Transparencies 144 and 145 for a copy of this improved version. * See Transparency Masters 14-1 through 14-4 at the end of this chapter guide for poor and improved versions.

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Exercises (pp. 445–447) 14.1

14.2

14.3

14.4

Figure 14.2 (Yahoo! Statement on Internet Accessibility): By its very nature, this online report is a great example of the “you” attitude because it focuses on ways that Yahoo! works to accommodate and respect its customers. Students should be able to identify a number of “you”-oriented examples in which Yahoo! speaks to the concerns of its audience, provides simple and clear information, or avoids going overboard with self-promotion.

Figure 14.3 (Recommendation report): This report demonstrates the “you” attitude in several ways, including white space, lists, and headings that make the key points extremely easy to find and follow, transitions (such as “First” and “Second”) that help the reader stay oriented, and concise presentations of information that respect the reader's time.

Figure 14.4 (Johnson Landscaping report): This report starts on a solid “you” footing in the first sentence. Another good example of the “you” orientation is the “Special Issues” section, in which the writer shows respect for the reader by being honest about problems and by immediately addressing concerns the reader is likely to have in response to negative news.

Figure 14.5 (Personal activity report): The “you” attitude is evident throughout this report. It respects the reader’s time by conveying information in a table that is easy to read and understand, and it clearly distinguishes what has been done in July and what will be done in August. It also illustrates the inverted pyramid style by including links readers can click if they want more detail about any of the listed sites.

Following are suggested placements, with a description of the type of information to explain the reasoning for the placement: a. Body—facts and statistical evidence b. Introduction—historical background c. Body—facts and statistical evidence d. Body—facts, statistics, trends e. Introduction—explanation of methods f. Body—facts, statistics, trends g. Closing if using the indirect plan, body if using the direct plan—recommendation h. Closing—actions This exercise will help students see how they can use various elements to define a problem, explain reasons for it, explore options, and recommend a solution that will be viewed as credible. Evaluating the types of sources cited by the author will help them become sensitive to the issues of integrity and credibility. They’ll see how facts and statistics are used to support a recommendation, and they may see how articles address facts that don’t support their conclusion or recommendations. You might want to discuss how citing the criteria used to evaluate options can affect audience reception of the author’s recommendation.

Possible solutions could include: a. Quarterly Financials Overview b. Contact Us c. News Release: Crenco Under SEC Investigation d. New iMac Now Available

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14.5

14.6

14.7

This exercise gives students a hands-on example of how headings, transitions, previews, and reviews guide readers through a lengthy report. Discussion might center on articles that did not accomplish this effectively. Why didn’t they? What could their authors have done differently? In more successful articles, did students find any techniques that were repeated effectively (such as a similar form for reviews or previews used throughout the article)?

When you are writing the report, the ethical move would be to mention your recent discovery about the faulty survey in the introduction (as you explain “limitations”—factors beyond your control that affect your report’s quality). Since the report is due in three days, you’ll probably want to go ahead and present your findings and recommendations but inform your readers of the discrepancy you found. In truth, a better-administered survey might come up with similar or identical results, so you have no reason to throw out your conclusions just yet, and you’ll want to mention this fact in the introduction as well. Depending on the circumstances of your report, you might also suggest follow-up research to counter the flawed survey with a second or revised report to be submitted before the company takes action.

This exercise will give students practice in organizing, analyzing, and drawing conclusions from research. Students should use the information in the note cards to draw their own conclusions and make a recommendation. Recommendations will vary depending on how each student interprets the data.

Main idea: Finding a special niche is the key to success for small competitors in the cosmetics business.

Major points: See points A, B, and C of the following outline; supporting evidence includes second-level headings. Additional detail/evidence (although not required) is listed in lower case alphabet and in roman numerals. Note: Students will need this detail to draw conclusions. They should include these statistics and facts in their reports to make them more compelling.

A. DEMAND FOR COSMETICS HAS STABILIZED 1. Consumption of cosmetics relatively flat for past five years 2. Average annual expenditure per person for cosmetics is $58 3. Industry grew throughout the 1970s, 1980s, and early 1990s—fueled by per capita consumption 4. Cosmetics industry is near maturity but some products vary a. Total market currently produces annual retail sales of $14.5 billion i. Cosmetics/lotions/fragrances: $5.635 billion $4.375 billion ii. Personal hygiene products: $3.435 billion iii. Hair-care products: $1.055 billion iv. Shaving products: b. Cosmetics industry was considered recession-proof but statistics show pattern is shifting i.

Past year, sales sluggish ii. Consumer spending is down iii. Most affected were mid- to high-priced brands

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iv. Consumers traded down to less expensive lines c. First quarter of current year, demand is beginning to revive; trend expected to continue d. Demographic trends i. Gradual maturing of baby-boomer generation ii. Population is increasing in the South and Southwest B. BIG PLAYERS DOMINATE 1. 700 companies in cosmetics industry 2. Industry dominated by market leaders 3. Competition is intensifying and thus putting great pressure on smaller cosmetic companies.

4. Prices are constant while promotion budgets are increasing.

5. How small companies survive a. Specialize in niches b. Differentiate product line c. Focus on market segment C. SPECIAL NICHES OFFER BEST POTENTIAL FOR NEW ENTRANTS 1. Avoid head-on competition with industry leaders 2. Promising Markets: a. Men i. 50 percent of adult population ii. Account for one-fifth of cosmetic sales iii. Market leaders have attempted this market but failed b. Senior citizens i. Large growing segment of population ii. Account for 6 percent of cosmetic sales iii. Specialized needs for hair and skin not being met iv. Interested in appearance c. Ethnic groups i. Some firms specialize in products for African Americans ii. Few firms oriented toward Hispanic, Asian, or Native Americans * See Transparencies 146–152 for a sample informational report on the cosmetics industry, including a description of the situation, the main idea, an outline, and a five-page memo.

Data used in this memo and outline are for illustration only and do not accurately portray Note: industry conditions.

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CASES (pp. 448-451) 1. MY PROGRESS TO DATE: INTERIM PROGRESS REPORT ON YOUR ACADEMIC CAREER This report should be prepared in a less formal memo format since the audience is someone who is helping or encouraging you through school. Your audience will be interested, so use the direct approach. The memo should include information on the progress you have made thus far and on your plan for completing the remaining requirements.

The purpose of the memo report should be clearly identified in the first paragraph. Information in the report should be presented in a straightforward manner. Developing a preliminary outline will assist you in planning coverage of necessary information.

Your reader will be interested in points such as the number of semesters you have been in school, the number of courses you typically take each semester, and the number of courses remaining. As you assess the number of courses remaining, you will need to research the course offerings carefully and consider your own financial situation. Research the answers to such questions as the following: What prerequisites must be completed for each of the remaining courses? How will such prerequisites affect the number of semesters you will need to complete the work? How will your progress be affected by courses offered only once a year or only in certain terms? You must also address how working part- or full-time may affect your progress, based on the information you researched about the course offerings.

Although the report will be relatively short, the reader will benefit from headings such as “Progress as of [date],” “Remaining Coursework,” and “Related Completion Activities.” To provide additional clarity for your reader, you may want to include a table detailing what courses and activities remain and what in terms you plan to complete each one.

2. GAVEL TO GAVEL: PERSONAL ACTIVITY REPORT OF A MEETING Treat this report similar to a monitor/control report, describing what occurred during the meeting or conference. Since your classmates will be reading your report, an informal memo format is appropriate. You can assume that you have receptive readers, so direct order is preferable. You should make certain the readers understand the purpose of your report by stating it in the first paragraph of the memo.

In the remaining paragraphs, include details about the meeting or conference. When your company pays your expenses to attend conferences or meetings, you can justify that the money has been well spent by providing an account of what you learned that could help improve effectiveness and efficiency on the job.

Before you begin writing, take time to look at any notes you may have taken during sessions.

Next, plan the order in which you want to present your findings by jotting down a brief outline.

Include information on sessions you attended, the content of the sessions, and information you learned that can be of use to you (and possibly other employees) on the job. Enhance the memo by adding headings to help guide your readers.

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3. CHECK THAT PRICE TAG: INFORMATIONAL REPORT ON COLLEGE COSTS You are writing this report to the president of your school, so use a formal, letter format. The tone of the document should also be somewhat formal. Even though your school’s administration has asked you for the report, you will need to include the purpose of your report in the first paragraph.

Then plan an outline that will allow you to present your facts in a clear, logical way.

If your administration has not specified which school to use for comparison, you will need to select one. You will need to decide whether you should choose one very comparable to yours (public or private, two-year or four-year, and so forth) or one very different from yours. You will need to describe the school you chose for comparison purposes and briefly explain why you chose that school.

Check your university’s past bulletins or registration materials to obtain tuition information.

Bulletins from the other school should contain similar information. Be certain you double check your calculations for tuition increases at both schools; accuracy of financial calculations is important in any report.

Next, assess what graphics you will use to present the data. For instance, you may wish to use a line graph to provide a comparison, or if the percentage increases are very similar, you may wish to use a table to provide clarity. Graphics should never stand alone, so you will need to plan text that introduces, discusses, and interprets your graphics. Graphics should be placed as close to relevant text as possible. All graphics should have clear labels and titles and should be appropriately sized for easy reading.

Be sure to provide a paragraph of conclusions as a closing paragraph. Base your conclusions on a logical interpretation of the facts in your report. Draw your conclusions strictly from the information you provided in your report.

4. GET A MOVE ON IT: LASTING GUIDELINES FOR MOVING INTO COLLEGE DORMITORIES Because your readers are fellow students, use a memo report format. Follow the first step of the three-step writing process and define the problem to be addressed: providing rules and procedures for anyone moving in with a roommate. Develop a preliminary outline of the issues you need to address, such as those in the text and any additional items you have identified from personal experience. For those readers moving into a school dorm, gather secondary information that identifies rules and policies already in place, such as prohibited items and so forth. You may also want to conduct some informal interviews with students who have experienced moving in with a roommate.

Use a straightforward organization of information. The first paragraph should clearly identify your purpose. The information should be presented in a positive tone, reflecting guidelines for a successful move. Since numerous guidelines will be presented in this report, use numbered or bulleted lists to enhance readability. Provide some discussion for each guideline to help justify why each point is an important one to follow.

A summary in the closing paragraph will help reemphasize that the guidelines are important to follow to ensure success when moving in with a roommate.

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5. MY NEXT CAREER MOVE: FEASIBILITY REPORT ORGANIZED AROUND RECOMMENDATIONS Because you are writing this report for your personal use, a memo format is sufficient. Before beginning to write, follow the planning steps for reports. Clarify the purpose of the report before conducting any necessary secondary or primary research. You may need to do some research using a publication such as the Occupational Outlook Handbook, published by the U.S. Bureau of Labor Statistics. Gather information about salary, working conditions, educational requirements, promotional opportunities, and so forth.

Since the report is to be organized around recommendations, introduce in the first paragraph the job you recommend pursuing. Following your recommendation, present logical and clear reasons for pursuing the particular position. Be sure to focus on the advantages the position presents in relation to your long-term career goals. Consider placing advantages in a bulleted list for readability. Follow the advantages with a list of actions you will need to take to get the recommended job. These actions could also be presented in a numbered list for easy reference. A closing summary should focus on what you will do to pursue the job.

6. STAYING THE COURSE: UNSOLICITED PROPOSAL USING THE 2 + 2 = 4 APPROACH Since this proposal is to be sent in an e-mail message, you will need to plan your message carefully. You want the dean and appropriate faculty to give your proposed course serious consideration. The proposal is unsolicited, so you will need to provide sound reasons to convince your audience that a new course is needed, and you will need to show how including your course will benefit the curriculum as a whole. Review the description of the 2 + 2 = 4 approach on p. 412 of your text. This approach convinces readers of your point of view by demonstrating that everything adds up. In this case, that could mean showing how the content of one required course duplicates that of another (and, therefore, should not be required): 2 + Content in ECON 314 and ECON 410 is virtually the same

2 Unnecessary course for ECON majors

=

4 Need to drop the requirement that ECON majors take both courses

Or, it could mean showing how adding a new course would fill a serious gap in the requirements for a particular major.

Conduct some secondary research by reviewing another university’s core curriculum offerings.

This information is provided on many college and university websites, which also provide information on required and elective courses for various majors. Citing other schools that have similar courses will support your proposal to add a course. To strengthen your argument, you may also want to search for articles in newspapers and periodicals that discuss accounting education, management education, and so forth.

Use a tone that is nonthreatening to current faculty and existing courses, and use unbiased language. Explain why the course is needed, what content would be included, and how students will benefit. Make certain you explain why your reader should take action and add the course.

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7. PLANNING MY PROGRAM: PROBLEM-SOLVING REPORT USING THE YARDSTICK METHOD You are preparing this report for your counselor or academic adviser, so you can assume you have an interested reader. First, plan your report by clearly identifying its purpose: to determine which course to enroll in next term. Determine which courses you will assess and how you will organize your report. How will you organize the report? By course? By importance of courses to your overall program completion timeline? By prerequisites, time offered, types of assignments or tests? Or by the time needed to complete a course successfully?

Next, conduct any necessary secondary research by reviewing course descriptions in the school catalog. You may also want to conduct some informal primary research in which you discuss some of the above issues with students who have taken the courses you are considering.

Present the information in a clear, straightforward manner, using unbiased language and eliminating any negative references to individuals teaching the various courses. Close the report by drawing conclusions from the factual information you have provided. Finally, based on your conclusions, make a recommendation about which course you should enroll in next term.

8. RESTAURANT REVIEW: TROUBLESHOOTING REPORT ON A RESTAURANT’S FOOD AND OPERATIONS This letter will go to the owner, so you can assume your reader is interested. The purpose of the message is to inform the reader of areas that need improvement or change. Therefore, you will need to prepare a plan of what you will do and what you will look for during your visit.

You may even want to prepare an observation list to take with you. Quick references to the list will remind you of all the issues you want to research during your visit. The value of the observation depends on your reliability as the observer. Once your information is collected, assess how you will present it.

In the opening paragraph, describe the purpose of your report and the methods you used to conduct your research. You may wish to begin with a discussion of what you observed that was good. This information tells the reader that you completed a comprehensive observation of the restaurant’s food, facilities, service, and so forth. The following paragraphs should include your findings in areas needing improvement. These remarks should be stated in as positive a manner as possible, emphasizing what needs changing, rather than focusing on an individual employee.

Once the areas needing improvement are discussed, you are ready to draw conclusions and prepare recommendations. The conclusions should be your interpretation of the various facts reported, should be based on logical reasoning, and should link back to the original statement of purpose. Remember that conclusions don’t introduce any new information.

This report should end with a section of recommendations for improvement. Be sure to base these recommendations on logical analysis of the conclusions you have written. Be sure to provide actual steps that should come next so that your reader is not left wondering, “what do I do now?”

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9. ON THE BOOKS: TROUBLESHOOTING REPORT ON IMPROVING THE CAMPUS BOOKSTORE You can assume that the bookstore manager will be interested in increasing the profitability of the bookstore while keeping the needs of both the students and the school administration in mind.

Before visiting the bookstore, prepare an observation sheet that will remind you to observe numerous facets of the bookstore’s operations. Conducting secondary research will help you determine what other campus bookstores are offering their patrons. Visiting other campus bookstores may also provide information for comparison and ideas for improvement.

In the opening paragraph of your report, describe your purpose and the methods you used to conduct your research. Provide a brief overview of the strengths you observed—to let your reader know that you observed many facets of the store and that you found numerous good points about the operation. The following paragraphs should include your findings of what could be changed or improved to increase profitability. Refer to the bookstore services and offerings that you found during your secondary research. To give extra credibility to your statements, document your sources.

10. DAY AND NIGHT: PROBLEM-SOLVING REPORT ON STOCKING A 24-HOUR CONVENIENCE STORE Because both the manager and the regional manager will read this report, it should be prepared in letter format. Provide the readers with basic information and detailed analysis. Both your readers should be interested in solutions to the restocking problem, so you may organize your report by presenting recommendations first, followed by some background information and then your discussion of the pros and cons of each of the four time periods.

The reasons for recommending the particular time period should reflect an analysis of (1) the average number of sales during specific hours (day or night) and (2) the number of employees in the store during these same hours. A table may be useful in presenting this information efficiently and clearly. Since graphics should never stand alone in a report, you will need to provide appropriate text to introduce and interpret any tables or graphs you include.

To close your report, summarize your recommendation and the facts that support it.

11. “WOULD YOU CARRY IT?” UNSOLICITED SALES PROPOSAL RECOMMENDING A PRODUCT TO A RETAIL OUTLET The report is an external, unsolicited proposal. Prior to conducting your research on the product, determine the specific purpose of the proposal: to convince a retail outlet to carry a particular product. You will want to consider the interests and concerns of your readers. Although your readers may not have an initial interest in your product, they are interested in marketing products that sell in sufficient volume and with sufficient markup to contribute to the profit of the company.

Conduct research to gather information about the product’s features and its benefits to the store.

You may also find some information about retail cost of the product to help you determine reasonable figures for your report. The manufacturer’s website may also provide information about warranties and other details you will need to know about before writing your proposal.

Highlight anything special that your company has to offer. Include details of how you will supply

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the product (delivery times, pricing, quantity discounts) and of other services your company provides. Prepare your materials with extreme care. If readers approve the proposal, it forms the basis of a contract, so be certain to spell out precisely what your company will provide under specific terms and conditions.

12. WHERE IS EVERYBODY? PROPOSAL TO SELL GPS FLEET TRACKING SYSTEM The proposal is an external, unsolicited proposal. Begin by determining the specific purpose of the proposal: to propose a trial deployment of Cloudberry using five Midwest Express trucks. You will want to consider the interests and concerns of your readers and demonstrate that a problem does exist and you are offering a solution for that problem. Although your readers may not have an initial interest in your product, they are certainly interested in increased fuel efficiency and safety for their drivers and their cargo.

After explaining the benefits of Cloudberry, outline the course of action your company would like to take. Be sure to include the timeline and cost of this preliminary deployment.

Close by mentioning the benefits your product has to offer. Prepare your materials with extreme care. If readers approve the proposal, it forms the basis of a contract, so be certain to spell out precisely what your company will provide under specific terms and conditions. You might also want to include a brochure featuring the specifications of Cloudberry for your reader’s benefit.

Transparency Master 14-1 Chapter 14—Message for Analysis (poor version–page 1)

MEMO To: Ken Estes, Northern Illinois Concrete From: Kris Beiersdorf Date: April 18, 2008 Project: IDOT Letting Item #83 Contract No. 79371 DuPage County Memco Construction proposes to furnish all labor, material, equipment, and supervision to provide Engineered Fill— Class II and IV for the following unit prices.

Engineered Fill – Class II and IV Description Unit Quantity Unit Price Mobilization* Engineered Fill Class II Engineered Fill Class IV

Lump Sum Cubic Yards Cubic Yards

Total

1

$4,500.00

$4,500.00

1,267

$33.00

$41,811.00

1,394

$38.00

$52,972.00

* Mobilization includes one move-in. Additional move-ins to be billed at $1,100.00 each.

The following items clarify and qualify the scope of our subcontracting work: 1.

2.

3.

All forms, earthwork, clearing, etc. to be provided and maintained by others at no cost to Memco Construction.

General Contractor shall provide location for staging, stockpiling material, equipment, and storage at the job site.

Memco Construction shall be paid strictly based upon the amount of material actually used on the job.

Transparency Master 14-2 Chapter 14—Message for Analysis (poor version–page 2)

Page 2 4.

5.

6.

7.

8.

All prep work, including geotechnical fabrics, geomembrane liners, etc. to be done by others at no cost to Memco Construction.

Water is to be available at project site at no charge to Memco Construction.

Dewatering to be done by others at no cost to Memco Construction.

Traffic control setup, devices, maintenance, and flagmen are to be provided by others at no cost to Memco Construction.

Memco Construction LLC may withdraw this bid if we do not receive a written confirmation that we are the apparent low sub-bidder within 10 days of your receipt of this proposal.

Our F.E.I.N. is 36-4478095

9.

10. Bond is not included in above prices. Bond is available for an additional 1 percent.

If you have any questions, please contact me at the phone number listed below.

Kris Beiersdorf Memco Construction 187 W. Euclid Avenue, Glenview, IL 60025 Office: (847) 352-9742, ext. 30 Fax: (847) 352-6595 E-mail: Kbeiersdorf@memco.com www.memco.com

Transparency Master 14-3 Chapter 14—Message for Analysis (improved version–page 1)

PROPOSAL To: Ken Estes, Northern Illinois Concrete From: Kris Beiersdorf, Memco Construction Date: April 18, 2008 Project: IDOT Letting Item #83 Contract No. 79371 DuPage County FEIN: 36-4478095 Memco Construction is pleased to submit the following road construction proposal for the above project. Our company has been providing quality materials and subcontracting services for highway reconstruction projects for over 23 years. Our most recent jobs in Illinois have included resurfacing Illinois State Route 60 and reconstructing Illinois Tollway 294.

Based on the scope of the work outlined below, we project that the total cost of this job will run $99,283.00. Because material quantities can vary once a project gets underway, we are providing a unit price breakdown of our fees. Final charges will be based on the exact quantity of materials used for the job. Our Engineered Fill unit prices include all labor, material, equipment, and supervision to complete the job.

Engineered Fill—Class II and IV Description Mobilization* Engineered Fill Class II Engineered Fill Class IV Total Job Cost

Unit Lump Est. Quantity Sum Cubic 1 Yards 1,267 Cubic Yards 1,394

Unit Price

TOTAL

$4,500.00

$ 4,500.00

$ 33.00

$41,811.00

$ 38.00

$52,972.00 $99,283.00

* Mobilization includes one move-in; additional move-ins to be billed at $1,100.00 each.

Transparency Master 14-4 Chapter 14—Message for Analysis (improved version–page 2)

Ken Estes

April 18, 2008

Page 2

This cost estimate does not include bond, which is available at an additional 1 percent, or approximately $1,000. Further, our proposal assumes that the following items will be furnished by other contractors (at no cost to Memco): • • •

All forms, earthwork, and clearing All prep work, including geotechnical fabrics and geomembrane liners Water at project site

• •

Dewatering Traffic control setup, devices, maintenance, and flagmen

•

Location for staging, stockpiling, and storing material and equipment at job site

Please note that Memco Construction may withdraw this bid if within 10 days of your receipt of this proposal we do not receive written confirmation that we are the apparent low subbidder. Should you have any questions about this proposal, please don’t hesitate contact me.

Kris Beiersdorf Memco Construction 187 W. Euclid Avenue, Glenview, IL 60025 Office: (847) 352-9742, ext. 30 Fax: (847) 352-6595 E-mail: Kbeiersdorf@memco.com www.memco.com

CHAPTER 15: COMPLETING REPORTS AND PROPOSALS IMPORTANT CHANGES IN THIS EDITION • •

New coverage of revising online content New model document, Report synopsis (Fig. 15.3)

CHAPTER OUTLINE Putting the Final Touches on Reports and Proposals Revising Your Reports and Proposals Producing Your Reports and Proposals Components of a Formal Report Prefatory Parts Cover Title Fly and Title Page Letter of Authorization and Letter of Acceptance Letter of Transmittal Table of Contents List of Illustrations Synopsis or Executive Summary Text of the Report Introduction Body Close Supplementary Parts Appendixes Bibliography Index Components of a Formal Proposal Prefatory Parts Copy of the RFP Synopsis or Executive Summary Letter of Transmittal Text of the Proposal Proofreading Your Reports and Proposals Distributing Your Reports and Proposals Writing a Request for Proposals

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LECTURE NOTES

Putting the Final Touches on Reports and Proposals Revising Producing Completing reports and proposals involves four tasks: Proofreading Distributing Although completion tasks for long messages are quite similar to the ones for short messages, the amount of work involved in completing reports and proposals can take much longer than the work involved in completing short messages.

Revising Your Reports and Proposals The revision process for reports is basically the same as that for other business messages, although it may take considerably longer, depending on the length of your document.

To complete a successful report, you need to carefully Evaluate organization, style, and tone Review readability Rewrite for conciseness and clarity Producing Your Reports and Proposals To produce your report, incorporate the design elements that will present your material effectively: Headings Captions Typographical devices (capital letters, italics, boldface type) Margins Line justifications White space Production is also the stage when you add in charts, graphs, and other visuals.

How your report is produced depends on the nature of your organization.

More and more employees are expected to handle most or even all of the formatting and production of their own reports.

Computer tools are generally easy enough for businesspeople to use effectively: Software suites (such as Microsoft Office) allow you to produce reports that include graphics, tables, spreadsheets, database records, and more.

Desktop scanners and color printers allow you to include even high-quality photographs in business reports.

Technological improvements in computer tools are raising the bar for reader expectations, so

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you’ll often need to focus on producing handsomely bound reports with full-color graphics The components you include in a formal report depend on The type of report your are writing The length of your report The requirements of your audience The traditions of your organization Report components fall into three categories: Prefatory parts Text of the report Supplementary parts * See Transparency 153 for a list of report components.

Many of the components in a formal report start on a new page—but not always: Inserting page breaks consumes more paper and adds to the bulk of your report.

However, starting on a new page helps readers navigate your report and recognize transitions between major sections or features.

Most prefatory parts (such as the table of contents) should be placed on their own pages.

Prefatory parts of a formal report are front-end materials that provide key preliminary information so that readers can decide whether and how to read the report.

Prefatory parts of a formal report may include some but usually not all the following: Cover Title fly and title page Letter of authorization and letter of acceptance Letter of transmittal Table of contents List of illustrations Synopsis or executive summary Many prefatory parts—such as the table of contents, list of illustrations, and executive summary— are easier to prepare after the text has been completed.

Whether your cover is of standard company issue or purchased from an office supply store, make sure it is Attractive Convenient Appropriate to the subject matter Able to be labeled with the report title, writer’s name (optional), and submission date (optional) When putting a title on the cover, remember to Give readers all the information they need (include the who, what, when, where, why, and how of a subject) Be as concise as you can (avoid phrases such as A Study of, A Report on, or A Survey of) The title fly is a plain sheet of paper with only the title of the report on it.

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The title page includes four blocks of information: The title of the report The name, title, and address of the person, group, or organization that authorized the report (if anyone) The name, title, and address of the person, group, or organization that prepared the report The date on which the report was submitted In some cases, the title page serves as the cover of the report (especially if the report is relatively short and intended for internal use).

The letter (or memo) of authorization is a document requesting you to prepare a report.

The letter (or memo) of acceptance is a document acknowledging the assignment to conduct the study and prepare the report.

The letters of authorization and acceptance Are usually included in only the most formal reports May be included to make sure everyone is clear about intent and approach when a significant amount of time has passed since you received the letter of authorization or when you do not have a close working relationship with the audience The letter (or memo) of transmittal Introduces your report to your audience Says what you would if you were personally handing the report to the one who authorized it Often has a style that is less formal than the rest of the report Usually appears right before the table of contents May be included only in selected copies of the report (so that you can make certain comments to a specific audience) Follows either the direct or the indirect approach Highlights important points or sections of the report Ends with a note of thanks for having been given the report assignment, expresses a willingness to discuss the report, and offers to assist with future projects May summarize the major findings, conclusions, and recommendations (if the report does not have a synopsis) The table of contents (usually titled simply “Contents”) Indicates in outline form the coverage, sequence, and relative importance of the information in the report Uses the headings that appear in the text of the report May require you to decide how many levels of headings to show Is accurate, consistent, and complete Is prepared after the other parts of the report (for accuracy) Uses headings exactly as they are worded in the report Using your word processor to generate the table of contents Improves accuracy Keeps your table current even during revision Allows you to create your table based on the heading levels identified in your style sheet Requires consistency throughout the report

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The list of illustrations Includes the titles and numbers of all visual aids May refer to all visual aids as illustrations or exhibits May refer to tables separately from other types of visuals, which are called figures Appears on the page after the contents (if the table of contents doesn’t leave enough room for it) The synopsis Is a brief overview (one page or less) of a report’s most important points Is often included in long informational reports that deal with technical, professional, or academic subjects (where it may be called an abstract) May be distributed separately to a wide audience (so that interested readers may request the entire report) May use informative phrasing for direct reports May use descriptive phrasing for indirect reports The executive summary May be used instead of a synopsis Is a fully developed “mini” version of the report itself Is more comprehensive than a synopsis May contain headings, well-developed transitions, and even visual elements Is organized the same way as the report, using the same direct or indirect approach as the report uses May deviate from the sequence of material in the text of the report Ranges in length between less than a page to two or three pages (depending on the length of your report Is a popular shortcut for readers who lack the time or motivation to study the complete text Must contain all the important points (since readers may not read the main text) Many reports require neither a synopsis nor an executive summary—depending on their length: Reports of fewer than 10 pages either omit such a summary or combine it with the letter of transmittal Reports over 20 or 30 pages usually include one or the other—which one depends on the traditions of your organization As discussed in detail in Chapter 13, the text of a report includes An introduction A body A close The introduction Prepares your readers to follow and comprehend the information you present Invites the audience to continue reading by telling them what the report is about, why readers should be concerned, and how the report is organized Is balanced with the material in your synopsis or executive summary The body contains The information that supports your conclusions and recommendations Your analysis, logic, and interpretation of the information

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The close Summarizes your main ideas Highlights your conclusions or recommendations (if any) Lists any courses of action that you expect readers to take or that you will be taking yourself Is fairly brief in direct reports May present conclusions and recommendations for the first time in indirect reports After the text of your report, place any supplementary parts, which may include Appendixes Bibliography Index An appendix contains materials that are related to the report but not included in the text because They’re too lengthy or bulky They lack direct relevance to everyone in the audience Materials frequently included in appendixes are Sample questionnaires and cover letters Sample forms Computer printouts Statistical formulas Financial statements and spreadsheets Copies of important documents Multipage illustrations A glossary (which may also stand as a separate supplementary part) The bibliography is a list of secondary sources consulted when preparing the report.

Possible titles for the bibliography include “Works Cited”—lists only the works mentioned in the report “Sources”—lists the works mentioned and the works consulted but unmentioned in the report “References”—lists the works mentioned and the works consulted but unmentioned You can also cite references in the report text: Acknowledging your sources in the body of your report demonstrates that you have thoroughly researched your topic.

Mentioning the names of well-known or important authorities on the subject helps build credibility for your message (especially in persuasive messages).

Avoid overdoing such citations so that your report won’t read like an academic treatise.

Source references should be handled as conveniently and inconspicuously as possible (see Appendix II).

The index is an alphabetical list of names, places, and subjects mentioned in the report, along with the pages on which they appear: Accuracy is critical (as it is with your table of contents).

You can use your word processor to compile your index.

Update your index right before you produce and distribute your report.

Formal proposals contain many of the same components as other formal reports, with a few differences.

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* See Transparency 154 for a list of proposal components.

Except for an occasional appendix, most proposals have few supplementary parts.

When responding to an RFP, you Follow its specifications to the letter Include everything it asks for and nothing it does not Some prefatory parts for proposals differ from prefatory parts for other reports, including The copy of the request for proposal (RFP) The synopsis or executive summary The letter of transmittal RFPs usually have specific instructions for referring to the RFP itself in your proposal Some organizations require that you include a complete copy, while others simply require that you refer to the RFP by name or number.

Make sure to follow the audience’s instructions carefully A synopsis or an executive summary is often less useful in proposals than in other reports: In unsolicited proposals, your transmittal letter will already have caught the reader’s interest (making a synopsis or executive summary pointless).

In solicited proposals, the reader is already committed to studying your proposal, and your introduction would provide an adequate preview of the contents.

The letter of transmittal included in proposals is handled differently, depending on whether the proposal is solicited or unsolicited: It follows the direct approach when the proposal is solicited.

It follows the persuasive approach when the proposal is unsolicited.

As with other types of reports, the text of a proposal consists of the introduction, body, and close.

Proofreading Your Reports and Proposals When you proofread textual material, check for inconsistencies, errors, and missing components.

With reports, it’s also important to proofread visuals and to check design elements and format.

Try to enlist someone with “fresh eyes” to proofread your report, ideally two people: Someone who is an expert in the subject matter can ensure your report’s technical accuracy.

Someone who isn’t an expert in the subject matter can ensure that a wide range of readers will understand your report.

Distributing Your Reports and Proposals Your choice of distribution method depends partly on the type of report or proposal: For physical distribution to a large group, consider a professional courier or package delivery service to help your document stand apart from the crowd.

For physical distribution to a single person or small group, consider delivering it in person to answer immediate questions and emphasize recipient benefits.

For electronic distribution, provide PDF documents to overcome people’s reluctance to open word processor files and to control how your document is displayed to your audience.

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If you don’t get a response from readers within a week or two, you can try to stimulate a response to your report: Ask politely whether the report arrived.

If an RFP specifies a response timeframe, avoid pestering recipients ahead of schedule.

Ask a question about the report.

Offer to answer any questions or provide additional information.

Writing a Request for Proposals An RFP is an informational report that provides potential bidders with the information they need to craft effective proposals.

All RFPs should include some combination of these elements: Company background Project description Requirements Decision criteria Proposal requirements Submission and contact information Don’t ask bidders for information about every aspect of their operation if such details aren’t relevant to your decision. Doing so Is unfair to bidders Will unnecessarily complicate your review process Will discourage some potentially attractive bidders from responding To increase the effectiveness of your RFP, try to Identify your decision criteria and brainstorm the information you need to measure against them Give bidders plenty of time to respond Consider establishing an online system for tracking responses automatically DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts EXECUTIVE SUMMARY Purpose of the Proposal This document will acquaint the reader with three principal topics: • • •

Describing the San Diego State University (SDSU) Suntrakker project to design, build, and race a solar car at the World Solar Challenge Race across the Australian outback in 1993 How SDSU departments have the tenacity and know-how to build and race a solar-powered vehicle in Australia Illustrating that the team-oriented, interdepartmental disciplines at SDSU have the tenacity and know-how to build and race a solar-powered vehicle in Australia [Use parallel structure.]

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Explaining how the Suntrakker business team expects to promote Suntrakker and generate the necessary support, funds, and materials from students, alumni, community members, and local businesses. You’ll also read about our efforts to reorganize student-governing bodies in order to accomplish this project. [Omit irrelevant details.]

Project Profile The Suntrakker Solar Car project was conceived in July 1990. Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students will commit themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge. Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students committed themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge. [Use a consistent time perspective.]

Although it was tough and we didn’t know where to begin, we eventually talked other students into joining the project. From modest beginnings, the Suntrakker project quickly evolved into a cross-disciplinary educational effort, encompassing students from many colleges of San Diego State University. [Use a consistent level of formality.] The project has sparked the interest of student volunteers with valuable real-life experiences and has brought them together in an effort that benefits not only the students themselves but also the university and the environment.

Sponsors contributing to the success of the Suntrakker project will benefit in several ways: • • •

Building awareness of their goodwill Gaining advertising for their products or services Enhancing their name recognition

In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories; details are included in the full proposal. In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories: Not only will company names be showcased, but company products will be field-tested in this highly publicized international contest. [Include support in the executive summary.]

Multiple Choice Options (correct answer is underlined): 1. Choose the option that explains how to improve this list item: “How SDSU departments have the tenacity and know-how to build and race a solar-powered vehicle in Australia.” a. Move it to the top of the list b. Rewrite it in parallel structure with other items: “Illustrating that the team-oriented, interdepartmental disciplines at SDSU have the tenacity and know-how to build and race a solar-powered vehicle in Australia” c. Shorten it: “How SDSU departments will build and race a solar-powered vehicle” d. Put the most important information first: “To build and race a solar-powered vehicle in Australia, SDSU departments will use their know-how and tenacity”

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2. Select the option that offers a better solution than this sentence: “You’ll also read about our efforts to reorganize student-governing bodies in order to accomplish this project.” a. Rewrite the sentence to read: “We first had to persuade student-governing bodies to change their rules before we could attempt this project.” b. Rewrite the sentence to emphasize the team’s skill: “Our project team was successful at reorganizing student-governing bodies in order to accomplish this project.” c. Move the sentence to the end of the first item since this step came first chronologically. d. Omit the sentence because this level of detail is irrelevant to the purpose of persuading readers of the summary to fund the project.

3. Choose the option that best corrects the error in this sentence: “Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students commit themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge.” a. “Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students commit themselves to designing and building a superior solarpowered vehicle to compete in the World Solar Challenge.” b. “Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students was committing themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge.” c. “Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students committed themselves to designing and building a superior solarpowered vehicle to compete in the World Solar Challenge.” d. “Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students were committing themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge.”

4. Select the option that explains and corrects the problem with this sentence: “Although it was tough and we didn’t know where to begin, we eventually talked other students into joining the project.” a. It’s too informal compared to the rest of the summary; substitute: “From modest beginnings, the Suntrakker project quickly evolved into a cross-disciplinary educational effort, encompassing students from many colleges of San Diego State University.” b. It stresses the negative; substitute: “We eventually lured other students into joining the project.” c. It doesn’t give sufficient detail; substitute: “Although it was tough and we didn’t know where to begin, we eventually talked other students into joining the project and they brought in a lot of know-how and good old-fashioned stick-to-it-iveness.” d. It must emphasize benefits to the reader; substitute: “The top-notch students we dragged into the project brought in a whole lot of good ideas and really put some shine on our production team, which will put a gleam on your company, as well, if you opt in on funding the project.”

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5. Choose the option that repairs the problem demonstrated by this sentence: “In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories; details are included in the full proposal.” a. Supporting information should be broken out into a special brochure or enclosure: “In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories; see the accompanying brochure for details.” b. To give emphasis, this should be broken into two sentences: “In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories. The full proposal contains details about how this will benefit investors.” c. Supporting information should be included in an executive summary whenever possible: “In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories: Not only will company names be showcased, but company products will be field-tested in this highly publicized international contest.” d. Supporting information is irrelevant to the executive summary and it’s not necessary to refer to it: “In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories.”

Final, Improved Version EXECUTIVE SUMMARY

Purpose of the Proposal This document will acquaint the reader with three principal topics: • • •

Describing the San Diego State University (SDSU) Suntrakker project to design, build, and race a solar car at the World Solar Challenge Race across the Australian outback in 1993 Illustrating that the team-oriented, interdepartmental disciplines at SDSU have the tenacity and know-how to build and race a solar-powered vehicle in Australia Explaining how the Suntrakker business team expects to promote Suntrakker and generate the necessary support, funds, and materials from students, alumni, community members, and local businesses.

Project Profile The Suntrakker Solar Car project was conceived in July 1990. Motivated by the success of the General Motors Sunrayce, a small group of SDSU engineering students committed themselves to designing and building a superior solar-powered vehicle to compete in the World Solar Challenge.

From modest beginnings, the Suntrakker project quickly evolved into a cross-disciplinary educational effort, encompassing students from many colleges of San Diego State University. The project has sparked the interest of student volunteers with valuable real-life experiences and has brought them together in an effort that benefits not only the students themselves but also the university and the environment.

Sponsors contributing to the success of the Suntrakker project will benefit in several ways:

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• • •

Building awareness of their goodwill Gaining advertising for their products or services Enhancing their name recognition

In addition, the Suntrakker project offers a unique opportunity for those companies that can donate parts and accessories: Not only will company names be showcased, but company products will be field-tested in this highly publicized international contest.

COMMUNICATION CHALLENGES AT THE BILL AND MELINDA GATES FOUNDATION (p. 484)

Individual Challenge Students can find a variety of documents on the site by entering “report” or “brochure” in the The e-mail message could emphasize the generally hidden costs of having professional staffers Search Box.making They may notice that and the documents tend to have a variety of to different spend time design choices fiddling around with their software achievedesigns. individual designs. Standard design templates eliminate most or all of this decision making.

Team Challenge Some preliminary searching should lead students to the term telemedicine. A search for "telemedicine" and "India" should yield thousands of hits (http://www.themanager.org/Resources/Telemed.pdf is a good example).

Topics could include the technologies currently available and their advantages and disadvantages, new technologies likely to available in the near future, programs now in place, information needs of patients versus healthcare providers, public acceptance of information technology as a means to receive health information, and other barriers to dissemination of health information (such as cultural norms).

TEST YOUR KNOWLEDGE (p. 485) 1. Revising reports and proposals involves evaluating your organization, style, and tone; working to improve the report’s readability by varying sentence length, keeping paragraphs short, using lists and bullets; and adding headings and subheadings. You should keep revising the content until it is clear, concise, and compelling.

2. Start a new page whenever a section needs to stand apart. Doing so will help readers navigate and recognize transitions between major sections or features. For instance, a short introduction is not usually followed by a page break, but a long introduction might end with a page break to help readers recognize the shift in flow to the main body of the report, which begins on a new page.

3. The title page of a report includes the report title; the name, title, and address of the person or organization that authorized the report; the name, title, and address of the person or organization that wrote the report; and the date of submission.

4. A letter of authorization is a document requesting that a report be prepared; however, a letter of acceptance is an acknowledgement of the assignment to conduct a study and prepare a report. The letter of authorization is sometimes included in the prefatory parts of a report; a letter of acknowledgement is rarely included.

5. A letter of transmittal is a letter or memo conveying the report to the audience. It is generally

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positioned right before the table of contents of the report.

6. When busy readers are likely to need a fully developed “mini” version of the complete report, executive summaries are useful—sometimes including headings, visual aids, and transitions but always covering important points contained in the document. Because these summaries help readers who lack the time or motivation to read the full report, they must be complete; these readers may never study the text of the full report.

7. Supplementary parts often included in formal reports are appendixes, bibliography, and index.

8. An appendix contains material that is related to the report but is less relevant or important than information included in the text, or perhaps it is too long or too awkward to include in the text.

9. Citing references within the text demonstrates that you’ve done your research. It can build your credibility, especially if you’re citing well-known or important authorities. Writers of persuasive messages may repeat citations of a well-known source to support their argument.

10. A proposal’s RFP (request for proposal) is equivalent to a report’s letter of authorization.

APPLY YOUR KNOWLEDGE (p. 485) 1. The executive summary is, in at least one important way, a persuasive message. In some cases, it is the author’s attempt to convince the audience to read the report it introduces. In other situations, the executive summary is designed to convince readers to go along with the author without taking the time to read the entire report.

2. If a lengthy report features aspects that can be subdivided into different types of indexes, it might be advantageous to produce them separately. For example, this text offers an index of the organizations mentioned throughout the book, as well as a standard subject index.

3. In a solicited proposal, references to previous clients might be subtle, probably incorporated into the portion of the body that describes the company’s qualifications for the project. Rather than a list of names and addresses, it might be a statement such as, “We’ve built highly successful shopping centers for hundreds of satisfied clients during the past 20 years.” An unsolicited proposal would include this type of statement in the body of the text and would probably also benefit from a list of client names and addresses included as an appendix.

4. Including a bibliography does not require the writer to include in-text citations—whether the writer cites the source directly in the text itself or uses the author/date system, the keynumber system, or superscripts. In this chapter, students learn that a bibliography is a list of sources consulted when preparing a report. Students should follow the referral to Appendix II, which explains that using in-text citations depends not on whether a bibliography is included but on whether source material is quoted directly, is paraphrased, is general knowledge, or is specialized knowledge generally known among the report readers.

5. For both audiences, the body of the report should contain the basic facts—the information obtained from the survey. This information should be presented in direct, objective terms so

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that both managers and employees can interpret it easily. The report for managers, however, will probably contain conclusions or recommendations omitted from the employees’ report.

Any prefatory and supplementary parts would be determined according to the formality the writers believe to be necessary. However, no individual employees’ names should be shown in either version of the report, to preserve the anonymity of the respondents.

PRACTICE YOUR KNOWLEDGE Message for Analysis (p. 485) The chapter made several recommendations for effective executive summaries: • An executive summary should be a fully developed “mini” version of the report • It may contain headings and even visual elements • It is often organized in the same way as the report, although the sequence can differ from the rest of the report • The length of the summary should be proportionate to the length of the report Students should recognize the following attributes of this executive summary: • At two and a half pages, this executive summary could be considered rather short for a 130page report; however, it does present highlights of the report content.

• It contains several headings to assist the reader, although the subheadings could be better designed, both to differentiate parts from chapters and to make them both stand out from the body text.

• It is organized in the same part/chapter sequence as the main report.

Exercises (pp. 485–486) 15.1

One possible revision is, “The 376 employees who completed our online survey are primarily concerned about rising health insurance rates and elder care issues (including health insurance during retirement).”

15.2

If the Electrovision report is for information only, it will contain no recommendations and so will need a new title, such as “Electrovision’s Travel and Entertainment Costs.” Most headings will need to be changed to reflect the informational nature of the report, and the section titled “Methods for Reducing Travel and Entertainment Costs” will be removed.

Students may identify additional details that must be changed. The new transmittal memo should focus on key findings without making judgments or recommendations.

Student versions of this letter will vary. In general, it should be upbeat, stressing the group’s gratitude for the County Arts Council grant, and should mention that the grant allowed the Friends of the Library to support literacy and boost library usage through a diverse set of activities and acquisitions. The letter should touch on highlights of the report and build goodwill because the writer hopes the recipient will continue providing grants in future years.

Students should recognize elements such as these:

15.3

15.4 •

Purpose: To give parents entertaining and engaging activities to promote the joy of

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reading Title: The title clearly communicates the purpose of the report, and the subtitle provides clear clues to the content of the report Type of report: Informational Structure: Students can pick up the structure from the Contents page Visuals: The online version uses very few visuals, none of which add information value (PDF version contains no visuals) Online medium: Links make it easy to navigate to sections of interest

To guide class discussion on this issue, you’ll want to draw your students toward professional behavior, even in the face of a potential ethical lapse on the part of the superior. Remind students that this situation may not actually be an instance of ideastealing at all. Perhaps they can brainstorm other possibilities; for example, given the number of active minds and informal communication channels in a typical organization, it may be possible that somebody else independently suggested the same idea to the vice president.

Or ask students how they could determine more about the boss; that is, if she has not exhibited similar behavior in the past, then why jump to the conclusion that she’s stealing credit now? Is she ignoring other communications or only this one? What about nonverbal signals (e.g., does the boss appear to be avoiding eye contact in the cafeteria, etc.)? Is this the only communication that has gone unanswered (e.g., maybe the boss is going through a personal or professional crisis and hasn’t had time to respond to any messages)?

If after thorough analysis of the situation, it turns out that the boss has indeed stolen the idea, encourage students to explore potential long-term results of the various options they might pursue, such as confronting the boss or going over the boss’s head to complain to a superior. Here are some options that might help:

• • • • •

If your company has someone in charge of career planning (often in the human resources department), discuss the problem with him or her and ask for advice.

Document your work, making copies of all memos and reports that you send to your boss.

Let your boss know you want to move up. Ask for help developing your career.

Tell your boss that you appreciate her or his receptivity to your ideas. Ask to be included in more meetings with upper managers.

Seek opportunities to interact on a casual basis with upper management people.

Do not confront your boss with an angry accusation that he has stolen your ideas, and do not try to go over his head with a complaint to upper management.

As the teams explain the rationale behind their solutions, you might get other teams to play devil’s advocate and challenge their assumptions. For example, if a team decides the boss should be confronted directly, ask members what they would do if the boss were to flat-out deny taking credit (even in the face of irrefutable evidence to the contrary). If a team suggests that the employee should simply forget the incident and let the boss take credit to preserve the status quo, ask members what kind of future that employee could expect in the company. Will the boss take advantage of every good idea? Will the employee become invisible at promotion time? And if a team decides to complain to the boss’s superior, ask members how the employee’s working life will be once the boss learns of this action. If a team comes up with an innovative, unique, win-win solution, give the students bonus points.

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CASES (pp. 487–495) 1. GIVING IT THE ONLINE TRY: REPORT ANALYZING THE ADVANTAGES AND DISADVANTAGES OF CORPORATE ONLINE LEARNING Students choosing the direct approach to recommending that Paper Products adopt an e-learning program should present the advantages before the disadvantages and include some facts to support their recommendations. Those recommending that Paper Products not adopt an e-learning program should present disadvantages before advantages, and also include some facts to support their recommendations. Regardless of the student’s recommendation, the memo should be concise and to the point. Not every item listed should be presented. Students recommending the program might want to include some examples of companies that are successfully using e-learning as a way to stimulate ideas for programs at Paper Products, Inc. 2. GRUMBLING IN THE RANKS: WHEN DEPARTMENTS CAN’T AGREE ON THE VALUE OF WORK Tempers are no doubt flaring across the company and people are surely demanding answers, so both timeliness (to proceed toward a resolution as quickly as possible) and accuracy (to avoid fueling the fire with misinformation) are paramount in this report. Here are a number of suggestions for students, based on the three-step writing process: Analyzing the situation: Because the assignment from the CEO is merely to provide information about the situation and not to solve the problem, starting with a clear statement of purpose is vital—both to guide the writing effort and to remind the CEO when he or she reads it. Even though the audience is just a single person and the report is requested, sketching a brief audience profile will be helpful since the student (in the role of the new HR manager) doesn't have a long history with the CEO. In addition, a clear work plan will help the report writer make the best use of limited time.

Gathering information: The CEO asked for a report on available information, so students won’t need to allow for additional information gathering, such as an employee survey.

However, in their role playing, some students may provide additional hypothetical information, such as industry-wide averages or insights from a previous job.

Selecting the right medium: Confidentiality is the overriding concern in this case, and there’s already evidence of vulnerabilities in the company’s electronic communication network, so a printed memo with no copies and hand-delivered to the CEO is probably the best choice.

Organizing: A direct approach is called for since the report is primarily about delivering information, and the CEO requested it. To organize the information, a comparison approach will be most effective, and students should also keep the numeric and narrative information separate to avoid confusion. If students choose to add information beyond that shown in the two tables, it should be presented after the salary data and responses from the two managers.

Adapting to the audience: Since the report writer is a new employee, his or her response to this crisis is likely to be a career-defining moment. The CEO’s assessment of that response, positive or negative, will help establish perceptions that could last years. Consequently, the report needs to clearly and directly meet the audience’s needs, while confronting the problem head-on.

Complaining about the information leak or criticizing the company’s computer systems will detract from the purpose of the report and therefore generate a negative reaction from the audience.

Composing the report: The report should be written in a calm, neutral style. A voice of reason is doubly appreciated during a time of crisis. Any insights the writer can find that might help define a solution should be offered as well, such as noting that while the range of salaries for engineers is

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considerably broader than the range for marketing staffers, the averages are not terribly far apart across the two departments. This suggests that a few top performers in the engineering group are paid far above the average, which might not be out of line at all.

Revising, producing, proofreading, and distributing: The primary concerns here are accuracy and confidentiality.

3. BUILDING A NEW MAGAZINE: FINDING OPPORTUNITY IN THE REMODELING CRAZE From Tables 15.1 through 15.5, students should be able to identify a possible “sweet spot” in the data: kitchens, bathrooms, and home offices are the most frequently tackled rooms; $10–$20k is the most common budget range; and the tasks that are (1) of most interest to “heavy-hitter” DIYers and (2) probably covered less extensively by publications that focus on more-superficial tasks would include conceptual design, demolition, framing, plumbing, and possibly finish carpentry and tile work (although these last two might be considered “lighter” tasks and therefore might be covered adequately by other publications).

The follow-on research task, then, is to see whether a magazine market really exists for homeowners who want to extensively remodel kitchens, bathrooms, and home offices (as well as other rooms, but these would be the big three) with fairly sizable budgets in projects where they would tackle conceptual design, demolition, framing, and plumbing. Moreover, since consumer publications rely heavily on advertising, the research also needs to identify how many advertisers want to reach such a market. Lastly, the report should indicate how well or poorly this market is currently being served by other publications (students will need to make up this information).

The funding request portion of the report needs to make a strong case for pursuing the additional research, based on preliminary indications of the size of the market, the number of advertisers involved, and the competition.

4. PICKING THE BETTER PATH: RESEARCH REPORT ASSISTING A CLIENT IN A CAREER CHOICE This decision-oriented report should be in direct order, organized around either conclusions or criteria.

Although the reader is receptive, the best organizational approach is probably to use criteria; you want the reader to focus on the relative merits of two career opportunities. Using criteria will call attention to the distinction between the two alternatives in relation to your client’s goals.

Because this is a formal report to a client, you want it to look professional. A separate cover, followed by a title fly and a title page, would add a nice touch. If a letter of authorization was prepared, you might include it, although this is optional. Because the report is brief, a separate synopsis is probably unnecessary; the letter of transmittal can provide a brief overview of the report’s contents. Similarly, the table of contents may include a list of any illustrations.

The formality of the client-consultant relationship suggests that you begin the report with a reasonably complete introduction—at least a page long—with a separate heading and perhaps some subheadings. In this introduction, you should mention the problem, the scope of the assignment, your methodology, and any limitations. In addition, you should briefly state your recommendation, and lead into the body by explaining how the points are organized.

The first major section of the body, identified by a descriptive heading such as “Client’s Stated Career Goals,” should identify the five major criteria used to evaluate the two alternatives. These criteria should be stated in the form of complete sentences whose general structure and level of specificity match the following: Position should offer a beginning salary of $28,000 or more a year.

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The remaining headings in the body should correspond either to criteria (stated in descriptive terms, such as “Compensation,” “Promotion Potential,” or “Working Environment”) or to job alternatives (“Job A,” “Job B”). A final section, titled “Conclusions and Recommendations,” should summarize the results. A table might prove helpful here. The recommendations section might list steps the client could take to obtain the preferred career.

5. SELLING OVERSEAS: RESEARCH REPORT ON THE PROSPECTS FOR MARKETING A PRODUCT IN ANOTHER COUNTRY This decision-oriented, analytical report may be organized in two ways, depending on the probable reader reaction. For a positive reaction, you should use a direct order based on conclusions. If you expect resistance, use an indirect order based on a list of reasons.

Because this is an internal report, the format and style may be relatively informal. Prefatory parts should include a title page/cover, a memo of transmittal/synopsis, and a table of contents that includes illustrations.

The text should begin with a brief introduction (no heading required) that describes the opportunity, mentions the type of research performed, and indicates the order in which points will be presented. If a positive response is expected, the introduction should state the basic conclusion/recommendation: “We should sell product X in country Y for these three reasons.” If resistance is anticipated, the introduction should pose the question, “Should we do this? Here are the factors to consider.”

The body should run continuously (with no separate chapters). Organize it around either conclusions or reasons. Headings should be informative (direct order) or descriptive (indirect order). Because a decision on this issue involves major commitment, include solid facts about demand, marketing, logistics, manufacturing, staffing, and financing.

The final section of the text, titled “Conclusions and Recommendations,” should summarize the case for introducing the product in the target country. If the report is in indirect order, the conclusion section requires in-depth development, and the recommendation section should use conditional phrasing: “If a decision is made to go forward, these are the steps required.” If the report is in direct order, the conclusions may be stated briefly (possibly in list format), and the recommendations may be stated more positively: “Within the next two months, we should do these five things.”

6. A READY-MADE BUSINESS: FINDING THE RIGHT FRANCHISE OPPORTUNITY The content of these reports can vary widely, depending on the companies students choose.

No matter which five franchises students choose, however, thorough research is the key to success in this exercise. They need to identify not only the franchising requirements but the nature of the work as well—to make sure they’re suited to it and can convince investors of their suitability. A comparative report such as this can make good use of both narrative descriptions (brief histories of each company, for instance) and tabular data (such as financial requirements).

7. YOU CAN GET ANYTHING ONLINE THESE DAYS: SHOPPING FOR AUTOMOBILES ON THE INTERNET This report is a straightforward writing project; here are several suggestions to assist students: Statement of purpose: Make sure to focus on the information that buyers’ need—and only that information. The history of online buying, the market dynamics of car retailing, lists of features to look for in the car itself, and other factors might be interesting, but they’re not central

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to this task.

Audience profile: Online shoppers are a diverse lot; some are be quite comfortable with shopping online, whereas others are compete novices. In addition, many consumers are intimated by the car-buying process in general, no matter where it takes place, and this anxiety will add to the uncertainty. Because the stated use of the report is introducing consumers to the basic concepts, students should be sure to cater to the needs of the beginners in the audience (as opposed to more-advanced online shoppers).

Organization: The organization should be simple and logical. Here is one possibility using a three-part structure: I. What you can—and cannot do—online (set audience expectations for what they'll be able to accomplish using an online car-buying service) II. How the process works (walk the audience through the process so the understand what will happen and when; a flowchart diagram is a good visual possibility) III. How to get started (answer the “OK, now what do I do?” question, telling people where to go online to get started; a table of websites such as that provided in the case would be helpful here) Adapting to the audience and composing the report: Clarity and simplicity are at a premium in a report such as this. Students should keep the target audience in mind and avoid the jargon that Internet-related writing falls into too frequently.

8. MOVING THE WORKFORCE: UNDERSTANDING COMMUTE PATTERNS Students have two creative challenges in a report involving this much data (of course, many business reports have many times this much): presenting the data (in graphical or tabular format) and providing narrative summaries of the data. Although tables do present all the necessary data, visuals would make the most compelling points more instantly recognizable. For instance, the data in Tables 15.7 (carpool habits), 15.8 (use of public transportation), and 14.11 (telecommuting) could be effectively presented as pie charts. Table 14.9 (impact of improvements to public transportation) could be replaced with a bar chart that shows the percentage of employees responding to each item. And Table 15.10 (distance traveled) is a good candidate for a map that shows concentric distance rings around the company location (e.g., a ring at 1 mile, a second ring at 3 miles, etc.), with data labels indicating the number of employees who live in each ring.

For the second challenge, interpreting the data and providing concise narrative summaries, students should focus on the aspects of each data set that are most relevant to the transportation challenge. These highlights include such observations as the following: Table 15.7 (carpool habits): Only a third of the workforce carpools regularly, so this option might yield some significant improvements.

Table 15.8 (use of public transportation): More than a quarter of the workforce never use public transportation for their commutes, but as Table 14.9 shows, the range of reasons is diverse and not solvable with any one change.

Table 15.9 (impact of improvements to public transportation): subsidized fares and improved safety (both of which are potentially costly options) are the two most important ways to improve employees use of public transportation, but more than 8,000 employee won't use mass transit under any circumstances, so it's not a total solution to the problem.

Table 15.10 (distance traveled): Only 17 percent of employees live within three miles of work, so walking and bicycling are not viable options for most of the workforce.

Table 15.11 (telecommuting): Only 28 percent of employees believe that their jobs are

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compatible with telecommuting in any regular way. Perhaps some change in job design could increase this percentage and make telecommuting a more viable choice.

9. FACE-OFF: INFORMATIONAL REPORT COMPARING AND CONTRASTING TWO COMPANIES IN THE SAME INDUSTRY Here’s an example of a report that student teams might write: AIRBUS AND BOEING A COMPARISON OF TWO AIRLINE AND AEROSPACE RIVALS INTRODUCTION

Boeing has been defined by its sheer technical bravado—and at times by its almost willful disregard for financial realities. The Seattle company designed the B-52 in a single weekend and launched the 747 jumbo jet in spite of the many observers who declared it financial suicide. Boeing is the world’s largest aerospace company and the largest exporter in the United States. It has built some 85 percent of the world’s jetliners and has dominated commercial aviation since the 1950s (Zuckerman, “Jet Wars” C1). But in 1999, the once unthinkable happened: As Figure 1 shows, rival Airbus sold twice as many planes as Boeing (Prado A14).

Figure 1. Number of airplane orders for Boeing and Airbus

800 Airplane Orders

700 600 500 400 300 200 100 0 '91 '92 '93 '94 '95 '96 '97 '98 '99 Boeing

Airbus

Source: Adapted from Laurence Zuckerman, “A Wing-and-Wing Race,” New York Times, 1 December 1999, C1, C2; Gail Edmondson, Janet Rae-Dupree, and Kerry Capell, “How Airbus Could Rule the Skies,” Business Week, 2 August 1999, 54; Paulo Prada and David Gauthier-Villars, “Airbus Sales Hit a Record $17.2 Billion,” Wall Street Journal, 30 January 2001, A14; Laurence Zuckerman, “The Jet Wars of the Future,” New York Times, 9 July 1999, C1, C5.

Airbus was founded in 1970 as a consortium of four European partners with homes in Great Britain, Germany, France, and Spain. Airbus would never have gotten off the ground without subsidies from the partners’ governments. In 2001, confident that Airbus could finally stand on its own, the partners turned it into a single private company. Like Boeing, Airbus manufactures a full fleet of planes. Unlike Boeing, it has no jumbo jet. As a result, when it approaches an airline with a package deal, it has no big plane to clinch the sale (Taylor 103).

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DIFFERING APPROACHES TO MANUFACTURING

Airbus and Boeing build their planes differently. At Airbus, large airplane components, such as wings, cockpits, engines, and landing gear, are produced by suppliers all over the world and flown in giant cargo jets to a final assembly building in Toulouse, France. There, a handful of employees operating giant machines snap the large plane sections together. The finished aircraft are sold by Airbus Industrie, a sales and marketing joint venture owned by the partners (Zuckerman, “Wing-and-Wing” C1). Many once-loyal Boeing customers now find innovative Airbus designs to be technologically superior and more comfortable for passengers. Besides offering wider planes that accommodate wider passenger seats, more overhead bin space, and more aisle space, all Airbus jets share the same cockpit design. This uniformity allows pilots to easily shift from flying one model to the next, which can slash pilot training from 30 days to less than 8 and save airlines millions of dollars annually (Michaels, “Spread Wings as a Company” A15).

Until recently, Boeing customized a cockpit for every model and built airplanes like customized houses: Airlines could select from 109 shades of white paint or 20,000 galley and lavatory configurations. Worse yet, Boeing relied on a manual numbering system to track the 4 million parts and 170 miles of wiring needed for any one airplane (Useem 153). Compared to Airbus, Boeing’s assembly lines were a beehive of activity, and its systems were woefully inefficient. Boeing is now rebuilding its operations and systems, but only after learning its lesson the hard way (Michaels and Cole B1).

COMPETITIVE TACTICS BACKFIRE FOR BOEING

With Airbus gaining ground in the mid 1990s, Boeing decided to deal this challenger a crippling blow. Banking on its ability to overhaul operations, cut production costs by 25 percent, and double production of its profitable 747 line, Boeing offered customers deep discounts on smaller jets to win multi-aircraft orders. But its plan backfired. The company was besieged with more orders than it could deliver on time. Production problems, management turmoil, and a market slowdown (spurred by the Asian economic crisis) collided head-on with Boeing's planned system upgrades, sending the aerospace giant into a tailspin.

The company took years to recover, and the crisis triggered a massive reengineering attempt (Reinhard 62; Useem 148–160). Boeing is now following in its rival’s footsteps by outsourcing the manufacturing of more components. “The goal is to transform Boeing into a company focused on design, marketing, and assembly while letting others build the parts,” says one Boeing spokesperson (Squeo A8).

OPPOSING VIEWS OF THE FUTURE

Boeing and Airbus have very different visions of the future of aviation. Airbus believes that the number of people traveling between the world’s biggest airports will grow faster than airport capacity, boosting demand for a new generation of gigantic planes. Airbus projects that the market potential for a superjumbo is about 1,500 planes. So it is spending $12 billion to develop the world’s biggest passenger jet, which it claims will revolutionize air travel just as the 747 did (Zuckerman, “Jet Wars” C5). The wide A380 superjumbo double-decker will seat 555 passengers (and can be configured to seat 800), surpassing Boeing’s 416-seat 747-400. The A380 will showcase the latest technology and use light-weight composite materials currently found in military aircraft, making the A380 cheaper to operate per seat-mile than Boeing’s 747400 (Tagliabue C1). But the superjumbo will fly no faster than today’s jets. Table 1 compares

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the Boeing 747-400 with the Airbus A380.

Table 1. Airbus hopes bigger will be better

Aircraft length Aircraft height Seats Flight range Fuel capacity Cost per seat-mile Max. takeoff weight

Boeing 747-400 www.boeing.com/

Airbus A380 www.airbus.com/

225 ft.

63 ft.

416 8,380 miles 57,285 gallons 3.46 cents 875,000 pounds

239 ft.

79 ft.

555-650 8,798 miles 85,900 gallons 3.25 cents (based on 555 seats) 1,190,000 pounds

Source: Adapted from John Tagliabue, “Airbus Industrie Is Considering a Very Big Bet,” New York Times, Wall Street Journal, 14 July 2000, C1, C6; Daniel Michaels, “Giant Jet Gets Orders It Required,” 30 November 2000, A17, A19; Alex Taylor III, “Blue Skies for Airbus,”Fortune,2 August 1999, 102–108.

“Not worth it,” says Boeing chairman Phil Condit. After taking a close look at the superjumbo, Boeing concluded that it couldn’t make the plane pay (Michaels and Cole B4).

Boeing sees demand for new jets in the 400 plus category ranging between 400 and 1,000 units over the next 20 years. The company plans on servicing this growth with its current 747 model and a new longer-range version that could fly an additional 775 miles without sacrificing airspeed or cargo capacity (Zuckerman, “Supersonic” C1). In fact, Boeing thinks the Europeans “have gotten themselves in a terrible jam. They just won’t be able to meet their commitments,” says Joe Sutter, the engineer who led the design team that produced the original 747 (Zuckerman, “Wing-and-Wing” C1). Airports would need to spend hundreds of millions of dollars to upgrade terminals and taxiways to service the A380 and its two levels of jetways. Furthermore, the superjumbo’s huge capacity limits its use to only the most densely traveled routes (Michaels, “Airbus Clients Worry” A21).

In contrast, Boeing is betting that airlines will begin using moderately smaller planes to fly passengers directly between smaller cities, bypassing congested hub airports. The company anticipates that new airports will be developed to accommodate passenger needs— especially in trans-Pacific and intra-Asian markets. So instead of building a superjumbo, Boeing will spend about $10 billion to develop a near-supersonic plane that will be able to fly 20 percent faster than today’s conventional planes without breaking the sound barrier and without increasing operating costs. The Sonic Cruiser 20XX will save one hour of flying time for every 3,000 miles flown, which could change the way the world flies (perhaps as dramatically as the introduction of the jet engine) (Squeo A8).

MARKET GAMBLES—BOTH FIRMS “BET THE COMPANY”

If the Airbus vision is right, the newcomer will likely steal some of the most lucrative sales from large markets such as Japan, where Boeing holds a commanding market share. For instance, if the Japanese buy the A380, Airbus could become the undisputed world leader in the market for big jets, ending Boeing’s 30-year jumbo-jet monopoly. Furthermore, if it turns out that customers like the A380 better than Boeing’s current 747 or its planned long-range version, they may be tempted to buy their smaller jets from Airbus as well as their larger jets (Edmondson 54).

On the other hand, if Airbus has misjudged the market demand for superjumbos, the company and its backers would be facing a financial catastrophe. For one thing, developing the proposed A380 could zap resources from existing lines, which would hurt the company's

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overall competitiveness at a time when Boeing is devoting its engineering efforts to squeezing costs out of planes and manufacturing processes while developing a smaller plane for faster travel (Michaels, “Airbus Clients Worry” A21).

If Boeing is on target with its vision for the future of air travel, it will head off the serious Airbus challenge that has already upset the U.S. producer’s market dominance. But if Boeing has miscalculated, it will sacrifice large profits, as well as the huge jumbo-jet market that, until now, it had controlled entirely. In good years, roughly half of Boeing's profits came from sales of the company’s 747, the uncontested queen of the skies and flagship of most of the world’s major airlines. Designing a new superjumbo would take years; therefore, if it turns out that Boeing's vision is wrong, the U.S company would be hardBoth pressed Boeing to catch and Airbus up (Useem are making 158–160). one of those bet-your-company decisions. Airlines buy planes well in advance of market demand, and then they fly them for decades. “You make decisions and then you don’t find out whether they make sense until ten years later,” says Boeing’s Sutter. But “that’s what life’s about in the airplane business.”

REFERENCE LIST

Cole, Jeff. “Flight of Fancy.” Wall Street Journal, 3 November 1999, A1, A10.

Cole, Jeff. “Wing Commander.” Wall Street Journal, 10 January 2001, A1, A12.

Edmondson, Gail, Janet Rae-Dupree, and Kerry Capell, “How Airbus Could Rule the Skies.”

Business Week, 2 August 1999, 54.

Holmes, Stanley. “Boeing Jettisons a Plant.” Business Week, 2 February 2001, 14.

Michaels, Daniel. “Europe’s Airbus Ready to Spread Wings as a Company.” Wall Street Journal, 23 June 2000, A15.

Michaels, Daniel. “Flying High.” Wall Street Journal, 25 September 2000, R18, R19.

Michaels, Daniel. “Giant Jet Gets Orders It Required.” Wall Street Journal, 30 November 2000, A17, A19.

Michaels, Daniel. “Some Airbus Clients Worry About Jumbo Jet’s Impact.” Wall Street Journal, 24 July 2000, A21.

Michaels, Daniel, and Jeff Cole. “Taking Tons Off the World’s Biggest Passenger Jet.” Wall Street Journal, 19 January 2001, B1, B4.

Prada, Paulo, and David Gauthier-Villars. “Airbus Sales Hit a Record $17.2 Billion.” Wall Street Journal, 30 January 2001, A14.

Reinhardt, Andy, John Rossant, and Frederik Balfour. “Boeing Gets Blown Sideways.”

Business Week, 16 October 2000, 62.

Squeo, Anne Marie. “Boeing Plans to Build Smaller, Faster Jet.” Wall Street Journal, 30 March 2001, A3, A8.

Tagliabue, John. “Airbus Industrie Is Considering a Very Big Bet.” New York Times, 14 July 2000, C1, C6.

Taylor, Alex III. “Blue Skies for Airbus.” Fortune, 2 August 1999, 102–108.

Useem, Jerry. “Boeing vs. Boeing.” Fortune, 2 October 2000, 148–160.

Zuckerman, Laurence. “A Wing-and-Wing Race.” New York Times, 1 December 1999, C1, C2.

Zuckerman, Laurence. “Boeing’s Planned Jetliner to Be Almost Supersonic.” New York Times, 30 March 2001, C1–C2.

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New York Times, 9 July 1999, C1, C5.

Zuckerman, Laurence. “The Jet Wars of the Future.” * See Transparencies 155–162 for a copy of this report.

10. IS THERE ANY JUSTICE? REPORT CRITIQUING LEGISLATION Students are writing this report to someone they don’t know, someone who probably receives hundreds of pieces of mail a week from constituents. To make this report stand out from all the other mail, students must pay close attention to appearances. They want to convey the impression that this is a serious, carefully researched analysis, not a subjective, emotional tirade. So they should be careful with the prefatory pieces, especially the letter of transmittal and synopsis. They should be sure the document is attractive and that they begin building credibility immediately. Direct order should work well because the reader will be openminded (although possibly uninterested initially).

The text should begin with an introduction that states the problem, purpose, scope, background, methods, limitations, and organization of the report. Readers are busy and won’t devote much time to this report, so students need to convey the gist of the document quickly. Students may organize the body around conclusions (a list of reasons that either proves thelaw is good or demonstrates that the objectionable law should be repealed). They must proposed be sure to provide factual evidence, not just personal opinions. They will need statistics, case histories, and specific examples to prove their point. If possible, they should dramatize their argument with visual aids.

The report should close with a brief section that repeats the gist of the argument and plainly makes a final pitch for passage or repeal of the law in question.

11. TRAVEL OPPORTUNITIES: REPORT COMPARING TWO DESTINATIONS Because students are writing this report for their own use, it doesn’t have to be fancy. They can assume that they have a receptive reader, so direct order is preferable. Students should keep the prefatory parts simple, omitting the letter of transmittal--but including an informative synopsis.

Students may organize this report in whatever way is most useful to them. One logical approach would be to establish their travel goals and criteria in the introduction and then evaluate each destination against those goals and criteria. Major headings could correspond either to the goals and criteria or to the two destinations.

The “Recommendations” section should include a list of steps that will help students prepare for their travel experience.

12. SECONDARY SOURCES: REPORT BASED ON LIBRARY AND ONLINE RESEARCH These research and reporting tasks vary in terms of both complexity and the degree of speculation required to answer the questions, so you may want to consider assigning a specific question that matches the needs and interests of your class. Whichever question they pursue, students should take care to keep facts and opinions separate (although both may be required to answer the question) and to draw a clear boundary between actual and speculative data (such as past sales data versus forecasted future sales).

13. DOING BUSINESS ABROAD: REPORT SUMMARIZING THE SOCIAL AND BUSINESS CUSTOMS OF A FOREIGN COUNTRY Students can use Table 3.1: Doing Business Abroad in Chapter 3 of this book (p. 76) as an outline for their research; however, their final reports should show assimilation of the material—not just a list of facts. For example, if they are discussing social customs, they should cover concepts of

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space and time and perhaps compare and contrast them to social customs in the United States.

They should keep in mind that one of the goals of their report is to make management aware of these cultural differences. Thus, the report should be insightful. Because of time constraints, encourage students to cover only a few of the topics suggested by the outline headings and to research these topics in depth.

14. POLISHING THE PRESENTERS: OFFERING YOUR SERVICES AS PRESENTATION TRAINER The proposal for a presentation workshop involves two key challenges: communicating the value of an intangible product and tailoring the pitch to make it relevant to the specific target buyer.

Thorough research is the first step to meeting both challenges. Students should focus on how the presentation will yield meaningful results for the target customer, and various businesses can have dramatically different needs for presentation skills.

For instance, if the focus is on making sales presentations, a company that sells a large number of relatively simple and low-cost products or services has different presentation needs than a company that sells a small number of complex, expensive products or services every year.

The former probably doesn't have the time to customize every sales presentation, whereas the latter might invest days or weeks in customizing a presentation for a single customer. By studying the company's website and other available information, students should be able to surmise, in at least a general sense, the types of presentations that the company is likely to give. (Of course, the focus might not be on sales presentations at all, but rather on product training, new employee orientation, or some other business presentation need.)

Since the case didn't indicate that a company had requested the proposal, students should proceed on the assumption that the proposal is unsolicited. Consequently, the proposal should include a section that highlights the importance and value of effective presentation skills (thereby clarifying the need for the workshop).

Students can gain insight into the necessary content and structure for this proposal by following the chain of questions that a typical target customer is likely to ask upon receiving a proposal such as this: 1. Do we really need help with our presentation skills? (If the prospect doesn't already sense the need or can't be convinced of the need in the first few sections of the proposal, he or she isn't likely to continue reading.)

2. Assuming we have a need, is a workshop the right solution? (The prospect might believe that self-paced video training, Toastmasters, or some other alternative is the way to go instead. Again, if he or she may not think that a workshop is the right solution, the proposal needs to address this hurdle before continuing.)

3. If a workshop is the right solution, how do we know that this particular trainer is the right person to teach us? (Assuming the prospect senses the need and agrees that a workshop is the way to go, now it’s time for the presentation coach to explain why he or she is the right trainer for the job.)

By following this chain, students can quickly see that it’s futile to sell the trainer’s qualifications before the potential client is aware of the need or in agreement that a workshop is the right solution. Using this insight, students can formulate a step-by-step persuasive argument that starts from the basic customer need and proceeds toward the specific solution being offered.

15. HEALTHY ALTERNATIVES: PROPOSAL TO SELL SNACKS AND BEVERAGES AT LOCAL SCHOOLS

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Unlike the scenario in Case 14, in which the target customer may not be aware of (or agree with) the need for the proposed solution, most school boards should be keenly aware of the controversy over junk food and unhealthy beverages in today's schools. The primary challenge in this case is maintaining focus, since the brothers have identified many different benefits for a number of different constituencies.

One good way to organize the proposal is by constituency. Here’s a sample outline, starting with a description of the program, followed by benefits to three major groups of people: I Description of the proposed program II Benefits to students (healthier snacks, job training, removal of many forms of brand advertising from school campuses) III Benefits to school administration (share of the business’s profits) IV Benefits to the community (healthier children, fewer worries for parents, support for local farmers) V Request for action (such as an opportunity to make a presentation at the next school board meeting) 16. CAREER CONNECTIONS: HELPING EMPLOYEES GET THE ADVICE THEY NEED TO MOVE AHEAD This scenario is an effective reminder that finding good ideas usually isn’t the problem in today’s business world—it’s turning these good ideas into reality amidst the many competing demands for time, energy, and money. Mentoring is a wonderful idea, but it takes time and energy away from other important activities.

Some points for students to keep in mind: • •

•

•

•

•

This is a solicited proposal (although not being written in response to a formal RFP), so it doesn't need the same justifications that an unsolicited proposal requires.

Although the proposal is solicited, it should clarify exactly what is being proposed, since any two people could have dramatically different ideas of what constitutes a mentoring program and why one would benefit the company.

Whatever program students design, it must benefit the company overall and it must have buyin at the highest levels of the organization to have any chance of getting off the ground. In times of tight budgets, programs that can’t show a connection to the bottom line tend not to get funded.

Measuring the benefits of a mentoring program can be difficult, since many of the benefits are not directly quantifiable (e.g., it’s difficult to point to improved executive etiquette and say how much it has increased sales). By studying the identified problems (e.g., employees who make social gaffes in front of customers), the program leaders will need to devise ways to judge improvements in this behavior. Making sure that the subjects covered in regular performance evaluations are addressed in mentoring relationships is a good start; this will ensure that people are motivated to work on the skills that their bosses judge them on.

The imbalance of supply (executives available to mentor) and demand (employees who want mentors) is likely to be a permanent situation given the pyramid shape of all organizations.

One possibility is to treat entry into the mentoring program as a reward for top performance.

The program needs to carefully consider rewards for mentors and to make mentoring an official part of their job responsibilities, rather than an extracurricular activity they're expected to do on top of everything else. By implication, this means taking something else off every mentor’s plate in order to free up enough time to mentor effectively. The proposal needs to address this as well, perhaps by hiring another person at the executive level and distributing the executive team's responsibilities over this larger group to give each person

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more free time.

Some sort of “matchmaking service” is needed to pair employees with the right mentors— and to judge when a match isn’t working.

PART 6: DESIGNING AND DELIVERING ORAL AND ONLINE PRESENTATIONS This section emphasizes the differences between preparing a written document and preparing an oral presentation. Chapter 16 frames oral presentations in the three-step writing process, discusses the three main parts of an oral presentation, and introduces the fundamentals of delivery. The section also includes discussions about how to overcome the anxiety that often accompanies speaking in front of a group of people, and it advises students on how to maintain control during the question-and-answer period.

Chapter 17 discusses how to create and use electronic slides and overhead transparencies.

Discussions include using color and transitions. Students learn what makes slides effective and how to adapt them to various functions.

CHAPTER 16: CREATING AND DELIVERING ORAL AND ONLINE PRESENTATIONS IMPORTANT CHANGES IN THIS EDITION •

Clarified discussions of getting the audience’s attention in the introduction, then holding it throughout the presentation

CHAPTER OUTLINE Building Your Career with Oral Presentations Planning Your Presentation Analyzing the Situation Selecting the Right Medium Organizing Your Presentation Define Your Main Idea Limit Your Scope Choose Your Approach Prepare Your Outline Writing Your Presentation Adapting to Your Audience Composing Your Presentation Introduction Arousing Audience Interest Building Your Credibility Previewing Your Message Body Connecting Your Ideas Holding Your Audience’s Attention Close Restating Your Main Points Describing Next Steps Ending on a Strong Note Completing Your Presentation

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Mastering the Art of Delivery Preparing to Speak Overcoming Anxiety Handling Questions Responsively Focus on the Questioner Respond Appropriately Maintain Control Survive the Hot Seat Encourage Questions Conclude Your Presentation LECTURE NOTES Building Your Career with Oral Presentations Oral presentations offer you opportunities to demonstrate all your communication skills—your ability to: Conduct meaningful research Plan well Write effectively Design effective visuals Communicate effectively through interpersonal and nonverbal skills Think on your feet Grasp complex issues Handle challenging situations Let your personality shine through If the thought of giving a speech makes you nervous, remember that Everybody gets nervous Being nervous means you care about the topic, your audience, and your career success You need not be a victim of your own emotions—you can control the situation and your emotions Planning Your Presentation When planning oral presentations, one task (gathering information) is essentially the same as for written communication projects; however, the other three planning tasks (analyzing the situation, selecting the right medium, and organizing the information) have some special applications.

When analyzing the situation, pay particular attention to Anticipating the emotional state of your audience, since individual emotions can play off one another in live-audience situations Determining whether you audience is comfortable listening in the language you speak Considering the specific circumstances in which you’ll be making your presentation— audience size, presentation location, environment, equipment, and so on When selecting the right medium, remember that technology offers an array of choices these days, ranging from live, in-person presentations to webcasts.

When organizing your presentation, you’ll perform the same tasks as when organizing a written

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message; however, oral media have certain restraints, so you need to make sure that audience members hear and remember what you say: Audience members can’t leaf back through printed pages to review something you said.

Audience members can’t jump ahead if they are already familiar with certain content.

To get your main idea across most effectively, try to Figure out the one message you want audience members to walk away with Compose a one-sentence summary that links your subject and purpose to your audience’s frame of reference.

Effective presentations are tailored to the time allowed: Running over your allotted time means rushing through your presentation, skipping some of the information you so carefully prepared, or stealing a few minutes from the next presenter.

Running under time means you might find yourself standing in front of the audience trying to ad lib information you haven’t prepared To estimate the time required to present your material Practice, preferably with a test audience Divide your word count by 125 (if you speak slower than average) or 150 (if you speak faster than average)—which will give you a rough idea of how many minutes you’ll need Measure how long it takes to talk through a small portion of your presentation and then extrapolate how long the entire presentation will take Learn from experience how long it will take you to cover a single slide Factor in time for introductions, coffee breaks, demonstrations, question-and-answer sessions, and so on.

When organizing short speeches (10 minutes or less) on routine or positive information, use the direct approach: Plan your introduction to arouse interest and to give a preview of what’s to come.

Prepare the body to explain the who, what, when, where, why, and how of your subject.

Use the close to review the points you’ve made and to help your audience remember the subject of your speech.

When organizing short speeches on negative information, use the indirect approach: lay out the reasons before sharing the bad news.

When organizing longer speeches, organize them like reports: If your purpose is to inform, use direct approach and a structure that is imposed naturally by your subject (based on importance, sequence, chronology, spatial orientation, geography, or category).

If your purpose is to analyze, persuade, or collaborate, organize your material around a logical argument.

Oral reports have one advantage over written ones: You can adjust your outline on the fly if you need to.

Regardless of length, simplicity of organization is crucial in oral communication: Explain at the beginning how you’ve organized your material.

Limit the number of main points to three or four (even in long speeches).

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To ensure effective organization, prepare your outline in several stages: State your purpose and main idea.

Organize your major points and subpoints.

Identify your introduction, body, and close.

Show your connections.

Show your sources.

Choose a compelling, audience-centered title.

To prepare an effective speaking outline, follow these steps: Follow the planning outline.

Condense points and transitions to keywords.

Add delivery cues.

Arrange your notes.

Writing Your Presentation Although you may never actually write out a presentation word for word, you still engage in the writing process: Develop your ideas.

Structure support points.

Phrase your transitions.

Adapt your style to fit the occasion: Audience size Subject Purpose Budget Time available for preparation A more casual style suits a relatively small audience: Choose a venue such as a small conference room with audience members seated around a table.

Use simple visual aids.

Invite your audience to interject comments.

Deliver your remarks in a conversational tone.

Use notes to jog your memory.

A more formal style suits a larger audience: Use a formal style for announcements of mergers or acquisitions, new products, financial results, and other business milestones.

You may be on a stage or platform, standing behind a lectern, and using a microphone.

Use more polished visual aids, such as slides or multimedia presentations.

Deliver your remarks in a more formal tone.

Perhaps use a formal outline to jog your memory.

Always choose your words carefully: Don’t try to impress the audience with obscure vocabulary.

Define any unfamiliar words or terms.

Use words you can pronounce.

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Pay attention to public speaking etiquette: Show consideration for you audience by Making good use of their time Addressing them respectfully Maintaining a professional presence during your speech Like business documents, your speech has three parts: Introduction Body Close In the introduction, you Arouse audience interest Build your credibility Preview your message To arouse interest when developing your introduction, try to Appeal to human nature and encourage people to take the subject personally Show listeners how your subject will affect them as individuals Draw out ideas and encourage comments from the audience throughout your presentation (better with small groups than with large ones) Be sure your introduction matches the tone of your presentation Techniques for arousing interest during the introduction include Uniting the audience around a common goal Telling a story Passing around a sample Asking a question Sharing a startling statistic Using humor (carefully) To build credibility in your introduction, consider letting someone else introduce you (without exaggerating your qualifications), or introduce yourself by Keeping your comments simple Mentioning your accomplishments Telling listeners briefly who you are and why you’re there Mentioning a few aspects of your background To preview your presentation, you Summarize your main idea Identify your supporting points Indicate the order in which you’ll develop your points In the body of your speech, you Clarify the organization of your presentation with transitions Hold your audience’s attention When developing the body of your speech, you must rely on words to link various parts and ideas: One or two transitional words link sentences and paragraphs.

Transitional sentences link major sections of your speech.

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Reviews and previews stress the connection between your ideas every time you shift topics.

Nonverbal cues such as gestures and tone of voice call attention to your transitions.

To hold your listeners’ attention during the body of your speech, try to Relate your subject to your audience’s needs Anticipate your audience’s questions Use clear, vivid language Explain the relationship between your subject and familiar ideas Ask for opinions or pause occasionally for questions or comments Illustrate your ideas with visual aids When developing your close, remember to Tell listeners that you’re about to finish Restate your main points Describe the next steps End on a strong note Completing Your Presentation To complete your speech you will need to Evaluate the content of your message and edit your remarks for conciseness and clarity Master the art of delivery Prepare to speak Overcome anxiety Handle questions responsively You have several delivery methods to choose from: Memorizing Reading Speaking from notes; this is usually the most successful method Impromptu speaking Prepare to speak by Making sure that your location is ready and you have everything you need Making sure that you’re prepared to address audiences from other cultures To overcome your anxiety and feel more confident about speaking, Prepare more material than necessary Practice Think positively Visualize your success Take a few deep breaths Be ready Be comfortable Don’t panic Concentrate on your message and your audience, not on yourself Maintain eye contact with friendly audience members Keep going

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Regardless of how nervous you feel, do whatever you can to appear more confident: Don’t rush—focus on a slow, controlled beginning: Make eye contact and smile.

Maintain eye contact—during your speech, look directly at your listeners as you shift your gaze from one person to another.

Stand tall—avoid gripping the lectern and consider stepping out from behind it.

Emphasize your remarks with appropriate gestures—use your hands and vary your facial expressions to make the message more dynamic.

Sound poised and confident—speak in a normal, conversational tone, vary pitch and speaking rate, and avoid meaningless filler words such as um, you know, OK, and like.

The question-and-answer period gives you a chance to Obtain important information Emphasize your main idea and supporting points Build enthusiasm for your point of view Work in any material that didn’t fit into your formal presentation Try to identify and overcome audience resistance To handle questions responsively, be sure to Focus on the questioner Respond appropriately Maintain control Survive the hot seat by maintaining your composure Encourage questions when your audience is reticent Conclude your presentation on time

SPECIAL FEATURES COMMUNICATING ACROSS CULTURES: Five Tips for Making Presentations Around the World (p. 500) 1. Student answers will vary, but her are some possibilities: “hit one out of the park” — succeeded on a grand or dramatic scale “go for broke” — pursue the goal, regardless of risks “get your ducks lined up” — get all preparations in order 2. This exercise will help students realize how confusing two-word verbs can be for people who speak a different language. The possibilities are innumerable, but some examples that might show up in student answers include these: back up (support), get going (begin), kick around (discuss, consider), make do (manage), make it (succeed), make well (cure), stick together (cooperate), stop by (visit), take pleasure (enjoy), water down (weaken, mix, dilute).

COMMUNICATION MISCUES: Recovering from Disasters (p. 514) 1. This question has no simple answer, unfortunately. If the presentation is about to fall apart, it’s probably wise to bring it down for a graceful “crash landing” in a controlled way, rather than hoping things will magically work out. For instance, a speaker could explain that she mistakenly brought an old copy of the slides but that she knows the material well enough to proceed (assuming that is the case). Of course, under no circumstances is it wise or ethical to try

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to mislead the audience regarding the actual content.

2. Anyone with experience giving electronic presentations knows that sooner or later, something is bound to go wrong. (Overhead transparencies may be clumsy and old school, but they never just disappear or refuse to load.) Depending on the available resources, presenters can take several steps to ensure backup: create a copy on a flash drive and/or CD-ROM, e-mail a copy to a colleague or a host at the presentation site, or even bring a second hard drive with the backup copy on it.

DOCUMENT MAKEOVER (online) Version Marked with Improvements and Chapter Concepts OUTLINE OF CEO’S SPEECH TO EASTLAND INVESTMENT GROUP Prepared by Keys Group PR Department for Brady Keys, CEO Purpose: To talk to investors about a new movie production company To convince investors to finance the Keys Group’s new movie production company [Make purpose as specific as possible.]

I. Introduction In the last 10 years, the number of movie screens in the United States has increased by 50 percent, to nearly 25,000. Those screens are all designed to do one thing: show films. But the major studios cannot possibly provide enough films to fill all these new theaters. As a result, a new breed of independent filmmaker is springing up, many of whom are far more profitable than their larger rivals. Being a big fan of movies, I know that I too can be successful independent filmmaker. [Omit; maintain “you” attitude and audience focus.] I’d like to talk to you today about taking advantage of this exciting business opportunity and about how you can be a part of that effort, right along with the Keys Group and our business partner, Oscarwinning producer Margaret Bach. You will be intrigued by the potential payoff and the relatively limited risk involved.

II A brief history of movie-making 1. The movement from silent to “talking” pictures revolutionized the industry in the 1930s.

2. The use of color film became an industry standard in the 1950s.

3. Special effects technology has improved dramatically in the past 30 years. [Omit; Include only relevant material.]

III. Current movie industry situation [Reorder item as II.] 1. The average cost of producing a major Hollywood movie has skyrocketed.

2. Audience preferences have shifted toward the simpler and more unique films produced by independent filmmakers.

3. Many independent production companies can compete with the big Hollywood studios due to lower overhead.

IV. Company strategy [Reorder item as III.] 1.

2. To locate in the Southeastern United States, where overhead and production costs are 3. low.

4. To produce movies targeted at 21-35 year olds.

To produce movies that can be completed on a budget of less than $2 million.

To maintain high production values.

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To market films via the Internet.

V. Initial projects [Reorder item as IV.] 1.

2. Three initial projects have been chosen for their market potential and relatively low production costs.

An advisory committee of industry veterans is currently reviewing potential future projects.

VI. Expected return on investment [Reorder item as V.] 1. The Keys Group expects this venture to be successful from the start and to become more profitable each year. The Keys Group expects to break even during the first year of business, realize profits of $5 million in the second year, and generate $20 million in profit annually by the end of the fifth year. [Include more details to arouse audience interest.]

2. Depending on the initial investment, investors could realize returns of 30% or more annually.

VII. Conclusion [Reorder item as VI.] The Keys Group’s new movie production company is in an excellent position to take advantage of the opportunities that exist in the movie industry today. Not only will we make successful movies, we’ll also have a lot of fun doing it. The company’s solid business strategy and marketable projects will enable investors to realize attractive returns within a relatively short time. [Strengthen the close by restating benefits specifically.] By investing now, you will share not only in the monetary returns but also in the satisfaction of launching a successful new venture.

Multiple Choice Options: (correct answer is underlined) 1. Select the best option for improving the presentation’s purpose: “To talk to investors about a new movie production company.” a. Replace with the following: “To explain the business opportunities that exist in the movie industry today.” b. Substitute this: “To create investor excitement about the Keys Group’s new movie production company.” c. Substitute this: “To convince investors to finance the Keys Group’s new movie production company.” d. Replace with the following: "To get investors to sink money into our new venture."

Choose the option that would better improve the speaker’s credibility than this sentence: “Being a big fan of movies, I know that I too can be successful independent filmmaker.” a. Substitute this: “As I see it, making movies can’t be any harder than selling fried chicken, and I’ve been doing that successfully for over 25 years.” b. Replace with the following: “Since I’ve seen about 120 movies a year for the past 20 years, I have a good understanding of how to compete against Hollywood.” c. Substitute this: “These independent filmmakers produce an average of two movies per year.” d. Delete the sentence; the introduction builds better credibility without it.

3. Choose the best option for improving the following topic as it relates to the purpose of the presentation: “A brief history of the movie industry.” a. Provide a more in-depth detailed outline for this section. b. Delete the topic; it is not relevant to the purpose of the presentation. c. Replace the topic with the following: “A brief history of movie theaters.”

2.

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d. Substitute this: “A brief history of the major movie studios.”

4. Select the option that arouses audience interest better than this sentence: “The Keys Group expects this venture to be successful from the start and to become more profitable each year.” a. The Keys Group expects to break even during the first year of business, realize profits of $5 million in the second year, and generate $20 million in profit annually by the end of the fifth year. b. The Keys Group promises investors large returns in a shorter period of time than many other investments. c. Investors should expect to see profits of $5 million by the end of the second year of operation and $20 million by the end of the fifth year. d. Substitute this: "There are no guarantees and you may even lose money in the first few years, but you'll be able to take it as a tax write-off before the big payoff starts in a few years."

5. Select the best option for changing the following sentence to strengthen the presentation’s conclusion: “Not only will we make successful movies, we’ll also have a lot of fun doing it.” a. Replace with the following: “I’m sure you agree that our solid strategy and exciting projects will ensure strong returns for our investors.” b. Substitute this: “The company’s solid business strategy and marketable projects will enable investors to realize attractive returns within a relatively short time.” c. Replace with the following: “Today I have explained how our strategy for competing in this industry makes the Keys Group the best place to invest your money.” d. Substitute this: “There is clearly no better investment opportunity available, and the Keys Group’s strategy for competing in this dynamic industry is a sure winner.”

FINAL, IMPROVED VERSION OUTLINE OF CEO’S SPEECH TO EASTLAND INVESTMENT GROUP Prepared by Keys Group PR Department for Brady Keys, CEO Purpose: To convince investors to finance the Keys Group’s new movie production company I. Introduction In the last 10 years, the number of movie screens in the United States has increased by 50 percent, to nearly 25,000. Those screens are all designed to do one thing: show films. But the major studios cannot possibly provide enough films to fill all these new theaters. As a result, a new breed of independent filmmaker is springing up, many of whom are far more profitable than their larger rivals. I’d like to talk to you today about taking advantage of this exciting business opportunity and about how you can be a part of that effort, right along with the Keys Group and our business partner, Oscar-winning producer Margaret Bach. You will be intrigued by the potential payoff and the relatively limited risk involved.

II. Current movie industry situation 1. The average cost of producing a major Hollywood movie has skyrocketed.

2. Audience preferences have shifted toward the simpler and more unique films produced by independent filmmakers.

3. Many independent production companies can compete with the big Hollywood studios due to lower overhead.

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III. Company strategy 1. To locate in the Southeastern United States, where overhead and production costs are low.

2. To produce movies targeted at 21–35 year olds.

3. To produce movies that can be completed on a budget of less than $2 million.

4. To maintain high production values.

5. To market films via the Internet.

IV. Initial projects 1. Three initial projects have been chosen for their market potential and relatively low production costs.

2. An advisory committee of industry veterans is currently reviewing potential future projects.

V. Expected return on investment 1. The Keys Group expects to break even during the first year of business, realize profits of $5 million in the second year, and generate $20 million in profit annually by the end of the fifth year.

2. Depending on the initial investment, investors could realize returns of 30% or more annually.

VI. Conclusion The Keys Group’s new movie production company is in an excellent position to take advantage of the opportunities that exist in the movie industry today. The company’s solid business strategy and marketable projects can enable investors to realize attractive returns within a relatively short time. By investing now, you will share not only in the monetary returns but also in the satisfaction of launching a successful new venture.

COMMUNICATION CHALLENGES AT FITCH (p. 517) Individual Challenge This exercise is meant to inspire some creative ideas for a memorable presentation. However, creativity for creativity’s sake is unproductive. The student’s creative energy must be focused on bringing the main point alive, making it stick, and inspiring the big “A-ha!” Students need to stay focused on the context—how people watch movies now, how it might have been better in the glory days, and also how it might be even better with modern conveniences. For example, see the following list of possible movie-watching positives and negatives:

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Positives

Old-time movie The popular image is of something special: A downtown landmark with one theater screen, one movie, and one or two showings per night. Attended by families or couples (some might be dressed up).

May have been additional entertainment before the movie, and popcorn was slathered in real butter.

Modern movie theater

Lots of choice, lots of movies, lots of showtimes. Plenty of parking. A variety of snack choices, from popcorn to nachos to ice cream novelties. Awesome sound system in the better theaters.

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Negatives On-street parking or a small lot behind the theater. Standing in line to buy tickets.

Open seating and a chance that your group will be separated. The kid sitting behind you, talking, crying, or kicking your chair.

Multiplex theaters in malls, strip malls, or shopping areas. Standing in line to buy tickets. Cramped, uncomfortable seats.

Open seating and a chance that your group will be separated. The kid sitting behind you, talking, crying, or kicking your chair. Premovie trailers include commercials that are blasted at a captive audience. Exorbitant markup on snacks and beverages.

Relatively small screen. Can only pause if

Cable TV

Viewing in the privacy of your own home—

DVD (or VHS)

Viewing in the privacy of your own home— Cost of rental, limited check-out period, and and you can typically control who sits with possible late fees. Popular discs already or near you. A comfy couch or chair. checked out; offbeat movies not readily Ample supply of snacks and beverages in available. Waiting in line at video store to kitchen. Easy to pause for bathroom rent the disc. Have to return disc breaks. Surround sound from home audio (personally or via mail). Relatively small system. Extra features on disc. Can buy a screen. copy for your personal movie collection.

have personal video recorder (TiVo, etc.). and you can typically control who sits with Have to pay an additional fee on cable bill or near you. A comfy couch or chair. No every month. Limited number of showings standing in line to buy a ticket. Ample supply of snacks and beverages in kitchen. or start times (but can record and view Surround sound from home audio system. later).

Can record and view later.

Viewing in the privacy of your own home— Relatively small screen. Can only pause if and you can typically control who sits with or Video-onhave PVR (TiVo, etc.). Have to pay a you or near you. A comfy couch or chair. demand relatively high fee. Limited number of Ample supply of snacks and beverages in showings or start times (but can record and kitchen. Surround sound from home audio view later). system. Can record and view later.

Theater building is a landmark and a ArcLight Higher ticket prices ($11 - $14 in 2007; destination. Tickets available via the Cinemas charge full price for babies, in part to (www.arclightcinWeb—and all seats are reserved. Seats discourage parents from bringing them). emas.com) are 3” wider than typical megaplex seats Limited number of locations (original and have 6” more leg room. Café bar for ArcLight Cinema is in Hollywood, Calif.). before- and after-show gatherings. Snack bar with gourmet offerings, including freshmade caramel corn. Big screen, amazing sound system. Offer memberships with benefits such as premieres, private screenings and the chance to mingle with other dedicated movie lovers.

Pay-per-view

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In its initial marketing campaigns, ArcLight used the slogan, “Where movie lovers belong”— and that sentiment ran through all of its promotional materials in 2003 and 2004. It’s easy to imagine Fitch emphasizing this type of theme when pitching the concept to Pacific Theaters: “Do you want to create a theater for the ‘I'm bored; let’s do sumthin’ crowd’—or create an upscale haven for serious movie lovers?” The concept is more similar to a night at the live theater with other adults than a trip to the megaplex with hordes of loud 14-year-olds.

ArcLight fulfills the vision of a higher quality product at a premium price, and the emotional resonance (in the target audience) of a somewhat more exclusive venue and experience.

Team Challenge Students should recognize that visuals will play a critical part in this effort, partly because film is a visual experience and partly because the glamorous movie stars of old Hollywood are almost visual icons themselves. Copies of old movie posters and publicity photos of movie stars will work nicely for this. In terms of structure, one possibility is to walk the theater managers through an evening at a red carpet movie premiere, with press and fans lined up on the sidewalk, the exquisite evening dress of the stars, the architecture of the theater, and so on.

TEST YOUR KNOWLEDGE (p. 518) 1. When planning an oral presentation, you’ll want to think over your purpose, then analyze your audience and (based on what you’ve learned about them) think of ways to engage them in your message, the occasion, and your topic. This audience analysis will affect your style, your content, and your scope.

2. The two most common purposes for an oral presentation are to inform and to persuade.

3. Usually, the scope of an oral presentation is limited because the time allowed for speaking is limited. Occasionally, limits are imposed because of what the speaker knows about the audience’s needs or ability to retain a spoken message.

4. Simplicity of organization is important in oral communication because listeners have no printed text to review. If they can’t follow the order of points in your speech, they won’t know what you’re trying to convey. To keep things simple, use direct order to organize material wherever possible, explain at the start how you are organizing your points, and limit yourself to only a few main points.

5. A planning outline helps with the creation process in the same way that outlines help with every business message; a speaking outline provides the basis of speaking notes.

6. The introduction should arouse the audience’s interest in the topic, establish the speaker’s credibility, and prepare listeners for what will follow.

7. Some methods for arousing audience interest are to Appeal to human nature • • Encourage listeners to take the subject personally • Show how they’ll be affected as individuals • • Draw out ideas and encourage audience participation (for small groups) Unite the audience around a common goal

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Tell a story Pass around a sample Ask a question State a startling statistic Use humor (when appropriate)

8. Impromptu speaking means delivering an unrehearsed speech. When you speak from notes, you are referring to an outline or series of cards or visuals as you give your presentation.

9. Among the nonverbal signals you can send to appear more confident as a speaker are the following: don’t rush, but use a controlled delivery, especially in the beginning; maintain eye contact with your audience; watch your posture; use appropriate hand gestures and facial expressions; and use a normal, confident tone of voice.

10. To maintain control during the question-and-answer period, speakers can start by setting the ground rules, such as limiting the number of questions per person or the time devoted to questions. Another way to maintain control is to ask questioners to identify themselves before they launch into a question. Also, you can ease a tense situation either by responding with a brief answer or by admitting that you and the questioner differ and offering to do more research before getting back to the questioner. Finally, you can thank the questioner for commenting and note that you are looking for specific questions.

APPLY YOUR KNOWLEDGE (pp. 518-519) 1. This question encourages students to compare speeches and presentations with interviews.

All three forms provide opportunities for feedback and nonverbal communication. However, speeches and presentations differ from interviews in a number of important respects: •• Oral presentations are more public and thus less suitable for discussing personal or emotional • subjects.

• Oral presentations typically involve a larger audience, which limits the amount and the nature of interaction that can occur among the participants.

Oral presentations require speakers to talk more and exercise more control over content.

Oral presentations usually use more visual aids, especially if they’re lengthy.

2. Audience attitude can affect the amount of audience interaction. If listeners are receptive and interested in your topic, audience members will be more likely to ask questions and exchange information. If the audience is unreceptive or indifferent, members will probably be more likely to sit quietly, hear you out, and leave. Of course if the audience is emotional and outwardly hostile, you may have too much of the wrong kind of audience interaction.

3. Students might suggest some of the following when choosing attention-getters for a presentation about the performance of a company product: A startling (preferably good) sales statistic • • A story • A display of the product • • A sample to pass around • An explanation of how the product or its performance affects listeners individually An emotional appeal that touches on human nature (perhaps an anecdote or the story mentioned above) A question posed to listeners •

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•

A call for questions or ideas from the audience (if the group is small)

4. Responding to questions throughout the presentation has one chief advantage: It promotes audience interaction and facilitates the process of reaching a decision. On the other hand, responding to questions throughout the presentation reduces your control of the situation, interrupts the flow of your argument, and introduces what may be extraneous and time-consuming material of little interest to some members of the audience.

From the listener’s point of view, being able to ask questions during the presentation might be better if the presentation is boring, dry, confusing, or misleading. However, if the topic is well presented, listeners might also want to hear all a speaker has to say before posing questions.

5. A speaker’s credibility depends on audience perception, so appearing confident is important, even if the content of a speech is your best guess. The key to making such a speech successful is to be as clear as possible about how conclusions were arrived at, what facts support the forecast, and how accurate you think the forecast can be. Speakers must recognize that they share responsibility (with the audience) for the outcome of their speech, which means that speakers are at least partly responsible when they urge the audience to accept information as the best available.

PRACTICE YOUR KNOWLEDGE Messages for Analysis (p. 519) Message 16.A This exercise guides students through the analysis of an actual speech. Students may point out, for example, that the introduction should preview the main points and that the close should restate those points and highlight the next step. Regardless of the attention-getting device the speaker used in the introduction, the close should be positive, looking toward the future or offering a thought-provoking statement or question for the audience to consider. The speaker should clearly explain what action is to be taken.

Students looking for transitional phrases may find some hard to detect. This is an opportunity to discuss whether subtlety is a wise choice in a speech and how transitions contribute to the effectiveness of a speech. Ask students whether they think speakers should make direct statements such as, “Now that we’ve explored such-and-such, let us move on to the next point.” Also suggest that students compare notes to determine whether all have listed the same main points and supporting points. What does this comparison suggest about the importance of transitions?

Message 16.B Students were asked to download this podcast and identify at least two techniques the speakers uses to capture their attention during the introduction. The speaker uses three: using humor (the joke about upgrading to deluxe macaroni and cheese after graduating), asking a question (asking how many in the audience had expressed dreams about buying some desired product after graduation), and telling a story (the tale of Janelle, the successful businesswomen who lost it all through out of control spending and credit card use).

Exercises (pp. 519-520) 16.1

Rather than simply reporting on what they find at the Toastmasters website, students should construct a compelling speech with a distinct introduction, body, and close. The page “How Toastmasters Can Help You” should provide most of the background information needed

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for a three-minute presentation.

16.2

16.3

16.4

If the purpose of the speech was to motivate or entertain, students should note that the speaker did most of the talking. If the purpose was to inform or persuade, students might note how much audience interaction took place. If the speech was designed to encourage collaboration, they’ll note considerable interaction and participation. If the speaker failed to achieve the appropriate level of audience interaction for the purpose of the speech, the students might deem the speech relatively unsuccessful. Also, students might consider whether the speaker appeared to have used the methods described in the Checklist for Speeches and Oral Presentations (a) when developing the speech, (b) when using visual aids, and (c) when delivering the speech.

This is an opportunity for students to see how nonverbal signals are used during the delivery of a presentation. First, students will want to identify whether the speaker memorized the speech, read the speech, used notes, or gave an impromptu speech.

Clearly, an impromptu speech is rarely appropriate for formal occasions, although it is common in informal situations such as marking an employee’s birthday. Next, students will want to analyze the speaker’s nonverbal signals to see how they contributed to effective delivery. Encourage students to consider how the full range of nonverbal signals might have been used to emphasize important points and reflect the speaker’s confidence.

Also encourage them to identify and discuss nonverbal signals that were distracting, unproductive, contradictory, or otherwise inappropriate.

Eye contact, posture, and vocal inflections send important signals to the audience. So do hand gestures, standing or sitting, or even a slight movement of the body forward or backward. Nonverbal signals are usually a natural accompaniment to speech, reflecting the speaker’s attitude toward the subject matter. Most speakers would have trouble altering their nonverbal signals to mislead an audience.

Students might mention maintaining eye contact as a sign of sincerity when a speaker is actually trying to mislead listeners. They might mention possibilities such as moving the body forward, using hand gestures, and heightening vocal inflections as ways a speaker might try to move listeners with feigned enthusiasm.

You might conduct an experiment to see how well students can stick to a nonverbal “plan” to deceive when actually speaking about a subject that matters to them. Most will probably (1) insert some telltale nonverbal messages that they never planned on using and (2) omit some of the forced nonverbal signals that they had planned on using.

16.5

After students write their introductions and pair off to critique them, you might suggest they rewrite and present them to the class. Does the introduction use humor, storytelling, statistics, or visual aids to gain attention? Does it preview the speech and build the speaker’s credibility? Based on the introduction, would the class want to hear the rest of the speech?

16.6

This self-assessment exercise will help students analyze their strengths and weaknesses with regard to planning, writing, and delivering presentations. Encourage them to follow up on areas for improvement by rereading relevant parts of the chapter and looking for opportunities to practice their oral presentation skills.