Business communication a problem solving approach 1st edition ebook pdf

Business Communication: A Problem Solving Approach 1st Edition, (Ebook PDF) Visit to download the full and correct content document: https://ebookmass.com/product/business-communication-a-problem-solving-approach -1st-edition-ebook-pdf/

Kathryn

RENTZ

Business

Paula

LENTZ

Communication A Problem-Solving Approach

Acknowledgments

Through the Association for Business Communication and our other professional connections, many dedicated business communication instructors and practitioners have contributed to this book. We extend our sincere thanks to them for their ideas and inspiration. We’d also like to thank our students, who never stop challenging and rewarding us.

We are particularly indebted to the reviewers and event participants who helped shape the first edition of this book.

Reviewers:

Cole E. Holmes, University of Utah

Colleen D. Armstrong, Colorado State University–Pueblo

Matthew Houseworth, University of Central Missouri

Cynthia Eve Ash, Oklahoma State University–Tulsa

Harold A. Hurry, Sam Houston State University

Bev Augustine, Elgin Community College

Ralph Jagodka, Mt. San Antonio College

Jeanine Elise Aune, Iowa State University

Norma Johansen, Scottsdale Community College

Lisa Bailey, University of South Carolina

William T. Jones, State University of New York at Canton

Cynthia Barnes, Lamar University

Stephanie Kelly, North Carolina A&T State University

Larry Barraza, Mt. San Jacinto College

Susan Kendall, Arapahoe Community College

Judith Haywood Bello, Lander University

Carolyn E. Kerr, University of Pittsburgh

Roxanne Bengelink, Kalamazoo Valley Community College

Sonia Khatchadourian, University of Wisconsin–Milwaukee

Yvonne Block, College of Lake County

Arthur Khaw, Kirkwood Community College

Gregory Brecht, University of South Florida–St. Petersburg

Janet M. King, Indiana University-Purdue University Indianapolis

Sheryl Broedel, University of North Dakota

Lisa Kleiman, Boise State University

Edward Brown, Alabama State University

William R. Kohler, University of Illinois at Chicago

Shanti Bruce, Nova Southeastern University

Melinda Kramer, Prince George’s Community College

Suzanne Buck, University of Houston

Daria LaFave, Wayne State University

Brennan J. Carr, Long Beach City College

Nancy K. LeGrand, Southeast Missouri State University

Annette Castagna, Long Beach City College

Kathy Leslie, California State University–Northridge

Debbie Cook, Utah State University

Michael Levy, University of Wisconsin–Stout

Mark Courtright, Elon University

Holly Littlefield, University of Minnesota

Sandra G. Ehrlich-Mathiesen, University of Alaska–Anchorage

Mrs. Joyce Lopez, Missouri State University

Megan Lee Endres, Eastern Michigan University

Jo Mackiewicz, Iowa State University

Robert Goldberg, Prince George’s Community College

Marla Mahar, Oklahoma State University

Constance Golden, Lakeland Community College

Rebecca J. Mahr, Western Illinois University

Heather Griffo, Portland Community College

Lara Mandrell, Texas Tech University

Elizabeth R. Guerrero, Texas State University

Steve Merriam, San Diego State University

Karen Head, The Georgia Institute of Technology

Annie Laurie I. Meyers, Northampton Community College

Candy Henry, Westmoreland County Community College

Susan Meyers, Seattle University

Kathy L. Hill, Sam Houston State University

Karl Mitchell, Queens College–CUNY

Debra Hoffmann, Southeast Missouri State University

Wayne Moore, Indiana University of Pennsylvania

Acknowledgments

vii

Christina J. Moore, Texas State University

Donald Urmston, Orange County Community College

Gregory H. Morin, University of Nebraska–Omaha

Janet Voas, Westmoreland County Community College and Community College of Allegheny County

Gwen H. Moultrie, Midlands Technical College Nancy Nygaard, University of Wisconsin–Milwaukee Lisa O’Laughlin, Delta College David M. Owens, Valparaiso University Ranu Paik, Santa Monica College Audrey M. Parajon, Wilmington University Melinda L. Phillabaum, Indiana University–Indianapolis Greg Rapp, Portland Community College Georgi Ann Rausch, University of Utah Rob Rector, Delaware Technical Community College

Kathleen Voge, University of Alaska Anchorage Jie Wang, University of Illinois at Chicago McClain Watson, University of Texas at Dallas Susan Hall Webb, University of West Georgia Teresa G. Weldy, University of South Alabama Raholanda White, Middle Tennessee State University Elisabeth Wicker, Bossier Parish Community College Kadi Wills, Northwest Vista College Brandon H. Wood, College of DuPage

Teeanna Rizkallah, California State University, Fullerton

Event Participants:

Joseph A. Rosendale, Indiana University of Pennsylvania

Marilyn Chalupa, Ball State University

Sharon Rouse, University of Southern Mississippi

Jennifer D’Alessandro, Niagara County Community College

Kristina Schaap, Oklahoma State University

Debra Gosh, Cleveland State University

Nanette Shackelford, Hastings College

Mary Groves, University of Nevada–Reno

Michael Shuman, University of South Florida

Jeanette Heidewald, Indiana University–Bloomington

Lucia Stretcher Sigmar, Sam Houston State University

Jo Mackiewicz, Iowa State University

Rachel V. Smydra, Oakland University

Marla Mahar, Oklahoma State University–Stillwater

Carolyn A. Spillers, Fayetteville State University

Becky Mahr, Western Illinois University

Jo Ann Starkweather, Northeastern State University

Lisa O’Laughlin, Delta College

Ann Still, Finger Lakes Community College

Anita Satterlee, Liberty University

JoAnn Syverson, University of Minnesota

Erik Timmerman, University of Wisconsin–Milwaukee

Cecil V. Tarrant III, Western Illinois University

Emil Towner, Saint Cloud State University

Elizabeth Tomlinson, West Virginia University

Doris Wright, Troy University

In addition, we would particularly like to thank Heather Smith for her excellent work on the auxiliary materials for this book.

We would like to recognize and thank the entire editorial and marketing teams at McGraw-Hill that have made this publication possible: Kelly Pekelder, Anke Weekes, Michael Gedatus, Mary Powers, Matt Backhaus, Deborah Nicholls, Kristine Janssens, and all of the talented McGraw-Hill publisher’s representatives.

On our respective home fronts, Kathy would like to thank her husband Dave for his wonderful patience and support during this project; and Paula is forever grateful to her husband John for his thoughtfulness and encouragement.

These acknowledgments would not be complete without our expression of thanks to Ray Lesikar and Marie Flatley, who brought Kathy on board as a co-author for the 11th edition of their textbook in 2006. While much has changed since then, their forward-thinking focus on audience adaptation, core structural patterns, stylistic clarity, and technological currency is as timely as ever and continues on in this product. viii

Acknowledgments

Association for Business Communication An international, interdisciplinary organization committed to advancing business communication research, education, and practice.

Benefits of The Association for Business Communication Annual international and regional conferences Award & grant opportunities for you and your students Access to decades of online archives Over 25 committees and special interest groups (SIGs) Two journals: Business and Professional Communication Quarterly & International Journal of Business Communication

Visit www.businesscommunication.org Learn about ABC; join our community with its affordable membership levels, including special graduate student rates.

For assistance, contact: abcoffice@businesscommunication.org

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Brief

Contents Part One

Communication in the World of Work Chapter 1 Chapter 2

Communicating in the Workplace 2 Writing Effectively for Your Audience, Purpose, and Medium

26

Part Two Essential Components of Business Communication Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7

Designing Documents with Visual Appeal 62 Communicating with Visuals 102 Crafting Effective Sentences and Paragraphs 134 Building Positive Relationships through Communication Communicating across Cultures 192

166

Part Three Structures and Strategies for Common Business Documents Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12

Writing Good-News and Neutral Messages 214 Writing Bad-News Messages 262 Writing Persuasive Messages and Proposals 294 Researching and Writing Reports 368 Creating the Right Type of Report 426

Part Four Strategies for Oral Communication and the Job Search Chapter 13 Delivering Business Presentations and Speeches 500 Chapter 14 Putting Interpersonal Communication Skills to Work in Conversations and Meetings 530 Chapter 15 Communicating in the Job Search 558

Reference Chapters

A. Correctness of Communication A-1 B. Documentation of Sources B-1 End Notes EN-1 Index IN-1

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Contents Part One

the World of Work

Chapter 1

Communication in

Communicating in the Workplace 2

Communication Matters: How to Spot a Professional 11 Communication Matters: What’s the Dominant Metaphor in Your Workplace? 17 Communication Matters: Channel Choice—It Matters in Business, Too 20 Power Charge Your Professionalism: Use the Right Word (Part I) 22

The Role of Communication in Business 4 The Importance of Communication Skills 4 Business Communication as Problem Solving 5 Communication Skills—A Breakdown 6 Professionalism 101 9

Key Terms 23 Critical-Thinking Questions 23 Skills-Building Exercises 24

The Business Communication Environment 11 Main Categories of Business Communication 11 Communication Networks of the Organization 14 Factors That Influence an Organization’s Communication 16

Chapter 2 Writing Effectively for Your Audience, Purpose, and Medium 26

The Business Communication Process 17 A Model of Business Communication 18 Business Communication: The Bottom Line 22 Problem-Solving Challenge: Demonstrating Your Value on a High-Profile Team 4 Communication Matters: Take It from Today’s Executives: What You Can Do Is Even More Important Than What You Know 5 Communication Matters: Why Companies Promote Workplace Diversity 8

The Importance of Good Business-Writing Skills 28 The Writing Process 28 Planning the Message 29 Using Computer Tools to Plan a Writing Project 33 Using Computer Tools to Gather and Organize Information 34 Using Computer Tools to Present Information 35 Drafting 38 Computer Tools for Drafting 38 Revising 40 Using Computer Tools to Revise and Edit 41 Letters 46 Letters Defined 46 Letter Form 46 Letter Formality 46 Memorandums (Memos) 48 Memorandums Defined 48 Memorandum Form 48 Memorandum Formality 48 Email 49 Email Defined 49 Email Form 50 Email Formality 52 Additional Media in Business Writing 53 Text Messaging 54 Instant Messaging 55 Social Media 55

© McGraw Hill Education/Mark Dierker, photographer

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A Look to the Future 57

Problem-Solving Challenge: Managing Multiple Media 28 Communication Matters: Do I Need to Write It? 31 Communication Matters: Why Accurately Proofreading Your Own Work Is Difficult 41 From the Tech Desk: Backing Up Frequently Is the Writer’s Responsibility 44 Communication Matters: Email: Your Ticket to a Successful Marketing Campaign 51 From the Tech Desk: Using Good Email Etiquette Helps Writers Achieve Their Goals 54 Communication Matters: Do U Txt? 58 Power Charge Your Professionalism: Use the Right Word (Part II) 59

Key Terms 59 Critical-Thinking Questions 60 Skills-Building Exercises 60 © Denis Krasavchikov/123RF

Part Two

Essential Components of Business Communication

Chapter 3 Designing Documents with Visual Appeal 62 Basic Principles of Document Design 64 Contrast 64 Repetition 65 Alignment 65 Proximity 65 Layout 66 Gutenberg Diagram and Z-Pattern 67 Grids 68 Spacing 70 Margins 70 Additional Layout Considerations 71 Fonts 71 Serif and Sans Serif Fonts 71 Number of Fonts per Document 72 Font Sizes 72 Font Choices 73 Color 73 Color Theory 74 Color and Meaning 74 Design Considerations for Online Text 75 Comparing Print and Online Text 75 Organizing Content 77 Presenting the Content 77

Creating Searchable Content 78 Making Your Web Writing Accessible 78 Format for Business Letters 80 Letterhead 80 Return Address 80 Date Line 80 Inside Address 82 Attention Line 82 Salutation 82 Mixed or Open Punctuation 82 Subject Line 82 Second-Page Heading 83 Complimentary Close 83 Signature Block 83 Information Notations 83 Postscripts 84 Paper 84 The Fold 84 Envelope Address 85 Format for Memorandums (Memos) 86 Memo Headings 87 Memo Body 87 Format for Letter and Memorandum (Memo) Reports 87 Format for Formal Reports 88 General Information on Report Presentation 88 Mechanics and Format of the Report Parts 92 Format for Brochures 95 Brochure Content 95 Brochure Design 95

Contents

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Problem-Solving Challenge: Promoting a Professional Look 64 From the Tech Desk: Using Microsoft Word 2016’s Insert, Position, and Text Wrap Features to Place Visuals on a Page 69 From the Tech Desk: Fine-Tuning the Line Spacing in Microsoft Word 2016 70 From the Tech Desk: Kerning in Microsoft Word 2016 71 Communication Matters: One Space or Two after a Period? 72 Communication Matters: What Is Your Font Really Communicating? 73 Communication Matters: What Does the Color of Your Logo Say about Your Business? 75 From the Tech Desk: Modifying Styles in Microsoft Word 2016 90 From the Tech Desk: Using Microsoft Word to Number Report Pages 91 From the Tech Desk: Generating a Table of Contents and List of Tables and Figures Using Microsoft Word 2016 94 Power Charge Your Professionalism: Use Standard Capitalization 98

Key Terms 98 Critical-Thinking Questions 98 Skills-Building Exercises 99

Chapter 4

Communicating with Visuals 102

Planning the Visuals 103 Constructing and Presenting Visuals 103 Size 104 Orientation 104 Type 105 Rules and Borders 105 Color and Cross-Hatching 105 Background 105 Numbering 105 Construction of Titles and Captions 106 Placement of Titles and Captions 106 Footnotes and Acknowledgments 106 Selecting and Using Textual Visuals 108 Tables 108 Pull Quotes 109 Bulleted or Numbered Lists 111 Flowcharts and Process Charts 112 Selecting and Using Charts, Graphs, and Other Visuals 113 Bar and Column Charts 113 Pictographs 116 Pie Charts 117 Line Charts 118 Scatter Diagrams 119

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Contents

© Nonwarit Pruetisirirot/123RF

Maps 119 Combination Charts 121 Three-Dimensional Visuals 121 Photographs 124 Clip Art 124 Other Visuals 124 Visual Integrity 125 Placing and Interpreting the Visuals 129 Problem-Solving Challenge: Choosing the Right Visuals for Your Data and Your Audience 104 Communication Matters: Telling Your Story with an Infographic 107 From the Tech Desk: Using Pivot Tables and Charts in Microsoft Excel 110 From the Tech Desk: Using Pictures to Chart Data in Excel 117 From the Tech Desk: Making the Most of Excel 123 Communication Matters: Avoiding Chartjunk 126 Communication Matters: The Periodic Table of Visualization Methods 128 Communication Matters: Practicing Visual Ethics 129 Power Charge Your Professionalism: Use Numbers Correctly 130

Key Terms 131 Critical-Thinking Questions 131 Skills-Building Exercises 131

Chapter 5 Crafting Effective Sentences and Paragraphs 134 Adapting Your Style to Your Readers 136 Selecting Appropriate Words 136 Use Familiar Words 137 Prefer Short Words 137 Use Slang and Popular Clichés with Caution 138

Use Technical Words and Acronyms Appropriately 138 Use Precise Language 139 Select Words for Appropriate Usage 140 Prefer Action Verbs 141 Avoid Camouflaged Verbs 143 Writing Clear Sentences 143 Limit Sentence Content 144 Economize on Words 146 Manage Emphasis with Sentence Structure 147 Give Sentences Unity 149 Word Sentences Logically 149 Writing Clear Paragraphs 152 Keep Paragraphs Concise 152 Give Paragraphs Unity 153 Make Paragraphs Coherent 154 Make Each Paragraph Serve a Strategic Purpose 156 Problem-Solving Challenge: Learning from an Unclear Message 136 Communication Matters: The Most Annoying Clichés in Marketing 138 Communication Matters: Don’t Be Hoodwinked by Homophones 141 Communication Matters: Everything You Wanted to Know about Active and Passive Voice 142 Communication Matters: Will the Real Verb Please Stand Up? 143 Communication Matters: Avoiding Stringy and See-Saw Sentences 145 From the Tech Desk: Readability Statistics Help Writers Evaluate Their Documents’ Length and Difficulty 145

Communication Matters: Is That a Surplus Word? 147 Communication Matters: Don’t Make Me Laugh 151 Communication Matters: Beware the Vague or Illogical This 155 Communication Matters: The Most Commonly Misused Transitional Expression? 156 Power Charge Your Professionalism: Make Your Subjects and Verbs Agree in Number 158

Key Terms 159 Critical-Thinking Questions 159 Skills-Building Exercises 160

Chapter 6 Building Positive Relationships through Communication 166 Showing Consideration for Your Message Recipients 168 Use the You-Viewpoint 168 Use a Conversational Style 170 Be Courteous 172 Accentuating the Positive 176 Use Positive Words 176 Focus on What You Can Do 176 Manage Emphasis for a Positive Effect 177 Use Positive Emphasis Ethically 178 Communicating Ethically 178 Communication-Related Ethical Issues 179 Qualities to Cultivate 182 Resources for Ethical Reasoning 183 Problem-Solving Challenge: Affecting Human Relations through Writing 168 Communication Matters: Business Etiquette—It Depends on Where You Are 173 Communication Matters: Parent, Child, or Adult? 174 From the Tech Desk: Courtesy in the Age of Mobile Devices 175 Communication Matters: Exaggeration Will Get You Nowhere 176 Communication Matters: Three Ways to Avoid Sexist Pronouns 180 Communication Matters: Understanding the Different Generations in the Workplace 181 Communication Matters: How Much Self-Expression Is Allowed on the Job? 183 Power Charge Your Professionalism: Make Your Pronouns and Antecedents Agree in Number 187

© PhotoDisc/Getty Images

Key Terms 187 Critical-Thinking Questions 187 Skills-Building Exercises 189

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Chapter 7

Communicating across Cultures 192

The Importance of Cross-Cultural Communication Skills 194 Dimensions of Cultural Difference 195 Three Major Factors That Affect Culture 195 Body Positions and Movements 197 Views and Practices Concerning Human Relationships 199 Problems of Language 203 Lack of Language Equivalency 203 Difficulties with English 204 Advice for Communicating across Cultures 207 Do Your Research 207 Know Yourself and Your Company 208 Be Aware—and Wary—of Stereotypes 209 Adapt Your English to Your Audience 209 Be Open to Change 209 Problem-Solving Challenge: Preparing for Cross-Cultural Communication 194

© scyther/Shutterstock

From the Tech Desk: Web Tools for Cross-Cultural Communication 196 Communication Matters: Carefully Present and Receive a Business Card in Japan 198 Communication Matters: High-Context versus Low-Context Cultures: Edward T. Hall 199 Communication Matters: Six Dimensions of Culture: Geert Hofstede 200 From the Tech Desk: Get a Snapshot of Countries’ Cultural Dimensions from the Hofstede Center 202 Communication Matters: They Have a Word for That! 203 Communication Matters: Blundering with Words 204 Power Charge Your Professionalism: Use the Right Pronoun 210

Key Terms 210 Critical-Thinking Questions 211 Skills-Building Exercises 213

Part Three

Structures and Strategies for Common Business Documents

Chapter 8 Writing Good-News and Neutral Messages 214 Approaches to Good-News and Neutral Messages 216 The General Direct Plan 216 Beginning with the Objective 216 Covering the Remaining Part of the Objective 216 Ending with Goodwill 216

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Contents

Routine Inquiries 217 Beginning Directly 217 Providing Information and Explanations 217 Asking the Questions 218 Ending with Goodwill 218 Reviewing the Pattern for Routine Inquiries 218 Comparing Examples of a Routine Inquiry 218 Favorable Responses 222 Identifying the Message You Are Answering 222 Beginning with the Answer 222 Logically Arranging the Answers 223 Skillfully Handling the Negatives 223 Considering Extras 223 Closing Cordially 223 Reviewing the Pattern for Favorable Responses 223 Comparing Examples of a Favorable Response 224 Writing Order Acknowledgments 228 Order Acknowledgments 228 Being Direct and Building Goodwill in Order Acknowledgments 228 Being Tactful in Order Acknowledgments 228 Using Strategies for Other Thank-You Messages 229 Reviewing the Pattern for Order Acknowledgments and Other Thank-You Messages 230 Comparing Examples of an Order Acknowledgment 231 Claims 235 Using Directness for Claims 235 Organizing the Direct Claim 235 Reviewing the Pattern for Direct Claims 236 Comparing Examples of a Direct Claim Message 236

Using Indirectness in Claims 238 Reviewing the Strategy for the Indirect Claim Message 240 Comparing Ineffective and Effective Examples of an Indirect Claim 240 Internal-Operational Messages 241 Writing Casual Operational Messages 242 Writing Moderately Formal Messages 242 Writing Formal Messages 243 Reviewing the Pattern for Internal-Operational Messages 243 Comparing Examples of an Internal-Operational Message 244 Other Direct Message Situations 245 Problem-Solving Challenge: Searching for New Regional Headquarters 217 Problem-Solving Challenge: Answering a Potential Customer’s Questions 222 From the Tech Desk: Using Function Keys in Microsoft Word 224 Communication Matters: How Routine Responses Were Written in the Late 1800s 225 Problem-Solving Challenge: Building Goodwill with a “Thank-You” Message 228 From the Tech Desk: Tables Help Writers Organize Data for Easy Reading 229 Communication Matters: Personalizing Form Letters 230 Communication Matters: A Workplace without Email? One Company’s Strategy 231 Problem-Solving Challenge: Requesting a Correct Shipment and Revised Invoice 235 From the Tech Desk: Quick Parts Makes Quick Work for Business Writers 236 Problem-Solving Challenge: Seeking an Adjustment for a Subpar Experience 238 From the Tech Desk: Customizing Your Word or Outlook Toolbar 239 Problem-Solving Challenge: Reminding Employees of the Shipping Policy 241 Communication Matters: Gmail’s Smart Reply 242 Power Charge Your Professionalism: Use Commas with a Series, Phrases, and Clauses 246

Key Terms 246 Critical-Thinking Questions 246 Skills-Building Exercises 247 Problem-Solving Cases 249

Chapter 9

Writing Bad-News Messages 262

Approaches to Writing Bad-News Messages 264 The General Indirect Plan 264 Using a Strategic Buffer 264 Setting Up the Negative News 265

© Brand New Images/Getty Images

Presenting the Bad News Objectively 265 Offering an Alternative Solution 266 Ending on a Positive Note 266 Apologizing 266 Refused Requests 267 Developing the Strategy 267 Setting Up the Buffer 267 Presenting the Reasons for the Refusal 268 Handling the Refusal Positively 268 Offering an Alternative When Possible 268 Closing with Goodwill 269 Reviewing the Pattern for Refusing a Request 269 Comparing Examples of a Refused Request 269 Adjustment Refusals 273 Determining the Strategy 273 Setting Up Your Buffer and Strategy 273 Making Your Case 274 Refusing Positively and Closing Courteously 274 Reviewing the Pattern for Refusing an Adjustment 274 Comparing Examples of an Adjustment Refusal 274 Negative Announcements 277 Determining the Strategy 277 Setting Up the Buffer 277 Presenting the Justification and Bad News 277 Focusing on Next Steps or Remaining Benefits 278 Closing on a Positive or Encouraging Note 278 Reviewing the Pattern for Negative Announcements 278 Comparing Examples of a Negative Announcement 278 Using Directness in Some Cases 281 Communication Matters: You Think Saying “No” in the United States Is Tricky. . . 265 Problem-Solving Challenge: Denying a Request for a Donation 267 Communication Matters: Delivering Bad News: A Sign of Leadership 270

Contents

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Case Illustration: Refused Request Message to an External Audience (Denying an Artist’s Request) 271 Case Illustration: Refused Request Message to an Internal Audience (Saying “No” to an Employee) 272 Problem-Solving Challenge: Denying a Customer’s Claim 273 Case Illustration: Adjustment Refusal Letter (Refusing a Refund) 276 Problem-Solving Challenge: Announcing an Increase in Health Insurance Costs 277 Case Illustration: Negative Announcement (Decreasing Work Hours) 280 Power Charge Your Professionalism: Use Colons and Semicolons Correctly 281

Key Terms 282 Critical-Thinking Questions 282 Skills-Building Exercises 282 Problem-Solving Cases 283

Chapter 10 Writing Persuasive Messages and Proposals 294 Approaches to Writing Persuasive Messages and Proposals 296 General Advice about Persuasion 296 Know Your Readers 297 Choose and Develop Targeted Reader Benefits 297 Make Good Use of Three Kinds of Appeals 298 Make It Easy for Your Readers to Comply 299 Persuasive Requests 299 Determining Your Strategy 300 Gaining Attention in the Opening 300 Developing the Appeal 301 Making the Request Clearly and Positively 302 Reviewing the Strategy for Persuasive Requests 302 Comparing Bad and Good Examples of a Persuasive Request 302 Sales Messages 306 Questioning the Ethics of Sales Messages 306 Preparing to Write a Sales Message 308 Determining the Central Appeal 310 Determining the Makeup of the Mailing 311 Gaining Attention before the Message Begins 312 Gaining Attention in the Opening of the Message 313 Building a Persuasive Case 313 Using a Persuasive Writing Style 318 Enhancing Your Message with Visuals 319 Making the Sales Request 321 Adding a Postscript 322 Offering Name Removal to Email Readers 322 Reviewing the Strategy for Sales Messages 322 Comparing Bad and Good Examples of a Sales Message 323

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Contents

Multimedia Selling 324 Linking Your Communication to Other Communications 325 Posting Material on Social Media 327 Comparing Bad and Good Examples of a Content-Marketing Blog Post 334 Proposals 336 Types of Proposals 336 Proposal Format and Contents 340 Problem-Solving Challenge: Raising Funds for a Worthy Cause 299 Communication Matters: The Ingredients of Successful Fundraising 302 Problem-Solving Challenge: Generating More Customers for Your Business 306 Communication Matters: Are Sales Letters Becoming Extinct?

Absolutely Not! 307 From the Tech Desk: Learn about e-Selling from Chief Marketer and MailChimp 309 Communication Matters: Take It from Web Developers: Personas Rock! 311 Communication Matters: Current Trends in Promotional Writing: A Q&A with a Young PR Professional 319 Communication Matters: Persuasive Strategies Vary across Cultures 321 Problem-Solving Challenge: Blogging for Your Employer 324 From the Tech Desk: Rogue Marketing: When Going Social Gets Out of Hand 330 Problem-Solving Challenge: Selling Your Services through Proposal Writing 336

© Stockbyte/Getty Images

From the Tech Desk: Web Resources for Proposal Writing 337 Communication Matters: Wise Words from a Professional Proposal Writer 342 Communication Matters: The Seven Deadly Sins of Proposal Writing 343 Power Charge Your Professionalism: Make Logical Comparisons 350

Key Terms 351 Critical-Thinking Questions 351 Skills-Building Exercises 352 Problem-Solving Cases 355

Chapter 11 Researching and Writing Reports 368 Defining Reports 370 What Is a Report? 370 Who Writes Reports? 371 Determining the Report Problem and Purpose 372 The Preliminary Investigation 372 The Need for Clear Problem and Purpose Statements 373 Determining the Factors 374 Use of Subtopics in Informative Reports 374 Possible Causes for Problems Requiring a Solution 374 Bases of Comparison in Evaluation Studies 374 Gathering the Information 376 Conducting Secondary Research on the Internet 376 Conducting Secondary Research in a Library 388 Conducting Primary Research with Surveys 392 Conducting Observations and Experiments 397 Conducting Qualitative Primary Research 400 Conducting Ethical Business Research 401

Interpreting the Findings 402 Avoiding Errors in Interpretation 403 Contextualizing the Data 403 Interpreting Numerical Data 404 Organizing the Report Information 405 The Nature and Benefits of Outlining 405 Basic Guidelines for a Logical, Clear Structure 406 Common Patterns of Organization 407 Combined Patterns 408 From Outline to Table of Contents 408 Writing the Report 411 Beginning and Ending 411 Being Objective 412 Being Consistent with Time 413 Including Transitions 413 Maintaining Interest 415 Writing Reports Collaboratively 415 Determining the Group Makeup 415 Creating the Ground Rules 415 Choosing the Means of Collaboration 417 Making a Project Plan 418 Researching and Writing the Report 418 Problem-Solving Challenge: Researching User-Testing Methods for Your Boss 370 Communication Matters: How Far Should Your Report Go? 373 From the Tech Desk: Report-Writing Tools Help Businesses Succeed 375 From the Tech Desk: Use Search Operators to Manage Your Search 380 From the Tech Desk: Web-Based Survey Tools Help Writers Design, Analyze, and Report Results of Questionnaires 396 Communication Matters: Formal, Informal, or Somewhere in Between? 412 Communication Matters: Does Your Group Have Emotional Intelligence? 416 From the Tech Desk: Tools for Collaborative Writing 417 Communication Matters: Three Methods of Collaborative Writing 419 Power Charge Your Professionalism: Avoid Faulty Parallelism 420

Key Terms 420 Critical-Thinking Questions 421 Skills-Building Exercises 423

Chapter 12 Creating the Right Type of Report 426 © Steve Cole/Getty Images RF

An Overview of Report Components 428 The Report-Components Grid 428 The Report Components 429

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Characteristics of the Shorter Reports 434 Little Need for Introductory Information 434 Predominance of the Direct Order 434 A More Personal Writing Style 437 Less Need for Coherence Helpers 437 Forms for Short to Mid-Length Reports 437 The Short Report 437 Letter Reports 439 Email and Memo Reports 445 Written Reports in Other Forms 445 Common Types of Short Reports 446 Routine Operational Reports 446 Progress Reports 447 Problem-Solving Reports 450 Meeting Minutes 451 Long, Formal Reports 453 Additional Components of Long, Formal Reports 453 The Formal Report Illustrated 457 Problem-Solving Challenge: Figuring Out What Kind of Report to Prepare 428 Communication Matters: Creating a Report Title with the Five Ws and One H 430 Communication Matters: Are Tweets, Blog Comments, and Text Messages Undermining Your Report-Writing Skills? 435 From the Tech Desk: Using a Report Template for a Polished Look 436 Communication Matters: When Is a Report not a Report? 444 Communication Matters: The Monetary Value of a Good Report 447 From the Tech Desk: Using a Table of Contents Generator for Speed and Accuracy 455

Entertaining or Ceremonial Presentations 505 Hybrid Presentations 506 Planning the Content and Delivery 507 The Topic and Purpose 507 The Structure 507 The Delivery Method 508 The Means of Audience Interaction 509 Planning the Visuals to Support Your Talk 510 Using Presentation Software Effectively 510 Creating a Storyboard 513 Preparing Handouts 513 Delivering Your Talk 516 Projecting Appealing Personal Traits 516 Managing the Physical Elements 517 Using a Pleasant Voice and Speaking Style 518 Referring to Your Visuals as You Speak 519 Managing the Interactions with Your Audience 521 Reviewing Presentation Basics 521 Delivering Web-Based Presentations 522 Varieties of Web Presentations 522 Special Guidelines for Web Presentations 522 Giving Team (Collaborative) Presentations 524 Problem-Solving Challenge: Meeting the Challenge of Formal Speaking 502 Communication Matters: 10 Types of Business Presentations 503 Communication Matters: Getting Your Speech Off on the Right Note 506 Communication Matters: Controlling Nervousness During Your Talk 517 From the Tech Desk: Look Like a Pro with PowerPoint Keyboard Shortcuts 519

Power Charge Your Professionalism: Use Apostrophes Correctly 477

Key Terms 477 Critical-Thinking Questions 477 Skills-Building Exercises 478 Problem-Solving Cases 479

Part Four

Strategies for Oral Communication and the Job Search

Chapter 13 Delivering Business Presentations and Speeches 500 Preparing the Right Kind of Talk 502 Informative Presentations 502 Persuasive Presentations 504

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From the Tech Desk: Presentation Delivery Tools Help You Convey Your Message Effectively 520

From the Tech Desk: Collaborative Tools Support Virtual Meetings 549

From the Tech Desk: Virtual Presentations: The Next Best Thing to Being There 523

From the Tech Desk: Telephobia: It’s a Thing 552

Power Charge Your Professionalism: Use Adjectives and Adverbs Correctly 525

Key Terms 525 Critical-Thinking Questions 526 Skills-Building Exercises 527

Chapter 14 Putting Interpersonal Communication Skills to Work in Conversations and Meetings 530 Communication and Organizational Cultures 532 Learning Your Organization’s Culture 532 Navigating Your Organization’s Culture 532 Nonverbal Communication 534 The Nature of Nonverbal Communication 534 Types of Nonverbal Communication 534 Listening 537 The Nature of Listening 537 Strategies for Improving Your Listening Ability 537 Conversation and Small Talk 539 Starting a Conversation 539 Approaching Difficult Conversations 540 Giving and Receiving Feedback 541 Conflict and Negotiation 543 Negotiating 545 Meetings and Teams 545 Conducting Meetings 545 Participating in a Meeting 549 Working in Teams 550

Power Charge Your Professionalism: Put Your Editing Skills to Work 553

Key Terms 554 Critical-Thinking Questions 554 Skills-Building Exercises 555

Chapter 15

Communicating in the Job Search 558

Conducting the Job Search 560 Building a Network of Contacts 560 Obtaining an Internship 561 Identifying Appropriate Jobs 561 Finding Your Employer 564 Preparing the Application Documents 566 Constructing the Résumé 568 Résumé Content 568 Printed (Hard Copy) Résumés 580 Contrasting Examples of Résumés 581 Electronic Résumés 584 Writing the Cover Message 592 Cover Messages 592 Contrasting Examples of Cover Messages 600 Email Cover Messages 601 Handling the Interview 601 Investigating the Company 601 Making a Good Impression 601

Telephone Skills 550 Professional Voice Quality 550 Courtesy 551 Effective Phone Procedures 551 Effective Voice Mail Techniques 551 Courteous Use of Cell Phones 552 Problem-Solving Challenge: Getting Along in the Workplace 532 Communication Matters: Can You Be Fired for Using Profanity at Work? 533 Communication Matters: Introverts and Extraverts: Personality Types and Interpersonal Communication 536 Communication Matters: The Ten Commandments of Listening 538 Communication Matters: What’s in a Handshake? 540 Communication Matters: Thinking before You Speak 541 © Stockbyte/Veer RF

Contents

xxiii

Anticipating Questions and Preparing Answers 602 Putting Yourself at Ease 604 Helping to Control the Dialog 605 Leading an Interview 605 Following Up and Ending the Application 607 Writing a Thank-You Message 607 Constructing a Follow-up to an Application 607 Planning the Job Acceptance 608 Writing a Message Refusing a Job 608 Writing a Resignation 609 Continuing Job-Search Activities 609 Problem-Solving Challenge: Finding Your First Post-College Job 560 Communication Matters: Perfecting Your Elevator Pitch 561 Communication Matters: Are You Sure You’re Qualified?

Employers May Not Agree 563 From the Tech Desk: Make Your LinkedIn Profile Work for You 565 Communication Matters: The Most Important Six Seconds in Your Job Search 581

Cma 2–1 A-4 Cma 2–2 A-4 Cma 3 A-5 Cma 4–1 A-6 Cma 4–2 A-6 Cma 4–3 A-6 Cma 4–4 A-6 Cma 5–1 A-7 Cma 5–2 A-7 Cma 6–1 A-7 Cma 6–2 A-7 Dash: Dsh 1 A-7 Dsh 2 A-8 Exclamation Mark: Ex A-8 Hyphen: Hpn 1 A-8 Hpn 2–1 A-8 Hpn 2–2 A-8 Hpn 2–3 A-8 Italics: Ital 1 A-9 Ital 2 A-9 Ital 3 A-9

Communication Matters: Developing a Professional Portfolio 595 From the Tech Desk: Websites Offer Valuable Interview Advice 602 Communication Matters: Answers to the 10 Toughest Interview Questions 604 Communication Matters: What’s the Number One Interviewing Mistake? 608 Power Charge Your Professionalism: Put Your Editing Skills to Work 610

Key Terms 610 Critical-Thinking Questions 611 Skills-Building Exercises 611 Problem-Solving Cases 612

Bonus Chapters Reference Chapter A Correctness of Communication A-1 The Importance of Correctness A-1 The Nature of Correctness A-1 Standards for Punctuation A-2 Apostrophe: Apos 1 A-2 Apos 2 A-2 Apos 3 A-2 Brackets: Bkts A-3 Colon: Cln 1 A-3 Cln 2 A-4 Comma: Cma 1 A-4

xxiv

Contents

© Ingram Publishing RF

Parentheses: Parens A-9 Period: Pd 1 A-9 Pd 2 A-9 Pd 3 A-9 Question Mark: Q A-10 Quotation Marks: QM 1 A-10 QM 2 A-10 QM 3 A-10 QM 4 A-10 Semicolon: SC 1 A-12 SC 2 A-12 SC 3 A-13 SC 4 A-13 Standards for Grammar A-13 Adjective–Adverb Confusion: AA A-13 Subject–Verb Agreement: Agmt SV A-13 Adverbial Noun Clause: AN A-15 Awkward: Awk A-15 Dangling Modifiers: Dng A-15 Misplaced Modifiers: Mispl A-15 Mixed Construction: MixCon A-16 Incomplete Constructions: IncCon A-16 Sentence Fragment: Frag A-16 Run-on (Fused) Sentence: RO A-16 Comma Splice: CS A-17 Pronouns: Pn 1 A-17 Pn 2 A-17 Pn 3 A-18 Pn 4 A-19 Parallelism: Prl A-20 Tense: Tns A-20 Tns 1 A-20 Tns 2 A-20 Tns 3 A-20 Tns 4 A-21 Tns 5 A-21 Word Use: WU A-22 Wrong Word: WW A-22 Standards for the Use of Numbers A-23 Numbers: No 1 A-23 No 2 A-23 No 3 A-23 No 4 A-23 No 5 A-23 No 6 A-24 No 7 A-24 No 8 A-24 No 9 A-24 No 10 A-25 No 11 A-25

Capitalization: CAP A-27 Key Terms A-28 Critical-Thinking Questions A-28 Punctuation A-30 Apostrophes A-31 Pronouns A-31 A Self-Administered Diagnostic Test of Correctness A-31 Corrections for the Self-Administered Diagnostic Test of Correctness A-32 Problem-Solving Challenge: The Effects of Correctness on Communication A-1 Communication Matters: Can You Detect the Difference That Punctuation Makes? A-2 Communication Matters: Good Grammar: Your Ticket to Getting and Keeping a Job A-5 From the Tech Desk: Using the Internet to Improve Your Grammar A-11 From the Tech Desk: Hyphen, Small Dash, or Big Dash? A-12

Reference Chapter B Documentation of Sources B-1 When to Acknowledge B-1 How to Acknowledge B-3 The Three Main Citation Styles B-3 The Two Systems of the Chicago Style B-4 Preview of the Remaining Sections B-4 How to Cite Your Sources with Footnotes (Chicago Style) B-4 How to Cite Your Sources in Parentheses in the Text (APA and MLA Styles) B-12 The Reference List or Bibliography (Chicago, APA, and MLA) B-12 Communication Matters: Quotation Marks, Citation, Both, or Neither? B-2 From the Tech Desk: Using Microsoft Word 2016 to Add Footnotes B-5 Communication Matters: Citation Management Tools: Use with Caution B-19

Key Terms B-19 End Notes EN-1 Index IN-1

Spelling: SP A-25 Rules for Word Plurals A-26 Other Spelling Rules A-26

Contents

xxv

Business

Communication A Problem-Solving Approach

Communicating in

the Workplace

© McGraw Hill Education/Mark Dierker, photographer

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Chapter

One A

s head of his own talent-development

judgment, and even ingenuity. It takes being

company and former Director of Learn-

­attuned to ­people and to each communication

ing for Facebook, Stuart Crabb knows

situation. And it takes not only verbal skill but

what it takes to be an attractive job candidate

also technological and visual literacy.

and a successful employee. He has over

Like business itself, business communication

20 years’ experience helping companies hire the

can be challenging. But the challenge can be fun,

right people and develop their talent.

and solving communication problems can bring

What does it take to flourish in today’s work-

enormous rewards. This book will help prepare

place? According to Crabb, the answers are

you for an exciting future as both a businessper-

­“critical thinking,” “problem solving,” “creativity,”

son and a communicator.

and “performance.” It also takes being “motivated,” “individually accountable,” and a “good fit” with the company culture.

These happen to be key traits of successful

Learning Objectives LO1-1

Explain the importance of communication to you and to business.

LO1-2

Explain the ways in which business communication is a form of problem solving.

LO1-3

Describe the skills that are needed by today’s business communicators.

LO1-4

Define professionalism and its importance to business communicators.

LO1-5

Describe the three main categories of business communication.

LO1-6

Describe the two types of communication networks in an organization.

LO1-7

Describe the main factors that affect the types and amount of communicating that an organization does.

LO1-8

Describe the contexts for each act of business communication.

LO1-9

Describe the business communication process.

business communicators, too. They understand that communicating well takes analysis,

Stuart Crabb Courtesy of Stuart Crabb

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3

Problem-Solving Challenge Demonstrating Your Value on a High-Profile Team You were thrilled to be hired a few months

business has, in many cases, become difficult or

with new media could be an asset to the team.

ago as a customer service representative for

impossible. As a result, the sense of teamwork in

You’ll also be expected to represent the customer

OrgWare, a software developer that sells man-

the organization is weakening. And it is clear that

service area and the viewpoints of young em-

agement platforms to professional associations

phone calls, emails, and instant messaging are

ployees like yourself.

to help them run their operations and support

not sufficient to keep employees engaged and

their members’ activities. This is your first “real,”

well informed.

professional job, and you intend to make a great impression.

Everyone on the team will need to research the pros and cons of different media, acquire em-

The CEO has formed a task force to find an

ployees’ opinions, write progress reports, share

internal communication solution. Will it be an in-

ideas, and ultimately help present the team’s recommendation to the top executives.

The company is doing well. In 12 years, it has

tranet? An electronic newsletter? A secure social

grown from a five-person business into one that

networking site? Virtual meetings? A combina-

What will you need to know about commu­

employs 120 people and has six regional U.S.

tion? Which would the employees be most likely

nicating in business to meet this challenge?

sales teams, and there’s even a tech-development

to read and use? How should the solution be im-

Chapter 1 will give you a good grounding for an-

team in Malaysia. But this growth has created

plemented, and what will it cost?

swering this question thoroughly and well.

a problem: The extensive face-to-face communi-

To your surprise, you were asked to help find

cation that helped make OrgWare a thriving

the answers. The CEO felt that your familiarity

LO1-1 Explain the importance of communication to you and to business.

The Role of Communication in Business

Your work in business will involve communication—a lot of it—because communication is ­critical to every area of an organization’s operations. The overview that follows will help you prepare for the countless communication challenges ahead of you.

The Importance of Communication Skills

What assets will you need to bring with you into the job market? The first answer that might pop into your head is “everything I learned in my major.” Not a bad answer. You’re working hard to master an area of study, and that knowledge will certainly assist your entry into a profession.

But check out the Communication Matters box titled “Take It from Today’s Executives.” The knowledge needed for many jobs is changing so fast that employers are looking for skills that transcend particular jobs, industries, time, and places. Communication ranks at or near the top of these skills.

For example, in the most recent annual survey conducted by the National Association of ­Colleges and Employers (NACE), employers rated leadership, ability to work on a team, written communication skills, and problem-solving skills as the top attributes they look for in applicants’ résumés. Oral communication skills and a strong work ethic were rated just under these top four choices.1 In another study, the 431 managers and executives who responded to a survey about graduates’ preparedness for the workforce named “oral communications,” “teamwork/collaboration,” “professionalism/work ethic,” “written communications,” and “critical thinking/problem solving” as the top “very important skills” job applicants should have.2 Why is the ability to communicate effectively so highly valued? As one professional trainer explains, “You will need to request information, discuss problems, give instructions, work in

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Communication Matters Take It from Today’s Executives: What You Can Do Is Even More Important Than What You Know In its latest two surveys of executives, the Associ-

undergraduate major”—and an even higher

• More than 3 in 4 employers say they want

ation of American Colleges and Universities found

percentage (96%) believe that “all college

­colleges to place more emphasis on helping

that “cross-cutting capacities” like communica-

­students should have experiences that teach

­students develop critical thinking, complex prob-

tion skills are now more valued than a particular

them how to solve problems with people whose

lem solving, written and oral communication,

choice of major. More specifically,

views are different from their own.”

and applied knowledge in real-world settings.

• Nearly all those surveyed (93%) agree that

• More than 9 in 10 of those surveyed say it is im-

“a candidate’s demonstrated capacity to think

portant that those they hire demonstrate ethical

critically, communicate clearly, and solve com-

judgment and integrity, intercultural skills, and

plex problems is more important than their

the capacity for continued new learning.

Sources: “It Takes More than a Major: Employer Priorities for College Learning and Student Success,” AACU, April 10, 2013, accessed February 2016, https://www.aacu.org; “Falling Short?

College Learning and Career Success,” AACU, January 20, 2015, accessed February 2016, https://www.aacu.org.

teams, and interact with colleagues and clients” to achieve cooperation and team efficiency. To advance, you’ll also need to be able to think for yourself, “take initiative,” and “solve problems.”3 On the managerial level, you’ll find that communication skills are even more essential.

In the words of an international business consultant, “nothing puts you in the ‘poor leader’ category more swiftly than inadequate communication skills.”4 Unfortunately, businesses’ need for employees with strong communication skills is often unfulfilled. According to Solari Communications, “poor communication costs business millions of dollars every single day” in the form of wasted time, misunderstandings, eroded customer ­loyalty, and lost business.5 SIS International Research found that poor communication is a problem for small and midsize businesses, not just for big corporations. In 2009 a business with 100 employees spent an average downtime of 17 hours a week on clarifying its communications, which translated into an annual cost of $524,569.6 A recent study by the Project Management Institute revealed that one in five projects is unsuccessful due to ineffective communication, costing companies millions of dollars.7 The communication shortcomings of employees and the importance of communication in business explain why you should develop your communication skills. Whatever position you hold, your performance will be judged largely on the basis of your ability to communicate. If you perform and communicate well, you are likely to be rewarded with advancement. And the higher you advance, the more you will need your communication ability. The evidence is clear: Improving your communication skills makes you a better contributor and a more successful professional.

Business Communication as Problem Solving

LO1-2 Explain the ways in which business communication is a form of problem solving.

Communication is involved in everything businesses do. Even in businesses based largely on manual labor, somebody has to inform the employees how to run the machinery or perform their jobs, and the employees need to be able to explain their needs and describe problems. Communication is thus a huge problem solver in business; indeed, almost no business problem could be solved without it.

But there’s another way in which communication is problem solving. Every communication challenge you will face will involve factors that require at least a somewhat unique solution. For this reason, business communication itself—that is, figuring out what to say or write, and how— is a form of problem solving.

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Researchers in many fields—management, medicine, writing, psychology, and others—have studied problem solving. In general, they define problem as a gap between where you are now and where you want to be.8 Some problems can be solved by following a set procedure. These are well-defined problems. When you find out how much money is left in your budget or fill in a report with routine data, you are solving a well-defined problem. But most significant business communication problems are ill-defined problems. They involve too many unmeasurable factors and allow for too many possible options to be routinely solved. With ill-defined problems, you cannot find the answer; you have to develop one by gathering information, analyzing it, and making decisions. In fact, you often have to construct a definition of the problem before you can construct the solution.

One reason why so many business communication tasks are ill defined is that communication is a transaction between people—and people are both complex and unique. But the business context itself is complex, often presenting you with multiple ways to handle a situation. For example, if a customer has complained, what will you do about it? Nothing? Apologize? Imply that the customer was at fault? Give a conciliatory discount? Refuse to adjust the bill? Even a “simple” ill-defined problem like this one requires thinking through not only how to solve the business problem (what to do with an unhappy customer) but also how to solve the communication problem (what to say and how to say it).

Fortunately, once you’ve studied this book, you’ll have several heuristics in your toolbox that’ll help you meet any communication challenge. Heuristics are tools to think with. They’re basic guidelines, rough models, previous scenarios, and other aids that keep you from having to treat each problem as a brand new problem. Good problem solvers rely on heuristics. When facing a problem, the first thing they ask is, “Have I seen this kind of problem before?” And then, depending on the answer, they consider strategies they’ve already learned and used in other situations to see if some of those might apply. This is the kind of problem solving we encourage you to use.

The concepts, structures, and strategies offered here are meant to save you time when planning communication solutions, but you must use your own good judgment to figure out how and when to apply them.

Of course, people will handle communication tasks differently depending on who they are, how they interpret the situation, and who they imagine their recipients to be. Does this mean that all communication solutions are equally good? Absolutely not. While there is no perfect solution, there can be many bad ones that have been developed without enough effort. Focused analysis, research, and planning will not guarantee success in the shifting, complex world of business communication, but they will make your chances of success as high as possible. Following the advice in this book, you can generate effective solutions for many common communication problems.

LO1-3 Describe the skills that are needed by today’s business communicators.

Communication Skills—A Breakdown

When you approach business communication as problem solving, you draw on skills that you may not have realized are necessary for effective workplace communication.

Certainly verbal literacy is a core component of communication skill. The greater the range of words and sentence patterns you’re familiar with, and the stronger your knowledge of grammar and mechanics, the better you can communicate appropriately with a given audience. Chapter 5, Chapter 6, and Reference Chapter A will help you craft a correct, reader-focused style.

But these days, visual literacy is almost as important. Extensive exposure to the Internet, with its graphics-rich content, has led readers to expect all types of written communication to look inviting and easy to read. Anything that doesn’t look this way is likely to be ignored. Visuals are also critical to conveying information. Research indicates that 80 to 85% of all our perception is mediated through vision, and visually enhanced text has been proven to generate more effective learning than text alone.9 Chapters 3 and 4 will explain about how to boost your communication’s effectiveness through purposeful visual design.

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While verbal and visual literacy will be your core communication skills, many other skills will come into play as you solve business communication problems. Listed below are the ones most frequently mentioned by employers and by analysts of the contemporary workplace.

Interpersonal Skill Every business, even a one-person business, is a social enterprise. Some-

one has to make or acquire what’s being sold, someone has to sell it, and someone has to manage the whole operation—all of which involves communicating with others. Being able to work with people is thus a highly prized business skill.

Of particular interest to employers these days is employees’ ability to work on a team. The respondents to the latest NACE survey ranked this trait second in terms of the skills they like to see indicated in a résumé, and it is similarly prized by many other employers.10 There is good reason for this: As the hierarchical structure that characterized 20th-century businesses has given way to flatter, more shifting organizational shapes, the workgroup approach to business has become widespread.

Many workplace groups manage a functional area of the company, such as sales or tech support.

But others are cross-functional teams set up on a temporary basis to solve particular problems or pursue particular initiatives. And you’ll notice that even large companies sometimes refer to their employees as the “team.” Putting together different types of people with different kinds of expertise has become essential to most organizations’ success. Chapter 14 will help you become a valued contributor in this environment.

Analytical Ability When you communicate on the job, you will often be presenting your

analysis of a situation or a set of information. Adapting to a quickly changing business landscape requires being able to scan the available facts, focus on the relevant ones, and interpret them reliably and usefully. As data-gathering devices are built into more objects, there will be more numerical data for us to process. Thus, the need for computational thinking—the ability “to interact with data, see patterns in data, make data-based decisions, and use data to design for desired outcomes”11—is increasing, and, with it, the need for the ability to create and read databased graphics.12 But your interpretive skills need to go beyond interpreting numbers. Being able to understand situations and people—that is, to guess the meaning behind the facts you can see—is critical. As “smart machines” have automated many workplace tasks, employees are spending more time on tasks that require “the ability to determine the deeper meaning or significance of what is being expressed.”13 As one expert put it, “high-value work” has “an imaginative component.”14 This quality is required to discern the key facts, to explore “what ifs,” and to choose the best solution—all central components of successful business communication. Every communication task in this book draws on such analytical skills.

Media Literacy When email arrived on the scene in the late 1980s, it created something of a revolution. Instead of being restricted to letters, memos, and printed reports and proposals, business writers could now correspond electronically. As a result, many tasks formerly conducted via print documents—memos in particular—were performed through email instead, and email replaced many phone and face-to-face conversations as well.

As you know, we now have many additional media options for our communication. In addition to instant messaging and text messaging, businesses are now using blogs, tweets, podcasts, virtual meetings, videos, animation, simulations, and even online games. Collectively referred to as new Exhibit 1-1 Communication-Related Skills for 21st-Century Business media, these forms of communication and the mobile devices with which people access them are causing another revolution.

• Verbal and visual literacy • Media literacy/social The impacts of this change are many and far reaching. It is easy now to network with others, even on the other side of the world, and to tap the intelligence of those outside the boundaries of the

• Interpersonal/collaborative skill • Analytical ability (computational thinking, interpretive skill)

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Communication Matters Why Companies Promote Workplace Diversity Diversity programs are becoming widespread.

backgrounds together, you’ll end up getting

company, it will be harder to solve complex

Why? An article on OPENForum.com, a site offer-

better solutions to business problems.

problems. One study by Katherine Phillips, a

3. It encourages personal growth. Employees,

professor at Kellogg, shows that adding even

these benefits:

­especially younger ones, are striving to use their

one employee from a different background

1. It builds your employer brand. You can ­attract

corporate experience to learn and to grow their

can get people out of their comfort zones and

better talent from around the world. Also, a

careers. Workplace diversity supports this profes-

thinking differently about a situation.

company that has a strong diversity program

sional development because it helps employees

will have a good reputation because it will be

learn new ideas and perspectives and connect

seen as having fair employment practices.

intellectually and personally to different people.

2. It increases creativity. When you bring a

4. It makes employees think more indepen-

­variety of different people from various

dently. If you have similar people at a

ing resources and advice for businesses, lists

Source: Dan Schawbel, “Why Diversity Matters in the Workplace,” American Express OPEN Forum, November 8, 2012, https:// www.americanexpress.com/us/small-business/openforum/ articles/why-diversity-matters-in-the-workplace/. All rights reserved. Used with permission.

organization. Obviously, these “new ways for groups to come together and collaborate” require that employees be “highly conversant with digital networking and virtual collaboration.”15 But new media also increase the need for employees with social intelligence—the ability “to quickly assess the emotions of those around them and adapt their words, tone, and gestures accordingly.”16 With information coming in so fast and from so many sources, organizations are becoming more brainlike, with each employee acting as a kind of sensor. As a result, front-line employees now have a higher level of decision-making power than ever before.17 Performing well in such an environment takes “novel and adaptive thinking,”18 a willingness to “embrace change,” and “fierce problem-solving skills.”19 Chapter 2 and many of the later chapters will help you choose your media wisely and strengthen your ability to use them well.

Cultural Awareness Countries and cultures continue to grow more interconnected as businesses expand around the world.

Cross-cultural competency should thus be a part of your skillset.20 You will need to be aware that your assumptions about business and communication are not shared by everyone everywhere. As Chapter 7 explains, businesspeople from other countries may have distinctly different attitudes about punctuality and efficiency. They can also differ from you in their preference, or lack thereof, for directness and the show of emotion. And the core features of their culture—such as their preference for individualism or collectivism, their religious beliefs, their political environment, their ideas about social hierarchy, and their attitudes toward work itself—can make their view of how to do business quite different from yours.

You will encounter other kinds of diversity as well. To have adequate retirement income, the Baby Boomers—those born soon after World War II—are extending their careers. This means that organizations are likely to have employees in their twenties, in their sixties and seventies, and every age in between. The influx of women into the workplace has meant increased gender diversity. Moreover, each generation of U.S. workers has grown more ethnically diverse, with the youngest generation having the most ethnic diversity.21 You will definitely need to have ­cultural agility to communicate successfully in the workplace.

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Another random document with no related content on Scribd:

DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI

Newala, too, suffers from the distance of its water-supply—at least the Newala of to-day does; there was once another Newala in a lovely valley at the foot of the plateau. I visited it and found scarcely a trace of houses, only a Christian cemetery, with the graves of several missionaries and their converts, remaining as a monument of its former glories. But the surroundings are wonderfully beautiful. A thick grove of splendid mango-trees closes in the weather-worn crosses and headstones; behind them, combining the useful and the agreeable, is a whole plantation of lemon-trees covered with ripe fruit; not the small African kind, but a much larger and also juicier imported variety, which drops into the hands of the passing traveller, without calling for any exertion on his part. Old Newala is now under the jurisdiction of the native pastor, Daudi, at Chingulungulu, who, as I am on very friendly terms with him, allows me, as a matter of course, the use of this lemon-grove during my stay at Newala.

FEET MUTILATED BY THE RAVAGES OF THE “JIGGER” (Sarcopsylla penetrans)

The water-supply of New Newala is in the bottom of the valley, some 1,600 feet lower down. The way is not only long and fatiguing, but the water, when we get it, is thoroughly bad. We are suffering not only from this, but from the fact that the arrangements at Newala are nothing short of luxurious. We have a separate kitchen—a hut built against the boma palisade on the right of the baraza, the interior of which is not visible from our usual position. Our two cooks were not long in finding this out, and they consequently do—or rather neglect to do—what they please. In any case they do not seem to be very particular about the boiling of our drinking-water—at least I can attribute to no other cause certain attacks of a dysenteric nature, from which both Knudsen and I have suffered for some time. If a man like Omari has to be left unwatched for a moment, he is capable of anything. Besides this complaint, we are inconvenienced by the state of our nails, which have become as hard as glass, and crack on the slightest provocation, and I have the additional infliction of pimples all over me. As if all this were not enough, we have also, for the last week been waging war against the jigger, who has found his Eldorado in the hot sand of the Makonde plateau. Our men are seen all day long—whenever their chronic colds and the dysentery likewise raging among them permit—occupied in removing this scourge of Africa from their feet and trying to prevent the disastrous consequences of its presence. It is quite common to see natives of this place with one or two toes missing; many have lost all their toes,

or even the whole front part of the foot, so that a well-formed leg ends in a shapeless stump. These ravages are caused by the female of Sarcopsylla penetrans, which bores its way under the skin and there develops an egg-sac the size of a pea. In all books on the subject, it is stated that one’s attention is called to the presence of this parasite by an intolerable itching. This agrees very well with my experience, so far as the softer parts of the sole, the spaces between and under the toes, and the side of the foot are concerned, but if the creature penetrates through the harder parts of the heel or ball of the foot, it may escape even the most careful search till it has reached maturity.

Then there is no time to be lost, if the horrible ulceration, of which we see cases by the dozen every day, is to be prevented. It is much easier, by the way, to discover the insect on the white skin of a European than on that of a native, on which the dark speck scarcely shows. The four or five jiggers which, in spite of the fact that I constantly wore high laced boots, chose my feet to settle in, were taken out for me by the all-accomplished Knudsen, after which I thought it advisable to wash out the cavities with corrosive sublimate. The natives have a different sort of disinfectant—they fill the hole with scraped roots. In a tiny Makua village on the slope of the plateau south of Newala, we saw an old woman who had filled all the spaces under her toe-nails with powdered roots by way of prophylactic treatment. What will be the result, if any, who can say?

The rest of the many trifling ills which trouble our existence are really more comic than serious. In the absence of anything else to smoke, Knudsen and I at last opened a box of cigars procured from the Indian store-keeper at Lindi, and tried them, with the most distressing results. Whether they contain opium or some other narcotic, neither of us can say, but after the tenth puff we were both “off,” three-quarters stupefied and unspeakably wretched. Slowly we recovered—and what happened next? Half-an-hour later we were once more smoking these poisonous concoctions—so insatiable is the craving for tobacco in the tropics.

Even my present attacks of fever scarcely deserve to be taken seriously. I have had no less than three here at Newala, all of which have run their course in an incredibly short time. In the early afternoon, I am busy with my old natives, asking questions and making notes. The strong midday coffee has stimulated my spirits to

an extraordinary degree, the brain is active and vigorous, and work progresses rapidly, while a pleasant warmth pervades the whole body. Suddenly this gives place to a violent chill, forcing me to put on my overcoat, though it is only half-past three and the afternoon sun is at its hottest. Now the brain no longer works with such acuteness and logical precision; more especially does it fail me in trying to establish the syntax of the difficult Makua language on which I have ventured, as if I had not enough to do without it. Under the circumstances it seems advisable to take my temperature, and I do so, to save trouble, without leaving my seat, and while going on with my work. On examination, I find it to be 101·48°. My tutors are abruptly dismissed and my bed set up in the baraza; a few minutes later I am in it and treating myself internally with hot water and lemon-juice.

Three hours later, the thermometer marks nearly 104°, and I make them carry me back into the tent, bed and all, as I am now perspiring heavily, and exposure to the cold wind just beginning to blow might mean a fatal chill. I lie still for a little while, and then find, to my great relief, that the temperature is not rising, but rather falling. This is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment, that it has fallen below 98·6°, and I feel perfectly well. I read for an hour or two, and could very well enjoy a smoke, if I had the wherewithal—Indian cigars being out of the question.

Having no medical training, I am at a loss to account for this state of things. It is impossible that these transitory attacks of high fever should be malarial; it seems more probable that they are due to a kind of sunstroke. On consulting my note-book, I become more and more inclined to think this is the case, for these attacks regularly follow extreme fatigue and long exposure to strong sunshine. They at least have the advantage of being only short interruptions to my work, as on the following morning I am always quite fresh and fit.

My treasure of a cook is suffering from an enormous hydrocele which makes it difficult for him to get up, and Moritz is obliged to keep in the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy from somewhere in the bush, knows still less of cooking than Omari; consequently Nils Knudsen himself has been promoted to the vacant post. Finding that we had come to the end of our supplies, he began by sending to Chingulungulu for the four sucking-pigs which we had

bought from Matola and temporarily left in his charge; and when they came up, neatly packed in a large crate, he callously slaughtered the biggest of them. The first joint we were thoughtless enough to entrust for roasting to Knudsen’s mshenzi cook, and it was consequently uneatable; but we made the rest of the animal into a jelly which we ate with great relish after weeks of underfeeding, consuming incredible helpings of it at both midday and evening meals. The only drawback is a certain want of variety in the tinned vegetables. Dr. Jäger, to whom the Geographical Commission entrusted the provisioning of the expeditions—mine as well as his own—because he had more time on his hands than the rest of us, seems to have laid in a huge stock of Teltow turnips,[46] an article of food which is all very well for occasional use, but which quickly palls when set before one every day; and we seem to have no other tins left. There is no help for it—we must put up with the turnips; but I am certain that, once I am home again, I shall not touch them for ten years to come.

Amid all these minor evils, which, after all, go to make up the genuine flavour of Africa, there is at least one cheering touch: Knudsen has, with the dexterity of a skilled mechanic, repaired my 9 × 12 cm. camera, at least so far that I can use it with a little care.

How, in the absence of finger-nails, he was able to accomplish such a ticklish piece of work, having no tool but a clumsy screw-driver for taking to pieces and putting together again the complicated mechanism of the instantaneous shutter, is still a mystery to me; but he did it successfully. The loss of his finger-nails shows him in a light contrasting curiously enough with the intelligence evinced by the above operation; though, after all, it is scarcely surprising after his ten years’ residence in the bush. One day, at Lindi, he had occasion to wash a dog, which must have been in need of very thorough cleansing, for the bottle handed to our friend for the purpose had an extremely strong smell. Having performed his task in the most conscientious manner, he perceived with some surprise that the dog did not appear much the better for it, and was further surprised by finding his own nails ulcerating away in the course of the next few days. “How was I to know that carbolic acid has to be diluted?” he mutters indignantly, from time to time, with a troubled gaze at his mutilated finger-tips.

Since we came to Newala we have been making excursions in all directions through the surrounding country, in accordance with old habit, and also because the akida Sefu did not get together the tribal elders from whom I wanted information so speedily as he had promised. There is, however, no harm done, as, even if seen only from the outside, the country and people are interesting enough.

The Makonde plateau is like a large rectangular table rounded off at the corners. Measured from the Indian Ocean to Newala, it is about seventy-five miles long, and between the Rovuma and the Lukuledi it averages fifty miles in breadth, so that its superficial area is about two-thirds of that of the kingdom of Saxony. The surface, however, is not level, but uniformly inclined from its south-western edge to the ocean. From the upper edge, on which Newala lies, the eye ranges for many miles east and north-east, without encountering any obstacle, over the Makonde bush. It is a green sea, from which here and there thick clouds of smoke rise, to show that it, too, is inhabited by men who carry on their tillage like so many other primitive peoples, by cutting down and burning the bush, and manuring with the ashes. Even in the radiant light of a tropical day such a fire is a grand sight.

Much less effective is the impression produced just now by the great western plain as seen from the edge of the plateau. As often as time permits, I stroll along this edge, sometimes in one direction, sometimes in another, in the hope of finding the air clear enough to let me enjoy the view; but I have always been disappointed.

Wherever one looks, clouds of smoke rise from the burning bush, and the air is full of smoke and vapour. It is a pity, for under more favourable circumstances the panorama of the whole country up to the distant Majeje hills must be truly magnificent. It is of little use taking photographs now, and an outline sketch gives a very poor idea of the scenery. In one of these excursions I went out of my way to make a personal attempt on the Makonde bush. The present edge of the plateau is the result of a far-reaching process of destruction through erosion and denudation. The Makonde strata are everywhere cut into by ravines, which, though short, are hundreds of yards in depth. In consequence of the loose stratification of these beds, not only are the walls of these ravines nearly vertical, but their upper end is closed by an equally steep escarpment, so that the

western edge of the Makonde plateau is hemmed in by a series of deep, basin-like valleys. In order to get from one side of such a ravine to the other, I cut my way through the bush with a dozen of my men.

It was a very open part, with more grass than scrub, but even so the short stretch of less than two hundred yards was very hard work; at the end of it the men’s calicoes were in rags and they themselves bleeding from hundreds of scratches, while even our strong khaki suits had not escaped scatheless.

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR MAHUTA

I see increasing reason to believe that the view formed some time back as to the origin of the Makonde bush is the correct one. I have no doubt that it is not a natural product, but the result of human occupation. Those parts of the high country where man—as a very slight amount of practice enables the eye to perceive at once—has not yet penetrated with axe and hoe, are still occupied by a splendid timber forest quite able to sustain a comparison with our mixed forests in Germany. But wherever man has once built his hut or tilled his field, this horrible bush springs up. Every phase of this process

may be seen in the course of a couple of hours’ walk along the main road. From the bush to right or left, one hears the sound of the axe— not from one spot only, but from several directions at once. A few steps further on, we can see what is taking place. The brush has been cut down and piled up in heaps to the height of a yard or more, between which the trunks of the large trees stand up like the last pillars of a magnificent ruined building. These, too, present a melancholy spectacle: the destructive Makonde have ringed them— cut a broad strip of bark all round to ensure their dying off—and also piled up pyramids of brush round them. Father and son, mother and son-in-law, are chopping away perseveringly in the background—too busy, almost, to look round at the white stranger, who usually excites so much interest. If you pass by the same place a week later, the piles of brushwood have disappeared and a thick layer of ashes has taken the place of the green forest. The large trees stretch their smouldering trunks and branches in dumb accusation to heaven—if they have not already fallen and been more or less reduced to ashes, perhaps only showing as a white stripe on the dark ground.

This work of destruction is carried out by the Makonde alike on the virgin forest and on the bush which has sprung up on sites already cultivated and deserted. In the second case they are saved the trouble of burning the large trees, these being entirely absent in the secondary bush.

After burning this piece of forest ground and loosening it with the hoe, the native sows his corn and plants his vegetables. All over the country, he goes in for bed-culture, which requires, and, in fact, receives, the most careful attention. Weeds are nowhere tolerated in the south of German East Africa. The crops may fail on the plains, where droughts are frequent, but never on the plateau with its abundant rains and heavy dews. Its fortunate inhabitants even have the satisfaction of seeing the proud Wayao and Wamakua working for them as labourers, driven by hunger to serve where they were accustomed to rule.

But the light, sandy soil is soon exhausted, and would yield no harvest the second year if cultivated twice running. This fact has been familiar to the native for ages; consequently he provides in time, and, while his crop is growing, prepares the next plot with axe and firebrand. Next year he plants this with his various crops and

lets the first piece lie fallow. For a short time it remains waste and desolate; then nature steps in to repair the destruction wrought by man; a thousand new growths spring out of the exhausted soil, and even the old stumps put forth fresh shoots. Next year the new growth is up to one’s knees, and in a few years more it is that terrible, impenetrable bush, which maintains its position till the black occupier of the land has made the round of all the available sites and come back to his starting point.

The Makonde are, body and soul, so to speak, one with this bush.

According to my Yao informants, indeed, their name means nothing else but “bush people.” Their own tradition says that they have been settled up here for a very long time, but to my surprise they laid great stress on an original immigration. Their old homes were in the south-east, near Mikindani and the mouth of the Rovuma, whence their peaceful forefathers were driven by the continual raids of the Sakalavas from Madagascar and the warlike Shirazis[47] of the coast, to take refuge on the almost inaccessible plateau. I have studied African ethnology for twenty years, but the fact that changes of population in this apparently quiet and peaceable corner of the earth could have been occasioned by outside enterprises taking place on the high seas, was completely new to me. It is, no doubt, however, correct.

The charming tribal legend of the Makonde—besides informing us of other interesting matters—explains why they have to live in the thickest of the bush and a long way from the edge of the plateau, instead of making their permanent homes beside the purling brooks and springs of the low country.

“The place where the tribe originated is Mahuta, on the southern side of the plateau towards the Rovuma, where of old time there was nothing but thick bush. Out of this bush came a man who never washed himself or shaved his head, and who ate and drank but little.

He went out and made a human figure from the wood of a tree growing in the open country, which he took home to his abode in the bush and there set it upright. In the night this image came to life and was a woman. The man and woman went down together to the Rovuma to wash themselves. Here the woman gave birth to a stillborn child. They left that place and passed over the high land into the valley of the Mbemkuru, where the woman had another child, which

was also born dead. Then they returned to the high bush country of Mahuta, where the third child was born, which lived and grew up. In course of time, the couple had many more children, and called themselves Wamatanda. These were the ancestral stock of the Makonde, also called Wamakonde,[48] i.e., aborigines. Their forefather, the man from the bush, gave his children the command to bury their dead upright, in memory of the mother of their race who was cut out of wood and awoke to life when standing upright. He also warned them against settling in the valleys and near large streams, for sickness and death dwelt there. They were to make it a rule to have their huts at least an hour’s walk from the nearest wateringplace; then their children would thrive and escape illness.”

The explanation of the name Makonde given by my informants is somewhat different from that contained in the above legend, which I extract from a little book (small, but packed with information), by Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my results agree exactly with the statements of the legend. Washing?

Hapana—there is no such thing. Why should they do so? As it is, the supply of water scarcely suffices for cooking and drinking; other people do not wash, so why should the Makonde distinguish himself by such needless eccentricity? As for shaving the head, the short, woolly crop scarcely needs it,[49] so the second ancestral precept is likewise easy enough to follow. Beyond this, however, there is nothing ridiculous in the ancestor’s advice. I have obtained from various local artists a fairly large number of figures carved in wood, ranging from fifteen to twenty-three inches in height, and representing women belonging to the great group of the Mavia, Makonde, and Matambwe tribes. The carving is remarkably well done and renders the female type with great accuracy, especially the keloid ornamentation, to be described later on. As to the object and meaning of their works the sculptors either could or (more probably) would tell me nothing, and I was forced to content myself with the scanty information vouchsafed by one man, who said that the figures were merely intended to represent the nembo—the artificial deformations of pelele, ear-discs, and keloids. The legend recorded

by Pater Adams places these figures in a new light. They must surely be more than mere dolls; and we may even venture to assume that they are—though the majority of present-day Makonde are probably unaware of the fact—representations of the tribal ancestress.

The references in the legend to the descent from Mahuta to the Rovuma, and to a journey across the highlands into the Mbekuru valley, undoubtedly indicate the previous history of the tribe, the travels of the ancestral pair typifying the migrations of their descendants. The descent to the neighbouring Rovuma valley, with its extraordinary fertility and great abundance of game, is intelligible at a glance—but the crossing of the Lukuledi depression, the ascent to the Rondo Plateau and the descent to the Mbemkuru, also lie within the bounds of probability, for all these districts have exactly the same character as the extreme south. Now, however, comes a point of especial interest for our bacteriological age. The primitive Makonde did not enjoy their lives in the marshy river-valleys.

Disease raged among them, and many died. It was only after they had returned to their original home near Mahuta, that the health conditions of these people improved. We are very apt to think of the African as a stupid person whose ignorance of nature is only equalled by his fear of it, and who looks on all mishaps as caused by evil spirits and malignant natural powers. It is much more correct to assume in this case that the people very early learnt to distinguish districts infested with malaria from those where it is absent.

This knowledge is crystallized in the ancestral warning against settling in the valleys and near the great waters, the dwelling-places of disease and death. At the same time, for security against the hostile Mavia south of the Rovuma, it was enacted that every settlement must be not less than a certain distance from the southern edge of the plateau. Such in fact is their mode of life at the present day. It is not such a bad one, and certainly they are both safer and more comfortable than the Makua, the recent intruders from the south, who have made USUAL METHOD OF good their footing on the western edge of the CLOSING HUT-DOOR plateau, extending over a fairly wide belt of country. Neither Makua nor Makonde show in their dwellings anything of the size and comeliness of the Yao houses in the plain, especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a Makonde hamlet not far from Newala, on the road to Mahuta, is the

most important settlement of the tribe I have yet seen, and has fairly spacious huts. But how slovenly is their construction compared with the palatial residences of the elephant-hunters living in the plain.

The roofs are still more untidy than in the general run of huts during the dry season, the walls show here and there the scanty beginnings or the lamentable remains of the mud plastering, and the interior is a veritable dog-kennel; dirt, dust and disorder everywhere. A few huts only show any attempt at division into rooms, and this consists merely of very roughly-made bamboo partitions. In one point alone have I noticed any indication of progress—in the method of fastening the door. Houses all over the south are secured in a simple but ingenious manner. The door consists of a set of stout pieces of wood or bamboo, tied with bark-string to two cross-pieces, and moving in two grooves round one of the door-posts, so as to open inwards. If the owner wishes to leave home, he takes two logs as thick as a man’s upper arm and about a yard long. One of these is placed obliquely against the middle of the door from the inside, so as to form an angle of from 60° to 75° with the ground. He then places the second piece horizontally across the first, pressing it downward with all his might.

It is kept in place by two strong posts planted in the ground a few inches inside the door. This fastening is absolutely safe, but of course cannot be applied to both doors at once, otherwise how could the owner leave or enter his house? I have not yet succeeded in finding out how the back door is fastened.

MAKONDE LOCK AND KEY AT JUMBE CHAURO

This is the general way of closing a house. The Makonde at Jumbe Chauro, however, have a much more complicated, solid and original one. Here, too, the door is as already described, except that there is only one post on the inside, standing by itself about six inches from one side of the doorway. Opposite this post is a hole in the wall just large enough to admit a man’s arm. The door is closed inside by a large wooden bolt passing through a hole in this post and pressing with its free end against the door. The other end has three holes into which fit three pegs running in vertical grooves inside the post. The door is opened with a wooden key about a foot long, somewhat curved and sloped off at the butt; the other end has three pegs corresponding to the holes, in the bolt, so that, when it is thrust through the hole in the wall and inserted into the rectangular opening in the post, the pegs can be lifted and the bolt drawn out.[50]

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second showed me on the spot the action of this greatest invention of the Makonde Highlands. To both with an admiring exclamation of “Vizuri sana!” (“Very fine!”). I expressed the wish to take back these marvels with me to Ulaya, to show the Wazungu what clever fellows the Makonde are. Scarcely five minutes after my return to camp at Newala, the two men came up sweating under the weight of two heavy logs which they laid down at my feet, handing over at the same time the keys of the fallen fortress. Arguing, logically enough, that if the key was wanted, the lock would be wanted with it, they had taken their axes and chopped down the posts—as it never occurred to them to dig them out of the ground and so bring them intact. Thus I have