John Molson School of Business
Annie Ohana
Business Communication
(COMM 205)
Final Exam Notes
Fall 2017
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
1
CHAPTER 1 – COMMUNICATION FOUNDATIONS
LEARNING OBJECTIVE 1:
Explain how communication skills fuel career success and why writing is vital in a digital workplace.
COMMUNICATIG IN THE DIGITAL WORLD
Individuals can expect a fast-paced, competitive, and highly connected digital environment
Technology connects individuals anywhere and anytime.
Businesses recognize the power of digital media networks.
Electronic media have empowered the public to participate and be heard.
COMMUNICATION SKILLS
Include reading, listening, nonverbal, speaking, and writing skills
Require individuals to be media savvy and exercise good judgment when posting Internet messages and writing e-mails
Necessitate that individuals guard their online image and protect the reputation of their employers
STRONG COMMUNICATION SKILLS
•
Are critical to effective job placement, advancement, and organizational success;
•
Are specifically asked for in job advertisements;
•
Include general communication, interpersonal skills, and teamwork skills; and
•
Are at least as important as technical skills for entry-level and management positions.
WRITING IN THE DIGITAL AGE
Employers expect more formal, thoughtful, informative, and error-free messages.
Solid writing skills are necessary in networked digital world.
Employees must be familiar with new communication channels, including the Web and e-mail, instant messages, blogs,
and social media networks.
“Writing matters more than ever because the online media require more of it, not less.”
HR professionals identified problem solving and critical thinking as top workplace
skills today. Given the avalanche of information available, individuals must be able
to evaluate all sources critically because information flows at a great speed, across
a variety of media, and in many directions. It is important for students to be
proactive and control their careers more than ever.
Discuss career aspirations and how students are preparing for their futures. Also
include a focus on their job expectations (salary, security, workplace venue, and
working hours) after graduation. Students must understand that prospective
employees must have the required skills, course work, and GPA expected.
Employers want strong communication skills, work ethic, the ability to work in
teams, and initiative.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
THE DIGITAL REVOLUTION AND YOU
Use e-mail, electronic slide
presentations, wikis, podcasts, or
Facebook and other social media in a
professional setting.
1 Think critically in the digital age
2 Manage your career well
3 Succeed in competitive job market.
2
INFORMATION WORKER DESCRIBES SOMEONE WHO:
(a) Provide and consume information in the workplace;
(b) Engage in mind work;
(c) Make sense of words, figures, and data; and
(d) Demand continuous, lifelong learning.
Whether you work in m-commerce (mobile technology businesses), e-commerce (Internet-based businesses), or brick-and-mortar
commerce, three out of four jobs will involve mind work. This problem solving requires that individuals understand the problem,
generate and select the most feasible ideas, and refine, justify, and implement the solution. Individuals need to be proactive and
exercise greater control over careers. Jobs are no longer nine to five with predictable pay increases, lifetime security, and
conventional workplaces. Constant training and lifelong learning are necessary. In addition, individuals must manage their
reputation and protect their “brand.”
INFORMATION TECHNOLOGY HAS:
(a) Changed how we work, play, and communicate;
(b) Made it easier to access and share information via various digital media from a vast network of sources;
(c) Made it easier to distribute information instantly and to widespread audiences; and
(d) Necessitated thinking critically about new media.
Knowledge or information workers in this age can expect to generate, process, and exchange information. They can also be
expected to use e-mail, electronic slide presentations, wikis, podcasts, or Facebook and other social media in a professional
setting. Additionally, the avalanche of information available requires individuals to evaluate all sources because information flows
at a great speed across various media and in many directions.
KNOWLEDGE WORKERS IN THE INFROMATION AGE:
(a) Changed how we work, play, and communicate;
(b) Expect to be generating, processing, and exchanging information.
(c) Think creatively and critically (backed by reason and evidence).
(d) Test plans and get feedback from colleagues and bosses.
(e) Require continual training to meet changing technologies and work procedures.
Knowledge or information workers in this age can expect to generate, process, and exchange information. They can also be
expected to use e-mail, electronic slide presentations, wikis, podcasts, or Facebook and other social media in a professional
setting. Additionally, the avalanche of information available requires individuals to evaluate all sources because information flows
at a great speed across various media and in many directions.
Management and employees work together in such areas as product development, quality control, and customer satisfaction,
which means workers must think creatively and critically. Thinking creatively and critically means having opinions that are backed
by reasons and evidence. Constantly changing technologies and work procedures mean continual training for employees.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
3
WHY SHOULD YOU CARE?
Technology enables rapid, frequent transmission of messages.
People stay connected through spoken and written messages.
People with good communication skills are seen as intelligent,
educated, and capable.
The ability to write opens doors to professional employment.
The first step in reaching a solution is pinpointing the problem. The second step looks at possible causes and solutions, which may
mean checking files, calling suppliers, or brainstorming with fellow workers. Once the information has been researched, it is
important to evaluate it to identify any potential biases or inaccuracies. This is followed by weighing the advantages and
disadvantages of the alternatives being considered. This step requires creativity. Lastly, the best alternative is selected and tested
to ensure effectiveness over time.
LEARNING OBJECTIVE 2:
Examine critically the internal and external flow of communication in organizations through formal
and informal channels, explain the importance of effective media choices, and understand how to
overcome barriers to organizational communication
TRENDS AND CHALLENGES AFFECTING YOU IN THE INFROMATION AGE WORKPLACE
(e) Collaborative environments and teaming
(f) Growing workforce diversity
(g) Virtual and non-territorial offices
(h) Technology enables rapid, frequent transmission
of messages.
(a) Social media and changing communication
technologies
(b) Anytime, anywhere: 24/7/365 availability
(c) Global marketplace and competition
(d) Shrinking management layers
Statistics:
•
Since its inception in 2004, Facebook has ballooned into a massive global force of more than 1 billion users.
•
North Americans put in the longest hours (about 50 percent more) than most European countries and Japan.
•
Canada ranks as the third worst in the world for legally mandated time off work.
•
By 2031, Statistics Canada predicts that approximately one third of the people in the Canadian labour force could be foreign
born. Women account for 47 percent of the workforce.
Doing business in faraway countries means dealing with people who may practise different religions, follow different customs, live
different lifestyles, and rely on different approaches to business.
Added problems include multiple time zones, vast distances between offices, and different languages. New skills required include
cultural awareness, flexibility, and patience.
Frontline employees as well as managers participate in critical thinking and decision making. Nearly everyone is a writer and a
communicator.
Ask students if they can think of any jobs where they will NOT have to write to or communicate with others.
It is important to discuss social media with students here. Ask students how many have Facebook, LinkedIn, or other social networking
accounts. Have they ever posted anything on YouTube? Do they Skype, Tweet, or use Instagram? How would they feel if their
potential employers saw their posts? Is there anything embarrassing on their accounts?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
4
INFORMATION FLOW AND MEDIA CHOICES IN TODAY’S BUSINESS WORLD
Functions of business communication:
ü
TO INFROM
ü
TO PERSUADE
ü
TO PROMOTE GOODWILL
Mobility and interactivity: instant, less paper-based communication; wireless access is widespread; Internet access
ever-present (Internet and intranet, corporate websites, audio and video podcasting, videoconferencing, and Web
chats keep individuals informed anytime and anywhere)
Smart devices: used to inform, communicate, and entertain (these allow users to bypass desktop computers and
notebooks entirely.
INTERNAL AND EXTERNAL COMMUNICATION
Two basic forms of communication: (1) oral, (2) written
Internal communication includes exchanging ideas and messages with superiors, co-workers, and subordinates.
External communication includes communicating with customers, suppliers, the government, and the public.
COMMUNICATION ADVANTAGES
ORAL
1. Opportunity to ask questions
immediately for clarification
WRITTEN
1. Provides a permanent record
2. Enables communicators to see facial
expressions and hear voice inflections
3. Efficient method to develop consensus
when many people involved
4. Promotes friendships
2. Enables communicators to develop an
organized, well-considered message
3. Is convenient
4. Can be composed and read when the
schedules of both communicators
permit
5. Can be reviewed
COMMUNICATION DISADVANTAGES
ORAL
1. Produces no written record
WRITTEN
1. Requires careful preparation
2. Sometimes wastes time
2. Can become dangerous if public
“smoking guns” in court cases
3. May be inconvenient
4. Requires work interpretation
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
3. Is more difficult to prepare
5
INFORMATION FLOW IN ORGANIZATIONS: FORMAL
CHANNELS
A free exchange of information helps organizations
respond rapidly to changing markets, boost efficiency and
productivity, build employee morale, serve the public, and
take full advantage of the ideas of today’s knowledge
workers. Formal channels of communication generally
follow an organization’s hierarchy of command.
DOWNWARD INFORMATION FLOW
Information flowing downward generally moves from decision makers, including
CEOs and top managers, through the chain of command to workers.
Longer lines of communication can distort the message. To improve communication,
management speaks directly to team leaders, thus speeding up the process.
Management also uses newsletters, announcements, meetings, videos, blogs,
podcasts, and company intranets. It is important to let workers know how well the
company is doing and what new projects are planned.
IMPROVING DOWNWARD INFORMATION
Companies create smaller operating units and work teams.
Management speaks directly to employees.
Companies use company publications, announcements, meetings, videos, podcasts, and other channels to let workers
know how well the company is doing and what new projects are planned.
UPWARD INFORMATION FLOW
Information flowing downward generally moves from decision makers, including
CEOs and top managers, through the chain of command to workers.
Longer lines of communication can distort the message. To improve communication,
management speaks directly to team leaders, thus speeding up the process.
Management also uses newsletters, announcements, meetings, videos, blogs,
podcasts, and company intranets. It is important to let workers know how well the
company is doing and what new projects are planned.
IMPROVING UPWARD INFORMATION
Companies create smaller operating units and work teams.
Management speaks directly to employees.
Companies use company publications, announcements, meetings, videos, podcasts, and other channels to let workers
know how well the company is doing and what new projects are planned.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
6
HORIZONTAL INFROMATION FLOW
Lateral channels transmit information among workers at the
same level. They enable individuals to coordinate tasks, share
information, solve problems, and resolve conflicts. Horizontal
flow takes place through personal contact, telephone, e-mail,
memos, voice mail, and meetings.
Obstacles include poor communication skills, prejudice, ego
involvement, turf wars, competition within units, and uneven
reward systems.
IMPROVING HORIZONTAL INFORMATION
Train employees in teamwork and communication techniques.
Establish a reward system based on team achievement rather than on individual achievement.
Encourage full participation in team functions.
(Ensure that employees realize that they are personally responsible for making themselves heard, for really
understanding what other people say, and for getting the information they need)
THE GRAPEVINE
The grapevine is an informal channel of communication that carries organizationally relevant gossip. It is powerful,
functioning through social relationships, and it takes place in the office break room, at a co-worker’s desk, as well as in
e-mails, texts, and blogs.
As much as two thirds of an employee’s information comes from the grapevine, which has demonstrated accuracy ratings
of 80 percent or more for many grapevine transmissions.
THE GRAPEVINE CARRIES ORGANIZATIONALLY RELEVANT GOSSIP
Þ
Functions through gossip, carries unofficial messages, flows haphazardly, can be remarkably accurate, is mostly
disliked by management, thrives where official information is limited, travels much more rapidly online
USING THE GRAPEVINE PRODUCTIVELY
Respect your employees’ desire to know.
RESPONDING ETHICALLY TO GOSSIP
Run – don’t walk – away from anyone who gossips
Increase the amount of information delivered
through formal channels.
End rumors about others (keep confidences)
Share bad news as well as good news.
Monitor the grapevine using social and other digital
media.
Act promptly to correct misinformation.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
Attack rumors about yourself
Limit the amount of personal information you share
Avoid any form of co-worker belittlement
Build co-workers up, don’t tear them down
7
LEARNING OBJECTIVE 3:
Analyze ethics in the workplace, understand the goals of ethical communication, and choose tools
for doing the right thing
ETHICS IN THE WORKPLACE NEEDED MORE THAN EVER
ETHICS – CONVENTIONAL STANDARDS OF RIGHT AND WRONG THAT PRESCRIBE WHAT PEOPLE SHOULD DO
These standards usually consist of rights, obligations, and benefits to society. They include virtues such as fairness,
honesty, loyalty, and concern for others. Ethics is about having values, taking responsibility, and following the law.
CHOOSING TOOLS FOR DOING THE RIGHT THING
DOING WHAT ETHICAL COMMUNICATIORS DO
Abide by the law
Communicate clearly
Tell the truth
Use inclusive language
Label opinions
Give credit
Be objective
Follow code of ethics
-
Is the action you are considering legal?
How would you see the problem on opposite side?
What are alternative solutions?
Can you discuss the problem with someone you trust?
What if people learned from you action?
Have students research IABC Code of Ethics for Professional Communicators. Have them come up with unethical
situations they may encounter in their future jobs/careers, and have them identify solutions for doing the right thing.
Resolving ethical questions is never easy. It can be made less difficult if key issues are identified. Asking these questions
may be helpful.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
8
CHAPTER 2 – PROFESSIONALISM
LEARNING OBJECTIVE 1:
Discuss effective practices and technologies for planning and participating in face-to-face and
virtual meetings
ADDING VALUE TO PROFESSIONAL TEAMS
What do digital-age employers want?
Education and experience
Hard skills (i.e., technical skills in your field)
Soft skills
Þ
Strong oral and written skills
Þ
Active listening skills
Þ
Appropriate nonverbal behavior
Þ
Proper business etiquette
Þ
Efficient and productive teamwork skills
Soft skills include listening proficiency, nonverbal behaviour, and proper business etiquette. Employers also want team players
who can work together efficiently and productively. They want managers who are comfortable with diverse co-workers, who can
listen actively to customers and colleagues, who can make eye contact, who can display good workplace manners, and who are
able to work in teams. These are key in the hiring and promotion process
WHY FORM TEAMS?
BETTER DECISIONS | decisions are generally more accurate and effective because group and team members contribute
different expertise and perspectives.
FASTER RESPONSE | Small groups can act rapidly to respond to competition or to solve problems.
INCREASED PRODUCTIVITY | Team members can see opportunities for improving efficiency because they are often
closer to the action and customer.
GREATER BUY IN | Members are committed to solutions and more willing to support them if they helped to develop
them.
LESS RESISTANCE TO CHANGE | People who have input into decisions are less hostile, aggressive, and resistant to
change.
IMPROVED EMPLOYEE MORALE | Personal satisfaction and job morale increase when teams are successful.
REDUCED RISK | Responsibility for a decision is diffused, thus carrying less risk for any individual.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
9
COLLABORATING IN VIRTUAL TEAMS
Work interdependently with shared purpose across space, time, and organization boundaries by using information
technology.
May be local or global
View work as what you do rather than a place you go.
Benefit from shared views and skills
Must accomplish shared tasks without face-to-face contact.
Today, individuals can expect to collaborate with co-workers in other cities and even in other countries. Virtual teams are groups of
people who work interdependently with a shared purpose, across space, time, and organization boundaries, by using technology.
FOUR PHASES OF TEAM DEVELOPMENT
1. Forming is the first phase where individuals get to know
each other. They begin to develop trust in each other.
Here, they discuss why the team is necessary, who “owns”
the team, whether membership is mandatory, how large it
should be, and what talents members can contribute.
2. Storming is when members define their roles and
responsibilities, decide how to reach their goals, and iron
out the rules governing how they interact. This stage often
produces conflict.
3. In the norming stage, tensions subside, roles are clarified, and information flows among team members.
4. In the final phase, performing, members have established routines and a shared language. They have developed
loyalty and a willingness to resolve all problems. Fights are clean and members continue working together without
grudges. Information flows freely, deadlines are met, and production exceeds expectations.
POSITIVE TEAM BEHAVIOUR
NEGATIVE TEAM BEHAVIOUR
TEAM PLAYERS
TEAM HATERS
Set rules, abide by them
Block ideas of others
Analyze tasks, define problems
Insult, criticize and aggress against
others
Contribute information and ideas
Show interest, listen actively
Encourage members to participate
Synthesize points of agreement
Waste the group’s time
Make inappropriate comments
Fail to stay on task
Synthesize points of agreement
TEAM PLAYERS: Members are willing to establish rules and abide by those rules. They analyze tasks and define problems
so that they can work toward solutions. They offer information and try out their ideas on the group to stimulate discussion.
They show interest in others’ ideas by listening actively. They also seek to involve silent members. They review significant
points and move the group toward the goal by synthesizing points of understanding.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
10
COMBATTING GROUPTHINK
Faulty decision-making process where members are overly eager to agree
AVOID GROUPTHINK BY:
Striving for team diversity,
Encouraging open discussion,
Searching for relevant information,
Evaluating many alternatives,
Considering how decisions are implemented, and
Planning for contingencies.
Þ
Teams must avoid groupthink, which is where team members agree without examining alternatives or considering
contingency plans.
REACHING GROUP DECISIONS
MAJORITY: results in a quick decision but may alienate the minority
CONSENSUS: all team members agree; generally, elicits commitment by all members to implement the decision
MINORITY: useful when the full group cannot get together to make a decision or when time is short
AVERAGING: negotiate and haggle to reach a middle position, which often requires compromise. This method may
cancel out the opinions of the most knowledgeable members in favour of those members who are least knowledgeable.
AUTHORITY RULE WITH DISCUSSION: after listening to team members’ ideas, manager makes the final decision. This
method encourages lively discussion and requires a leader who is willing to make decisions.
DEFINING SUCCESSFUL TEAMS
Small, diverse teams often produce more creative solutions with broader applications than homogeneous teams do.
Good teams exchange information freely and collaborate rather than compete.
•
Small, diverse group
•
Collaboration rather than competition
•
Agreement on purpose and procedures
•
Acceptance of ethical responsibilities
•
Ability to confront conflict
•
Shared leadership
•
Effective communication
SIX STEPS TO DEALING WITH CONFLICT
1.
2.
3.
4.
5.
6.
LISTEN
UNDERSTAND OTHER POINTS OF VIEW
SHOW YOU CARE ABOUT THE RELATIONSHIP
LOOK FOR COMMON GROUND
INVENT NEW PROBLEM SOLVING OPTIONS
REACH AN AGREEMENT
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
11
PLANNIG AND PARTICIPATING IN FACE-TO-FACE AND VIRTUAL MEETINGS
Decide whether a meeting is necessary.
Select the appropriate participants based on meeting purpose.
Distribute advance information (e.g., agenda).
Use digital calendars to schedule meetings (e.g., Google and Yahoo Calendars, Microsoft Outlook).
Discuss the importance of the agenda, which identifies the following:
• Date and place of meeting
•
Start time and end time
•
Brief description of each topic, in order of priority, including the names of individuals who are responsible for
performing some action
•
Proposed allotment of time for each topic
•
Any pre-meeting preparation expected of participants
BEFORE THE METTING
Decide whether a meeting is necessary (no meeting should be called unless the topic is important, can’t wait, and
requires an exchange of ideas; if the flow of information is strictly one way and no immediate feedback will result, then
don’t schedule a meeting).
Include only key participants (ideally, those attending the meeting will make the decisions and have the necessary
information required to make the decisions).
Prepare the agenda (meeting agendas show topics to be discussed and other information and should be distributed
before the meeting).
GETTING THE MEETING STARTED
Open with a three- to five-minute introduction, including the following:
• Goal and length of meeting
•
Background of topics or problems
•
Possible solutions and constraints
•
Tentative agenda
•
Ground rules to be followed
DURING THE MEETING
• Start on time and begin with preview and agenda.
•
Appoint a secretary to take minutes and a recorder to track ideas.
•
Encourage participation but avoid digression.
•
Deal with conflict openly. Let each party speak.
•
After reaching consensus, confirm agreement.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
12
Successful leaders keep the meeting moving by avoiding issues that sidetrack the group.
To benefit from meetings, arrive early, be prepared, contribute positively and respectfully, stay calm, give credit to
others, don’t use your cell phone or laptop, help summarize, express your views in the meeting (not after), and complete
your assignments.
When conflict develops between two members, allow each to make a complete case before the group.
ENDING THE MEETING AND FOLLOWING UP
• Summarize decisions, tasks, and deadlines.
•
End on time.
•
Distribute minutes within a couple of days.
•
Remind team members of assignments.
Effective meetings end with a summary of accomplishments and a follow-up reminding participants of their assigned
tasks. If minutes are taken, they should be distributed within a couple of days of the meeting.
VIRTUAL MEETINGS
Connect participants using a variety of technology
Exchange ideas, brainstorm, build consensus, and develop personal relationships
Function to train employees, make sales presentations, coordinate team activities, and talk to customers
AUDIOCONFERENCING
Tools: telephone, cell phone, enhanced speakerphone
Most commonly used collaborative tool in business, it is simple and effective
VIDEOCONFERENCING
Tools: video, audio, visual
Used by researchers, top executives, it can be expensive, however, able to connect in real time
WEB CONFERENCING
Tools: computer, internet access, software, camera
Businesses share documents and data, it is inexpensive and accessible and collaborators connect in real time
PLANNING VIRTUAL MEETINGS: PRE-MEETING CONSIDERATIONS
• Decide what technology will be used.
•
Ensure full participation, coach participants as required.
•
Use Coordinated Universal Time (UTC) to coordinate time zone issues.
•
Avoid spanning lunch hours, overtime, or early arrivals.
•
Decide on language to be used.
•
Distribute any relevant documents to participants.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
13
COLLABORATING SUCCESSFULLY IN VIRTUAL MEETINGS
• Be as precise as possible when presenting ideas.
•
Give examples and use simple language.
•
Recap and summarize often.
•
Confirm your understanding.
•
Project an upbeat, enthusiastic, and strong voice.
•
Avoid traffic jams (i.e., everyone talking at once).
•
Encourage dialogue by asking questions.
•
Use the “round-robin” discussion technique.
•
Leave time before or after scheduled meeting for small talk.
LEARNING OBJECTIVE 2:
Explain and apply active listening techniques in the workplace
LISTENING IN THE WORKPLACE
Workers spend 30 to 45 percent of their communication time listening.
Executives spend 60 to 70 percent of their communication time listening.
Experts say we listen at only 25 percent efficiency - We forget, distort, or misunderstand 75 percent of what we hear.
POOR LISTENING HABITS
Lack listening training
Challenged by competing sounds and stimuli
Process speech much faster than people speak
Speak at about 125 to 175 words per minute but listen at 450 words per minute, resulting in lag time
TYPES OF WORKPLACE LISTENING
LISTENING TO SUPERIORS
Involves hearing instructions, assignments, and explanations of work procedures. Good listening techniques include
taking notes, not interrupting, and paraphrasing.
LISTENING TO COLLEAGUES AND TEAMMATES
Involve teammates involves critical listening and discriminative listening. Critical listening enables the listener to judge
and evaluate what is being heard. Discriminative listening is necessary when the listener must understand and
remember. It involves identifying main ideas, understanding a logical argument, and recognizing the purpose of a
message.
LISTENING TO CUSTOMERS
Will help to improve sales and profitability.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
14
TEN KEYS TO BUILDING POWERFULL LISTENING SKILLS
1. Control internal and external distractions.
Block out surrounding physical distractions. Try to focus on the speaker. Postpone any serious listening when
emotionally charged.
2. Become actively involved.
Show you are listening by leaning forward and maintaining eye contact with the speaker. Listen to the words and
how they are spoken. Pay attention to the speaker’s body language.
3. Separate facts from opinions.
Separate facts from opinions. Facts are known truths and can be proven. Opinions are statements of personal
judgments or preferences.
4. Identify important facts.
Select what’s important and register it mentally.
5. Avoid interrupting.
Let the speaker have his or her say. Interruptions are not only impolite; they prevent you from hearing the speaker’s
complete thought. Interruptions can sidetrack discussions and cause hard feelings.
6. Ask clarifying questions.
Wait for the proper time and then ask questions that do not attack the speaker. Use open questions (without set
answers like yes or no) to draw out feelings, motivations, ideas, and suggestions. Use closed questions to identify
key facts in the discussion.
7. Paraphrase to increase understanding.
Summarize a message in your own words to confirm your understanding. Be objective and nonjudgmental when
doing so.
8. Capitalize on lag time.
Use the time while waiting for the speaker’s next idea to review what the speaker is saying. Separate the central idea,
key points, and details. Use lag time to silently rephrase and summarize the speaker’s message.
9. Take notes ensure retention.
Make notes as soon as possible after a conversation. Don’t rely on your memory. Jot points down to ease the mind
and to be sure they are correctly understood.
10. Be aware of gender differences.
Be aware that men tend to listen to facts. Women tend to perceive listening as an opportunity to connect with the
other person on a personal level. Men generally interrupt to control a conversation while women tend to interrupt
to communicate, to elaborate on another’s idea, or to participate in conversation. Women are attentive listeners
providing good eye contact and head nodding. Men are less attentive and provide sporadic eye contact and move
around.
COMMUNICATING NONVERBALLY
Helps to complement and illustrate, reinforce and accentuate, replace and substitute, control and regulate, and
contradict.
Includes all unwritten and unspoken messages, both intentional and unintentional, influences the way a message is
interpreted or decoded by the receiver
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
15
Nonverbal messages amplify, modify, and provide details for a verbal message. For example, using figures to describe or show
the size of a cell phone.
Skilled speakers raise their voices to convey important information and whisper to suggest secrecy. A smile signifies good news.
Many gestures are substituted for words. For example, nodding your head for “yes,” giving a V for victory, making a thumbs-up
sign for approval.
Shifts in eye contact, slight head movements, changes in posture, raising eyebrows, and nodding of the head are all reader cues
that tell the speaker when to continue, repeat, elaborate, hurry up, or finish.
To be sarcastic, a speaker might hold his or her nose while stating that a new perfume is wonderful.
FORMS OF NONVERBAL COMMUNICATION
Eye contact, facial expression, posture and gestures, time, space, territory, appearance – of people and documents
Being on time sends a positive nonverbal message in North American workplaces.
The way an office is arranged can send nonverbal messages about the openness of its occupant. The more formal the
arrangement, the more formal and closed the communication environment tends to be.
People have a certain area that they feel is their own territory. Everyone maintains zones of privacy. Think about how
uncomfortable we are when someone stands too close to us when we use a banking machine.
Documents that have errors, are incorrectly formatted, or have been printed on poor quality paper or using a poor
quality printer send negative nonverbal messages.
People judge a person’s status, credibility, personality, and potential on the nonverbal message sent by that person’s
appearance.
TECHNIQUES FOR IMPROVING NONVERBAL COMMUNCIATION
•
Establish and maintain eye contact.
•
Interpret nonverbal meanings in context.
•
Use posture to show interest.
•
Associate with people from diverse cultures.
•
Reduce or eliminate physical barriers.
•
Appreciate the power of appearance.
•
Improve your decoding skills.
•
Observe yourself on video.
•
Probe for more information.
•
Enlist friends and family.
DEVELOPING PROFESSIONALISM AND BUSINESS ETIQUETTE SKILLS
Use polite words, express sincere appreciation and praise, be selective in sharing personal information at work, and
don’t put people down.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
16
CHAPTER 3 – INTERCULTURAL COMMUNICATION
LEARNING OBJECTIVE 1:
Define culture, name its primary characteristics, and explain five key dimensions of culture
THE GROWING IMPORTANCE OF INTERCULTURAL COMMUNICATION
ü
MARKETS GO GLOBAL
ü
INCREASED REACH OF TECHNOLOGICAL ADVANCEMENTS
ü
INCREASED DIVERSE DOMESTIC WORKFORCE
North American companies in global markets must adapt to other cultures. Favourable trade agreements, declining
domestic markets, and middle-class growth fuel the expansion of global markets.
Amazing new transportation and information technologies are major contributors to the development of our global
interconnectivity. The changing landscape of business demonstrates the need for technology savvy and connectedness
around the world.
Immigration makes intercultural communication skills increasingly necessary. Learning to adapt to an intercultural
workforce and multinational companies is an important requirement for business communicators.
MARKETS GO GLOBAL
Mergers, acquisitions, alliances, and buyouts stir growth beyond national boundaries.
North American companies in global markets must adapt to other cultures.
New trade agreements, declining domestic markets, and middle-class growth drive global markets.
ROBUST MIDDLE CLASSES IN EMERGING ECONOMIES
70 percent of world growth will come from emerging markets (e.g., Brazil, Russia, India, China).
Less suspicion of foreign investment and free trade
Growth due to advancements in transportation and logistics technology
Reach of information and communication technologies
REACH OF TECHNOLOGICAL ADVANCEMENTS
Advances in logistics and transportation reduce distance.
Information technology has changed the way we do business.
The Internet permits instant communication across time zones and continents.
DOMESTIC WORKFORCE IS BECOMING INCREASINGLY DIVERSE
Immigration makes intercultural communication increasingly necessary.
Business communicators must learn to adapt to an intercultural workforce.
Multinational companies and diversity at home require culturally competent workers.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
17
CULTURE AND COMMUNICATION
Culture is the complex system of values, traits, morals, and customs shared by a society (moulds the way we think,
behave, and communicate)
CHARACTERISTICS OF CULTURE
Learned behavior
Dynamic and evolving
Visible and invisible
Shapes us and our community
Inherently logical
The rules, values, and attitudes of a culture are learned and passed down from generation to generation.
The rules in any culture originated to reinforce that culture’s values and beliefs. They act as normative forces.
Culture is the basis for how we tell the world who we are and what we believe and our sense of community.
To outsiders, the way we act is the most visible part of our culture.
Over time culture will change. Changes are caused by advancements in technology and communication. Changes are
also caused by such events as migration, natural disasters, and conflicts.
DIMENSIONS OF CULTURE
CULTURE
1 CONTEXT | 2 COMMUNICATION STYLE | 3 POWER DISTANCE | 4 TIME ORIENTATION |
5INDIVIDUALISM AND COLLECTIVISM
(1) CONTEXT
Context refers to the stimuli, environment, or ambience surrounding an event. The concept of context is the most
important cultural dimension and also the most difficult to define.
Low-context cultures tend to be logical, analytical, and action-oriented. They stress clearly articulated messages that
they consider to be objective, professional, and efficient.
High-context cultures pay attention to more than the words spoken. They emphasize interpersonal relationships,
nonverbal expression, physical setting, and social setting. Communication cues are transmitted by posture, voice
inflection, gestures, and facial expression.
(2) COMMUNICATION STYLE
Low-context cultures emphasize words, straightforwardness, and openness. People tend to be informal, impatient,
and literal.
High-context cultures rely on nonverbal cues and the total picture to communicate. Meanings are embedded at
many sociocultural levels.
(3) POWER DISTANCE
Measures how people in different societies cope with inequalities. High power distance countries emphasize
formality and paternalistic power relationships.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
18
Low power distance culture subordinates consider themselves as equals to supervisors, voice opinions, and
participate in decision making.
(4) TIME ORIENTATION
Time is precious to North Americans. It correlates with productivity, efficiency, and money.
Time is seen as unlimited and never-ending in some cultures (i.e., some cultures have a relaxed attitude toward
time).
(5) INDIVIDUALISM AND COLLECTIVISM
Individualism: low-context cultures tend to prefer individual initiative, self-assertion, and personal achievement.
Collectivism: high-context cultures tend to prefer group values, duties, and decisions
LEARNING OBJECTIVE 2:
Discuss strategies for enhancing intercultural effectiveness, reflect on nonverbal intercultural
communication, and assess how social media affect intercultural communication
BECOMING INTERCULTURALLY PROFICIENT
1. Build self-awareness.
2. Curb ethnocentrism.
3. Understand generalizations and stereotyping.
4. Be open-minded.
5. Save face.
ETHNOCENTRISM
The belief in the superiority of one’s own race and culture
Applying the norms of one’s culture, expecting that others will act the way we do
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
19
Ethnocentrism causes us to judge others by our own values. We expect others to react as we would, and they expect
us to behave as they would. Misunderstandings naturally result. Ethnocentric reactions can be reduced through
knowledge of other cultures and the development of increased intercultural sensitivity.
CURBING ETHNOCENTRISM
Takes a conscious effort
Leads to more satisfying relationships
Makes work life more productive and gratifying
UNDERSTANDING GENERALIZATIONS AND STEREOTYPING
Stereotypes are fixed and rigid. When a stereotype develops into a rigid attitude and when it is based on erroneous
beliefs or preconceptions, then it should be called a prejudice. Prototypes are dynamic and change with fresh
experience. Prototypes based on objective observations usually have a considerable amount of truth to them. For
example, “South American businesspeople often talk about their families before getting down to business.” This
prototype is generally accurate, but it may not apply universally and it may change over time.
•
Stereotype
Oversimplified behavioural pattern applied uncritically to groups
•
Prejudice
Rigid attitude based on erroneous beliefs or preconceptions
•
Prototype
Mental representation based on characteristics that are flexible and open to new definitions
BEING OPEN MINDED
• Tolerance and Empathy
To improve tolerance, you will want to practise empathy. This means trying to see the world through another’s eyes.
It means being less judgmental and more eager to see common ground.
•
Patience
When a foreigner is struggling to express an idea in English, North Americans should exhibit patience and avoid the
temptation to finish the sentence and provide the word that they presume is wanted. Remaining silent is another
means of exhibiting tolerance. In Asian cultures, silence is deliberately used for reflection and contemplation.
•
Saving face
Saving face may require indirectness to respect the feelings and dignity of others. “Face” refers to the image a person
holds in his or her social network. Positive comments raise a person’s social standing, while negative comments
lower it (those in high-context cultures are more concerned with social harmony and saving face)
SUCCESSFUL NONVERBAL INTERCULTURAL COMMUNICATION
Understand nonverbal messages. This is difficult when cultures differ.
Be aware that gestures can create different reactions in intercultural environments.
ACHIEVING INTERCULTURAL COMPETENCE
Descriptiveness: uses concrete and specific feedback
Non-judgmentalism: uses a positive attitude that prevents defensive reactions from communicators
Supportiveness: requires positive support using head nods, eye contact, facial expressions, and physical proximity
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
20
HOW TECHNOLOGY AND SOCIAL MEDIA AFFECT INTERCULTURAL COMMUNICATION
Twitter and other social media
Boost intercultural communication.
Require a willingness to reach across boundaries.
Provide a particularly rich opportunity for intercultural engagement.
Help people overcome barriers such as jargon and cultural context.
LEARNING OBJECTIVE 3:
Explain the advantages and challenges of workforce diversity, and address approaches for
improving communication among diverse workplace audiences
ENHANCING ORAL COMMUNICATION
•
Observe eye messages.
•
Encourage accurate feedback.
•
Accept blame.
•
Listen without interrupting.
•
Smile when appropriate.
•
Follow up in writing.
ENHANCING WRITTEN COMMUNICATION
•
Use short sentences and paragraphs.
•
Observe titles and rank.
•
Avoid ambiguous expressions.
•
Strive for clarity.
•
Use correct grammar.
•
Cite numbers carefully.
WORKFORCE DIVERSITY: BENEFITS AND CHALLENGES
ADVANTAGES
Consumer:
Want staff to read trends better
Want to deal with organizations that reflect their values and
themselves
Work teams:
Are more creative and effective at problem solving
Business Organization:
Suffer fewer discrimination lawsuits, fewer union clashes, less
government regulatory action
DISADVANTAGES
Divisiveness:
Feeling of being disenfranchised
Discontent:
Feelings of prejudice, sexism
Clashes:
Feelings of discrimination in hiring, retention, wages and
promotion
IMPROVING COMMUNICATION SKILLS: seek training, understand the value of differences, don’t expect conformity,
make fewer assumptions, build on similarities
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
21
CHAPTER 4 – PLANNING BUSINESS MESSAGES
LEARNING OBJECTIVE 1:
Understand the nature of communication and its barrier in the digital age
UNDERSTANDING THE NATURE OF
COMMUNICATION
Organizations use digital media
Þ
To communicate and create content
Þ
To engage customers
Þ
To expand business
COMMUNICATION DEFINED
The transmission of information and meaning from
a sender to a receiver.
Crucial element is meaning.
Process only successful if receiver understands the
message as the sender intended.
THE COMMUNICATION PROCESS
1. The sender has an idea, which will be influenced by complex factors surrounding the sender including mood, frame
of reference, background, culture, and physical makeup as well as the context of the situation. Predicting the effect
of a message and adapting the message to a receiver are key factors in successful communication.
2. Encoding involves converting an idea into words or gestures that convey meaning.
3. Channels are the media—computer, telephone, fax, cell phone, letter, report, and so on—that transmit the messages.
Anything that interrupts the transmission of a message in the process is called noise.
4. Decoding the message involves translating the message from symbol form into meaning. Only when the receiver
understands the meaning (i.e., successfully decodes the message) intended by the sender does communication
take place.
5. Asking questions encourages feedback, which clarifies communications. Feedback helps the sender know that the
message was received and understood.
BARRIERS THAT CREATE MISUNDERSTANDINGS
BYPASSING: happens when people miss each other with their meaning. The receiver and sender must attach the same symbolic
meanings to their words.
DIFFERING FRAMES OF REFERENCE: refers to the fact that everything you see and feel in the world is translated through your
individual frame of reference, which is formed by a combination of your experiences, education, culture, expectations,
personality, and other elements.
LACK OF LANGUAGE SKILLS: each individual needs an adequate vocabulary, a command of basic punctuation and grammar,
and skill in written and oral expression.
DISTRACTIONS: communication is difficult when feeling joy, fear, resentment, hostility, sadness, or other strong emotions.
Physical distractions such as noisy surroundings and poor cell phone connections can also disrupt oral communication. Poor
printing, sloppy appearance, careless formatting, and typographical errors can disrupt written messages.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
22
OVERCOMING COMMUNICATION OBSTACLES
Realize that communication is imperfect.
Anticipate problems in the encoding, transmitting, and decoding of the message.
Arrange ideas logically and use precise language.
Improve your listening skills.
Encourage feedback.
To overcome barriers that cause misunderstandings, communicators must anticipate problems in encoding,
transmitting, and decoding. Effective communicators also focus on the receiver’s environment and frame of reference.
Misunderstandings are less likely if ideas are arranged logically and words are used precisely. In oral communication
this means asking questions, paraphrasing instructions or ideas, and providing feedback that describes rather than
evaluates.
USING THE 3X3 WRITING PROCESS AS A GUIDE
PURPOSEFUL: it solves problems and
conveys information
ECONOMICAL: it is concise and doesn’t
waste the reader’s time
AUDIENCE-ORIENTED: it looks at the
problem from the reader’s perspective
Define your business writing goals. Get
over the notion that longer is better—less
is more in business writing. You are
writing to express your ideas succinctly
not impress the reader with overly long
rambling explanations
LEARNING OBJECTIVE 2:
Define and analyze the purpose of a message, anticipate its audience, and select the best
communication channel
ANALYZING AND ANTICIPATING THE AUDIENCE
By analyzing the purpose before beginning, writers can
avoid backtracking and starting over.
Most business messages do nothing more than inform.
They explain procedures, announce meetings, answer
questions, and transmit findings. Some messages are
meant to persuade (e.g., sell products, convince
managers, motivate employees, win over customers).
Identify the purpose by asking two important questions:
1. Why am I sending this message?
2. What do I hope to achieve?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
23
SELECTING THE BEST CHANNEL
Technology and competition continue to accelerate the pace of business today. As a result, communicators are
switching to ever-faster means of exchanging information.
Hard-copy memos are still written, especially for messages that require persuasion, permanence, or formality. They are
also prepared as attachments to e-mail messages. However, the channel of choice for corporate communicators today
is e-mail. It’s fast, inexpensive, and easy. In addition, customer service functions can now be served through websites or
by e-mail. Many businesses now help customers with live chats. Regardless of the channel choice—live chat, e-mail, a
hard-copy memo, letter, or a report—you will be displaying your communication skills and applying the writing process.
THINGS TO CONSIDER:
Cost of the channel
Degree of formality desired
Confidentiality and sensitivity of message
Receiver’s preference and level of technical expertise
USING EXPERT WRITING TECHNIQUES TO ADAPT TO YOUR AUDIENCE
1. Spotlighting Audience Benefits: stress the benefit to the audience of whatever it is you are trying to get them to do
(show how you are going to save frustration or help them meet their goals) – empathize – “the warranty starts working
for you immediately”.
2. Develop the “YOU” View: emphasizing second-person pronouns (you, your) instead of first-person pronouns (we,
us, our) – “because your ideas count, please complete the attached survey”.
3. Sounding Conversational but Professional: focus on conveying an informal, conversational tone instead of a formal,
pretentious tone – “your report was excellent” (not) “your report was totally awesome”.
4. Being Positive rather than being Negative: positive toned messages are uplifting and pleasant to read, while
improving the clarity, tone and effectiveness of what you are trying to say – “Please enjoy your ice cream before you
enjoy our store” sounds way more inviting than “no food allowed”.
5. Expressing Courtesy: courteous tone involves guarding against rudeness, and avoiding words that sound
demanding or preachy – “I would be happy to assist you with that, thank you for being so patient”.
6. Employing Bias-Free Language: be cautious about expressions that might be biased in terms of gender, race,
ethnicity, age or disability – “all employees had their pictures taken” (not) “each employee has his picture taken”.
7. Preferring Plain Language and Familiar Words: use a language that your audience will recognize – “terminate,
commensurate, interrogate” VS. “end, equal, question”.
8. Using Precise, Vigorous Words: strong verbs and concrete nouns give receivers more information and keep them
interested – “to say” VS. “to promise, confess, understand, allege, assert, judge”
The goal is to shun pompous and pretentious language. Everyday familiar words help your audience comprehend your ideas
quickly. Be selective in your use of jargon. Jargon describes technical or specialized terms within a field, enabling insiders to
communicate complex ideas, but to outsiders, jargon means nothing.
Use familiar but precise language to help receivers understand. Strong verbs and concrete nouns give readers more information
and keep them interested
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
24
LEARNING OBJECTIVE 3:
Employ expert writing techniques such as incorporating audience benefits, the “you” view,
conversational but professional language, a positive and courteous tone, bias- free language, plain
language, and vigorous words.
DEVELOPING READER BENEFITS AND “YOU” VIEW
SENDER FOCUSED
“Our warrantee becomes effective only when we receive an owner’s registration”
RECEIVER FOCUSED
“Your warranty begins working for you as soon as you return your owner’s registration”
I and “WE” view
We are requiring all employees to respond to the
attached survey about health benefits.
I need your account number before I can do anything.
“YOU” view
Because your ideas count, please complete the attached
survey about health benefits.
Please provide me with your account number so that I
can locate your records and help you with this problem.
SOUNDING CONVERSATIONAL BUT PROFESSIONAL
UNPROFESSIONAL
Hey, boss, Gr8 news! Firewall Not installed!! BTW, check
with me b4 announcing it.
OVERLY FORMAL
Pertaining to your order, we must verify the sizes that
your organization requires prior to consignment of your
order to our shipper.
IMPROVED
Mr. Smith, our new firewall software is now installed.
Please check with me before announcing it.
CONVERSATIONAL
We will send your order as soon as we confirm the sizes
you need.
These are examples of the four techniques to adapt the message to the audience.
BEING POSITIVE RATHER THAN NEGATIVE
NEGATIVE
This plan definitely cannot succeed if we don’t obtain
management approval.
POSITIVE
This plan definitely can succeed if we obtain
management approval.
You failed to include your credit card number, so we
can’t mail your order.
We look forward to completing your order as soon as we
receive your credit card number.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
25
NEGATIVE EXPRESSIONS AND HIDDEN MESSAGES
NEGATIVE EXPRESSION
NEGATIVE EXPRESSION
You overlooked…
You are careless.
You state that…
But I don’t believe you.
You failed to…
It is probably not true.
You claim that…
I am right.
You are wrong…
You are not very bright.
You do not understand.
You are at fault.
Your delay…
You are not only inefficient
but also stupid and
careless
You forgot to…
EMPLOYING BIAS FREE LANGUAGE
BIASED
Female doctor, woman attorney, cleaning woman
IMPROVED
Doctor, attorney, cleaner
An Indian accountant was hired.
An accountant was hired
The law applied to old people.
The law applied to people over sixty-five
Crippled with arthritis, he is confined to a wheelchair.
He has arthritis and thus uses a wheelchair
PREFERRING PLAIN LANGUAGE
UNFAMILIAR
FAMILIAR
Commensurate
Equal
Interrogate
Question
Materialize
Appear
Obfuscate
Confuse
Remuneration
Pay, salary
Terminate
End
USING PRECISE, VIGOROUS WORDS
IMPRECISE, DULL
MORE PRECISE
A change in profits
A 25 % hike in profits, 10% plunge in profits
To say
To promise, confess, understand, assert, assume
To think about
To identify, diagnose, analyze, probe, examine inspect
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
26
SHARING THE WRITING IN TEAMS
1. PREWRITING: team members work closely to determine purpose, audience, content and organization
2. DRAFTING: team members work separately to collect information and compose the first draft.
3. REVISING: team members work together to synthesize, but individuals may do final formatting and proofreading
Team-written documents are necessary for big projects that have short deadlines and that require the efforts of many
people. Team-written documents and presentations produce better products.
Teams generally work closely in Phase 1, work separately in Phase 2, and synthesize their drafts in Phase 3.
DIGITAL COLLABORATION TOOLS SUPPORTING TEAM WRITING
E-mail remains a popular tool for online asynchronous collaboration.
Mailing lists can be archived online, providing a threaded listing of posts and full-text searching.
Participants can upload documents to the discussion board instead of sending large files to everyone.
Instant messaging allows members to clear up minor matters immediately and is helpful in initiating a quick group
discussion.
Blogs are websites with journal entries usually written by one person with comments added by others. Wikis allow
multiple users to collaboratively create and edit pages. Wikis are good tools for building a knowledge repository that
can be edited by participants.
Groupware and portals involve software featuring online discussion areas, document- and file-sharing areas, integrated
calendaring, and collaborative authoring tools.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
27
CHAPTER 5 – ORGANIZING & DRAFTING BUSINESS MESSAGES
LEARNING OBJECTIVE 1:
Explain how to generate ideas and organize information to show relationships
GETTING STARTEDE REQUIRED RESEARCHING BACKGROUND INFORMATION
Informal research methods
Search your company files.
Talk with your boss.
Interview the target audience.
Conduct an informal survey.
GENERATING IDEAS AND ORGANIZING INFROMATION
Steps for effective brainstorming:
Define the problem and create an agenda with topics to be covered.
Establish time limits. Short sessions are best.
Set a quota. The goal is quality not quantity.
Require everyone to participate.
Encourage wild thinking. Provide no criticism or evaluation.
Write ideas on flipcharts.
ORGANIZING IDEAS INTO STRATEGIES
Direct strategy for receptive audiences
Indirect strategy for unreceptive audiences
Use the direct pattern when you expect the reader to be pleased, mildly interested, or, at worst, neutral. Put your main
point—the purpose of your message—in the first or second sentence.
The direct pattern saves the reader’s time, sets a proper frame of mind, and reduces frustration by frontloading the
main idea.
When you expect the audience to be uninterested, unwilling, displeased, or perhaps even hostile, the indirect pattern
is more appropriate. In this pattern, you don’t reveal the main idea until after you have offered explanation or evidence.
This approach works well for bad news, persuasion, and sensitive news. The indirect pattern has these three benefits:
1. Respects the feelings of the audience
2. Facilitates a fair hearing
3. Minimizes a negative reaction
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
28
COMPOSING THE FIRST DRAFT WITH EFFECTIVE SENTENCES
Use four sentence types:
• Simple sentence
•
Compound sentence
•
Complex sentence
•
Compound-complex sentence
AVOID THREE COMMON SENTENCE FAULTS
SENTENCE FRAGMENTS
Are usually broken-off parts of complex sentences
Can be identified by the words that introduce them—although, as, because, except, which
FRAGMENT
REVISION
Because most transactions require a permanent record.
Good writing skills are critical.
Because most transaction require a permanent record,
good writing skills are critical.
The recruiter requested a writing sample. Even though
the candidate seemed to communicate well.
The recruiter requested a writing sample even though
the candidate seemed to communicate well.
RUN-ON SENTENCES
Sentence with two independent clauses not joined by appropriate punctuation
FRAGMENT
REVISION
Many job seekers prepare traditional resumes some also
use websites as electron portfolios.
Many job seekers prepare traditional resumes. Some
also use websites as electronic portfolios.
One candidate sent an e-mail another sent a link to her
Web portfolio.
One candidate sent an e-mail resume; another sent a
link to her Web portfolio.
COMMA-SPLICE SENTENCES
Results when two independent clauses are joined by comma
COMMA SPLICE
POSSIBLE REVISIONS
Some employers responded by e-mail, others prefer
their tablets
Some employees responded by e-mail, but others prefer
their tablets.
Some employees prefer their desktop computers,
however, others prefer their tablets.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
29
LEARNING OBJECTIVE 2:
Improve your writing techniques by emphasizing important ideas, employing the active and
passive voice effectively, using parallelism, and preventing dangling and misplaced modifiers
AVOID THREE COMMON SENTENCE FAULTS
Effective sentences are short and stress important ideas. Sentences of 20 or fewer words are easiest to understand.
Sentence Length
8 words
15 words
19 words
20 words
Comprehension
Rate
100 percent
90 percent
80 percent
50 percent
STRESS IMPORTANT IDEAS
Emphasize an important idea by using vivid words, labelling the main idea, and placing the idea first or last in a
sentence or making it the sentence subject.
GENERAL
VIVID
The way we socialize is changing.
Facebook has dramatically changed the way people
socialize on the Web.
UNLABELLED
LABELLED
Explore the possibility of a Facebook fan page but also
consider security.
Explore the possibility of a Facebook fan page, but, most
important, consider security.
Place important ideas first of last in the sentence.
UNEMPHATIC
EMPHATIC
All production and administrative personnel will meet on
May 23, at which time we will introduce Asana, a new
software program that keeps employees informed.
(date of meeting is de-emphasized)
On May 23 all personnel will meet to learn about the
new software program, Asana, which keeps employees
informed.
(date of meeting is emphasized)
The social networking report was written by Courtney.
Courtney wrote the social networking report.
USE ACTIVE AND POSSIVE VOICE EFFECTIVELY
Use active-voice verbs for most sentences – reveals the performer immediately
Use passive-voice verbs to:
Emphasize an action rather than a person;
De-emphasize negative news; and/or
Conceal the doer of an action.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
30
In active-voice sentences the subject is the doer; in passive-voice sentences the subject is acted on.
USING PARALLELISM
Involves balanced technique
Use similar structures to express similar ideas.
Match nouns with nouns, verbs with verbs, and clauses with clauses.
Avoid mixing active-voice verbs with passive-voice verbs.
LACKS PARALLELISM
ILLUSTRATES PARALLELISM
The policy affected all vendors, suppliers, and those
involved with consulting.
The policy affected all vendors, suppliers, and
consultants.
Our primary goals are to increase productivity, reduce
costs, and the importance of product quality.
Our primary goals are to increase productivity, reduce
costs, and improve product quality.
ESCAPING DANGLING MODIFIERS
Avoid dangling modifiers – ensure the word or phrase it describes is not missing.
Not this: After working overtime, the report was finally finished.
But this: After working overtime, we finally finished the report.
Modifiers must be close to the words they describe or limit.
A dangling modifier describes or limits a word or words that are missing from the sentence. To fix a dangling modifier,
supply the missing part of the sentence.
A misplaced modifier occurs when the word or phrase it describes is not close enough to be clear. To fix a misplaced
modifier, move the modifier closer to the word(s) it describes or limits.
ESCAPING MISPLACED MODIFIERS
Avoid errors with modifiers.
Keep phrases close to the words they describe.
Not this: Firefighters rescued a dog from a burning car that had a broken leg.
But this: Firefighters rescued a dog with a broken leg from a burning car.
LEARNING OBJECTIVE 3:
Draft effective paragraphs by using three classic paragraph plans and techniques for achieving
paragraph coherence
BUILDING WELL ORGANIZED PARAGRAPHS
Effective paragraphs focus on one topic, link ideas to build coherence, use traditional devices to enhance coherence.
Paragraphs may be composed of three kinds of sentences
Topic sentence: expresses the primary idea of paragraph
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
31
Supporting sentence: illustrates, explains, or strengthens the primary idea
Limiting sentence: opposes the primary idea by suggesting a negative or contrasting thought; may precede or follow
main sentence
Create paragraphs that follow one of three classic paragraph plans
DIRECT PLAN
PIVOTING PLAN
INDIRECT PLAN
DIRECT PLAN (define, classify, illustrate, or describe)
This plan is useful whenever you must define (a new product or procedure), classify (parts of a whole), illustrate (an idea),
or describe (a process). Start with the main sentence, then strengthen and amplify that idea with supporting ideas.
PIVOTING PLAN (compare & contrast)
Paragraphs arranged in the pivoting plan start with a limiting sentence that offers a contrasting or negative idea before
delivering the topic sentence. The pivoting plan is particularly useful for comparing and contrasting ideas. In using the
pivoting plan, be sure to emphasize the turn in direction with an obvious but or however.
INDIRECT PLAN (persuade, deliver bad news, or describe cause and effect)
Paragraphs arranged in the indirect plan start with the supporting sentences and conclude with the topic sentence. This
useful plan enables the writer to build a rationale—a foundation of reasons—before hitting the audience with the main
idea, possibly one that is bad news. This indirect plan works well for describing causes followed by an effect.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
32
DOVETIALING SENTENCES
Dovetail sentences: connect the beginning of each new sentence with end of previous sentence.
Sentences are dovetailed when an idea at the end of one connects with an idea at the beginning of the next. Dovetailing
of sentences is especially helpful with dense, difficult topics.
“New guides learn about the theme park and its facilities. These facilities include telephones, food services, bathrooms,
and attractions, as well as the location of offices. Knowledge of administrative offices and the internal workings of the
company is required of all staffers.”
INCLUDING PRONOUNS
Pronouns: use as a link to an antecedent.
Familiar pronouns such as we, they, he, she, and it, help build continuity, as do demonstrative pronouns such as this,
that, these, and those. These words confirm that something under discussion is still being discussed.
“Familiar pronouns such as we, they, he, she, and it, help build continuity, as do demonstrative pronouns such as this,
that, these, and those. These words confirm that something under discussion is still being discussed.”
DRAFT SHORT PARAGRAPHS FOR READABILITY
Compose short paragraphs for readability. Business writers recognize that short paragraphs are more attractive and
readable than longer ones. Paragraphs with eight or fewer lines look inviting. Long, solid chunks or print appear
formidable. If a topic can’t be covered in eight or fewer printed lines (not sentences), consider breaking the topic up into
smaller segments.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
33
CHAPTER 6 – REVISING BUSINESS MESSAGES
LEARNING OBJECTIVE 1:
Complete business messages by revising for conciseness
REVISING BUSINESS MESSAGES
Revising tips: improving the content and sentences structure of your message.
Proofreading: correcting grammar, spelling, punctuation, format and mechanics.
Evaluating: process of analyzing whether your message achieved its purpose.
TAKING TIME TO REVISE: APPLYING PHASE 3 OF THE WRITING PROCESS
Tighten the message.
Eliminate flabby expressions.
Limit long lead-ins.
Drop unnecessary there is/are and it is/was fillers.
Reject redundancies.
Purge empty words.
Write concisely for microblogging on social networks.
ELIMINATE FLABBY EXPRESSIONS
FLABBY
CONCISE
As a general rule
Generally
At a later date
Later
At this point in time
Now, presently
Despite the fact that
Although
Feel free to
Please
In addition to the above
Also
In all probability
Probably
In the event that
If
In the near future
Soon
LIMIT LONG LEAD-INS
Long lead-ins delay getting to the meat of the sentence.
Wordy: we are sending this announcement to let everyone know that we expect to change internet service providers
within six weeks.
Concise: we expect to change Internet service providers within six weeks.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
34
DROP UNECESSARY FILLERS
In many sentences, the expressions there is/are and it is/was function as unnecessary fillers. They take up space and
delay getting to the point of the sentence.
Wordy: there are more women than men enrolled in college today.
Concise: more women than men are enrolled in college today.
REJECT REDUNDANCIES
Expressions that repeat meaning or include unnecessary words are redundant. Excessive adjectives, adverbs, and
phrases often create redundancies and wordiness. Redundancies do not add emphasis. They identify a writer as
inexperienced.
Adequately essential
Essential
Combined together
Combines
Each and every
Each; every
New beginning
Beginning
PURGE EMPTY WORDS
Good writers avoid saying what is obvious. Be alert to these empty words: case, degree, the fact that, factor, instance,
nature, and quality. Avoid saying the obvious; omit unnecessary words. Look carefully at clauses beginning with that, which,
and who. They can often be shortened without loss of clarity. Search for phrases such as it appears that. These phrases
often can be reduced to a single adjective or adverb, such as apparently.
Unclutter your sentences.
In the case of Facebook, it increased users but lost share value.
CORRECTION: In the case of Facebook, it increased users but lost share value.
We are aware of the fact that new products soar when pushed by social networking.
CORRECTION: We are aware of the fact that new products soar when pushed by social networking.
Student writing in that class is excellent in quality.
CORRECTION: Student writing in that class is excellent in quality.
LEARNING OBJECTIVE 2:
Improve clarity in business messages
KEEP IT SHORT AND SIMPLE
Strive for clarity, goal in business is to express, not to impress. To achieve clarity, remember KISS: Keep It Short and Simple.
WORDY AND UNCLEAR: Employees have not been made sufficiently aware of the potentially adverse consequences
regarding the use of perilous chemicals.
IMPROVED: Warn your employees about these dangerous chemicals.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
35
DUMP TRITE “BUSINESS” PHRASES
To sound businesslike, many writers repeat the same stale expressions that other writers have used over the years. To
make writing sound more vigorous and fresher, eliminate these trite phrases or find more original ways to convey the
idea.
USE FRESHER, MORE VIGOROUS PHRASES
As per your request
As you request
Enclosed please find
Enclosed it
Every effort will be made
We’ll try
In receipt of
Have received
Please do not hesitate to
Please
With reference to
About
DROP CLICHES
Clichéd expressions:
Have become exhausted by overuse.
Lack freshness and clarity.
Examples: Last but not least, first and foremost, think outside the box, make a bundle..
AVOID SLANG EXPRESSIONS
Slang is composed of informal words with arbitrary and extravagantly changed meaning.
Examples: snarky, lousy, blowing the budget, bombed, getting burned.
RESCUING BURIED VERBS
Buried verbs are those that are needlessly converted to wordy noun expressions. This happens when such verbs as
acquire, establish, and develop are made into nouns such as acquisition, establishment, and development. Using
these nouns increases sentence length, drains verb strength, slows the reader, and muddies the thought.
BURIED VERBS
Conduct a discussion of
UNBURIED VERBS
Discuss
Give consideration to
Consider
Make an assumption of
Assume
Perform an analysis
Analyze
Reach a conclusion that
Conclude
Engage in the preparation of
Prepare
CONTROL EXUBERANCE
Control enthusiasm and guard against excessive use
Overuse of words such as very, definitely, quite, completely, extremely, really, actually, and totally sounds un-businesslike.
Control enthusiasm and guard against excessive use.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
36
EXCESSIVE EXUBERANCE: we totally agree that we actually did not give his proposal a very fair trial.
BUSINESSLIKE: we agree that we did not give his proposal a fair trial.
LEARNING OBJECTIVE 3:
Enhance readability by understanding document design
ENHANCING READABILITY THROUGH DOCUMENT DESIGN
Employ white space to enhance readability.
Understand margins and text alignment.
Choose appropriate typefaces.
Capitalize on type fonts and sizes.
Þ
CAPITAL LETTERS
Þ
Underscores
Þ
Boldface
Þ
Italics
Empty space on a page is called white space. A page crammed full of text or graphics appears busy, cluttered, and unreadable.
Left justify text, leave right ragged. Text which is both right and left justified requires more attention to word spacing and hyphenation
to avoid awkward empty spaces running through the document. When right margins are ragged—without alignment or justification—
they provide more white space and improve readability.
A typeface defines the shape of text characters. For most business messages, you should choose from serif and sans serif categories.
Serif typefaces have small features at the end of strokes. The most common serif typeface is Times New Roman. Other popular serif
typefaces are Century, Georgia, and Palatino. Serif typefaces suggest tradition, maturity, and formality.
Sans serif typefaces include Arial, Calibri, Gothic, Tahoma, Helvetica, and Univers. These clean characters are widely used for
headings, signs, and material that does not require continuous reading.
All-purpose sans serif and traditional serif typefaces are most appropriate for business messages. Generally, use no more than two
typefaces within one document.
NUMBER AND BULLET FOR QUICK COMPREHENSION
Numbered and bulleted lists improve readability, understanding, and retention by making important ideas stand out.
They also force the writer to organize ideas and write efficiently.
•
Numbered lists (use for high “skim value”)
Use for items that represent a sequence or reflect a numbering systems.
•
Bulleted lists
Use to highlight items that don’t necessarily show a chronology.
•
Capitalization
Capitalize the initial word in each line.
•
Parallelism
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
37
ADD HEADING FOR VISUAL IMPACT AND READBILITY
Headings help writers to organize information and enable readers to absorb important ideas. They help highlight
information and improve readability. Headings can be used in e-mails, memos, and letters.
Our company focuses on the following areas in the employment process:
Attracting applicants: we advertise for qualified applicants, and we also encourage current employees to recommend
good people.
Interviewing applicants: our specialized interviews include simulated customer encounters as well as scrutiny by
supervisors.
Checking references: we investigate every applicant thoroughly. We contact former employers and all listed references.
HOW TO PROOFREAD ROUTINE DOCUMENTS
For computer messages, print a rough copy to read.
Look for typos, misspellings, and easily confused words.
Watch for inconsistencies and ambiguous expressions.
Check for factual errors.
HOW TO PROOFREAD COMPLEX DOCUMENTS
Print a copy, preferably double-spaced.
Set it aside and take a breather.
Allow adequate time for careful proofing.
Expect errors. Congratulate yourself each time you find a mistake!
Read the message at least twice—once for meaning and once grammar/mechanics.
Reduce your reading speed. Focus on individual words.
For documents that must be perfect, enlist a proofreading buddy.
Use standard proofreading marks (shown on the inside front cover of your textbook) to indicate changes.
EVALUATING THE EFFETIVENESS OF YOUR MESSAGE
The best way to judge the success of your communication is through feedback. For this reason, you should encourage
your reader to respond to your message. This feedback will tell you how to modify future efforts to improve your
communication technique.
Is the message polished and clear?
How will you know if it succeeds?
Will it achieve your purpose?
How successful will the message be?
Does it say what you want it to?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
38
CHAPTER 7 – SHORT WORKPLACE MESSAGES AND DIGITAL MEDIA
LEARNING OBJECTIVE 1:
Understand e-mail and the professional standards for its usage, structure, and format in the digitalera workplace
PREPARING DIGITAL-AGE E-MAIL MESSAGES AND MEMOS
E-mail
Most business messages sent by e-mail
Often poorly done, causing wasted time
Not a substitute for face-to-face conversations
Memos
Necessary for long messages
Require a permanent record
Demand formality
Inform employees about procedure changes, official instructions, and reports
Paper-based documents remain the best channel when a permanent record is necessary.
Letters are the best channel when a permanent record is necessary, when confidentiality is important, when sensitivity and formality
are essential, and when you need to make a persuasive, well-considered presentation.
Interoffice memos today are primarily used to convey confidential information, emphasize ideas, introduce lengthy documents, or
lend importance to a message. Memos are especially appropriate for explaining organizational procedures or policies that become
permanent guidelines.
Electronic messages enable communicators to exchange information rapidly and efficiently. Today e-mail is the communication
channel of choice. However, it is inappropriate for sensitive, confidential, or lengthy documents.
Instant messaging allows individuals to carry on conversations while creating a permanent record but must be used carefully.
E-MAIL MESSAGES
Have paper memos for many messages
Are not always done well, causing time wastage
Leave a trail on servers within and outside organizations
Can be used in a court of law against an individual and/or company
E-mail has become the standard form of communication within organizations. Because e-mail is a standard form of communication
within organizations, it has become the most common business communication channel. E-mails perform critical tasks including
informing employees, giving directions, outlining procedures, requesting data, supplying responses, and confirming decisions
WHY PEOPLE COMPLAIN ABOUT EMAIL
Often are poorly written and confusing
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
39
Merely serve to confirm receipt or thanks, resulting in time wastage
Have helped to eliminate the distinction between work life and home life because of 24/7 availability and need for
immediate response
WHEN EMAIL IS APPROPRIATE
Short, informal messages that request information and respond to inquiries
Messages to multiple receivers
Messages that must be saved (archived)
As a cover document when sending longer attachments
Not suitable as substitute for face-to-face or phone calls
DRAFTING PROFESSIONAL EMAILS
Avoid misleading and meaningless subject lines, and adjust the subject line if the topic changes.
Include a greeting to set the message tone.
Organize the body for readability and tone and start directly.
Close effectively with an action statement with due dates and requests using a friendly note.
Include a signature block.
FORMATTING AN EMAIL MESSAGE
1. Prewriting: analyze, participate, adapt
2. Drafting: research, organize, compose
3. Revising: edit, proofread, evaluate
E-mails generally contain these components: guide words, greeting, body, and complimentary closing and signature
blocks.
Guide words are Date, To, From, and Subject, and the order depends on whether you are sending or receiving the
message.
On the subject line, identify the subject of the message. Be sure to include enough information to be clear and
compelling.
A friendly greeting provides a visual cue marking the beginning of the message.
In the body cover just one topic and ensure that capitalization and punctuation are correct. Try to keep the message
under three screens in length.
Complimentary close is optional but should be friendly. A signature block which includes full contact information is
important.
E-mail messages are permanent and searchable and can be forwarded to a thousand people. Take care to follow
best practices when using e-mail.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
40
APPLY EMAIL FORMATS
Include receiver’s full name plus electronic address after the guide word To.
Use the Cc line to copy someone.
Use the Bcc line to copy someone without the receiver’s knowledge.
Begin the message with a friendly greeting.
Use standard caps and lowercase characters.
Never use all caps—shouting.
Cover just one topic.
Keep total message under three screens.
Sign off with complimentary close and signature block.
SMART EMAIL PRACTICES
Control your inbox by setting times when you will check e-mail daily.
Turn off audio and visual alerts.
Use the “two-minute” rule to deal with short messages immediately.
Getting started
Don’t write if another channel might work better.
Send only content you would want published.
Write compelling subject lines, possibly with names and dates.
Replying
Scan all e-mails and answer within 24 hours.
Change the subject line if the topic changes.
Reply efficiently with “down-editing.”: Inserting responses to parts of incoming message
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
41
Observing e-mail etiquette
Obtain permission before forwarding.
Soften the tone by including a friendly opening and closing.
Resist humour and sarcasm.
Avoid writing in all caps, which is like SHOUTING.
Closing effectively
End with due dates, next steps, or a friendly remark.
Add your full contact information including social media addresses.
Edit your text for readability. Proofread for typos or unwanted auto-corrections.
Double-check before hitting Send.
LEARNING OBJECTIVE 2:
Explain workplace instant messaging and texting as well as their liabilities and best practices
WRITING INTEROFFICE MEMOS
For internal messages that
Are too long for e-mail,
Require a permanent record,
Demand formality, and/or
Inform employees who may not have access to e-mail.
Similarities in Memos and Emails
Carry non-sensitive information
Have guide words for a subject line, date, sender, and receiver
Should be organized with headings, lists, etc.
Close with action, deadlines, summary of message, and closing thought
WORKPLACE MESSAGING AND TEXTING
Instant messaging (IM)
Enables two or more individuals to use the Internet or intranet to “chat” in real time by exchanging brief texts
Text messaging
Means for exchanging brief messages in real time using smart devices
IM AND TEXTING TECHNOLOGY
IM communication
Exchanged between two computers that are linked by servers and/or Web based (e.g., Google Talk, Skype, Facebook)
Allows people to use the cloud and handheld devices (e.g., iPhone, Android smartphone, tablets)
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
42
Texting
Requires a smartphone and users pay for service
BENEFITS OF IM AND TEXTING
Real-time communication with colleagues anywhere in the world
Low-cost substitute for voice calls, delivering a message between private mobile phone users quietly and discreetly
User knows right away whether message delivered; avoids phone tag
Co-workers can locate each other online (“presence functionality”)
RISKS OF IM AND TEXTING
IM could be a work distraction.
Fear that employees will reveal privileged company information and records
The employer must ensure employees abide governing provincial legislation.
Companies worried about phishing (fraudulent schemes), viruses, malware, and spim (IM spam)
Messages can become evidence in lawsuits.
BEST PRACTICES FOR INSTANT MESSAGING AND TEXTING
Adhere to your organization’s IM and texting policies.
Don’t use texting or IM to disclose sensitive information.
Steer clear of harassment and discriminatory content.
Be vigilant about appropriateness of photos, videos, etc.
Don’t say anything that would damage your reputation or that of your organization.
Organize your contact lists to separate business contacts from family and friends.
Avoid unnecessary chitchat—know when to say goodbye.
Keep your presence status up to date so that people trying to reach you don’t waste time.
Make yourself unavailable when you need to meet a deadline.
Beware of jargon, slang, and abbreviations, which may be confusing and appear unprofessional.
Use good grammar and proper spelling.
MAKING PODCASTS AND WIKIS WORK FOR BUSINESS
Podcasts can be used – To send audio and video messages that do not require a live presence.
Webcasts allow users
To create Web content;
To interact with businesses and each other; and
To review products, self-publish, or blog.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
43
BUSINESS PODCASTS
Common in news and education
Can be downloaded to a computer, smartphone, or MP3 player
Can broadcast repetitive information requiring no interaction; can replace teleconferencing
Features on media websites and company portals
Can include short commercial segments
COLLABORATING WITH WIKIS
Feature of the interactive, participatory Web 2.0 environment
Allow multiple users collectively to create, access, and modify documents (think Wikipedia)
Capitalize on crowdsourcing
Eliminate the problem of version confusion
Enhance reputation of expert contributors
Crowdsourcing is the practice of tapping into the combined knowledge of a large community to
solve problems and complete assignments.
FOUR MAIN USES FOR BUSINESS WIKIS
THE GLOBAL WIKI
For companies with a global reach, a wiki is an ideal tool for
information sharing between headquarters and satellite offices. Farflung team members can easily edit their work and provide input to
the home office and each other.
THE WIKI KNOWLEDGE BASE
Teams of departments use wikis to collect and disseminate info to
large audience creating a database for knowledge management. For
example, human resources managers may update employee policies
make announcements, and convey information about benefits.
WIKIS FOR MEETINGS
Wikis can facilitate feedback from employees before and after
meetings and serve as repositories of meeting minutes. In fact, wikis
may replace some meetings yet still keep a project on track.
WIKIS FOR PROJECT FOR MANAGEMENT
Wikis offer a highly interactive environment for project info with easy
access and user input. All participants have the same info, templates,
and documentation readily available.
BLOGGING FOR BUSINESS
Organizations use blogs to communicate internally with employees and externally with clients.
Website with journal entries usually written by one person
Blogs have the potential to reach a far-flung, vast audience.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
44
Businesses keep customers and employees informed and interact with them.
Blogs can invite spontaneous consumer feedback faster and more cheaply than conventional research.
The social approach yields cultural benefit through employee engagement.
HOW COMPANIES USE BLOGS
Public relations, customer relations, crisis communication, market research and viral marketing, online communities,
internal communications, recruiting
Provide up-to-date company information to the press and the public. A company blog is a natural forum for latebreaking news, especially when disaster strikes. Business bloggers can address rumours and combat misinformation.
Because most blogs invite feedback, they can be invaluable sources of opinion from customers and industry experts.
The term viral marketing refers to the rapid spread of messages online, much like infectious diseases that pass from
person to person. Viral messages must be unexpected and elicit an emotional response.
Company blogs can attract a devoted community of participants who want to keep informed about company events,
product updates, and other news.
Blogs can be used to keep virtual teams on track and share updates on the road.
BEST BLOG PRACTICES (8 TIPS)
1. Craft a catchy but concise title.
2. Ace the opening paragraph.
3. Provide details in the body.
4. Consider visuals.
5. Include calls to action.
6. Edit and proofread.
7. Respond to posts respectfully.
8. Learn from the best.
WEB 2.0 SOCIAL NETWORKING SITES
Adopting the Facebook model as many staff already comfortable with this model.
Connecting far-flung workers by enabling connections for dispersed workers.
Crowdsourcing customers by inviting them to input at the product-design stage.
POTENTIAL RISKS OF SOCIAL NETWORKING FOR BUSINESSES
Causing potential losses in productivity.
Compromising trade secrets.
Attracting the wrath of huge Internet audiences.
Facing embarrassment over inappropriate and damaging employee posts.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
45
GUIDELINES FOR SAFE SOCIAL NETWORKING
1. Establish boundaries, don’t share information or images you would not share in your office.
2. Distrust privacy settings.
3. Rein in your friends. Always ask before tagging someone.
4. Beware of “friending” (don’t reject friend requests from some co-workers while accepting them from others. Snubbed
workers may harbour ill feelings. Don’t friend your boss unless he or she friends you first. Send friend requests once)
5. Expect the unexpected
REALLY SIMPLE SYNDICATION (RSS) FEEDS AND SOCIAL BOOKMARKING
RSS feeds
Time-savers, allowing users to monitor many news sources in one spot
Fast and easy ways to search and manage data
Social bookmarking
Helps busy professionals stay informed about topics of interest and negotiate vast information on the Web
RSS is a data file format capable of transmitting changing Web content. RSS documents are called feeds or channels,
and they can be read most efficiently with a Web-based feed reader (also known as an aggregator), an easy-to-use
software application. Feeds help alert subscribers to up-to-the-minute blog entries, news items, videos, and podcasts
from various sources.
Social bookmarking helps users search, organize, manage, and store bookmarks on the Web with the help of
metadata—that is, information tags or keywords.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
46
CHAPTER 8 – POSITIVE MESSAGES
LEARNING OBJECTIVE 1:
Compose direct message to make requests, respond to inquiries online and offline, and delivery
step-by-step instructions
THE WRITING PROCESS
Before beginning a message ask yourself the
following questions:
Do I really need to write this e-mail, memo, or
letter?
Why am I writing it?
How will the reader react?
What channel should I use?
How can I save my reader time?
In Phase 2 of process, gather information, make
notes or prepare an outline, and compose the first
draft.
Group related information into short paragraphs
pref. Paragraphs separated by white space look
inviting. Be sure that each paragraph includes a
topic sentence backed up by details and evidence
Careful and caring writers ask themselves the
following questions:
Is the message clear?
Is the message correct?
Do I plan for feedback?
Will this message achieve this purpose?
CORECT BUSINESS LETTER FORMAT
Appearance and format reflect a writer’s carefulness and experience.
Block style is the most commonly used. The components include dateline, inside address, body, complimentary close—
all of which are set flush left on the page.
The letter is centred on page and framed by white space, using ragged-right margins.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
47
You will know when to send a business letter by the situation and by the preference. Business letters are necessary when
the situation calls for a permanent record.
Business letters deliver contracts, explain terms, exchange ideas, negotiate agreements, answer vendor questions, and
maintain customer relations.
Business letters are confidential/represent deliberate communication
They deliver persuasive, well-considered messages. Letters can persuade people to change their actions, adopt new
beliefs, make donations, contribute their time, and try new products.
Direct mail letters remain a powerful tool to promote services and products, boost online and retail traffic, and solicit
contributions.
CREATING REQUEST MESSAGES
OPENING
When writing messages that request information or action and you think your request will be received positively, start
with the main idea first. The most emphatic positions in a message are the opening and closing. Readers tend to look at
them first. The first sentence of an information request is usually a question or a polite command. It should not be an
explanation or justification.
Start with the main idea; the most emphatic positions in a message are the opening and closing.
Ask a question or issue a polite command: Will you please answer the following questions
Avoid long explanations preceding the main idea.
BODY
The body of a message that requests information or action provides necessary details. Remember that the quality of the
information obtained from a request depends on the clarity of the inquiry. Whenever possible, focus on reader benefits.
To improve readability, itemize appropriate information in bulleted or numbered lists.
Explain your purpose and provide necessary detail.
Frame your questions logically.
Focus on reader benefits.
Express questions in parallel form. Number or bullet them.
To elicit the most information, use open questions (What training programs do you recommend?) rather than closed
questions, which require a yes-or-no answer (Are training programs available?).
CLOSING
In the closing tell the reader courteously what is to be done. If a date is important, set an end date to take action and
explain why. You can save the reader time by spelling out the action to be taken. Avoid other overused endings such as
Thank you for your cooperation.
State specifically, but courteously, what action is to be taken.
Set an end date, if one is significant. Explain.
Avoid trite and presumptuous endings (Thank you in advance for …). Show appreciation, but use a fresh expression.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
48
RESPONDING TO REQUESTS
SUBJECT LINE
Consider including a subject line to identify the topic and any previous correspondence.
Use abbreviated style, omitting articles (a, an, the).
OPENING
Deliver the information the reader wants.
When announcing good news, do so promptly
Open directly—immediately deliver the information the receiver wants. Avoid wordy, drawn-out openings. When
agreeing to a request, announce the good news immediately.
BODY
Supply explanations and additional information.
Check facts and figures carefully.
Use lists, tables, headings, boldface, italics, or other graphic devices to improve readability.
In letters to customers, promote your products and your organization.
Remember to use the “you” view.
Supply additional information in the body, provide explanations, and expand initial statements. For customer letters
promote products and your organization while answering the customer’s request.
CLOSING
Refer to the information provided or to its use.
Help the reader with specifics, if further action is required.
Offer concluding thought, perhaps referring to the information or action requested.
Avoid cliché endings: If you have any other questions, don’t hesitate to call.
Conclude with a cordial thought. Refer to the information provided or its use. If further action is required, describe the
procedures and give specifics. Avoid cliché endings.
RESPONDING TO CUSTOMER COMMENTS ONLINE
Respond in a way that benefits customers, prevents problems from snowballing, and reflects positively on the
organization, embrace customer comments for opportunities to improve products and services.
Be positive. Respond in a friendly, professional tone (do not argue, insult, or blame others).
Be transparent. State your name and position.
Be honest. Own up to problems and mistakes and inform customers about when/how you will improve the situation.
Be timely. Respond in less than 24 hours.
Be helpful. Point users to valuable information, follow up with users when new information is available.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
49
LEARNING OBJECTIVE 2:
Prepare contemporary messages that make direct claims and voice complaints, including those
posted online
INSTRUCTION MESSAGES
Describe how to complete a task.
Divide instructions into steps.
Use a straightforward, direct approach.
List steps in the order they are to be carried out.
Explain why the procedure or instructions are necessary.
Arrange items vertically with numbers.
Use plain language and familiar words to describe the
process.
Begin each step with an action verb using the imperative
command) mood rather than the indicative mood.
Consider linking your instructions to reader benefits.
Instruction messages describe how to complete a task. Like requests and replies, instruction messages follow a straightforward,
direct approach. A message that delivers instructions should open with an explanation of why the procedure or set of instructions
is necessary.
The body should use plain language and familiar words to describe the process.
In the closing of the instruction message, consider connecting instructions with benefits to the organization or the individual.
DIRECT CLAIMS AND COMPLAINTS
OPENING
Use a compliment, point of agreement, statement of the problem, or a clear statement of what you want done.
When the remedy is obvious, state it immediately; when the remedy is less obvious, explain your goal: Please clarify
your policy regarding reservations and late arrivals
Claims written as letters are taken more seriously than telephone calls or e-mails. When you have a legitimate claim and you can
expect a positive response, you open with a compliment, point of agreement, statement of the problem, brief review of the action
taken to resolve the problem, or a clear statement of the action you want.
When the remedy is obvious, state it immediately in the opening. When the remedy is less obvious, you might ask for a change in
policy or procedure or simply for an explanation.
BODY
Explain the problem and justify your claim.
Provide details objectively and concisely.
Don’t ramble. Be organized and coherent.
Avoid becoming angry or trying to fix blame.
Include names of individuals and dates of
previous actions.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
In the body explain the problem and justify the request. Avoid anger or
affixing blame. State the facts logically, objectively, and unemotionally.
Include copies of all pertinent documents—invoices, sales slips, catalogue
descriptions, etc. Send copies, not originals. Cite names of individuals to
whom you spoke.
When an alternative remedy exists, spell it out.
50
CONCLUDING A CLAIM WITH AN ACTION REQUEST
End courteously with a tone that promotes goodwill and summarizes your action request.
Request specific action, including end date, if appropriate.
Note: Act promptly in making claims, and always keep a copy of your message.
End a claim with a courteous statement that promotes goodwill and summarizes your action request. If appropriate, include an
end date. Finally, when making claims, act promptly.
A written claim shows you are serious and starts a record of the problem.
LEARNING OBJECTIVE 3:
Create adjustment messages to salvage a customer’s trust and promote further business
ADJUSTMENT MESSAGES
OPENING
When approving a customer’s claim, announce the good news (adjustment) immediately, do not begin your letter with
a negative statement, avoid sounding grudging or reluctant.
Three goals in adjustment letters:
1. Rectifying the wrong, if one exists
2. Regaining the confidence of the customer
3. Promoting further business
Instead of beginning with a review of what went wrong, present the good news immediately. If you decide to comply with the
customer’s claim, let the receiver know immediately.
Don’t begin with a negative statement that reminds the reader of the problem and may rekindle the heated emotions or unhappy
feelings experienced when the claim was written. Announce the good news happily, not grudgingly.
BODY
Explain how you are complying with the claim.
Strive to win back the customer’s confidence; explain what went wrong (if you know) and how it will be fixed.
Apologize if it seems appropriate, be careful about admitting responsibility. Check with your boss or legal counsel first.
Focus on how the problem occurred and how you can prevent it in future.
Avoid negative language (trouble, regret, fault).
Don’t blame the customers (even if they are at fault) or individuals or departments in your organization.
Explain how you are complying with the claim. You should seek to regain the confidence of the customer. Rebuilding that faith is
important for future business.
How to rebuild lost confidence depends on the situation and the claim. Explain what changes will be made, how the product is
being improved, or the efforts being taken to improve it.
If you feel an apology is appropriate, do it early and briefly.
The primary focus of an adjustment message is on how you are complying with the request, how the problem occurred, and how
you are working to prevent its recurrence.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
51
CLOSING
End positively by expressing confidence in the solution and product.
Show appreciation that the customer wrote to you.
Express appreciation for the customer’s business/refer to your desire to be of service.
End positively by expressing confidence that the problem has been resolved and that continued business relations will result. You
might mention the product in a favourable light, suggest a new product, express your appreciation for the customer’s business,
or anticipate future business.
LEARNING OBJECTIVE 4:
Write special messages conveying kindness and goodwill
GOODWILL MESSAGES
Goodwill messages express thanks, recognition, and sympathy. In expressing such, you should always do so promptly.
•
Selfless: Focus solely on the receiver.
•
Specific: Mention specific incidents or characteristics of the receiver.
•
Sincere: Show genuine feelings.
•
Spontaneous: Keep the message fresh and enthusiastic.
•
Short: Try to accomplish your purpose in only a few sentences.
SAYING THANK YOU
Thanks can extend for the following reasons: a gift, a favour, hospitality, or employee contributions.
Open directly with the purpose of the message.
Ensure every sentence relates to the receiver and offers enthusiastic praise.
Make the letter sound warm and conversational by using contractions and the receiver’s name.
REPLYING TO GOODWILL MESSAGES
Helps form professional and personal bonds
Send a brief note expressing your appreciation.
Tell the receiver how good the message made you feel.
Accept praise gracefully. Avoid minimizing your achievements with comments suggesting you didn’t deserve the
praise: I’m not really that good.
EXPRESSING SYMPATHY
Refer to death or misfortune sensitively, using words that convey understanding.
Praise the deceased in a personal way.
Offer assistance without going into excessive detail.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
52
CHAPTER 9 – NEGATIVE MESSAGES
LEARNING OBJECTIVE 1:
Compose direct message to make requests, respond to inquiries online and offline, and delivery
step-by-step instructions
COMMUNICATING NEGATIVE NEWS EFFECTIVELY
Explain clearly and completely.
Project a professional image.
Convey empathy and sensitivity.
Be fair, and maintain friendly relations.
APPLYING THE 3X3 WRITING PROCESS
AVOIDING LEGAL LIABILITY
1. Abusive Language
Language becomes legally actionable if it is false, damaging to someone’s good name, and published. Careful
writers ensure that their words communicate only what they intend.
2. Careless Language
Statements that are potentially damaging or that could be misinterpreted.
3. The good-guy syndrome
Dangerous statements that ease your conscience or make you look good.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
53
ANALYZING NEGATIVE NEW STRATEGIES
USING THE DIRECT STRATEGY
When the bad news is not damaging
When the receiver may overlook the bad news
When the organization or receiver prefers directness
When firmness is necessary
USING THE INDIRECT STRATEGY
When the bad news is personally upsetting
When the bad news will provoke a hostile reaction
When the bad news threatens the customer relationship
When the bad news is unexpected
Be careful not to use the indirect strategy to be unethical or manipulative. The key to ethical communication lies in the
motives of the sender. Unethical communicators intend to deceive. The indirect method should never be used to avoid
or misrepresent the truth.
LEARNING OBJECTIVE 2:
Explain the components of effective negative messages, including opening with a buffer,
apologizing, showing empathy, presenting the reasons, cushioning the bad news, and closing
pleasantly.
COMPOSING EFFECTIVE NEGATIVE MESSAGES
1. BUFFER
Best news, compliment, appreciation, agreement, facts, understanding.
Start with the part of the message that represents the best news.
Pay a compliment, show appreciation for a past action, or refer to something mutually understood.
Avoid raising false hopes or thanking the receiver for something you are about to refuse.
Consider apologizing if you or your company made an error. If you apologize, do so sincerely and take
responsibility.
Apologizing
Apologies to customers are important if you or your company made a mistake (apologize sincerely, accept
responsibility, use good judgment).
Apologies to customers are especially important if you or your company erred.
Apologizing in the digital age
Recognition: Acknowledge the specific offence.
Responsibility: Accept personal responsibility.
Remorse: Embrace “I apologize” and “I am sorry.”
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
54
Restitution: Explain what exactly you will do about it.
Repeating: Promise it won’t happen again and mean it.
2. REASONS
Explaining clearly, citing reader/other benefits, explaining company policy, choosing positive words, showing fairness
The most important part of a bad-news letter is the section devoted to the reasons. Without sound reasons for
denying a request, refusing a claim, or revealing other bad news, a message will fail no matter how cleverly it is
organized or written.
Providing an explanation reduces feelings of ill will and improves the chances that readers will accept the bad news.
If the reasons are not confidential and if they will not create legal liability, you can be specific. Don’t, however, make
unrealistic or dangerous statements in an effort to be the “good guy.”
Readers are more open to bad news if in some way, even indirectly, it may help them. Readers also accept bad news
more readily if they recognize that someone or something else benefits, such as other workers or the environment.
Readers resent blanket policy statements prohibiting something.
Remember that the objective of the indirect strategy is to hold the reader’s attention until you have had a chance to
explain the reasons justifying the bad news.
Avoid expressions with punitive, demoralizing, or otherwise negative connotations.
Demonstrate that you take the matter seriously, have investigated carefully, and are making an unbiased decision.
Presenting the Reasons
Explain clearly why the request must be denied, without revealing the refusal.
Show how your decision benefits the receiver or others, if possible.
Explain company policy without using it as an excuse.
Choose positive words. Avoid negative words such as cannot, claim, denied, error, failure, or unwitting.
Show that the matter was treated seriously and fairly.
3. BAD NEWS
Positioning the bad news strategically is key.
Use the passive voice and highlighting the positive
Implying the refusal
Suggesting a compromise or an alternative
Cushioning the Bad News
Position the bad news strategically—sandwich it between other sentences.
Subordinate the bad news.
Use the passive voice.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
55
Accentuate the positive by describing what you can do, not what you can’t do.
Consider implying the refusal, but be sure it is clear.
Suggest a compromise or an alternative, if available.
4. CLOSING
Forward look, alternative option, good wishes, freebies, resale information, sales promotion
Close the message with a pleasant statement that promotes goodwill. The closing may include a forward look, an
alternative, good wishes, freebies, an off-the-subject remark, or resale information.
A resale refers to mentioning a product or service favourably to reinforce the customer’s choice.
Avoid endings that sound canned, insincere, inappropriate, or self-serving.
Closing Pleasantly
Look forward to future relations.
Supply more information about an alternative, if you have presented one.
Offer good wishes, compliments, or freebies (coupons, samples, gifts).
Avoid referring to the refusal.
Use resale or sales promotion, if appropriate.
TYPES OF NEGATIVE NEWS
The indirect pattern works well for:
Rejecting requests for favours, money, information, and action;
Declining invitations;
Handling problems with orders;
Announcing rate increases; and
Denying claims.
Direct pattern works well when orders can’t be filled.
DEALING WITH DISSAPOINTED CUSTOMERS IN PRINT AND ONLINE
When a customer problem arises and your company is at fault, deal with the issue immediately and personally.
Follow-up messages are important when personal contact is impossible, to establish a record of the incident, and to
formally confirm follow-up procedure.
Call or e-mail the individual involved.
Reply to online posts within 24 hours, describe the problem and apologize.
Explain
– Why the problem occurred, what you are doing to resolve it, and
– How you will prevent it from happening again.
– Follow up with a message that documents the phone call or acknowledges online posts.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
56
MANAGING NEGATIVE NEWS ONLINE
1. RECOGNIZE SOCIAL NETWORKS AS AN IMPORTANT COMMUNICAION CHANNEL | Instead of fearing social
networks, greet these channels as opportunities to look into the true mind-set of customers and receive free advice
on how to improve.
2. BECOME PROACTIVE | Company blogs and active websites with community forums help companies listen to their
customers as well as spread the word about their own good deeds.
3. JOIN THE FUN | Wise companies use Twitter, Facebook, Flickr, YouTube, and LinkedIn to benefit from interacting
with customers and the public.
4. MONITOR COMMENTS | Social media managers and other digital media staff monitor traffic and respond
immediately whenever possible.
REFUSING CREDIT
1. AVOID LANGUAGE THAT CAUSES HARD FEELINGS | In refusing credit to a customer, avoid language that causes
hard feelings and avoid disclosures that could result in a lawsuit.
2. RETAIN THE CUSTOMER ON A CASH BASIS | Because credit applicants are likely to continue to do business with an
organization even if they are denied credit, you will want to do everything possible to encourage that patronage.
Thus, keep the refusal respectful, sensitive, and upbeat.
3. PREPARE FOR POSSIBLE FUTURE CREFIT WITHOUT FLASE EXPECTATIONS | To avoid possible litigation, many
companies offer no explanation of the reasons for a credit refusal. Instead, they provide the name of the creditreporting agency and suggest that inquiries be directed to it.
4. AVOID DISCLOSURES THAT COULD CAUSE A LAWSUIT | Whatever form the bad-news message takes, it is a good
idea to have the message reviewed by legal counsel because of the litigation land mines awaiting unwary
communicators in this area.
MANAGING BAD NEWS WITHIN ORGANIZATIONS
Bad news to groups of employees should be delivered through hard-copy memos or other delivery channels, such
as e-mail, videos, webcasts, and voice mail.
When saying no to job applicants, reduce the receiver’s disappointment by using the indirect strategy.
(a) Buffer the opening with any good news.
(b) Provide reasons for bad news.
(c) Deliver bad news.
(d) Close positively.
DELIVERING BAD NEWS IN PERSON
Gather all information, prepare and rehearse.
Explain: past, present, future.
Consider taking a partner.
Think about timing, be patient with the reaction.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
57
REFUSING WORKPLACE REQUESTS
Buffer the bad news (e.g., with sincere praise).
Provide reasons for the refusal.
Deliver bad news either directly or imply the bad news.
Close positively with a qualified alternative.
ANNOUNCING BAD NEWS TO EMPLOYEES AND THE PUBLIC
1. PREWRITING
Analyze the purpose of the Internet blog.
Anticipate your audience’s reaction.
Adapt the message to the company intranet to disseminate internal news.
2. DRAFTING
Collect facts.
Compose the first draft.
Begin with the buffer, explain the reasons, announce the bad news, and closes positively.
3. PREWRITING
Remove negativity.
Proofread for grammar.
Evaluate.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
58
CHAPTER 10 – PERSUASSIVE AND SALES MESSAGES
LEARNING OBJECTIVE 1:
Explain digital-age persuasion, identify effective persuasive techniques, and apply the 3-x-3 writing
process in print and online
WHAT IS PERSUASSION?
Is a symbolic process
Involves an attempt to influence
Is self-persuasion
Involves transmitting a message
Requires free choice
PERSUASSION IN THE DIGITAL AGE:
How persuasion has changed:
Volume and reach of persuasive messages have exploded.
Persuasive messages spread at warp speed.
Many organizations are in the persuasive business.
Persuasive techniques are subtler and misleading.
Persuasion is more complex and impersonal.
WHICH PERSUASSION TECHNIQUES ARE EFFECTIVE?
1. ESTABLISH CREDIBILITY | To persuade you must engender trust. People must believe that you are telling the truth,
are experienced, and know what you are talking about.
2. MAKE A REASONABLE & SPECIFIC REQUEST | Persuasion is most effective if your request is realistic, doable, and
attainable.
3. TIE FACTS TO BENEFITS | Line up solid information to support your view. Use statistics, printed resources, examples,
and analogies to help people to understand. It is important to convert those facts into benefits for the audience.
4. RECOGNIZE THE POWER OF LOSS | Describing the benefits of a proposal is a powerful motivator. Another powerful
motivator is the thought of what the other person will lose if he or she doesn’t agree.
5. EXPECT & OVERCOME RESISTANCE | Be prepared for resistance. Recognize any weakness in your proposal and be
prepared to counter with well-reasoned arguments and facts.
6. SHARE SOLUTIONS & COMPROMISE | The process of persuasion may involve being flexible and working out a
solution that is acceptable to all concerned. Sharing a solution requires listening to people and developing a new
position that incorporates their input.
THE IMPORTANCE OF TONE
Tone is particularly important in persuasion today because the workplace has changed. Gone are the days when
managers could simply demand compliance. Today’s managers and team leaders strive to generate cooperation and
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
59
buy-in instead of using intimidation, threats, and punishment to gain compliance. The tone of effective persuasive
business requests invites cooperation; it avoids intimidation, lecturing, and excessive authoritarianism.
Avoid sounding preachy or parental.
Soften your words when persuading upward.
Don’t pull rank.
Avoid making threats.
Be enthusiastic, positive and likeable.
Maintain credibility and respect by being honest, fair, and objective.
APPLYING THE 3X3 WRITING PROCESS
Analyze the purpose; know what you want to achieve.
Adapt the message to the audience to make your message heard.
Research and organize persuasive data.
Use the AIDA strategy to persuade readers.
LEARNING OBJECTIVE 2:
Describe the traditional four-part AIDA strategy for creating successful persuasive messages, and
apply them to effective and ethical business messages
STRATEGY
CONTENT
SECTION
A
ATTENTION
Captures attention, creates awareness, makes a
sale proposition, prompts audience to read on
OPENING
I
INTEREST
Describes central selling points, focuses not on
features of product/service but on benefits
relevant to the reader’s needs
BODY
D
DEISRE
Reduces resistance, reassures the reader, elicits
the desire for ownership, motivates action
BODY
A
ACTION
Offers an incentive or gift, limits the offer, sets a
deadline, makes it easy for the reader to respond,
closes the sale
CLOSING
1. ATTENTION: gain audience attention by opening with the following: problem, unexpected statement, reader
benefit, compliment, related facts, stimulating question.
o
Use the indirect strategy rather than blurting out the request immediately.
o
The indirect strategy is appropriate for business messages that request favours and actions.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
60
2. INTEREST: build interest by using the following: facts, figures, expert opinions, examples, specific details, direct
benefits, indirect benefits.
o
Establish your credibility, if necessary, by explaining your background and expertise.
o
o
o
Tie facts to direct and indirect benefits.
Direct benefit: If you accept our invitation to speak, you will have an audience of 50 potential customers for your
products.
Indirect benefit: Your appearance would prove your professionalism and make us grateful for your willingness to
give something back to our field.
3. DESIRE: elicit desire through the following: reducing resistance, anticipating objections, offering counterarguments,
using what if scenarios, demonstrating competence, showing the value of your proposal
Creating desire:
o
Minimize objections and provide counter-arguments.
o
Establish credibility and expertise.
o
Emphasize benefits; suggest what might be lost if the request is not granted.
o
In requesting favours or making recommendations, show how the receiver or others will benefit.
Reducing resistance:
o
Example: Although your gift to Neonatal Care Centre is not tax-deductible, it would help us purchase one
Intensive Care Ventilator. This unit would be put to use immediately in caring for critically ill and premature
newborn infants
4. ACTION: prompt action by doing the following: describing specific request, sounding confident, making action easy
to take, offering an incentive or gift, offering no excuses, repeating the main benefits.
o
Suggest specific and easy-to-follow action with a deadline and reason for the date.
o
Don’t sound apologetic or supply excuses.
LEARNING OBJECTIVE 3:
Craft persuasive messages that request actions, make claims, and deliver complaints.
BEING AN ETHICAL PERSUADER
Persuasion becomes unethical when facts are distorted, overlooked, or manipulated with an intent to deceive.
Applied to language that manipulates, such distortion and twisting of meaning is called doublespeak.
WRITING PERSUASSIVE REQUESTS, MAKING CLIAMS AND DELIVERING COMPLAINTS
Techniques effective in persuasion include:
Establishing credibility,
Making a reasonable and precise request,
Tying facts to benefits, and
Eliciting desire while overcoming resistance in the receiver.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
61
WRITING PERSUASSIVE CLAIMS
Open with sincere praise, an objective statement of the problem, a point of agreement, or a quick review of what you
have done to resolve the problem.
Explain precisely what happened or why your claim is legitimate.
Enclose document copies supporting your claim, close with a clear statement of what you have done
Effective claim and complaint letters make reasonable claims backed by solid evidence.
If a past request has been refused or ignored, or if you anticipate reluctance, then the indirect strategy is appropriate.
Strive for logical development in a claim letter. You might open with sincere praise, an objective statement of the problem, a point
of agreement, or a quick review of what you have done to resolve the problem.
Explain exactly what happened or why your claim is legitimate. Enclose copies of relevant invoices, shipping orders, warranties,
and payments.
Appeal to the receiver’s sense of responsibility and pride in the company’s good name.
Express your disappointment given your high expectations and communicate feelings without sounding emotional.
The tone of the message is important. Don’t suggest that the receiver intentionally deceived you or intentionally created the
problem. Appeal to the receiver’s sense of responsibility and pride in the company’s good name. Calmly express your
disappointment. Communicating your feelings without anger is often the strongest appeal.
Close with a clear statement of what you want done: a refund, replacement, credit to your account, or other action.
COMPOSING EFFECTIVE COMPLAINTS
An effective claim message
Makes a reasonable and valid request,
Presents a logical case with clear facts, has a moderate tone, and does not resort to anger and emotion.
PERSUASSION MESSAGE IN DIGITAL AGE ORGANIZATIONS
Persuading employees
Flowing downward may ask employees to participate in capacities outside of their typical work roles and rely on buy-in
instead of power or threats.
Flowing upward may sell ideas to management when doing so involves making a strong case for saving money or
benefitting the business. Presenting all sides of a proposal shows the proposal is unbiased and objective..
Messages flowing downward require attention to tone. Warm words and a conversational tone convey a caring attitude. Persuasive
requests coming from a trusted superior are more likely to be accepted than requests from a dictatorial executive who relies on
threats and punishment to secure compliance.
Successful internal persuasive messages build interest by emphasizing benefits and overcoming resistance, and they close by
making it easy to comply and by finding some way to motivate action.
Convincing management to adopt a procedure or invest in a product or new equipment requires skillful communication. When
selling an idea to management, strive to make a strong dollar-and-cents case. A request that emphasizes how the proposal saves
money or benefits the business is more persuasive than one that simply announces a good deal or tells how a plan works.
Presenting only one side of a proposal reduces its effectiveness because such a proposal seems biased, subjective, and flawed.
Persuasive messages travelling upward require a special sensitivity to tone. When asking superiors to change views or take action,
use such words as suggest and recommend rather than you must and we should. Avoid sounding pushy or argumentative. Strive
for a conversational, yet professional tone that conveys warmth, competence, and confidence.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
62
LEARNING OBJECTIVE 4:
Understand interpersonal persuasion at work and write persuasive messages within organizations.
CREATIVE EFFECTIVE SALE MESSAGES IN PRINT AND ONLINE
PREWRITE
Analyze your product and purpose for writing.
– Study the benefits of the product.
Adapt the sales message to its audience.
– Try to use a targeted mailing list.
Profile your audience. How will this product or service benefit this audience?
Decide what you want the audience to do at the end of your message.
You must identify your central selling points. Analyzing your products and studying the competition help you determine what to
emphasize in your sales letter. Equally important is determining the specific purpose of your letter.
Direct mail achieves a 4.4 percent response rate to e-mail’s paltry 0.12 percent. The response rate could be increased dramatically
by targeting the audience through selected database mailing lists.
Direct mail allows a personalized, tangible, three-dimensional message that is less invasive than telephone solicitation and less
reviled than unsolicited e-mail.
Professionals who specialize in traditional direct-mail services have made it a science. They analyze a market, develop an effective
mailing list, study the product, prepare a sophisticated campaign aimed at a target audience, and motivate the reader to act.
GAIN ATTENTION
Use an offer (something valuable), promise a significant result, or pose a question.
Use a quotation, a proverb, or facts.
Describe a product feature, present testimonials, or make a startling statement.
Personalize action setting, provide a solution to a problem, use an anecdote, or refer to a relevant current event.
Openers for sales messages should be brief, honest, relevant, and stimulating. The primary goal in writing a sales message is to
get someone to devote a few moments of attention to it. Effective sales-message openers include an offer, a promise, a question,
or a quotation. Other openings calculated to capture attention might include a solution to a problem, an anecdote, a personalized
statement that uses the receiver’s name, or a relevant current event.
BUILD INTEREST
Use rational and emotional appeals. Emphasize central selling points.
Show how the product or service saves or makes money, reduces effort, improves health, produces pleasure, boosts status.
Here you should describe clearly the product or service. In simple language, emphasize the central selling points that you
identified during your prewriting analysis. Those selling points can be developed using rational or emotional appeals.
Rational appeals reflect reason and intellect. Rational appeals are appropriate when a product is expensive, long-lasting, or
important to health, security, or financial success.
Emotional appeals reflect status, ego, and sensual feelings. Appealing to the emotions is sometimes effective when a product is
inexpensive, short-lived, or nonessential (you can combine rational and emotional appeals for a dual appeal).
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
63
Rational & emotional appeals:
Rational appeal example: You can buy the things you need and want, pay household bills, and pay off higher-cost loans
and credit cards—as soon as you are approved and your credit card account is opened.
Emotional appeal example: Leave the urban bustle behind and escape to a sun-soaked Bermuda! To recharge your
batteries with an injection of sun and surf, all you need are your bathing suit, a little sunscreen, and your credit card.
Dual appeal example: New ChoiceCredit cardholders are immediately eligible for a $200 travel certificate and
additional discounts at fun-filled resorts. Save up to 40 percent while lying on a beach in picturesque, sun-soaked
Bermuda, the year-round resort island.
REDUCE RESISTANCE
If price is not a selling feature, describe it in small units, show it as savings, or tell how it compares favourably with the
competition.
Build credibility with testimonials, names of satisfied users, money-back guarantee or warranty, free trial or sample, or
performance tests, polls, or awards.
Reduce resistance when a price is an obstacle by one or more of the following:
o
Delaying mentioning price until after you’ve created a desire for the product
o
Showing the price in small units, such as the price per issue of a magazine
o
Demonstrating how the reader saves money (for instance, by subscribing for two or three years)
o
Comparing your prices with those of a competitor
MOTIVATE ACTION
Close with repetition of the central selling point and clear instructions for an easy action to be taken.
Prompt the reader to act immediately with a gift, incentive, limited offer, deadline, or guarantee of satisfaction.
Put the strongest motivator in a postscript.
Example: P.S. Sign up now and you receive a free 60-day trial. Call, fax, or e-mail us today to receive a free demo disk.
You can’t lose!
Techniques for motivating action include offering a gift or an incentive, limiting an offer, and guaranteeing satisfaction. The final
paragraph of a sales letter encourages action. This is where you tell readers what you want them to do and give them reasons for
doing it.
Most sales letters also include postscripts because they make irresistible reading. Even readers who might skim over or bypass
paragraphs are drawn to the P.S.
Use a postscript to reveal your strongest motivator, to add a special inducement for a quick response, or to reemphasize a central
selling point.
SUCCESSFUL EMAIL SALES MESSAGES
Can attract new customers
Can keep existing customers
Can encourage future sales
Can cut in half the time it takes to print and distribute traditional message
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
64
The first rule of e-marketing is to communicate only with those who have given permission.
GUIDELINES FOR EMAIL MESSAGES
Communicate only with those who have given permission.
Craft a catchy subject line.
Keep the main information “above the fold.”
Make the message short, conversational, and focused.
Sprinkle testimonials throughout the copy.
Provide a means for opting out.
PERSUASIE MEDIA RELEASES
Open with an attention gainer or summary of important facts.
Include answers to the five W’s (who, what, where, when, why) and one H (how) but not all in the first sentence.
Appeal to the target audience.
Place key important information upfront.
Maintain visual interest.
Look and sound credible.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
65
CHAPTER 11 – REPORTING IN THE DIGITAL-AGE WORKPLACE
LEARNING OBJECTIVE 1:
Explain report functions and types used in the digital-age workplace, understand direct and
indirect strategies, and describe report-writing style as well as typical report formats.
REPORTING IN THE DIGITAL AGE WORKPLACE
Reports
Keep management informed about completed tasks, projects, and work in progress;
Help management to understand and study systematically the challenges encountered in business;
Range from informal bulleted lists to 200-page financial reports;
May be internal or external documents; and
May be presented orally or digitally as PDF files.
BASIC REPORTING FUNCTIONS AND TYPES
Informational reports: present data without analysis or recommendation; writers collect and organize facts
(e.g., trip, compliance, routine operations report).
Analytical reports: provide data or findings, analyses, and conclusions; include recommendations, if requested (e.g.,
yardstick, feasibility report)
Reports that present data without analysis or recommendations are primarily informational. For such reports, writers collect and
organize facts, but they do not analyze them for the readers.
Analytical reports provide data, analyses, and conclusions. If requested, writers also supply recommendations.
Analytical reports may intend to persuade readers to act or change their beliefs.
AUDIENCE ANALYSIS AND REPORT ORGANIZATION: DIRECT
The readers’ expectations and the content of a report determine
its pattern of development.
When the purpose for writing is presented close to the
beginning, the organizational pattern is direct. Informational
reports are usually arranged directly. They open with an
introduction, which is followed by the facts and a summary.
DIRECT PATTERN
Analytical reports may also be organized directly, especially when
readers are supportive of or familiar with the topic. Many business
executives prefer this pattern because it gives them the results of the
report immediately.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
66
AUDIENCE ANALYSIS AND REPORT ORGANIZATION:
INDIRECT
Unless readers are familiar with the topic, they may find the direct
pattern confusing. Many readers prefer the indirect pattern
because it seems logical and mirrors the way they solve
problems.
The organizational style is indirect when the conclusions and
recommendations, if requested, appear at the end of the report.
INDIRECT PATTERN
Such reports usually begin with an introduction or a description of the problem,
followed by the facts and interpretations from the writer. They end with
conclusions and recommendations. This pattern is helpful when readers are
unfamiliar with the problem. This pattern is also useful when readers must be
persuaded or when they may be disappointed in or hostile toward the report
findings.
REPORT WRITING STYLE
Formal writing style:
o
Thesis
o
Research studies
o
Controversial or complex reports (especially to outsiders)
o
Impression of objectivity, accuracy, professionalism, fairness
o
Distance created between writer and reader
o
No first-person pronouns; use third person
o
Absence of contractions
o
Use of passive-voice verbs
o
Complex sentences; long words
o
Absence of humour
o
Reduced use of colourful language
o
Elimination of editorializing
Informal writing style:
o
Short, routine
o
Reports for familiar audiences
o
Noncontroversial reports
o
Most reports for company insiders
o
Feelings of warmth, personal involvement,
closeness
o
Use of first-person pronouns
o
Use of contractions
o
Emphasis on active-voice verbs
o
Shorter sentences; familiar words
o
Occasional use of humour, colourful speech
o
Acceptance of author’s opinions and ideas
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
TYPICAL REPORT FORMATS:
Reports can range from informal to formal, depending on their purpose,
audience, and setting. Research reports from consultants to their clients
tend to be rather formal. These reports must project objectivity,
authority, and impartiality. Management appear to want a more formal
writing style, using third-person constructions.
Letter reports (usually eight pages or less) are sent to individuals outside
of your organization. They are prepared on office stationery, and contain
the date, inside address, salutation, and complimentary close.
Memo report format is meant for short reports that stay inside the
organization. Memo reports begin with essential background
information, using standard headings (date, to, from, and subject).
Today, memo reports are rarely distributed in hard copy; rather, they are
attached to e-mails, or, if short, contained in the body of e-mails.
Manuscript reports are longer and more formal. These are usually
printed on plain paper instead of letterhead stationery or memo forms.
Pre-printed forms are often used for repetitive data, such as monthly
sales reports.
Digital media allow writers to produce and distribute reports in
electronic forms rather than hard copy. These are text-heavy reports
often posted online or e-mailed.
67
LEARNING OBJECTIVE 2:
Apply the 3-x-3 writing process to contemporary business reports to create well-organized
documents that show a firm grasp of audience and purpose.
APPLYING THE 3X3 WRITING PROCESS
Because business reports are systematic attempts to answer questions and solve problems, the best reports are developed
methodically. The 3-x-3 writing process is even more necessary in helping you prepare longer projects, such as reports and
proposals.
A short, informational report on a familiar topic might require a brief work plan, little research, and no data analysis. A complex
analytical report, however, might demand a comprehensive work plan, extensive research, and careful data analysis.
The first step in writing a report is understanding the problem or assignment clearly. For complex reports prepare a written
problem statement to clarify the task. To further define a problem, formulating a specific question that defines the problem is
useful.
Preparing a written purpose statement is a good idea because it defines the focus of a report and provides a standard that keeps
the project on target. In writing useful purpose statements, choose action verbs telling what you intend to do: analyze, choose,
investigate, compare, justify, evaluate, explain, establish, determine, and so on.
The scope statement prepares the audience by clearly defining which problem or problems will be analyzed and solved. As part
of the scope, the limitations further narrow the subject by focusing on constraints or exclusions.
Significance answers why the topic is worth investigating at this time. An expanded purpose statement considers scope,
significance, and limitations.
After defining the purpose of a report, a writer must think carefully about who will read it. Concentrating solely on a primary reader
is a major mistake. Although one individual may have solicited the report, others within the organization may eventually read it,
including upper management and people in other departments.
A report writer must also break the major investigative problem into subproblems. This process, sometimes called factoring,
identifies issues to be investigated or possible solutions to the main problem. Each subproblem could possibly be further factored
into additional subproblems. Make sure the divisions are consistent (don’t mix issues), exclusive (don’t overlap categories), and
complete (don’t skip significant issues).
1. ANALYZE THE PROBLEM AND PURPOSE
2. ANTICIPATE THE AUDIENCE AND ISSUES
3. PRREPARE A WORK PLAN
4. CONDUCT RESEARCH
5. ORGANIZE, ANALYZE, INTERPRET, AND
ILLUSTRATE THE DATA
6. COMPOSE THE FIRST DRAFT
WORKPLAN FOR A FORMAL REPORT
Preparing a work plan encourages you to evaluate your
resources, set priorities, outline a course of action, and establish
a time schedule. Having a plan keeps you on a schedule and
provides management with a means to measure your progress.
o
Statement of problem
o
Statement of purpose
o
Sources and methods of data collection
o
Tentative outline
o
Work schedule
7. EDIT, PROOFREAD AND EVALUATE
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
68
IDENTIFYING SECONDARY SOURCES AND CONDUCTING PRIMARY RESEARCH
One of the most important steps in the process of writing a report is that of gathering information (research). Because
a report is only as good as its foundation—the questions you ask and the data you gather to answer those questions—it
is important to find, document, and illustrate any data you include.
Secondary data comes from reading.
Secondary print sources
Books: card catalogue, online catalogue
Periodicals: print indexes, electronic indexes
Secondary electronic data
Electronic databases: ABI/INFORM, LexisNexis Academic, Factiva, EBSCO
Web search tools: Google, Bing, Yahoo Search, Ask.com, Infosearch, Dogpile
USEFUL INTERNET SEARCH TECHNIQUES
o
o
o
o
o
o
o
o
Use two or three search tools.
Know your search tool.
Understand case sensitivity.
Use nouns as search terms and
up to eight words in a query.
Combine keywords into phrases.
Omit articles and prepositions.
Use wild cards.
Bookmark the best sources.
Information on the Web grows and changes constantly and is available on the go
with handheld devices. Learning to navigate the depths of the Web will enable you
to become a critical consumer of its information. Use more than one search engine
or directory because no single search engine or directory can come close to indexing
all the pages on the Internet. The Internet is rampant with unrealistic sites that reside
side by side with reputable sites. Information we read in journals and most reputable
magazines is reviewed, authenticated, and evaluated. However, Wikis, blogs, and
discussion entries are less reliable as they are mostly short-lived, changing
constantly. They often disappear quickly so the source cannot be verified. Evaluate
the currency, authority, content, and accuracy of websites carefully.
CREDIBILITY OF WEB SOURCES
Should not cite Wikipedia, Ask.com, general encyclopedias, search engines, or similar reference works in your writing;
the information is too fluid and too general.
Use them for references to employ only in more in-depth research.
CONDUCTING PRIMARY RESEARCH (surveys, interviews, observation, experimentation)
Primary data come from first-hand experience and observation. Surveys collect data from groups of people. Mailed
surveys reach big groups nearby or at great distances. People responding to mailed surveys have time to consider
their answers, thus improving the accuracy of the data.
The disadvantages of mailed surveys include response rate no higher than five percent, respondents who may not
represent an accurate sample of the overall population, and answers that are exaggerated or distorted causing results
to be unreliable.
Interviews with experts yield useful report data, especially when little has been written on the topic. Interview
techniques are discussed on page 333.
Some kinds of primary data can be obtained only through first-hand observation and investigation. You need to plan
the observation carefully—deciding what or whom you are observing and how often those observations are necessary
to provide reliable data. When you observe, plan ahead, arrive early, obtain permissions beforehand, and take notes
of the events or actions and the setting.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
69
Experimentation produces data suggesting causes and effects. Valid experiments require sophisticated research
designs and careful attention to matching the experiment and control groups.
DOCUMENTING INFORMATION
Strengthens your argument, protects you from charges of plagiarism, instructs readers, saves time
In writing business reports, individuals often build on the ideas and words of others. In Western culture, whenever you borrow the
ideas of others, you must give credit to your information. It is called documentation. Plagiarism of words or ideas is a serious
offence and can lead to a loss of a job. You can avoid charges of plagiarism and add clarity to your work by knowing what to
document and by developing good research habits. Documentation is critical. Students who plagiarize risk a failing grade in a
class and even expulsion from school.
In business, documentation and authorship are sometimes viewed differently. In many instances authorship is unimportant.
However, if facts are questioned, business writers must be able to produce their source materials. In the workplace, stealing the
ideas of others and passing them off as one’s own can be corrosive to the business because it leads to resentment and worse.
GOOD RESEARCH HABITS
Paper note cards:
Record all major ideas from various sources on separate note cards.
Include all publication information.
Consider using one card colour for direct quotes and a different colour for paraphrases and summaries.
Put the original source material aside when summarizing.
Digital records:
Begin by setting up a folder on a local hard drive.
Create subfolders for major sections.
Highlight material you want to record and copy and paste it into a document.
Include all publication information.
Consider archiving on a USB flash drive.
PARAPHRASING
1. Read the original material intently to comprehend its full meaning.
2. Write your own version without looking at the original.
3. Avoid repeating the grammatical structure of the original.
4. Reread the original to be sure you have covered the main points.
WHEN & HOW TO QUOTE
Use direct quotations for the following reasons:
1. To provide objective background data and establish the severity of the problem
2. To repeat identical phrasing because of its precision, clarity, and aptness
3. To duplicate exact wording before criticizing
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
70
Avoiding copyright:
Assume that all intellectual property is copyrighted.
Realize that Internet items and resources are NOT in the public domain.
Observe fair-dealing restrictions.
Ask for permission.
Don’t assume that a footnote is all that is needed.
CITATION FORMATS
Modern Language Association (MLA)
Author’s name and page (Smith, 100) placed in text; complete references in “Works Cited”
American Psychological Association (APA)
Author’s name, date of publication, and page number placed near the text reference (Jones, 2009, p. 99). Complete
references listed at the end of the report in “References”
LEARNING OBJECTIVE 3:
Generate, use, and convert numerical data into visual aids, and create meaningful and attractive
graphics
FUNCTIONS OF GRAPHICS
To clarify data, To condense and simplify data, To create visual interest, To make numerical data meaningful
MATHING GRAPHICS TO OBJECTIVES
TABLE: to show exact figures and values
Tables permit the systematic presentation of large amounts of data, whereas charts and graphs enhance visual comparisons.
The disadvantage with tables is that they do not readily display trends. Tables are especially suitable for illustrating exact figures
in systematic rows and columns. Titles and labels should be placed at the top of the table. Provide clear headings for rows and
columns.
BAR CHART: to compare one item with others
Bar charts lack the precision of tables but enable an emphatic visual comparison by using horizontal or vertical bars by varying
lengths. Bar charts are useful to compare related items, illustrate changes in data over time, and show segments as part of a whole.
LINE CHART: to demonstrate changes in quantitative data over time
The major advantage of line charts is that they show changes over time, thus indicating trends. The vertical axis is typically the
dependent variable, and the horizontal axis is the independent one.
PIE CHART: to visualize a whole unit and the proportion of its components
Pie, or circle, charts enable readers to see a whole and the proportion of its components, or wedges. Although less flexible than
bar or line charts, pie charts are useful in showing percentages. They are very effective for lay, or non-expert, audiences.
FLOW CHART: to display a process of procedure
Flowcharts are used to depict process or procedures. Procedures are simplified and clarified by diagramming them in a flowchart.
ORGANIZATION CHART: to define a hierarchy of elements
Organization charts show the line of command and thus the flow of official communication from management to employees.
PHOTOGRAPH, MAP, ILLUSTRATION: to create authenticity, to spotlight a location, and show an item in use
Photos add authenticity and provide a visual record. Maps enable report writers to depict activities or concentrations
geographically. Illustrations and diagrams are useful in indicating how an object looks or operates.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
71
BAR CHARTS
Use bar charts to make visual comparisons. Compare related items, illustrate changes in data over time, or show
segments as parts of wholes.
Make bar charts in vertical, horizontal, grouped, or segmented forms. Avoid showing too much information, thus
producing clutter and confusion.
Make the length of each bar and segment proportional.
Start dollar or percentage amounts at zero.
PIE CHARTS
Use pie charts to show a whole and proportion of its components.
Generally, begin at the 12 o’clock position, drawing the largest wedge first.
Include, if possible, actual percentage or absolute value for each wedge.
Use four to eight segments for best results; if necessary group small portions into one wedge called “Other.”
Distinguish wedges with colour, shading, or cross-hatching.
Keep all labels horizontal.
INCORPORATING GRAPHOCS IN REPORTS
Effective graphics are accurate and ethical. They do not overuse colour or decoration, and they include titles or labels.
When using graphics, consider the reader, the content, your schedule, and your budget. Remember to use restraint as
too much colour can be distracting and confusing. Also, some colours convey meaning—red suggests deficits or negative
values, blues suggest calmness and authority, and yellow may suggest warning.
Refer to the graphic in the text, and place the graphic close to the point where it is mentioned.
Graphics may use talking titles or generic, descriptive titles. Talking title are more persuasive. They tell the reader what
to think. Descriptive titles describe the facts more objectively.
Avoid misrepresenting information in your graphics.
o
Evaluate the audience.
o
Use restraint.
o
Be accurate and ethical.
o
Introduce a graph meaningfully.
o
Choose an appropriate caption or title style.
– Use talking titles to persuade and tell the reader what to think.
–
Use descriptive titles to describe facts more objectively.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
72
CHAPTER 12 – INFORMAL BUSINESS REPORTS
LEARNING OBJECTIVE 1:
Draw meaningful conclusions and make practical recommendations after sound and valid analysis
INTERPRETING DIGITAL AGE DATA
You are looking for: meaning, relationships and answers.
Raw material must be sorted into meaningful, usable groups. Unprocessed data become meaningful information through skillful
and accurate sorting, analysis, combination, and recombination. Examining each item to see what the data mean individually and
when connected with other data. You are looking for meanings, relationships, and answers to the research questions posed in
your work plan.
TABULATING AND ANALYZING DATA
Table: systematic columns and rows
Measures of central tendency
– Mean: arithmetic average
–
Median: middle point in a range of values
–
Mode: most frequent value
Correlation: relationships between variables
Grid: boxes of rows and columns to sort data
Decision matrix: grid that allows comparison among weighted criteria
Numerical data from questionnaires or interviews are usually summarized and simplified in tables. Using systematic columns and
rows, tables make quantitative information easier to comprehend.
Sometimes data become more meaningful when cross-tabulated. This process allows analysis of two or more variables together.
By cross-tabulating the findings, you sometimes uncover data that may help answer your research questions or that may prompt
you to explore other possibilities. To convert these data into more usable form, you need to calculate percentages for each item.
Then you can arrange the responses in some rational sequence, such as largest percentage to smallest.
Statistical terms—mean, median, mode—are all occasionally used loosely to mean “average.” However, average usually intends to
indicate the mean or arithmetic average. To find the mean, you add up all the items and divide by the total number of items.
Because means can be misleading, you should use them only when extreme numbers do not distort the results.
In tabulating and analyzing data, you may see relationships among two or more variables that help explain the findings. For
example a correlation may exist between years of education and starting salary. Apparent correlations stimulate investigation and
present possible solutions to be explored.
In reporting correlations, you should avoid suggesting that a cause-and-effect relationship exists when none can be proved. Only
sophisticated research methods can statistically prove cause and effect.
Grids permit analysis of raw data by grouping and classifying. See Figure 12.2 on page 358. Arranging data in a grid also works
for such projects as feasibility studies and yardstick reports that compare many variables. Grids help to classify data.
Decision matrix is a special grid that helps managers make the best choice among complex options. Designed to eliminate bias
and poor judgment, decision matrices are helpful in many fields.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
73
MEAN MEDIAN AND MODE
Mean: average value
To find the mean, you add up all the items and divide by the total number of items. Because means can be misleading,
you should use them only when extreme numbers do not distort the results.
Median: middle point in range of values
The median represents the midpoint in a group of numbers arranged from lowest to highest (or vice versa). The median
is useful when extreme numbers may warp the mean.
Mode: most frequent value
The mode is the value that most frequently occurs. The mode has the advantage of being easily determined.
DRAWING CONCLUSIONS AND MAKING RECCOMENDATIONS
Conclusions: explain what the problem is.
Recommendations: explain how to solve it.
Conclusions summarize and explain the findings in a report. Effective report conclusions are objective and free of bias. Although
your goal is to remain objective, drawing conclusions naturally involves a degree of subjectivity. Your goals, background, and
frame of reference all colour the inferences you make. All writers interpret findings from their own perspectives, but they should
not manipulate them to achieve a preconceived purpose. You can make your report conclusions more objective if you use
consistent evaluation criteria. You also need to avoid the temptation to sensationalize or exaggerate your findings or conclusions.
Conclusions explain a problem. Recommendations offer specific suggestions for solving the problem. The specificity of the
recommendations depends on the authorization given. In addition, your intuition and knowledge of the audience indicate how
far your recommendations should be developed. The best recommendations offer practical suggestions that are feasible and
agreeable to the audience. If possible, make each recommendation a command beginning with a verb. Avoid such words as
maybe and perhaps; they suggest conditional statements that reduce the strength of recommendations. An important point about
recommendations is that they include practical suggestions for solving the report problem. In addition, they are always the result
of prior logical analysis.
ARRIVING AT CONCLUSIONS
Summarize and explain the findings.
Explain what the problem is.
Represent the heart of the report.
Present sensible analysis without exaggerating or manipulating data (the goal is to remain objective).
PREPARING REPORT RECOMENDATIONS
Reports:
Are always of the result of prior logical analysis, tell how to solve the problem,
Should be specific and practical, should provide details on how to implement suggestions,
Should be written as a commands, and should avoid hedging words, such as maybe and perhaps.
FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Finding: managers perceive family matters to be inappropriate issues to discuss at work.
Conclusion: managers are neither willing nor trained to discuss family matters that may cause employees to miss work.
Recommendation: provide managers with training in recognizing and working with personal and family matters that
affect work.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
74
LEARNING OBJECTIVE 2:
Organize report data logically and provide cues to aid comprehension
ORGANIZING DATA
Reader comprehension, not writer convenience, should govern report organization. Methods include the following:
o
Time: arrange data by chronology (e.g., 2008, 2009, 2010).
o
Component: arrange data by classifications: location, geography, division, product, or part. A report detailing
company expansion might divide the plan into West Coast, East Coast, and Central expansion.
Whether you are writing informational or analytical reports, the data you have collected must be structured coherently.
Ordering data by time means establishing a chronology of events. Agendas, minutes of meetings, progress reports, and
procedures are usually organized by time. Although this method is easy and often mirrors the way data are collected,
chronologies—like sales rep trip reports—tend to be boring, repetitious, and lacking in emphasis. Readers cannot always pick out
what is important.
Component is especially useful for informational reports. Data may be organized by components such as location, geography,
division, product, or part.
Organizing Data: building to a climax by moving from least important to most important enables the writer to focus
attention at the end.
Importance | order data from most important to least important, or vice versa.
Criteria | Arrange data by evaluative categories. In a report comparing extended health plans A, B, and C, organize by
cost per employee, amount of deductible, and patient benefits.
Convention | Organize data according to prescribed categories. Proposals, for example, are organized by background,
problem, solution, staffing, budget, schedule, and so forth.
PROVIDING READER CUES
To guide readers through the data, you need to provide the equivalent of a map and road signs. For both formal and
informal reports, such devices as introductions, transitions, and headings prevent readers from getting lost.
Good openers tell readers what topics will be covered in what order and why. The opener should tell the purpose,
describe the significance of the problem, and outline how the report is organized. Good openers in effect set up a
contract with the reader. The writer promises to cover certain topics in a specified order. Readers expect the writer to
fulfill the contract. To maintain consistency, delay writing the introduction until after you have completed the long report.
Long, complex reports may require introductions for each section.
Transitional expressions inform readers where ideas are headed and how they relate to each other. They show
relationships and help reveal the logical flow of ideas in a report. Used appropriately, transitional expressions serve
readers as guides; misused or overused, they can be as distracting and frustrating as too many road signs on a highway.
Introductions
Discuss the purpose and significance of the report.
Preview the main points and order of development.
Transitions
However, therefore, on the contrary, moreover
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
75
Transitional expressions
To present additional thoughts: additionally, again, also, moreover, furthermore
To suggest cause and effect: accordingly, as a result, consequently, therefore
To contrast ideas: at the same time, but, however, on the contrary
To show time and order: after, before, first, finally, now
To clarify points: for example, for instance, thus
Headings
Good headings provide organizational cues and spotlight key ideas. Good headings are another structural cue that assists readers
in comprehending the organization of a report. They highlight major ideas, allowing busy readers to see the big picture at a glance.
Moreover, headings provide resting points for the mind and for the eye, breaking up large chunks of text into manageable and
inviting segments.
Headings should be brief, parallel, and ordered in a logical hierarchy.
Report writers may use functional or talking headings. Functional headings (e.g., Background, Findings, Personnel, Product Costs)
describe functions or generic topics. They provide little insight for readers. Functional headings are useful for routine reports.
Talking headings (e.g., Lack of Space and Cost Compound Campus Parking Problem) provide more information and interest.
Unless carefully written, talking headings can fail to reveal the organization of a report.
Headings should be brief, parallel, and ordered in a logical hierarchy.
Highlight major areas
Help busy readers see the big picture at a glance;
Should be short but clear;
Can be functional, talking, or a combination; and
Include at least one heading per report page.
Use appropriate heading levels.
Capitalize and emphasize carefully.
Try to balance headings within levels.
Use first and first/second levels for short reports.
Include at least one heading per page but don’t end the page with a heading.
Apply punctuation correctly.
Summaries
Present the goal or purpose of the document being summarized.
Highlight the research methods, findings, conclusions, and recommendations, omit illustrations, ex., and references.
Organize for readability by adding headings and bulleted or enumerated lists.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
76
LEARNING OBJECTIVE 3:
Write short informational reports that describe routine tasks
TYPOCAL INFOFMATION
Periodic or activity reports
Summarize regular activities and events during reporting period; describe irregular events deserving management
attention; highlight special needs and problems
Periodic reports keep management informed of operations and activities. These recurring reports are written at regular
intervals—weekly, monthly, yearly—so that management can monitor and, if necessary, remedy business strategies.
Trip, convention, and conference reports
Describe the event, summarize three to five main points of interest, itemize expenses, and analyze the event’s value
Inform management about new procedures, equipment, and laws, and they supply information affecting products,
operations, and service. Trip and conference reports identify the event, summarize three to five main points, itemize
expenses separately, and express appreciation or suggest action to be taken.
Progress and interim reports
Specify purpose, nature of project, and background; describe work completed, work in progress, or current problems;
anticipate future problems and possible remedies, future activities, and expected completion date
Continuing projects often require progress or interim reports to describe their status. These reports may be external
(advising customers regarding headway on their projects) or internal (informing management of the status of activities).
Investigative reports
Examine problems and supply facts; provide little analysis
Investigative reports provide information without interpretation or recommendation. These nonrecurring reports are
generally arranged in a direct strategy with three segments—introduction, body, and summary. The body—which includes
the facts, findings, or discussion—may be organized by time, component, importance, criteria, or convention.
INFORMATIONAL REPORT CONTENT
Introduction
Begin directly.
Identify the report and its purpose.
Provide a preview with a brief overview of the report’s organization, especially for longer reports.
Supply the background details when readers are unfamiliar with the topic.
Body
Group facts or findings into three to five roughly equal segments that do not overlap.
Organize by time, component, importance, criteria, convention, or some other method.
Supply functional or talking headings (at least one per page) to describe each section.
Use an informal, conversational writing style unless a formal tone is expected.
Use bullets, numbered lists, lettered lists, headings, underlined items, and white space to enhance readability.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
77
Summary/conclusion
When necessary, briefly review the main points and discuss what action will follow. If relevant, express appreciation or
describe your willingness to provide further information.
LEARNING OBJECTIVE 4:
Preparing short analytical reports
PREPARING SHORT ANALYTICAL REPORTS
These reports differ from informational reports as they not only seek to collect and present data clearly but also analyze the data
and typically try to persuade the reader to accept the conclusions and act on the recommendations.
For some readers, these reports are organized directly with conclusions and recommendations near the beginning. Directness is
appropriate when the reader has confidence in the writer, based on either previous experience or credentials. Frontloading the
recommendations also works when the topic is routine or familiar and the reader is supportive.
Directness can backfire. If you announce the recommendations too quickly, the reader may immediately object to a single idea.
When you must lead the reader through the process of discovering the solution or recommendation, use the indirect method:
present conclusions and recommendations last.
Most analytical reports answer questions about specific problems and aid in decision making.
Introduction
Explain why report is being written. For research studies include significance, scope, limitations, and methodology of
investigation.
Preview the report’s organization.
Summarize conclusions and recommendations for receptive audiences.
Findings
Discuss pros and cons of each alternative. For receptive audiences consider placing the recommended alternative last.
Establish criteria to evaluate alternatives. In “yardstick” studies create criteria to use in measuring each alternative
consistently.
Support findings with evidence: facts, statistics, expert opinion, survey data, and other proof.
Use headings, enumerations, lists, tables, and graphics to focus emphasis.
Conclusions/recommendations
Develop reasonable conclusions that answer the research question. Justify conclusions with highlights from findings.
Make recommendations, if asked. Use action verbs. Explain needed action.
TYPICAL SHORT ANALYTICAL REPORTS
Justification/recommendation reports
Make recommendations to management and provide data to solve problems and make decisions.
Feasibility reports
Analyze problems and predict whether alternatives will be practical or advisable.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
78
Yardstick reports
Establish criteria and evaluate alternatives by measuring against “yardstick” criteria.
The direct strategy is used for justification/recommendation reports on non-sensitive topics and for receptive audiences. The
indirect strategy is used for justification/recommendation reports when the reader may oppose a recommendation or when
circumstances suggest caution. It is appropriate for sensitive topics and for potentially unreceptive audiences.
Feasibility reports examine the practicality and advisability of following a course of action. Feasibility reports are typically internal
reports written to advise on such matters as consolidating departments, offering wellness programs to employees, or hiring an
outside firm to handle a company’s accounting or computing operations.
Yardstick reports examine problems with two or more solutions. To evaluate the best solution, the writer establishes criteria by
which to compare the alternatives. This yardstick approach is effective when companies establish specifications for equipment
purchases and then compare each manufacturer’s product with the established specs. In this way the alternatives can be measured
consistently by using the same criteria.
Justification Reports
Can be written directly or indirectly depending on the audience
Justifies or recommends something, such as changing procedures, hiring new employees, consolidating departments.
Direct Strategy
Identify the problem or need briefly.
Announce the recommendation, solution, or action concisely with action verbs.
Explain more fully the benefits of recommendation or steps to solve problem.
Include a discussion of pros, cons, and costs.
Conclude with a summary specifying the recommendation and action to be
taken.
Indirect Strategy
Make general reference to the problem (not recommendation) in the subject line.
Describe the problem or need fulfilled by recommendation. Use specific
examples, statistics, and/or quotes.
Discuss alternative solutions, beginning with least likely.
Present the most promising alternative last.
Show that the advantages of recommendation outweigh the disadvantages.
Summarize your recommendations.
Ask for authorization to proceed.
Feasibility Reports
Examine practicality and advisability of course of action
Answer question: Will this plan or proposal work?
Advise on matters such as consolidating departments, offering programs to employees, hiring outside firms to handle
areas of operation, etc.
Focus on decision to stop or proceed with the proposal
Announce the decision immediately and provide a description of background and problem.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
79
Discuss the benefits of the proposal and the problems that may result.
Calculate the costs associated with the proposal and the time frame necessary for implementation
Yardstick Reports
Examines problem with two or more solutions
Evaluates the best solution
Establishes criteria by which to compare alternatives
Measures alternatives consistently using same criteria
Begin by describing the problem or need.
Explain possible solutions and alternatives.
Establish criteria for comparing alternatives; explain how the criteria were selected.
Discuss and evaluate alternatives using criteria.
Draw conclusions and recommendations.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
80
CHAPTER 13 – PROPOSALS, BUSINESS PLANS AND FORMAL BUSINESS
REPORTS
LEARNING OBJECTIVE 1:
Describe components of front matter in formal business reports, and show how they further the
purpose of the report.
DEVELOPING INFORMAL PROPOSALS
A proposal is a written offer to
ü Solve problems,
ü
Provide services, or
ü
Sell equipment.
Most proposals are for external audiences and respond to requests for proposals (RFPs).
Proposals can be solicited or unsolicited.
Textbook focuses on informal, formal, and grant proposals.
INTRODUCTION
Proposals are written offers to solve problems, provide services, or sell equipment. Some proposals are internal, often
taking the form of justification and recommendation reports. Most proposals, however, are external and serve as a critical
means of selling equipment and services that generate income for many organizations.
Proposals can be divided into two categories: solicited and unsolicited. When government agencies or firms know
exactly what they want, they prepare a request for proposal (RFP), specifying their requirements. Most proposals are
solicited.
Informal proposals may be presented in short (two- to four-page) letters. Letter proposals may contain six principal
components: introduction, background, proposal, staffing, budget, and authorization request.
Introductions begin by briefly explaining the reasons for the proposal and by highlighting the writer’s qualification. Put
off writing the proposal introduction until after you have completed other parts. In longer proposals the introduction
also describes the scope and limitations of the project, as well as outlining the organization of the material to come.
•
Explain why the proposal is being made.
•
Develop a persuasive “hook.” Suggest excellent results, low cost, or exclusive resources.
•
Identify a serious problem and promise a solution.
•
Specify a key issue or benefit.
BACKGROUD, PROBLEM AND PURPOSE
In unsolicited proposals the goal is to convince the reader that a problem exists. You must present the problem in detail,
discussing such factors as monetary losses, failure to comply with government regulations, or loss of customers. In a
solicited proposal, your aim is to persuade the reader that you understand the problem completely. If responding to an
RFP, this means repeating its language.
•
Identifies the problem and discusses the goals and purpose of the project
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
81
•
For unsolicited proposals, convince the reader that a problem exists.
•
For solicited proposals, persuade the reader that you understand the problem completely.
PROPOSAL, PLAN AND SCHEDULE
Discuss your plan for solving the problem. Disclose enough of the plan to secure the contract without giving away so
much information that the services are not needed. Without specifics, though, your proposal has little chance; so you
must decide how much to reveal. Tell what you propose to do and how it will benefit the reader. A proposal is a sales
presentation.
•
Discuss your plan for solving the problem.
•
Explain what you propose to do and how it will benefit the reader.
•
Specify how the project will be managed and how its progress will be audited.
•
Include a schedule of activities or timetable showing when events will take place.
STAFFING
This section of the proposal describes the credentials and expertise of the project leaders. It may also identify the size
and qualifications of the support staff, along with other resources, such as computer facilities and special programs for
analyzing statistics.
•
Describes the specific credentials and expertise of the key personnel for the project.
•
Identifies the size and qualifications of support staff, along with other resources.
•
May feature the résumés of the major project participants.
BUDGET
A list of proposed project costs must be prepared carefully because it represents a contract. You cannot raise the price
later—even if your costs increase. Protect yourself from rising costs with a deadline for acceptance.
• List proposed project costs.
•
Prepare this section carefully as it represents a contract.
•
Protect yourself from rising costs with a deadline for acceptance.
AUTHORIZATION
Informal proposals often close with a request for approval or authorization. The closing should remind the reader of key
benefits, and it should motivate action. Include a deadline beyond which the proposal is invalid. In most cases a model
contract is sent along that responds to the requirements specified by the RFP.
•
Close with a request for approval or authorization.
•
Remind reader of key benefits and motivate action.
•
Include a deadline beyond which the offer is invalid.
•
Make it easy to reply.
•
Include a model contract that responds to the RFP.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
82
COMPONENTS OF INFORMAITON AND FORMAL PORPOSALS
FORMAL PROPOSALS
INFORMAL PORPOSALS
Copy of RFP (optional)
Introduction
Letter of transmittal
Background, problem,
Abstract or summary
purpose
Title page
Proposal, plan, schedule
Table on contents
Budget
List of figures
Authorization
Introduction
Background, problem, purpose
Proposal, plan, schedule
Staffing
Budget
Authorization
Appendix
PREPARING FORMAL REPORTS
COMPONENTS
Copy of RFP: included in front matter of formal proposal
Letter of transmittal: addresses the decision maker, and presents the major features and benefits of your proposal
Abstract: brief technical summary of proposal highlights
Executive summary: brief business summary of proposal highlights
Title page: includes title of proposal, name of client organization, RFP number, date, authors’ names, and name of their
organization
Table of contents: include all headings and their beginning page numbers.
List of illustrations: includes each figure and table and page numbers
Appendix: includes additional material of interest
GRANT PROPOSALS
Submitted to government or civilian organization
Explains a project, outlines its budget, and requests money in the form of a grant
Requires no repayment but must be used for the purposes outlined in proposal
Are often made to charities, educational facilities, and non-profits
INCLUDES:
An abstract and a needs statement: explains the problem or situation the grant proposes to address
A body
Explains the significance of the problem and how funding can help solve the problem
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
83
Describes short- and long-term goals, which must be measurable and attainable by a specific timeframe including an
action plan indicating what will be done by whom and when
Provides a budget for how money will be spent
Presents a plan to measure progress
CREATIVE EFFETIVE BUSINESS PLANS
A business plan
Is critical for securing financial support of any kind;
Is defined as a description of a proposed company that explains how it expects to achieve its marketing, financial, and
operational goals; and
Will likely secure the funds it needs if it is well-written.
COMPONENTS
i.
Letter of transmittal
Explains your reasons for writing
Provides contact information for all principals
Describes your business idea concisely, including benefits for the investor
Includes a summary of the market, a brief note about the competition, and reasons why the plan is worthy
ii.
Mission statement
Explains the purpose of the business and why it will succeed
iii.
Executive summary
Highlights main points of business plan
Should not exceed two pages
Introduces parts of the plan and asks for financial backing
iv.
Table of contents and company description
Lists page numbers and topics included in your plan
Identifies the form of business and its type
v.
Product or service description
Explain what you are providing and how it will benefit the customers.
Explain why it is better than existing products or services.
Explain why the business will be profitable
vi.
Market analysis
Discuss market characteristics, trends, and projected growth.
Describe customer behavior, complementary products and services, and barriers to entry.
Identify your customers and how you will attract, hold, and increase your market share.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
84
Discuss the strengths and weaknesses of direct and indirect competitors.
vii.
Operations and management
Explain how you will run your business: location, equipment, personnel, and management.
Highlight experienced and well-trained staff and advisors.
viii.
Financial analysis
Outline a realistic start-up budget.
Present an operating budget that projects costs.
Explain how much money you have and will need to stay in business.
ix.
Appendixes
Provide necessary extras such as managers’ résumés, promotional materials, and product photos.
Outline a realistic start-up budget that includes fees for legal and professional services, occupancy, licences and permits,
equipment, insurance, supplies, advertising and promotions, salaries and wages, accounting, income, and utilities. Also present
an operating budget that projects costs for personnel, insurance, rent, depreciation, loan payments, salaries, taxes, repairs, and
so on. Explain how much money you have, how much you will need to start up, and how much you will need to stay in business.
Provide necessary extras, such as managers’ resumes, promotional materials, and product photos. Most contain tables that exhibit
the sales forecast, a personnel plan, anticipated cash flow, profit and loss, and a balance sheet.
LEARNING OBJECTIVE 2:
Understand the body and back matter of formal business and how they serve the purpose of the
report.
WRITING FORMAL BUSINESS REPORTS
FRONT MATTER COMPONENTS:
COVER
Made of vinyl or heavy paper binders to protect the pages and give professional look
TITLE PAGE
Include the following lines:
Name of the report in all caps
Receiver’s name, title, and organization
Author’s name, title, and organization
Date submitted
Formal reports are usually enclosed in vinyl or heavy paper binders to protect the pages and to give a professional, finished
appearance. A report title page begins with the name of the report typed in uppercase letters (no underscore and no quotations
marks). Next comes Presented to or Submitted to, and the name, title, and organization of the individual receiving the report. Lower
on the page is Prepared by (or Submitted by) and the author’s name plus any necessary identification.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
85
LETTER OF TRANSMITTAL
Announces topic and explains who authorized it
Briefly describes the project and highlights report findings, conclusions, and recommendations—if the reader is
supportive
Closes with appreciation for the assignment, suggesting follow-up actions, acknowledging the help of others, and
offering to answer questions
The letter or memo of transmittal introduces the formal report. It typically announces the topic of the report and tells how it was
authorized. It briefly describes the project. It highlights the report’s findings, conclusions, and recommendations, if the reader is
expected to be supportive. It closes with appreciation for the assignment, instruction for the reader’s follow-up actions, and
acknowledgment for the help of others.
TABLE OF CONTENTS
Show the beginning page number where each report heading appears in the report.
Connect page numbers and headings with dots.
LIST OF ULLUSTRATIONS
Include a list of tables, illustrations, or figures showing the title of each and its page number.
Place on the same page as contents, if possible.
EXECUTIVE SUMMARY
Summarizes the report’s purpose, findings, conclusions, and recommendations
Gauge the length of the summary by the length of the report and by the organization’s practices.
An abstract is a brief summary of a report’s highlights intended for specialists or for technical readers. An executive summary also
reviews the report’s highlights, but it is written for managers and should be less technically oriented.
INTRODUCTION
Describe the problem’s background and significance.
Explain the problem motivating the report.
Clarify the significance, scope, and limitations of the report.
Consider reviewing relevant literature.
Consider describing data sources, methods, and key terms.
Close by previewing the report’s organization.
In addition, consider adding authorization, literature review, sources and methods, and definitions of key terms.
BODY AND BACK MATTER COMPONENTS
BODY
Discuss, analyze, interpret, and evaluate the research findings or proposed solution to the problem.
Arrange the findings in logical segments that follow your outline.
Use clear, descriptive headings that may be functional or talking headings.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
86
The body of a formal report is the “meat” of the document. In this longest and most substantive section of the text, the author or
team discusses the problem and findings before reaching conclusions and making recommendations.
Discuss, analyze, interpret, and evaluate the research findings or solution to the initial problem. This is where you show the evidence
that justifies your conclusions. It contains clear headings that explain each major section. Headings may be functional or talking.
Functional heads (such as Results of the Survey, Analysis or Findings, or Discussion) help readers identify the purpose of the section
but do not reveal what is in it.
Talking headings (e.g., Findings Reveal Revenue and Employment Benefits) are more informative and interesting, but they do not
help readers see the organization of the report.
CONCLUSIONS AND RECOMMENDATIONS
Explain what the findings mean in relation to the problem.
Make enumerated recommendations, if requested.
Suggest actions for solving the problem.
This important section tells the reader what the findings mean, particularly in terms of solving the original problem. Most writers,
though, present the conclusions after the body because readers expect this structure. To improve comprehension, you may present
the conclusions in a numbered or bulleted list.
You should submit recommendations that make precise suggestions for actions to solve the report problem. Recommendations are
most helpful when they are practical and reasonable. They should evolve from the findings and conclusions. Recommendations
require an appropriate introductory sentence, such as The findings and conclusions in this study support the following
recommendations…. Number them and phrase each as a command.
APPENDIX(ES)
Include incidental or supporting items for readers, such as data-gathering tools like questionnaires.
WORKS CITED OR REFERENCES
List all references in “Works Cited” using MLA or “References” using APA format.
Incidental or supporting materials belong in appendixes at the end of a formal report. These materials are relevant to some readers
but not to all.
If you use the MLA referencing format, all sources of information would be listed alphabetically in the Works Cited. If you use the APA
format, your list would be called References. Your list must correspond to the in-text citations in the report whenever you are borrowing
words or ideas from published and unpublished resources.
FINAL WRITING TIPS
Allow sufficient time to write.
Finish data collection before writing.
Work from a good outline.
Create a proper writing environment.
Use the features of your computer wisely.
Write rapidly; revise later.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
Save difficult sections.
Be consistent in verb tense.
Generally, avoid I and we.
Let the first draft sit for a day or two.
Revise for clarity, coherence, and conciseness.
Proofread the final copy three times.
87
CHAPTER 14 – BUSINESS PRESENTATIONS
LEARNING OBJECTIVE 1:
Recognize various types of business presentations, and discuss two important first steps in
preparing for any of these presentations.
PREPARING EFFECTIVE ORAL PRESENTATIONS
TYPES OF BUSINESS PRESENTATIONS
Briefing: concise overview or summary of an issue, a proposal, or a problem
Report: progress, status, convention, and similar oral reports
Podcast: an online, pre-recorded audio clip delivered over the Web
Virtual presentation: use information technology to accomplish shared tasks online; participate in a collaborative effort
with remote colleagues.
Webinar: Web-based presentation, lecture, workshop, or seminar transmitted digitally with or without video
KNOW YOUR PURPOSE
The most important part of your presentation is deciding what you want to accomplish. Whether your goal is to persuade
or to inform, you must have a clear idea of where you are going.
Decide what you want your audience to believe, remember, or do when you finish and aim your talk toward purpose.
KNOW YOUR AUDIENCE
Analyze age, gender, education, experience, knowledge, expectations, and size of audience.
Decide what organizational pattern, delivery style, and supporting material will work best.
A second key element in preparation is analyzing your audience, anticipating its reactions, and making appropriate adaptations.
Audiences may fall into four categories, as summarized in Figure 14.1 on page 433. By anticipating your audience, you have a better
idea of how to organize your presentation. Audience analysis issues include size, age, gender, experience, attitude, and expectations.
If you have agreed to speak to an audience with which you are unfamiliar, ask for the names of a half dozen people who will be in the
audience. Contact them and learn about their backgrounds and expectations for the presentations. Thank these people when you
start your speech.
LEARNING OBJECTIVE 2:
Explain how to organize the introduction, body, and conclusion as well as how to build audience
rapport in a presentation.
CAPTURING ATTENTION FOR IMPACT AND AUDIENCE REPORT
INTRODUCTION
Good organization and intentional repetition are the two most powerful keys to audience comprehension and retention.
Step 1: Tell them what you are going to say.
Step 2: Say it.
Step 3: Tell them what you have said.
Keep three goals in your introduction:
• Capture listeners’ attention with a promise, story, startling fact, question, quotation or a problem, get them involved
•
Identify yourself (position, expertise, knowledge or qualifications) and establish credibility.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
88
ORGANIZING THE BODY
Develop two to four main points. Streamline your topic and summarize its principal parts.
Arrange the points logically (e.g., chronologically, from most important to least), by comparison and contrast, or by some
other strategy.
Have extra material ready. Be prepared with more information and visuals if needed.
Methods for organizing an oral presentation:
•
Chronology | describe the history of a problem, organized from first sign of trouble to present.
•
Geography | arrange a discussion of changing demographics of workforce by regions, such as East Coast, West
Coast, and so forth.
•
Topic/function/conventional grouping | organize a report discussing mishandled airline baggage by names of
airlines.
•
Comparison/contrast (pro/con) | compare organic farming methods with those of modern industrial farming.
•
Journalism pattern | explain how identity thieves ruin your good name by discussing who, what, when, where, why,
and how.
•
Value/size | a report describing fluctuations in housing costs organized by prices of homes.
•
Importance | organize from most important to least important the reason a company should move its headquarters
to a specific city.
•
Problem/solution | discuss a problem followed by possible solutions.
•
Simple/complex | organize a report explaining genetic modification of plants by discussing simple seed
production and progressing to complex gene introduction.
•
Best case/worst case | analyze whether two companies should merge by presenting best-case result (improved
market share, profitability, employee morale) as opposed to worst-case result (devalued stock, lost market share,
employee malaise).
SUMMARIZE THE CONCLUSION
Summarize main themes.
Leave audience with a specific and noteworthy “take-away.”
Include a statement that allows you to leave the podium gracefully.
BUILDING AUDIENCE RAPPORT LIKE A PRO
EFFECTIVE IMAGERY
Analogy: a wiki is similar to a collection of Post-it notes.
Simile: launching a hedge fund is like buying a lottery ticket.
Metaphor: time is a river flowing from the past into the future.
Personal anecdote: “I started this business in my garage …”
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
89
Personalized statistics: consumers paid $28 billion for coffee last year. That means that every coffee drinker in this room
spent $364 a year on coffee.
Worst- and best-case scenarios: In a worst-case scenario, spammers may now work with overseas organized crime
groups, employing Trojan-horse attacks that can turn PCs into “zombie” machines that spew out spam under the noses
of their unwitting owners.
VERBAL SIGNPOSTS
Previewing: Now we will consider the opposite view. Next I’m going to discuss …
Summarizing: You see, then, that the most important elements are…. Let me review the major problems I have
presented…
Switching directions: Up to this point, I have talked only about…. Now let’s look at…. Those are all good reasons to
support the proposal. But let’s also consider the negatives.
Speakers must remember that listeners, unlike readers of a report, cannot control the rate of presentation or flip back through pages
to review main points. As a result, listeners can get lost easily. Knowledgeable speakers help the audience recognize the organization
and main points in an oral message with verbal signposts.
NONVERBAL MESSAGES
A speaker’s appearance, movement, and speech affect the success of a presentation.
Look terrific!
Animate your body.
Speak extemporaneously.
Punctuate your words.
Get out from behind the podium.
Vary your facial expression.
PLANNING VISUAL AIDS, HANDOUTS AND MULTIMEDIA PRESENTATIONS
Three of the most popular visuals are multimedia slides, handouts, and zoom presentations. To maintain control,
distribute handouts after you finish speaking.
Multimedia slides: PowerPoint, Google Quickpoint, Adobe Presenter
Handouts: Distribute pictures, outlines, brochures summaries, etc.
Zoom presentations: Prezi
DESGINING AN IMPRESSIVE MULTIMEDIA PRESENTATION
APPLY THE 3X3 WRITING PROCESS
Analyze the situation.
Organize your presentations.
Anticipate your audience.
Compose your presentation.
Adapt text and colour selections.
Design for optimal effect.
Research presentation options.
Edit, proofread, and evaluate your presentation.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
90
Primary ideas are generally best conveyed with bold colours, such as blue, green, and purple. Because the message that colours
convey can vary from culture to culture, colours must be chosen carefully. Special effects distract your audience by drawing attention
away from your main points.
Designers encourage the 6-x-6 rule: “six bullets per screen, max: six words per bullet, max.” You may find, however, that breaking this
rule is sometimes necessary, particularly when your users will be viewing the presentations on their own with no speaker assistance.
Use light text on a dark background for presentations in darkened rooms. Use dark text on a light background for presentations in
lighter rooms. Avoid using a dark font on a dark background; avoid using a light font on a light background as this is difficult to read.
Translate major headings in your outline into titles for slides. Then build bullet points using short phrases. The slides you create to
accompany your spoken ideas can be organized with visual elements that will help your audience understand and remember what
you want to communicate.
Select or create a template that will serve as the background for your presentation.
Make individual slides by selecting a layout that best conveys your message.
Be careful of what one expert has labelled “visual clichés” (i.e., overused templates and clip art).
When composing your slides, keep in mind the following:
•
What your audience expects is important.
•
Your content is understandable. Remember not every point nor every thought requires a visual.
Create a slide or canvas only if it accomplishes at least one of the following:
•
Generates interest in what you are saying and helps the audience follow your ideas
•
Highlights points you want your audience to remember
•
Introduces or reviews your key points
•
Provides a transition from one major point to the next
•
Illustrates and simplifies complex ideas
Try to avoid long, boring bulleted lists. Converting pure text and bullets points to graphics, charts, and other images will keep
your audience interested and help them retain the information you are presenting.
Use PowerPoint slide sorter view to rearrange, insert, and delete slides during the revision process. Revise a PowerPoint slide to
improve it for conciseness, parallelism, and other features.
DESGINING MORE EFFECTIVE SLIDES
Strive to have no more than six bullets per slide and six words per bullet.
Use uppercase and lowercase text to make it easier to read.
Use phrases rather than sentences.
Use a simple high-contrast typeface, as it is easier to read and does not distract the reader.
Use consistent spacing, capitalization, and punctuation.
PRACTICING AND PREPARING
Allow plenty of time before a presentation to set up and test equipment.
Confirm that the places you plan to stand are not in your audience’s view line.
Make sure that all links to videos or the Web are working.
Know how to operate all features the first time.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
91
KEEP YOUR AUDIENCE ENGAGED
Allow the audience time to absorb the information.
Leave the lights as bright as you can.
Use a radio remote control so you can move freely.
Maintain a connection with the audience.
Don’t leave the slideshow on when finished.
SEVEN STEPS TO A POWERFUL MULTIMEDIA PRESENTATION
Start with the text – organize your ideas in an outline with major and minor points.
Select background and fonts – chose or create a template with consistent font styles, font sizes, and an appropriate
background.
Choose images that help communicate your message – use only relevant clip art, infographics, maps, or photographs—
with permission.
Select a template that will provide consistent font styles, font sizes, and a background for your slides. As a general rule, use no
more than two font styles in your presentations. The point size should be between 24 and 26. Title fonts should be larger than the
text.
Images such as clip art, photographs, and maps should complement the text. Never use an image that isn’t immediately relevant.
Also determine whether permission from the copyright holder is required.
Create graphics – illustrate software tools to transform bulleted points into appealing graphics and charts. Do not overdo
the graphics.
Add special effects - consider animating bullet points to appear one at a time. Consider motion paths, 3D, animation
options, and transition effects.
Graphics should be easy to understand without overloading your audience with unnecessary details or too much text. In fact, put
such details in handouts rather than cluttering your slides with them.
Keep in mind that the first thing that your audience sees on every slide should describe the slide’s content. With motion paths and
other animation options, you can move objects to different positions on the slide, or, to minimize clutter, you can dim or remove
them once they have served their purpose.
The animation and transition options range from subtle to flashy—choose them with care so that the visual delivery of your
presentation doesn’t distract from the content of your message.
Create hyperlinks – make your presentation interactive by connecting to videos, spreadsheets, or websites.
Move your presentation to the Internet – post your slides online for others to access. Convert your presentation to PDF
documents or send them via e-mail. SlidePocket presentations can be embedded in a website or blog.
You can hyperlink to (a) other slides within the presentation or in other PowerPoint files; (b) other programs that will open a second
window that displays items, such as spreadsheets, documents, or videos; and (c) websites (if you have an Internet connection).
Internet options for slide presentations range from posting slides online to conducting live Web conference with slides, narration,
and speaker.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
92
POLISHING YOUR DELIVERY AND FOLLOWING UP
Extemporaneous delivery
Means speaking freely, generally without notes, after preparation and rehearsal
Results in more convincing presentations than those that are memorized or read
SYMPTOMS OF STAGE FRIGHT
Urge to flee
Unsteady voice
Pounding heart
Trembling hands
Shortness of breath
Tied tongue
Sweaty palms
Wobbly knees
Dry throat
Stomach butterflies
WAYS TO OVERCOME STAGEFRIGHT
Breathe deeply.
Convert your fear into enthusiasm.
Know your topic and come prepared.
Use positive self-talk.
Shift the focus from you to your visuals.
Ignore any stumbles.
Feel proud when you finish.
LEARNING OBJECTIVE 3:
Specify delivery techniques for use before, during, and after a presentation
BEFORE DURING AND AFTER
BEFORE PRESENTATION
Prepare thoroughly
DURING PRESENTATION
Begin with a pause
AFTER PRESENTATION
Distribute handouts
Rehearse repeatedly
First sentence from memory
Encourage questions
Time yourself
Maintain eye contact
Reinforce your main points
Dress professionally
Don’t read from your notes
Keep control
Request a lectern
Control voice and vocabulary
Avoid yes, but answers
Check the room
Show enthusiasm
End with a summary
Greet members of the audience
Move naturally avoid digression
End with gratitude
Practise stress reduction
Use visual aids effectively
End with appreciation
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
93
DEVELOPING SPECIAL PRESENTATIONS
INTERCULTURAL, COLLABORATIVE & SLIDE DECKS
Match your presentation and your nonverbal messages to the expectations and perceptions of your audience.
Consider explaining important concepts in several ways using different words.
Consider asking audience members to relay their understanding back to you.
ADAPTING TO INTERNATIONAL AUDIENCES
Remember that audience members may be too polite to acknowledge that they don’t understand.
Adjust your visual aids to intercultural audiences.
Provide handouts in English and in the target language.
PREPARING COLLABORATIVE PRESENTATIONS WITH TEAMS
Prepare to work together.
Organize, write and revise
Plan the document or presentation.
Edit and rehearse
Collect information.
Evaluate
The goal of other teams is to investigate a problem and submit recommendations to decision makers in report. The outcome of
any team effort is often
•
A written report,
•
A multimedia slideshow or presentation, and/or
•
An oral presentation delivered live.
One of the first tasks is to choose a meeting leader, a record keeper to keep a record of group decisions, and an evaluator to
determine whether the group is on target and meeting its goals. Teams must decide whether they will be governed by consensus,
by majority rule, or by some other method.
In planning a team document or presentation, develop a work plan, assign jobs, and set deadlines.
Unless facts are accurate, reports and presentations will fail.
For team presentations assign one person to coordinate all the parts and make the style consistent.
Successful group documents emerge from thoughtful preparation, clear definition of contributors’ roles, commitment to a groupapproved plan, and a willingness to take responsibility for the final product.
Teams can use Google Drive to collaboratively create and edit documents and presentations. Prezi offers a tool called Meeting
that allows collaboration on a Prezi canvas.
LEARNING OBJECTIVE 4:
List techniques for improving telephone skills to project a positive image
MAKING CALLS PROFESSIONALLY
Plan a mini-agenda & use a three-point introduction:
Your name
Your affiliation
A brief explanation of why you are calling
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
94
RECEIVING CALLS PROFESSIONALLY
Identify yourself immediately.
Be responsive and helpful.
Practise telephone confidentiality.
Take messages carefully.
Leave the line respectfully.
USING SMARTPHONE FOR BUSINESS
Be courteous to those around you.
Observe wireless-free quiet areas.
Speak in low, conversational tones.
Take only urgent calls.
Drive now, talk later.
Choose a professional ringtone.
Text with caution.
MAKING THE BEST USE OF VOICEMAIL
ON THE RECEIVER’S END
Voice mail eliminates telephone tag, inaccurate message taking, and time zone barriers; it also allows communicators
to focus on essentials. Voice mail is quite efficient for message storage.
Voice mail should not be overused. Individuals who screen all incoming calls cause irritation, resentment, and needless
telephone tag.
Don’t overuse voice mail.
Prepare a professional, concise, friendly greeting.
Respond to messages promptly.
Plan for vacations and other extended absences.
ON THE CALLER’S END
Be prepared to leave a message.
Leave a concise, thorough message.
Speak slowly and be articulate.
Be careful with confidential information.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
95
CHAPTER 15 – JOB SEARCH AND RESUMES IN THE DIGITAL AGE
LEARNING OBJECTIVE 1:
Prepare to search for a job in the digital age by understanding the changing job market,
identifying your interests, assessing your qualifications, and exploring career opportunities.
JOB SEARCHING IN THE DIGITL AGE
Emphasis on
What the employer wants.
How a candidate will add value to the hiring organization.
Constant need to relearn and retrain.
Tips for landing a job
Analyze yourself.
Develop a job-search strategy.
Prepare a résumé.
Know the hiring process.
ANALYZE YOURSELF
DEVELOP A JOB SEARCH
STRATEGY
CREATE A CUSTOMIZED
RESUME
KNOW THE HIRING
PROCESS
Identify you interests and
goals
Search the open job
market
Choose a resume style
Submit a resume
Assess qualifications
Pursue the hidden job
market
Organize your info
concisely
Undergo screening and
hiring interviews
Tailor your resume to each
position
Accept an offer or reevaluate your progress
Explore career
opportunities
Cultivate your online
presence
Build your own personal
brand
Optimize for digital
technology
EXPLORING CAREER OPTIONS
Visit your campus career centre.
Search the Web & use your library.
Take a summer job, internship, or part-time position in your field.
Interview someone in your chosen field.
Volunteer with a non-profit organization.
Monitor the classified ads.
Join professional organizations in your field.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
96
DEVELOPPING A JOB SEARCH STRATEGY FOCUSED ON THE OPEN JOB MARKET
Explore the big job boards.
CareerBuilder, Monster, Workopolis, Wowjobs.ca, etc.
Explore company websites.
Corporate websites, professional associations
Build your personal network.
Meeting people and talking to them
Check niche sites
Seek a job in specialized field such as HealthCareerWeb.com, SixFigureJob.com, or Workopolis Niche Network
Using LinkedIn and social networking sites
Search for job openings directly, and follow companies for the latest news and current job openings.
Career information can be obtained from campus career centres and libraries, the Internet, classified ads, and professional
organizations.
Job boards list many jobs, but finding a job requires more work than merely clicking a mouse. Job boards now face competition
from social networking sites such as LinkedIn, Facebook, and Twitter.
Job boards serve as a jumping-off point in most searches. They can inform you about the kinds of jobs available and the skill sets
required. The best-known job boards provide job-search, résumé, interviewing, and salary tips.
Job prospects may be more promising at the websites of corporations, professional organizations, employers’ organizations, and
niche fields like HealthCareerWeb.com.
DEVELOPPING YOUR OWN BRAND
CREATE YOUR OWN
TANGIBLE
DISTRIBUTE A BUSINESS
CARD
PREPARE AN ELEVATOR
SPEECH
BUILD POWERFUL
ONLINE PERSENCE
Briefly describe what
distinguishes you (talents,
working styles, good with
tech, etc.)
Include your name,
tagline, and an easy-toremember e-mail address
In 60 seconds, you need to
be able to describe who
you are and what
problems your skills can
solve
Prepare a strong LinkedIn
profile dictating what
comes up when people
Google your name
CREATING A CUSTOMIZED RESUME
2 STYLES:
Chronological
Focuses on job history, with most recent positions listed first
Works well for those who have experience in field of employment and who show steady career growth
Less appropriate for people who change jobs frequently or who have employment gaps
Functional
Focuses on candidate’s skills rather than on past employment
Groups skills and accomplishments in special categories
Works for people who frequently change jobs or new graduates with no related employment experience
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
97
MAIN HEADING AND CAREER OBJECTIVE
List your name, address, phone number, and your personal e-mail address.
Include a well-written career objective customized for the job opening.
Can includes strategic keywords for tracking systems.
The goal of the résumé is to win the interview. Having a current résumé makes you look well organized and professional, ready for
the unexpected employment opportunity.
Recruiters may say they prefer one-page résumés, but many choose to interview candidates with longer résumés.
Career objectives are most appropriate for specific, targeted positions; they may limit a broader job search. Your objective should
focus on your employer’s needs. It should be written from the employer’s perspective. Careful that your objective doesn’t
downplay your talents. Try to limit your objective to no more than three lines. Avoid using complete sentences and the pronoun I.
OPTIONAL SUMMARY OF QUALIFICATIONS
A “summary of qualifications” section lists your most impressive accomplishments and qualifications in one concise
bulleted list.
Provide three to eight bulleted statements.
List your most impressive qualifications: experience, skills, education, and awards.
Customize the statements to fit requirements of the targeted job.
EDUCATION
Include the name and location of your school, dates of attendance, major fields of study, and degrees received.
List your GPA in your major only.
Refer to your courses only if you can relate them to the position sought.
The education section shows degrees and diplomas and GPA but does not list all courses a job applicant has taken.
Refer to courses only if you can relate them to the position sought.
If your GPA is low, you may choose to omit it. However, many employers assume your GPA is lower than 3.0 if you omit it.
WORK EXPERIENCE OR EMPLOYMENT HISTORY
List your jobs. Start with the most recent. Include the following:
Employer’s name, city, and province or territory
Dates of employment (month and year)
Most important job title
Significant duties, activities, and accomplishments
Use action verbs to describe your experience.
Summarize significant duties, activities, accomplishments, and promotions.
Developed customer-service skills by successfully interacting with 40+ customers daily.
Conducted research and wrote final study analyzing equipment needs of 100 small businesses in St. Catharines.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
98
When your work experience is significant and relevant to the position sought, this information should appear before education.
List your most recent employment first and work backward. Your résumé may be selective, but time gaps in your employment
history will probably be questioned in the interview.
Describe your employment achievements concisely but concretely. Avoid generalities; be specific. Your employment
achievements and job duties will be easier to read if you place them in bulleted lists. Avoid using the pronouns I, me, and my.
Select work experiences and achievements that illustrate your initiative, dependability, responsibility, resourcefulness, flexibility,
and leadership.
CAPABILITIES AND SKILLS
Highlight your special skills. Include the ability to use the Web, software programs, social media, office equipment, and
communication technology.
Highlight exceptional aptitudes, such as working well under stress, learning computer programs quickly, and interacting
with customers. Give evidence of communication, management, and interpersonal skills.
Recruiters want to know specifically what you can do for their companies. List your special skills. Include your ability to use the
Web, software programs, social media, office equipment, and communication technology tools. If you speak a foreign language
or use sign language, include it on your résumé. Describe proficiencies you have acquired through training and experience.
AWARDS, HONOURS AND ACTIVITES
Show that you are well-rounded.
List awards and extracurricular activities, especially if they demonstrate leadership, teamwork, reliability, loyalty,
initiative, efficiency, and self-sufficiency.
If you have three or more awards or honours, highlight them by listing them under a separate heading. If not, put them in the
education or work experience section, if appropriate. Include awards, scholarships (financial and other), fellowships, dean’s list,
honours, recognition, commendations, and certificates.
PERSONAL DATA AND REFERENCES
Omit personal data such as birth date, marital status, height, weight, national origin, health, disabilities, and religion.
Include hobbies and interests that may serve as conversation starters.
Don’t list references on a résumé; bring them to the interview.
For references, consider three to five individuals, such as instructors, your current employer or previous employers, colleagues or
subordinates, and other professional contacts. Ask if they would be willing to answer inquiries regarding your qualifications.
Provide them with an opportunity to refuse. Do not include personal or character references such as friends, family, or neighbours.
WHY CREATE A CAREER E-PORTFOLIO?
Demonstrate your technology skills.
WHAT GOES IN A CAREER E-PORTFOLI?
Support and extend your résumé.
Relevant course work, updated resume and cover message
Present yourself in a lively format.
Real work examples
Make data instantly accessible.
Recommendations
Target a specific job.
Images, links, or whatever showcases your skills
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
99
HOW TO MAKE AND PUBLISH IT?
Use a portfolio or blog template.
Design your own website.
Host at a postsecondary institution or private site.
Publish its URL in your résumé and elsewhere.
CREATE A VIDEO RESUME
Allows candidates to demonstrate their public speaking, interpersonal, and technical skills
Use YouTube, webcams, and broadband.
Dress professionally as you would for an in-person interview.
Keep video to three minutes or less.
Explain why you would be a good employee and what your can do for the company.
CREATE AN INFOGRAPHIC RESUME
Use colourful charts, graphics, and timelines to illustrate your work history and experience.
Use www.liveresume.com, Re.vu, or Brazen Careerist to create infographics using information on LinkedIn, Facebook,
or Twitter.
HOW MANY RESUMES AND WHAT FORMAT?
You need two résumé versions:
1. Print-based presentation résumé
2. Plain-text résumé for digital submission
Print-based résumés are attractively formatted to maximize readability. An attractive print-based résumé is necessary (a) when you
are competing for a job that does not require electronic submission, (b) to present in addition to an electronic submission, and (c)
to bring with you to job interviews.
To screen incoming résumés, many mid- and large-sized companies use automated applicant-tracking software. These systems
scan an incoming résumé with optical character recognition, looking for keywords. The most sophisticated programs enable
recruiters and hiring managers to search for keywords, rank résumés based on the number of “hits,” and generate reports. It is
important to call the company and ask whether it scans résumés electronically.
A plain-text résumé is an electronic version suitable for e-mailing or pasting into online résumé bank submission forms. Employers
prefer plain-text résumés because they avoid possible e-mail viruses and word processing incompatibilities.
SUBMITTING YOUR RESUME
Word document | send your presentation résumé by surface mail or as an e-mail attachment.
Plain-text document | embed within an e-mail or send as an attachment.
PDF document | use Adobe software to convert your presentation résumé. Send as an attachment.
Company database | complete an online form with your résumé information.
Fax | send your presentation résumé via fax, if you are faxing or sending a résumé by e-mail, consider following up with
a copy of your presentation résumé.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
100
FINAL TIPS
Look for ways to condense your data.
Omit references unless specifically required.
Be accurate in listing your education, grades, job titles, employment dates, and job experience.
Proofread! Proofread! Proofread!
Questions about personal data such as birth date, marital status, height, weight, national origin, health, and religious affiliations
cannot be legally asked by recruiters. They are legally barred from asking for such information.
Listing references directly on a résumé takes up valuable space. Recruiters prefer that you bring to the interview a list of individuals
willing to discuss your qualifications.
LEARNING OBJECTIVE 2:
Prepare to search for a job in the digital age by understanding the changing job market,
identifying your interests, assessing your qualifications, and exploring career opportunities.
CREATING CUSTOMIZED COVER MESSAGES
Gain attention in the opening: Solicited jobs
Refer to the name of an employee in the company.
Refer to the source of your information precisely.
Refer to the job title and describe how your qualifications meet the requirements.
Even if an advertisement doesn’t request one, be sure to distinguish your application with a customized cover letter (also called a
letter of application). It has three purposes: (1) introducing the résumé, (2) highlighting your strengths in terms of benefits to the
reader, and (3) gaining an interview.
Gain Attention in the Opening: Unsolicited jobs
Demonstrate an interest and knowledge of the reader’s business.
Show how your special talents and background will benefit the company.
Promoting Strengths in the Body
The body of the cover letter promotes the candidate’s qualifications for the targeted job.
Demonstrate how your background and training fulfill the job requirements.
Choose your strongest qualifications and show how they fit the targeted job.
Avoid repeating specific data from your résumé.
Refer to your résumé.
Motivating Action in Closing
Ask for an interview. Consider hooking the request to a statement reviewing your strongest points.
Make it easy to respond. Tell when you can be reached (during office hours). Some recruiters prefer that you call them.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
101
Sending you Cover Letter by E-mail or Fax
Submit both your cover letter and résumé in an e-mail message.
Convert both to plain text.
Send your cover letter as an e-mail and your résumé as an attachment.
Send a short e-mail message with both cover letter and résumé (plain text, Word document, or PDF).
Send printed cover letter or résumé by Canada Post.
Final Tops for Successful Cover Messages
Make activities and outcomes, not yourself, the subject of sentences.
Avoid sounding self-centred.
Use a traditional letter style such as the block format.
Print on quality paper.
Proofread several times. Have someone else read it.
Don’t rely on spellcheck to find all errors.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
102
CHAPTER 16 – INTERVIEWING AND FOLLOWING UP
LEARNING OBJECTIVE 1:
Explain the purposes and types of job interviews, including screening, one-on-one, panel, group,
sequential, stress, and online interviews.
THE PURPOSE AND TYPES OF JOB INTERVIEWS
PUPOSE:
To convince the employer of your potential
To find out more about the job and the company
To expand on the information in your résumé
From the employer’s perspective, THE INTERVIEW IS AN OPPORTUNITY TO:
(a) Assess your abilities in relation to the requirements for the position;
(b) Discuss your training, experience, knowledge, and abilities in more detail;
(c) See what drives and motivates you; and
(d) Decide whether you would fit into the organization.
TYPES:
Screening interviews
Eliminate those who fail to meet minimum requirements
Take place on the telephone and sometimes online
Help determine whether a candidate should move on to the next interview stage
Companies use screening interviews to save time and money by eliminating less qualified candidates before scheduling face-to-face
interviews. Screening interviews are conducted during job fairs or on campuses. Most screening interviews take place on the
telephone, and some take place online.
One-on-one interviews
Expect to sit down with a company representative and talk about the job and your qualifications.
Panel interviews
Are usually conducted by people who will be your supervisors and colleagues. Interviewers take turns asking questions.
They are advantageous because they save time and show you how the staff works together. Keep eye contact with the
questioner and with the others. Try to take notes during the interview so that you can remember each person’s questions
and what was important to that individual (SAVES TIME AND MONEY)
Group interviews
Occur when a company interviews several candidates for the same position at the same time. Some employers use this
technique to measure leadership skills and communication styles. Stay focused on the interviewer and treat the others
candidates with respect.
Sequential interviews
Allow a candidate to meet with two or more interviewers on a one-on-one basis over several hours or days. Don’t assume
that any interviewer knows what was said in a previous interview.
Stress interviews
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
103
May be forced to wait a long time before being greeted by the interviewer. May be given a test with an impossible time
limit, be treated rudely by one or more of the interviewers, or have interviewers ask questions at a rapid rate. Remain
calm and give carefully considered answers.
Meant to test reactions during nerve-racking situations and are common for jobs that cause significant stress.
Online, video, and virtual interviews
Use online and video technology to interview job candidates from a distance
Hiring and placement interviews
Learn how the candidate would fit into their organization
BEFORE THE INTERVIEW
Ensuring professional phone techniques
Make sure your outgoing answering machine message is concise and professional; no distracting background noise.
Tell those who might answer your phone about your job search.
Prevent children from answering the phone.
Don’t answer your cell phone unless in a good location to carry on a conversation with an employer.
Use voice mail to screen calls.
Making the first conversation impressive
Keep a list on your cell phone of positions to which you have applied.
Treat any call from an employer like an interview.
Ask whether you can call back, if caught off guard.
Have a copy of your résumé available to answer questions.
Be prepared for a screening interview.
Take good notes during the phone conversation.
Ask for an interview if given the chance. Try to specify date and time.
Reconfirm the date and time of interview before hanging up.
Researching the Target Company
Learn all you can about the company’s history, mission and goals, size, geographic locations, and number of employees.
Check out its customers, culture, management structure, reputation in the community, competition, financial conditions,
strengths and weaknesses, and future plans.
If possible, interview employees. Consult blogs and other Web sources.
Take time to research the target company; learn about its goals, customers, competitors, reputation, size, history, and so forth. To
locate inside information, use social media sources, such as LinkedIn and Twitter. Like the company on Facebook, and comment
shrewdly on the organization’s status updates and other posts. Check out employee review websites, such as Glassdoor and TheFit.
Preparing and practicing
Study the job description. How do your skills and accomplishments fit the position?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
104
Prepare success stories.
Practise answers to typical interview questions. Make your best responses automatic.
Rehearsing success stories
Dealing with a crisis
Handling a tough interpersonal situation
Successfully juggling many priorities
Changing course to deal with changed circumstances
Learning from a mistake
Working on a team
Going above and beyond
Cleaning up digital dirt
Remove questionable content.
Stay positive.
Be selective about who is on your list of friends.
Avoid joining groups or fan pages that may be viewed negatively.
Don’t discuss your job search if you are still employed.
Set up a professional social networking page.
Travelling to and Arriving at you Interview
Give yourself plenty of time to groom and dress.
Arrive at the employer’s office without being rushed.
Don’t smoke or eat anything smelly or messy before the interview.
Avoid too much perfume or cologne.
Be courteous when entering the office.
Greet the interviewer confidently.
Fighting fear
Practise interviewing as much as you can, particularly with real companies.
Prepare thoroughly.
Understand the process.
Dress professionally.
Breathe deeply.
Know you’re are not alone.
Remember that an interview is a two-way street.
DURING THE INTERVIEW
Sending positive nonverbal messages and acting professionally
Control your body movements.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
105
Exhibit good posture.
Practise appropriate eye contact.
Use gestures effectively.
Smile enough to convey a positive attitude.
Listen attentively.
Turn off your cell phone or other electronics.
Don’t chew gum.
Sound enthusiastic and interested but sincere.
Avoid empty words (e.g., um, uh, like).
Be confident but not cocky.
Practising How to Answer Interview Questions
Recite answers to typical interview questions in front of a mirror
Be sure to pronounce the interviewer’s name correctly.
Avoid answering questions with a simple yes or no.
Keep answers positive.
Don’t criticize anything or anyone.
Questions to gauge your interest
Why do you want to work for _____?
Why are you interested in this position?
What do you know about our company?
Why do you want to work in the _____ industry?
What interests you about our products (or services)?
Questions about your experience and accomplishments
Why should we hire you when we have applicants with more experience or better credentials?
How do your qualifications and experience prepare you for this position?
Describe the most rewarding experience of your career so far.
Who was the toughest boss you ever worked for and why?
Questions about the future
Where do you expect to be five years from now?
If you got this position, what would you do to fit in?
Challenging questions
What is your greatest weakness?
How would your former supervisor describe you as an employee?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
106
When asked about the future, show ambition and interest in succeeding with this company. Strive to convert a discussion of your
weaknesses to topics that show your strengths. Answer challenging questions truthfully but try to turn the discussion into one that
emphasizes your strengths.
Questions about salary
What salary are you looking for?
How much are you presently earning?
How much do you think you are worth?
Situational questions
If you were aware that a co-worker was falsifying data, what would you do?
A colleague has told you in confidence that she suspects another colleague of stealing. What would your actions be?
Behavioural questions
Tell me about a time when you solved a difficult problem.
Describe a time when you worked successfully as part of a team.
Tell me about a recent situation in which you had to deal with an upset customer or co-worker.
USING THE STAR METHOD TO ANSWER BEHAVIORAL INTERVIEW QUESTIONS
Behavioural interview questions may begin with “Tell me about a time when you …”
To answer effectively, use the STAR method:
S
What was the situation?
T
What was the task?
A
What action was taken?
R
What was the result?
Illegal and inappropriate questions
What is your marital status?
Do you have any disabilities?
Where are you from?
Have you ever been injured on the job?
Have you ever had a drinking problem?
Have you ever been arrested?
How old are you?
Where were you born?
What was your maiden name?
Do you have any religious beliefs that would interfere with weekend work?
Do you have children?
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
107
How much do you weigh?
Employment laws that prohibit discrimination in the workplace also apply to interviews. Questions regarding race, national origin,
sexual orientation, religion, age, marital status, family situation, arrest record, illnesses or diseases, as well as personal information
such as height, weight, or disabilities are not allowed in an interview. Most illegal interview questions are asked innocently by
inexperienced interviewers. Candidates who are asked illegal questions must decide whether to answer, deflect the question tactfully,
or confront the interviewer.
You may respond to an inappropriate or illegal question by asking tactfully how it relates to the responsibilities of the position.
Interview questions become illegal only if a court of law determines that the intent was to discriminate.
Asking your own questions
What will my duties be?
Tell me what it is like working here in terms of the people, management practices, workloads, expected performance,
What training programs does this organization offer?
Who would be my immediate supervisor?
What is the organizational structure and where does this position fit in?
Is travel required in this position?
How is job performance evaluated?
Assuming my work is excellent, where do you see me in five years?
How long do employees generally stay with this organization?
What are the major challenges for a person in this position?
What do you like best about working for this organization?
May I have a tour of the facilities?
When do you expect to make a decision?
The worst thing you can do is to say “No,” which suggests that you are not interested in the position. Instead, ask questions that will
help you gain information and will impress the interviewer with your thoughtfulness and interest in the position.
CLOSING THE INTERVIEW
Ending positively
Summarize your strongest qualifications.
Show enthusiasm for obtaining this position.
When the interviewer signals the end of the interview, stand up and shake hands.
Ask for a business card and ask to stay in touch through LinkedIn.
Be sure to thank the receptionist.
AFTER THE INTERVIEW
Make notes on the interview as soon as you leave.
Alert your references that they might be called.
Write a thank-you letter to the interviewer. Remind the interviewer of your visit. Show that you really want the job and
that you are qualified for it.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
108
If you don’t hear from the interviewer within the specified time, call.
A follow-up thank-you letter shows your good manners and your enthusiasm for the job.
Thoughtful candidates alert the people who are acting as references so that they will be prepared to be contacted by the target
company. You should have already asked permission to use these individuals as references, and you should have supplied them
with a copy of your résumé and information about the types of positions you are seeking.
If you don’t hear from the interviewer within five days, or at the specified time, call him or her. Don’t harass the interviewer and
don’t force a decision. If you don’t hear back from an employer within several days after following up, it’s best to assume that you
didn’t get the job and to continue with your job search.
Contacting your references
Ensure you have asked permission to use references’ names.
Supply them with a copy of your résumé and information about the types of positions you are seeking.
To get letters of recommendation, recommenders need evidence to support generalizations, so give them ammunition.
Following up
Consider following up if you don’t hear from the interviewer within five days.
Using an e-mail to follow up is best and less intrusive.
Sound professional and courteous, not desperate or frustrated.
Don’t harass the interviewer and don’t force a decision.
LEARNING OBJECTIVE 1:
Prepare additional employment documents, such as applications, follow-up messages, acceptance messages, and
resignation letters.
PREPARING ADDITIONAL EMPLOYMENT DOCUMENTS
Application form
Be ready with appropriate information for the application.
Review the questions carefully before starting.
Fill out the form neatly.
Answer questions honestly.
Use accurate spelling, grammar, capitalization, and punctuation.
In addition to the above, if asked for the position desired, give a specific job title or type of position. Be prepared for the salary
question. Be prepared to explain the reasons for leaving previous positions. Look over the application before submitting to make
sure it is complete and that you have followed all instructions.
Application or résumé follow-up message
Send a short follow-up e-mail or letter to jog the personnel officer’s memory, demonstrate serious interest, and
emphasize your qualifications or to add new information.
Rejection follow-up message
Respond to rejections as other candidates may decline the position.
Is acceptable to admit disappointment
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
109
Job acceptance and rejection message
Is a good idea to follow up with an acceptance e-mail or letter to confirm details and formalize acceptance
Show professionalism if you must turn down a job offer.
Thank the employer for the job, and explain briefly that you are turning it down.
Resignation letter
Leave your position gracefully and tactfully in a formal letter.
Remember that many resignation letters are placed in personnel files.
BUSINESS COMMUNICATIONS 2017 | ANNIE OHANA
110