Chapter 9: Writing Proposal and Progress reports
Proposals are informative and persuasive writing because they attempt to educate the
reader and to convince that reader to do something. The goal of the writer is not only to
persuade the reader to do what is being requested, but also to make the reader believe that
the solution is practical and appropriate. In persuasive proposal writing, the case is built by
the demonstration of logic in the approach taken in the solution.
Structure of Proposals
Introduction
Body
Project Proposal: (Includes Statement of the Problem, Proposed Solution(s), Program of
Implementation, Conclusions/Recommendations)
Conclusion/Recommendations
Back Matter
Bibliography and/or Works Cited
Qualifications (of writer(s) and/or project implementers)
Budget
(Itemization of expenses in the implementation and operation of the proposed plan, and
detail of materials, facilities, equipment and personnel)
Appendices
PLANNING SHEET FOR A PROPOSAL
Analysis of the Situation Requiring a Proposal:
What is the subject of the proposal?
(This should be based on the thesis of your research.)
For whom is this proposal intended?
How do you intend the proposal to be used?
What is the deadline date for the proposal and for tentative implementation of
the proposed solution?
Purpose of the Proposal:
Statement of the Problem:
Proposed Solution(s) or Plan(s), Including the Methods or Procedures:
Conclusion/Recommendations:
Additional Information to be used in Explication of the Proposed Solutions:
(This includes: Costs, Personnel and their qualifications, Training, etc.)
Types and Subject Matter of Appendices to be Included in the Proposal:
Works Cited/References used in the Text of the Proposal:
Bibliography of Related Source Information:
1. Introductory
paragraph
2. Problem
3. Feasibility
6. Methods and
procedures
5. Topics to
investigate
4. Audience
7. Qualifications
facilities and
resources available
8. Work schedule
9. Call to action
Progress Report
-
Reassures funding agency or employer that you’re making progress
Allows you and the agency or employer to resolve problems as they arise
Use positive emphasis and you-attitude
Don’t present every detail as equal
Try to exceed audience’s expectations in at least some small ways
3 types of Report
 Chronological Progress Report
 Summarize in terms of goals and original schedule
 Under “Work Completed” heading,
 describe what you have done
 Under “Work to Be Completed” heading,
 describe work that remains
 Express confidence in having report ready by due date
 Task Report
 Use headings that
 describe major tasks your project entails
 Under each heading,
 discuss work completed
 what remains to be done
 Recommendation Progress Report
 When easy for audience to accept,
 use direct pattern
 When likely to meet strong resistance,
 use problem-solving pattern
Progress
@
@
@
@
@
Reassures funding agency or employer that you’re making progress
Allows you and the agency or employer to resolve problems as they arise
Use positive emphasis and you-attitude
Don’t present every detail as equal
Try to exceed audience’s expectations in at least some small ways
Chapter 10: Delivering Negative Messages
1. Negative Messages are:




Information conveyed is negative
Audience’s reaction is negative
Message does not benefit them
Usually they experience disappointment or anger
2. Purposes of Negative Messages
Primary Purposes



To give audience bad news
To have audience read, understand, and accept message
To maintain as much goodwill as possible
Secondary Purposes



To build good image of communicator
To build good image of communicator’s organization
To avoid future messages on same subject
Want audience to feel



They have been taken seriously
The decision is fair and reasonable
If they were in your situation, they would make the same decision
3. Parts of Negative Messages


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

Subject lines
Buffers
Reasons
Refusals
Alternatives
Endings
5. Tone in Negative Messages

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

Tone—implied attitude of the author toward the audience and subject
Show you took request seriously
Use positive emphasis and you-attitude
Think about visual appearance
Consider timing of message
6. Varieties
Claims and Complaints




Needed when something has gone wrong
Use direct organization pattern
Give supporting facts and identifiers
Avoid anger and sarcasm or threats that you will never use company again
Disciplinary Notices and Performance Appraisals



Present directly—no buffer
Cite specific observations of behavior
o Not inferences
o Include dates, quantities
State when employee may return to work, if disciplinary action is taken
Rejections and Refusals


Requests from external audience
o Try to use a buffer
o Give specific reasons
o Give alternative, if any
Requests from internal audience
o Use knowledge of culture, individual to craft reply
Layoffs and Firings



If company likely to fold, tell early
Give honest reasons for firing
o Unrelated face-saving reason may create legal liability
o Avoid broadcasting reasons to avoid defamation lawsuit
Deliver orally; backup in writing
7. Organizing Negative Messages: Clients & Customers




When you have a reason that the audience will understand and accept, give the reason
before the refusal
Give the negative information, just once
Present an alternative or compromise
End with positive forward-looking statement
8. Organizing Negative Messages: Superiors




Describe problem clearly
Tell how it happened
Describe the options for fixing it
Recommend a solution and ask for action
9. Organizing Negative Messages: Peers & Subordinates





Describe problem objectively, clearly
Present an alternative or compromise, if available
Ask for input or action, if possible
May suggest helpful solutions
Audience may accept outcomes better
10. Checklist
Originality in a negative message may come from;




An effective buffer, if one is appropriate
A clear, complete statement of reason for refusal
A good alternative, clearly presented
Details that show writer thought about specific organization and specific people in it
Chapter 11: Sharing Informative and Positive Messages
**Difference between informative and positive message


Informative: Basic reaction is neutral
Positive: Basic reaction is positive
1. Purpose of Positive Messages
Primary


To give information or good news to audience
To have receiver view information positively
Secondary





To build good image of sender
To build good image of sender’s organization
To build good relationship between sender and receiver
To deemphasize any negative elements
To eliminate future messages on same subject
2. Communication Hardware



Smartphones
Portable media players
Videoconferencing
3. Common Media






Face-to-face contact
Phone calls
Wikis
Letters and memos
Social Media
E-mail
**Tips for designing effective email



Put important information in the first sentence
Long email, use an overview, headings, and enumeration
Contain only one topic
4. Organizing Informative and Positive Messages
1) Start with good news or the most important information
 summarize the main points
 respond clearly to the issue raised
2) Give details, clarification, background
 Answer all questions your audience is likely to have
 provide necessary information
 Present details in order of importance
3) Present any negative elements—as positively as possible
 Make the negatives clear, but present them positively
4) Explain any benefits
 Show that it helps your audience
 Make the benefit clear and convincing
5) Use a goodwill ending: positive, personal, and forward-looking
 Emphasize the serving audience is the real concern
5. Effective Subject Line
1) Specific
 Differentiate message from others on same topic
 Broad enough to cover content
2) Concise
 Usually less than 35 characters
3) Appropriate for the pattern of message
 Must meet situation and purpose (positive, negative, persuasive)
 Good news: build goodwill by focusing it in subject line
 Neutral information: summarize subject line concisely
6. Managing Information in Messages







Give audience information they need
Consider your purpose
Develop a system that lets people know what is new if you send out regular messages
Use headings and bullets in long e-mails
Put the most vital information in e-mails, even if you send an attachment
Check message for accuracy and completeness
Remember e-mails are public documents
7. Audience Benefits
Use audience benefits when:




Presenting policies
Shaping audience’s attitudes
Stressing benefits presents the audience’s motives positively
Introducing benefits that may not be obvious
Omit benefits when:




Presenting factual information ONLY
Considering audience’s attitude toward information does not matter
Stressing benefits makes audience seem selfish
Restating them may insult audience’s intelligence
8. Goodwill Ending



Treats reader as individual
Contains you-attitude, positive emphasis
Omits standard invitation
Chapter 13: Crafting Persuasive Messages
In the workplace, a persuasive message occurs when a person attempts to convince
an individual or group to take certain specific actions. The two types of persuasive
messages in the workplace are sales and marketing, which are utilized to achieve
organizational objectives.
Gigantic Homes is the seller of luxurious homes in the local area. They depend on
persuasive messages to convince customers to purchase their beautiful homes.
Request for Action
Sales and marketing messages are used for action, goodwill and information. These
types of messages are arequest for action in order to get the consumer to purchase a
product. The sales message is all about closing the deal, while the marketing
message is concerned with making the consumer aware of the deal. At Gigantic
Homes, the sales team is responsible for closing the deal, while their vivid television
ads showcase their beautiful homes.
AIDA Model
One way to utilize persuasion for a marketing or sales objective is through the use of
the AIDA model. This marketing model is used to describe the steps that are needed
to persuade a consumer to take action. The model stands
for Awareness, Interest, Desire and Action.
Awareness is the first step of the AIDA process. Awareness is product knowledge
gained through free product samples or emails. Gigantic sends monthly emails with
video tours of their sample homes and the latest pricing information.
The second step is interest, or wanting to know more, and can be achieved by
highlighting the benefits or the product or service. In this stage the message should
keep the attention of the consumer. Gigantic homes was smart enough to hire a local
sports celebrity, who also purchased their home as their spokesperson.
The third step is desire, or a strong want, and focuses on the audience and adds
supports for the product's claims. Gigantic Homes communicates to the consumer
how reasonable it will cost to buy their homes.
The last, and final step, is action, and the marketing message should create a sense
of urgency to buy. If a consumer is not ready to buy immediately, Gigantic Homes
always adds a deadline date as to when prices will be going up.
Function
Television and online advertising may represent a company’s most public expression
of persuasive messages, but a complex marketing campaign must include much more
interaction with audiences to achieve real effectiveness.
Considerations
According to Kaul, many business communication tools have become so focused on
broadcasting a consistent message that managers lose sight of their real objective: to
persuade audiences into taking a specific action.
Features
For messages to truly become persuasive, professionals must learn to listen to their
audiences, confirm that they heard feedback accurately and reflect that feedback in
the next wave of communication.
Misconceptions
When professionals fail to listen to customer feedback, “groupthink” can seize a
team’s momentum. Interrupting the feedback cycle or neglecting to give customer
reactions a sounding board can create a culture where teams no longer innovate
their messages or their offerings based on customer needs.
Effects
Thanks to online media and database technology, professional marketers can more
closely monitor the effects of the feedback cycle on their campaigns. Politicians and
direct marketers often take the fullest advantage of consumer polls and online
indexes to determine whether adjustments to their messages have taken hold
among target audiences.
Purposes
@ Primary
 To have audience act or change beliefs
@ Secondary
 To build good image of the communicator
 To build good image of communicator’s organization
 To cement a good relationship
 To overcome any objections
 To reduce or eliminate future messages on subject
Persuasive Strategy
1. What do you want people to do?
2. What objections will audience have?
3. How strong a case can you make?
4. What kind of persuasion is best for organization and culture?
Approach
1. Requesting a job interview
2. Requesting a free trial of service
3. Inviting customers to a store opening
4. Reporting a co-worker’s poor work performance
5. Requesting a new office computer
6. Asking co-workers to participate in a charity event
Dealing with Objections
1. Specify how much time and/or money is required--it may not be as much as
the reader fears.
2. Put the time and/or money in the context of the benefits they bring.
3. Show that money spent now will save money in the long run.
4. Show that doing as you ask will benefit some group or cause the reader
supports, even though the action may not help the reader directly.
5. Show the reader that the sacrifice is necessary to achieve a larger, more
important goal to which he or she is committed.
6. Show that the advantages as a group outnumber or outweigh the
disadvantages as a group.
7. Turn a disadvantage into an opportunity.
Chapter 14: CONFLICTMANAGEMENT
CONFLICTS
 Has a negative connotation
 But it is a positive occurrence if managed properly
Benefits of Conflict
•
•
•
•
•
•
•
Requires goal analysis
Creates dialogue among employees
Prevents stagnation
Learning from generational differences
• Older workers view “work” as a place – a location you go to at a specified time
• Younger workers view “work” as something you do – anywhere, anytime.
Fosters creative thinking
Offsets personal biases
Result in high-quality decisions
Communication & Conflict
@ Conflict implies communication/interaction
@ Goal are incompatible
@ Struggle over values, resources, power, status
4 Axioms of Communication & Conflict
1. Conflict involves at least two parties
 Conflicts can be generated or resolved only through communication
2. Conflict develops from perceived mutually exclusive goals
3. Conflict involves parties with different values or perceptions
 Share value and more friendly
 Accurate communication helps reducing conflicts
4. Conflict ends when each side feels it has won or lost
Sources of Conflict
@ Lines of authority
 Work for who?
@ Distribution of limited resources
 Obvious conflict: Annual budget review
 Budget allocation
@ Diverse Goals
 QA manager VS production manager
@ Inaccurate perceptions
 (omit “Conflict and Perception” p.227 – 229)
Conflict Resolution Strategies
@
@
@
@
@
Avoiding
Accommodating
Forcing
Compromising
Problem-solving
Model of Conflict Behavior
Compromising
•
•
•
•
Accommodating
Problem Solving
Avoiding
Forcing
Avoiding (Lose – Lose)
•
•
•
•
•
•
•
•
Avoidance/Withdrawal = low concern for production with a low concern for people
See conflict as hopeless, useless experience
May be psychical or psychological
Simply remove themselves from conflict situations
Avoid disagreement and tension, not take side
Use in large bureaucracies
By ignoring a comment, quickly changing topic, responding “I’m looking into the matter”,
blaming on policies, etc.
Not paying attention to conflict and not taking any action to resolve it.
Accommodating (Win – Lose)
•
•
•
•
•
•
•
Try to deal with conflicts by making everyone happy
Mutually acceptable solution which partially satisfies both parties.
Focus on maintaining relationships, not focus on achieving productive goals
Want to be accepted and liked by others
Believe confrontation is destructive
Include calling for a coffee break at a tense moment, using humor, changing the topic,
promoting togetherness
A camouflage approach that can break down at any time and create barriers to progress
Forcing (Win – Lose)
@
@
@
@
@
@
@
@
Try to meet production goals (winning) at all cost
Losing is destructive
Goals are more important than relationship
Number 1 Conflict resolution
Forcing others to accept your solutions.
Describe conflicts as opposition, battle, fight, conquest, head-to-head, coercion, smash
Can resolve immediate conflicts
But has long-term effects such as a loss of productivity
Compromising
•
•
•
Half a loaf is better than nothing
No one wins, no one loses
Fall between forcing and accommodating.
Use under two conditions:
•
•
•
Neither party involved believes he or she has the power to “force” the issue on the
other party.
• One or both of parties believes winning may not be worth the cost in money, time,
or energy.
Highly related to negotiating
May result in perceiving themselves as winners and losers.
Problem-Solving Strategy (Win - Win)
@ Win-win strategy for conflict
@ Skillful strategic managerial communication
@ Highly-quality mutually acceptable solution
Problem-Solving Strategy (Win – Win)
Beliefs necessary to implement the strategy
1. Cooperation is better than competition
 Different opinions lead to new insights and
creativity
 Must believe others’ opinions are beneficial
1. Parties can be trusted
 Create trusting climate & lead to better communication
2. Status differences can be minimized (Equal status)
 Not separate into we – they orientation
 Develop listening climate
3. Mutually acceptable solutions can be found
 Reach their different goals in an acceptable manner
Strategy
Concept
Task
Avoiding
 Neutrality is maintained at all costs
 Withdraw from conflict
Low
Accommodating
 Disagreement is smoothed
 Peaceful coexistence
Low
Forcing
 Conflict is suppressed through authority
 Authority-obedience approach
High
Compromising
Problem-solving
 No one wins and no one loses
 Varying points of view
 Objectively evaluated
Medium
High
Prerequisites for Problem-solving
@ Absence of time constraints
@ Understanding of the process
@ Agreement on communication principles
Communication Principles
@
@
@
@
@
@
@
@
@
Do not interrupt
Effective listening skill (paraphrase)
Avoid furniture barriers (importance of physical arrangements)
Use mutually understood terms
Use neutral terms rather than emotional terms
Avoid absolutes statements
Ask open-ended questions
Avoid leading questions
Repeat key phrases
The Problem-Solving Process
Dewey’s Problem Solving Strategy
1. Define the problem
2. Analyze the problem
 Look at its history, causes, effects, and extent
3. Brainstorm alternatives
 All parties offer solutions
4. Develop criteria for a good solution
 Ex. Must be cost effective, easy to implement, use available resources, legal,
consistent with organization’s mission
5. Find the best match (identify the best alternative)
Chapter 16: Building Resume
Job Hunting
1. Building resume
2. Writing Application Letter
3. Preparing for job Interview
Building resume
@ Definition
@ How Employers Use Resume
@ Guidelines
@ Types of Resume
@ Electronic Resume
@ Honesty
@ Persuasive summary of qualifications for employment
 Makes you look well organized, prepared
 Highlights your unique qualifications
 Helps you try for an even better job
 Shows you how to prepare for job market
Job hunting
@ Check services of career placement office
@ Join extracurricular organizations
@ Find jobs/internships that give you experience
@ Note which courses you like
@ Conduct a self-assessment
@ Take personality and aptitude tests
@ Ask yourself some questions:
@ What skills and strengths do I have?
@ What achievements have given satisfaction?
@ What work conditions do I like?
@ Do I prefer firm deadlines or flexibility?
@ What kind of work/life balance do I want?
@ Where do I want to live?
@ Use the Internet to research jobs
Cautions about Social Networking
@ Remove any unprofessional material
@ Remove negative comments about
current or past employers and teachers
@ Remove political or social rants
@ Remove any personal information that might embarrass you
@ Remove inappropriate material posted by friends, family, relatives
@ Check blog for writing aptitude
How Employers Use Résumés
@ To decide whom to interview
@ To screen applicants by scanning or skimming
@ To assess what they assume is your best work
@ To prepare for job interviews
@ To get final approval for selected applicants
Guidelines: Length
@ Fill at least one page
@ Average résumé these days: 2 pages
 Put most important information on page 1
 Put at least 10 lines on page 2
 Include Name and Page 2
Guidelines: Emphasis
@ Emphasize your achievements
 That are most relevant to position applied for
 That show superiority to other applicants
 That are recent
@ To emphasize information:
 Put it at top or bottom of page
 Set it off with white space
 Give it in a vertical and/or bulleted list
Guidelines: Details
@ Give evidence to support your claims
@ Convince reader
@ Separate you from other applicants
@ Use numbers and descriptions
@ Omit details that add no value
Guidelines: Writing Style
@ Be concise (brief, but complete)
@ Use phrases and sentence fragments
@ Never use I; use me or my if you must
@ Use more action verbs than nouns
@ List items in parallel form
Guidelines: Key Words
@ Use words or phrases that employers will have the computer seek
@ May include:
 Software programs
 Job titles
 Types of degrees
 Job-specific skills, buzzwords, jargon
 Professional organizations
 Personality traits (creativity, dependability, team player)
Guidelines: Layout and Design
@ Experiment with layout, fonts, and spacing
 Use no more than three fonts
 Use color sparingly(carefully)
 Use at least 10-pt type
 Use white space to group items
@ Consider creating letterhead to use for your résumé and application letter
@ Use headings for reading ease
@ Avoid templates
Resume
1. Chronological Resume
•
Emphasizes what you did in time line
•
Start with most recent events: reverse chronology
•
Include degrees, job titles, dates
When to use—
•
Your education, experience closely related to job applying for
•
You have impressive job titles, offices, or honors
2. Skill Resume
•
Emphasizes skills you used
•
De-emphasizes job titles, employment history, dates
•
a.k.a. functional résumé
When to use—
•
Your education and experience not usual route to job applied for
•
You’re changing fields
•
You want to show broad experience
•
From paid jobs
•
From volunteer work
•
From extracurricular activities
•
From college courses
What to include in the resume?
@ Full Name and Contact Information
@ Career Objective
@ Summary of Qualification (keywords)
@ Education (most recent first)
@ Honors and Awards
@ Experience ( job titles, organization, City, date of employment etc.)
@ Other skills
@ Activities
@ Portfolio
Résumé Information
@ Required
 Name, address, and telephone number
 Education
 Experience
@ Omit unfavorable information
Résumé Information: Contact Info
@ Use full name, even if you have a nickname
@ Center one address; type two side by side
@ Provide professional e-mail address
@ Provide phone (cell or land) where you can be reached during the day
@ Omit age, marital status, race, sex, and health
Résumé Information: Education
@ First main category in these cases—
 Earn new degree
 Need degree for job you’re seeking
 Can present the information briefly
@ Put it later in these cases—
 Need page 1 for another category
 Lack degree that other applicants may have
@ Cover 4-year and graduate degrees
 Include junior college if it gave you other expertise
 Include study abroad, even non-credit courses
 Give degrees, dates, schools, and cities
@ May list short, descriptive course titles
@ Include GPA—if it’s good—and what it’s based on: 3.4/4.0
Résumé Information: Experience
@ Use heading that works best for you
@ Include this information for each job held—
 Position or job title
 Organization
 City and state
 Dates of employment
 Job duties; other details
Résumé Information: Activities
@ Critical for new college graduates
@ Include this kind of information—
 Volunteer work and student organizations
 Professional associations
 Activities involving talent or responsibility
 Varsity or intramural athletics
 Leadership roles
Electronic Résumés
Basic guidelines of email job hunting etiquette:
@ Don’t use your current employer’s email
@ Set up a free, Internet-based email account
@ Avoid using silly or cryptic email addresses
cutiepi@yahoo.com
@ Write a simple subject line
@ Test how résumé looks before sending
@ Send only one résumé
Chapter 17: Writing Job Application Letter
 Letters vs. Résumés
 Employer and Job Research
 Solicited Letters
 Prospecting Letters
 E-mail Application Letters
 Professional Image
 Application Essays
Résumés vs. Job Letters
Resume
Job application letter
Summarizes all your qualifications
Shows  you know organization,  your
qualifications can help it, and  you differ from
other applicants
Resume avoids controversial material.
Explain controversial material (The job letter can
explain situations, such as career changes, gaps
in employment history, in a positive way)
Uses short, parallel phrases and fragments
Uses complete sentences in well-written
paragraphs
Hidden Job Market
@ Meaning?
@ Example?
@ How can you put yourself
into that market?
Networking (Information & Referral Interview)
Prospecting Letter
Walk In
Networking
Let you know whether you like the job or not?
Purpose?
•
Information Interview
•
Referral Interview
•
Not ask for job!
Ask for information about the field or general job opportunities
Job Application Letters: 2 Kinds
•
•
Solicited letter
•
To apply for job the organization announced
•
Like persuasive direct request
Prospecting letter (Unsolicited)
•
To sell one’s qualifications though no job is announced
•
Like problem-solving persuasive message
Do these things in both kinds:
 Address letter to a specific person
 Name specific position you’re applying for
 Be specific about your qualifications
 Show how you differ from other applicants
 Show knowledge of the organization and position
 Refer to your résumé (enclose it)
 Ask for an interview
Organize Solicited Letters
1. State that you’re applying; name the job
 Tell how you know about job
 Show that you have main qualifications job requires
 Summarize other qualifications
2. Cite your main qualifications in detail
 Be specific about what you’ve done
 Relate achievements to work you’d do in new job
3. Discuss other qualifications, even if not required
 Show what separates you from other applicants
 Show knowledge of the organization
4. Ask for an interview
 Tell when available to interview and to begin work
End on a positive, forward-looking note
Example:
March 14, 2000
Ms. Dianne C. Strand
Manager of Human Resources
Atlantic Coast Industries, Inc.
Virginia Beach, VA 23464
Dear Ms. Strand:
I am applying for the position of systems analyst which was advertised March 11 with the
placement service at Old Dominion University. The position seems to fit very well with my education,
experience, and career interests.
Your position requires experience in computer systems, financial applications software, and enduser consulting. With a major in management information systems, I have training on mainframes,
minicomputers, and microcomputers as well as with a variety of software programs and
applications. My practical experience in my university's computer center as a programmer and as
a student consultant for system users gave me valuable exposure to complex computer
operations.
My background and career goals seem to match your job requirements well. I am confident that I
can perform the job effectively. Furthermore, I am genuinely interested in the position and in
working for Atlantic Coast Industries.
Would you please consider my request for a personal interview to discuss further my
qualifications and to allow me to learn more about this opportunity? Please give me a call at 5556433. The best times to reach me are before 10 a.m. or after 4 p.m.
Thank you for your consideration. I look forward to talking with you.
Sincerely,
Natasha Redd
Organize Prospecting Letters
1. Catch the reader’s interest
2. Create bridge between attention-getter and your qualifications
3. Explain your strong points in detail
 Relate what you’ve done in past to what you could do now
 Show knowledge of organization
 Identify the role you wish to fill
4. Ask for an interview
 Tell when you’re available for it
 End with a positive, forward-looking statement
Example:
January 18, 2003
Mr. Ronald Reegis
Penelco Electric Company
Balete Drive, Quezon City
Dear Mr. Reegis:
I read about Company X's retail management training program in College Graduate Magazine and I
would like to inquire about the possibility of openings. I am interested in a career in retail
management and am planning to relocate to the New York City area in the near future. I would be
interested in learning more about the company and about available opportunities. (what you know&
what you can do)
I have a Bachelor of Science degree in Management and Business, as well as retail experience as a
Sales Associate and Key Holder. In addition, I completed two internships focusing on retail
management. (your strong point)
My resume, which is enclosed, contains additional information on my experience and skills. I would
appreciate the opportunity to discuss the training program with you and to provide further
information on my candidacy. I can be reached anytime via my cell phone, 555-555-5555. (ask for an
interview)
Thank you for your time and consideration. I look forward to speaking with you about this exciting
opportunity.
Sincerely,
Your Signature
Your Typed Name
Application Essays
@ Chance to expand on your best points in more detail
 Uses essay format instead of letter
@ Capture audience’s interest and show you are exceptional
 Insert personality into writing
@ May use anecdotes that
 Show you developing as a professional
 Outline future goals
Chapter 18: Interviewing, Writing
Follow-Up Messages, and Succeeding in the Job
Developing Interview Strategies
What do you want the interviewer to know?
Minimize disadvantages or weakness do you need to.
What do you need to know about the job and the organization?
Preparation:
Final Research - Research all things that related to your work such as salary, job description. It’ can
be both from primary and secondary data.
Travel Planning
-Plan all transportation and schedule to the place on time **important.
Professional Materials
- All necessary paper work that you will need and also extra copy for just in
case.
Types of Job Interview
Stress Interview
-Puts you under stress to see how you handle pressure, keyword is treating
as requests for information
Situational Interviews -keyword is putting you in a situation where they will tests problem-solving
skills and ability to handle problems under time constraints and minimal
preparation
Behavioral Interviews
-keyword is making a decision quickly
Working under a tight deadline
All things that will reflect out your behavior