reports
• Management decisions in many organizations are based on information submitted in the form of reports.although reports differ greatly in length, content, form,and formality level, they all have one common purpose: business reports are systematic attempts to answer questions and solve problems.
Nine typical business reports
• Periodic operating reports: (the most common reports )they are written at regular intervals to monitor operations.(including production, sales, shipping, and customer service)
• Situational reports: to describe nonrecurring activities.they include trip, conference, and seminar reports, as well as progress reports for unusual activities.
Nine typical business reports
• Investigative /informational reports: to examine situations or problems and supply facts(investigative)
• Compliance reports: these reports comply with laws and regulations that protect employees, investors , and customers.
• Justification /recommendation reports: these reports analyze alternatives, interpret findings, and make recommendations, they become important tools for managers in solving problems and making decisions.
Nine typical business reports
• Yardstick reports: when a problem has two or more solutions, a helpful way to evaluate the alternatives is to establish consistent criteria—a yardstick– by which to measure the alternatives.each alternative is measured against the criteria to find the best option.
• Feasibility reports: feasibility reports use analysis to predict whether projects or alternatives are practical or advisable.it examine the benefits and problems connected with the project, as well as its costs and schedule for implementation.
Nine typical business reports
• Research studies: to examine problems thoroughly and scientifically.researchers analyze a problem, suggest ways to solve it, collect data about each possible solution, analyze that data, draw conclusions and make recommendations.(the emphasis: conducting objective research and interpreting the findings.)
• Proposals: as attempts to secure new business, proposals offer to solve problems, investigate ideas, or sell products and services. (including persuasive report that seeks to convince investors to fund a new company )
Categories on functions of reports
• Informational reports: reports that present data without analysis or recommendations (e.g. routine operations; company policies )
• Analytical reports: reports that provide data, analyses, and conclusions or recommendations. It may intend to persuade readers to act or to change their beliefs.(e.g. a feasibility report)
Categories on organization or style
1.Writing’s organization: direct pattern(informational reports are usually arranged directly; analytical reports may also be organized directly when readers are supportive or are familiar with the topic )
indirect pattern (this pattern is appropriate for analytical reports that seek to persuade or that convey bad news )
2.Writing style : formal or informal (depending on the purpose , audience, and setting)
Formats of reports
• The format of a report is governed by its length, topic, audience, and purpose.
• Letter format: this format is used for short informal reports addressed outside an organization. ( office stationery, date, inside address, salutation, complimentary close, headings.)
• Memo format: for short informal reports that stay within organizations. (date, to , from, subject )
• Manuscript format: for longer, more formal reports. (plain paper,title—systematically displayed headings –subheadings )
• Printed forms: prepared forms are used for repetitive data, such as monthly sales reports.(standardized headings, preprinted forms )
Applying the writing process to reports
• Seven steps:1, analyze the problem and purpose; 2.anticipate the audience and issues; 3.prepare a work plan;4. research the data; 5.organize, analyze, interpret, and illustrate the data; 6.compose the first draft; 7.revise, proofread, and evaluate.
1. Analyzing the problem and purpose
• Before beginning a report, identify in a clear statement the problem to be solved. The process: prepare a written problem statement---further define the problem by writing a specific question---by analyzing questions, write a purpose statement for this assignment---extended statement of purpose to define the scope, significance, and limitations of the report
• Some reports require only a simple statement of purpose. While an expanded statement of purpose considers three additional factors:
1.Scope: what issues or elements will be investigated?
2.Significance: why is the topic worth investigating at this time?
3.Limitations: what conditions affect the generalizability and utility of a report’s findings?
2. Anticipating the audience and issues
• Audience: Once the purpose is defined, a writer must think carefully about the audience. The audience could be divided into primary and secondary readers.(candid statements to one audience may be offensive to another audience)
• Issues (problems): major report problems should be broken into subproblems—or factored—to highlight possible solutions.each subproblems would probably be further factored into additional subproblems.make sure your divisions are consistent(don’t mix issues ); exclusive(don’t overlap categories); complete(don’t skip significant issues)
3.Preparing a work plan
• A work plan can keep you on schedule and also gives management a means of measuring your progress.a good plan includes : 1.statement of the problem; 2.statement of the purpose including scope, significance, and limitations; 3.description of the sources and methods of collecting data; 4. Tentative outline; 5. Work schedule
• A good plan provides an overview of a project: resources, priorities, course of action, and schedule.
• Although the plan guides investigation, it doesn’t determine the content or order of the final report.
Strategies for breaking bad news
• The bad news can be reduced if
(1)the reader knows the reasons for the rejection
(2)the bad news is revealed with sensitivity
Strategies for breaking bad news
• The indirect strategy is especially appealing to relationship—oriented writers. They care about how a message will affect its receiver.
• The direct strategy may be more appealing to efficiency—oriented writers who don’t want to waste time with efforts to soften the effects of bad news.
Goals in communicating bad news
• Acceptance : make sure the reader understands and accepts the bad news.
• Positive image: promote and maintain a good image of yourself and your organization.
• Message clarity: make the message so clear that additional correspondence is unnecessary
• Protection: avoid creating legal liability or responsibility for you or your organization.
Three causes of legal problems
• We should be alert to three causes of legal difficulties :
1. Abusive language:abusive language becomes legally actionable when it is false; damaging to one’s good name; “published”—that is, spoken within the presence of others or written. competent communicators avoid making unproven charges and letting their emotions prompt abusive language—in print or electronically.
Three causes of legal problems
• 2. Careless language: as the marketplace becomes increasingly litigious, we must be certain that our words communicate only what we intend.there are two important cautions: (1). Be careful in making statements that are potentially damaging or that could be misinterpreted. (2).be careful about what documents you save.attorneys may demand various company files including “confidential ”or “personal” files (e-mail messages are especially risky).
Three causes of legal problems
• 3. The good-guy syndrome: to make ourselves look better, to make the receiver feel better, and to maintain good relations, we are tempted to make statements that are legally dangerous. Business communicators act as agents of their organizations.their words, decisions, and opinions are assumed to represent those of the organization.
avoid statements that make you feel good but may be misleading or inaccurate.use organizational stationery for official business only, and beware of making promises that can’t be fulfilled.
Delivering bad news sensitively
--I. buffering the opening
• Buffering the opening : to buffer the pain of bad news, begin with a neutral but meaningful statement that makes the reader continue reading.here are some possibilities for opening bad-news messages.
best news: start with the part of the message that represents the best news./compliment: praise the receiver’s accomplishments, organization, or efforts. But do so with honesty and sincerity./ appreciation: convey thanks to the reader for doing business, for sending something, for conveying confidence in your organization, for expressing feelings, or simply for providing feedback./agreement: make a relevant statement with which both reader and receiver can agree./facts: provide objective information that introduces the bad news/ understanding : show that you care about the reader./apology: to customer complaints, an apology may be appropriate.
Delivering bad news sensitively
-- II. presenting the reasons
• Presenting the reasons:
bad-news messages should explain reasons before stating the negative news. Providing an explanation reduces feelings of ill will and improves the chances that the reader will accept the bad news.
• Being cautious in explanation:if the reasons are not confidential and if they will not create legal liability, you can be specific.don’t make unrealistic or dangerous statements in an effort to be the “good guy”.
Delivering bad news sensitively
--II. presenting the reasons
2.Citing reader or other benefits if plausible: readers are more open to bad news if in some way, even indirectly, it may help them.
3. Explaining company policy.readers resent blanket policy statements prohibiting something. Instead of hiding behind company policy, gently explain why the policy makes sense.
4.choosing positive words.to keep the reader in a receptive mood, avoid expressions that might cause the reader to tune out.
5. Showing that the matter was treated seriously and fairly.in explaining reasons, demonstrate to the reader that you take the matter seriously, have investigated carefully, and are making an unbiased decision.
Delivering bad news sensitively
--III. cushioning the bad news
• You can reduce the pain somewhat by breaking the news sensitively.a number of thoughtful techniques can cushion the blow.
1. Positioning the bad news strategically. Don’t let the refusal begin or end a paragraph.sandwich the bad news between other sentences instead of spotlighting it.
2. Using the passive voice: passive-voice verbs enable you to depersonalize an action (the passive voice highlights the action ) .in some instances you can combine passive-voice verbs and a subordinate clause.
Delivering bad news sensitively
--III. cushioning the bad news
3. Accentuating the positive: messages are far more effective when you describe what you can do instead of what you can’t do.
4. implying the refusal : try to avoid a direct statement of refusal. But be certain that you make the bad news clear.
5. Suggesting a compromise or an alternative: a refusal is not so depressing if a suitable compromise, substitute, or alternative is available.
Delivering bad news sensitively
--IV. closing pleasantly
• After explaining the bad news sensitively, close the message with a pleasant statement that promotes goodwill.closings to bad-news messages might include:
1. Forward look: anticipate future relations or business.
2. Alternative: if an alternative exists, end your letter with follow-through advice.
Delivering bad news sensitively
--closing pleasantly
• 3. Good wishes: (a letter rejecting a job candidate )
• 4. Freebies: when customers complain, companies often send coupons, samples, or gifts to restore confidence and to promote future business.
• 5. Resale or sales promotion: when the bad news is not devastating or personal, references to resale information or promotion may be appropriate.
When to use the direct pattern
• The direct pattern , with the bad news first, may be more effective, in situations such as the following:
• 1. When the receiver may overlook the bad news.
• 2.When organization policy suggests directness
• 3. When the receiver prefers directness
• 4. When firmness is necessary.(messages that must demonstrate determination and strength shouldn’t use delaying techniques)
• 5. When the bad news is not damaging ( insignificant)
3-x-3 writing process
• Prewriting: you need to analyze the bad news so that you can anticipate its effect on the receiver. If the disappointment will be mild, announce it directly. If the bad news is serious or personal, consider techniques to reduce the pain.
• Writing; gather information and brainstorm for ideas.jot down all the reasons you have that explain the bad news.concentrate on the strongest and safest ones. Avoid presenting any weak reasons; readers may seize on them to reject the entire message.
3-x-3 writing process
• Revising: be ready to switch positions and put yourself into the receiver’s shoes.prepare the final version, and proofread for format, punctuation, and correctness. |
发表于 2008-11-16 21:07:39
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