11th: Report and Research Basics

Report Functions and Types

In terms of what they do, most reports fit into two broad categories: informational reports and

analytical reports.

1) Informational Reports.

Reports that present data without analysis or recommendations are primarily informational. For such reports, writers collect and organize facts, but they do not analyze the facts for readers. A trip report describing an employee’s visit to a trade show, for example, presents information. Weekly bulleted status reports distributed by e-mail to a team record the activities of each group member and are shared with supervisors. Other reports that present information without analysis involve routine operations, compliance with regulations, and company policies and procedures.

2) Analytical Reports.

Reports that provide data or findings, analyses, and conclusions are analytical. If requested, writers also supply recommendations. Analytical reports may intend to persuade readers to act or change their beliefs. For example, if you were writing a yardstick report that compares several potential manufacturing locations for a new automobile plant, you might conclude by recommending one site after discussing several criteria. Alternatively, let’s say you work for a company that is considering a specific building for a women-only gym, and you are asked to study the location’s suitability. You may have to write a feasibility report, an analysis of alternatives and a recommendation, that attempts to persuade readers to accept that site. To distinguish among findings, conclusions, and recommendations, consider the example of an audit report. The auditor compiles facts and figures—the findings of the report—to meet the purpose or objective of the audit. Drawing inferences from the findings, the auditor arrives at conclusions. With the audit objectives in mind, the auditor may then propose corrective steps or actions, the recommendations.

Organizational Strategies

Like other business messages, reports may be organized directly or indirectly. The reader’s expectations and the content of a report determine its development strategy. In long reports, such as corporate annual reports, some parts may be developed directly whereas other parts are arranged indirectly.

1) Direct Strategy.

When the purpose for writing is presented close to the beginning of a report, the organizational strategy is direct. Informational reports, are usually arranged directly. They open with an introduction, which is followed by the facts and a summary. The report begins with an introduction. The facts, divided into three subtopics and identified by descriptive headings, follow. The report ends with a summary and a complimentary close.

Analytical reports may also be organized directly, especially when readers are supportive of or familiar with the topic. Many busy executives prefer this strategy because it gives them the results of the report immediately. They don’t have to spend time wading through the facts, findings, discussion, and analyses to get to the two items they are most interested in—the conclusions and recommendations. You should be aware, though, that unless readers are familiar with the topic, they may find the direct strategy confusing. Many readers prefer the indirect strategy because it seems logical and mirrors the way they solve problems.

2) Indirect Strategy.

The organizational strategy is indirect when the conclusions and recommendations, if requested, appear at the end of the report. Such reports usually begin with an introduction or description of the problem, followed by 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’s findings. The writer is more likely to retain the reader’s interest by first explaining, justifying, and analyzing the facts and then making recommendations. This strategy also seems most rational to readers because it follows the normal thought process: problem, alternatives (facts), solution.

Source: Midge Gillies, Business Writing: The Essential Guide To Thinking And Working Smarter.

10th Week: Persuasive and Sales Messages

Persuasion is defined as the ability to use argument or discussion to influence an individual’s beliefs or actions. Parents use persuasion to cajole their kids into doing their homework. A team member uses persuasion to convince her technology-averse manager that instant messaging is an excellent tool to keep all team members informed about a project.

Successful persuasion depends largely on the reasonableness of your request, your credibility, and your ability to make the request attractive to the receiver. Many techniques can help you be effective in getting your ideas accepted by your fellow workers, superiors, and clients.

• Establish credibility. To be persuasive, you must engender trust. People must believe that you are telling the truth, are experienced, and know what you are talking about. Most of us would not be swayed if a soccer or film star told us how to ease world tensions. If you lack credentials or experience, use testimonials, expert opinion, and research to support your position.
• Make a reasonable, precise request. Persuasion is most effective if your request is realistic, doable, and attainable. Don’t ask for $100,000 worth of equipment when your department’s budget is $5,000. Also, be clear about your objective. In one research study, students posed as beggars and asked for money. If they asked for an unspecified amount, they received money 44 percent of the time. If they asked for a precise sum (say, $1), they received money 64 percent of the time. 4 Precise requests are more effective than vague ones.
• Tie facts to benefits. Line up solid information to support your view. Use statistics, printed resources, examples, and analogies to help people understand. Remember, however, that information alone rarely changes attitudes. Marketers have pumped huge sums into failed advertising and public relations campaigns that provided facts alone. More important is converting those facts into benefits for the audience.
• Recognize the power of loss. Describing the benefits of your 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. The threat of losing something one already possesses—such as time, money, competitive advantage, profits, reputation—seems to be more likely to motivate people than the idea of gaining that very same thing.
• Expect and overcome resistance. When proposing ideas, be prepared for resistance. This may arise in the form of conflicting beliefs, negative attitudes, apathy, skepticism, and opposing loyalties. Recognize any weakness in your proposal and be prepared to counter with well-reasoned arguments and facts.
• Share solutions and 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. When others’ views become part of a solution, they gain a sense of ownership; they buy in and are more eager to implement the solution.

Source: Midge Gillies, Business Writing: The Essential Guide To Thinking And Working Smarter.

9th Week: Electronic Messages and Digital Media

E-mail has replaced paper memos for many messages inside organizations and for some letters to external audiences. It is a standard form of communication within organizations, it will likely be your most common business communication channel. E-mails perform critical tasks such as informing employees, giving directions, outlining procedures, requesting data, supplying responses, and confirming decisions.

Much like hard-copy memos, routine e-mails generally contain four parts:

(a) an informative subject line that summarizes the message

(b) an opening that reveals the main idea immediately

(c) a body that explains and justifies the main idea

(d) a closing that presents action information, summarizes the message, or offers a closing thought. 

Remember that routine messages deliver good news or standard information.

1. Subject Line.

In e-mail messages an informative subject line is essential. It summarizes the central idea, thus providing quick identification for reading and filing. Busy readers glance at a subject line and decide when and whether to read the message. Those without subject lines are often automatically deleted. Stay away from meaningless or dangerous words. A sure way to get your message deleted or ignored is to use a one-word heading such as Issue, Problem, Important, or Help.

2. Opening.

Most e-mails cover nonsensitive information that can be handled in a straightforward manner. Begin by front loading; that is, reveal the main idea immediately. Even though the purpose of the e-mail is summarized in the subject line, that purpose should be restated—and amplified—in the first sentence.

3. Body.

The body provides more information about the reason for writing. It explains and discusses the subject logically. Good e-mails generally discuss only one topic. Limiting the topic helps the receiver

act on the subject and file it appropriately. A writer who describes a computer printer problem and also requests permission to attend a conference runs a 50 percent failure risk. The reader may respond to the printer problem but delay or forget about the conference request. Design your data for easy comprehension by using numbered lists, headings, tables, and other document design techniques.

4. Closing.

Generally conclude an e-mail with: (a) action information, dates, or deadlines; (b) a summary of the message; or (c) a closing thought. The closing is where readers look for deadlines and action language. An effective e-mail closing might be, "Please submit your report by June 15 so that we can have your data before our July planning session."

In more detailed messages, a summary of main points may be an appropriate closing. If no action request is made and a closing summary is unnecessary, you might end with a simple concluding thought (I’m glad to answer your questions or This sounds like a useful project). You don’t need to close messages to coworkers with goodwill statements such as those found in letters to customers or clients. However, some closing thought is often necessary to prevent a feeling of abruptness.

Source: Midge Gillies, Business Writing: The Essential Guide To Thinking And Working Smarter.