Bài giảng môn Quản trị kinh doanh - Writing strategies for reports and proposals

2/ePPT 11WritingStrategiesforReportsandProposalsMcGraw-Hill/IrwinUse of Direct and Indirect Strategiesin Formal and Informal ReportsAudience dictates report type. Supervisors and other interested individuals will not require as much contextual information as individuals outside your business.© Zefa Visual Media-Germany/Index Stock Imagery, Inc.Consider the Audienceto Determine StrategyKnown versus Unknown AudienceDetermine the Needed ResponseUse direct strategy if nothing is neededUse indirect strategy if an investment of some kind is requiredConsider the Audienceto Determine StrategyFIGURE 11.1 An Unknown AudienceAn unknown or external business audience such as clients or investors may need more detail and explanation to understand your report or proposal.Types of Reports Connected to StrategyTypes of Reports and Strategic ApproachesInformative = directPersuasive = indirectAnalytical = direct/indirectWriting Reports and ProposalsClearly and ConciselyOrganize Arguments and BenefitsSample Proposal A: Recruiting Summer InternsSample Proposal B: Recruiting Summer InternsOrganize Task Plan InformationSample Task PlanWriting Reports and ProposalsClearly and ConciselyWrite Goals and Objectives Clearly and SpecificallySample Goals and ObjectivesSample Proposal in Memo FormatSample Policy ReportSample Justification ReportComponents ofReports and Design StrategyExecutive SummaryTypical sources of key points in a report:HeadingsTopic sentencesEnumerationsCause and effect statementsEssentialsSample Executive SummaryComponents ofReports and Design StrategyIntroductionDirect strategy applicationpresents your context, basic topic, and suggested solutions or responses right awayIndirect strategy applicationpresents your context and basic topic, but does not specifically indicate your suggestions or responses. You are not directing the reader toward your results because you want them to be considered a natural outgrowth of your argumentComponents ofReports and Design StrategyBackgroundChronological approacharranges the data according to the order in which they occurredSituational approachdiscusses events or situations from the perspectives of certain departments or individualsStatistical approachprovides a series of number facts, which may be appropriate if the data you are relating are informational or influence the ultimate goal of the documentComponents ofReports and Design StrategySOURCE: SEC, 10-K report, year-end 2000; and SEC, 10-Q report, month-end March 2001.TABLE 11.1Net Losses and Expenses Generated duringYears 1998 through 2001 (in Millions)Components ofReports and Design StrategyTABLE 11.2Financial RatiosComponents ofReports and Design StrategyProblem and Purpose StatementsDirect strategy applicationIndirect strategy applicationComponents ofReports and Design StrategyGoals and ObjectivesVague goals and objectivesRevenues must be increased in the next few months.We should contact new potential vendors to ensure uninterrupted production.Tensions in the shipping department could be addressed by sensitivity training.Components ofReports and Design StrategyGoals and Objectives (continued)Specific goals and objectivesRevenues must be increased by 16 % before July.Contact vendors by next week to ensure uninterrupted production.Tensions in the shipping department stemming from charges of racial discrimination and sexual harassment could be addressed by requiring attendance at sensitivity seminars.Components ofReports and Design StrategyGoals and objectives must be specific and direct.© Charles Mann/CORBISComponents ofReports and Design StrategySolutions and RecommendationsMake detailed solution or recommendationShow audience all ramifications considered ConclusionEnd report on a positive noteEspecially when message is negative?Questions