CHAPTER ELEVEN

Report Structure: The

Shorter Forms

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

11-2

Overview
Length and formality determine report structure
Characteristics of short reports
Direct and indirect order for organizing short reports
Forms of short reports
Forms of special reports
11-3

Length and Formality Determine

Report Structure
Long problems and formal contexts require a
more complex structure
Short problems and informal contexts need a
simpler structure
High formality
1st Title Title Letter Table Executive
Fly Page of of Summary THE REPORT PROPER
Step Trans. Contents

Letter Table Executive

Title
2nd Step Page
of of Summary THE REPORT PROPER
Trans. Contents

Title Table Combination

3rd Step Page of Transmittal/ THE REPORT PROPER
Contents Exec.Sum.

4th Step Title Combination

Transmittal/
Page Exec.Sum.
THE REPORT PROPER

Title
5th Step Page
THE REPORT PROPER

6th Step LETTER REPORT

MEMO
7th Step REPORT
Low formality
11-5

Characteristics of Short Reports

Little need
for introductory information
Predominance of direct order
More personal writing style
Less need for a structured coherence plan
 Illustration of an Email Report,
Direct Order (1 of 3)

Jeff T. Koontz

Quality of Plant Fire Protection

Recommended action.

My investigation of the quality of fire protection at the plant supports these

recommendations:
1. That the Safety Supervisor conduct training sessions for each fire
brigade until it is thoroughly trained.
2. That monthly practice runs be scheduled for all fire brigades.
3. That an alarm bell be placed outside the Shift Maintenance office in
Building 135.
 Illustration of an Email Report,
Direct Order (2 of 3)
4. That four standard fire extinguishers be placed in Building 135.
5. That the entire plant be inspected to determine the adequacy of fire
extinguishers.
Purpose of investigation.
These recommendations are based on information gathered from my
investigation following the fire in the Calcination Department, Building 133, last
July 14. As you will recall, you asked me to look into the quality of our fire
protection. Following are my findings.
Training deficiency of fire brigade.
Although they worked hard to put out the fire, the fire brigade was not effective.
It was obvious to all present at the scene (including brigade members) that the
brigade had not been trained properly. Brigade members had difficulty working
the pump and generally did not perform as a coordinated unit.
 Illustration of an Email Report,
Direct Order (3 of 3)
Inadequacy of alarm system.

The plant alarm was not heard in Building 135 (the fire brigade work area). A
telephone call was needed to alert brigade members. Thus, about seven
minutes were lost before fire-fighting work began.
Shortage of fire extinguishers.

The supply of fire extinguishers in the fire area was inadequate. So brigade
members had to go to other work areas to find the fire extinguishers. The
result was a loss of valuable fire-fighting time and unnecessary fire damage.
Informal reports received from workers in other parts of the plant indicate that
the shortage of fire extinguishers is plantwide.
 Illustration of a Memorandum
Report, Indirect Order (1 of 3)

Jeff T. Koontz

Quality of Plant Fire Protection

Introduction.
Following the fire in the Calcination Department July 14, you instructed me to
investigate the quality of our fire protection. My investigations revealed the
following deficiencies.
Training deficiency of fire brigade.
Although they worked hard to put out the fire, the fire brigade was not effective.
It was obvious to all present at the scene (including brigade members) that the
brigade had not been trained properly. Brigade members had difficulty working
the pump and generally did not perform as a coordinated unit.
 Illustration of a Memorandum
Report, Indirect Order (2 of 3)
Inadequacy of alarm system.
The plant alarm was not heard in Building 135 (the fire brigade work area).
A telephone call was needed to alert brigade members. Thus, about seven
minutes were lost before fire-fighting work began.
Shortage of fire extinguishers.
The supply of fire extinguishers in the fire area was inadequate. So brigade
members had to go to other work areas to find the fire extinguishers. The
result was a loss of valuable fire-fighting time and unnecessary fire
damage. Informal reports received from workers in other parts of the plant
indicate that the shortage of fire extinguishers is plantwide.
 Illustration of a Memorandum
Report, Indirect Order (3 of 3)
Recommended actions.
Based on the information reported , I make these recommendations:
1. That the Safety Supervisor conduct training sessions for each fire
brigade until it is thoroughly trained.
2. That monthly practice runs be scheduled for all fire brigades.
3. That an alarm bell be placed outside the Shift Maintenance office
in Building 135.
4. That four standard fire extinguishers be placed in Building135.
5. That the entire plant be inspected to determine the adequacy of
fire extinguishers.
11-12

Forms of Short Reports

Short Report
Letter Report
Email Report
Special Report
11-13

Special Report Forms

Staff Report
Meeting Minutes
Progress Report
AuditReport
Proposal
11-14

“Success is the maximum

utilization of the ability that
you have.”
--Zig Ziglar
 CHAPTER TWELVE

Long, Formal Reports

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

12-16

Overview
The organization and content of long reports
The components of a long report
Structural coherence in a long report
12-17

Organization and Content

of a Long Report
Prefatory components
 Title Fly
 Title Page
 Authorization Message
 Transmittal Message, Preface or Foreword
 Table of Contents & List of Illustrations
 Executive Summary
The Report Proper
 Introduction
 Report Findings with Footnotes (Two or more divisions)
 Summary Conclusion, and Recommendation
Appended Parts
 Bibliography
 Appendix
12-18

Letter of Transmittal
MIDWESTERN RESEARCH, INC.
1732 Midday Avenue
Chicago, IL 60607
Telephone: 312.481.2919
April 13, 2005

Mr. W. Norman W. Bigbee

Vice President in Charge of Sales
Allied Distributors, Inc.
3131 Speedall Street
Akron, Ohio 44302
Dear Mr. Bigbee:
Here is the report on the four makes of subcompact automobiles you
asked me to compare last January 3.
To help you in deciding which of the four makes you should buy as
replacements for your fleet, I gathered what I believe to be the most
complete information available. Much of the operating information
comes from your own records. The remaining data are the findings of
both consumer research engineers and professional automotive
analysts. Only my analyses of these data are subjective.
I sincerely hope, Mr. Bigbee, that my analyses will help you in
making the correct decision. I truly appreciate this assignment. And
should you need any assistance in interpreting my analyses, please
call on me.
Sincerely,
George W. Franklin
George W. Franklin
Associate Director
12-19

Table of Contents

Part Page
TABLE OF CONTENTS B. Gamma Gives Best Ride....................................……........11
Part Page C. Gamma Is Judged Most Durable........................................11
Executive Summary..................................................................................vi
I. THE FLEET REPLACEMNT PROBLEM......................................1 V. RECOMMENDATION OF GAMMA.....................................12
A. The Authorization by Vice President Bigbee.............................1
B. Problem of Selecting Fleet Replacements..................................1 LIST OF TABLES AND CHARTS
C. Reports and Records as Sources of Data ...................................2 TABLES
D. A Preview to the Presentation ...................................................2 I. ORIGINAL COST OF FOUR BRANDS
OF SUBCOMPACT CARS IN 2005.........................................3
II. THE MAJOR FACTOR OF COST .................................................2
II. COMPARISON OF REPAIRS AND RELATED LOST
A. Initial Costs Favor Beta .............................................................3
WORKING TIME FOR FOUR MAKES OF CARS FOR
B. Trade-in Values Show Uniformity ............................................4 TWO YEARS....................................................................….....5
C. Operating Costs Are Lowest for Gamma ..................................4 III. COST-PER-MILE ESTIMATE OF OPERATION...................5
D. Cost Composite Favors Gamma ...............................................6 IV. LIST OF STANDARD SAFETY FEATURES..........................7
III. EVALUATION OF SAFETY FEATURES ....................................6 V. COMPARATIVE WEIGHT DISTRIBUTIONS,
BRAKING DISTANCES, AND CORNERING
A. Delta Is Best Equipped with Safety Devices .............................7
ABILITIES.............................................................................….9
B. Acceleration Adds Extra Safety to Delta...................................8
VI. COMPARATIVE COMFORT AND RIDE.........................….11
C. Weight Distribution Is Best in Alpha and Gamma ...................9
D. Gamma Has Best Braking Quality ..........................................10 CHARTS
IV. RIDING COMFORT AND OVERALL CONSTRUCTION........10 1. Estimated Total Operating Cost.............................................….6
A. Gamma Ranks First in Handling .............................................10 2. Comparison of Acceleration Times........................................….8
12-20

Diagram of the Executive Summary

in Indirect and Direct Order
Executive summary I Executive summary
(in indirect order) (in direct order)

I II V
II I
III III II
IV III
V IV
IV

V
12-21

Executive Summary
Executive Summary
The recommendation of this study is that Gamma is the best buy for Allied
Distributors, Inc.
Authorized by Mr. Norman W. Bigbee, Vice President, on January 3. 2005, this
report is submitted on April 13, 2005. This study gives Allied Distributors an
insight into the problem of replacing the approximately 50 two-year-old
subcompact cars in its present sales fleet. The basis for this recommendation is
an analysis of cost, safety, and construction factors of four models of
subcompact cars (Alpha, Beta, Gamma, and Delta).
The four cars do not show much difference in ownership cost (initial cost less
trade-in allowance after two years). On a per-car basis, Beta costs least for a
two-year period--$3,216. Compared with costs for the other cars, Beta is $370
under Gamma, $588 under Alpha, and $634 under Delta. For the entire sales
fleet, these differences become more significant. A purchase of 50 Betas would
save $18,500 over Gamma, $29,400 over Alpha, and $31,700 over Delta.
Operation costs would favor Gamma. Cost per mile for this car is $0.13970, as
compared with $0.14558 for Alpha, $0.14785 for Delta, and $0.15184 for Beta.
The totals of all costs for the 50-car fleet over the two-year period show
Gamma to be least costly at $385,094. In second place is Alpha, with a cost of
$400,208. Third is Delta with $406,560, and fourth is Beta with a cost of
$417,532.
On the qualities that pertain to driving safety, Gamma is again superior to the
other cars. It has the best brakes and is tied with Alpha for the best weight
distribution. It is second in acceleration and is again tied with Alpha for the
number of standard safety devices. Alpha is second overall in this category,
having the second best brakes of the group. Beta is last because of its poor
acceleration and poor brakes.
Construction features and handling abilities place Gamma all by itself. It scores
higher than any other car in every category. Alpha and Delta are tied for
second place. Again Beta is last, having poor steering and handling qualities.
vi
12-22

Report Text (1 or 4)
2
C. Reports and Records as Sources of Data
The selection of the replacement brand is based on a comparative analysis of merits
of the four makes. Data for the comparisons were obtained from both company
records and statistical reports. Operating records of 10 representative cars of each
RECOMMENDATIONS FOR 2005 REPLACEMENTS IN ALLIED make provide information on operating costs. These reports are summaries
DISTRIBUTORS, INC., SALES FLEET BASED ON A COMPARISON OF compiled by salesperson-drivers and represent actual performance of company cars
FOUR SUBCOMPACT AUTOMOBILES under daily selling conditions. Additional material enumerating safety features,
overall driving quality, and dependability comes from the reports of the Consumers
Union of the United States, Inc., Automotive Industries, and Bond Publishing
I. PRELIMINARIES TO THE FLEET REPLACEMENT Company's periodical, Road and Track. Mr. Bigbee furnished the trade-in
PROBLEM allowance granted on the old models. From this material extensive comparisons of
the four makes are presented.
A. Authorization by Vice President Bigbee
This comparison of the qualities of four brands of subcompact automobiles is
D. A Preview of the Presentation
submitted April 13, 2005, to W. Norman W. Bigbee, Vice President, Allied
Distributors, Inc. At a meeting in his office January 3, 2005, Mr. Bigbee orally In the following pages of the report, the four cars are compared on the basis of three
authorized Midwestern Research, Inc., to conduct this investigation. W. George factors: operating costs, safety, and total performance. Operating costs receive
W. Franklin, Associate Director for Midwestern Research, served as director of primary attention. In this part, the individual cost items for each car are analyzed.
the project. This analysis leads to the determination of the most economical of the four cars.
B. Problem of Selecting Fleet Replacements Safety features make up the second factor of comparison. In this part the analysis
centers on the presence or absence of safety features in each car and the quality of
The objective of this study is to determine which model of subcompact
the features that are present. From this analysis comes a safety ranking on the cars.
automobile Allied Distributors, Inc., should select for replacement in its sales
The third factor for comparison is total performance and durability. As in preceding
fleet. The firm's policy is to replace all two-year old models. It replaces
plan, here the analysis produces a ranking of the cars.
approximately 50 automobiles each year.
The replacements involve a major capital outlay, and the sales fleet expense
constitutes a major sales cost. Thus, the proper selection of a new model presents II. THE MAJOR FACTOR OF COST
an important problem. The model selected must be economical, dependable, and
As cost is an obvious and generally accepted requirement of any major purchase, it
safe. Allied is considering four subcompact automobiles as replacement
is a logical first point of concern in selecting a car to buy. Here the first concern is
possibilities. As instructed by Mr. Bigbee, for reasons of information security,
the original cost--that is, the fleet discount price. Of second interest in a logical
the cars are identified in this report only as Alpha, Beta, Gamma, and Delta.
thinking process is the cash difference after trade-in allowance for the old cars.
These figures clearly indicate the cash outlay for the new fleet.
1
12-23

Report Text (2 of 4)
3 4
Further discussion of standard features of the cars appears in the following discussions
of safety and per-mile operating costs.
A. Initial Costs Favor Beta
From Table I it is evident that Beta has the lowest window sticker price before and
B. Trade-in Values Show Uniformity
after trade-in allowances. It has a $634 margin, which must beconsidered in the light
of what features are standard on Beta in comparison with those standard on the other Original costs alone do not tell the complete purchase-cost story. The values of the
cars. That is, the Beta may have fewer standard features included in its original cost cars at the ends of their useful lives (trade-in values) are a vital part of cost. In this
and, therefore, may not be worth as much as the Alpha, Gamma, or Delta. case, the highest trade-in value is $4,850 for Delta the lowest is $4,500 for Beta (see
Table I). Only $350 separates the field.
Although fairly uniform, these figures appear to be more significant when converted to
Table I
total amounts involved in the fleet purchases. A fleet of 50 Betas would cost
ORIGINAL COST OF FOUR BRANDS $160,800. The same fleet of Gammas, Alphas, and Deltas would cost $179,376,
OF SUBCOMPACT CARS IN 2005 $190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betas
would be $18,550 lower than Gammas, Alphas, and Deltas would cost $179,376,
Make Windows Sticker Trade-in Value Cash Costs after
$190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betas
Prices for Two-Year Trade-in Allowance Old Makes*
would be $18,550 lower than Gammas, $29,216 lower than Alphas, and $31,676 lower
Alpha $9,318 $4,514 $4,804 than Deltas.
Beta $8,716 $4,500 $4,216 C. Operating Costs Are Lowest for Gamma
Gamma $9,140 $4,552 $4,588 Gamma has the lowest maintenance cost of the four, 1.970 cents per mile. But Delta is
close behind with 2.0650 cents. Both of these cars are well below the Beta and Alpha
Delta $9,700 $4,850 $4,850
figures of 2.7336 and 2.7616, respectively. As shown in Table II, these costs are based
*Trade-in value for Alpha and Beta are estimates on estimates of repairs, resulting loss of working time, tire replacements, and
Sources: Primary and Road and Track, 2005 miscellaneous items.
It should be stressed here how greatly repair expense influences the estimates.
It is clear that where features are listed as standard they do not add to original cost, Actually, two expenses are involved, for to the cost of repairs the expense of time lost
but where listed as options they do. As will be shown later, Delta has many more by salespeople must be added. Obviously, a salesperson without a car is unproductive.
standard features than do the other makes. In addition to a study of standard features, Each hour lost by car repairs adds to the cost of the car's operation.
a close look at trade-in values and operating costs will also be necessary to properly
The time lost for repair is the same for each car--five hours. Thus, the important
evaluate original cost.
consideration is the number of repairs and the costs of these repairs. On this basis, the
Gamma has the lowest total cost burden at $1,086 (see Table II). Delta ranks second
with $1,038. Beta is third with $1,506, and Alpha is last with $1,520.
12-24

Report Text (3 of 4)
5
Alpha's margin is $1,034 per car and $11,742 for the fleet total. Alpha's per car
margin over Beta is $356.12, and its fleet margin is $17,806.

D. Cost Composite Favors Gamma

Gamma is the most economical of all cars when all cost figures are considered (see
Table III). Its total cost per mile is 13.970 cents, as compared with 14.558 cents for
Alpha, 14.786 cents for Delta, and 15.184 cents for Beta. These figures take on
more meaning when converted to total fleet cost over the two-year period the cars
will be owned. As shown in Chart 1, a fleet of 50 Gammas would cost Allied a
total of $385,094.
CHART 1
Estimated Total Operating Cost
Gamma
Alpha
Delta
Beta

THOUSANDS OF DOLLARS
This figure0 is under all other
360car totals. It is400 420
$15,114 below Alpha's $400,208,
$21,466 below Delta's $406,560, and $32,436 below Gamma's $417,532.

III. EVALUATION OF SAFETY FEATURES

Even though cost receives major emphasis in this analysis, safety of the cars is also
important How much importance safety should receive, however, is a matter for
Allied management.
12-25

Report Text (4 of 4)
12
C. Gamma Is Judged Most Durable
Gamma is assembled with better-than-average care. In fact, Consumer Research
engineers have found only 16 minor defects in the car. In addition, Gamma has a
better-than-average record for frequency of repairs. Delta, second in this
category, has only 20 problems. Some of these problems are judged as serious,
however.
For instance, in the test run the starter refused to disengage after a few hundred
miles had accumulated on the car. The car's ignition timing, idle mixture, and
idle speed were incorrectly set. An optically distorted windshield and inside
mirror were discovered. In spite of all these defects, Delta ranks above Alpha
and Beta on durability.
Clearly, Gamma leads in all categories of riding comfort and overall
construction. It handles best. It gives the best ride. And it has some definite
construction advantages over the other three.

V. RECOMMENDATION OF GAMMA
Normally, this simulation cannot be merely a count of rankings on the
evaluations made, for the qualities carry different weights. Cost, for example, is
the major factor in most such decisions. In this instance, however, weighting is
not necessary, for one automobile is the clear leader on all three of the bases
used for evaluation. Thus, it would lead in any arrangement of weights.
From the data presented, Gamma is the best buy when all cost are considered.
The total difference on a purchase of 50 automobiles is a significant $15,114
over the second-place brand. Gamma has a slight edge when safety features are
considered. And it is the superior car in handling ease, ride quality, and
construction. These facts point clearly to the recommendation that Allied buy
Gammas this year.
12-26
Diagram of the Structural
Coherence Plan of a Long, Formal
Report (1 of 2)
The first part of the structural coherence plan is
the introduction preview. Here the readers are
told how the report will unfold. Specifically, they
are told what will be covered, in what order it will
be covered, and the reasons for this order.

Because the report is long and involved,

introductions are needed at the beginnings of the
major sections to remind the readers where they
are in the plan outlined in the preview. These
parts introduce the topics to be discussed, point
the way through the sections, and relate the
topics of the sections to the overall plan of the
report.
12-27
Diagram of the Structural
Coherence Plan of a Long, Formal
Report (2 of 2)
Conclusions and summaries for each major
report section help readers to gather their
thoughts and see the relationships of the
report topics.

Completing the plan, a final conclusion or

summary section brings the report to a head.
Here, previously drawn section summaries
and conclusions are brought together. From
these a final conclusion and
recommendation may be drawn.
12-28
Coherence through backward- and forward-
looking introductory paragraphs and sentences (1
of 2)

 All of this evidence appears to justify our taking steps to correct the
problem. Thus, it is now appropriate to discuss these steps in
detail.
 For reasons that have been shown, three of the work plans are
not acceptable to employees. As will be shown, they strongly
favor the fourth, which will now be discussed detail.
 Having concluded that the machine has failed, we must determine
whether it can be altered to meet our needs.
 Exhaustive research has revealed that the success of a voluntary
plan is influenced by the facts involved. Thus, it is necessary that
we now examine the facts of our unique situation.
12-29

Coherence through backward- and forward-

looking introductory paragraphs and sentences (2
of 2)

 From the preceding analysis, it appears evident that sales are

likely to decline sharply in the next quarter. Before we adjust for
this development, however, it is necessary that we consider the
outlook for the economy in the region. Such a review follows.
 To this point, two facts are obvious. Sales have dropped sharply,
and the company has a new advertising agency. Now it is
necessary to determine whether these two facts have a cause-
effect relationship.
12-30

“The harder you work, the

harder it is to surrender.”
--Vince Lombardi
 CHAPTER FOURTEEN

Informal Oral
Communication

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 Informal Oral Communication
Overview
Informal Talking
Conducting and Participating in Meetings
Telephone and Voice Mail Techniques
Dictating Messages and Reports
Listening
Nonverbal Communication
Elements of Good Talking
Voice Quality
Talking Style
Word Choice and Vocabulary
Central Role of Adaptation
 Voice Quality
It is
pitch and resonance of
vocal sounds
Not all voices are good
How to improve yours:
You know good voice quality.
Listen to yourself.
Do what you can to improve.
 Talking Style
It is
the blending of pitch, speed,
and volume.
To improve
Analyze your style. Listen to yourself.
Then do what you can to make yours
better.
 Word Choice
Adapt. Choose words in your
listener’s vocabulary.
Recall adaptation suggestions in
chapters 2 and 3.
 Adaptation
The preceding suggestion applied to the whole
message.
It is more than just word choice. It also
concerns idea simplification.
 Courtesy in Talking
Don’t dominate or drown out others.
Apply the Golden Rule; accord others the courtesy
you expect from them.
 Techniques for
Conducting Meetings
Plan the meeting.
Follow the plan.
Move discussion along.
Control those who talk too much.
Encourage participation from those
who talk too little.
Control time.
Summarize at appropriate places.
 Techniques for
Participating in Meetings
Follow the agenda
Participate
Do not talk too much
Cooperate
Be courteous
 Using the Telephone
Trivial?Perhaps.
But many of us have bad
techniques.
Bad voice quality – gruff, shrill, soft
Inconsiderate (usually unintentional)
 What you can do about it.

Listen toyourself – record a conversation.

 Work for naturalness.
Follow recommended procedures for courtesy.
 Techniques of Telephone
Courtesy
When calling
introduce yourself and ask for person you want
explain purpose of call if unsure of person to contact

When answering
identify
company/office and offer to help
emphasize thoughtful answering practices
Effective Voice Mail Techniques
Speak clearly and distinctly
Identify yourself by name and
affiliation
Give overview of message
Continue with details
Ask for action if needed
Speak slowly with callback information
End with goodwill comment
 Wireless Telephones
Now widely used.
And growing fast.
But they have created a
nuisance.
We can reduce their annoyance by
Turning off ringer in meetings and other places where
disruptive
Not using them at social gatherings
Not placing them on the table while eating
Avoiding talking with others are in earshot
Avoiding discussing personal matters around others
Not talking too loud
Calling from a quiet place
Being courteous to those around while talking
Avoiding use while driving
 Techniques of Dictating
Gather the facts.
Plan the message.
Make the words flow.
Speak clearly.
Give paragraphing, punctuation, and other
instructions as needed.
Play back intelligently.
Proofread for accuracy.
 Listening
The receiving end of communication
Causes more problems than the
sending end.
It involves
 sensing,
 filtering,
and
 remembering.
To improve your listening
You must first want to improve.
Then work to pay attention.
Work on the accuracy of your filtering – think.
Work to remember – concentrate.
The Ten Commandments
of Listening
 Stop talking
 Put talker at ease
 Show talker you want to listen
 Remove distractions
 Empathize with talker
 Be patient
 Hold your temper
 Go easy on argument and criticism
 Ask questions
 Stop talking
Nonverbal communication
It isthe communication that occurs
without words.
It accounts for a larger part of the
message than words.
We use it to reinforce our words.
But it also communicates by itself.
 Types of nonverbal
communication: (1) Body language
How we gesture with arms, fingers,
hands, face
How we stand, walk
Our posture at
Our eye movements
The clothes we wear and how we wear
them
How we decorate our bodies (tattoos,
piercing)
Etc.
 Types of nonverbal
communication: (2) Space
Intimate (contact to 18 inches)
Personal (18 inches to 4 feet)
Social (4 to 12 feet)
Public (12 feet to range of sight)
Our behavior in each is determined by our culture.
We need to be sensitive to the space conditioning
of others.
 Types of nonverbal
communication: (3) Time
Concepts of time also vary by culture.
Punctuality, orderly activities vary in importance by
culture.
 Types of nonverbal
communication: (4) Paralanguage
It is how the words are delivered.
It is the speed, pitch, emphasis, volume, and such
that we give the words.
Recall the text example: “I am a good
communicator.”
Repeat five times emphasizing a different word
each time.
“If speaking is silver,
then listening is gold.”

--Turkish Proverb
 CHAPTER FIFTEEN

Public Speaking and

Oral Communication

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

15-58

Overview
 Selection of the Topic
 Preparation of the Presentation
 Determination of the Presentation
Method
 Consideration of Personal Aspects
 Audience Analysis
 Appearance and Physical Actions
 Use of Voice
 Use of Visuals (Graphics)
 Team (Collaborative) Presentations
 Reporting Orally
15-59

Formal Speeches:
Determination of the Topic
It
may be assigned.
You may have to selected it.
15-60

If It Is Assigned
Probably it is because of your expertise on the
topic.
The situation may assign it, such as
a welcome address,
 an honors award, or
 a charity drive.
15-61

If You Must Select

Be guided by
 your background and knowledge,
 the audiences interests, and
 the occasion of the speech.
15-62

Then Prepare.
Gather the information needed
(libraries, files, Internet, interviews).
Next, organize.
 Introduction
 Body
 Conclusion
15-63

Introduction
Prepares listeners to receive message
Arouses interest
15-64

Some Opening Strategies

Give a human interest story.
Pose an unanswered question.
Present a surprise statement.
Give a startling statistic.
Use appropriate humor.
Quote a recognized expert.
Appeal to solve a common problem.
15-65

Body
Divide the whole into comparable parts.
Apply conventional relationships of data
(time, place, quantity, factor, combination).
Use factors for presenting issues and
questions.
Connect major points with transitions.
15-66

The Conclusion, Ending

Consider
 Restating the subject.
 Summarizing key points.
 Stating that conclusion – the climactic
ending.
15-67

Presentation Methods
Extemporaneous – from notes, rehearsed
Memorized – the most difficult, hazardous
Reading – typically dull, mechanical
15-68

Consideration of Personal Aspects

Confidence – gained by
 Preparing well
 Dressing appropriately
 Talking strong

Sincerity – try to project it

Thoroughness – scant, hurried
presentations are obvious
Friendliness – make genuine
15-69

Audience Analysis
Preliminary – Determine size, characteristics
(education level, sex, age, etc.)
 Then adapt.
During presentation – Get feedback (smiles,
frowns, blank stares, applause)
 Then adjust during speech.
15-70

Appearance and Physical Action

 The communication environment – the things that surround
you as you speak
 Your appearance – how they see you is part of the message.
 Your posture – also communicates
 So does your walking – to and from the podium, during
speech
 Also, your facial expressions (smiles, eye movements,
frowns)
 Likewise, the your gestures – vague in meaning, but they
communicate
15-71

Use of Voice
Vary Pitch.
Change Speaking Speed.
Use Vocal Emphasis.
Develop Pleasant Voice Quality.
Improve Through Self-Analysis and Imitation.
15-72

Selection of Visuals
Design – select what simplifies, communicates the complex
Types – know them all, for the one occasion
Audience size, cost, ease of preparation – consider all
 15-73

Media Options
Image Audience Ease of
Media Quality Size Cost Preparation
Nonprojected Poster Very good Small $$ Medium
Flip chart Good Small $ Short
Presentation board Good Small $ Short
Real object or model Very good Small $-$$$$ Short to long
Chalkboard or white board Fair Medium $ None
Photos Very good Medium $$] Short to medium
Handouts Excellent Large $-$$ Short to long

Projected 35m slides Very good Large $ Medium

Overhead transparencies Very good Medium $ Short
Visual presenters Very good Medium None None
TVs/VCRs Excellent Medium to $-$$$$ Short to long
large
Computer projection Good Medium to None Short to long
large
15-74

Techniques of Using Visuals

Make certain that everyone in the audience
can see the visuals.
Explain the visuals if necessary.
Organize and plan the use of each visual.
Emphasize the visuals.
Talk to the audience--not the visuals.
Avoid blocking the listeners’ view of the
visuals.
15-75

Team Presentations
Plan to incorporate ideas on individual
speeches and collaborative writing.
Plan order and content.
Plan physical factors.
Plan staging.
Plan closing and Q & A session.
Plan to rehearse presentation.
15-77

Preparing the Oral Report

Determine objective – as in written reports
Organize – as in written reports
 Butindirect order dominates.
 Conclude, as in written reports
15-78

“It usually takes more than three

weeks to prepare a good impromptu
speech.” -- Mark Twain
 CHAPTER SIXTEEN

Techniques of
Cross-cultural Communication

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 Overview
The Importance of Cross-cultural Communication in Business
Problems of Cultural Differences
Problems of Language
Some Solutions for Improved Communication
 Why is communicating across
cultures important to business?
Technological advances have made doing business
more global.
Understanding those who buy and use a company’s
products or services helps you design ones that fit your
customers’ needs.
Successful communication improves productivity and
creates a comfortable workplace.
Communicating with those from other cultures enriches
your business and personal life.
Problems of Cultural Differences
Body positions and movement
Views and practices concerning factors of human
relationships
Effects on business communication techniques
Body Positions and Movement
Body Parts
Gestures
Eye Contact
Touching and Handshaking
Facial Expression
 Some Gesture Differences
Gesture Meaning 1 Meaning 2
Hand up, palm out, wrist stiff, back Good-bye No
and forth motion (America) (Europe)
Raised hand with index finger Come here Rude to point a finger
extended, head high (America) (Japan)
Raised hand, fingers in “V” position Victory or peace Double, sexual, insulting
(with palm out) (with palm in)
(America) (England)
Vertical horns Hook’em Horns Your spouse is unfaithful
(Texas) (Italy)
Good luck
(Brazil and Venezuela)
Thumbs up Fine, Good going, Strong, sexual insulting
Everything is okay (Nigeria and Australia)
(America)
Attitudes Toward Factors of
Human Relationships
Time
Space
Odors
Frankness
Intimacy of Relationships
Values
Expression of Emotions
 Effects on Business
Communication Techniques
Our communication techniques are not
universally acceptable.
Our techniques do not work with all English-
speaking people.
Problems can be overcome by learning about
other cultures.
British English vs. American English

British American

Spelling Labour Labor

Differences Generalise Generalize
Mum Mom
Meaning Lift Elevator
Differences Blokes Guys
Phones Called
Chips Fries
Billion (12 zeros) Billion (9 zeros)
Tights Panty hose
Trousers Pants
Bin Trash
Problems of Language
Lack of language equivalency
Difficulties in using English
 Multiple meanings of words
 Two-word verbs
 Culturally derived words
 Language Equivalency
Examples
No such word
 The Japanese have several words to define fine
shadings of dependence, obligations, and
responsibility that are difficult to translate to English
because our culture has not learned to experience
them.
No need for the word
No equivalent grammatical form
Examples of Multiple Meanings
run
fast
ring
Substitutes for Two-word Verbs

Two-word Verb Substitute

cut up clown
keyed up excited, nervous
live down remove, overcome
put away kill
shut out prevent
tie down hold
track down search
Avoid Culturally Derived Words
Slang expressions
Shifted use (sports, computer, science)
Idioms and colloquialisms
 Some American Idioms to Avoid
 burn your bridges  pull no punches
 cold turkey  stick in the mud through thick and thin
 doggie bag  tie the knot
 fat chance  tighten one’s belt
 gravy train  up a tree
 have your cake and eat it too  walk on air
 in a nutshell  wheel and deal
 let the cat out of the bag  worth one’s salt
 pot calling the kettle black
Suggestions for Communicating
Across Cultures Successfully
Talkor write as simply and clearly as possible
Word questions carefully
 Avoid double questions
 Avoid yes/no questions
 Avoid negative questions

Use continuous confirmation

 Use back translating when possible
 Use technology to assist with written and oral
communication
“More than technical or infrastructure
problems, cultural problems will be
the biggest issue that merchants will
face in the global marketplace.”
--Bruce Guptill, Analyst
The Gartner Group