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Informal Business Reports Explained

This chapter covers the functions, strategies, and writing styles of informal and formal reports in business, emphasizing their importance in decision-making processes. It outlines the report writing process, including defining problems, collecting data, and presenting findings in various formats such as digital files, slide decks, and infographics. Additionally, it distinguishes between informational and analytical reports, detailing their organizational strategies and writing styles.

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0% found this document useful (0 votes)

9 views31 pages

Informal Business Reports Explained

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Nguyễn Phương Bảo Ngọc

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

Informal Reports

chapter

9
Learning Outcomes
After studying this chapter,
you should be able to do
the following:

1 Define informational
and analytical report func-
tions, strategies, and writ-
ing styles.

2 Describe typical report

formats and effective
report headings.

3 Explain the report writ-

ing process starting with
defining the problem and
collecting data.

4 Write short informa-

tional reports that describe
routine tasks.

5 Compose short analyti-

cal reports that solve busi-
ness problems.

Marvent/[Link]

9-1 Writing Reports in the Digital Age

Nearly all businesses create reports. Efficient reporting plays a critical role in helping
digital age organizations sift through huge amounts of data to make decisions. Whether
a company decides to launch a new product, expand into new markets, reduce
expenses, improve customer service, or increase its social media presence, decisions
are usually based on information submitted in reports. Routine reports keep managers
informed about work in progress. Focused, in-depth reports help managers analyze the
challenges they face before recommending solutions.
Business reports range widely in length, purpose, and delivery mode. Some are
short, informal bulleted lists with status updates. Others are formal 100-page financial
258 Chapter 9: Informal Reports

dumping the vehicles while ignoring local regulations.

Although the companies may become profitable, some
researchers expect to see many go bankrupt.1 What
kinds of primary and secondary research could have
prevented the backlash and potential bankruptcy?

forecasts. Routine reports may be generated weekly or monthly, whereas focused

reports cover specific problems or situations. Report findings may be presented orally
in a meeting or shared online. Reports today are delivered digitally in e-mail messages,
Learning
Outcome
Define informational and
1
PDF (portable document format) files, websites, or slide decks. Report files can be analytical report functions,
accessed on a company’s intranet or saved on cloud servers off-site. strategies, and writing
styles.
This chapter examines the functions, strategies, writing styles, and formats of typical
business reports. It also introduces the report-writing process and discusses methods
of collecting, documenting, and illustrating data. Some reports provide information
only; others analyze and make recommendations. Although reports vary greatly in
length, content, form, and formality level, they all have one or more of the following
purposes: to convey information, answer questions, and solve problems.

9-1a Basic Report Functions

In terms of what they do, most reports fit into one of two broad categories:
informational reports and analytical reports.
Informational Reports. Informational reports present data without analysis or
recommendations. 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, simply provides factual information. Weekly bulleted status reports
distributed by e-mail to a team summarize the activities of each group member and are
shared with supervisors. Other reports that present information without analysis include
monthly sales reports, progress reports, and government compliance reports.
Analytical Reports. In addition to reporting data and findings, analytical reports
provide analysis and conclusions. 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 would compare the locations
using the same criteria and then provide a recommendation. Other reports that
provide recommendations are feasibility studies (e.g., for expansion opportunities) and
justification reports (e.g., for buying equipment or changing procedures).

Chapter 9: Informal Reports 259

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
9-1b Organizational Strategies
Like other business messages, reports may be organized directly or indirectly. The
reader’s anticipated reaction and the content of a report determine its organizational
strategy, as illustrated in Figure 9.1. In long reports, such as corporate annual reports,
some parts may be organized directly whereas other parts are arranged indirectly.
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.
Direct Strategy. When you place the purpose for writing close to the beginning of a
report, the organizational strategy is direct. Informational reports, such as the safety
compliance report shown in Model Document 9.1, are usually arranged directly. They
open with an introduction, which is followed by the facts and a summary. In Model
Document 9.1 the writer sends this report to respond to a request for information about
complying with job safety procedures. The report opens with an introduction followed
by a bulleted list of compliance data. The report ends with a summary and a forward
look.
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
explanations. They end with conclusions and recommendations. This strategy is helpful
when readers are unfamiliar with the problem or when they must be persuaded. When
readers may be disappointed in or hostile toward the report’s findings, an indirect
strategy works best. The writer is more likely to retain the reader’s interest by first
explaining, justifying, and analyzing the facts and then making recommendations. This

Figure 9.1 Audience Analysis and Report Organization

If readers are If readers If readers are If readers need If readers need If readers may
informed are eager to have supportive to be educated to be persuaded be disappointed
results first or hostile

Direct Strategy Indirect Strategy

Informational Analytical Analytical
Report Report Report
▪ Introduction/Background ▪ Introduction/Problem ▪ Introduction/Problem

▪ Facts/Findings
▪ Conclusions/
▪ Facts/Findings Recommendations
▪ Discussion/Analysis
▪ Facts/Findings
▪ Summary ▪ Conclusions/
Recommendations
▪ Discussion/Analysis

260 Chapter 9: Informal Reports

ARKEMA MANUFACTURING CO. Uses letterhead

8937 WEST MARLBOROUGH AVENUE stationery for
WEST HEMPSTEAD, NY 11552 informal report
August 10, 2022 addressed to
an outsider
Mr. Tyson Roth
New York Public Employee Safety Bureau
401 New Karner Road, Suite 300
Albany, NY 12205

Dear Mr. Roth:

Includes subject Subject: Job Safety and Standard Operating Procedures at Arkema Manufacturing Co.
line for quick
comprehension Here is the report you requested regarding our job safety and operating procedures. As
you suggested, we followed your instructions to outline plant safety responsibilities for
all personnel. This report, along with diagrams and manuals, is now available at each
workstation. It has also been circulated to all employees and is posted on all depart-
ment bulletin boards.

As instructed, we hired a firm to translate our safety manuals into the languages
spoken on the plant floor. In addition, we are working on a plan to ensure regular
updating of the manuals. Specific procedures are as follows:

• The binding manager will stand in front of the department near the binding Presents
equipment to observe employees operating the equipment and working near the facts without
machinery. The manager will direct employees out the employee entrance or analysis or
through the main office, in case of a fire.
recommenda-
Organizes • The fabrication manager will be responsible for the proper shutdown of all tions
information equipment before shifts end. Press operators and injection operators will perform
into bulleted shutdown of ovens and extruders.
segments to
• The production supervisor will go to the junction at the binding and ﬁnishing cells to
concisely ensure that (a) work areas are clutter free, (b) proper attire is worn, and (c) safety
present an equipment is working properly.
overview of
separate safety • In the supplies room, the forklift operator on each shift will inspect the forklift for any
concerns visible damage.

• In the assembly area, the shift supervisor will ensure that employees are directed
out of the building through the east hallway.

We hope these procedures are satisfactory since we seek the utmost safety for our Closes politely
employees. Should you have any questions or further suggestions, please call me at with contact
518-464-3053 or send an e-mail to tspears@[Link]. With these measures now information
in place, we trust that we will pass the September inspection with flying colors.
and a look
Sincerely, forward

Tiara Spears Tips for Writing Letter Reports

Tiara Spears • Use letter format for short informal reports sent to
Vice President, Operations outsiders.
• Organize the report into an introduction, body, and
summary closing.
• Single-space the body.
• Double-space between paragraphs.
• Create side margins of 1 to 1.25 inches.

strategy also seems most rational to readers because it follows the normal thought
process: problem, alternatives (facts), solution.

9-1c Informal and Formal Writing Styles

Like other business messages, reports can range from informal to formal depending
on their purpose, audience, and setting. An informal writing style is conversational. It
is appropriate for familiar audiences and noncontroversial topics. Characterized by a

Chapter 9: Informal Reports 261

Copyright 2023 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
9-2a Typical Report Formats
Reporting in organizations remains a key need in business today. Many types of reports
coexist and vary greatly by sector or industry. The format of a report depends on
its length, topic, audience, and purpose. After considering these elements, you will
probably choose from among the following formats.
Digital Formats and PDF Files. Writers routinely save and distribute reports
as portable document format (PDF) files. This file type, invented by Adobe,
condenses documents while preserving the formatting and graphics. A report
created with Microsoft Word, Excel, or PowerPoint can easily be saved as a PDF file.
A PDF report might include links to external websites, a nice advantage over printed
reports. Web-based reports may feature engaging multimedia effects, such as “Third person makes
interactive charts and video. ideas sound less subjec-
tive since it removes
Digital Slide Decks. Many business writers deliver their report information in a digital
direct reference to the
slideshow, also called a slide deck. These slides can be sent by e-mail, posted on the
writer. . . . For example,
Web, or accessed on a company intranet. When used in reporting, slide decks may
‘Researchers first need
have more text than typical presentation slides. Photographs, tables, charts, and other
to determine partici-
visuals make slide decks more inviting to read than print pages of dense report text.
pants’ (written in the
Not surprisingly, communicators in marketing, technology, media, entertainment, and
third person) conveys a
consulting are fond of using slide deck reports to summarize their statistics and other
more formal, objective
findings.
tone than ‘You first need
Figure 9.3 illustrates a Facebook slide deck reporting on topics and trends recently
to determine partici-
gaining momentum. The slides present the key elements of a report: introduction,
pants’ (second person)
and ‘I first needed to
Figure 9.3 Facebook Slide Deck determine participants’
(first person). Instruc-
Facebook presents the culmination of a year’s research and insights in a visually appeal- tors, institutions and
ing slide deck. The report validates the findings of its research tracking conversations of publishers generally
its users in six categories: Art and Design, Beauty and Fashion, Entertainment, Food and require writing in the
Drink, Mind and Body, and Travel and Leisure. The slide deck follows a typical report for- third person to maintain
mat with a title page, table of contents, introduction, executive letter, methodology, and sec- a more formal tone.”2
tions devoted to findings including statistics and charts—all properly footnoted.
Kristie Sweet, content
writer, Demand Media
ExactTarget

Chapter 9: Informal Reports 263

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
methodology, concise descriptions, statistics, and even footnotes. From the myriad
conversations of Facebook users, this report documents developments in people’s
attitudes, expectations, and behaviors. This valuable information is of particular interest
to Facebook advertisers as well as to other marketers looking for future consumer
behavior.
Infographics. Infographics, short for information graphics, are visual representations
of data or information. They can display complex information quickly and clearly, and
they are easier to understand than written text. Infographics are also affordable and
effortlessly shared on social media platforms. In fact, good infographics can go viral
when viewers embed and spread the word about them in their blogs and on their
social media networks. Infographics can tell compelling stories that help all types of
businesses attract and inform consumers.
E-Mail and Memo Formats. Many reports are attached to e-mails, posted online, or,
if short, embedded in the body of e-mails. For short informal reports that stay within
organizations, the memo format may still be appropriate. Memo reports begin with
essential background information, using standard headings: Date, To, From, and
Subject. Memo reports differ from regular memos in length, use of headings, and
deliberate organization. Today, memo reports are rarely distributed in hard copy; more
likely they are shared electronically as PDF files.
Forms and Templates. Office workers use digital forms that are usually made available
on the company intranet or the Internet. Such electronic templates are suitable for
repetitive data, such as monthly sales reports, performance appraisals, merchandise
inventories, and personnel and financial reports. Employees can customize and fill in
the templates and forms. Then they distribute them electronically or print them. Using
standardized formats and headings saves a writer time and ensures that all necessary
information is included.
Letter Format. The letter format for short informal reports (usually eight or fewer
pages) addressed outside an organization can still be found in government agencies,
real estate, and accounting firms. Prepared on office stationery, a letter report
contains a date, inside address, salutation, and complimentary close, as shown earlier
in Model Document 9.1. Although they may carry information similar to that found in
correspondence, letter reports usually are longer and show more careful organization
than typical letters. They also may include headings to guide the reader through the
content and may come with attachments. Like memo reports, letter reports are also
likely to be sent to clients as PDF files.
Manuscript Format. For longer, more formal reports, use the manuscript format.
These reports are usually printed on plain paper without letterhead or memo header.
They begin with a title followed by systematically displayed headings and subheadings.
You will see examples of proposals and formal reports using the manuscript format in
Chapter 10.

9-2b Effective Report Headings

Descriptive headings are structural cues that assist readers in comprehending the
organization of a report. They highlight major ideas, allowing busy readers to see the
big picture at a glance. Moreover, headings provide resting points for the mind and
for the eye, breaking up large chunks of text into manageable and visually inviting
segments.
Report writers may use functional or talking headings, examples of which are shown
in Figure 9.4. Functional headings are one- or two-word labels that show the outline
of a report but provide little insight about the contents. Functional headings are useful
for routine reports. By keeping the headings general, experienced writers hope to
minimize reader opposition or reaction to controversial subjects.

264 Chapter 9: Informal Reports

Functional Headings Talking Headings Combination Headings

• Background • More Colleges Offer • Introduction: Students
Sustainability Courses Increasingly Proactive About
• Findings
Sustainability
• Survey Shows Support for
• Personnel
Campus Recycling Program • Sustainability Recommendation:
• Production Costs Switching to Drought-Resistant
Landscaping

Talking headings provide more information and spark interest. Unless carefully
written, however, talking headings can fail to reveal the organization of a report. With
some planning, though, headings can combine the best attributes of both functional
and talking, as Figure 9.4 shows. The best strategy for creating helpful talking headings
is to write a few paragraphs first and then generate a talking heading that covers those
paragraphs. To create the most effective report headings, follow a few basic guidelines:
■■ Use logical heading levels. Some reports have one level of heading and others may
have three. The position and format of a heading indicate its level of importance
and relationship to other points. Model Document 9.2 illustrates and discusses a
commonly used heading format for business reports. Reports are easier to follow
when they use no more than three heading levels.
■■ Capitalize and emphasize carefully. Most writers use all capital letters (without
underlines) for main titles, such as report, chapter, and unit titles. For first- and
second-level headings, they capitalize only the first letter of main words such as
nouns, verbs, adjectives, adverbs, names, and so on. Do not capitalize articles (a,
an, the), conjunctions (and, but, or, nor), and prepositions with three or fewer letters
(in, to, by, for) unless they are the first or last words in the heading. For additional
emphasis, headings generally appear in bold font, as shown in Model Document 9.2.
■■ Balance headings within levels. Although it may not be always possible, try to
create headings that are grammatically similar or parallel, within the same level.
For example, Developing Product Teams and Presenting Plan to Management are
balanced, parallel headings; they both begin with an action word ending in -ing.
Development of Product Teams and Presenting Plan to Management are not parallel
headings.
■■ For short reports use one or two heading levels. Many business reports contain
only one or two levels of headings. For such reports, use first-level headings
(centered, bolded) and, if needed, second-level headings (flush left, bolded). See
Model Document 9.2.
■■ Include at least one heading per report page, but don’t end the page with a
stand-alone heading. Headings increase the readability and add visual appeal to
report pages. Use at least one heading per page to break up blocks of text. If a
heading at the bottom of a page gets separated from the text that follows, move
that heading to the top of the following page.
■■ Apply punctuation correctly. Omit end punctuation in first- and second-level
headings. End punctuation is required in third-level headings because they are
capitalized and punctuated like sentences. Proper nouns (names) are capitalized in
third-level headings as they would in a sentence.

Chapter 9: Informal Reports 265

2 inches

TITLE (14-point sans serif font)

2 blank lines
The title of a report, chapter heading, or major part (such as CONTENTS or NOTES)
is often centered in all caps. If the centered title requires more than one line,
arrange it in an inverted triangle with the longest lines at the top. Leave two blank Places major
lines below the title. Titles and headings can be in serif or sans serif fonts, depend- headings in
ing on the style preferences of the organization. Sans serif fonts are easy to read the center
and often preferred for headings; serif fonts, for text. Writers want to make sure
that their readers can easily distinguish the heading levels.
2 blank lines
Capitalizes First-Level Heading (12-point sans serif font)
initial letters of 1 blank line
main words Heading levels are indicated by varying placement (centered or left-aligned), font
size, font type, capitalization, and font style (bold or italics). The hierarchy of head- Does not
ings must be clear to the reader. This document has three levels of headings
indent
following the centered, all-caps title. The first heading level is also centered, but
uses a smaller font size and different capitalization (first letters of main words only) paragraphs
than the title. The hierarchy is clear and easily distinguishable. because
1 blank line report is
Every level of heading should be followed by some text. For example, writers single-spaced
should not jump from firstlevel headings to second-level headings without some
discussion between. Writers leave one blank line between paragraphs that are in
the same level.
2 blank lines
Starts at left Second-Level Heading (11-point sans serif font)
margin
The second level of headings in this document divides the topics introduced by Lists data in
the first-level heading. This heading is bold and left-aligned. The font size usually
columns with
matches the text. For readability some writers prefer to leave two blank lines
before and one blank line after a second-level heading. headings and
white space
Documents should include at least two headings in each level. All headings in the for easy
same level should be equal grammatically, or parallel. For example, begin each reading
level-two heading with action words (Prepare, Organize, and Investigate) or noun
forms (Preparation, Organization, and Investigation).

Makes heading Third-Level Heading or Paragraph Heading. Because it is part of the paragraph, a
part of paragraph third-level heading is also called a paragraph heading. The main words are usually
capitalized, although some writers prefer sentence-style capitalization with only
the first word capitalized. Paragraph headings are bold and normally end with a
period. The font size and type usually match the text. Some organization styles
show paragraph headings in italics. If the entire report is double-spaced rather
than single-spaced, paragraphs would be indented, including the paragraph
heading.

■■ Keep headings short but clear. One-word headings are emphatic but not always
clear. For example, the heading Budget does not adequately describe figures for a
summer project involving student interns for a Texas oil company. A better heading
would be OilGrove’s Internship Program Budget. Keep your headings brief (no more
than eight words), but make them meaningful and understandable. Clarity is more
important than brevity. Experiment with headings that concisely tell who, what,
when, where, and why.

266 Chapter 9: Informal Reports

Copyright 2023 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
9-3 Analyzing the Problem, Defining
the Purpose, and Collecting Data
Because business reports are systematic attempts to compile data, answer questions,
and solve problems, you’ll want to be methodical in achieving those goals. Following
are guidelines that will help you identify the report problem and purpose as well as
Learning
Outcome
Explain the report writ-
3
gather relevant data. ing process starting with
defining the problem and
collecting data.
9-3a Determine the Problem and Purpose
The first step in writing a report is clearly understanding the problem or assignment.
Preparing a written problem statement helps clarify the task. Suppose a
pharmaceutical company wants to investigate the problem of high transportation costs
for its sales representatives. Some sales reps visit clients using company-leased cars;
others drive their own cars and are reimbursed for expenses. The leasing agreements
for 12 cars expire in three months. The company wants to investigate the transportation
choices and report the findings before the leases are renewed. The following problem
statement helps clarify the reason for the report:
Problem statement: The leases on all company cars will expire in three months. The
company must decide whether to renew them or develop a new policy regarding
transportation for sales reps. Expenses and reimbursement paperwork for employee-
owned cars seems excessive.
A statement of purpose further defines the report’s purpose and scope. To begin,
develop questions that help clarify the purpose: Is the problem that the company
spends too much money on leased vehicles? Should the company invest in owning a
fleet of cars instead? Should the company gather current data on reimbursement costs
for reps driving personal cars? Will the report writers evaluate the data and recommend
a course of action? Should the sales reps’ reactions be considered? Then write a
statement of purpose that answers the questions.
Statement of purpose: To recommend a plan that provides sales reps with cars
to be used in their calls. The report will compare costs for three plans: outright
ownership, leasing, and compensation for employee-owned cars. Data will include
the sales reps’ reactions to each plan.
Preparing a written purpose statement is a good idea because it defines the focus
of a report and provides a standard that keeps the project on target. In writing useful
purpose statements, choose action verbs telling what you intend to do: analyze,
choose, investigate, compare, justify, evaluate, explain, establish, determine, and so on.
Notice that the preceding purpose statement uses the action verbs recommend and
compare.
Some reports require only a simple statement of purpose (e.g., to investigate
expanded teller hours, to select a manager from among four candidates, to describe
the position of accounts supervisor). Many assignments, though, require expanded
purpose statements.

9-3b Collect Information From Secondary

and Primary Sources
One of the most important steps in writing a report is that of collecting information
(research). A good report is based on solid, accurate, verifiable facts. This factual
information falls into two broad categories: primary and secondary. Primary data
result from firsthand experience and observation. Secondary data come from reading
what others have experienced or observed and recorded. Typical sources of both
primary and secondary factual information for informal reports are (a) company
records, (b) printed material, (c) electronic resources, (d) observation, (e) surveys and
questionnaires, and (f) interviews.
Chapter 9: Informal Reports 267

Copyright 2023 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Company Records. Many business reports begin with an analysis of company records
and files. These records reveal past performance and methods used to solve previous
problems. You can collect pertinent facts that will help determine a course of action.
Printed Material. Although some print resources are also available online, libraries
should not be overlooked as an excellent source for many types of print resources.
Some information in libraries is available only in print. Print sources include books,
newspapers, and periodicals, such as magazines and journals.
Digital Resources. An extensive source of current and historical information is available
from digital resources. From a computer or mobile device, you can access information
provided by government sites, news media, periodicals, nonprofits, and businesses.
As a student, you most likely have access to several business-related library databases,
to which your college or university may subscribe. For short informal reports, you will
probably gather most of your data from digital resources. Chapter 10 provides more
detailed suggestions about digital resources and Web search tools.
Observation. In the absence of secondary sources, a primary source of data for many
problems comes from personal observation and experience. For example, if you were
writing a report on the need for a comprehensive policy on the use of social media,
you might observe employees to see whether they are checking their social networks
during the workday or sharing potentially damaging company information on social
media. Observation might yield incomplete results, but it is nonetheless a valid form of
data collection.
Surveys and Questionnaires. When a report requires current user or customer
feedback, you can collect the data efficiently and economically by using surveys and
questionnaires. This is another primary source of information. For example, if you were
part of a committee investigating the success of an employee carpooling program, you
might gather data by asking the employees themselves to fill out questionnaires. See
Chapter 10 for more information about surveys.
Interviews. Talking with individuals directly concerned with the problem produces
excellent firsthand information if published sources are not available. For example, if
you would like to find ways to improve the hiring process of your company, you might
interview your company’s human resources director or several of the department hiring
managers for the most accurate and relevant information. Interviews allow you to
gather data from experts in their fields.

Music-streaming service Spotify is part of the

industry trend of providing both free and paid
access to a huge inventory of music. Unlike Inter-
net radio app Pandora, however, Spotify allows
listeners to choose an unlimited number of songs
to share with friends or to listen to at any time.
The Swedish-based service partners with broad-
casters, festivals, blogs, and nongovernmental
organizations to bring music to their constituents.
As a public company, Spotify must issue regular
Christopher Penler/[Link]

financial reports. Its July 2019 quarterly report,

for example, includes information about user data,
financial metrics, and new products and services.3
What types of information would business com-
municators need to include in these reports?

268 Chapter 9: Informal Reports

9-4a Trip, Convention, and Conference Reports

Employees traveling on business to conventions and conferences typically must submit
trip reports, also referred to as conference reports, when they return. Organizations “[Sharing financial
want to know that their money was well spent in funding the travel. These reports often information] is much
inform management about business trends, new procedures, innovative equipment, more than present-
legal requirements, or other information that would affect their products, operations, ing balance sheets
and service. or profit/loss state-
The hardest parts of writing these reports are selecting the most relevant material ments. Instead, it
and organizing it coherently. Generally, it is best not to use chronological sequencing is trying to under-
(in the morning we did X, at lunch we heard Y, and in the afternoon we did Z). Instead, stand how each team
you should focus on three to five topics in which your reader will be interested. These measures success
items become the body of the report. Then simply add an introduction and a closing, in terms of what
and your report is organized. Here is a general outline for trip, conference, and outcomes they’re
convention reports: trying to achieve. If
I know that abc or
■■ Begin by identifying the event (name, date, and location) and previewing the topics
xyz is important to
that were discussed.
a certain team, I go
■■ In the body summarize the three to five main topics that might benefit the reader. to the drawing board
Use headings and bullets to enhance readability. and figure out how
to best present data
■■ Close by expressing appreciation, suggesting action to be taken, or synthesizing the that they’re going to
value of the trip or event. embrace.”4
■■ Itemize your expenses, if requested, on a separate sheet. Brad Dudding,
Adelyn Richards was encouraged by her boss Dan Preston to attend a two-day Chief Impact Officer
conference in Tucson, Arizona, focused on social marketing. Adelyn’s report, shown in at The Bail Project
Model Document 9.3, emphasizes two main points that could help her company use
social media to improve customer service.

9-4b Progress/Interim Reports

Continuing projects often require progress reports, also known as interim reports,
to describe their status. These reports may be external (notifying customers about the
headway of their projects) or internal (informing management of the status of activities).
Progress reports typically follow this pattern of development:
■■ In the opening specify the purpose and nature of the project.

Chapter 9: Informal Reports 269

Date: March 16, 2022

To: Dan Preston, Marketing Manager

From: Adelyn Richards, Marketing Specialist SmartBaud

Subject: Conference on Social Customer Service—February 2022

I attended the Social Customer Service conference in Tucson, Arizona, on Identifies the topic
February 24–25, sponsored by Social Partners, Inc. The conference emphasized and previews the
the importance of delivering excellent customer service in social spaces (social report’s contents
media gathering places). As we prepare to increase our social media involve-
ment, this report summarizes two topics that would benefit our employees: (a)
the rising expectations of customers in social media networks, and (b) the role
of customer service specialists.

Customer Expectations of Social Marketers

Conference presenters emphasized the following customer service expectations:

• Customers expect social business connections to be helpful and friendly
—always.
• Online customers expect that you’re listening and will remember what they
said to you last time. Sets off major
• Before buying, customers are powerfully influenced by user reviews, topics with bold
Facebook comments, Twitter feeds, and forum messages. headings in the
• Customers expect honest and prompt responses when they have complaints. same font
The Role of Social Marketers

Whether a company hires a social media management service or uses in-house

personnel, the responsibilities of social customer service specialists are the same:
• Monitor customer feedback and respond promptly to questions and complaints. Covers the main
• Check social media platforms for mention of their businesses. Send text ideas that will
message responses to the right people immediately. benefit the reader
• Examine the company’s Facebook activity and create dialogue on Twitter.
• When problems occur, own up to them and explain publicly what you’re doing
to make things right.

Conference Highlights

Companies realize the importance of communicating with customers promptly

and personally, especially in social spaces. Since our company is heavily
invested in social media platforms, the conference topics seemed especially Concludes with
relevant. I would be happy to share highlights from the conference at our next an offer to share
management meeting. Let me know what date and time work best. information

Tips for Formatting Memo Reports

• Use memo stationery or plain paper with “Memorandum”
centered 1 or 2 inches from the top.
• Leave side margins of 1 to 1.25 inches.
• If distributing hard copies, sign your initials on the From line.
• Use an informal, conversational style.
• Include headings and bulleted lists to enhance readability.
• Consider sending long memo reports as an e-mail attachment.

■■ Provide background information if the audience requires filling in.

■■ Describe the work completed so far.
■■ Explain the work currently in progress, including personnel involved, activities,
methods, and locations.

270 Chapter 9: Informal Reports

9-4c Minutes of Meetings

Meeting minutes summarize the proceedings of meetings. Most businesses post team
meeting minutes to intranet sites soon after the meeting ends. The notes are then
accessible to all attendees and absent team members. Companies often use in-house
templates for recording meeting minutes. Formal, traditional minutes, illustrated in
Model Document 9.5, are written for more formal meetings and legislative bodies. If
you are assigned to take minutes, you will want to follow this general pattern:
■■ Begin with the name of the group, as well as the date, time, and place of the
meeting.
■■ Identify the names of attendees and absentees.
■■ State whether the previous minutes were approved or revised.
■■ Record briefly the discussions of old business, new business, announcements,
and committee reports.
■■ Include the precise wording of motions; record the votes and actions taken.
■■ Conclude with the name of the person recording the minutes. Formal minutes
may require a signature.

9-4d Summaries
A summary compresses the main points from a book, report, article, website, meeting,
or convention. A summary saves time by reducing a report or article by
85 to 95 percent. Employees are sometimes asked to write summaries that condense
technical reports, periodical articles, or books so that their staff or superiors may grasp
the main ideas quickly. Students may be asked to write summaries of articles, chapters,
or books to sharpen their writing skills and confirm their knowledge of reading
assignments.
CEO Stephen Page asked his administrative assistant Destiny Schwartz to search for
current information on CEO involvement in social networks. Destiny found an article
that identified the social profiles of every CEO on the Fortune
500 list and their participation in the six most popular networks: Twitter, Facebook,
LinkedIn, Instagram, and YouTube. Shown in Model Document 9.6, her summary
includes headings to highlight the article’s main ideas. Destiny concluded with her
overall reaction to the article. Summary reports of all types follow these general
guidelines:
■■ State the main idea or purpose as well as the source of the document being
summarized. Why was it written?
■■ Highlight the research methods (if appropriate), findings, conclusions, and
recommendations.
■■ Omit illustrations, examples, other details, and references.
■■ Organize for readability by including headings and bulleted or enumerated lists.

272 Chapter 9: Informal Reports

International Association of Administrative Professionals

Planning Committee Meeting
March 14, 2022, 10 a.m.
Conference Room B, Hilton Gardens Hotel
Shows Present: Lauren Harmon, Emanuel Schroder, Ignacio Malone, Quintin Brock, Desirae
attendees and Powers, Eliana Boyle, Lizbeth Nguyen
absentees Absent: Maurice Gallegos
Call to Order/Approval of Agenda/Approval of Minutes
The meeting was called to order by Chair Eliana Boyle at 10:05 a.m. The agenda Notes approval
was unanimously approved as distributed. Minutes from the February 1 meeting of agenda and
were read and approved.
describes
Reports of Officers and Committees disposition
Lizbeth Nguen reported on convention exhibits and her desire to involve more of previous
companies and products during this year’s international convention. Discussion minutes
followed regarding how this might be accomplished.
MOTION: That IAAP office staff develop a list of possible convention exhibitors.
The list should be submitted at the next meeting. (Harmon/Brock). PASSED 7-0
Describes Unfinished Business. Highlights
discussion; Lauren Harmon and Emanuel Schroder reviewed the information distributed at the last motions
does not record meeting about hotels for the Denver conference. Lauren said that the Brown Palace showing name
every word Hotel has ample conference rooms and remodeled interiors. Emanuel reported that the of person
Adams Mark Hotel also has banquet facilities for 200, meeting facilities, and rooms at
$169 per night. making motion
and person
MOTION: To recommend that IAAP hold its International Convention at the seconding it
Adams Mark Hotel in Denver, July 20–23, 2022. (Malone/Powers). PASSED 6-1.
Describes New Business
new business The chair announced three possible themes for the convention, all of which focused on
and announce- technology and the changing role of administrative assistants. Quintin Brock suggested
ments the title “Vision Without Boundaries.” Lauren Harmon proposed an intercultural
communication theme. Several other possibilities were discussed. The chair appointed
a subcommittee of Quintin and Lauren to bring two or three concrete theme ideas to
the next meeting.
Emanuel Schroder thinks that IAAP should be doing more to offer professional
development opportunities for members. He suggested workshops to polish skills in
document design, project management, Web search tools, presentation software, and
scheduling software.
MOTION: To recommend to IAAP that it investigate offering fee-based technology
workshops at the national and regional conventions. (Powers/Nguyen). PASSED 5-2.

Records Adjournment
meeting There being no further business, it was moved, seconded, and carried that the
adjournment meeting be adjourned. The meeting was adjourned at 11:50 a.m. by Eliana Boyle.
and next The next meeting will be held on April 15 at 10 a.m. at the Hilton Gardens Hotel.
meeting date Respectfully submitted,

Includes name
Emanuel Schroder, Secretary and signature
of person
recording
minutes

■■ Paraphrase accurately from memory without copying passages.

■■ Include your reaction or an overall evaluation of the document if asked to
do so.
An executive summary summarizes a long report, proposal, or business plan. It
concentrates on what management needs to know about the full report. You can see
an executive summary of a formal report in Chapter 10.

Chapter 9: Informal Reports 273

Copyright 2023 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
9-5 Preparing Short Analytical Reports
Analytical reports differ significantly from informational reports. Although the authors
of both seek to collect and present data clearly, writers of analytical reports also
evaluate the data and typically try to persuade the reader to accept the conclusions and
Learning
Outcome
Compose short analytical
5
act on the recommendations. Informational reports emphasize facts; analytical reports reports that solve business
emphasize reasoning and conclusions. This section describes three common types problems.
of analytical business reports: (a) justification/recommendation reports, (b) feasibility
reports, and (c) yardstick reports. These reports involve collecting and analyzing data,
evaluating the results, drawing conclusions, and making recommendations.
For some situations you may organize analytical reports directly with the conclusions
and recommendations near the beginning. Directness is appropriate when the reader
has confidence in the writer, based on either experience or credentials. Frontloading
the recommendations also works when the topic is routine or familiar and the reader is
supportive.
Directness can backfire, though. If you announce the recommendations too quickly,
the reader may immediately object to a single idea. Once the reader has an unfavorable
mind-set, changing it may be difficult or impossible. A reader may also believe that
you have oversimplified or overlooked something noteworthy if you provide your
recommendations before explaining how you arrived at them. When you must lead
the reader through the process of discovering the solution, use the indirect strategy:
present conclusions and recommendations last.
Most analytical reports answer questions about specific problems and aid in
decision making (e.g., How can we use LinkedIn most effectively? Should we close
the Brownsville plant? Should we purchase or lease a fleet of electric cars? How can
we improve customer service?). Analytical reports provide conclusions that help
management answer these questions.

9-5a Justification/Recommendation Reports

Both managers and employees must occasionally write reports that justify or
recommend actions, such as buying equipment, changing a procedure, filling a
position, consolidating departments, or investing funds. These reports are called
justification reports or recommendation reports. They may also be called internal
proposals because their persuasive nature is similar to that of external proposals
(presented in Chapter 10). Large organizations sometimes prescribe how these reports
should be organized and formatted; they often use forms with conventional headings.
When you are free to select an organizational plan yourself, however, let your audience
and topic determine your choice of the direct or indirect strategy.
Direct Strategy. For nonsensitive topics and recommendations that will be agreeable to
readers, you can organize directly according to the following order:
1. Identify the problem or need briefly.
2. Announce the recommendation, solution, or action concisely and with action verbs.
3. Explain more fully the benefits of the recommendation or steps necessary to solve
the problem.
4. Include a discussion of pros, cons, and costs.
5. Conclude with a summary specifying the recommendation and necessary action.

Indirect Strategy. When a reader may oppose a recommendation or when

circumstances suggest caution, do not rush to reveal your recommendation. Consider
using the following sequence for an indirect approach to your recommendations:
1. Refer to the problem in general terms, not to your recommendation, in the subject
line.

Chapter 9: Informal Reports 275

9-5b Feasibility Reports

Feasibility reports examine the practicality and advisability of following a course of
action. They answer this question: Will this plan or proposal work? Feasibility reports
typically are internal reports written to advise on matters such as switching to solar
energy, offering a wellness program to employees, or hiring an outside firm to handle
a company’s accounting or social media presence. These reports may also be written
by consultants called in to investigate a problem. The focus of these reports is on the
decision: rejecting or proceeding with the proposed option. Your role as a report writer
is usually not to persuade the reader to accept the decision; your role is to present
information objectively. In writing feasibility reports, consider these suggestions:
■■ Announce the decision immediately.
■■ Provide a description of the background and problem necessitating the proposal.
■■ Discuss the benefits of the proposal.
■■ Describe the problems that may result.
■■ Calculate the costs associated with the proposal, if appropriate.
■■ Show the time frame necessary for implementing the proposal.
■■ Conclude with an action request if appropriate.
Raven Acevedo, human resources director for a large financial services firm in
Evansville, Indiana, wrote the feasibility report shown in Model Document 9.8. Because
she discovered that the company was losing time and money as a result of personal
e-mail and Internet use by employees, she talked with vice president Julian Rasmussen
about employee-monitoring software. Rather than take time away from Raven’s regular
duties to have her investigate software programs, the vice president suggested that

276 Chapter 9: Informal Reports

9-5c Yardstick Reports

Yardstick reports examine problems with two or more solutions. To determine the
best solution, the writer establishes criteria by which to compare the available options.

Model Document 9.7 Justification/Recommendation Report, APA Style

Date: November 17, 2022

To: Nia Young, Vice President, Human Resources

From: Nash Floyd, Executive Assistant

Subject: Analysis of Employee Smoking Cessation Programs

At your request, I have examined measures that encourage employees to quit

smoking. As company records show, approximately 23 percent of our employees still
smoke, despite the antismoking and clean-air policies we adopted in 2015. To collect
data for this report, I studied professional and government publications; I also Introduces
inquired at companies and clinics about stop-smoking programs. purpose of
Avoids revealing report, tells
recommendation This report presents data describing the significance of the problem, three alternative method of data
immediately solutions, and a recommendation based on my investigation.
collection, and
previews
Uses headings Significance of Problem: Health Care and Productivity Losses organization
that combine
function and Employees who smoke are costly to any organization. The following statistics show
description the effects of smoking for workers and for organizations:

• Absenteeism is 40 to 50 percent greater among smoking employees.

• Accidents are two to three times greater among smokers.
• Bronchitis, lung and heart disease, cancer, and early death are more frequent
among smokers (Arhelger, 2022, p.4).

Although our clean-air policy prohibits smoking in the building, shop, and office, we
have done little to encourage employees to stop smoking. Many workers still go
outside to smoke at lunch and breaks. Other companies have been far more proactive
in their attempts to stop employee smoking. Many companies have found that
persuading employees to stop smoking was a decisive factor in reducing their health
insurance premiums. Following is a discussion of three common stop-smoking
measures tried by other companies, along with a projected cost factor for each
(Rindﬂeisch, 2021, p. 4). Documents
data sources
Alternative 1: Literature and Events for credibility,
uses APA
The least expensive and easiest stop-smoking measure involves the distribution of style citing
literature, such as “The Ten-Step Plan” from Smokefree Enterprises and government author and
pamphlets citing smoking dangers. Some companies have also sponsored events such year in the text
as the Great American Smoke-Out, a one-day occasion intended to develop group
spirit in spurring smokers to quit. “Studies show, however,” says one expert, “that
literature and company-sponsored events have little permanent effect in helping
smokers quit.” (Mendel, 2020, p.108).

Cost: Negligible

Chapter 9: Informal Reports 277

Nia Young November 17, 2022 Page 2

Alternative 2: Stop-Smoking Programs Outside the Workplace

Local clinics provide treatment programs in classes at their centers. Here in

Houston we have the Smokers’ Treatment Center, ACC Motivation Center,
and New-Choice Program for Stopping Smoking. These behavior-modifica-
tion stop-smoking programs are acknowledged to be more effective than
literature distribution or incentive programs. However, studies of companies
using off-workplace programs show that many employees fail to attend
regularly and do not complete the programs.
Cost: $1,200 per employee, three-month individual program Highlights costs for
(Your-Choice Program) easy comparison
$900 per employee, three-month group session

Alternative 3: Stop-Smoking Programs at the Workplace

Many clinics offer workplace programs with counselors meeting employees Arranges
in company conference rooms. These programs have the advantage of alternatives
keeping a firm’s employees together so that they develop a group spirit and so that most
exert pressure on each other to succeed. The most successful programs are effective is last
on company premises and also on company time. Employees participating in
such programs had a 72 percent greater success record than employees
attending the same stop-smoking program at an outside clinic (Honda, 2020,
p. 35). A disadvantage of this arrangement, of course, is lost work
time—amounting to about two hours a week for three months.
Cost: $900 per employee, two hours per week of release time for three
months

Conclusions and Recommendation Summarizes

findings and ends
Smokers require discipline, counseling, and professional assistance to kick with specific
the nicotine habit, as explained at the American Cancer Society website recommendation
(“Guide to Quitting Smoking,” 2021). Workplace stop-smoking programs on
company time are more effective than literature, incentives, and off-work-
place programs. If our goal is to reduce health care costs and lead our
employees to healthful lives, we should invest in a workplace stop-smoking Reveals
program with release time for smokers. Although the program temporarily
reduces productivity, we can expect to recapture that loss in lower health recommendation
care premiums and healthier employees. only after
discussing all
Therefore, I recommend that we begin a stop-smoking treatment program alternatives
on company premises with two hours per week of release time for partici-
pants for three months.

Nia Young November 17, 2022 Page 3

Lists all references
in APA Style References
Magazine Arhelger, Z. (2021, November 5). The end of smoking. The World of Business,
3–8.
Website article Guide to quitting smoking. (2021, October 17). Retrieved from the American
Cancer Society [Link]
Journal article Honda, E. M. (2020). Managing anti-smoking campaigns: The case for company
programs.”Management Quarterly, 32(2), 29–47. Retrieved from
[Link]
Book Mendel, I. A. (2020). The puff stops here. Chicago: Science Publications, p. 108.
Newspaper article Rindfleisch, T. (2021, December 4). Smoke-free workplaces can help smokers
quit, expert says.” Evening Chronicle, 4.

278 Chapter 9: Informal Reports

LARSSON FINANCIAL SERVICES LLP

MEMORANDUM

Date: October 3, 2022

To: Julian Rasmussen, Vice President

From: Raven Acevedo, Director, Human Resources

Subject: Feasibility of Installing an Internet Monitoring Program

Explains reason As you suggested, we hired a consultant to investigate the feasibility of a plan Reveals
for report and to monitor employee Internet use. The consultant reports that such a plan is decision
outlines its workable and could be fully implemented by February 1. This report discusses immediately
organization the background, benefits, problems, costs, and time frame of the plan.

Background: Current Misuse of Internet Privileges. Currently we allow emplo- Describes

yees Internet access for job-related tasks. Many use social media—specifically, problem and
Facebook, Twitter, and LinkedIn—to communicate with clients and the public. background
However, some employees use this access for personal reasons, resulting in
lowered productivity, higher costs, and a strain on the network. Therefore, we
hired an outside consultant who suggested an Internet-monitoring program.

Benefits of Plan: Appropriate Use of Social Media and the Internet. The proposed
plan calls for installing Internet-monitoring software such as NetGuard or
eMonitor. We would fully disclose to employees that this software will be tracking
Evaluates their online activity. We would also teach employees what social media and
positive and Internet use is appropriate. In addition to increased productivity, lowered costs,
negative and improved network performance, this software will also help protect our
aspects of company against loss of intellectual property, trade secrets, and confidential
proposal information.
objectively
Employee Acceptance. One of the biggest challenges will be convincing emplo-
yees to accept this new policy without feeling that their privacy is being violated.
However, proper training will help employees understand the appropriate use
of social media and the Internet.

Costs. Implementing the monitoring plan involves two direct costs. The first Presents costs
is the initial software cost of $500 to $1,100, depending on the package we and schedule;
choose. The second cost involves employee training and trainer fees. However, omits
the expenditures are within the project’s budget.
unnecessary
Time Frame. Selecting the software package will take about two weeks. Preparing summary
a training program will require another three weeks. Once the program is started,
the breaking-in period will take at least three months. By February 1 the Internet-
monitoring program will be fully operational resulting in increased productivity,
decreased costs, lowered liability, and improved network performance.

Please let me know by October 14 whether you would like additional information Concludes with
about monitoring social media and Internet use. action request

The criteria then act as a yardstick against which all the options are measured, as
shown in Model Document 9.9. The yardstick approach is effective for companies
that must establish specifications for equipment purchases and then compare each
manufacturer’s product with the established specs. The yardstick approach is also
effective when exact specifications cannot be established.
For example, a yardstick report might help a company decide on an inexpensive job
perk. Perks are nontraditional benefits that appeal to current and future employees.
Popular job perks include free food and beverages, flexible scheduling and remote-
work options, on-site gyms, and fitness classes. A yardstick report may help a company
decide what job perks make the most sense. If the company wants to encourage
long-term wellness, it might consider offering employees discounted fitness club
Chapter 9: Informal Reports 279

Model Document 9.9 Yardstick Report

Date: March 2, 2022

To: Harish Mitra, Director, Operations
From: Aubrey Fortin, Benefits Administrator AF
Subject: Choosing Outplacement Plan

Here is the report you requested investigating the possibility of CompuTech’s Introduces
use of outplacement services. It discusses the problem of counseling services for purpose and
discharged staff and establishes criteria for selecting an outplacementagency. It gives
then evaluates three prospective agencies and presents a recommendation overview
based on that evaluation.
of report
Problem: Counseling Discharged Staff organization
Discusses
background In an effort to reduce costs and increase competitiveness, CompuTech will begin
briefly because a program of staff reduction that will involve releasing up to 20 percent of our
readers already workforce over the next 12 to 24 months. Many of these employees have been
know the with us for ten or more years, and they are not being released for performance
problem faults. These employees deserve a severance package that includes counseling
and assistance in finding new careers.
Uses dual Solution and Alternatives: Outplacement Agencies
headings,
giving Numerous outplacement agencies offer discharged employees counseling and
assistance in locating new careers. This assistance minimizes not only the
function and
negative feelings related to job loss but also the very real possibility of litigation.
description Potentially expensive lawsuits have been lodged against some companies by Announces
unhappy employees who felt they were unfairly released. solution
In seeking an outplacement agency, we should find one that offers advice to the and the
sponsoring company as well as to dischargees. The law now requires certain alternative
procedures, especially in releasing employees over forty. CompuTech could it presents
unwittingly become liable to lawsuits because our managers are uninformed of
these procedures. I have located three potential outplacement agencies appro-
priate to serve our needs: Gray & Associates, Right Access, and Careers Plus.

Establishing Criteria for Selecting Agency

Tells how In order to choose among the three agencies, I established criteria based on
criteria were professional articles, discussions with officials at other companies using out-
selected placement agencies, and interviews with agencies. Here are the four groups of
criteria I used in evaluating the three agencies:

1. Counseling services—including job search advice, résumé help, crisis

management, corporate counseling, and availability of full-time counselors Creates four
criteria for
2. Administrative and research assistance—including availability of adminis- use as
trative staff, librarian, and personal computers yardstick in
evaluating
3. Reputation—based on a telephone survey of former clients and listing with alternatives
a professional association

4. Costs—for both group programs and executive services

280 Chapter 9: Informal Reports

Model Document 9.9 Continued

Director Mitra Page 2 March 2, 2022

Discussion: Evaluating Agencies by Criteria

Each agency was evaluated using the four criteria just described. Data comparing
the first three criteria are summarized in Table 1.

Table 1
A COMPARISON OF SERVICES AND REPUTATIONS Places table
FOR THREE LOCAL OUTPLACEMENT AGENCIES close to spot
where it
Gray & Right Careers
is first
Associates Access Plus
Counseling services mentioned
Résumé advice Yes Yes Yes
Crisis management Yes No Yes
Corporate counseling Yes No No
Full-time counselors Yes No Yes
Summarizes Administrative, research assistance
complex data Administrative staff Yes Yes Yes
in table for Librarian, research library Yes No Yes
easy reading Personal computers Yes No Yes
and reference Listed by National Association
of Career Consultants Yes No Yes
Reputation (telephone
survey of former clients) Excellent Good Excellent

Counseling Services
All three agencies offered similar basic counseling services with job-search and
résumé advice. They differed, however, in three significant areas.

Right Access does not offer crisis management, a service that puts the dis-
charged employee in contact with a counselor the same day the employee is
released. Experts in the field consider this service especially important to help
the dischargee begin “bonding” with the counselor immediately. Immediate
counseling also helps the dischargee learn how to break the news to family
Highlights the members. Crisis management can be instrumental in reducing lawsuits because
dischargees immediately begin to focus on career planning instead of concentrat-
similarities
ing on their pain and need for revenge. Moreover, Right Access does not employ
and differenc- full-time counselors; it hires part-timers according to demand. Industry authori-
es among the ties advise against using agencies whose staff members are inexperienced and
alternatives employed on an “as-needed” basis.
In addition, neither Right Access nor Careers Plus offers regular corporate
counseling, which I feel is critical in training our managers to conduct terminal
interviews. Careers Plus, however, suggested that it could schedule special work
shops if desired.
Does not
Administrative and Research Assistance repeat
Both Gray & Associates and Careers Plus offer complete administrative services obvious data
and personal computers. Dischargees have access to staff and equipment to from table
assist them in their job searches. These agencies also provide research libraries,
librarians, and databases of company information to help in securing interviews.

Chapter 9: Informal Reports 281

Director Mitra Page 3 March 2, 2022

Reputation
To assess the reputation of each agency, I checked its listing with the National Associa-
Discusses tion of Career Consultants. This is a voluntary organization of outplacement agencies
objectively that monitors and polices its members. Gray & Associates and Careers Plus are listed;
how each Right Access is not.
agency For further evidence I conducted a telephone survey of former agency clients. The three
meets criteria agencies supplied me with names and telephone numbers of companies and individuals
they had served. I called four former clients for each agency. Most of the individuals were
pleased with the outplacement services they had received. I asked each client the same
questions so that I could compare responses.

Costs
All three agencies have two separate fee schedules, summarized in Table 2. The first
schedule is for group programs intended for lower-level employees. These include off-site
or on-site single-day workshop sessions, and the prices range from $1,200 a session (at Selects
Right Access) to $1,700 per session (at Gray & Associates). An additional fee of $50 to most
$60 is charged for each participant. important
The second fee schedule covers executive services. The counseling is individual and data from
costs from 10 percent to 18 percent of the dischargee’s previous year’s salary. Since table to
CompuTech will be forced to release numerous managerial staff members, the executive discuss
fee schedule is critical. Table 2 shows fees for a hypothetical case involving a manager
who earns $100,000 a year.

Table 2

A COMPARISON OF COSTS FOR THREE AGENCIES

Gray & Right Careers
Associates Access Plus
Group programs $1,700/session $1,200/session $1,600/session
$55/participant $50/participant $60/participant
Executive services 15% of previous 10% of previous 18% of previous
year’s salary year’s salary year’s salary
plus $1,000 fee
Manager at $100,000/year $15,000 $10,000 $19,000

Conclusions and Recommendations

Gives reasons
for making Although Right Access charges the lowest fees, it lacks crisis management, corporate
recommendation counseling, full-time counselors, library facilities, and personal computers. Moreover, it
is not listed by the National Association of Career Consultants. Therefore, the choice is
between Gray & Associates and Careers Plus. Because they offer similar services, the
deciding factor is costs. Careers Plus would charge $4,000 more for counseling a manager
than would Gray & Associates. Although Gray & Associates has fewer computers Narrows
available, all other elements of its services seem good. Therefore, I recommend that choice
CompuTech hire Gray & Associates as an outplacement agency to counsel discharged to final
employees. alternative

positions; fees are paid by the former employer. Aubrey knew that downsizing
and outsourcing would take place in the next two years. Her task was to compare
outplacement agencies and recommend one to management.
Aubrey gathered information about three outplacement agencies and wanted to
organize it systematically using a yardstick report. She chose to evaluate each agency
using the following categories: counseling services, administrative and research
assistance, reputation, and costs. Aubrey showed the results of her research in Table 1
and Table 2 in Model Document 9.9. She used the criteria as headings and discussed
how each agency met, or failed to meet, each criterion. Making a recommendation was
easy once Aubrey had created the tables and compared the agencies.

282 Chapter 9: Informal Reports

1 Define informational and analytical report functions, strategies, and writing styles.
■■ Informational reports—such as monthly sales reports, status updates, and compliance reports—present data without
analysis or recommendations.
■■ Analytical reports provide findings, analyses, conclusions, and recommendations when requested. Examples include
justification, recommendation, feasibility, and yardstick reports.
■■ Audience reaction and content determine whether a report is organized directly or indirectly.
■■ Reports organized directly reveal the purpose and conclusions immediately; reports organized indirectly place the
conclusions and recommendations last.
■■ Like other business messages, reports can range from informal to formal, depending on their purpose, audience, and
situation.

2 Describe typical report formats and effective report headings.

■■ Report formats vary, depending on the report’s length, topic, audience, and purpose.
■■ Common report formats include e-mail, letter, memo, and manuscript; digital reports can be created and shared as slide
decks and infographics.
■■ Report headings add visual appeal and readability; they reveal the report’s organization and flow of ideas.
■■ The hierarchy of heading levels should be clear to a reader; headings in the same level should use the same font size and
style, placement, and capitalization.

3 Explain the report writing process starting with defining the problem and collecting
data.
■■ Clarifying the problem the report will address is the first step in writing a report.
■■ A purpose statement states the reasons for the report and answers the questions that prompted the report.
■■ Typical sources of secondary information used in reports are company records, books, journals, magazines, newspapers,
and Web resources.
■■ Typical sources of primary, or firsthand, information used in reports are personal observations, surveys, questionnaires,
and interviews with subject experts.

4 Write short informational reports that describe routine tasks.

■■ Trip, convention, and conference reports present information about a business trip or event, focusing on topics that will
benefit the organization.
■■ Progress, or interim, reports describe a job or project, including background information, work completed, work in
progress, problems encountered, and future plans.
■■ Meeting minutes include the names of attendees and absentees, a discussion of old and new business, committee
reports, and decisions made.
■■ Summaries of longer publications include the name, date, and author of the publication plus an outline of the main ideas
along with a description of research methods, findings, conclusions, and recommendations.

5 Compose short analytical reports that solve business problems.

■■ Analytical reports, such as justification/recommendation, feasibility, and yardstick reports, evaluate information, draw
conclusions, and make recommendations.
■■ Justification/recommendation reports are organized directly when the reader is supportive and indirectly when the
reader needs persuasion to accept the recommendations.
■■ Feasibility reports are written directly and examine the practicality and advisability of following a course of action.
■■ Yardstick reports examine problems by using a standard set of criteria to compare several available options before
recommending a solution.

Key Terms
business reports 258 formal writing style 262 memo format 264
informational reports 259 portable document format (PDF) 263 templates 264
analytical reports 259 slide deck 263 letter format 264
informal writing style 261 infographics 264 manuscript format 264

Chapter 9: Informal Reports 283

Chapter Review
1. What role do reports play in business today? (L.O. 1)
2. Describe seven formats used for reports. Be prepared to discuss each. (L.O. 2)
3. Explain the difference between primary and secondary data. (L.O. 3)
4. What sources of factual information for informal reports can report writers consult? (L.O. 3)
5. Why is it important to write a purpose statement before composing a report? (L.O. 3)
6. What is the purpose of the following informational reports? (L.O. 4)
a. Trip or conference report
b. Progress report
c. Minutes of meetings
d. Summary
7. What is the purpose of the following analytical reports? (L.O. 5)
a. Justification/recommendation report
b. Feasibility report
c. Yardstick report
8. Your supervisor wants you to find a reputable official source explaining how to spot counterfeit KN-95 face masks. What report
category and format would be appropriate? (L.O. 2, 4)
9. Your team was assigned to write a report explaining how your company, a medical device manufacturer, can comply with the
FDA’s regulations and secure premarket approval before Class III devices can go into production. Your boss wants to know what
you have done thus far. What report category and format would be appropriate? (L.O. 2, 4)
10. You represented your company at the AeroDef Manufacturing Conference, the nation’s premier aerospace and defense
manufacturing conference and trade show, in Fort Worth, Texas. Your supervisor asked for information about innovative
processes to reduce costs, expedite production, and maintain global competitiveness typically exchanged at this convention.
What report category and format would be appropriate? (L.O. 2, 4)

Critical Thinking
11. Outline the considerations leading report writers to adopt either the direct strategy or the indirect strategy for any company
report they are writing. (L.O. 1)
12. Why do most report writers start their research with secondary data rather than gathering primary data first? (L.O. 3)
13. Explain the differences between an informal writing style and a formal writing style in reporting. When would each be
appropriate? (L.O. 1)
14. Explain how report writers can ensure objectivity and credibility. (L.O. 1–5)
15. Describe the three heading types discussed in this chapter and their purposes. (L.O. 2)

Activities and Cases

9.1 Engaging Readers With Report Headings (L.O. 2)

Your Task. Identify the following report headings and titles as functional, talking, or combination. Discuss the usefulness and
effectiveness of each.
284 Chapter 9: Informal Reports

9.2 Informational Report: Recording Information From Your

Work Experience (L.O. 4)

Select a position you now hold or one that you have held in the past. If you have not been employed, choose a campus,
professional, or community organization to which you belong. You may also select an internship or a volunteer experience.
Your Task. Write an informational memo report to your instructor describing your current or former employment, an internship
or volunteer experience, or your involvement in a professional or community group. Introduce the report by describing the
organization’s products or services, its history and leadership, and its primary location. In the body of the report, add your title
and job responsibilities, including the skills you need or needed to perform the job. Then describe the value and skills you gained
from this experience. Your memo report should be single-spaced and 1 1/2 to 2 pages long. Add a meaningful subject line and
descriptive headings for each section of the report.

9.3 Informational Report: Researching Potential Employers (L.O. 4)

Web

You are preparing a targeted résumé and cover message for a Fortune 500 company. You’ve spoken with a friend who works there,
but you now want to do your own research.
Your Task. If available, use your campus library research options to access Hoover’s company profile database and other
resources for company records and other facts. Then take a look at the company’s website; check its background, news releases,
and annual report. Learn about its major product, service, or emphasis. Find its Fortune 500 ranking, its current stock price (if listed),
and its high and low range for the year. Look up its profit-to-earnings ratio. Track its latest marketing plan, promotion, or product.
Identify its home office, major officers, and number of employees. In a memo report to your instructor, summarize your research
findings. Explain why this company would be a good or bad employment choice for you.

9.4 Summary: Keeping the Boss in the Loop (L.O. 4)

Web

Like many executives, your boss is too rushed to read long journal articles. She asks you to submit one summary to her every month
on an article of interest to help her stay abreast of relevant research in various business disciplines.
Your Task. In your field of study, select a professional journal, such as the Journal of Marketing, Journal of Management,
Journal of Accountancy, or Harvard Business Review. Using a research database or a Web search, look for articles in your target
journal. Select an interesting article that is approximately 2,000 words long, and write an executive summary in memo format.
Include an introduction that might begin with As you requested, I am submitting this executive summary of . . . . Identify the author,
article title, journal, and date of publication. Start with the main idea of the study or article. Summarize three or four of the most
important findings of the study or article in approximately 200 words, or 10 percent of the original article. Use descriptive rather
than functional headings. Your boss would also like a concluding statement indicating your response to the article in a separate
paragraph below your summary.

9.5 Progress Report: Closing in on Your Goal? (L.O. 4)

You have promised your parents (spouse, partner, relative, or friend) that you would submit a progress report at this time.
Your Task. Prepare a progress report in letter format in which you do the following: (a) describe your headway toward your
educational goal (such as employment, degree, or certificate); (b) summarize the work you have completed thus far; (c) discuss the
work currently in progress, including your successes and anticipated obstacles; and (d) outline what you have left to complete.

Chapter 9: Informal Reports 285

Consider a research project, service-learning assignment, or an experiential learning opportunity you are currently completing.
Perhaps you are doing research for the long report assignment in Chapter 10 or another course. In any case, you will want to keep
your instructor informed of your progress.
Your Task. Write a progress report informing your instructor of your work. Briefly describe the project—its purpose, assigned
team member roles, work completed, work yet to be completed, problems encountered, future activities, and expected completion
date. Address the e-mail report to your instructor.

9.7 Justification/Recommendation Report: Cash Available for Good Deeds (L.O. 5)

Web

Terrific news! MegaTech, the start-up company where you work, has become enormously successful. Now the owner wants to
support some kind of philanthropic program. He does not have time to investigate the possibilities, so he asks you, his assistant, to
conduct research and report to him and the board of directors.
Your Task. The owner wants you to investigate the charitable projects at 20 high-profile companies of your choice. Visit their
websites and study programs such as volunteerism, cause-related marketing, matching funds, and charitable donations. In a
recommendation report, discuss five of the best programs and recommend one that could serve as a philanthropic project model
for your company.

Informational or Analytical Report: Examining Tweets and Other Social

9.8
Media Posts (L.O. 4, 5)
E-Mail Social Media Web

Select a Fortune 500 company that appeals to you, and search recent tweets and Facebook posts about it. Soon you will recognize
trends and topic clusters that may help you organize the report content by criteria. For example, if you use the hashtag to conduct
a subject search on Coca-Cola (i.e., #Coca-Cola), you will obtain a huge number of tweets about the company and brand. They will
range from fan posts, buying tips, exhortations to recycle plastic, and specious cleaning tips involving Coke all the way to urban
legends (e.g., the acid in Coke will completely dissolve a T-bone steak in two days). Many returned tweets will be only marginally
interesting because they show up just because #Coca-Cola is mentioned.
If you explore Facebook, you will mostly find official pages and fan sites, most of which display favorable posts. You would have to
look hard to find negative posts, partly because companies moderate discussions and often remove offensive posts according to
their user agreements.
Your Task. Write either an informational or analytical report about the company you chose. In an informational report to
your instructor, you could summarize your findings in memo form or as an e-mail. Describe how the tweets about the company
are trending. Are they overwhelmingly positive or negative? Organize the report around the subject areas you identify (criteria).
Alternatively, you could write an analytical report detailing the strategies your chosen company adopts in responding to tweets
and Facebook posts. Your analytical report would evaluate the organization’s social media responses and provide specific examples
to support your claims.

9.9 Feasibility Report: International Student Club on Campus (L.O. 5)

Intercultural

To fulfill a senior project in your department, you have been asked to submit a letter report to the dean evaluating the feasibility of
starting an organization of international students on campus.
Your Task. Find out how many international students are on your campus, what nations they represent, how one goes about
starting an organization, and whether a faculty sponsor is needed. Assume that you conducted an informal survey of international
students. Of the 39 who filled out the survey, 31 said they would be interested in joining.

9.10 Feasibility Report: Encouraging Healthy Habits (L.O. 5)

Your company is considering ways to promote employee fitness and morale.
Your Task. Select a fitness/teambuilding program that seems reasonable for your company. Consider a softball league, bowling
teams, a basketball league, lunchtime walks, lunchtime fitness speakers and demos, company-sponsored health club memberships,

286 Chapter 9: Informal Reports

9.11 Examining Meeting Minutes (L.O. 4)

Attend an organized meeting at your school, in your community, in city government, or for a professional organization.
Alternatively, view records of virtual meetings in public governance available online.
Your Task. After your on-site visit, write the meeting minutes including all the data necessary and following the instructions in
this chapter. Focus on committee reports, old and new business, motions and votes, decisions made, and action items for future
meetings. Include the organization’s name and the date, time, and location of the meeting in the heading.
Alternatively, after locating minutes of virtual meetings in public governance, examine posted minutes, staff reports, and other
documents. Carefully compare them to what you have learned about meeting minutes in this chapter. Write a brief summary to
your instructor describing differences and similarities, such as formatting, included items, number of people involved, and more.

9.12 Meeting Minutes: Keeping Your Team on Track (L.O. 4)

Team

When working on a formal report with a team, volunteer to take notes at a team meeting and be prepared to share the meeting
minutes with your instructor, if requested. Follow the instructions in this chapter for meeting minutes.
Your Task. Record the proceedings of a team meeting for a group project. Record the date and time of the meeting, the
attendees’ names, discussion items, decisions made, and the date of the next meeting.

9.13 Yardstick Report: Office Equipment Options (L.O. 5)

You recently complained to your boss that you were unhappy with a piece of equipment you use (printer, computer, copier,
scanner, or the like). After some thought, the boss decided that your complaint is valid and greenlighted new purchases. But first
you must do research.
Your Task. Compare at least three manufacturers’ models and recommend one. Because the company will be purchasing ten or
more units, and because several managers must approve the purchase, write a careful report documenting your findings. Establish
at least five criteria for comparing the models. Submit a memo report to your boss.

9.14 Yardstick Report: Finding the Best Live Chat Solution (L.O. 5)
Web

Your company would like to add a live chat feature on its website to improve customer service with online shoppers. Your boss is
aware that these shoppers frequently accept invitations to chat live when they need help or have questions. What’s more, they
often turn into buyers. Your boss asks you to research the most popular live chat software options, compare the features and
monthly costs, and recommend one that the company could implement quickly.
Your Task. Write a memo yardstick report to Vice President of Marketing Jada Delgado that compares the options. Search online
for live chat support software, and look at several sources that list the most popular options for small and midsized companies.
Choose five of the most frequently mentioned options, and compare them in terms of (a) monthly or yearly costs, (b) main features,
and (c) ratings or reviews. Follow the instructions in this chapter for writing yardstick reports. Briefly discuss the background for the
report, list the live chat options, and compare them using the established criteria. Your comparison data may work best in a table.
Draw conclusions and recommend a live chat solution that you believe will best meet the needs of the company.

9.15 Yardstick Report: Improving Workplace Procedures (L.O. 5)

Even the best workplaces face challenges or have downsides awaiting positive change. Companies spend much money on
optimizing their processes and procedures (i.e., on making them as effective as possible).
Your Task. Identify a problem or procedure that must be changed at your work or in an organization you know. Consider
challenges such as poor scheduling of employees, outdated equipment, slow order processing, failure to encourage employees
to participate fully, restrictive rules, inadequate training, or disappointed customers. Consider several solutions or courses of
action (retaining the present status could be one alternative). Develop criteria that you could use to evaluate each alternative.
Write a report measuring each alternative by the yardstick you have created. Recommend a course of action to your boss or to the
organization head.

Chapter 9: Informal Reports 287

Your supervisor wants to stay abreast of the latest social media marketing trends. You are tasked with researching social marketing
and list the hot trends with a brief explanation of each. You will format this document as an article summary.
Your Task. Search for an article or infographic that addresses current or trending social marketing trends. In a memo report
addressed to your boss, Maxie Yong, summarize the main ideas presented in the article or infographic. Be sure to identify the
author, article title, publication name, and date of the article. If your source is an infographic, follow a similar procedure and identify
the title, sponsoring website, source, and date, if available. Conclude with your overall opinion of the article or infographic.

9.17 Report Topics for Informal Reports (L.O. 4, 5)

Team Web

A list of over 100 report topics is available at the accompanying student site. The topics are divided into the following categories:
accounting, finance, human resources, marketing, information systems, management, and general business/education/campus
issues. You can collect information for many of these reports by using electronic research databases and the Web. Your instructor
may assign them as individual or team writing projects. All require critical thinking in collecting and organizing information into
logical reports.
Your Task. As directed by your instructor, select a topic from the report list at [Link].

Grammar/Mechanics Checkup 9

Semicolons and Colons

Review Sections 2.16–2.19 in the Grammar/Mechanics Handbook. Then select the correctly punctuated sentence and record its
letter in the space provided. Also record the appropriate Grammar/Mechanics guideline to illustrate the principle involved. When
you finish, compare your responses with those at the bottom of the page. If your answers differ, study carefully the principles in
parentheses.

a (2.16b) Example a. Ma Modular founder Chris Krager has a master’s degree in architecture; he also
holds a bachelor’s degree in business administration.
b. M
a Modular founder Chris Krager has a master’s degree in architecture, he also
holds a bachelor’s degree in business administration.

assive house is a rigorous energy-efficient building standard, consequently, homeown-

1. a. P
ers can save up to 80 percent on heating and cooling.
b.
Passive house is a rigorous energy-efficient building standard; consequently, homeown-
ers can save up to 80 percent on heating and cooling.

2. a. Heat recovery ventilation comes with filters that remove pollen, dust mites, mold, and
bacteria; therefore, the higher upfront cost may be well worth it.
b. Heat recovery ventilation comes with filters that remove pollen, dust mites, mold, and
bacteria, therefore, the higher upfront cost may be well worth it.

3. a. Zero energy home design incorporates the following elements: triple-glazed windows,
double low-emissivity window film, and high-efficiency doors.
b. Zero energy home design incorporates the following elements; triple-glazed, windows,
double low-emissivity window film, and high-efficiency doors.

288 Chapter 9: Informal Reports

5. a. Prefab homes once were thought to be a low-quality building option, in recent years,
however, modular homes have come a long way.
b. P
refab homes once were thought to be a low-quality building option; in recent years,
however, modular homes have come a long way.

6. a. In addition to the kit house, expect three types of fixed cost: lot preparation, septic well
installation, and building a foundation.
b. In addition to the kit house, expect three types of fixed cost; lot preparation, septic well
installation, and building a foundation.

7. a. Top talent will speak about modular homes: Ray Kappe, architect, Living Homes, Chris
Corson, owner, Ecocor, Jennifer Siegal, professor, USC.
b. T op talent will speak about modular homes: Ray Kappe, architect, Living Homes; Chris
Corson, owner, Ecocor; and Jennifer Siegal, professor, USC.

8. a. The firm has completed many custom prefab homes; for example, in California, Nevada,
Colorado, Georgia, and North Carolina.
b. T he firm has completed many custom prefab homes: for example, in California, Nevada,
Colorado, Georgia, and North Carolina.

9. a. Principal Leo Marmol lectures widely about the following topics: architecture, sustain-
ability, and restoration.
b. P
rincipal Leo Marmol lectures widely about the following topics; architecture, sustain-
ability, and restoration.

10. a. The new Laguna Beach homes are certifiable green buildings, they use the most effi-
cient form of wood-frame modular construction.
b. T he new Laguna Beach homes are certifiable green buildings; they use the most effi-
cient form of wood-frame modular construction.

10. b (2.16b)
1. b (2.16a) 2. a (2.16a) 3. a (2.17a, 2.01) 4. b (2.17b) 5. b (2.16b, 2.03) 6. a (2.17a, 2.01) 7. b (2.16c) 8. a (2.16d, 2.01) 9. a (2.17a)

Chapter 9: Informal Reports 289

To: Ignacio Castaneda <icastaneda@[Link]>

From: Lilliana Stanton <lstanton@[Link]>
Subject: Progress Report on Construction of Jacksonville Beach Branch Office

Dear Mr. Castaneda:

Construction of Northstar Realtys Jacksonville Beach branch office has entered Phrase
3. Although we are one week behind the contractors original schedule the building
should be already for occupancy on April 1.

Past Progress
Phase 1 involved development of the architects plans, this task was completed on July 1.
Phase two involved submission of the plans for county building department approval. A
copy of the plans were then given to the following two contractors for the purpose of
obtaining an estimate, Declan Stark Contractors and Abernathy Builders. The lower
bidder was Declan Stark Contractors, consequently this firm began construction on
August 15.

Present Status
Phase three includes initial construction work. We have completed the following work
as of November 9

• Demolition of the existing building at 4460 Majestic Bluff Drive North

• Excavation of foundation footings for the building and for the surrounding wall
• Steel reinforcing rods installed in building pad and wall
• Pouring of the concrete foundation

Declan Stark Contractors indicated that it was one week behind schedule for several
reasons. The building inspectors required more steel reinforcement then was showed
on the architects blueprings. In addition excavation of the footings required more time
then the contractor anticipated because the 18-inch footings were all below grade.

Future Schedule
In spite of the fact that we lost time in Phrase 3 we are substantially on target for the
completion of this office building by March 1. Phase 4 includes the following activi-
ties, framing, drywalling, and installation of plumbing. If you have questions call me
at 904-945-7213.

Lilliana Stanton
Project Manager
United Contractors | lstanton@[Link] | 8370 Kinkaid Street |
Jacksonville, FL 32210 | 904-945-7213

290 Chapter 9: Informal Reports

Best Practices for Writing in Teams

Participating in group presentations and collaborating on ●● Discuss ways to ensure the accuracy and currency of the
written reports will help you develop the kinds of teamwork information collected.
skills that employers prize. Although sometimes frustrating,
team projects can be highly successful and rewarding when
members follow best practices such as those presented here.
Organizing, Writing, and Revising
As the project progresses, your team may wish to modify some
Preparing to Work Together of its earlier decisions.
●● Review the proposed outline and adjust if necessary.
Before beginning the project, meet as a team and establish
●● Share the first drafts and have all members review them.
roles and ground rules by doing the following:
Make sure all writers are using the same format, heading
●● Select a team leader to coordinate and manage the project. styles, and font sizes.
●● Choose a recorder to write and distribute the ground rules ●● Appoint the strongest writer to integrate all the parts, striv-
and take notes on each meeting’s accomplishments. ing for a consistent voice. The report should read as if it were
●● Decide whether your team will be governed by consensus written by one person.
(everyone must agree) or by majority rule.
●● Compare team members’ schedules, gather contact informa- Editing and Evaluating
tion, and agree on meeting times.
●● Review the document’s overall design, format, and heading
●● Decide how to involve collaborators who miss a meeting. levels. Is the report organized so that it is easy to follow?
●● Discuss the value of sharing diverging opinions. When mul- ●● Although all members should review and suggest edits to the
tiple viewpoints are shared, a better product results. Talk final document, assign a strong writer to copyedit the report
openly about conflict and how it should focus on issues, not for grammar and punctuation correctness and consistency.
on people.
●● Evaluate the final document. Discuss whether it fulfills its pur-
●● Discuss how to deal with members who do miss deadlines pose and meets the needs of the audience.
or fail to do their part; in a team charter, determine a scale of
steps ranging from written censure to specific penalties.
Using Online Collaboration Tools
Planning the Document Consider using Google Docs or another document
management and editing tool. Some writers prefer to create
Once you have established ground rules, you are ready to drafts in Microsoft Word and use the Track Changes feature
discuss the project and resulting document. to gather comments from multiple readers. Search online or
●● Establish the document’s specific purpose and identify the ask educators and project managers what document-sharing
main issues involved. platforms they prefer.
●● Discuss the audience(s) for the document and what appeal Career Application. Select a topic from the suggested
would help it achieve its purpose. activities in this chapter or from Report Topics at www
●● Write a detailed outline of the report. What parts will be .[Link]. Assume that you are preparing the report
assigned to each team member? What graphics and visuals as a team project. If you are working on a long report, your
are needed? instructor may ask you to prepare individual progress reports as
●● Develop a work plan. Set deadlines for submitting the early you develop your topic.
drafts, for integrating the parts into one document, and for Your Task
proofreading the final draft.
●● Form a team of two to five members, and prepare to work
●● Decide what fonts and format you will use in the final docu- together by following the suggestions in this workshop.
ment. Will the report need a cover sheet, a table of contents,
or a list of citations?
●● Plan your report by establishing its purpose, analyzing the
audience, writing a detailed outline, developing a work plan,
and deciding how you want the final document to look.
Collecting Information ●● Collect information, organize it, and write the first draft.
●● As a group, brainstorm ideas for gathering relevant ●● Offer to proofread and comment on the drafts of team
information. members.
●● Establish deadlines for collecting information from secondary
Your instructor may assign grades not only for the final report
and primary sources.
but also for team effectiveness and your individual contribution,
as evaluated by fellow team members.

Chapter 9: Informal Reports 291

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