chapter 11

Group 4
Chapter 11
Writing strategies for reports and proposals
This chapter refines direct and indirect strategies and applies them to the purposes of reports and proposals. Same direct and indirect strategies that apply to overall construction of a report can also be applied to the specific components of the report. For the purposes of style and maintaining reader interest these strategies can be varied.
The audience you are trying to reach dictates report type. Supervisors and other interested individuals will not require as much contextual information as individuals outside your business. So you should determine the needed response and use a direct strategy (use this strategy when you don’t anticipate resistance from the reader and don’t have to persuade the reader to agree with you) if you need nothing, or if an investment of some kind is required you should use indirect strategy.
The types of reports are connected to the strategy. The purpose of the report also dictates whether you should use a direct or indirect strategy. Informative reports can be delivered directly. Persuasive documents usually require more explanations. In this case an indirect strategy is generally better approach. When justifying an action or policy (or when it comes to analytical reports) it may be necessary to both inform and persuade at the same time. Conclusion is to combine informative reports and direct strategy, persuasive report and indirect strategy, analytical report and both direct and indirect strategy.
Well written reports and proposals use organizational techniques to make a document easier to read. The most important things you need to know about writing any document are how to write clearly, how to be concise but thorough, and how to organize and format information. Business writers organize information with bullets. Bullets should be used to do more than simply record information, providing a supportive narrative, or an explanation to accompany the bulleted data, allows the writer to remain connected in a form of dialogue with the audience. Also the billeted information can confuse the reader when it s not introduced.
A task or work plan is essential in most proposals, it identifies for the reader what tasks have to be performed (resources needed, time frames required to complete the projected). Good idea is to divide tasks into separate categories, considering the quantity of information related.
In the goals and objectives section of the proposal you should specify your primary goal first and then any secondary goals that may be accomplished. Your objectives should reflect broad strategies necessary to achieve your goals. Summary is: objectives follow the goals because they define how the project goals will be accomplished.
An executive summary is a concise overview of a report. In addition to identifying yourself or your company, the summary also presents the problem you are addressing. Because it encapsulates the entire report, it must be written after the report has been completed. The strategy used for constructing the executive summary should reflect the basic strategy used in the original design of the report. Avoid expressing opinions, inserting new data, giving examples; also avoid quoting from the report.
The introduction of your report or proposal sets the tone for the rest of the document. The introduction should “hook” the readers and make them want to read more, so it should be engaging and clear. If you are using direct strategy present your context, basic topic and suggested solutions right away. In that way you direct the readers toward the conclusions you have already developed. If you are using indirect strategy present your context and basic topic but do not specifically indicate your suggestions.
Background can be delivered directly because it sets the stage for your project. You can choose to take chronological approach (arranges the data according to the order in which they occurred), situational approach (discusses events from the perspectives of certain departments or individuals), statistical approach (provides a series of number facts which may be appropriate if the data you are relating are informational or influence the ultimate goal). Whichever approach you choose be sure that the tone of the introduction matches the rest of the document.
Problem and topic statements redefine and clarify the specific issue mentioned in the introduction and developed by the background. Be sure to accompany research and background with your analysis of the problem. In your problem statement you must explain how these facts relate to underlying issues that your report or proposal will address. When using the direct strategy begin with the problem statement, followed by analysis, and end with a description of how the outcome of the report will address the problem. When using the indirect strategy begin with analysis, and then end with a precise problem statement.
Goals and objectives section should be delivered using a direct strategy. It’s imperative that your audience completely understand the goals of the report. Any vagueness in their description will lead the audience to believe that you haven’t fully analyzed the issue.
Graphs and tables are included in documents to illustrate specific points, and they should be explained in the text surrounding it.
Your audience needs to know that you have considered all ramifications, good and bad, of the resolution you are offering. Considering that fact, solutions and recommendations must be direct.
Most importantly, end your report on a positive note. This is especially important when the message you deliver is negative. So if the message is negative, much more attention should be paid to positive aspects of the negative fact.
Now when we are introduced with applications of direct and indirect strategies to the elements of reports (formal or informal), we can conclude that the puzzle key for success business lies not only in schemes and patterns but in our power of judgment when and which one should be used.