Cuyamaca What Advantages and Disadvantages Do You See in Using a Whiteboard During a Meeting? Assignment #2 – Visit the Steelcase website at: https://www.

Cuyamaca What Advantages and Disadvantages Do You See in Using a Whiteboard During a Meeting? Assignment #2 – Visit the Steelcase website at:

https://www.touchboards.com/steelcase/steelcase-eno2810/ (Links to an external site.)

And read about electronic whiteboards. What advantages and disadvantages do you see in using a whiteboard during a meeting? Would you recommend purchasing this product? Explain why or why not. Draft a memo to your boss outlining your recommendations and a plan for action (tips are listed below).

TIPS FOR CREATING AN EFFECTIVE MEMO:

Memos

When preparing a memo, you

May use a lower-grade paper than you use for letters

May be asked to use a special memo form

Include the title “Memo” (or similar) at the top of the page either centered or flush left

At the top of a memo (arranged in almost any order), place introductory information such as

To:

From:

Date:

Subject:

If a memo has wide distribution, type “See distribution list” after “To:” and place recipient names at the bottom of the page (usually in alphabetical order).

The subject line (or lines) should be short but informative.

For the body of the memo:

Start on the fourth line below heading.

Use single-spacing, with double spacing between paragraphs (unless the memo is very short).

Either indent paragraphs or make them flush left.

Head the second page just as you would head the second page of letter.

Although no complimentary close or signature block is required in a memo, the sender may initial the memo beside his or her name or at the bottom of the memo.

Handle reference initials, enclosure notations, and copy notations just as you would in a letter.

Memos may be delivered by hand, interoffice mail, or post office.

MEMO SAMPLE: SAMPLE BUSINESS MEMORANDUM
(The business memo format is best suited for presenting analysis and results of an issue that requires no more
than 2-3 pages of text and a couple of tables and exhibits. Anything longer should use a business report format
with a very short transmittal memo).
DATE:
TO:
FROM:
March 13, 2004
Martha Glamour, CEO Stylish Living Magazine
Simpson and Lee Consulting Associates (This tells the reader your role as writer – e.g.
consultant, analyst to reporting to manager, etc.)
Thomas Simpson (Principal Writer) Richard Lee (Principal Editor). (The words
principal writer and editor do not appear in a real business memo; they are here for grading
purposes only. In the real world you would substitute the titles of the authors, e.g. Partner or
Senior Manager).
RE:
Analysis of existing cost system and desirability of switching to ABC.
Thank you for allowing us the opportunity to work with your company (simple courtesy and positive
start). As requested, we have evaluated the strengths and weaknesses of your company’s existing
cost system and evaluated the desirability of switching from the existing cost system to an
activity based cost system ABC). (This sentence should clearly state the “big” issue in the case. It should
also help to remind the intended audience of the purpose of this memo). Our analysis uses Products X and
Y as test cases to understand how the existing and proposed ABC systems would compute
product costs. Based on our study, we have reached the following conclusions:
1. The cost of Product X is higher than Product Y under the current system; the cost Product X is
lower than Product Y under the ABC system.
2. The existing cost system has several weaknesses that make the data unreliable and misleading.
3. We recommend that the company should abandon the existing system and replace it with an
activity based cost system as it will provide better product cost information for decision making.
(The three points above are what the writing guide refers to as “headlines”. They state the major conclusions of
your memo and should (like a newspaper headline) grab the reader’s attention. Note a headline does not contain
detailed results such as cost of Product X is $3.45 per unit.).
The rest of this memo explains the basis of our conclusions. We will present our analysis in four parts.
The first part deals with product cost under the existing system. This is followed by . . . The next section
. . . The last section . . .
(The purpose of these sentences is to give the reader a road map to follow your discussion. Note that the four
parts probably correspond to the detailed questions at the back of the case. These questions typically lead you to
address the big issue in the case. If the memo is longer than 2 pages, you may have to use subheadings to avoid
long bodies of texts).
Product Cost Analysis
Our analysis begins by computing the costs of the two products, X and Y, using the current cost system.
Exhibit 1 shows the manufacturing cost of the two products under the existing cost system. As row 5
shows, product X has a cost of $25.45 per unit. (Note the reader is being pointed to the data and not left to
find it for him or herself). Also, as column 3 of the Exhibit shows, most of this cost, approximately 65
1
percent, is indirect manufacturing overhead. The last row of the Exhibit shows that . . . (Rest of the details
omitted intentionally).
Exhibit 1
Costs of Manufacturing Product X and Product Y
___________________________________
Insert table here
(Note that EXCEL tables and PowerPoint flowcharts can be pasted directly into your document. Make sure that
EXCEL tables fit the width of your page and PowerPoint flowcharts should be pasted as pictures(use the Paste
Special command).
___________________________________
Weakness of Existing Cost System
The current system of assigning overhead to products using direct labor hours does not represent a fair
measure of resources used by the products. Your company produces a large variety of products in low
volume with highly automated operations. Direct labor accounts for only 3% of the total cost of
manufacturing (See Exhibit 1). In your production environment, most of the indirect manufacturing costs
are driven by cost drivers that have little or no relationship to the amount of direct content of each
product. The relevant cost drivers in your situation are . . . (Rest of the details omitted intentionally).
Conclusion and Recommendations (Not you are reiterating what you said up front one more time). .
We recommend that the company abandon its current cost system and replace it with . . . (Rest of the
details omitted intentionally). This will allow you to better measure the resources consumed by each
product and lead to better pricing and product mix decisions . . . (Rest of the details omitted intentionally).
2
10: Writing Routine and Positive Messages
10-1
Chapter 10: Writing Routine and Positive Messages
LECTURE NOTES
Section 1: Strategy for Routine Requests
Learning Objective 1: Outline an effective strategy for writing routine business requests.
Much of the vital communication between a company and its customers is about routine business matters.
These messages fall into two groups:
•
•
Routine requests, asking for information or action
A variety of routine and positive messages
Making requests is a routine part of business. In most cases, the audience will be prepared to comply, as
long as the request is reasonable. By applying a clear strategy and a tailored approach to each situation,
routine requests will be efficient and effective.
Like all other business messages, a routine request has three parts: an opening, a body, and a close. When
using the direct approach:
•
•
•
Open with the main idea, which is a clear statement of the request.
Use the body to give details and justify the request.
Close by requesting specific action.
Stating Your Request Up Front
Begin routine requests by placing your initial request first; up front is where it stands out and gets the
most attention. Of course, getting right to the point should not be interpreted as license to be abrupt or
tactless. Careful presentation includes the following:
•
•
•
Pay attention to tone. Even though you expect a favorable response, the tone of your initial
request is important. Soften your request with words such as please and I would appreciate.
Assume that your audience will comply. You can generally assume that your readers will
comply with your request when the reason for it is clear and they see a benefit for themselves.
Be specific and state the need precisely.
Explaining and Justifying Your Request
The body of the message explains the request, if the circumstances require an explanation:
•
•
•
•
Make it a smooth and logical explanation, flowing from the opening remarks.
If appropriate, explain how the reader could benefit from taking the requested action.
If you have multiple questions or requests, ask the most important one first.
Ask only relevant questions that are central to the main request.
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Requesting Specific Action in a Courteous Close
The close of a routine request should include three important elements:
•
•
•
A specific request
Contact information for possible future communication
If action is requested, a specific date or time for compliance
Conclude messages by sincerely expressing goodwill and appreciation.
Class discussion question: What steps can you make to keep direct requests from coming across as
demanding or inconsiderate? (Think about word choices, media options, timing, and writing quality.)
Section 2: Common Examples of Routine Requests
Learning Objective 2: Describe three common types of routine requests.
Most routine messages fall into a few main categories:
•
•
•
Asking for information and action
Asking for recommendations
Making claims and requesting adjustments
All of these types of requests are similar in structure, approach, and desired result.
Whether asking for knowledge or action, each requires time and effort of the reader and should therefore
be handled professionally and with care.
Asking for Information and Action
When there’s a need for information or for someone to take action, the best course for the sender is to
simply ask. In essence, simple requests say:
•
•
•
What you want to know or what you want the reader to do
Why you’re making the request
Why it may be in the reader’s interest to help you (if applicable)
For simple and routine requests, the direct approach is usually preferred.
Asking for Recommendations
In business, the need to inquire about people arises often.
From circumstances involving credit, contracts, jobs, promotions, or scholarships, companies often
ask applicants to supply recommendations from references.
Recommendations vouch for one’s ability, skills, integrity, character, and fitness for the job.
Before designating someone as a reference, always ask permission to do so beforehand.
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Because requests for recommendations and references are routine, the direct approach is appropriate:
•
•
•
•
Open the message by clearly stating why the recommendation is needed and that a letter is
requested.
If contact has been limited for some time, use the opening to trigger the reader’s memory of
the scope of the relationship.
Use the body of the message to provide details and reasons for the request.
Close the message with an expression of appreciation. When asking for an immediate
recommendation, also mention the deadline.
Making Claims and Requesting Adjustments
Anyone dissatisfied with a product or service has two options for seeking satisfaction:
•
•
Make a claim (a formal complaint documenting the writer’s dissatisfaction).
Request an adjustment (a settlement of a claim).
In either case, it’s important to maintain a professional tone in all communications. A rational, clear,
and courteous approach is best for any routine request. Assume that a fair adjustment will be made
and use the direct approach:
•
•
•
In the opening, provide a straightforward statement of the problem.
In the body, give a complete, specific explanation of the details; provide any information an
adjuster would need to verify the complaint.
In the close, politely request specific action or convey a sincere desire to find a solution.
Section 3: Strategy for Routine and Positive Messages
Learning Objective 3: Outline an effective strategy for writing routine replies and positive messages.
When responding to routine requests and sending routine and positive messages, you have several goals:
•
•
•
Communicate the information or the good news.
Answer all questions, to provide required details.
Leave readers with a good impression of you and your firm.
Because readers will generally be interested in a positive message, use the direct approach with a routine
reply or positive message:
•
•
•
Place the main idea (the positive reply or the good news) in the opening.
Use the body to explain all the relevant details.
Close cordially and highlight a benefit to the reader.
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Starting with the Main Idea
Open with the main idea or good news so the audience is prepared for the details that follow.
Make the opening clear and concise.
Make sure you have a clear idea of what needs to be said.
Providing Necessary Details and Explanation
Use the body of the message to explain points completely and concisely so the audience won’t be
confused or doubtful about the meaning.
When providing details, maintain the supportive tone established in the opening.
If the routine message may elicit mixed reactions:
•
•
Convey mildly disappointing information in as favorable a context as possible.
Use the indirect approach if the negative component of the message is likely to elicit a strong
reaction.
When communicating with customers, you can use the body to subtly remind the reader of the smart
choice it was to buy your products.
Ending with a Courteous Close
A routine or positive message is more likely to succeed if readers are left feeling that their best
interests are being kept in mind:
•
•
•
Highlight a benefit to the reader.
Clarify what action is to be taken, and by whom.
Express appreciation or goodwill.
Section 4: Common Examples of Routine and Positive Messages
Learning Objective 4: Describe six common types of routine replies and positive messages.
Most routine and positive messages fall into six main categories:
•
•
•
•
•
•
Answers to requests for information and action
Grants of claims and requests for adjustment
Recommendations
Routine information
Good-news announcements
Goodwill messages
Copyright © 2018 Bovée and Thill LLC
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Answering Requests for Information and Action
Treat all requests with respect; a prompt and gracious response reflects well on you and your
organization.
Occasionally, requests include the opportunity for improving business relations. When answering
requests and a potential sale is involved, there are three main goals:
•
•
•
Respond to the inquiry and answer all questions.
Leave the reader with a good impression.
Encourage a future sale.
Granting Claims and Requests for Adjustment
Mistakes are unfortunate but are a turning point in the relationship between the company and the
customer:
•
•
If the situation is handled well, the customer is likely to be even more loyal than before; they
now have reason to believe the company is serious about customer satisfaction.
If the situation is handled poorly, the customer may well leave and complain to friends and
colleagues privately or to the entire world via social media.
Any response to a customer complaint depends on the company’s policies for resolving such issues
and an assessment of whether the company, the customer, or some third party is at fault.
In general, take the following steps:
•
•
•
•
•
•
Acknowledge receipt of the customer’s claim or complaint.
Sympathize with the customer’s inconvenience or frustration.
Take (or assign) personal responsibility for setting matters straight.
Explain precisely how you have resolved, or plan to resolve, the situation.
Take steps to repair the relationship.
Follow up to verify that your response was correct.
Providing Recommendations and References
Recommendation letters typically include:
•
•
•
•
•
The candidate’s full name
The opportunity he or she is pursuing
The nature of your relationship
Relevant facts regarding the person’s performance
An overall evaluation
Recommendation letters have become a complex legal matter in recent years so be sure to check
company policies before writing a recommendation.
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Some companies (as well as some individual professionals) refuse to provide anything more than
confirmation of dates of employment.
Also, keep in mind that when writing a recommendation, you are putting your own reputation on the
line.
Sharing Routine Information
Many messages involve sharing routine information, such as project updates and order status
notifications.
Most routine communications are neutral, but if the information may generate a negative reaction, use
the body of the message to highlight potential benefits of the news and how it could positively impact
the reader.
Announcing Good News
To develop and maintain good relationships, smart companies recognize that it’s good business to
spread the word about positive developments.
Because good news is generally welcome, use the direct approach.
Good-news announcements about company successes are often communicated in a news release (also
known as a press release):
•
•
•
A specialized document used to share relevant information with the news media
Usually prepared by specially trained writers
Content follows the customary pattern for a positive message: good news followed by details
and a positive close
Traditional news releases aren’t written for the ultimate audience (such as the readers of a
newspaper); they’re trying to interest an editor or a reporter who will then write the material that is
eventually read by the larger audience.
Many companies now view the news release as a general-purpose tool for communicating directly
with customers and other audiences, creating direct-to-consumer news releases.
Many news releases are crafted as social media news releases as well, with built-in media sharing
aspects such as “tweetable” bullet points.
Fostering Goodwill
All business messages should be written with an eye toward fostering goodwill among business
contacts, but some messages are written specifically for that purpose.
These messages can be used to enhance relationships between business contacts.
Effective goodwill messages must be sincere and honest and avoid exaggerated statements. Any
compliments should be backed up with specific points of clarification.
Copyright © 2018 Bovée and Thill LLC
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Sending Congratulations
One prime opportunity for sending goodwill messages is to congratulate individuals or companies for
significant business achievements.
Congratulatory messages are typically easy to write and always appreciated.
The nature of the relationship with a recipient determines the range of appropriate subjects.
Sending Messages of Appreciation
Sending messages of appreciation is often an important managerial responsibility and requires the
ability to recognize the contributions of employees, colleagues, suppliers, and other associates:
•
•
The small effort required to write a personal note can increase morale.
In today’s digital media environment, a handwritten thank-you note can be a particularly
welcome acknowledgment.
Class discussion question: Is there a danger of goodwill messages becoming self-serving? If so, what
cautions should writers take to avoid crossing over an ethical line?
Offering Condolences
Messages of condolence are brief personal messages written to comfort someone after the death of a
loved one.
These messages can feel intimidating to write, but they don’t need to be. Follow these three
principles: short, simple, and sincere.
Timing and media choice are important considerations with condolence letters:
•
•
The sooner your message is received, the more comforting it will be, so don’t delay.
Unless circumstances absolutely leave you no choice, do not use electronic media. A brief,
handwritten note on quality stationery is the way to go.
Open a condolence message with a simple expression of sympathy, such as “I am deeply sorry to hear
of your loss” or “I am sorry for your loss.”
How you continue from there depends on the circumstances and your relationships with the deceased
and the person to whom you are writing. Two examples:
•
•
When writing to the family member of an employee who died, you can let the recipient know
that his or her loved one was appreciated in the workplace.
When writing to an employee or colleague who lost a loved one, you can share a personal
memory, if appropriate, to add depth and meaning to your expression of sympathy.
Conclude with a simple statement, such as “My thoughts are with you during this difficult time.”
Offer assistance if appropriate for the situation, but make sure you can really deliver it if asked.
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Other points to keep in mind:
•
•
Personalize the message as appropriate, but don’t make the message about …
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