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Good Management and Good Communication

admin — Tue, 31 Jan 2012 05:30:14 +0000

The principles that help people be better managers also help them be better writers. If you’ve had courses in management, you’ll find many parallels between principles you’ve learned in those courses and the strategies this book recommends. If you haven’t yet studied management, this book will give you a head start on good management techniques.

Many theories of management argue that good managers care about the needs of the people in their organization as well as the organization’s need to produce a product or provide a service. The Managerial Grid portrays this dual commitment more clearly.

The manager who shows concern or subordinates but little concern for production (1,9) creates “a comfortable, friendly organization atmosphere” but is likely to be criticized by higher management when the unit fails to meet its organizational goals. At the other extreme (9,1) is the manager who runs an efficient operation but ignores employee morale. Many managers attempt a balance (5,5) which gives some attention to both dimensions. The ideal manager in this model is the one who cares deeply about both organizational and employees’ needs.

Good managers care about their subordinates. Good sales representatives care about their customers. This caring demonstrates itself in thinking about things from the audience’s point of view and creating a message to meet the audience’s needs as well as yours.

You don’t need to reinvent the wheel as you try to manage effectively through communication. Research and experience have taught us something about the kinds of language, the patterns of organization, the strategies, and the composing processes that work best. Neither writing nor management is an exact science, but the principles and techniques you learn in this book will help you create messages that meet your needs, the needs of your organization, and the needs of your audience.

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Employee Satisfaction Boosts Productivity

admin — Thu, 26 Jan 2012 13:10:40 +0000

Honda of America produces cars in Ohio. President Shoichiro Irimajiri said the secret of Honda’s success in this country is its work force “and our sincere commitment to their growth and job satisfaction.”…

“I have learned from our associates that without employee satisfaction, we will not enjoy long-term productivity,” Irimajiri said, noting some of the ways Honda tried to build this satisfaction. Among them are a suggestion system, quality awards, safety awards, profit sharing, and the New Honda Circle, in which employees work together to come up with ways the company cam be more productive…

[One New Honda Circle]…used several means to speed up the pre-cast heating process in the early morning, saving Honda about $50,000 a year. This is typical of the involvement of Honda’s employees.

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Poor Writing Costs a Belgian Bank 1 Million Pounds

admin — Sun, 22 Jan 2012 12:48:25 +0000

Business letters are even more expensive in Europe than in the United States. European banks require that letters involving large sums be countersigned; two or three signatures may be needed depending on the amount involved.

The regional headquarters of a large Belgian bank received “approximately 5,000 letters of complaint relating to account statements last year. Because of the poor written communication from the bank to its clients, it took an average of five letters to settle each complaint, or a total of 25,000 letters. At a cost of FB 1200 (40 pounds) per letter, the economic burden from the bank staff’s inability to communicate effectively in writing was estimated to be FB 30 million, or about 1 million pounds that year.”

In 1981, the pound was worth about $2.40. 1 million pound loss would have equaled $2.4 million.

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Benefits of Improving Correspondence

admin — Thu, 19 Jan 2012 01:46:32 +0000

Better writing helps you to

Save time. Reduce reading time since comprehension is easier. Eliminate the time now taken to rewrite badly written materials. Reduce the time taken asking writers “What did you mean?”
Make your efforts more effective. Increase the number of requests that are answered positively and promptly – on the first request. Present your points – to other people in your organization, to clients, customers, and suppliers, to government agencies, to the public more forcefully.
Communicate your points more clearly. Reduce the misunderstanding that occur when the reader has to supply missing or unclear information. Make the issues clear, so that disagreements can surface and be resolved more quickly.
Build goodwill. Build a positive image of your organization. Build an image of yourself as a knowledgeable, intelligent, capable person.

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Lost Goodwill

admin — Sat, 14 Jan 2012 12:56:38 +0000

Whatever the literal content of the words, every letter, memo, and report serves either to build or to undermine the image the reader has of the writer.

The people who got the form letter printed in Figure 1.4 understood the basic point. But the letter failed because it was stuffy and selfish. Four different customers called to complain about it. When you think how often you are annoyed by something – a TV commercial, a rude clerk – but how rarely you call or write the company to complain, you can imagine the ill will this letter generated.

Several things are wrong with this letter.

The language is stiff and legalistic. Note the obsolete (and sexist) “Gentlemen,” “Please be advised,” “herein,” and “expedite.”
The tone is selfish. The letter is written from the writer’s point of view; there are no benefits for the reader. (The writer says there are, but without a shred of evidence the claim isn’t convincing.
The main point is buried in the middle of the long first paragraph. The middle is the least emphatic part of a paragraph.
The request is vague. How many references does the supplier want? Are only vendor references OK, or would other credit references, like banks, work too? Is the name of the reference enough, or it is necessary also to specify the line of credit, the average balance, the current balance, the year credit has been established, or other information? What “additional financial information” does the supplier want? Annual reports? Bank balance? Tax returns? The request sounds like an invasion of privacy, not a reasonable business practice.
Words are misused (herein for therein), suggesting either an ignorant writer or one who doesn’t care enough about the subject and the reader to get things right.

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Wasted Time

admin — Wed, 11 Jan 2012 05:34:43 +0000

Bad writing takes longer to read. Studies have shown that up to 97% of our reading time is taken not in moving our eyes across the page but in trying to understand what we’re reading. How quickly we can do this is is determined by the difficulty of the subject matter and by the document’s organization and writing style.

Second, bad writing may need to be rewritten. Many managers find that a disproportionate amount of their time is taken trying to explain to subordinates how to revise a document.

Third, ineffective writing may obscure ideas so that discussions and decisions are needlessly drawn out. People inside an organization may disagree on the best course, and the various publics with which organizations communicate may have different interests and values. But if a proposal is clear, at least everyone will be talking about the same proposed changes, so that differences can be recognized and resolved more quickly.

Fourth, unclear or incomplete messages may require the reader to ask for more information. A reader who has to supplement the memo with questions interrupts the writer. If the writer is out of the office when the reader stops by or calls, even more time is wasted, for the reader can’t act until the answer arrives.

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Business: The Company

admin — Fri, 06 Jan 2012 10:44:58 +0000

Wendy’s International, Inc. was incorporated in 1969 under the laws of the State of Ohio. Wendy’s International, Inc. and its subsidiaries are collectively referred to herein as the “Company”.

The Company is primarily engaged in the business of operating, developing, and franchising a system of distinctive quick-service restaurants. At December 31, 1986, there were 3,727 Wendy’s restaurants in operation in the United States and in 17 other countries and territories. Of these restaurants, 1,335 were operated by the Company and 2,392 by the Company’s franchise owners. In addition, 72 restaurants were under construction at December 31, 1986, of which 24 will be Company-operated. The Company intends to continue to expand the number of Wendy’s restaurants, both Company-operated and franchised.

Operations

Each Wendy’s restaurant offers a relatively standard menu featuring hamburgers and filet of chicken breast sandwiches, which are prepared to order with the customer’s choice of condiments. Introduced in 1986 was Wendy’s new hamburger product, “Wendy’s Big Classic”. Also offered are chili, chicken nuggets, a salad bar, baked and french fried potatoes, desserts, soft drinks and other non-alcoholic beverages, and a child’s meal which includes either a small hamburger or chicken nuggets, french fries, and a small drink. A breakfast menu is also available at certain Wendy’s restaurants during morning hours. Effective March 10, 1986, the breakfast menu was made optional in each restaurant, while the Company tests various menu possibilities for future use.

The Company strives to maintain quality and uniformity throughout all Wendy’s restaurants by publishing detailed specifications for food products, preparation, and service, by continual in-service training of employees, and by field visits from Company supervisors. In the case of franchise owners, field visits are made by Company personnel who review operations and make recommendations to assist in compliance with such specifications.

Except as described below, the Company does not sell fixtures, equipment, food or supplies to its franchise owners. However, the Company has arranged for volume purchases of many of these products. Under these purchasing arrangements, independent distributors purchase certain products directly from approved suppliers, and store and sell them to local Company and franchised restaurants. These programs help assure availability of products and provide quantity discounts, quality control and efficient distribution. These advantages are available both to the Company and to any franchise owners who choose to participate in the distribution program.

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The Cost of Correspondence

admin — Mon, 02 Jan 2012 13:57:47 +0000

Writing costs money. In 1987, according to the Dartnell Institute, the average one-page business letter cost $9.33. Memos cost slightly less, since they require neither stamps nor envelopes. The cost of a letter is lower if dictation equipment is used; the cost of a long letter or of a report is much higher. One company in Minneapolis writes 3,000 original letters a day. If all those letters are less than a page each, it spends $27,000 a day just on outgoing correspondence.

Documents Produced in One Organization

admin — Thu, 29 Dec 2011 13:52:30 +0000

In the previous article are some of the documents produced in one organization. This company, a subsidiary of a Fortune 500 company, has 25 plants across the nation; it fabricates and sells steel, aluminum, and plastics to a wide variety of industrial clients. Internal documents go to other people in the same organization: subordinates, superiors, and peers. External documents go to people outside the organization: customers, suppliers, the parent company, unions, stockholders, potential employees, government agencies, the press, and the general public.

All of these documents have one or more of the three basic purposes of organizational writing: to inform, to request or persuade, and to build goodwill. When you inform, you explain something or tell readers something. When you request or persuade, you want the reader to act. The word request suggests that the action will be easy or routine; persuade suggests that you will have to motivate and convince the reader to act. When you build goodwill, you create a good image of yourself and of your organization – the kind of image that makes people want to do business with you.

Most messages have multiple purposes. When you answer a question, you’re informing, but you also want to build goodwill by suggesting that you’re competent and perceptive and that your answer is correct and complete. In a claims adjustment, whether your answer is yes or no, you want to suggest that the reader’s claim has been given careful consideration and that the decision is fair, businesslike, and justified. In a policy and procedure bulletin, the writer wants to suggest that the policy will help the organization and the reader. Without goodwill, the reader might think that the organization was hung up on red tape, or that it was trying to play Big Brother to employees. People are more likely to follow procedures if they feel that the policies are fair and the procedures reasonable.

Two of the documents listed package the same information in different ways for different audiences. The 10-K report filed with the Securities and Exchange Commission (SEC) and the annual report distributed to stockholders contain essentially the same information, but differing purposes and differing audiences create two distinct documents. Figures 1.2 and 1.3 show pages from Wendy’s 1986 10-K and annual reports. The 10-K report is informative, designed merely to show that the company is complying with SEC regulations. The annual report, in contrast, has multiple purposes and wide audience. Its primary purpose is to convince stockholders that the company is a good investment and a good corporate citizen. Annual reports will also be read by employees, stockbrokers, potential stockholders, and job applicants, so the firm creates a report that is persuasive and builds goodwill as well as presenting information.

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