Communicate 13th Edition Kathleen S. Verderber, Deanna D. Sellnow, Rudolph F. Verderber - Solutions

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□ What types of illustrations (e.g., tables, graphs, photos, diagrams) are you considering? How will they help to convey your message?Arranging Information
□ What structure do you plan to use? If you have required report sections, what are they? What information resources do you have available? What resources do you need to locate?
□ What topics do you need to cover? What do your readers need to know? What do you want your readers to do?
□ Why are you writing? Why is this document required? What is the situation that led to the need for this document? Who cares about this situation or this document?Selecting Information
□ Who are your readers, known and potential? What problems could your readers encounter with your message?
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1. You will complete a short, anonymous survey via the Internet that will require approximately 5 minutes of your time and will be returned to me via Survey Monkey, an online data collection service.
6. Editing the finished draft
5. Revising
4. Drafting
3. Arranging information
2. Choosing/discovering information
1. Analyzing the situation
The composing process, integral to your analysis of audience, has six main stages:
The Basic Parts of the Composing Process
Once your document reaches its intended destination, the recipient may place it in a stack for later reading; may skim it and then route it to the person responsible for action on it; may read it, copy it, and distribute it to readers unknown to you; may read it and use it as an agenda item in a
How will readers use your writing?
Anticipate the context in which your writing will be received.
Knowing how your message should sound will always be critical. Always try to convey a respectful tone appropriate to your position in the organization. How a message is presented may often prove as important as the information itself.
How do you want your message to sound?
how you will phrase and arrange your ideas.
Once you have analyzed your readers and your purpose, you can decide what you want and need to include and
How should you arrange your ideas?
What ideas should you omit?
What ideas should you use to achieve the goals of the message?
What you write and how you write it should reflect your level of responsibility in the organization—the power relationship that exists between you and the reader. The image you project will change, depending on your readers. You will project the image of a subordinate when you write to those
To have credibility as a writer in an organization, the image that you project should be appropriate to your position.
As an employee, you will be hired to perform the duties that define a particular job. As the one responsible for performing specific tasks, you will communicate with employees above you, below you, and on your own level. In writing to individuals in any group, you will communicate not as you would
What position do you have in the organization?
Determining why you are writing is as important as determining who your readers are. Purpose always relates to readers. And you may have more than one purpose. For example, you may be writing to provide information and to recommend action. In addition, what you say may serve as
What do you want to achieve with your document?
Why do you need to write this document?
Determine your purpose.
What situation led to the need for this document?Often, you can better understand your readers’ perspective if you understand the situation that requires you to write the document. The need for written communications develops from interactions of people involved in a work environment. To select
How much does each person on this list know about your topic?Sometimes your primary reader may know the situation you are discussing, and the purpose of the report may be to inform others within the organization by going through proper channels.
Why is each person on the distribution list receiving a copy?
Who else might read what you write?Most reports and letters have distribution lists with the names of those who receive copies. A person on the distribution list may be the person who will ultimately act on what you write. Thus, you must consider the needs and perceptions of those who receive
Because people tend to read only what they can use, try to relate your message to your readers’ job. Knowing the readers’ attitude toward the topic addressed in your message will help you determine how to present your information.
You may not know your readers personally. However, if you know an individual’s level in the organization, the responsibilities associated with that level, and the kind of technical expertise your reader has, this information will help you decide what you need to include and how to present your
How well do you know your readers?
A host of factors determine your readers’ perception: education, family, geographical and cultural background, job responsibilities, rank in the organization, age, life experiences, and gender—just to name a few demographics that define how people see the world. How much your readers know about
What kind of relationship do you have with these readers? Do you know the readers’ attitude toward you, the subject matter you need to communicate, the job you have, and your area within the organization? Do you have credibility with these readers?
Will your readers have interest in what you write? If not, how could you present your message to make it appealing?
If you work in an organization that does business with readers from other cultures, plan to do background reading on these cultures.
Do you know your readers’ cultural backgrounds?
Do you know or can you estimate your readers’ educational levels?
How much do your readers know about your topic?
Do your readers have expertise in this area?Readers with technical expertise in the area you discuss have different needs (and often different perspectives)from readers who lack technical expertise.
How much do your readers know about your topic?
Who else may read what I write?
Who will act on what I write?
Who will read what I write?
If you answer their questions at the beginning of your document, readers are more likely to continue reading.To answer these questions in the minds of your readers, you will have to answer three questions yourself about the document you are writing:
What are the main ideas?
What will I have to do?
How does it affect me?
Do I have to read it?
What is this?
4. Determine the content by considering your readers’ frame of reference and your purpose in writing.
3. Understand your role in the organization as a writer and how your role should be reflected in what you write.
2. Know the goals you want your writing to achieve and the business context in which you need to communicate.
1. Determine as fully as possible who will read what you write.
How you will organize your reasons?
How will you motivate your audience?
How will you establish your credibility with this audience?
What reasons will you use, and how will the organizational pattern you select fi t your topic and audience?
How does your goal adapt to whether your prevailing audience attitude is in favor, no opinion, or opposed?
Is it important that no constituency be unfairly harmed or advantaged by a solution?
Is ease of implementation a consideration?
What risks are unacceptable?
Is solution simplicity a factor?
Are there resource constraints that a good solution must meet (costs, time, manpower)?
What are the quantitative and qualitative measures of success that a solution must be able to demonstrate?
What would be the consequences of trying something and having it fail?
What would be the consequences of doing nothing?
Does this problem consist of several smaller problems? If so, what are their symptoms, causes, previously tried solutions, and so forth?
How is our situation similar and different from theirs?
How successful have they been with the solutions they attempted?
What have others who have faced this problem done?
Can this problem be subdivided into several smaller problems that each may have individual solutions?
What are the causes of this problem?
What are the symptoms of this problem?
What kind of position are you looking for?
What have you done that shows your creativity?
Tell me about a time you had a serious confl ict with a co-worker. How did you deal with the confl ict?
Tell me a time when you tried something at work that failed. How did you respond to the failure?
Can you give an example of when you were a leader and what happened?
What are your major strengths? Weaknesses?
Can you give an example of how you work under pressure?
In what ways does your transcript refl ect your ability?
Do you think that the speaker did a good job? If so, why? If not, what should the speaker have done to be more effective?
Did the speaker use statistics to back up what was said? If so, did the speaker tell you where the statistics came from? Did the statistics surprise you? If so, what would you have needed to hear that would have helped you to accept them as accurate?
Did the speaker use examples or tell stories to develop a point? If so, were these typical examples, or did the speaker choose examples that were unusual but seemed to prove the point?
Was it easy or diffi cult to identify the speaker’s main ideas? What did you notice about how the speaker developed each point she or he made?
What was the purpose of the speech? What was the speaker trying to explain to you or convince you about?
Are there any fallacies that you can detect in his argument? Explain.

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Communicate 13th Edition Kathleen S. Verderber, Deanna D. Sellnow, Rudolph F. Verderber - Solutions

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