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The Essentials Of Technical Communication 5th Edition Elizabeth Tebeaux, Sam Dragga - Solutions
□ What is the purpose of the document?
□ What is your subject or topic?
6. If you are willing to participate in this study, please click on the link http://www.surveymonkey.com/PineAvenueBooks and complete the survey. If you wish to participate in a follow-up interview, please include contact information at the end of the survey.
5. Completion of the survey and follow-up interviews is voluntary; you may skip questions and can quit any portion of the study at any time.
4. All data for surveys and follow-up interviews will be strictly confidential. Your identity will never be revealed in any results, discussions, or presentation of the research. In addition, all information will be destroyed after I have analyzed the data.
3. If you agree to do so, you will also participate in a 15- to 20-minute follow-up session (that will occur by telephone or e-mail as you choose).
2. If you complete a survey, your responses will be returned to me anonymously. (I will not be able to identify your e-mail address, your IP address, or any other information that would inform me as to your identity or your location.)
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.
The composing process, integral to your analysis of audience, has six main stages:1. Analyzing the situation 2. Choosing/discovering information 3. Arranging information 4. Drafting 5. Revising 6. Editing the finished draft
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?
How do you want your message to sound?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.Anticipate the context in
How should you arrange your ideas?Once you have analyzed your readers and your purpose, you can decide what you want and need to include and how you will phrase and arrange your ideas.
What ideas should you omit?
What ideas should you use to achieve the goals of the message?
What position do you have in the organization?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
What do you want to achieve with your document?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,
Why do you need to write this document?
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
How well do you know your readers?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
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?A host of factors determine your readers’
Will your readers have interest in what you write? If not, how could you present your message to make it appealing?
Do you know your readers’ cultural backgrounds?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 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.
Who else may read what I write?How much do your readers know about your topic?
Who will act on what I write?
Who will read what I write?
What are the main ideas?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 will I have to do?
How does it affect me?
Do I have to read it?
What is this?
9 Explain briefly why strategic controls are necessary and indicate how they might be improved. Consider an organisation with which you are familiar and assess its strategic controls with reference to your explanation.1. Determine as fully as possible who will read what you write.2. Know the goals
8 Devise a strategic plan for an organisation with which you are familiar and identify the main elements that you would control during the period of the plan. Consider whether you yourself can be wholly responsible for devising such a plan or whether you would, in practice, not only need to consult
7 ‘If top management devotes more effort to assessing the strategic feasibility of projects in its allocational role than it does to the task of multiplying resource effectiveness, its value added will be modest indeed.’ (Gary Hamel and C K Prahalad) Discuss.
6 How can objectives and tasks be communicated from senior management while at the same time motivating those who have to implement them?
5 What are the implications of bounded rationality and minimum intervention in developing the strategic process?
4 ‘Nothing chastens the planner more than the knowledge that s/he will have to carry out the plan .’ (General Gavin, quoted by George Day) Discuss this comment in the context of the implementation process.
3 Apply the basic implementation process outlined in Figure 13.1 to the current procedures of an organisation with which you are familiar. Where does it differ and where is it the same? What conclusions can you draw about the process?
2 Does a small company need a formal strategic plan?
1 Compare the Canon and Nestlé styles of strategic planning and discuss why they are different. Is one better than the other and, if so, which?
2 What, if any, are the dangers of informal strategic controls such as those operating at Nestlé?
1 What characterises the Nestlé style of strategic planning?To what extent is this a function of its large size? Its product range? Its geographical spread?
explore how strategic planning can be conducted and critically evaluate its merits.
show how the Balanced Scorecard brings together the various elements of the implementation process;
outline the main elements of control and monitoring, and investigate their importance for strategic management implementation;
describe how resources are allocated between parts of the organisation;
understand the way that the objectives, tasks and timing are implemented;
outline the nature and limitations of the implementation process;
How is strategic management changing?
How can we devise a programme to manage such change?
What are the main principles involved in strategic change?
Why do people resist strategic change?
What is the impact of green strategy and sustainability on strategic options and choice?
What are the implications of green strategy for knowledge, technology and innovation?
How does purpose change as green strategy and sustainability principles are adopted?
What additional elements are involved in analysing the green strategy environment and in identifying sustainable resources and capabilities?
What are the main elements of green strategy and sustainability?
What is the role of information processing and systems?
How is strategy controlled?
How is strategic planning conducted and what is its influence on strategy?
How are resources allocated?
How are tasks and objectives set?
What is the process of implementation?
9 ‘The hallmark of many successful business organisations is the attention given to the human element.’ (Laurie Mullins, author of the well-known text Management and Organisational Behaviour ) Is the human element more important than competitive strategy?
8 The managing director of a large company making bicycles has become worried by the lack of growth in sales, believing the company has lost its earlier innovative spark, and has turned to you for advice. What would you recommend?
7 Why is it difficult to develop reward systems to deliver the organisation’s objectives? How might such difficulties be overcome in a small entrepreneurial business venture?
5 ‘Every organisation needs an element of innovation’(see Section 12.5 ). Is this correct?6 ‘All any company has to do to explore its own potential to become a more innovatory organisation is to see what happens when employees and managers are brought together and given a significant problem
4 If you were asked to make PepsiCo – see Case 12.1 –more innovative, what would you do? In answering this question, you should take into account the existing culture of the company.
3 ‘If structure does follow strategy, why should there be a delay in developing the new organisation needed to meet the administrative demands of the new strategy?’ (Alfred Chandler) How would you answer this question?
2 What structure would you expect the following organisations to have?(a) A small management consultancy company based in one country only.(b) A voluntary group providing volunteers to visit the elderly and house-bound.(c) A medium-sized company with 1,500 employees, two factories and a separate
1 Explain the structure of an organisation with which you are familiar, using the elements outlined in Sections 12.2 and 12.3 as your guide.
3 What lessons, if any, on strategy and organisation structure can be drawn from the approach of PepsiCo in developing its new organisation structure?
2 What benefits was the company seeking from its acquisitions?How did the change in organisation structure contribute to such benefits? In order to achieve such benefits, what actions would have to be taken? Would they have any human consequences? If so, what?
1 Why was PepsiCo essentially organised into North American and international divisions? Why were there some variations in this structure? Examining the organisation structures outlined in this chapter, in which category would you put PepsiCo?
explain the formal organisation needed to motivate staff and implement the chosen strategies.
develop the special organisation structures that are more likely to lead to innovative strategies;
outline the six main types of organisation structure and assess their advantages and disadvantages in relation to a particular strategy;
evaluate the importance of changing an organisation’s management style at the same time as changing its strategy;
understand the basic principles involved in designing the structure of an organisation to meet its chosen strategy;
evaluate critically the arguments that strategy and structure have a more complex relationship than that suggested by the early strategists;
10 If you were advising Honda Motorcycles about its strategies in the 1990s, what strategic approach or combination of approaches would you adopt? Give reasons for your views.
9 ‘Management theories are judged, among managers at least, by the demonstrable results that they deliver,’ comments Colin Egan. Apply this comment to the strategic routes described in this chapter and outline your conclusions.
8 The learning-based strategic route emphasises creativity in strategy development. Why is this important and how might it be achieved?
7 Why is negotiation important in strategic management?Why is it not better to have a strong leader who will simply impose his/her will on the organisation?
6 For organisations, such as the telecommunications companies, involved in lengthy investment decisions that take many years to implement, the uncertaintybased route forward, with its very short time-horizons, appears to have little to offer. Can this strategic route provide any useful guidance to
5 Some have argued that the survival-based strategic route is over-pessimistic in its approach. Do you agree?
4 Is it possible for the prescriptive strategy process to be creative?
3 Take an organisation with which you are familiar and consider to what extent it plans ahead. How does it undertake this task? Is it reasonably effective or is the whole process largely a waste of time? To what extent does any planning process rely on ‘people’ issues and negotiation? What
2 Why does context matter in strategy development?What are the main elements of context in the case of European telecommunications? How do they influence strategy development?
1 Charles Handy has described recent technological breakthroughs in global development as discontinuous.He commented that ‘Discontinuous change required discontinuous upside-down thinking to deal with it, even if thinkers and thought appear absurd at first sight.’ Can discontinuities be handled
4 How will the internet impact on travel in the future? Would it be more beneficial to use emergent strategies – if so, which strategies and how should they be used?
3 If you were an established internet provider, which strategic routes would you select to develop your presence further?Why? Give examples of current practice where possible.
2 Are there any strategic routes that you would definitely not employ as a small company? Why?
1 If you were moving into the market for internet travel as a small company, which, if any, of the five routes described in this chapter would you employ? You can also consider the use of classic prescriptive strategy if you wish.
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