Assignment 2

Business Communication Skills

(2014)

(Written Communication |Report)

Submitted by:

Abdul Hadi Anwar

Submitted to:

Lecturer: Mr. Ahmad Munir Mehar

Due date: 2 March 2014

Business Communication

As the term business communication includes all communication

that occurs in a business context. Knowledge of business

communication presupposes an understanding of both business and

communication. That's a lot of territory. Although courses in

business communication have their roots in the “business English”

and “business correspondence” courses common in the late

nineteenth and early twentieth centuries, business communication

has evolved over the years into a broad discipline providing an overview of all communication that occurs

in organizational settings.

As a discipline, business communication draws on linguistics, semantics, rhetoric, psychology,

sociology, graphic design, management, marketing, economics, and information technology. For this reason,

different authors typically select specific aspects of communication in business on which to focus. The

following related areas of study have evolved over time:

1. Managerial Communication:  The term, managerial communication, usually refers to an emphasis

on communication strategies for achieving specific short-term objectives.

2. Organizational Communication:  Organizational communication usually refers to established

communication networks and the communication flow within organizations.

3. Human Relations and Team Building:  Over the past 30 years or so, business and industry have

increasingly recognized the importance of good interpersonal communication between and among

those who work together. Such skills are also important to the success of customer relations

programs and strategic alliances. By whatever name, courses on these topics typically cover the

fundamentals of understanding other people, differences in perception, differences in motivation and

other common behavioral strategies, establishing rapport, developing mutual respect, and reaching

consensus.

4. Sales Communication:  Sales communication includes all communication specifically designed to

produce sales, from media-based advertising, to telephone solicitation, to direct-mail advertising.

5. Report Writing:  As the term suggests, report writing focuses on written reports, typically including

everything from short, informational memos to letter reports (basically long letters that include

headings and other report-writing techniques), to complete analytical reports. Books on this subject

often include the fundamentals of primary and secondary research, techniques for data analysis, and

analytical and presentation graphics.

6. Communication Technology and Electronic Communication:  Whether word processing, page

layout and graphic design, electronic mail (email), electronic conferencing, Internet-based services,

audio or video conferencing, or multimedia presentations, the technology we use to communicate—

information technology—has changed radically over the past few years.

i. These changes, especially since the advent of the computer, have altered the way we

think about communication, and we have yet to see the end of these changes. The

ways in which information (computer) technologies and other communication

technologies, such as enhanced telephone services, are becoming increasingly

interdependent is typically referred to as digital convergence or technological

convergence. Car phones, cell phones, and pagers help ensure that one can

communicate from virtually anywhere to virtually anywhere else at any time, and

email has recently become the principal means of exchanging written communication.

ii. As the volume of communication increases, the chance of information overload also

increases, which reduces the impact of individual messages.

7. International Communication:  International communication, also referred to as intercultural

communication, focuses on the ways in which cultural differences influence communication

expectations and behavior, including the length of time it takes to establish business and personal

relationships, differences in the conception of time itself, differences in nonverbal communication,

and differences in perceptions as they are influenced by language and culture. (Bowman, 17

November 2003 )

Communication Report:

Reports are documents designed to record and convey information to

the reader. Reports are part of any business or organization; from

credit reports to police reports, they serve to document specific

information for specific audiences, goals, or functions. The type of

report is often identified by its primary purpose or function, as in an

accident report, a laboratory report, a sales report, or even a book

report. Reports are often analytical, or involve the rational analysis

of information. Sometimes they simply “report the facts” with no

analysis at all, but still need to communicate the information in a

clear and concise format. Other reports summarize past events, present current data, and forecast future

trends. While a report may have conclusions, propositions, or even a call to action, the demonstration of the

analysis is the primary function. A sales report, for example, is not designed to make an individual sale. It is,

however, supposed to report sales to date, and may forecast future sales based on previous trends. This

chapter is designed to introduce you to the basics of report writing. (McLean 2013)

The term report covers a wide variety of business documents. Letters, memos, and even email

messages, for example, may be considered reports when they present essentially factual information in a

highly organized way and employ one or more of the special techniques typically associated with written

reports. Reports may be short (usually less than 10 pages), long (more than 10 pages—perhaps up to

thousands of pages in bound volumes), informal or formal (based on writing and presentation

style), informative (facts only) or analytical (facts plus analysis and recommendations).

Because they are longer, more complex, and usually of greater importance to an organization, reports

need to be prepared with greater care than is usually afforded most correspondence. The same basic writing

skills apply, but reports are typically based on research. The report writer needs to understand the basic

principles of research and how to interpret and present the results of that research in a readable, usable way.

As a rule, one or more readers of the report will make a decision based on the information it presents, so

report writers have a responsibility to ensure that the information and any recommendations presented will

contribute to the best decision possible.

The materials in this section cover the following topics:

The Form and Function of Business Reports Defining and Researching Report Problems Common Business Reports (Bowman, 21 August 2002)

The Form and Function of Business Reports

“A written report is a document that conveys information to a reader who will use the information

(perhaps along with other information) to make a decision.”

Most reports are written because readers want and expect them. Reports usually go up the chain of

command and are used to help managers make decisions. Managers expect reports to contain helpful,

accurate information and to present that information in a suitable—often prescribed—style and format.

Reports are assigned and written to enable managers to make decisions when they cannot directly observe

the materials, personnel, and other factors involved in running an organization. Managers must rely on the

observations and reports of others when they

Are too far removed from a particular operation to observe it directly.

Do not have time to supervise an operation directly.

Do not have the technical expertise to make accurate observations.

Reports go from a person who is in a position to make direct, accurate, and reliable observations to a person

or persons who will make decisions about the observations. This means that reports usually go up the chain

of command from lower-ranking individuals to those of higher rank. Some reports, however, are exchanged

among people of equal rank. As a rule, reports are distributed down the chain of command only as a means

of disseminating information.

Types of Reports

Reports are typically classed according to their purpose in the organization:

Routine reports help an organization monitor and regulate its processes

and procedures. Routine reports may be informational only or

interpretive (supply information and interpret it).

Task reports are special assignments designed to help solve a specific

problem. Task reports may be strictly informational, interpretive, or analytical (supply information,

interpret it for the reader, draw conclusions, and provide recommendations based on the

conclusions).

Routine Reports

Because some information is required on a regular basis (such as manufacturing and sales records), many

reports in an organization are routine. Any report required on a regular basis (hourly, daily, weekly,

monthly, annually) is usually considered a routine report. Because of the periodic nature with which they are

prepared, routine reports are often called periodic reports. They are also called maintenance reports

because they help an organization maintain its ongoing activities.

Routine reports typically have a set format and a clear chain of responsibility for who collects the data, who

prepares the report, who receives the report, and who uses the information in what way. For this reason,

many routine reports are prepared on forms or by following a specific guide that provides directions for

what information should be included in what order and in what format. Most routine reports are purely

informational and simply provide the facts. Financial statements, sales reports, audit reports, minutes of

meetings, and similar documents fall into this classification.

Routine reports may require interpretation when specialists in technical areas report to managers who are

generalists. A computer network administrator, for example, might need to explain to a reader how changes

in the network operating system will influence computer operations.

Task Reports

Task reports are typically prepared on a one-time basis to help solve a particular problem. They may supply

information only, but they more often are interpretive or analytical. All analytical reports begin as

informational reports to which the writer adds interpretation and analysis. Virtually any informational report

could become an analytical report if someone higher in the organization desired interpretation and analysis

of information presented in a routine report.

Task reports are typically written to answer one of the following questions:

1. Can we?   The first logical question about any project is whether it is possible: Can it be done?

Many business projects are obviously possible, but some are not. Current technology may not permit

the accomplishment of a desired goal. Some projects may be possible for one organization but not

another because of the capital, technology, or other resources involved.

2. Should we?   If a project is possible for your organization, the next question is whether it should be

undertaken. Will the expected benefits outweigh the costs? The benefits, of course, may not always

be in terms of profits, though for most organizations profit would be a major consideration. Will the

project contribute to the well-being of the organization in the long run?

3. Which way is best?   Once it has been determined that the project is worthwhile, the means of

achieving the goal must be examined to determine the way that will provide the greatest return for

the least investment.

Task reports are typically more difficult to prepare than routine reports because there are fewer guidelines.

Organizations usually establish guidelines for reports required on a regular basis. An architectural firm, for

example, would have specific guidelines for reports presenting construction site considerations to ensure

that buildings were properly situated to take full advantage of the site. (Bowman, 21 August 2002)

Report Qualities

Because management almost uses the information in reports to

allocate funds, personnel, and other resources, that information

must be accurate, reliable, and objective for the organization to

operate properly. While good information won't necessarily

guarantee good decisions, bad information will almost certainly

result in bad decisions.

Good writing style for reports and other long documents is

essentially the same as that for other kinds of writing. Long

documents, however, place demands on writers that aren't always present in other communication situations.

The information contained in reports is often more complex than that in other messages, and that

information must be presented both clearly and quickly. Also, because reports almost always go up the

chain of command, those higher in the organizational hierarchy typically use them as a basis for making

judgments about the writer's competence.

Accurate Reliable and Objective

It is not always easy to write accurate, reliable, and objective reports. Our own biases may tempt us to alter

or omit information that would influence the decisions of management. Also, our perceptions are often less

than perfect. In preparing even the simplest informational report, you should ask yourself whether you have

included all the pertinent facts, or if you have mentioned only those facts that fit certain preconceptions of

yours.

The problem of accuracy and objectivity is compounded in analytical reports, for which the writer must not

only present the facts, but also interpret them and provide conclusions and recommendations. All of us have

certain biases that interfere with our objectivity. For example, when things go wrong, we usually prefer to

believe that someone else is responsible. It is easy for us to overlook facts when they go against our

prejudices or wishes.

Preconceptions (“Don’t confuse me with the facts; my mind is already made up.”) can cause a writer to

ignore some facts and to overvalue others, and, if the writer desires a particular outcome, he or she will be

tempted—consciously or unconsciously—to slant the facts so that they lead to the desired conclusion. To

achieve accuracy and objectivity in your reports, pay particular attention to the following guidelines:

1. Identify—for your reader and for yourself—statements of fact, inferences based on fact, and

value judgments. You can use natural personalized language and still convey objectivity and

believability by telling your reader when you are drawing a conclusion, and when you are stating an

opinion. Make sure that you have sufficient evidence to warrant your conclusions, and include this

documentation in the report. Avoid hasty generalizations and unsupported opinions.

2. Use accurate, reliable, and objective sources. Books and articles quickly become dated.

Information on the Internet may be unsupported by external verification. Use recent sources, and

avoid over-reliance on a single source. Compare information in one source with that found in other

sources. Note, too, that people used as sources for questionnaire, survey, or interview data may be

uninformed or prejudiced. Check the accuracy of all sources.

3. Use analogies (comparisons) to explain and illustrate, but not to prove. Because no two things,

however similar, are exactly alike, no analogy can be complete enough to constitute proof. False

analogies are a form of deception.

4. Examine all cause-effect statements for completeness and accuracy. Might the effect have more

than one cause? Can you identify the specific cause of the effect with certainty? Or might you be

dealing with a concurrent effect (one that happens at about the same time and seems related to the

main effect) rather than the cause?

5. Be specific. Avoid unnecessary modifiers and conditional clauses. Too many adjectives and adverbs

make your argument seem emotional rather than logical; too many conditional clauses weaken your

argument. Use concrete nouns rather than abstract ones. When possible, use people rather than ideas

as the subjects of your sentences.

6. Provide adequate documentation. Cite your sources and clarify your methodology so that your

reader will be able to estimate your accuracy and objectivity with some confidence. Be sure to use a

method of documentation acceptable to your audience.

Report Problems and Titles

The report writer can usually use some version of the initial statement of the problem for the title of the

outline and the finished report. The title should cover the entire subject (but no more) and one that will be

suitable for the overall strategy of the report. If the writer wishes to recommend that the organization

purchase a new minicomputer during a spending freeze, for example, only one of the following would make

a suitable title:

1. Not this:   Computers [Topic is much too broad]

2. Not this:   Why We Should Buy a New Minicomputer Now [Title creates resistance before the

reader begins looking at the evidence.]

3. Say this:   Reducing Computing Costs [Title creates interest without creating resistance to the

recommended action.]

Whether the report is deductive or inductive, the title usually implies a certain basis of classification. The

writer must use that basis of classification for each of the subdivisions, making all subdivisions mutually

exclusive. For example, if you are going to report on the ways religious affiliation influences buying habits,

it would be illogical to classify your subjects as Protestants, Catholics, Jews, Atheists,

Women, and Republicans, because the categories overlap. A better division would be Protestants, Catholics,

Jews, Muslims, Buddhists, Agnostics, and Atheists.

Writing Style

The formal writing style required for longer, more important

reports is characterized by the absence of first- and second-

person pronouns; an increased number of compound, complex

sentences; and an absence of contractions.

Informal:   When I asked Smith how much he wanted for the property, he said that he'd consider selling for

$500,000.

Formal:   Smith confirmed that he would consider selling the property for $500,000.

Informal:   I concluded that Compound A (which you suggested) worked better than Compound B.

Formal:   Compound a proved superior to Compound B.

When you need to be formal, try to do so without resorting to passive voice and awkward circumlocutions

to avoid first- and second-person pronouns.

Not this:   It was concluded that. . . .

But this:   I concluded that. . . .

Or this:   The data suggest that. . . .

Not this:   The writer is therefore herewith transmitting the attached samples to the reader for

her inspection.

But this:   For these reasons, I'm sending you the attached samples for your inspection.

Or this:   The attached samples require inspection because. . . .

Long documents, which typically contain a number of sections, also require overviews and recapitulations

to help readers grasp important concepts quickly and easily. Because of the length and complexity of most

reports, it is difficult for readers to keep the important aspects of what you are saying clearly in mind as they

read from section to section. To help your reader, begin each paragraph with a topic sentence that clearly

indicates what you intend to do in that section.

For longer sections, provide a concise forecast of what you intend to cover, and show the reader how the

new material will contribute to his or her understanding of the topic. Conclude each section with a

summarizing statement that shows (a) how the material just presented fulfills what was promised for that

section and (b) how it relates to the material that will follow.

Special Parts

The longer and more formal a report, the greater number of special parts that will be included in addition to

the body of the report itself. Some of these are title page, letter of authorization, letter of transmittal, table of

contents, table of illustrations, abstract, executive summary (all of which are prefatory parts and precede the

body of the report), body, appendices, bibliography, and index (which all follow the body of the report).

Title Page:   The title page contains four main elements: the title, the “prepared for” line,

the “prepared by” line, and the date. The information is typically (but not always)

centered on the page, with equal or well-balanced spacing between elements. When the

report is to be bound, allow space on the left margin or top to accommodate the binding.

If the title is more than one line long, present it in inverted pyramid style, with the

longest line on top.

Letter of Authorization:   Many formal reports are initiated by a letter or memo of

authorization. If you are preparing a long, formal report that will become an important

document in your organization, include the letter or memo of authorization. If included,

the page (or pages) of the letter of authorization are counted as part of the prefatory

pages, but no number appears on the page(s).

Letter of Transmittal:   The letter of transmittal sends (transmits) the report to the

reader. It should be prepared on your organization's letterhead stationery in traditional

letter format. The first sentence typically begins with the words, “Here is the report you

requested (or authorized).” The middle portion of the letter presents the major findings,

conclusions, and recommendations. Letters of transmittal typically conclude by thanking

the reader for the opportunity to prepare the report. The letter of transmittal is counted as

a page but is not numbered. See Sample 45 for an illustration of a letter of transmittal.

Table of Contents:   The table of contents is quite literally a table of the contents of the

report. Because it is obvious that it is a table, its title is simply Contents. The page

contains a list of the topics and subtopics and their respective page numbers. If the list is

long, use leaders (spaced dots) to guide the reader from a topic entry to its respective

page number. The page or pages for the table of contents are numbered with lowercase

roman numerals, centered, one inch from the bottom of the page.

Table of Illustrations:   When a report contains four or more illustrations, prepare a

table listing them. The table of illustrations may follow on the same page as the table of

contents, or, if both tables are long, it may start a new page. Label the list appropriately.

For example, if all your illustrations are maps, use the word “maps” in the title:List of

Maps. Number this page—or these pages—with lowercase roman numerals.

Abstract:   The abstract page typically uses the word “Abstract” as its title. An abstract

should be approximately 10 percent the length of the entire document but no longer

than one page. Number this page with a lowercase roman numeral. A long

report may contain both an abstract and an executive summary.

Executive Summary:   When the report is long and the information complex, use an

executive summary to present the critical information in a way that saves the reader time.

These pages receive lowercase roman numerals.

Body:   The first page of the body of the report begins with the complete title

approximately two inches down from the top of the page. This page is counted as the first

page but is not numbered. The introductory paragraph requires no heading because

readers will assume that it will begin with an introduction.

Each page following the first page is numbered consecutively with the exception of section title pages when

section titles appear on separate pages with no text on the page other than the title itself. Pages may be

numbered on the top center, top right, or bottom center. Reports duplicated or printed on both sides of the

paper may use a verso-recto system of pagination, in which the page numbers move from the right top to the

left top so that the number remains on the outside (unbound) margin.

In preparing the body of the report, be sure to avoid widows and orphans. A widow is a single line of a

paragraph that appears at the bottom of a page. An orphan is a single line of a paragraph that appears at the

top of a page. At least two lines of a paragraph must appear at the top or bottom of a page. A heading near

the bottom of a page should have at least two lines of text material on the page on which it appears.

The report may end with the conclusions and recommendations or with a concluding summary. Neither the

conclusion section nor the summary should contain new information. The recommendations must be based

clearly on the conclusions, which need to be based clearly on the evidence presented in the body of the

report.

Appendices:   Appendices include supplemental information that supports the text of the report.

Information that would be helpful but is not essential to the understanding of the report is placed in

an appendix. A copy of the cover letter, questionnaires, interview questions, forms, statistical

formulas, computer printouts, and similar materials may be put in an appendix.

Each type of example belongs in a separate appendix, and each appendix is identified with an appropriate

title. All appendices should be referred to in the text of the report and be listed in the table of contents. The

pages of the appendices are numbered consecutively following the body of the report. When the appendices

are long enough for each one to be considered a separate section, the page numbers do not appear on the

page containing the title of the appendix.

Bibliography:   Secondary sources need to be documented. Organizations follow a wide variety of

documentation formats. If no particular form is recommended in your organization, follow one of the

formats illustrated in a style manual.

Index:   The index is an alphabetical listing of all items (topics, names, and places) of importance in

the report and their corresponding page numbers. Only the longest, most formal business reports will

require an index. (Bowman, 21 August 2002)

Defining and Researching Report Problems

The problems addressed in reports are usually more complex than those addressed in letters, memos, and

email, and, for that reason, need to be defined and researched more carefully. Because a report should help a

reader (or group of readers) make a decision, it should emphasize those factors necessary for such a

decision. The first step toward knowing which information to emphasize for the reader is to define the

correct problem.

Defining the Problem

Report writers usually receive specific assignments. Defining the problem is almost always management’s

task, but writers almost always need to help managers requesting reports clarify the specific problem by

stating it in terms of an objective to be met or a question to be answered.

Suppose, for example, your supervisor asks you to recommend a fleet purchase of 100 automobiles for your

organization and tells you that the cars will be used by executive-level managers. What is the problem from

your supervisor’s point of view? Would she or he be interested primarily in economy, prestige, or something

in between? Would dealer service be an important issue? Should all the cars be identical in appearance and

options, or should appearance and options vary depending on executive rank? What exactly will you need to

know before you can proceed gathering the appropriate information?

Many report writing assignments are given orally, and even those given in writing do not always present the

problem in clear, definite terms. As a report writer, your first task is almost always to state the problem

clearly in writing so that

1. You can be sure that you are investigating the correct problem.

2. You can have your supervisor evaluate and approve your line of investigation.

3. You can refer to the specific statement when you need to clarify for yourself the direction

and progress of the investigation.

If you choose to state the problem as an objective to be met, use an infinitive phrase:

To recommend a fleet purchase of 100 automobiles for company executives.

To analyze the high accident rate in the Production Department.

To compare grocery store shelf space for ABC jellies and that of our competitors.

Or, if you prefer to state the problem as a question to be answered, begin by asking the principal question:

Which fleet purchase of 100 automobiles would be best for company executives?

What is causing the high accident rate in the Production Department?

How does the grocery store shelf space for ABC jellies compare with that of our

competitors?

Once the report-writing assignment is put into specific, workable form, the report writer needs to determine

what areas or items to investigate. In some cases, defining the problem will be a major issue. For example, a

company’s managers and members of its union might not agree on whether low productivity or low morale

is the problem requiring investigation. In general, it is a good idea to have the person who assigns the report

review and agree to a statement defining the problem before beginning an investigation. (Bowman, 21

August 2002)

Common Business Communication Reports

Each organization has its own specific requirements for particular

kinds of reports. Because reports are pieces of functional writing

designed to help a reader or readers make a decision, the

presentation of the reported information will vary to meet the needs

of different readers. The types of reports discussed here are nearly

universal, though their formats may vary from organization to

organization.

Some business reports are identified primarily by their physical form: memo reports, letter reports, and

formal reports. Others are identified primarily by purpose or content: justification reports, proposals,

progress reports, expense reports, and personnel evaluations. Some reports do not fall neatly into any of the

standard classifications, and a report called one thing at one organization may be called something else at

another.

Fortunately, most of the same writing techniques apply regardless of the specific function or format a report

requires. Many of the simple reports are periodic, or maintenance,reports and are required on a regular basis

in most organizations. They are often available as printed forms or computer templates, which the writer

simply completes. The reports of greater complexity are usually special, task reports, assigned to solve a

specific problem. Such reports usually require at least some research, and the report writer frequently must

draw conclusions and make recommendations. Because they are longer and more complex than routine

reports, they employ more of the special techniques discussed in Report Forms and Functions.

Memo Reports

Memo reports (memoranda, memos) are currently the most common means of exchanging written business

information. Memos are short, informal messages that provide a rapid, convenient means of communication

between employees within the same organization. In some ways, they serve the same function within an

organization as letters serve for communication outside the company and employ the same general structure

and many of the same strategies.

Memos are used to communicate vertically (from superiors to subordinates and from subordinates to

superiors) and horizontally (between personnel of equal rank). They also serve to communicate messages

that range from the extremely informal to extremely formal. The majority of memos are brief (no more than

one page) and differ from letters in format only, as illustrate. Some organizations use letter format to convey

important, formal information that might otherwise be communicated in memo format, such as the negative

message illustrated.

When memos are used to convey complex information, they include the special techniques used by more

formal reports, including headings, itemized lists, tables, and graphic aids, as illustrates.

Letter Reports

A letter report is simply a report written in the form of a regular business letter. Unlike internal memo

reports, which remain within the organization, letter reports are typically used for external communication.

They may be used for personnel references, credit evaluations, or auditor recommendations. Many letters

requesting and transmitting information are essentially letter reports even though they may not be called

reports unless they are fairly long and use headings or other common report-writing techniques discussed

previously.

Like other reports, letter reports need to be accurate, reliable, and objective, so they are more factual and

tend to be less persuasive than typical business letters. Their objective is to provide information as clearly as

possible so that the reader or readers can make an informed decision. Graphs, charts, tables, or drawings

may be used to illustrate specific points, as  illustrates.

Expense Reports

Expense reports are almost always printed forms because they are used on a regular basis and the same

information is required each time for the organization's financial records. Regardless of whether your

organization provides a form, be sure to keep a complete record of all your business expenses, regardless of

your organization's policy of reimbursement. If you exceed your organization's per diem (daily) allowance,

the overage may be tax deductible.

Progress Reports

A progress report is an informational report on the progress of a specific project. Most organizations use

progress reports to track the various projects underway at any given time. In small organizations, many

project reports are delivered orally. Those working on the project provide their supervisors with a report of

their progress at the end of the day, the end of the week, or at some other convenient time. In larger

organizations and for large projects in particular, written reports are required.

Written progress reports typically provide management with the following information:

1. A brief background of the project.   The background helps put the report in an appropriate

context.

2. A detailed account of the time period covered.   The period covered will vary depending

on the nature of the project.

3. A projection of the work remaining to be completed.   Managers need to know whether a

project is on schedule and whether the work can continue on schedule.

Progress reports help management track what is going on and determine whether resources are being

allocated appropriately to ensure the timely completion of various projects. When research is involved,

progress reports frequently contain preliminary findings and tentative conclusions. Formats for progress

reports vary a great deal from organization to organization. Some are printed forms (sales reports, for

example, are often forms). Progress reports that remain within the organization are typically prepared in

memo format, although progress reports on major projects may be prepared as short, formal reports.

Progress reports sent to client organizations often use letter-report format.

The content of progress reports will also vary depending on who is going to receive the report and how the

information will be used. Progress reports may need to explain and justify delays, other problems, or

unusual expenses. Most are arranged chronologically according to (a) what has been done, (b) what is being

done, and (3) what will be done. Others may be organized according to topics or areas of concern, although

time sequence is usually emphasized within each of the topics. Illustrates a typical progress report.

Formal Reports

In addition to informal reports using memo format and letter reports, many organizations require formal

reports on a fairly regular basis. Formal reports are almost always special assignments, and they are almost

always analytical.  Because they deal with topics important to the organization and because they become an

important part of the organization's operations and records, the physical presentation of these reports is more

formal than those discussed in the preceding sections.

For these reasons, formal reports include some additional parts to help the reader keep track of the mass of

information. Formal reports typically include prefatory parts, a report body, and supplemental parts,

arranged in the following order:

Prefatory parts:

o Cover

o Title fly

o Title page

o Letter of authorization

o Letter of acceptance

o Letter of transmittal

o Contents

o Abstract (or synopsis)

Body of the report:

o Introduction

o Text

o Summary, conclusions, and recommendations

Supplemental parts:

o Appendix

o Bibliography

In general, the longer the report, the more of these parts it would include. A short formal report

(fewer than ten pages) would probably include only a title page, letter of transmittal, abstract, and

bibliography in addition to the body. (Bowman, 21 August 2002)

Conclusions

An information-only report is just that, it simply

passes on information. It might be a memo, or the

monthly budgets or management reports and updates.

The structure of an information only report groups

your organized information into a logical and clear

sequence. This may be by date, turnover, location or

order of importance. Occasionally there may no

obvious sequence; you can't create logic where it

simply doesn't exist!

Business reports provide important information for management that is timely and factual. English

learners writing business reports need to make sure that the language is precise and concise. The

writing style used for business reports should present information without strong opinions, but rather

as direct and accurately as possible.

After the Study of report, I know that keep the report simple. Do not try to impress, rather try to

communicate. Keep the sentences short and to the point. Make sure every word needs to be there,

that it contributes to the purpose of the report.

Use an active voice rather than passive. Active voice makes the writing move smoothly and easily. It

also uses fewer words than the passive voice and gives impact to the writing by emphasizing the

person or thing responsible for an action. Here is an example: Bad customer service decreases repeat

business.

Good grammar and punctuation is important. Having someone proofread is a good idea. Remember

that the computer cannot catch all the mistakes, especially with words like “red, read” or “there,

their.”

References

Bowman. J, (17 November 2003), Business communication, 2nd edition, Western Michigan

University.

Bowman. J, (21 August 2002), Writing Long Documents , 2nd edition, Western Michigan University.

Bowman. J, (21 August 2002), The Form and Function of Business Reports, 2nd edition, Western

Michigan University.

Bowman. J, (21 August 2002), Defining and Researching Report Problems, 2nd edition, Western

Michigan University.

Bowman. J, (21 August 2002), Common Business Communication Reports, 2nd edition, Western

Michigan University.

McLean. S. Business Communication for Success, [Online] 2013, Available from: Flat World

Knowledge, Inc.com http://catalog.flatworldknowledge.com/bookhub/reader/15, [Accessed: 28

February 2014].