1. Understanding the Principles of Business Communication
Chapter Eight
Understanding the Principles of Business Communication
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

2. Bedford/St. Martin's (c) 2010
Chapter Eight
Table of Contents
Writer’s Checklist: Selecting the Medium
Writer’s Checklist: Using Tone to Build Goodwill
Writer’s Checklist: Managing Your and Reducing Overload
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

3. Writer’s Checklist: Selecting the Medium
Consider your audience, purpose, and what is typical or expected in your organization. Generally, use written forms and messages for precise wording; use telephone, videoconference, and in-person communication when you need, for example, to resolve a misunderstanding.
Use to send messages and electronic documents, maintain professional relationships, elicit discussions, and collect opinions from distant as well as wide audiences.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

4. Writer’s Checklist: Selecting the Medium (continued)
Use instant messaging when you need to communicate and share files in real time with one or more people in multiple locations who do not have convenient access to at their current locations.
Use letters on organizational stationery for outside business communications; printed letterhead on quality paper communicates formality, respect, and authority.
Use memos (printed and electronic) for in-house business communications — from policy announcements to short reports.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

5. Writer’s Checklist: Selecting the Medium (continued)
Use faxes when the exact image of nondigital documents must be viewed and when speed matters.
Use telephone and conference calls when give-and-take or tone of voice is important; conference calls, when carefully planned, are a less-expensive alternative to a face-to-face meeting for participants in distant locations.
Use voice mail for short, uncomplicated messages.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

6. Writer’s Checklist: Selecting the Medium (continued)
Use face-to-face meetings for early contacts with business associates and customers or when solving problems.
Use videoconferencing as a substitute for face-to-face meetings when travel is impractical.
Use Web sites for company or group postings as well as for making available or exchanging documents and files with others.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

7. Writer’s Checklist: Using Tone to Build Goodwill
Be respectful, not demanding.
DEMANDING
RESPECTFUL
Submit your answer in one week.
I would appreciate your answer within one week.
Be modest, not arrogant.
ARROGANT
MODEST
My attached report is thorough, and I’m sure that it will be essential.
The attached report contains details of the refinancing options that I hope you will find useful.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

8. Writer’s Checklist: Using Tone to Build Goodwill (continued)
Be polite, not sarcastic.
SARCASTIC
POLITE
I just received the shipment we ordered six months ago. I’m sending it back—we can’t use it now. Thanks a lot!
I am returning the shipment we ordered on March 12. Unfortunately, it arrived too late for us to be able to use it.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

9. Writer’s Checklist: Using Tone to Build Goodwill (continued)
Be positive and tactful, not negative and condescending.
NEGATIVE
TACTFUL
Your complaint about our prices is way off target. Our prices are definitely not any higher than those of our competitors.
Thank you for your suggestion concerning our prices. We believe, however, that our prices are comparable to or lower than those of our competitors.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

10. Writer’s Checklist: Managing Your E-mail and Reducing Overload
Given the high volume of in business, you need to manage your strategically. Avoid becoming involved in an exchange if a phone call or meeting would be more efficient.
Consider whether your message could prompt an unnecessary response from the recipient and make clear if you expect a response.
Send a copy (cc:) of an only when the person copied needs or wants the information.
Review all messages on a subject before responding to avoid dealing with issues that are no longer relevant.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

11. Bedford/St. Martin's (c) 2010
Writer’s Checklist: Managing Your and Reducing Overload (continued)
Set priorities for reading by skimming sender names and subject lines as well as where you appear in a “cc:” (courtesy copy) and “bcc:” (blind courtesy copy) address line.
Check addresses before sending an and keep your addresses current.
Check your in-box regularly and try to clear it by the end of each day.
Create folders using key topics and personal names to file messages.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010

12. Bedford/St. Martin's (c) 2010
Writer’s Checklist: Managing Your and Reducing Overload (continued)
Copy yourself or save sent copies of important messages in your topic folders.
Use the search command to find particular subjects and personal names.
Print copies of messages or attachments that you need for meetings, files, or similar purposes.
Writing That Works | Chapter 8
Bedford/St. Martin's (c) 2010