Mathes and Stevenson - Audience
There are three parts to any report: a writer, a message, and an audience. Often people focus on the first two and forget about the last. This leads to false assumptions that can ruin a good report. Some of these are:
- the person addressed is the audience
- the audience consists of specialists
- the report has a finite lifespan
- the author and audience will be available for reference
- the audience is familiar with the assignment
- audience awaits report
- audience involved on daily level
- audience has time
The author advise is to be systematic and set up a system by which you define your audience and begin to write for them. To do this he explains the egocentric organization chart. It consist of four concentric rings that represent level of proximity to you and are filled with specific names and titles of the people that the report will come in contact with. Most of the information he mentions though are things like age and college degree which can lead to false assumptions themselves.
Think in terms of consequences and you will find out more of your reader.
- why was this done
- what is the significance of the problem
- what will it cost
- what are the implications
Richard Dodge - What to Report
The report should be written to the manager. (This is if you have determined that that is your only audience). The manager is looking for facts and opinions that will aid in a decision making process. They need a good summary. Tell what has been done, why it has been done, and what needs to be done. I found it interesting that the introduction was read more often than the conclusions were. The technical interests of a manager are what problems are going on, what new tests are being done, and generally what is new. While most of there interest falls in the marketing side of what will be the chance of success and what will be the cost. Seldom can you justify a purely technical report. It rarely happens that the audience has the same experience and background as the writer.
What does the management need to do? They have to properly define projects and expectations, keep things moving on time, and make sure the information is distributed. The author suggests that managers set up four meeting to conference with the report writer before starting, before writing outline, to revise the outline, and also to review final. It seems strange to me that a person that will likely not have time to read but the abstract of the report will have time to meet over it four times.
Christian Arnold - Abstracts
This is the most important part of a report! It can be descriptive, for a specialist looking further, or informative, for an executive making decisions. The difficulty of writing these is imposed by the short length required. The author gives some suggestions:
- be very specific with information
- it must stand alone (don't say "in this report" or refer to figures)
- short yes, but accurate
- easy-to-read
- no charts or tables but abbreviations are okay
Vincent Vinci - 10 Pitfalls
1)Ignoring the audience - we have been over many many times. Ask yourself who, why, and how.
2)Writing to Impress - no academic talk! it makes it harder read and doesn't help your case
3)having more than one aim - get one objective and stick to it. A good way to do this is by writing anti-chronologically (start with the conclusion)
4)being inconsistent -this is in regards to mechanics (symbols and abbrev.)
5)Overqualifying - sometimes people sue too many modifiers
6)Not defining - make sure to define all terms by either substitutes or extensions
7)Misintroducing - the intro is not a table of contents. It often has the conclusion in it.
8) Dazzling with Data - consider and determine what can be left out without destroying the meaning..
9)Not highlighting - this puts the burden on the reader and they may come to their own conclusions.
10)Not rewriting - take the time to edit, the more the better. Go paragraph by paragraph, sentence by sentence.