Managerial Communication Short and Long Reports

7/31/2019 Managerial Communication Short and Long Reports

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Report Structure: TheShorter Forms


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11-2

Overview

Length and formality determine report structure

Characteristics of short reports

Direct and indirect order for organizing short reportsForms of short reports

Forms of special reports


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Length and Formality DetermineReport Structure

Long problems and formal contexts require a

more complex structure

Short problems and informal contexts need asimpler structure


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3rd Step

4th Step

TitleFly

TitlePage

TitlePage

TitlePage

TitlePage

TitlePage

CombinationTransmittal/Exec.Sum.

Letterof

Trans.

Letterof

Trans.

Tableof

Contents

Tableof

Contents

Tableof

Contents

ExecutiveSummary

ExecutiveSummary

CombinationTransmittal/Exec.Sum.

MEMOREPORT

THE REPORT PROPER

THE REPORT PROPER

THE REPORT PROPER

THE REPORT PROPER

THE REPORT PROPER

LETTER REPORT

1stStep

5th Step

6th Step

7th StepLow formality

High formality

2nd Step


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Characteristics of Short Reports

Little need for introductory information

Predominance of direct order

More personal writing styleLess need for a structured coherence plan


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Informational memorandumreports

The main purpose of informationalreport is to inform and to summarizeinformation, similar to the speech to

inform.3 often used reports are:

Conference Reports

Progress ReportsPeriodic Reports


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Conference Reports

Topics of conference reports range

from summaries of personal salescall conference to write-ups of

meetings attended by hundreds of

persons.

The text of such reports is usuallyorganized by topics discussed or

presented simply in a chronological

progression.


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Progress Reports

As the name implies, progressreposts show progress of a project,an assignment or a major task.

The organizational plan is usuallyinductive:

Introduction (purpose, type of project)

Description of accomplishment

Unanticipated problems (if any)

Plan for the remaining period

Summary


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Periodic Reports

Periodic reports are written weekly,

monthly, quarterly or yearly or inother regular recurring periods.

For internal periodic reports, an

introduction and terminal sections

are unnecessary.

Most organizations write annual

reports to summarize activities and

financial affairs.


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Analytical memorandum reports

An analytical memorandum report

attempts to analyze a situation, or

problem and usually ends with orwithout recommendation.

Following reports are pertinent:

Analytical Personnel ReportRecommendationJustification

Reports


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Steps in Preparing an Analytical

Personnel Report

Preparing introduction [includes

authorization, purpose, background, and

methodology sources]

Body or Text

Closing Section


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RecommendationJustification

Reports

Persuasion is central torecommendation reports.

Four section are included:

Introduction

Body (Text, Discussion)

Conclusion, Recommendation

Organizational Plans


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Reports

IntroductionBe precise about the aim or purpose.

Give the organization of the report.

Remember that this section is in real sense

the foundation for the report.A good introductory text could give a good

start and can hold the attention of the

reader.


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Reports

Body (Text, Discussion)Do not move too quickly to a solution or

recommendation.

Do not presume that everyone agrees

that the problem exists.

Include evidence in support of the facts

and arguments.


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Reports

Body (Text, Discussion)Include following sections in the body of

the report.

Current state of problem

Effects and causes of the problems

Possible options to remove the problem

Criteria in evaluating a solution

Recommended solution


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Reports

Conclusion, RecommendationBe brief in this section

Include short summary of major points

and the recommendation, usually

numbered consecutively.


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RecommendationJustificationReports

Organizational Plans

Recommendation-Justification Reportscan be organized in one of the two ways:Deductive Planin which recommendation

is presented first and then the othersections.

Inductive Planin which facts are presentedfirst and then the recommendations.


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Letter reports informationaland analytical

A letter report is simply a report in letter

form.

It is often used when sending information

to a reader outside the organization.

It includes following sections:

Date and Inside address

SalutationBody (the heart of the report)

Complimentary Close

Signature

Reference Section


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A letter report often has a subject line.

The length of a letter report may range

from two to five pages.

It may have two purposes: informational

or analytical.

The general format of a letter report is

like that of a letter.

However, body ofletter report requires

some special qualities.


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The first paragraph includespleasant greetings

and authorization, purpose of the report, problems

and issues involved, conclusions or statements of

results and road map or plan of presentation.The middle paragraphs presents the factboth

favorable and unfavorable very objectively.

Sources and methods should be mentioned.

The last paragraph brings the letter report to apleasant, friendly close.


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Recommended action.

My investigation of the quality of fire protection at the plant supports theserecommendations:

1. That the Safety Supervisor conduct training sessions for each firebrigade until it is thoroughly trained.

2. That monthly practice runs be scheduled for all fire brigades.

3. That an alarm bell be placed outside the Shift Maintenance office inBuilding 135.

Illustration of an Email Report,Direct Order (1 of 3)

Jeff T. Koontz

Quality of Plant Fire Protection


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4. That four standard fire extinguishers be placed in Building 135.

5. That the entire plant be inspected to determine the adequacy of fireextinguishers.

Purpose of investigation.These recommendations are based on information gathered from myinvestigation following the fire in the Calcination Department, Building 133, lastJuly 14. As you will recall, you asked me to look into the quality of our fireprotection. Following are my findings.

Training deficiency of fire brigade.

Although they worked hard to put out the fire, the fire brigade was not effective.It was obvious to all present at the scene (including brigade members) that thebrigade had not been trained properly. Brigade members had difficulty workingthe pump and generally did not perform as a coordinated unit.



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Inadequacy of alarm system.

The plant alarm was not heard in Building 135 (the fire brigade work area). Atelephone call was needed to alert brigade members. Thus, about seven

minutes were lost before fire-fighting work began.

Shortage of fire extinguishers.

The supply of fire extinguishers in the fire area was inadequate. So brigademembers had to go to other work areas to find the fire extinguishers. The

result was a loss of valuable fire-fighting time and unnecessary fire damage.Informal reports received from workers in other parts of the plant indicate thatthe shortage of fire extinguishers is plantwide.



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Jeff T. Koontz

Quality of Plant Fire Protection

Introduction.

Following the fire in the Calcination Department July 14, you instructed me toinvestigate the quality of our fire protection. My investigations revealed thefollowing deficiencies.

Training deficiency of fire brigade.

Although they worked hard to put out the fire, the fire brigade was not effective.It was obvious to all present at the scene (including brigade members) that thebrigade had not been trained properly. Brigade members had difficulty workingthe pump and generally did not perform as a coordinated unit.

Illustration of a MemorandumReport, Indirect Order (1 of 3)


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Inadequacy of alarm system.

The plant alarm was not heard in Building 135 (the fire brigade work area).A telephone call was needed to alert brigade members. Thus, about seven

minutes were lost before fire-fighting work began.Shortage of fire extinguishers.

The supply of fire extinguishers in the fire area was inadequate. So brigademembers had to go to other work areas to find the fire extinguishers. Theresult was a loss of valuable fire-fighting time and unnecessary fire

damage. Informal reports received from workers in other parts of the plantindicate that the shortage of fire extinguishers is plantwide.



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Recommended actions.

Based on the information reported , I make these recommendations:

1. That the Safety Supervisor conduct training sessions for each fire

brigade until it is thoroughly trained.

2. That monthly practice runs be scheduled for all fire brigades.

3. That an alarm bell be placed outside the Shift Maintenance officein Building 135.

4. That four standard fire extinguishers be placed in Building135.

5. That the entire plant be inspected to determine the adequacy offire extinguishers.


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Forms of Short Reports

Short Report

Letter Report

Email ReportSpecial Report

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Special Report Forms

Staff Report

Meeting Minutes

Progress ReportAudit Report

Proposal


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Long, Formal Reports

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Overview

The organization and content of long reports

The components of a long report

Structural coherence in a long report


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Long (formal) reports

A long report is simply an expansion of

a short report

The major differences are: greater

length and depth of discussion of more

complex problems.

A formal report does not mean more

formal language; it means the report ismore detailed, more complex in

structure.


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Long (formal) reports

Some long report extend from a

few pages to several hundred

even into several volumes ofinformation.

Let us look at the Prefatoryand

Supplemental sections of a longreport.

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Organization and Contentof a Long Report

Prefatory componentsTitle FlyTitle PageAuthorization Message

Transmittal Message, Preface or ForewordTable of Contents & List of IllustrationsExecutive Summary

The Report ProperIntroduction

Report Findings with Footnotes (Two or more divisions)Summary Conclusion, and Recommendation

Appended PartsBibliographyAppendix


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Prefatory sections

Cover and External Title

The cover of the report should be printed.

A report title should indicate briefly and

clearly what the report covers.Remember 5 Ws and use it properly to

compose the title of the report.Performance Appraisal System a study of methods

in XYZ corporation for 2009Keep the title short.

Consider subtitle and indicate with acolon.

Avoid vague titles and judgmental terms.


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Prefatory sections

Title Fly and Internal Title

Title fly is simply the sheet of paper

between the cover and the internal title

page. It is usually a butter paper or aplastic transparent sheet.

Immediately following this page is the

internal title page, which has four parts:

the title as stated on the external cover,

the recipient of the report, the preparer,

and the date.


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Prefatory sections

Letter or Memorandum of Transmittal

It is a cover letter or cover

memorandum.

Most transmittal has five parts.

Authorization

Transmittal Details

Background, MethodologyHighlights

Courteous Ending


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Prefatory sections

Table of Contents

This page is to be prepared at the last

after having decided on all the headings

and subheadings.

Place the table of contents just before

the report body.

Make table of tables included in thereport.


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Supplemental sections

Long reports have numerous

headings and sections.

A long report may also includevarious kinds of supplementary

informationwhich is for those

readers who need more details,but not required to be included

within the report.


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Such supplementary material

may include the following:

BibliographyFootnotes and Endnotes (Citation)

Appendix

GlossaryIndex


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Bibliography

Bibliography is the list of sources ofinformation that are cited as

documentation for relevant content in thereport.

These sources may be books, periodicals,other published reports or websites.

Many business reports omit full-citationfootnotes and bibliography.

It is usually placed at the end of thedocument.


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Bibliography

There are two choices pertaining to

writing Bibliographic form:

The Modern Language Association (MLA)

Format.

The American Psychological Association

(APA) format. This is more frequently

used format.

Refer to the Text for more details on how

to write bibliography.


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Footnotes and Endnotes (Citation)

Footnotes may appear at the bottom of the

page (footer); endnotes may appear at the

end of the report.

Citation is nothing but giving credit to the

original source of information from where

information was collected.


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Appendix

Appendix includes all those bulky containsthat may needed to support the points

made in the report but not as an integralpart of the report.

It helps avoid unnecessary clutter in thereport.

It is place at the end of the report.It includes report, datasheet, data

collection instrument, illustrations,blueprints, plans, etc.


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Glossary

When the report uses several terms which

might be interpreted differently, include

definition used for the purpose of readingthe report.

If the report includes several technical

terms, it is necessary to include meanings

of such technical words for the benefits of

the readers.


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Index

This section provides list of important termsand topics included in the report.

It helps easy retrieval of the page number ofthe topic a reader may be particularlyinterested.

Usually very long reports have this section.

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Letter of Transmittal

MIDWESTERN RESEARCH, INC.1732 Midday Avenue

Chicago, IL 60607

Telephone: 312.481.2919

April 13, 2005

Mr. W. Norman W. Bigbee

Vice President in Charge of Sales

Allied Distributors, Inc.

3131 Speedall Street

Akron, Ohio 44302

Dear Mr. Bigbee:

Here is the report on the four makes of subcompact automobiles you

asked me to compare last January 3.

To help you in deciding which of the four makes you should buy as

replacements for your fleet, I gathered what I believe to be the most

complete information available. Much of the operating informationcomes from your own records. The remaining data are the findings of

both consumer research engineers and professional automotive

analysts. Only my analyses of these data are subjective.I sincerely hope, Mr. Bigbee, that my analyses will help you in

making the correct decision. I truly appreciate this assignment. And

should you need any assistance in interpreting my analyses, please

call on me.

Sincerely,

George W. Franklin

George W. Franklin

Associate Director

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Table of Contents

Part Page

B. Gamma Gives Best Ride............................................11

C. Gamma Is Judged Most Durable........................................11

V. RECOMMENDATION OF GAMMA.....................................12

LIST OF TABLES AND CHARTS

TABLES

I. ORIGINAL COST OF FOUR BRANDS

OF SUBCOMPACT CARS IN 2005.........................................3

II. COMPARISON OF REPAIRS AND RELATED LOST

WORKING TIME FOR FOUR MAKES OF CARS FORTWO YEARS.........................................................................5

III. COST-PER-MILE ESTIMATE OF OPERATION...................5

IV. LIST OF STANDARD SAFETY FEATURES..........................7

V. COMPARATIVE WEIGHT DISTRIBUTIONS,

BRAKING DISTANCES, AND CORNERINGABILITIES..............................................................................9

VI. COMPARATIVE COMFORT AND RIDE..........................11

CHARTS

1. Estimated Total Operating Cost..............................................6

2. Comparison of Acceleration Times.........................................8

TABLE OF CONTENTS

Part Page

Executive Summary ................................. .................................................vi

I. THE FLEET REPLACEMNT PROBLEM......................................1

A. The Authorization by Vice President Bigbee.............................1

B. Problem of Selecting Fleet Replacements................. .................1

C. Reports and Records as Sources of Data ................................. ..2

D. A Preview to the Presentation ...................................................2

II. THE MAJOR FACTOR OF COST ................................. ................2

A. Initial Costs Favor Beta ................................. ............................3

B. Trade-in Values Show Uniformity .................................... ........4

C. Operating Costs Are Lowest for Gamma ..................................4

D. Cost Composite Favors Gamma ...... .........................................6

III. EVALUATION OF SAFETY FEATURES ....................................6

A. Delta Is Best Equipped with Safety Devices .............................7

B. Acceleration Adds Extra Safety to Delta ................................. ..8

C. Weight Distribution Is Best in Alpha and Gamma ................. ..9

D. Gamma Has Best Braking Quality ..........................................10

IV. RIDING COMFORT AND OVERALL CONSTRUCTION ........10

A. Gamma Ranks First in Handling .............................................10

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Di f th E ti S


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III

Diagram of the Executive Summaryin Indirect and Direct Order

V

I

II

III III

IV

IV

I

II

V IV

III

V

Executive summary(in indirect order)

Executive summary(in direct order)

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Executive Summary

The recommendation of this study is that Gamma is the best buy for Allied

Distributors, Inc.

Authorized by Mr. Norman W. Bigbee, Vice President, on January 3. 2005, this

report is submitted on April 13, 2005. This study gives Allied Distributors an

insight into the problem of replacing the approximately 50 two-year-oldsubcompact cars in its present sales fleet. The basis for this recommendation is

an analysis of cost, safety, and construction factors of four models of

subcompact cars (Alpha, Beta, Gamma, and Delta).

The four cars do not show much difference in ownership cost (initial cost less

trade-in allowance after two years). On a per-car basis, Beta costs least for atwo-year period--$3,216. Compared with costs for the other cars, Beta is $370

under Gamma, $588 under Alpha, and $634 under Delta. For the entire sales

fleet, these differences become more significant. A purchase of 50 Betas would

save $18,500 over Gamma, $29,400 over Alpha, and $31,700 over Delta.

Operation costs would favor Gamma. Cost per mile for this car is $0.13970, as

compared with $0.14558 for Alpha, $0.14785 for Delta, and $0.15184 for Beta.The totals of all costs for the 50-car fleet over the two-year period show

Gamma to be least costly at $385,094. In second place is Alpha, with a cost of

$400,208. Third is Delta with $406,560, and fourth is Beta with a cost of$417,532.

On the qualities that pertain to driving safety, Gamma is again superior to theother cars. It has the best brakes and is tied with Alpha for the best weight

distribution. It is second in acceleration and is again tied with Alpha for the

number of standard safety devices. Alpha is second overall in this category,having the second best brakes of the group. Beta is last because of its poor

acceleration and poor brakes.

Construction features and handling abilities place Gamma all by itself. It scoreshigher than any other car in every category. Alpha and Delta are tied for

second place. Again Beta is last, having poor steering and handling qualities.

vi

Executive Summary

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Report Text (1 or 4)

RECOMMENDATIONS FOR 2005 REPLACEMENTS IN ALLIEDDISTRIBUTORS, INC., SALES FLEET BASED ON A COMPARISON OF

FOUR SUBCOMPACT AUTOMOBILES

I. PRELIMINARIES TO THE FLEET REPLACEMENT

PROBLEM

A. Authorization by Vice President Bigbee

This comparison of the qualities of four brands of subcompact automobiles issubmitted April 13, 2005, to W. Norman W. Bigbee, Vice President, Allied

Distributors, Inc. At a meeting in his office January 3, 2005, Mr. Bigbee orally

authorized Midwestern Research, Inc., to conduct this investigation. W. GeorgeW. Franklin, Associate Director for Midwestern Research, served as director of

the project.

B. Problem of Selecting Fleet Replacements

The objective of this study is to determine which model of subcompact

automobile Allied Distributors, Inc., should select for replacement in its salesfleet. The firm's policy is to replace all two-year old models. It replaces

approximately 50 automobiles each year.

The replacements involve a major capital outlay, and the sales fleet expenseconstitutes a major sales cost. Thus, the proper selection of a new model presents

an important problem. The model selected must be economical, dependable, andsafe. Allied is considering four subcompact automobiles as replacement

possibilities. As instructed by Mr. Bigbee, for reasons of information security,

the cars are identified in this report only as Alpha, Beta, Gamma, and Delta.

1

2

C. Reports and Records as Sources of Data

The selection of the replacement brand is based on a comparative analysis of merits

of the four makes. Data for the comparisons were obtained from both companyrecords and statistical reports. Operating records of 10 representative cars of each

make provide information on operating costs. These reports are summaries

compiled by salesperson-drivers and represent actual performance of company carsunder daily selling conditions. Additional material enumerating safety features,

overall driving quality, and dependability comes from the reports of the Consumers

Union of the United States, Inc.,Automotive Industries, and Bond PublishingCompany's periodical,Road and Track. Mr. Bigbee furnished the trade-in

allowance granted on the old models. From this material extensive comparisons ofthe four makes are presented.

D. A Preview of the Presentation

In the following pages of the report, the four cars are compared on the basis of three

factors: operating costs, safety, and total performance. Operating costs receive

primary attention. In this part, the individual cost items for each car are analyzed.This analysis leads to the determination of the most economical of the four cars.

Safety features make up the second factor of comparison. In this part the analysis

centers on the presence or absence of safety features in each car and the quality of

the features that are present. From this analysis comes a safety ranking on the cars.The third factor for comparison is total performance and durability. As in precedingplan, here the analysis produces a ranking of the cars.

II. THE MAJOR FACTOR OF COST

As cost is an obvious and generally accepted requirement of any major purchase, it

is a logical first point of concern in selecting a car to buy. Here the first concern isthe original cost--that is, the fleet discount price. Of second interest in a logical

thinking process is the cash difference after trade-in allowance for the old cars.

These figures clearly indicate the cash outlay for the new fleet.

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3

A. Initial Costs Favor Beta

From Table I it is evident that Beta has the lowest window sticker price before and

after trade-in allowances. It has a $634 margin, which must beconsidered in the light

of what features are standard on Beta in comparison with those standard on the othercars. That is, the Beta may have fewer standard features included in its original cost

and, therefore, may not be worth as much as the Alpha, Gamma, or Delta.

Table I

ORIGINAL COST OF FOUR BRANDS

OF SUBCOMPACT CARS IN 2005

Make Windows Sticker Trade-in Value Cash Costs afterPrices for Two-Year Trade-in Allowance Old Makes*

Alpha $9,318 $4,514 $4,804

Beta $8,716 $4,500 $4,216

Gamma $9,140 $4,552 $4,588

Delta $9,700 $4,850 $4,850

*Trade-in value for Alpha and Beta are estimatesSources: Primary andRoad and Track, 2005

It is clear that where features are listed as standard they do not add to original cost,but where listed as options they do. As will be shown later, Delta has many more

standard features than do the other makes. In addition to a study of standard features,a close look at trade-in values and operating costs will also be necessary to properly

evaluate original cost.

4

Further discussion of standard features of the cars appears in the following discussions

of safety and per-mile operating costs.

B. Trade-in Values Show Uniformity

Original costs alone do not tell the complete purchase-cost story. The values of the

cars at the ends of their useful lives (trade-in values) are a vital part of cost. In thiscase, the highest trade-in value is $4,850 for Delta the lowest is $4,500 for Beta (see

Table I). Only $350 separates the field.

Although fairly uniform, these figures appear to be more significant when converted tototal amounts involved in the fleet purchases. A fleet of 50 Betas would cost

$160,800. The same fleet of Gammas, Alphas, and Deltas would cost $179,376,

$190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betaswould be $18,550 lower than Gammas, Alphas, and Deltas would cost $179,376,

$190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betas

would be $18,550 lower than Gammas, $29,216 lower than Alphas, and $31,676 lowerthan Deltas.

C. Operating Costs Are Lowest for Gamma

Gamma has the lowest maintenance cost of the four, 1.970 cents per mile. But Delta is

close behind with 2.0650 cents. Both of these cars are well below the Beta and Alpha

figures of 2.7336 and 2.7616, respectively. As shown in Table II, these costs are basedon estimates of repairs, resulting loss of working time, tire replacements, and

miscellaneous items.

It should be stressed here how greatly repair expense influences the estimates.

Actually, two expenses are involved, for to the cost of repairs the expense of time lost

by salespeople must be added. Obviously, a salesperson without a car is unproductive.Each hour lost by car repairs adds to the cost of the car's operation.

The time lost for repair is the same for each car--five hours. Thus, the important

consideration is the number of repairs and the costs of these repairs. On this basis, theGamma has the lowest total cost burden at $1,086 (see Table II). Delta ranks second

with $1,038. Beta is third with $1,506, and Alpha is last with $1,520.

Report Text (2 of 4)

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5

Alpha's margin is $1,034 per car and $11,742 for the fleet total. Alpha's per car

margin over Beta is $356.12, and its fleet margin is $17,806.

D. Cost Composite Favors Gamma

Gamma is the most economical of all cars when all cost figures are considered (see

Table III). Its total cost per mile is 13.970 cents, as compared with 14.558 cents for

Alpha, 14.786 cents for Delta, and 15.184 cents for Beta. These figures take onmore meaning when converted to total fleet cost over the two-year period the cars

will be owned. As shown in Chart 1, a fleet of 50 Gammas would cost Allied a total

of $385,094.

CHART 1

Estimated Total Operating Cost

Gamma

Alpha

Delta

Beta

THOUSANDS OF DOLLARS

This figure is under all other car totals. It is $15,114 below Alpha's $400,208,

$21,466 below Delta's $406,560, and $32,436 below Gamma's $417,532.

III. EVALUATION OF SAFETY FEATURES

Even though cost receives major emphasis in this analysis, safety of the cars is alsoimportant How much importance safety should receive, however, is a matter for

Allied management.

0 360 400 420

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12

C. Gamma Is Judged Most Durable

Gamma is assembled with better-than-average care. In fact, Consumer Researchengineers have found only 16 minor defects in the car. In addition, Gamma has a

better-than-average record for frequency of repairs. Delta, second in this

category, has only 20 problems. Some of these problems are judged as serious,however.

For instance, in the test run the starter refused to disengage after a few hundredmiles had accumulated on the car. The car's ignition timing, idle mixture, and

idle speed were incorrectly set. An optically distorted windshield and inside

mirror were discovered. In spite of all these defects, Delta ranks above Alphaand Beta on durability.

Clearly, Gamma leads in all categories of riding comfort and overall

construction. It handles best. It gives the best ride. And it has some definiteconstruction advantages over the other three.

V. RECOMMENDATION OF GAMMA

Normally, this simulation cannot be merely a count of rankings on theevaluations made, for the qualities carry different weights. Cost, for example, is

the major factor in most such decisions. In this instance, however, weighting is

not necessary, for one automobile is the clear leader on all three of the basesused for evaluation. Thus, it would lead in any arrangement of weights.

From the data presented, Gamma is the best buy when all cost are considered.

The total difference on a purchase of 50 automobiles is a significant $15,114over the second-place brand. Gamma has a slight edge when safety features are

considered. And it is the superior car in handling ease, ride quality, andconstruction. These facts point clearly to the recommendation that Allied buy

Gammas this year.


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Diagram of the Structural


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Diagram of the StructuralCoherence Plan of a Long, Formal

Report(1 of 2)

The first part of the structural coherence plan isthe introduction preview. Here the readers aretold how the report will unfold. Specifically, theyare told what will be covered, in what order it willbe covered, and the reasons for this order.

Because the report is long and involved,introductions are needed at the beginnings of themajor sections to remind the readers where they

are in the plan outlined in the preview. Theseparts introduce the topics to be discussed, pointthe way through the sections, and relate thetopics of the sections to the overall plan of thereport.

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Diagram of the Structural


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Diagram of the StructuralCoherence Plan of a Long, Formal

Report(2 of 2)

Conclusions and summaries for each major

report section help readers to gather their

thoughts and see the relationships of the

report topics.

Completing the plan, a final conclusion or

summary section brings the report to a head.

Here, previously drawn section summaries

and conclusions are brought together. From

these a final conclusion and

recommendation may be drawn.

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The harder you work, the

harder it is to surrender.--Vince Lombardi

Documents

Managerial Communication Short and Long Reports