Chair of the Department of English Studies

Professor LJ Rafapa

Course Coordinator
Mr JD Proctor

Compilers
Mr JD Proctor
Ms LM Masehela
Dr JE Mitchell
Ms I Fouche
Ms T Westbrook

Revised by
Ms Q Snyman

Editing
Prof CR Davey

University of South Africa

Pretoria
© 2016 University of South Africa

Chair of the Department of English Studies

Professor LJ Rafapa

Course Co-ordinator
Mr JD Proctor

Compilers
Mr JD Proctor Ms LM Masehela
Dr JE Mitchell Ms I Fouche
Ms T Westbrook

Revised by
Ms Q Snyman

Editing
Prof CR Davey

All rights reserved

Printed and published by the University of

South Africa Muckleneuk, Pretoria

ENN1504/1/2016–2018

98917498
Indesign

All rights reserved. No part of this Introduction and Scheme of Work may be reproduced in any form
except with the permission of the University of South Africa. Students who have enrolled for tuition
may quote excerpts for academic purposes.
 ENN1504 – Practicing Workplace English

Table of Contents

1. Writing Skills in Professional Correspondence ..................................................... 5

1.1. Introduction to business writing .................................................................................... 5
1.2. Features of good business documents ........................................................................... 5
Clarity of Meaning ................................................................................................................................ 5

1.3. Writing Skills................................................................................................................. 7

Reworking the Draft ........................................................................................................................... 11

1.4. Forms of Correspondence ........................................................................................... 15

Letterheads ......................................................................................................................................... 18

1.5. Writing for a Purpose .................................................................................................. 19

Writing to Apologise ........................................................................................................................... 20
Writing to Complain ........................................................................................................................... 20
Writing to Enquire .............................................................................................................................. 20
Writing to Market a Product and Publicise an Event.......................................................................... 21
Messages of Goodwill and Information Briefs.................................................................................... 22

1.6. Conclusion .................................................................................................................. 23

2. Meetings .......................................................................................................... 24
2.1. Notice, Agenda and Minutes ....................................................................................... 24
Introduction ........................................................................................................................................ 24

2.2. DOCUMENTATION RELATING TO MEETINGS ................................................................ 28

Notice of Meeting ............................................................................................................................... 28
Agenda ................................................................................................................................................ 28

2.3. Minutes of a meeting .................................................................................................. 32

Procedure ........................................................................................................................................... 32
Language and Layout .......................................................................................................................... 33
Format of Minutes .............................................................................................................................. 38

2.4. CONCLUSION .............................................................................................................. 42

3. Report Writing ................................................................................................. 43

3.1. Introduction ............................................................................................................... 43
3.2. Short Formal Report ................................................................................................... 46
Title ..................................................................................................................................................... 50
Terms of Reference ............................................................................................................................ 51
Procedures .......................................................................................................................................... 51
Findings............................................................................................................................................... 53
Conclusions ......................................................................................................................................... 54
Recommendations .............................................................................................................................. 55
Ending ................................................................................................................................................. 57

3.3. Incident Report ........................................................................................................... 61

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3.4. PROGRESS REPORTS.................................................................................................... 63

3.5. LONG REPORTS ........................................................................................................... 67
Elements of Long Reports ................................................................................................................... 67

3.6. Conclusion .................................................................................................................. 71

4. Proposals and Presentations ............................................................................. 72

4.1. INTRODUCTION .......................................................................................................... 72
4.2. PROPOSAL STRUCTURE AND FORMAT ........................................................................ 73
4.3. PRESENTATIONS ......................................................................................................... 83
Self-image ........................................................................................................................................... 83
Cue cards ............................................................................................................................................ 85
Visual presentations ........................................................................................................................... 85

4.4. CONCLUSION .............................................................................................................. 86

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Study Unit 1
1. Writing Skills in Professional Correspondence
1.1. INTRODUCTION TO BUSINESS WRITING

Professional correspondence supports business productivity. Your goal is to use

language successfully to support the management of operations and the
accomplishment of tasks. This will contribute to the quality of decisions taken, and to
the quality of the product or service provided by your organisation. The following
guidelines will help you on your way.

1.2. FEATURES OF GOOD BUSINESS DOCUMENTS

Clarity of Meaning

Throughout this course, the emphasis is on clarity of meaning – the most important
feature of good business writing. Clarity of meaning is the combined effect of the
following qualities:

Structure

Structure refers to the organisation of the text so that it reflects the various
components of the message content. It is our responsibility as writers to organise the
text so that readers are spared the effort of sorting the ideas and information into a
sensible framework. We generally use headings, subheadings, paragraphs, and a
range of formatting techniques to structure text. For example, we write in paragraphs
because we and our readers think in ‘paragraphs’, i.e. we consider one aspect of the
content at a time. Familiarity with various types of documents and the related format
(layout) conventions that have developed over time is helpful, but there are few fixed
rules or recipes to follow. The following structure is frequently used, but remember
that you will need to exercise your own judgement and adapt to particular
circumstances:

• Begin by stating your request, objective, need or problem.

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• Describe the context or background.

• Give accurate information in support of your reasoning, and motivate your

request or suggestion.

• Suggest the response that you need from the reader, but be careful not to
dictate or instruct.

Conciseness

• Conciseness requires that we do not write more than is necessary to achieve

the purpose. Taking too much of our readers’ time is expensive and
inefficient, and obscures what is really important.

Completeness

Completeness implies that, although we should be concise, we do need to include

everything that is useful and necessary. Having read your document, the reader
should not have to ask: When? Where? Why? Who? What? How?

Appropriateness

Appropriateness refers to using language that suits the business objective, the
subject matter and the likely readers of your document. This is reflected in your
writing style. Aspects of style include the degree of formality, the tone (reflecting the
writer’s attitude), the discourse and register (the type of language and range of
vocabulary generally used in a particular field, community or context).

Language used in the general marketplace differs from the scientific language used
by the medical profession in hospital administration, for example. Where your writing
is factual and objective, you should adopt a neutral tone, but indicate a business-like
and positive approach to any difficulties encountered. Your approach can be
assertive, but aggression and negativity are likely to produce resistance to your
objective. Avoid “poetic”, emotive language that relies on adjectives, similes,
metaphors and repetition, and avoid humour. You may, of course, be creative and
appeal to emotion where your purpose is to market a service or sell a product.

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Language Accuracy

Language accuracy describes the use of grammar, spelling and punctuation that is
internationally considered correct in the work environment. Correct usage makes the
text easy to read and comprehend; the reader is able to attend to the contents of the
message without distraction.

Note

These are the criteria by which we critically evaluate and

assess the quality of a piece of writing. You will use them to
identify ways in which you can improve on a first draft. Any
assignments that you submit will be assessed by the same
criteria.

1.3. WRITING SKILLS

The writing process involves a range of skills that we need to understand and
practise in order to ensure a quality product. You will notice that these skills relate to
the criteria for good writing that we have identified above.

Planning involves thinking in various ways about what we want to communicate, and
about how we can organise our text, i.e. thinking about content and structure in the
context that surrounds a particular writing task. This is the pre-writing phase of the
process.

Thinking creatively to generate ideas is often called brainstorming.

In this kind of thinking we free our creativity by not judging whether an idea is good
or bad. We aim to open up possibilities that we can later explore and develop, or
reject. We can brainstorm individually and mentally, or by participating in a group
exercise in which notes are made of all suggestions that arise, or by ‘free writing’, i.e.
writing down our thoughts on a topic as they occur to us.

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Critical reflection is the kind of thinking that we adopt to evaluate, select, and to
cluster ideas that are closely related. Various techniques can be used to begin
structuring our content: grouping key words; drawing mind maps, diagrams or flow
charts; deciding on the topic for each paragraph; or deciding on a format with a set of
headings and subheadings we can use for longer and more complex texts. Use
whichever strategy you find helpful, but remember that planning does not mean
producing a document in your head, which you will then put on paper. Your thinking
will develop as you write, and the best of plans will need adjustment. Writing is an
effective and systematic way of refining your thoughts.

We can, of course, produce a first draft with very little planning, and without using
any of the suggested techniques systematically, but then we will probably need to
spend more time revising, editing and proofreading our document.

In evaluating our thoughts, we need to keep in mind the people who are likely to read
the document, about the subject matter, and about what we want to achieve.

• Research: Identify a variety of sources from which we collect information, and

integrate it into a coherent text. Our views and suggestions should be
adequately supported by this factual information.

• Draft: Decide on the type of document and format best suited to the task, and
write a first draft with attention focused primarily on the content of the
message. Remember that this is a working document, and not the final
product. We will improve on the way it is presented.

• Revise: Revise the first draft by thinking critically about the way we have
selected and structured the content. We need to keep our objectives and
readers in mind. We might need to add detail, or to summarise what we have
written to ensure conciseness. Summarising is central to all business
communication and serves to support management so that business matters
can be quickly understood and managed.

• Edit: Look critically at each sentence, and where necessary improve the
sentence construction (grammar and vocabulary) and writing style.

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• Proofread: Check the text for mistakes in spelling, punctuation and keyboard
use.

The table below shows how specific writing skills relate to the qualities of good
writing that we have identified.

Assessment Criteria

Alignment of content and structure:

• Content: Information • Appropriate writing • Language accuracy:
accuracy and style. error free grammar;
completeness. • Grammar – vocabulary spelling; punctuation;
• Structure and sentence typing /handwriting.
(paragraphing, construction.
subheadings, format
conventions).
Writing skill:
Revision Editing Proofreading
Rework the initial Improve style and Correct minor mistakes in
planning, information sentence construction. grammar, spelling,
collection and punctuation and keyboard
organisation. Where use.
necessary, add detail or
summarise.

Revising a draft document ensures that the content is well structured; that there is
sufficient factual information to support your position; and that there is no
unnecessary detail. The sections and paragraphs are parts of a coherent document
fit for its purpose. Editing the sentences contributes to the readability of the text and
ensures that the writing style is appropriate to the context. Proofreading ensures that
there are no distractions, so the reader can attend to the content of your message
rather than notice mistakes.

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Notice that there is a general progression in the writing process from content and
meaning to the finishing touches we put to the document. It would make little sense
to proofread a text before you revise and edit it, as you would have to check the later
version for mistakes again. Nevertheless, there is no reason why you should not
pause to correct a mistake when you notice it at any stage of the process. Writing
under extreme time pressure, when your first draft has to be submitted as the
finished product, you have no choice but to exercise your skills mentally and more or
less simultaneously – as you write. The greater your skill as a writer, the less
problematic this will be. Wherever possible, make the time to work thoughtfully and
learn as much as possible to prepare for these sometimes unavoidable situations.

We can now illustrate this discussion by taking a close look at a practical example.

Example

Read the following draft memorandum (known informally as

a “memo”) from the manager of a small supermarket to his
employees and the analysis that follows. Our task is to
revise, edit and proofread this draft.

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Original Memorandum

MTHATHA SUPERETTE
MEMO

TO: The staff REF.: S/12

FROM: The Manager DATE: 12/10/02

STOCKTAKING

As you all know that its once again time for our annual stock taking. To complete the
task, we will be working on Saturday the 17th of October and Sunday the 18th of
October from 08h00 to 6:00pm. Please put your name on the list in my office before
15 October and indicate whether you want to work on Saturday or Sunday. A light
lunch will be served and tea and coffee will be there.

Thank-you for your cooperation and hard work of which it is much appreciated.

If there is any queries about the stock taking arrangements, you are welcome to ask
me at any time.

Joe Bloggs
Manager

Reworking the Draft

Orientation and Critique

At a glance we can see that this document is a memo, and therefore internal to a
specific organisation. In this case Joe Bloggs, the shop manager, writes to his staff
about Stocktaking.
It seems that, although staff can choose between working on the Saturday or
Sunday, the stock-taking is compulsory. No justification for this is given.

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Despite the many format, layout, punctuation and language mistakes, we can
understand the gist (essence) of the message. Since we are to revise the draft, and
not just ‘look it over for mistakes’, this is not merely an exercise in error correction.
Rather than correct errors one by one, we will use the given draft to write our own
version of the message, and ensure that this is as error-free as possible.

Revision

We might have to add a few details that staff would probably ask about, such as
payment for the overtime work. Whether this is justified depends on their conditions
of service, as specified in their contracts. What will happen if an employee does not
turn up for work on the weekend at all? Perhaps this needs clarification, one way or
the other.

Editing

We should adopt a serious and sympathetic tone when we appeal to the loyalty and
commitment of staff to work overtime. To some extent this has been done in the
draft.

Many of the sentences are badly constructed and difficult to read. Often we can’t
solve the problem by correcting one or two minor errors. Instead, we need to
reformulate the sentence, and this can be challenging. Here are a few examples:

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Draft Edited

Thank-you for your cooperation and Thank you for your cooperation and hard
hard work of which it is much work throughout the year.
appreciated.

A light lunch will be served and tea and A light lunch will be served, with tea and
coffee will be there. coffee.

or

A light lunch will be served. Tea and

coffee will be available.

…on Saturday the 17th of October and …on the weekend of 17-18 October, from
Sunday the 18th of October from 08:00-18:00 each day.
08h00 to 6:00pm.

Proofreading

We often make ‘proofreading’ corrections while we edit, so the two skills are not
always separate. Sometimes, however, a minor correction is all that is needed. Here
is an example:

Draft Edited

Mthatha superette Mthatha Superette

* (Since both words are part of the name, each starts with a capital letter.)

Now let’s see what the finished product might look like. Notice that the weak
introduction “As you all know that …” has been changed, since it is possible that
someone who does not ‘know’ the background will read the memorandum. Notice
too, that in business writing it is occasionally acceptable to write single sentence
paragraphs where these sentences are sufficient to cover a distinct aspect of the
message.

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As you read through the memorandum, you might want to identify some of the
changes we have made as revision, editing or proofreading.

Edited Memorandum
MTHATHA SUPERETTE
MEMORANDUM

TO: All members of staff REF.: S/12

FROM: J Bloggs
Manager
DATE: 2 October 2012

ANNUAL STOCKTAKING: 17–18 OCTOBER 2012

As discussed at the staff meeting held on 23 September 2012, all members are
invited to participate in the annual stocktaking exercise on the weekend of 17–18
October 2012.

To complete this task with as little disruption to normal business as possible, staff
members may work on either Saturday, 17 October or Sunday, 18 October, from
08:00 to 18:00. In keeping with company policy and legislation, relevant overtime
rates will apply.

If you would like to participate, please indicate on the list in my office whether you
will work on the Saturday or Sunday. Please do this before 15 October. A light lunch
will be served, with tea and coffee.

Thank you for your cooperation and hard work.

Joe Bloggs
Manager

Remember that when you revise a text you may change, add, leave out and
rearrange information. You may express an idea in a completely different way, rather
than merely correct isolated mistakes. As you can see, writing remains a work in
progress and can almost always be improved in some way.

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1.4. FORMS OF CORRESPONDENCE

It is important to note that choosing the form in which to correspond (memorandum,

letter or email) has more to do with how you intend to deliver the message than with
what you are writing and the style you adopt. There are, however, some variations in
the conventions (traditions) associated with these.

Each of these forms of correspondence leads the reader to expect certain kinds of
information, and slight differences in the way it is presented. This is because
recognisable conventions have developed over time. The letter has the longest
history, with firmly established conventions such as the use of “Dear Sir/Madam”,
and “Yours faithfully/sincerely” which are still in use. They are frequently a little more
formal than the more recent memo and email, where contemporary endings such as
“Regards” or “Thank you” are preferred.

Letters used to be delivered to a postbox or to a street address by a postal service,

which is why they still include postal addresses, even if they are now delivered to an
email address as an attachment. Memoranda (referred to in the plural as “memos”)
are usually internal to an organisation, delivered by an internal despatch or
messenger service, and so require only the names, positions and departments of the
correspondents. A courier service is sometimes used to convey memoranda to
branches of an organisation in different locations.

Email is very similar to the memorandum, but is delivered online to a computer

network or internet address. Email is recent and its conventions or ‘etiquette’
(manners) are still evolving, but note that when you use it for workplace
correspondence, you should still write in paragraphs and keep to standard English
usage. Constructing a good email message takes as much skill as any other form of
correspondence.

These forms of correspondence all involve an exchange of messages between

people, and have much in common. They can all be used as ‘stand-alone’
documents to convey various types of message, with a brief subject line (heading)
that indicates what the message is about.

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However, correspondence formats can also be used to present short reports or

proposals, simply by indicating the type of text in the subject line (heading), e.g.
REPORT ON … Note that letters of complaint, application letters, sales letters, etc.
are not different types of document, but merely correspondence for recognisable
purposes. Although there are some conventions relating to how they are usually
written, these conventions are not rules or recipes that you are required to memorise
and adhere to. Write in the way that best suits your specific context and purpose.
Accordingly, when you write to complain, your heading should indicate what the
problem is and not state that this is a ‘Letter of Complaint’.

Memoranda, letters and emails may be written as very short ‘covering notes’ or
introductions to various enclosed or attached written documents. The facsimile (Fax)
is used only in this way, sometimes with a cover sheet to introduce the document
that is transmitted via the telephone grid. The text message (SMS) transmitted via
mobile phone is normally used for short messages, and has developed its own
‘language’ and set of conventions. Like the language of casual conversation, this has
its place and purpose, but need not concern us here. Phones with Internet access
have more or less the same functionality as computers and can access, produce and
transmit texts of all shapes and sizes.

Note the following for correspondence purposes:

Professional correspondence should indicate:

• Contact details (Businesses use pro forma letterheads or memorandum

templates, whereas private individuals usually have to add contact details to
their business letters.)

• Title, initials and surname of the writer so that the receiver knows how to
address you in reply

• Title and surname of the recipient

• Date, with the month written as a word, e.g. 10 October 2014

• Reference details (where a filing system is used)

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• Opening salutation (greeting)

• Subject line (heading) to indicate what it is about

• The body – message content, usually a number of paragraphs

• Closing salutation (ending)

Use the same formulation of dates (12 January 2012, for example) and times (09:00
– 21:00, for example) throughout. Note that Universal Time (the 24 hour clock) does
not require a.m. or p.m.

In South Africa we usually use British English spelling, but American English is also
acceptable. Be consistent in using only one of these throughout your text.

In letters, “Dear Sir/Madam” should be followed by “Yours faithfully”. We tend to be

more formal when communicating with an unknown recipient.

“Dear Mrs Ntuli” should be followed by “Yours sincerely”. Use of the recipient’s name
makes the ending a little less formal.

Avoid using expressions like “Yours in solidarity”, or servile (begging) or meaningless

conclusions such as ‘I hope my application will be considered’. Avoid using words
like “Hoping…” and “highly…” (It will be highly appreciated if …). Also, do not “Hope
for an immediate response”, as this implies that the receiver should stop whatever
they are busy with to attend to you. Avoid “Thanking you in advance”, as you should
rather make the effort to express thanks when the good deed has been done. You
may use the more natural “Thank you,” or consider whether you really need any of
these concluding remarks at all. Avoid the ‘official’ opening statement: “The above
matter refers,” as this adds nothing at all to what you have already indicated in your
subject line.

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Letterheads

Today most businesses use letterheads on which the logo of the business as well as
the address and all other contact details are presented. A letterhead might look
something like this, but each organisation has its own design:

When you write in your individual capacity and cannot use an organisation’s
letterhead, you will place the postal address in the top right corner as usual and any
additional information in the top left corner:

Please note that in an assignment or exam you will not be required to draw a logo
(symbol) for use in a letterhead.

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Review the letter below, with the comments on format. Notice that the writer’s tone is
intended to encourage a response to the enquiry.

1.5. WRITING FOR A PURPOSE

Every business message has a specific purpose. We write, for example, to inform,
apologise, complain, enquire, market a product or publicise a service. The purpose
and context of a message will decide the content and style in which it is written. The
following advice on conventional approaches to these writing tasks, but remember
that you might need to adapt what is suggested here in specific situations.

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Writing to Apologise

Correspondence containing an apology is written when an error must be corrected.

Explain the facts clearly and briefly. The style should be formal and the tone should
be polite and conciliatory. A correction may serve as an apology: it is not necessary
to apologise profusely, since the reader is more interested in having the matter put
right than in the fact that you are sorry.

Writing to Complain

Complaints are often written when people are angry. An important skill to learn is to
write in such a way that your reader will help you rather than ignore your request for
assistance. Complain, but do not say you are complaining, as this may create
resistance. As far as possible, let the facts speak for themselves.

You should avoid using “Letter of Complaint” as the heading or subject line as this
only shows the type of purpose and will not encourage a positive response. Rather
use the heading to indicate what your complaint is about, e.g. “Error in Municipal
Account No. 7381456441”.

Writing to Enquire

In business we often need to enquire about something: new product ranges, types
and costs of services, and so on. You need to be polite but assertive, and should
write as though you expect a response. In the example that follows, note that the
heading informs, and that the first paragraph establishes the situation surrounding
the enquiry.

Dear Sir / Madam

New Business English Course

According to an advertisement placed in the Sunday Scandal of 4 July 2012, your

training company is presenting a new course on business etiquette. I represent a
new company called IT Realities that employs 25 people, 5 of whom are front office
workers in need of training.

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You can then go on to ask about details – which often include time frames, level of
involvement, costs, and so on. Conclude the letter in a way that shows you expect a
positive response. Do not write as if the recipient is going to be doing you a favour –
remember that your enquiry is probably going to mean business for the recipient. On
the other hand, avoid aggressive demands and don’t be too ‘pushy’. A concluding
remark such as “I look forward to your immediate response” suggests that you
expect the reader to drop what they are doing and jump to your aid. The word
“urgent” will be less offensive than “immediate”, but consider giving the reason for
your need to have the response by a certain date instead. Try to strike the right
balance.

Writing to Market a Product and Publicise an Event

When you need to market a product or business, or to publicise an event or service

provided by an organisation, you need to be creative. If you read advertising
messages carefully you will see that they try to persuade the reader that the sender
can supply something that the receiver wants or needs. The whole idea is to make
the reader want to buy the marketed product.

Marketing texts often adopt a conventional structure:

A - Attention: attract the reader’s attention – use questions and persuasive words.
I - Interest: persuasion is done by reasoning about facts in an interesting way.
D - Desire: persuasion is done by creating a positive emotional response.
A - Action: the reader is prompted to buy the product or service.

The language in these texts is usually informal; superlatives are used as well as
popular colloquial (informal; conversational) expressions. The language is meant to
create ‘hype’ or enthusiasm without being too familiar or making the persuasion
strategy too obvious.

However, not all marketing is designed to manipulate the receiver. Good marketing
often presents useful information and appeals to good judgement. You probably
receive a fair number of marketing texts – subject them to careful critique to avoid
falling victim to clever persuasion.

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Messages of Goodwill and Information Briefs

Messages of goodwill are designed to establish and maintain good working

relationships. Replying to these is not always expected and is often a matter of
courtesy. An example is a message congratulating someone on obtaining a
qualification. The recipient might choose to respond by thanking them for the kind
thought, but this is not essential.
Goodwill, like advertising messages, usually have a friendlier, less formal tone than
most other types of correspondence. In some cases they deceptively offer free gifts
as a marketing strategy, with little chance of real benefit to the receiver: these are
unsolicited (unasked for and unwanted) “spam”.

Information briefs are messages containing information that needs to be

communicated in relation to a project or new development, for example, and do not
require a reply. The tone is generally neutral and courteous, and the content factual.

Note

If you are writing a memorandum that deals with a matter

of great importance that may require future reference, the
following information is added:

• My ref: This is the reference number of the file in

which you will store your copy of the document.

• Your ref: This is the reader’s reference number.

This refers to the file in which the receiver will store
his/her copy of the document. Since the receiver will
fill this reference number in, you should simply leave
a space for it.

• The title “Ms” is often used in the workplace, where

it is no one’s business whether a woman is married
or single.

• The letters “pp” stand for per procurationem,

meaning ‘on behalf of’.

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1.6. CONCLUSION

In this unit we have dealt with a variety of transactional texts.

It is important to understand that, with minor adjustments, the principles of one kind
of transactional text can be applied to another. The style and tone of a complaint will
remain the same in all forms of correspondence, whether it is written as a letter,
memorandum or email.

Over time, changes in format and writing style will occur as technologies influence
our communications. We will have to be flexible and adjust to the times we live in,
while striving to improve the quality of our transactional writing.

We recommend that, from time to time, you revisit the criteria associated with good
business writing, and practise the skills that will enable you to achieve more in your
professional writing.

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Study Unit 2
2. Meetings
2.1. NOTICE, AGENDA AND MINUTES

Introduction

This unit will give a general knowledge of the purpose of meetings, meeting
procedures and the relevant documents used for meetings: notices, agendas and
minutes. You will continue to develop the writing and language skills you worked on
in the previous unit.

Meetings are a management tool used to consult, plan and organise, and to delegate
tasks so that the business of an organisation runs well. Meetings follow conventional
decision-making procedures and provide formal documents for easy reference and
accurate record keeping. However, whether time is well spent in meetings depends
largely on how they are conducted and the quality of the documentation produced.

Format and Style

The nature and style of meetings may differ, depending on the circumstances.
Meetings and documentation in the financial sector are likely to be more formal than
those in the creative entertainment industry. The way in which meetings are
conducted and documented will be formal at senior management level, and less so
at lower levels of the organisational structure. When many people attend a meeting,
rules are followed more strictly to control the proceedings, while small groups tend to
be more manageable and may therefore require less formal proceedings. The
frequency of meetings can also influence the style. Weekly office meetings tend to
be less formal than annual general meetings.

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Purpose of Meetings

• Information
Information is shared at meetings for various purposes.

• Problem Solving
Here, discussion is expected to reveal solutions to problems encountered or
foreseen. For example, it could focus on developing a business strategy to
improve sales, or on the purchase of new uniforms for staff.

• Decision Making
Often more than one choice is possible, and attendees decide which solutions
would be most suitable. Where a meeting does not have the authority to take
final decisions, it may agree on recommendations that can be conveyed to
relevant line managers.

• Delegating Tasks
Tasks are delegated to attendees based on the solutions decided upon. The
persons responsible are identified and recorded in the minutes. Where
necessary, sub-committees or project teams are formed.

• Time Management
Each task is given a time frame for completion.

• Teamwork
Because meetings encourage participative management, employees are
empowered and the business gains the insight, creative input and information
of a greater portion of its employees.

Purpose of Procedures

Rules and conventions that regulate behaviour create quality services and products.
The purpose of set guidelines for meetings is to ensure order, appropriate behaviour
and to avoid confusion so that goals can be achieved with minimal effort and time.

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One procedure, for example, is that a quorum (the minimum number of members as
specified in the constitution of the meeting) must be present for any decision to be
valid.

Purpose of Documentation

The notice of a meeting informs all who should attend the meeting of the venue, date
and time. The agenda gives information on what will be discussed. The main
purpose of the minutes is to record decisions made as to who has been delegated
what task that must be completed by when. They also record who attended the
meeting, who chaired it, and the main points made during the discussions. The
minutes are often referred to by those who need to do the work, or by managers who
need to ensure that it is done.

Various activities need to done before, during and after each meeting by the
chairperson, the secretary and members. Some duties might be performed by
different office bearers in meetings. What secretaries do, for example, depends on
what the chairperson requires of them. Usually it is the chairperson who draws up an
agenda and decides when the meeting should be held, but the secretary arranges
the venue and makes sure that everyone involved is given adequate notice of the
meeting.

During the meeting the chairperson regulates the discussion that follows from issues
tabled on the agenda, and makes sure that all matters are dealt with adequately in
the time available. The chair ensures that everyone present has the opportunity to
contribute, though some may choose not to do this.

During the meeting the secretary takes notes that will be used to create the minutes
as soon as possible after the meeting. The secretary files, records and distributes all
documents, and distributes the minutes once the chairperson has approved them.
However, the chair signs the minutes only after the next meeting has accepted them.

The chairperson should not dominate the discussions or exclude conflicting views,
and should not allow anyone else to do the same.

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Chairperson’s Role

The Chairperson manages proceedings and people and must ensure

• control of behaviour and time in a diplomatic way

• full discussion of all items on the agenda

• impartiality and reasonable management of the meetings

• names of participants are made known to members

Role of Attendees

It is up to participants to follow procedures and behave considerately to ensure

successful outcomes.

Members should speak clearly and loudly enough so that minute-taking is facilitated.

The previous meeting’s minutes and additional documentation must be understood

for fruitful decision-making. Usually no time is given to bringing members up-to-date
on the content of previous minutes.

It is customary that a pro forma Attendance Register be ready to circulate for

members to sign. Members are responsible for signing the register that the secretary
provides. The chairperson conveys any apologies that have been received and
accepted to the secretary. A pro forma register (with names already typed) saves
time, ensures accurate information and correct spelling of names. Here is an
example:

Name Department Telephone number Email address

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Secretary’s Role

In general, the secretary is responsible for all written documentation, in consultation

with the chairperson.

• A recording may be made of the minutes but in case of technical failure, it is

essential that the secretary write notes as well.

• Extra pens, batteries and other equipment must be handy.

• Should discussions become unclear the secretary can get clarification from
the person concerned after the meeting.

We will now address the three kinds of documents used for regulating, informing and
recording meetings: notices, agendas and minutes. All documents must be sent to
every person who attends the meeting or the process may be deemed irregular and
cause conflict, especially in formal circumstances.

2.2. DOCUMENTATION RELATING TO MEETINGS

Notice of Meeting

Meetings that are scheduled well in advance are likely to have better attendance
than those scheduled at short notice. You will be guided by your organisation’s usual
practices. Sending out the notice is the responsibility of the secretary, acting on
instructions of the chairperson. Notices contain essential information about where
and when a meeting will be held, and who should attend.

Agenda

An agenda lists matters in the order to be discussed at a meeting. Members may be

invited to submit items in a notice, before the agenda is finalised. Some
organisations send draft agendas to members so that they may see what possible
agenda items to add. The chairperson usually controls the agenda but would have to
provide good reason for excluding an agenda point.

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As with all meeting documentation, an agenda must be sent in good time so that
members can prepare to present their points of view. Where possible, a draft agenda
is sent out with the notice, and participants are invited to suggest additional items for
the chairperson to consider.

The advantages of an agenda are that:

• items of business are not overlooked

• confusion is avoided

• focus is maintained by excluding matters that do not require immediate

attention

• information is given to members so that they can prepare for informed

discussion and decision making.

Agendas, like notices and minutes, are influenced by the conventions customary to
the organisation. Your experience in this course will help you to improve your writing
skills and your organisation’s documentation.

For informal meetings, it may not be necessary to give many details as members are
usually in close communication with each other and are well informed. In contrast,
formal meetings generally require a detailed agenda: Matters arising from the
minutes of the previous meeting and new matters sections will probably have several
subheadings.

Whatever the case, the purpose will always be to ensure that smooth proceedings
support goal achievement.

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Note

• Annexures (or Addendums) provide information

needed by members to prepare for discussion before
the meeting.

• The Notice and Agenda may be written as one

document. The notice heading is shown first and the
agenda will follow.

Alternative Headings

Adjournment means that discussions Closure or Closing means the end of a

are expected to resume on a later date. designated meeting. Both terms are
correct and may be used.

Minutes of the previous meeting Confirmation of Minutes – both refer to

the job of approving the minutes of the
previous meeting as correct and binding.

Present / Apologies may be recorded Attendance

as separate subheadings, or together
Present:
under ‘Attendance’.
Apologies:

We usually do not record ‘Absent without

apology’, as the culprits can be identified
from the attendance list.

Staff matters – usually refers to matters Social matters can be recorded under
of employment but may include company General, but this section is usually for
social matters. items that arose too late to include on the
agenda. The chairperson should only
allow additions that cannot be delayed
until the next meeting.

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• Standing Items refers to matters addressed at every meeting, for example,

regular reporting on sales figures at monthly marketing meetings.

• Finalisation of the Agenda refers to the acceptance of the agenda, including

any matters added under ‘General’.

• New Matters: sometimes each new matter is numbered and given its own
heading rather than all items being put under ‘New Matters’.

Annual General Meetings

We mention AGM conventions so that you may know the differences in the
documentation at different levels in organisations.

An Annual General Meeting (AGM) is a very specific type of meeting for senior
management or stockholders or members of big societies (for example, a medical
aid society). An AGM meeting is held once a year to report on and discuss
organisational needs such as: what must be done in terms of strategic planning and
policy making?

An AGM will not normally deal with routine matters and therefore agendas will look
different from those that are commonly used. Examples of real AGM reports from
public companies such as Coca Cola are usually available for scrutiny on the
internet.

Items in an AGM agenda would be:

• Chairperson’s report

• Financial report

• Election of office bearers

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2.3. MINUTES OF A MEETING

The minutes of a meeting are an official record that can be used to manage
information, accountability, tasks and time in an organisation.

When recording minutes, your goal is to use language successfully to provide an

instrument for management to ensure the quality of the product or service provided.
Minutes are also useful to those whose responsibility it is to implement the decisions
taken.

Minutes are not a record of general discussions but a record that acts as a memory
tool to manage

• the task to be performed

• the name of the person who must perform the task

• the date by which the task must be completed

Procedure

Minutes are recorded at each meeting by the secretary who will summarise them for
distribution to members within reasonable time, usually within three days of the
meeting or as stipulated by the organisation’s rules regarding meeting procedure.

Although the secretary usually drafts the minutes, it is the responsibility of every
member who attended the meeting to ensure that the minutes are correct.

Following this, the minutes should be tabled at the next meeting for correction,
adoption by members and signature by the chairperson.

Once every member has agreed that the minutes are a true reflection of what
transpired at the previous meeting, they are accepted (adopted) as such, and may
not be altered or amended in any manner whatsoever.

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Amended copies, duly signed by the chairperson, may then be delivered, posted or
e-mailed to members as is the organisation’s administrative practice.

Language and Layout

Now that we have gone through the practices, procedures and general duties of the
primary role players, we will focus on the appropriate language for minutes.

Minutes are formulated from tape recordings or notes made by the secretary while
listening to the conversations. Usually the secretary should concentrate on taking
notes based on the gist of the discussion, i.e. select and summarise the main points
made.

Meetings follow the points on the agenda, so the same subheadings can generally
be used. The following proforma is a useful tool.

Name of Organisation:
Purpose of Meeting:
Date/Time:
Chair:
Topic Discussion Action Person Responsible
1.
2.
3.

Note that, while a secretary may use point form in taking notes during the meeting,
full sentences should be used in the minutes.

In addition to the conventions of business writing mentioned in the study guide so

far, note also the following:

• Minutes are written in the past tense because the meeting has already taken
place.

• Minutes use reported speech, also known as indirect speech, to record a

member’s direct statement.

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• Headings do not end in full stops, but all sentences below them do.

• Dates are written as

On 14 July 20 …
On the 14th of July …
Any other date convention is incorrect. Use the same format throughout
your text.

• In South African English, the titles

Mr Ms Mrs and Dr are not followed by full stops; however Prof. and
Adv. etc. are.

Important Information

Rule: If the word and the abbreviation end on the

same letter, there is no full stop (Mister – Mr). If the
abbreviation and the word do not end with the same
letter, there is a full stop (Professor - Prof.).

• Resolutions passed in the meeting may be written as follows:

RESOLVED: That an amount of R 12 000 be transferred…

• Changing verbatim records (i.e. conversation; spoken English) into minutes.

Do not use direct speech Minutes may be written as

unless quoting someone follows
Present Simple Past Simple
I am responsible for gathering Mr James was responsible for
quotes… gathering… or Mr James said that he
was responsible for gathering quotes…

Present Continuous Past Continuous

The staff are travelling by bus… Staff were travelling by bus...

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Present Perfect Simple Past Perfect Simple

I have been to five meetings ... The CEO had been to five meetings...
The CEO said that he had been to five
meetings

Present Perfect Continuous Past Perfect Continuous

Mr Zulu said, “The secretary has The secretary had been working very
been working very hard to get the hard to get the minutes out on time…
minutes out on time…”

Past Simple Past Perfect

I wrote the minutes. She said that she had written the
minutes.
(She wrote the minutes in simple
past would be correct also)

Past Continuous Past Perfect Continuous

I was waiting for the email… He had been waiting for the email...

Past Perfect Past Perfect

The meeting had started when I NO TENSE CHANGE POSSIBLE
arrived. The meeting had started when Mr
Mandela arrived

Past Perfect Continuous Past Perfect Continuous

Julia Sithole said, “I had already NO TENSE CHANGE POSSIBLE
been researching for the new Julia had already been researching for
product at the CSIR...” the new product at the CSIR…

Note

Avoid writing “He/She/They (etc.) said…” throughout

the minutes, i.e. do not record what every person
said in turn.

Remember that minutes are about what members

decide must be done, by whom and by when – and
not a full record of the conversation.

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• Expressions of time if reported on a different day

Meeting Minutes

Yesterday The day before

Tomorrow The next day

Now Then

Last week The week before

Last Previous

The next The following

• Meeting terminology

You may find the following table helpful. Notice that terms derived from Latin
are usually typed in italics.

WORD DEFINITION
ADJOURNMENT Postponement (to ‘adjourn’ a meeting means to stop or
suspend it for a period of time and return to it at a later
time).
AD HOC MEETING A special meeting called for one particular purpose and
for no other.
AGENDA List of items to be discussed at the meeting, sometimes
called an order paper; the programme that will be
followed.
BALLOT A vote or procedure for secret voting, such as writing on
a piece of paper which is put in a box so that no one can
identify the voter.
CASTING VOTE Deciding vote; a second vote given to the chairperson
when equal numbers of people are for and against a
proposal. The casting vote will decide the outcome.
CHAIRPERSON The person who is in charge of the meeting. Note that
the terms ‘Chairman’ and ‘Madam Chair’ are outdated –
the person chairing a meeting is either called the ‘Chair’
or the ‘Chairperson’.

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CLOSE When a meeting has ended it is said to have ‘closed’. To

adjourn a meeting means to stop and start again later at
a given time.
CONSENSUS A general agreement on a matter or point of discussion.
CO-OPTED MEMBER Someone selected by a vote of the members to take up
a specific office (e.g. treasurer) or membership.
DISSENTING VOTE A vote against a proposal.
HELD OVER The matter will be discussed at a later meeting;
sometimes the phrase ‘carried forward to the next
meeting’ is used.
MINUTES A record of what transpired at a meeting, what was said
and decided. Note that we treat this word as plural: ‘The
minutes were…’ We can use the word as a verb e.g.
‘This was not minuted accurately…’
MOTION A formal statement of what is proposed; it becomes a
resolution once the meeting has agreed to it.
NOTED Usually at the direction of the chairperson, an opinion or
point of fact is acknowledged to be important and may
require further thought, debate or action. At this point it
is not discussed further, but is recorded for information
purposes.
PRECEDENT A decision about an issue that was taken before that can
influence later decisions about similar cases: a decision
that sets an example for subsequent decisions on
similar matters.
QUORUM The minimum number of people required to make
binding decisions at a meeting.
RESOLUTION Once a motion or proposal is accepted, it is called a
resolution. Usually the precise wording is important.
RESOLVED Decided / agreed
STATED Remarked, gave an opinion or point of information.
TREASURER The person who controls the finances.
UNANIMOUS Everyone agrees to a proposal/ all are in complete
agreement.
PROXY A document in which one person authorises another to
vote on his/her behalf because he/she cannot be
present at the meeting.
POINT OF ORDER Someone can ask the chairperson to rule on something
that might be considered improper conduct at the
meeting, i.e. not following proper procedure.
AMENDMENT Change or correction made to the documentation or to a
resolution.
ADDENDUM Appendix; annexure
EX OFFICIO By virtue of one’s office, e.g. the head of department,
whoever that might be at the time, is automatically a
member of a committee

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IN CAMERA In private; confidential

VERBATIM In the exact words that were used

Format of Minutes

There are two main formats in which minutes of a meeting can be written, namely
the linear and the table form. Both are acceptable.

Linear Format

ESKOM

Minutes of a meeting of technical staff supervisors held in the Mkondeni

Boardroom, on 19 July 2011 from 08:00 – 11:00

1. Welcome
The Chairperson opened the meeting and welcomed everyone present.

2. Present
Mr N Semunya (Chairperson) Ms AJ Asmal (Secretary)
Mr H Ramaphosa (Human Resources)
17 staff members as per attached attendance register.

3. Apologies
Mr S Ramsurap

4. Minutes of the previous meeting

Minutes of the meeting of 14 June 2011 had been circulated and were taken as read.
The minutes were approved subject to the following correction: Item 2 Attendance:
The spelling of Mr Semunya’s surname was corrected.

5. Matters arising from the previous meeting

5.1 New computers (point 6.1 of the meeting of 14 June)
Mr Smith reported that the 20 new computers had been purchased and would be
installed by 22 July 2011.

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6. New matters
6.1 Low productivity
Mr Breytenbach reported that the department was experiencing a lower level of
productivity as employees were taking time off to attend to private affairs during work
hours. Members agreed that staff could work in the hours that they took off for
private affairs. Mr Ramaphosa of Human Resources would attend to the
administration by 31 August 2011. This motion was passed.
6.2 Inefficiency in the department
Ms Naidoo said that a poor technical standard was lowering productivity in the
department. Members agreed that staff would be evaluated for further training. Mr
Ramaphosa would report back training outcome by November 2011.

General
7.1 Personnel meetings
As far as possible, personnel meetings would be held on the last Friday of every
month.
7.2 Casual Day
Mr Semunya reminded staff members of Casual Day on 25 August 2011 and that
R10, for charity and the privilege of wearing casual clothes, was payable to secretary
Ms Asmal. Staff members were encouraged to participate.

8. Next Meeting
25 August 2011

9. Closure
The meeting closed at 11:00.

N Semunya
N Semunya Date:______________
Chairperson

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Table Format

ESKOM

Minutes of a meeting of technical staff supervisors held in the

Mkondeni Boardroom on 19 July 2011 from 08:00 – 11:00

AGENDA ITEM Record of discussion and actions Person Date due

responsible

1. Welcome The Chairperson opened the meeting and

welcomed everyone present.

2. Present Mr N Semunya (Chairperson)

Ms AJ Asmal (Secretary)
Mr H Ramaphosa (Human Resources)
17 staff members as per attached attendance
register.

3. Apologies Mr S Ramsurap

4. Minutes of Minutes of the meeting of 14 June 2011 had been Ms Asmal

the previous circulated and were taken as read. The minutes
meeting were approved subject to the following
correction: Item 2: The spelling of Mr Semunya’s
surname was corrected.

5. Matters arising from the previous meeting

5.1 New Mr Smith reported that the 20 new computers Mr Smith 22 Jul
computers (6.1 had been purchased and would be installed by
of 14 June). 22 July 2011.

6. New matters

6.1 Low Mr Breytenbach reported that the department Mr 31 Aug

productivity was experiencing a lower level of productivity as Ramaphosa
employees were taking time off to attend to
private affairs during work hours. Members
agreed that staff could work in the hours that they
took off for private affairs. Mr Ramaphosa of
Human Resources would attend to the
administration by 31 August 2011. This motion
was passed.

6.2 Inefficiency Ms Naidoo said that a poor technical standard was Mr Nov meeting
in the lowering productivity in the department.

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department Members agreed that staff would be evaluated for Ramaphosa

further training. Mr Ramaphosa would report back
on training outcome by November 2011.

7. General

7.1 Personnel As far as possible personnel meetings would be

meetings held on the last Friday of every month.

7.2 Casual Mr Semunya reminded staff members of Casual Ms Asmal 25 Aug

Day on 25 August 2011 and R10, for charity and
Day
the privilege of wearing casual clothes, was
payable to secretary Ms Asmal. Staff members
were encouraged to participate.

8. Next 25 August 2011 Ms Asmal 20 Aug

meeting

9. Closure The meeting closed at 11:00.

Note

• Clearly designate who is responsible for the task

and the due date. If large groups are responsible,
their line manager should be designated as the
responsible person.

• Record in this order: Venue, Day, Date and Time.

A good summary based on your notes or any verbatim recording identifies the main
ideas (action required, main reasons, person responsible and deadline) that were
discussed under each agenda point.

2.4. CONCLUSION

You should now understand the importance of minutes for good decision making,
with wider participation in management. You should have a sense of how meetings
should be chaired to avoid wasting valuable time. You are aware of the skills needed
to write minutes that are useful, and you will continue to develop these.

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Study Unit 3
3. Report Writing
3.1. INTRODUCTION

Reports channel information ‘upwards’ in an organisation, keeping managers

informed of developments on the ground so that appropriate decisions can be taken.
Reporting is usually included in the responsibilities of individual positions and
structures such as sections or departments, committees and project teams. Where
the need arises a manager assigns an additional and specific reporting task to an
individual, team or committee.

There are many types of reports, reflecting differences in the purpose and context of
the particular reporting task. A report may be a stand-alone document for a specific
situation, or may be part of a larger reporting system in which a number of reports
from various sections of an organisation are collated to cover the organisation as a
whole. An Annual Report, for example, is a collation of reports from all departments
and is presented by a Chief Executive Officer (CEO) to a company’s stakeholders.

A number of business communications may be linked to achieving one outcome. A

suggestion may be made in a memorandum or email that may lead to a meeting.
This may in turn lead to a request for a report that is presented orally or in writing.
Furthermore, recommendations made in a report may be expanded to become a
proposal. In addition, a business plan that shows how recommendations can be
implemented may be required. A management team might ask the writer of a
proposal to do a presentation on it. These are just some of the ways in which
workplace documents and processes are interlinked.

Here are some recognisable purposes that differentiate reports. Note, however, that
a report can have more than one purpose.

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• Evaluation reports – assess facts to establish whether or not, for example,

money was well spent on a particular project such as a training course, the
introduction of new technology, or specific policies and procedures.
Recommendations may involve scrapping the project or implementing small
changes.

• Feasibility study reports - evaluate whether or not a proposal or

recommendation should be implemented, considering the available resources.

Management may wish to establish whether or not a fire-damaged building

can be restored or must be rebuilt, and whether costs can be recovered by
the company.

• Incident reports – record exactly what happened. These often describe

accidents or misconduct in the workplace as accurately as possible.

• Information reports – serve to inform about events, people and

circumstances. A manager may want to be informed about a conference that
one of his staff members attended. Committees, departments and project
teams are often required to report regularly on whatever activities they have
been engaged in.

• Investigative reports – systematically investigate a specific problem and

recommend a course of action to deal with it.

• Performance reports – evaluate productivity and recommend courses of

action to improve employee productivity. Most organisations have their own
performance evaluation systems and formats. Sometimes these reports are
linked to bonus or other reward systems.

• Progress or Interim reports – these present the objectives, achievements to

date and challenges relating to a task or project that is still underway. A
number of these reports could be written before a final report is written.

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• Productivity reports – undertake a cost-benefit analysis using information on

actual production. This is similar to a feasibility study, but here the ‘production’
has already been done. For example, you could weigh up the cost of making
a product against the income it has generated, or you could find out whether
there has been an increase or decrease in the number and quality of
whatever is produced.

• Report on corporate research project – experts within or external to the

organisation are sometimes commissioned by management to find
information that is not already available. For example, a consultant may be
contracted to research the extent to which a company’s public image has
been damaged by pollution caused by the company.

• Sales reports – these are similar to productivity reports, but are limited to
information about sales of a product or service.

• Technical reports – usually evaluate and present data in scientific formats

such as statistical tables and graphs in order to support recommendations for
improving business. An example would be a technical report on a new car that
is being prepared for market release.

Organisations often have their own style and format requirements. These can usually
be adapted to suit a particular situation or task. However, it is necessary that you
understand the underlying principles of report writing before you adapt or create a
format to suit your specific purpose and circumstances.

The degree of formality and the length of reports can vary greatly, from single-page
memorandums to several bound volumes.

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3.2. SHORT FORMAL REPORT

Investigative reports are a management tool used to identify problems, gather

information, explore the circumstances, present possible solutions, draw conclusions
and in the end, recommend the best course of action.

In the professional world, the pace of operations seldom permits those in authority
sufficient time to gather the information they need. Managers frequently ask their
staff to collect the information they require to make decisions and to solve problems.
Insufficient or inaccurate information may have an adverse impact on the quality of
managerial decision-making. It is important that a report should be based on facts,
documentation and other evidence, and that it should include a section on the
methods of investigation, as this will confirm the reliability of the information
provided.

Usually the person tasked with the report not only collects the information, but
analyses it and suggests solutions to problems. Managers generally value the views
of the person who has been directly involved in the investigation of a problem, but
reserve the right to make the final decisions themselves.

The Short Formal Report is useful in that it has a conventional set of headings that
reflects the underlying logic and structure of investigative reporting. The following set
of subheadings is generally used:

• Terms of Reference – a statement of the problem to be investigated, the

name/s of person(s) commissioning the report, the scope and time frame of
the investigation. Accordingly, this section shows who authorised the
investigation, and what you are authorised to investigate.

• Procedures – steps taken to investigate the problem; method and sources of

information. This section shows what aspects of a problem were covered by
your investigation and shows whether the information you provide is accurate
and reliable.

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• Findings – what factual information was found when you carried out each
procedure?

• Conclusions – discuss, comment, interpret, analyse the factual information in

your Findings. (Do not suggest any action, as that comes in the next section.)

• Recommendations – suggested actions to improve the situation, based on

your conclusions. (Suggestions are not instructions or commands, so
formulate them carefully – without using ‘must’.)

Some organisations have adapted this, using different wording in some of the
subheadings, and present the report in memorandum format. However, the structure
of the two versions is essentially similar, as illustrated in the table below.

SHORT FORMAL REPORT MEMORANDUM REPORT

[No document header.] (Company name) XYZ

MEMORANDUM REPORT

Department Finances
My Ref 22/6/72
Your ref 56/22/5

Date 22 June 2011

To Mr A D James
(Title) CEO

From Ms F J Horne
(Title) Chief Accountant
Title – write a short heading that indicates the problem and context, e.g. RE- PORT
ON AN INVESTIGATION INTO…AT….

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1. Terms of reference 1. Introduction

This section provides what is sometimes
• Background
referred to informally as a Brief or Scope.
• Purpose
You must refer to the:
• Scope
• date the report was requested or
commissioned,

• the name of the person who

commissioned the report,

• what the report is about

• include any other limitations to the

• scope, such as a time frame.

2. Procedures 2. Sources of information
The steps taken to collect information; Describe where you got your information
method of investigation. Here are some from.
examples:

• Questionnaires

• Interviews

• Consultations

• Meetings

• Research

• Documents

• Personal visit

• Observation
3. Findings 3. Results
Factual information found during Factual information.
investigation.

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4. Conclusions 4. Discussion
Comments, analysis and interpretation of Comments, analysis and interpretation of
the factual information. Various the factual information. Various
implications and options that could be implications and options that could be
implemented may be included in the implemented may be included in the
discussion: discussion:

• Financial • Financial

• Legal • Legal

• Staffing • Staffing

• Infrastructure • Infrastructure

• Communication • Communication

• Productivity • Productivity

• Health & Safety • Health & Safety

5. Recommendations refer to the best 5. Recommendations may be written as
options or actions to correct the problem for SFR but usually limited to one or two
that was investigated. sentences.
Ending
Signature
Ms FJ Horne
Date

Reports do not end with any salutation such ‘Yours sincerely’ or ‘Kind regards’.

Some organisations use pro forma paper or electronic templates to ensure that
reports and other submissions are presented in a standard format.

Here is a short story that describes how the conventional subheadings should be
used.

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Tumi Lephalala visited a doctor, complaining of a sore throat and cough (this is the
problem to be investigated, and Tumi has authorised the investigation by making the
appointment on a fixed date. These give us the Terms of Reference).

The doctor examined Ms Lephalala. He took her temperature, looked at her throat
and listened to her chest. (These are the Procedures followed to collect
information).

The doctor discovered that Tumi’s throat was inflamed, she had a temperature of 39˚
and her lungs were making characteristic rattling noises (these are the doctor’s
Findings).

The doctor decided that Tumi had bronchitis (this diagnosis is his Conclusion).

The doctor gave Tumi a prescription to buy antibiotics and a cough mixture at the
pharmacy, and advised her to get some rest (these are his Recommendations).

Now we can discuss the format in more detail.

Title

Begin with: REPORT ON AN INVESTIGATION INTO…, and complete the title with
an indication of what you have investigated, and in what context. Here is an
example:

REPORT ON AN INVESTIGATION INTO POSSIBLE BENEFITS OF

INTRODUCING WIRELESS INTERNET CONNECTION IN THE
DEPARTMENT OF PETROLEUM AFFAIRS

This type of report usually has five main sections which we will describe and
illustrate.

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Terms of Reference

In this section you provide the background to the problem or need, state who
commissioned and authorised the investigation, and specify what you are authorised
to investigate. Here you should:

• give the name and official capacity of the person who commissioned and
therefore authorised the investigation, and the date on which you were given
the task;

• introduce the problem by providing some background information, and

describe precisely what you were authorised to investigate (this defines the
limits of the investigation);

• if you were only authorised to investigate for a limited period, give the date by
which the investigation must be completed.

The terms of reference are sometimes referred to as the ‘brief’ or ‘scope’ of an

investigation.

Example:

1. Terms of Reference

On 6 June 2013 Dr James Spencer, Director General of Petroleum Affairs,

requested that an investigation be carried out into the possibility of introducing
wireless Internet connection (Wi-Fi) in the Department of Petroleum Affairs. A
recommendation to be submitted to the Deputy Director by 30 September 2013.

Procedures

“Procedures” refers to the steps taken to investigate the problem, i.e. your method of
investigation. Describe how you collected the data and where you got it from – your
sources of information.

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Decide how you are going to find information about various aspects of the problem
you are investigating. Usually you will need to obtain information from various
sources and in different ways. This can include obtaining information directly from
people by means of letters, memoranda, telephone calls, interviews, questionnaires,
meetings, publications or any document in your organisation’s filing systems. You
may also personally inspect conditions, analyse systems or observe and evaluate
processes. These are some questions you could ask yourself:

• What do I need to find out?

• Are there any individuals or small groups that I can speak to in order to obtain
the information required?

• Should I conduct a survey to collect information from a large number of

people?

• Are there existing documents that I can use?

• Can I personally inspect or observe anything?

• Are there experts in the field who could possibly provide information?

In writing your report you will describe these in the past tense, since you will have
carried out the procedures. Your procedures are important because everything that
follows in the report is derived from them. They should show that your information is
comprehensive and reliable, and that it is safe to take decisions on the basis of your
report.

Example:

2. Procedures

The procedures followed in order to collect the necessary information were:

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2.1 An inventory was made of existing office equipment in the Department

of Petroleum Affairs. This was compared with the equipment and
methods of working at ESKOM where Wi-Fi has been used for the past
six years.
2.2 Interviews were conducted with 12 members of staff, six within the
Department of Petroleum Affairs and six at ESKOM (see attached
interview schedule – Addendum 1).
2.3 Questionnaires were distributed to all members of staff in the
Department of Petroleum Affairs and at ESKOM (see attached
questionnaire – Addendum 2).
2.4 Operational problems identified within the Department of
Petroleum Affairs were discussed with management and departmental
heads.

You will notice that no information, discussion or decision is presented in this

section.

Findings

For each activity listed under your Procedures, there should be a set of findings. You
should not draw conclusions or express opinions at this stage. Realistic and precise
facts and figures should be given. (For our purposes these need not be real or true –
you can simply make them up.)

Use corresponding numbering each time e.g. Procedure 2.2 will correspond with
Finding 3.2.

Example:

3. Findings

Based on the procedures described above, it was found that:

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3.1 Disruptions to Internet connectivity frequently bring work to a stand-still,

as communication between branch offices is via Internet. At ESKOM
members of staff each have a PC on their desks and work directly on
the machine. They have been able to rationalise personnel, reduce
paper wastage, and save man-hours. They have Wi-Fi connectivity
which
● facilitates sending and receiving files online.
● permits faster response times.
● has the capacity to deal speedily with large files.
3.2 In the Department of Petroleum Affairs all six members of staff
described their frustrations in coping with routine tasks. Those at
ESKOM indicated their satisfaction with the way in which the PC and
particularly Wi-Fi assisted them with routine work. Productivity at
ESKOM is at least 30% higher than it is in the Department of Petroleum
Affairs.
3.3 The completed questionnaires confirmed the frustrations being
experienced by staff in the Department of Petroleum Affairs compared
with those at ESKOM.
3.4 Managers interviewed expressed their dissatisfaction with the time
taken by a large staffing complement to successfully complete routine
tasks. Department heads complained about the time taken to
laboriously transfer data in smaller chunks. They also cited the expense
and frustration experienced when the Internet dependent systems were
down.

Conclusions

On the basis of your findings, you will be able to reach certain conclusions. In this
section you analyse, interpret, comment on, evaluate and/or discuss the significance
and implications of the factual information you have presented as findings. State
clearly what you think the facts/statistics show. At this stage you should be careful
not to suggest any solutions, as this may be done only in the next section of the
report.

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Example:

4. Conclusions

From evidence in the findings above, we can conclude that:

4.1 The use of cable as opposed to Wi-Fi causes frustrations amongst

members of staff, is not cost-effective and accounts for many wasted
man-hours.
4.2 The use of Wi-Fi results in a confident, efficient and professional staff.
4.3 Reliable access to Internet PCs facilitates the speedy completion of
routine tasks, allowing more time for quality customer service.
4.4 Acquiring the latest technology results in financial cost savings and in
the emotional wellbeing of members of staff at all levels within the
organisation.

Note

Note that the numbering does not necessarily correspond

with that of the Findings, because sometimes the same
general conclusion is supported by a number of findings.

In more complex reports you could present your conclusions under subheadings
such as: Financial Implications, Legal Implications, Staffing Implications and
Communication Implications, if any of these are relevant.

Recommendations

Finally, in recognition of the fact that you were directly involved in the investigation,
you may be expected to make recommendations based on your findings and
conclusions. This does not, however, give you the authority to take decisions.

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Begin with the introductory statement: ‘It is recommended that...’ and follow this with
a list of recommendations. You need to suggest what could be done to improve the
situation. Be very specific and practical. You need not explain why you are making
the recommendations – the preceding sections of the report should be sufficient
evidence to support what you say. Be careful not to make recommendations that are
not supported by your investigation.

The recommendations are suggested actions to put matters right and solve specific
problems. The report writer is not in a position to take decisions or give instructions.
For this reason you should avoid using the words ‘must’ and ‘will’; use ‘should’
instead.

Example:

5. Recommendations

5.1 Wi-Fi should be installed in all buildings as soon as possible.

5.2 Members of staff should be given information and training relating to Wi-
Fi Internet access.
5.3 Offices should be rearranged to accommodate the new technology to
capitalise on the time and space saving measures.
5.4 Members of staff should be trained to maximise the benefits of reliable
Internet access for quality customer service.
5.5 Follow-up action should be undertaken within six months to gauge the
changes in the attitudes of members of staff towards their work and
their customers as well as the state of their emotional wellbeing.

It is also possible to formulate a recommendation by using only the word ‘be’ when it
follows ‘that’. For example, the first recommendation given in the example above
could read:

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5.1 It is recommended that Wi-Fi be installed in all buildings as soon as possible.

Ending

Under your signature, print your title, initials and surname. Below this, give your
designation (position in the organisation). Leave a line open and write the date.

Example:

RJ KHUMALO
Ms RJ Khumalo
Senior Librarian
20 March 2014

When a report is prepared by a team, the names may be listed under “Compiled by:”.

With all the sections presented together, a short formal report will look something like
this example:

REPORT ON AN INVESTIGATION INTO THE IMPACT OF THE NEW

PERFORMANCE BONUS SCHEME WITHIN MERCHANT BANK LTD

1. Terms of Reference

On 29 March 2014, Dr Ivan Mzimela, Chief Executive Officer, requested an

investigation into the impact of the current Performance Based Incentive
Scheme. A recommendation to be submitted to the Executive Committee by
30 April 2014.

2. Procedures

Procedures followed in order to obtain the information contained in this report

include:

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2.1 A questionnaire measuring staff morale was sent to all staff for
completion.

2.2 Comparisons of financial information were obtained, comparing last

year’s costs on Incentives to this year’s cost.

2.3 An interview was conducted with The Ombudsman, in response to

complaints being filed regarding the new Incentive Scheme.

2.4 Conferences were held with peer Financial Institutions to assess their
Performance Based Schemes.

3. Findings

Based on the procedures listed above, the following was found:

3.1 Staff morale amongst non-managerial staff declined by 20%.

Resignations have increased by 15%. Managerial staff morale
increased by 5%.

3.2 Average bonuses paid to all staff equated to 10% of the total Salary
Line. 3% of this was allocated to non-managerial staff. Previous year’s
allocation for non-managerial staff was 8%.

3.3 The Ombudsman showed a marked increase in the number of cases

being referred to them, in which the staff complained of practices
deemed to be unfair incentives.

3.4 Other financial institutions had similar schemes for managerial staff
only.

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4. Conclusions

From the findings above, the following conclusions were reached:

4.1 Non-managerial staff found the scheme to be demoralising and felt that
only the managerial staff enjoyed the benefits of the scheme.

4.2 In terms of incentives extended to managerial staff, the amount paid as

incentives had increased from previous years. However, non-
managerial staff received an average increase of 8% per annum. This
had dropped significantly to 3% in 2014. Managerial staff had benefited
despite a decline in the profits of the company.

4.3 The fact that staff were looking to The Ombudsman to address their
concerns showed a lack of confidence in the current management
structures to address their issues.

4.4 Other financial institutions found that by keeping non-managerial staff

on an Annual Salary Increment Scheme, the staff were motivated to
work harder and were looking at longer term careers within the Bank.

5. Recommendations

It is recommended that:

5.1 Merchant Bank Ltd realigns the Incentive Scheme for managerial staff
only. They need to separate the scheme from the non-managerial staff,
who need to revert to an Annual Increment Process as negotiated with
the Unions each year.

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To further boost morale we recommend that a Performance Based

Bonus Scheme be introduced for all staff over and above the Annual
Increment Process.

Staff would not lose out on their increases each year and, should the
company attain its stipulated targets, then an additional bonus would be
allocated to each staff member, payable in April of each year, as
negotiated with the Banking Council.

5.2 Increases awarded to non-managerial staff each year need to be

strictly negotiated and legislated with the respective Unions. Minimums
and maximums need to be decided and strict control of the distribution
of these increases needs to be put in place. Managerial staff should be
remunerated based on company results and on business targets
having been met.

5.3 If we were to implement an amended scheme, the referrals to The

Ombudsman should decrease. We need to include The Ombudsman in
the formulation of the new Scheme, as we believe he can offer valuable
insight into preventing current complaints from resurfacing. He is a key
player in ensuring that we are compliant with current government
regulations.

5.4 We meet bi-annually with other financial institutions to compare the

benefits of individual current incentive schemes. We need to remain
globally as well as locally competitive. In order for us to retain key staff,
it makes sense to offer similar incentives.

J Strydom
J Strydom
Director: Human Resources
27 April 2014

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3.3. INCIDENT REPORT

The main purpose here is to record an event as accurately and completely as

possible. Examples include reports about events surrounding intruders, theft,
violence, prison fights, and accidents that need to be recorded in detail. An Incident
Report may form a part of documentation in a disciplinary procedure when
misconduct is being investigated. Check that questions such as these have answers
in your account of events:

• Who was involved?

• What happened?

• Where did this happen?

• When did it happen?

• Why what was the cause or motive?

• How did this happen?

• How many were there?

Some organisations provide templates to ensure that critical information is not

forgotten. An Incident Report may look like this correctional facility pro forma:

Incident Report
Name of inmate(s) Register number(s) Quarters
_____________________ _____________________ _____________________
Date of Incident Time Place
_____________________ _____________________ _____________________
Incident Witnesses
_____________________ _____________________ _____________________
Description of Incident

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Signature of reporting Employee _______________________________________________________

Name and designation _______________________________________________________________

Date of Report _____________________________________________________________________

The example below could be used by a protection services company in the private
sector. Incidents are usually logged in an Occurrence Book and recorded.

Incident Report

Reported by: _____________________________ CB No: __________________________________

Date reported: ___________________________ Time: ___________________________________

Place of incident: ___________________________________________________________________

Incident:

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

Signature: _________________________________________________________________________

Action taken:

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Signature: _______________________________ Date: ___________________________________

Findings/ Decision / Resolution:

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

Signature: _______________________________ Date: ___________________________________

Where no template is available, deciding on a suitable format is part of the writing

task. The subheadings will depend on the specific situation.

3.4. PROGRESS REPORTS

This type of report is often compiled to enable managers to monitor progress in the
implementation of a project so that they can intervene timeously when problems are
encountered. The title is formulated in the same way as that of the investigative
report, but ‘progress’ replaces ‘investigation’:

REPORT ON PROGRESS MADE IN THE IMPLEMENTATION OF THE NEW

OVERTIME POLICY AT ABC ENGINEERING

Under this title you can present your report using the following set of subheadings,
but remember that you may develop your own to suit particular circumstances. The
subheadings are self-explanatory and you should be able to apply what you have
learned about report writing from the rest of this Unit to this framework.

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Title
1. Introduction
2. Description of project (background; objectives, target dates; resources,
budget, etc.)
3. Work completed to date
a. Task 1 (or Phase 1)
b. Task 2
c. Task 3
4. Difficulties encountered
5. Next phase
6. Conclusions and recommendations

Example

In October 2011 a project was launched to electrify Zone 11 where

households, community and business premises as well as street lights now
need an electricity supply. The Mayor has asked a councillor in the Bredell
Municipality to report on progress at the next council meeting.

In this case the report is presented in memorandum format, but it could also
be presented as a stand-alone document.

Notice that when you present detail in annexures rather than in the report
itself, you should still include the main points in the report, or it will not make
much sense. There is perhaps too little information in this example.

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BREDELL MUNICIPAL COUNCIL MEMORANDUM

To From
The Honourable AB Makoe Mr C J Maseko
The Mayor Councillor: Zone 11
BREDELL MUNICIPAL COUNCIL
Your Ref 56/2000 My Ref 7/2/1

Date 10 February 2012

REPORT ON PROGRESS MADE IN THE ELECTRIFICATION OF ZONE 11,

BREDELL MUNICIPALITY

1. Background
On 21 September 2011 the Bredell Municipal Council approved electrification
of Zone 11, based on the applications received from households, community
centres and businesses. Approved project dates: 15 October 2011 to 15
October 2012.

2. Description of Project
Electrification of households, community centre, businesses and street
lighting in Zone 11:
Phase 1 – Preliminaries: Human Resources, Equipment
Dates: 15/10/2012 to 15/02/2012
Phase 2 – Earthworks…
Dates: 15/02/2012 to 10/07/2012
Phase 3 – Laying cables…
Dates: 15/04/2012 to 15/09/2012
Phase 4 – Electrification: Grids…
Dates: 15/05/2012; 15/06/2012; 15/07/2012
Phase 5 – Handover and Final Report… Dates: 15 October 2012

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3. Procedures and work completed

The Zone 11 Electrification Project Team has provided the following
information in full:
3.1 All phases: Equipment has been ordered (Annexure A)
3.2 All phases: Security measures are in place (Annexure B)
3.3 Phase 1 and 2: Equipment has been received (Annexure C)
3.4 Phase 1: Human Resources: full complement employed (Annexure D)
3.5 Phase 1: Project Leader, Mr Jonas Mau has fallen ill. Assistant Chief
Engineer Mr K Pillay will act in the interim.
4.6 Phase 1: Financial – within budget (Annexure E)

4. Challenges
At this stage Human Resources: Health and Safety, and Security: Anti-theft
Measures are the main concerns. Committees have been appointed to
manage these issues (Annexure F).

5. Phase 2
On schedule.

6. Conclusions
The project is running on schedule and within budget, but Health and Safety
and Security require close monitoring.

7. Recommendations
It is recommended that the Security: Anti-theft Measures Committee submit
weekly reports and that the Human Resources: Health and Safety Measures
Committee submit monthly reports to Councillor C J Maseko: Zone 11.

Signature

C J Maseko
Councillor
Bredell Municipality

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3.5. LONG REPORTS

A Long Formal Report usually involves input from a number of people about a big
project with high expenditure. It has many of the conventions of a Short Formal
Report, but has a number of additional features. Each organisation and each report
will determine what is required. Consider the following examples:

Elements of Long Reports

A full traditional report is divided into two main sections: Preliminaries and Content.

• The Preliminaries are numbered with Roman numerals (i, ii…)

• The Content is numbered with Arabic numbers (1, 2, …).

Section A: Preliminaries may follow this format:

Page 0 Title page

Page i Acknowledgements
Page ii Terms of Reference or Brief (formulate as for short formal reports)
Page iii Summary (also referred to as Executive Summary)
Page iv Table of contents

Page 0: Title page

REPORT ON AN INVESTIGATION INTO THE FEASIBILITY OF RENOVATING

THE XYZ FACTORY, DAMAGED BY FIRE ON 01 JUNE 2011
PREPARED FOR: Mr A D Jones
Chief Executive Officer
XYZ Company
Johannesburg
PREPARED BY: Ms F J Horne
Chief Accountant
XYZ Company
Johannesburg
DATE: 15 June 2011

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Page i: Acknowledgements

Acknowledgements

The writer thanks the following people for their assistance during this investigation.
Ms T Zililo, XYZ Factory Supervisor
Mr D J Proctor, Johannesburg Fire Department
Mr V Rodseth, Grinnacker Construction
The writer also wishes to record the invaluable editing assistance of Ms H Fourie.

Page ii: Terms of Reference

1. Terms of Reference

On 02 June 2011, Mr A D Jones, CEO of XYZ Company, commissioned an

investigation into the feasibility of renovating the XYZ company building, damaged by
fire on 01 June 2011.

Specific instructions were to:

1.1 investigate the extent of structural damage to the XYZ Company building;
1.2 consult Grinnacker Construction about best course of action;
1.3 investigate insurance status;
1.4 submit financial report: cost to budget, insurance and quotations.

Recommendations were requested to be submitted to the Executive Committee by

15 June 2011.

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Page iv: Summary

2. Executive Summary

A summary is what the Executive Committee will look at first. The rest of the report
functions as substantiating references. The summary should therefore show what
is possible, what it would cost and what the company can afford.

A summary can only be written once the report has been written. Summaries will
vary in length according to scope of the investigation and company conventions.
A basic formula that you may use to write a summary would be:

The contents of this report indicate that XYZ building may be renovated (Annexure
…), that insurance pay-out covers cost (Annexure …), that budget can cover
contingency costs (Annexure …) and that renovations can be done in three (for
example)) phases so that least production disruption occurs (Annexure …).

Page iv: The Table of Contents

(Lists all the major and minor headings in the report with page numbers for easy
reference.)
TABLE OF CONTENTS

Section A Page
Acknowledgements i
Terms of reference ii
Summary iii
Table of Contents iv

Section B
1 Introduction 1
2 Procedures 2
3 Findings

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3.1 Building requirements …

3.1.1 Description of damage to main columns …
3.1.2 Description of damage to roof beams …
3.1.3 Description of damage to cross beams …
3.1.4 Description of damage to walls …
3.2 Grinnacker Report …
3.3 AAA Insurance Report …
3.4 Financial Report …
4 Conclusions …
5 Recommendation …
6 Annexures or Appendices: A,B,C,D, etc.
Material that is too detailed to include in the body of the report is
placed in the Annexure or Appendices. The writer would refer to
this material in the body of the report.
Annexures or Appendices contain information in
• Detailed tables
• Detailed calculations
• Computer printouts
• Examples of Questionnaires
• Very detailed Specifications
• Transcriptions of Conversations
• Case histories …
7 List of Diagrams …
7.1 etc.
8 List of Graphs …
8.1 etc.
9 List of Tables …
9.1 etc.
10 List of illustrations …
10.1 etc.
11 Glossary …

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A glossary is a special dictionary for the report. All technical terms

are listed in alphabetical order and defined. Writers may also
define difficult words at the bottom of the page or within the text.
12 List of Symbols …
13 List of references …
The writer should acknowledge any work written by someone else
that has been used in writing the report. The List of References is
placed at the end of the report.
References are set out in order of appearance in the text.
For example:
1. Van As, A. 1990. A Study of Paint Fires. Journal of Paint
Technology, 6(2), April: 3–12.
2. Smith, B. J. 1988: 55–60. Fire and damage in steel
buildings. London: ABC Press.
14 Bibliography …
The Bibliography – based on the references is written in
alphabetical order of the surnames of the authors.

Note

Contents 7 to 14 refer to technical and reference

information. References and Bibliography are documents
and books that may be consulted for information.

3.6. CONCLUSION

In Unit 3 you have considered the writing of various types of reports. While most
businesses and government departments might have different ways of writing and
presenting reports, the basic principles outlined and discussed in this unit are
applicable.

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Study Unit 4
4. Proposals and Presentations
4.1. INTRODUCTION

In this unit we focus mainly on writing proposals, but will also consider some aspects
of presentation skills. It would not be appropriate for us to offer computer training in
the use of a particular software application for presentations.

When new business is pursued, various forms of professional documentation tend to

be produced around the initiative. Any or all of the previously discussed business
communication formats can be used in the process of realising one business
objective. For example, reports and proposals are often the substance of
presentations in that you present your report or proposal to a live audience. As the
proposal develops, it may be linked with a range of correspondence. A
recommendation made in a report, a suggestion made at a meeting, an idea that you
put forward in a relatively informal email can all be further developed as a formal
proposal. Managers will need the more formal and systematically developed
document before they give the go-ahead to implement a large and expensive project.

Proposals can be developed to bring about change within an organisation, but can
also be used when one company or service provider is able to meet the needs of
another organisation that lacks the expertise or capacity to get a particular job done.
When an organisation needs an external provider, it often advertises its needs in a
tender process. Several providers may compete for the contract by submitting
proposals in response to the tender; the best proposal gets the business.

The meaning of the word ‘proposal’ includes the ideas: ‘suggestion’, ‘application’,
‘tender’, ‘pitch’, ‘bid’, and ‘plan’. The purpose of a business proposal, in general, is to
have a suggestion accepted and funds released for something that needs to be
done.

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In the engineering industry a proposal may be submitted as part of a tender

application process. In the real estate industry, a proposal may be the lead
document in a bid to manage a property development. An advertising company
makes a sales pitch to gain advertising accounts. Universities rely heavily on
proposal writing to obtain approval and funds for research projects.

Proposals contain suggestions, plans, and accurate information on the resources

needed to implement them. They are documents designed to persuade decision
makers who have the authority and resources to give the go-ahead for
implementation.

4.2. PROPOSAL STRUCTURE AND FORMAT

It usually makes sense to consider the following as a guide to the structure of a

proposal:

S - situation, context
P - problem, need
S - solution, action
E - evaluation, monitoring, benefits

However, the structure and format of a proposal may vary, depending on the
circumstances. Here we present a general layout which you can adapt to suit
specific needs.

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GUIDE TO
Sub-headings that may be used
STRUCTURE

Executive summary

(Optional) Used only in formal and lengthy proposals. It sums up all

sections of the proposal as a whole.

Introduction

Describe the context so that it is clear why you are submitting

Situation, context the proposal. Within this context, identify the problem or need. If
you are submitting a proposal to another organisation, include
background information on your own organisation to show that
you have the capacity and expertise to get the job done.

Motivation

Give a more detailed needs analysis, showing causes of the

problem, background on how the situation developed, and/or
Problem and
the consequences of the current situation.
Solution
On this basis, state why the proposed intervention is necessary.
State the objectives of the project. Describe the expected
benefits.

Implementation Plan

Describe your action plan in detail, including the time frame. If

Solution the project is complex, describe each phase or aspect under a
suitable subheading, or represent the plan in a table, chart or
diagram.

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The following examples indicate how this format can be used. The first is conveyed
as a letter; the second as a memorandum. As a stand-alone document you could
simply begin with the main heading: PROPOSAL FOR…

Example 1
(Letterhead)
SCADAC
(details and reference numbers)

Mr M Ramaphosa
Manager: Grants
Tshwane Municipality
(details) (date)

PROPOSAL FOR ADDITIONAL FUNDING FOR ABANDONED DOMESTIC

ANIMAL CENTRES

1. Introduction and background

The Special Care of Abandoned Domestic Animals Centre (SCADAC) specialises in
the care and rehabilitation of abandoned domestic animals. SCADAC has grown
significantly over the past two years due to an increase in the number of abandoned
animals across the Tshwane region. Consequently, more funding is requested to
care for animals in disadvantaged communities.

We have had a sound ten year relationship with our communities and with the
municipality, where SCADAC’s documents are lodged.

2. Objectives
The main objective is to create sufficient capacity to accommodate five hundred
abandoned animals. Currently, SCADAC’s resources limit assistance to only 200
animals.

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Extended facilities and additional staff members are needed. Medical supplies and
equipment need to be upgraded to care for five hundred animals:

2.1 Floor space

An increase of 300 square meters is essential: See plans and three quotations
(Annexures A 1 – 4).

2.2 Staff
An increase of 9 positions is necessary, from 16 – 25 members. (Human Resources
report: Annexure A5).

2.3 Medical supplies for malnutrition, disease and sterilization are needed
See the list of requirements provided by the Faculty of Veterinary Science, University
of Pretoria; Onderstepoort and three quotations (Annexures A6 – 8).

3. Benefits of additional funding

Health and safety of communities become more manageable when facilities are
adequate. A report on district health, issued by the Department of Health, concerning
tick bite fever, flea infestations and bacterial infections resulting from rotting
carcasses of abandoned animals, is attached (Annexure B).

An increase in funds and resources will directly impact on the efficiency of SCADAC
which will bring about a decrease in the number of abandoned animals in the
Gauteng area and concomitant health threats.

4. Plan of Action

4.1 Floor space

The new building can be up and running within (date) from date of funding received.
See Annexure C for plans and time-line provided by (contractors’ names).

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4.2 Staff
Staff will be recruited over a six month period starting from date of funding received
(Annexure D).

4.3 Medical supplies

Priority will be given to extension of mobile sterilization facilities and emergency
clinics (Annexure E).

5. Budget
SCADAC’s budget for 2013 will not cover the estimated cost of increase in animal
care required by our communities. Costs amount to:

5.1 Floor space: R1 million

5.2 Staff: R500 000 per annum
5.3 Medical supplies: R1 million per annum

Total funding of R2 500 000 will be required for 2013 (Annexure F).

The District Health Report 2012 (Annexure G) of the Department of Health indicates
that infant mortality and children’s diseases will cost the state far in excess of
R2 500 000 should conditions not improve.

6. Conclusion
SCADAC will continue to honour its commitment to our communities who benefit in
terms of physical, emotional and spiritual wellbeing when the animals in the area are
cared for.

Our community training programmes in animal care and husbandry will continue.
The success of these programmes has led to greater enlightenment and relief in
communities (References are in Annexure H).

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We will continue to comply with your administrative and legal requirements as we

have done for the past ten years.

We request an increase in funding of R2 500 000 for 2013.

Yours faithfully,

Anita Mongwane
Manager: SCADAC

Example 2

MEMORANDUM

To : Dennis Roman
Chair : Regional Management Committee
From : Michael Moses
Regional Director: Physical Resources
Date : 16 October 2012

PROPOSAL FOR DEVELOPMENT OF A CAFETERIA FACILITY AT THE SOUTH

AFRICAN MINT (PTY) LTD

1. Introduction
The South African Mint (Pty) Ltd is investigating the benefits and costs associated
with a proposed in-house cafeteria to ensure the company promotes a culture of
teamwork that will generate professional services to our clients, and maximum
productivity.

This proposal serves to inform the Regional Management Committee of options and
factors that need to be considered to develop and maintain an in-house cafeteria.

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2. Background
Good business requires that employees respond to clients within a reasonable time
to ensure that our value proposition is maintained. However, the current re- cords
indicate that many employees are taking advantage of lunch-breaks
off premises and do not return to work in accordance with their conditions of service.
Client services and productivity are compromised.

The physical and psychological stress on staff and management needs to be

alleviated. Security staff and managers are finding it increasingly difficult to cope with
staff movement in and out of the building, as well as staff discipline. These factors
are indicators of declining morale.

The rising cost of the lost productivity as well as the intangible loss of the clients’
confidence is resulting in loss of sales, and this is impacting on the company’s long
term sustainability (Human Resources Report: Annexure A1).

3. Objectives and benefits

The objectives of the company are:
• Quality and reliable services
• Maximum productivity

This is aligned to the company’s philosophy that requires line management and staff
to demonstrate:
• Leadership
• Teamwork
• Productivity

It should be noted that Advantages and Disadvantages, below, mention intangible

factors that cannot be measured reliably in the short-term. However, the negative
effects on sales and service have become apparent (Sales Department: Annexures
A1 and Human Resources: A2)

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3.1 Advantages of in-house cafeteria

• Improved management
• Improved staff morale and teamwork
• Improved productivity
• Improved client services
• Improved general discipline
• Improved security and safety

3.2 Disadvantages of an in-house cafeteria

• A cafeteria does not form part of the company’s core operations
• Increased maintenance and supply costs
• Increased legislative and regulatory requirements
• Increased health risk to the company

In view of the disadvantages, it is proposed that cafeteria operations be out-

sourced. The company will remain accountable in terms of legal requirements.

4. Implementation plan
A cost benefit analysis utilized a detailed resource and activity plan, spanning a
period of seven months (Finance Department: Annexure B). The development of the
in-house cafeteria should be managed by a project steering committee (Executive
Committee: Annexure C).

The plan involves the following stages and time-line:

Project planning will entail assembling a project team and developing a project
charter and plan defining roles and responsibilities.

Proposed members: (Names)

Proposed contractors for Phase 1: (Names)

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Proposed contractors for Phase 2: (Names)

Proposed contractors for Phase 3: (Names)
Date of end of Project Planning: (Date)

Project execution will involve executing the project plan in accordance with the
charter, and proactive monitoring of the budget and the project activities against pre-
established goals.

Phase 1
Building of kitchen, dining room and undercover al fresco dining area.
Date of end of Building: (date)

Phase 2
Installation of moveable equipment
Date of end of installation. (date)

Phase 3
Service provider begins operations
Opening date of in-house cafeteria: (date)

Project reporting will be on progress development of the in-house cafeteria as well

as post project outcome until (date), where-after monitoring will be managed by the
Human Resources Department.

5. Budget
A Budget has been prepared on the basis of the resource and activity plan.
Maintenance costs fall within budgets for (year/s: ) and XYZ Bank has authorized
finance for construction (Finance Department: Annexures D1 and D2).

The budget is based on two aspects: the initial construction costs; and the continued
maintenance of the cafeteria.

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The costs will be covered in time (Annexure E).

6. Conclusion
The real value of establishing an in-house cafeteria will be realized in time as evident
in the case histories of many organisations (Annexure F). There is no doubt that this
facility has become essential in terms of safety and productivity
management.

Operations can begin on (date) following acceptance of this proposal. Kind regards

Michael Moses
RD: Physical Resources

Structural conventions such as subheadings assist the reader. The inclusion of

annexures containing reports, minutes, technical details and so on, is a useful way of
managing information to avoid overload for the writer and reader.

A proposal may

• be a stand-alone written document

• be a written document that leads to a presentation

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• take the form of a presentation that uses various media such as posters,
brochures, film, video, computer applications or physical demonstration of
new equipment or technology.

4.3. PRESENTATIONS

Oral presentations can take a variety of forms. You may have to

• give a sales or marketing presentation to support a proposal

• defend a suggestion that you made at an informal staff meeting

• appear before a formal board of enquiry

• give a speech at a school governing board meeting

• address a conference of international experts in a certain field.

Self-image

The image you project will create an impression on your audience. You may note the
following general guidelines:

• Dress
It is best to dress so that your appearance does not detract from what you
want to present. The dress code for a financial presentation may differ
somewhat from that of an advertising or marketing presentation, depending on
the subject of the presentation. The former may require a conservative neutral
coloured suit, whereas the latter may gain value when the dress suits the
theme which may be flamboyant! Consider what will be the best style for the
circumstances.

• Confidence
Addressing an audience makes many people nervous. Whatever the reality, a
presenter needs to appear to be confident.

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• Body language
Your audience will read your body language. You should therefore adopt a
relaxed and confident body posture. Slouching or hunching your shoulders
and chest suggests negativity whereas standing tall and straight with your
shoulders back and your head held upright suggests a positive attitude that
will at- tract your audience to pay attention to your message.

Also, to appear calm, relaxed and positive, avoid jerky and too many
movements. Make hand gestures only when necessary and keep your hands
from fidgeting.

• Eye contact
Some cultures avoid direct eye contact but in the business world direct eye
contact shows positive awareness and confidence. Direct eye contact is
essential when you want to engage your audience. Let your gaze rest calmly
for a moment on any one audience member before you move on to another.
You may Google for sources of information on this subject.

• Voice

o Tone - Keep your voice conversational. Avoid a monotonous level of

sound.

o Volume - Ensure that everyone can hear you without discomfort.

o Pitch - Ensure your pitch is not too high which is irritating and not too
low which is difficult to hear.

o Speed - Nervousness leads to too fast talking so it is probably best to

speak slower than your normal speed. If you are a naturally fast
speaker, slow to a reasonable speed that will give your audience time
to digest your words.

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The idea is to give a presentation that will inspire acceptance of your proposed
objectives.

Cue cards

Some speakers use cue cards (usually rectangular cards cut so that they are easy to
hold) or a list of key points on a sheet of paper to remind them of what they planned
to say, while maintaining contact with the audience.

Visual presentations

Plan and create your presentation in writing as you would a proposal, and then add
your visual material and sound. The shorter the presentation the better, provided that
all essential information is included. Visual presentation formats include flip charts,
posters, brochures, slide shows, podcasts, DVDs and computer generated
presentations using, for example, Micro Soft Office Power- Point (MSOPP).

Power-point and comparable programs enable the user to create slide shows that
can add value to oral presentations. The slides are stored in a file on the computer,
mobile phone or tablet to be connected to a data projector. The images of the slides
are then projected onto a screen behind or next to the speaker. This allows the
speaker to maintain eye contact with the audience while changing the images with
the click of a button. For information on how to create PowerPoint slides, here are a
few websites that you might find useful:

http://office.microsoft.com/en-gb/powerpoint/default.aspx?ofcresset=1
http://docs.google.com/templates?type=presentations
http://www.pppst.com/

These visual aids work best if they are kept short and simple. Do not show a slide
that has to be read slowly, or that has too much detail or activity, as you want your
audience to focus on and communicate with you, not with the screen. Use only
essential information to guide your spoken presentation.

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4.4. CONCLUSION

In this unit we have considered general and essential aspects to do with writing
proposals, and a very brief overview of presentations followed. Remember that the
qualities of good business writing identified in Unit 1 of this module are relevant to
documents such as reports and proposals. As you work on your drafts, ask yourself
questions about these aspects of your writing:

• Clarity

• Completeness

• Conciseness

• Appropriateness

• Correctness

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