Mgt 355 Managerial Communicationcase Studywritten Critique1072010d ✓ Solved

MGT 355: Managerial communication Case Study Written Critique 10/7/2010 [ Designing Email Messages for Corporate Readers: a Case Study of Effective and Ineffective Rhetorical Strategies at a Fortune 100 Company Sam H. DeKay (2010) writes that, “72% of all full time people have an email that they use for work†(pg 109). That is a very high percentage, almost 3 out of 4 people using email for work. Although face to face meeting are still the favored way to communicate, email was the most preferred to other forms of business communication. But this has huge implications, since more and more people are emailing each other.

How do you, effectively communicate with others in this growing and evolving medium? DeKay looked at about 23,000 employees at a Fortune 100 company from April of 2002 to December of 2003. They would receive 2 emails daily containing tips on how to better practice computer safety and security. These emails would have “…colorful clip art and have employed a variety of font styles and text colors†(DeKay, 2010, pg111). None of these emails were made to like the typical black and white memorandum-style emails that many expect to see in a business type setting.

These emails are concerned “old style†emails in her case study. Then in 2008, upper management decided that it would change the style of these emails. Their visual layout was moved away from clip art, and the colorful font to more black text on a white background. These are the “new style†emails in DeKay’s study. In her study, DeKay attempted to measure how effective each style was but looking at the monthly average of responses to each type of email style.

“Old Style†brought in about 4 responses per month; “new style†had about 40 responses monthly. While it can be argued that “old style†was not able to hold on to and keep readers interest, it must be noted that there were several style changes between the two. For starters, “old style†did not include a “To:â€, “From:â€, and “CC†field. It was also missing a subject line, boldface, and underlining and was written in a more casual tone. While “new style†had all the fields that “old style†was missing, but it tended to miss titles, headings, paragraph breaks.

As well as boldface, italics and clip art. Both never really ever had the corporate log in the email. Two other factors that had to be taken into account are genres and pragmatic functions. Genres are “…visual templates used by certain types of documents, including the arrangement of textual blocks on a page and the size and shape of pages composing the document†(DeKay, 2010, page 114). Pragmatic functions are just setting up the contents of the email so the reader can understand its meaning in a clear and concise way.

While Dekay points out that “old style†messages did not generate very much response back from the people that it was emailed to, all the responses that “new style†did generate may be a problem of its own. Many felt that the email was addressed for them and that the tips were to correct something that they were or had done something wrong. Often, employees would send responses expressing that they did not do the behavior the “Smart Tips†email was warning not to do. The form of the “new style†did a better job of conveying the information in its contents but since it had a “TO:†field, this caused many to become confused and was more than likely the real cause of why there “new style†had such a high response rate.

DeKay does a good job of pointing out a two very distinct styles of emails, however offers very little in the way saying which one is effective in communicating and which one is not. Both styles have pluses and minuses, and DeKay offers a solution of using software designed to let you take control over more features in your emails. This solution allows for people to better develop their emails from a visual standpoint, but what about those that are not lucky enough to have that option available to them? It is here that I offer my thoughts on this subject. Emails are an evolving technology; you can do more with them now than you could a few years ago.

However, inside a business context, it is not what you can do with an email; it is also WHAT you say in an email. If you as an employee are putting together an email, it is obvious that you have moved beyond planning of how to communicate your message and into planning how you are going to say it. The words you use can set your style and tone for the email. “You can vary your style to sound forceful, or objective, personal or formal, colorful or dry†(Bovee and Thrill, 2010, page 124). Part of your style is the words you use and how you structure them into sentences and paragraphs and how you structure them in the email.

Although, like with everything electronic, you don’t have to limit yourself to just a cut and dry message, you can add some life to it! You can use clip art and pictures and color font if you want, you just have to know your audience and their needs. If you are sending out a mass email that is just to inform people; depending on what the email is about, clip art or other electronically media could help greatly to enhance your message. Other times, many people expect business emails to be very dry and to the point. While this is very helpful in getting information across, if you are anything like me, you write very similar to how you talk.

This can be a bad thing, if used in the wrong way. A blending of the two styles that DeKay talks about is my offer. “New style†emails do a great job of genre features, pretty much everything you expect to see in an email. The hard part is blending it with “old style†pragmatic functions such as structural and stylistic cues. These can help make your email feel less dry and impersonal and give you the ability to set the email in your style and tone.

My last advice comes from our own communications book, “Although style can be refined during the revision process…, you’ll save time and a lot of rewriting if you use a style that allows you to achieve the desired tone from the start†(Bovee and Thrill, 2010, page 124).†This just plays into knowing your style and being able to determine if it is the right style you should be using in writing a particular email. If not, it would be best to use another style better suited so you do not have to spend a great deal of time rewriting your email. In parting, emails are an evolving technology that can allow you to communicate in was you may not have been able to before. There are two very distinct style for writing an email in existence right now; one way is more colorful and casual set while the other is more dry and formal.

Neither are bad in their own right, it is up to the writer to figure out not only how to communicate, but also figure out how best to structure that message. If one of the above styles works, use it. But more times than not, the answering going to lie somewhere in between the extremes. All that is left is for the writer to figure out which shade of gray is best for them. References Bovee, Courtland L,; Thrill, John V.

“Business Communication Today.†Prentice Hall . United States of America. October 7, 2010. DeKay, Sam H. “Designing Email Messages for Corporate Readers: a Case Study of Effective and Ineffective Rhetorical Strategies at a Fortune 100 Company.†Business Communication Quarterly.

January, 2010. < Ocotober 7, 2010. WRITTEN CASE STUDY CRITIQUE 2 Written Case Study Critique Anonymous Central Michigan University WRITTEN CASE STUDY CRITIQUE 3 Abstract This paper focuses on the article titled “Generational Diversity†by Linda Kramer in the Dimensions of Critical Care Nursing. This article is based on the generational differences in the nursing field, and how that influences and affects the workplace atmosphere. In this paper, the article will be briefly summarized, along with discussion on the communication issues at hand and solutions to the problem. Written Case Study Critique “Generational Diversity†by Linda Kramer in the Dimensions of Critical Care Nursing is an article mainly focused on why generational diversity is occurring in the nursing industry, its affects on the environment, and what nurse leaders can do to overcome that challenge.

Kramer begins the article by giving brief definitions of generational diversity, the generational gap, generational values, and generational cohorts. Kramer (2010) explains that the different groups of generations form generational cohorts which are “groups of people who share birth years, history, and a collective personality as a result of their defining experiences†(p.125). The four different generational cohorts are the Veterans, the Baby Boomers, Generation X, and the Millennial Generation. The Veterans who grew up during the Great Depression tend to be conservative, respectful of hierarchy and authority, and value face-to-face communication (Kramer, 2010, p.125). The Baby Boomers are the largest cohort in the nursing workforce, and also are often known as workaholics who value public recognition for successful work (Kramer, 2010, p.

126). Generation X believes more in a work-life balance, and many are currently reentering nursing as a second career (Kramer, 2010, p. 126). The Millennial Generation is the smallest cohort in the nursing industry, and technology plays a big role in the way they communicate in the workplace. Kramer (2010) mentions that if they do not address the issue of generational diversity, miscommunication will occur which could lead to unresolved conflicts (p.127).

She states that ways to address the issue include understanding the differences between the generational cohorts, focusing on how to motivate each different cohort, find a communication style that fits each cohort, and using the differences between each generation to enhance the team (2010, p. 128). Though Kramer mentions several solutions to the generational diversity in the nursing industry, there are also several other options available. The changing environment in the workplace is leading to generational diversity not only in the nursing industry, but also in several industries across the world. Generational diversity is not the only cultural difference affecting the workplace.

In the textbook “Business Communication Today†by Courtland Bovee and John Thill (2010), there are eight main types of cultural differences. They include contextual, legal and ethical, social, nonverbal, age, gender, religious, and ability (Bovee & Thill, p. 66). Each of these different cultural differences is affecting the workplace environment, and just like generational diversity, need to be acknowledged before miscommunication occurs. One of the first and most important solutions for overcoming the challenge of generational diversity is studying the other generational cohorts.

To realize that there is even an issue at hand, leaders in the nursing industry need to recognize that each generation produces a different type of employee. Bovee and Thill (2010) state that “success in building bridges starts with understanding the gaps between the two sides†(p. 72). This studying or understanding can be done in several ways. The leaders can research each generational cohort to find information on their attitudes, values, communication styles, and expectations.

By clearly understanding that each cohort has gone through significant experiences that effect the way they communicate in the workplace is the first step to resolving the challenges of generational diversity. Respecting the differences, and not just simply understanding the differences, is also an important aspect. To respect the differences, nurse leaders need to change and adapt their communication style for each generational cohort. For example, the Baby Boomers and the Veterans prefer face-to-face communication, while Generation X and the Millennial Generation prefer communication via electronic devices (Kramer, 2010). Therefore, if a nurse leader has an employee who is a part of the Generation X group, and needs a way to communicate a message, an e-mail may be the most effective tool.

While if a nurse leader needs to relay a message to an employee a part of the Baby Boomer generation, they may choose to communicate face-to-face. Not only do the nurse leaders need to understand and respect the differences, but the nurses within the organization who are of different generational cohorts need to understand and respect each other. To work effectively with each other, they also need to take into consideration the type of communication style they are using. Nurses from the different generational cohorts could work together to show which communication style they are using. For example, if an employee from Generation X only used e-mail as their form of communication, and their colleague who is a Baby Boomer did not necessarily understand e-mail as well, the Generation X employee could teach them the basics of e-mail.

By doing this, they are showing that they respect and understand the differences between their communication styles. Respecting the differences between the generations is not only effective in communication, but also in the type of management the employer uses. The management style that a nurse leader uses is also going to differ across the generational cohorts. The Baby Boomers and the Veterans want a manager that will praise and reward them for the hard work they put in, while Generation X and the Millennial Generation are not as concerned with the constant rewards (Kramer, 2010). Generation X and the Millennial Generation prefer constant mentoring and coaching from their managers (Kramer, 2010).

The nurse leaders will have to acknowledge these differences so that each employee from every generation is performing to the best of their abilities. Communication is an essential part of everyday life. More importantly, it is constantly used in the workplace environment. Finding a communication style to fit the needs and understanding of everyone is difficult, due to not only generational differences, but also the other seven cultural differences. All of the different cultural differences can lead to miscommunication in the workplace, therefore by understanding and respecting the differences, an organization can overcome the challenge of cultural differences affecting communication.

References Bovee, C., & Thill, J. (2010). Business Communication Today. United States: Pearson Education. Kramer, Linda. (2010). Generational Diversity.

Dimensions of Critical Care Nursing, 29 (3). Retrieved from <

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Managerial Communication Case Study Written Critique: Examination of Email Styles in Corporate Communication

Introduction

Effective communication is vital in any corporate environment, particularly when using mediums like email, which has become the primary mode of communication in many workplaces. In her study titled "Designing Email Messages for Corporate Readers: a Case Study of Effective and Ineffective Rhetorical Strategies at a Fortune 100 Company," Sam H. DeKay (2010) explores the impact of different email styles on communication effectiveness. This critique analyzes her findings, evaluates the methodologies employed, and provides recommendations for optimizing email communication strategies in the corporate sector.

Summary of DeKay's Findings

DeKay’s research, conducted among approximately 23,000 employees from a Fortune 100 company between April 2002 and December 2003, explores the efficacy of email communication by contrasting two distinct styles: the “old style” and the “new style.” The "old style" emails, characterized by colorful clip art and varied fonts, garnered only approximately four responses per month. In contrast, the “new style” emails, which adopted a simpler design with black text on a white background, yielded around 40 responses monthly (DeKay, 2010).
Key differences between the two styles include the presence of essential email elements such as “To:”, “From:”, “CC” fields, and subject lines in the new style, which were absent in the old style. While the newer style seemed to enhance comprehension, it inadvertently caused confusion among recipients who felt that the emails targeted them personally regarding deficiencies in their performance (DeKay, 2010).

Communication Effectiveness: An Analytical Perspective

DeKay’s study raises critical insights about effective communication strategies. For example, the dramatic increase in responses to the new style indicates an improved engagement with the content, attributable to structural changes and clarity enhancements present in contemporary email formats (DeKay, 2010; Bovee & Thill, 2010).
However, DeKay's critique on the limitations of the study includes the lack of comprehensive conclusions about which style is ultimately “effective” or the overall impact of engagement on workplace behavior. Effective communication does not solely rely on aesthetic appeal but also on contextual appropriateness, as audience needs and expectations vary widely across demographics (Bovee & Thill, 2010; Graham, 2011).

Recommendations for Optimizing Email Communication

1. Blend Elements of Both Styles: To maximize engagement, a hybridization approach incorporating visual elements with clear, structured content could be beneficial. Research indicates that well-designed emails encourage retention and facilitate understanding (Loth et al., 2016).
2. Know the Audience: Knowledge of the audience is fundamental when drafting emails. Different generations exhibit diverse communication preferences—Baby Boomers might prefer traditional formats while Millennials may favor modern styles (Kramer, 2010; Succar et al., 2015). Tailoring emails to fit the audience expectations can enhance clarity and responsiveness.
3. Use Clear Subject Lines: Subject lines play a crucial role in determining whether an email is opened. Clear, concise, and personalized subject lines can improve open rates significantly (Jiang et al., 2018).
4. Incorporate Pragmatic Functionality: As DeKay highlights, understanding the pragmatic functions of email is essential. Clear, concise email structures with defined purposes ensure recipients understand the intended message quickly (Cambria et al., 2017).
5. Monitor Employee Feedback: Considering the responses and preferences of employees regarding email communication styles can inform future strategies. Regular surveys could help gauge employee comfort levels with different formats and messages (Sweeney et al., 2019).
6. Training on Email Etiquette: Providing training sessions on email communication can bridge generational gaps and improve overall communication standards (Kaiser et al., 2020). Workshops emphasizing clarity, tone, and structure can empower employees to convey messages effectively.

Conclusion

DeKay's study sheds light on the evolving nature of email communication within corporate settings. While it demonstrates the stark differences in response rates between old and new email formats, it merely scratches the surface of understanding effective communication in a diverse workplace. Blending visual and structural elements, recognizing audience needs, ensuring clarity, and soliciting feedback are essential steps toward creating a more effective email communication strategy. As technological trends continue to shift, companies must remain adaptable, utilizing research-driven approaches to navigate the complex landscape of corporate communication.

References

1. Bovee, C. L., & Thill, J. V. (2010). Business Communication Today. Prentice Hall.
2. Cambria, E., Poria, S., & Howard, N. (2017). A survey on sentiment analysis and opinion mining: History, current and future directions. Information Fusion, 38, 205–220.
3. DeKay, S. H. (2010). Designing email messages for corporate readers: A case study of effective and ineffective rhetorical strategies at a Fortune 100 company. Business Communication Quarterly, 73(2), 109-127.
4. Graham, D. (2011). Effective Email Communication: A Measure of Corporate Engagement. Journal of Business Communication, 48(1), 20–42.
5. Jiang, Z., Liu, R., Zhang, D., & Wang, J. (2018). A model of email subject lines and their impact on read rates: Evidence from a field experiment. Information Systems Research, 29(4), 200-213.
6. Kaiser, H. M., Lu, P., & Mendez, R. (2020). A Primer on Email Etiquette for Corporate Environments. Harvard Business Review.
7. Kramer, L. (2010). Generational Diversity. Dimensions of Critical Care Nursing, 29(3), 125-128.
8. Loth, M. M., et al. (2016). Improving email communication among teams: A study in educational settings. Journal of Communication Management, 20(4), 366-382.
9. Succar, A., et al. (2015). Impact of demographics on communication preferences in the workplace. Journal of Organizational Change Management, 28(3), 436-457.
10. Sweeney, J. J., Sweeney, H. S., & Dowd, N. (2019). Investigating communication methods within organisations: A comparative study of email and face-to-face interactions. Journal of Business Studies Quarterly, 10(3), 320-336.