Quantitative

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

IV. Fundamentals of Report Writing

13. Graphics © The McGraw−Hill Companies, 2008

c h a p t e r t h i r t e e n

Graphics

L E A R N I N G O B J E C T I V E S

Upon completing this chapter, you will be able to use graphics effectively in business reports. To reach this goal, you should be able to

1 Plan which parts of your report should be communicated by graphics.

2 Explain the general mechanics of constructing graphics—size, layout, type, rules and borders, color and cross-hatching, clip art, background, numbering, titles, title placement, and footnotes and acknowledgments.

3 Construct textual graphics such as tables, pull quotes, fl owcharts, and process charts.

4 Construct and use visual graphics such as bar charts, pie charts, line charts, scatter diagrams, and maps.

5 Avoid common errors and ethical problems when constructing and using graphics.

6 Place and interpret graphics effectively.

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CHAPTER 13 Graphics 413

I N T R O D U C T O R Y S I T U A T I O N

Graphics In your management job at Pinnacle, you proofread reports prepared by your co-workers. Because Pinnacle uses chemicals in its products, many of the reports are highly technical and complex. Many others, especially those com- ing from fi nance and sales, are fi lled with facts and fi gures. In your judgment, most of the reports you have proofread are hard to understand. The one you are looking at now is packed with page after page of sales statistics. Your mind quickly gets lost in the mass of details. Why didn’t the writer take the time to summarize the more important fi gures in a chart? And why didn’t the writer put some of the details in tables? Many of the other reports you have been reading, especially the technical ones, are in equal need of graphics. Bar charts, pie charts, and maps would certainly help explain some of the concepts discussed. If only report writers would understand that words alone sometimes cannot communicate clearly—that words sometimes need to be supplemented with visual communication techniques. If the writers of your reports studied the following review of graphics, your job would be easier and more enjoyable. So would the jobs of the readers of those reports.

In many of your reports you will need to use graphics to help convey information quickly and accurately. Graphics both grab attention and are retained longer. By graph- ics we mean any form of illustration: charts, pictures, diagrams, maps. Although tables and bulleted lists are predominantly text, their format permits us to include them here. Also, most computer presentation programs include these formats.

PLANNING THE GRAPHICS You should plan the graphics for a report soon after you organize your fi ndings. Your planning of graphics should be based on the need to communicate. Graphics serve one main purpose—to communicate—and you should use them primarily for that purpose. Graphics can clarify complex or diffi cult information, emphasize facts, add coherence, summarize data, and provide interest. Additionally, today’s data mining and visualiza- tion tools help writers fi lter the vast amount of data that are gathered and stored regu- larly. Of course, well-constructed graphics also enhance the appearance of a report. In selecting graphics, you should review the information that your report will con- tain, looking for any possibility of improving communication of the report through the use of graphics. Specifi cally, you should look for complex information that visual presentation can make clear, for information too detailed to be covered in words, and for information that deserves special emphasis. Of course, you will want to plan with your reader in mind. You will choose graph- ics appropriate to both the content and context where they are presented. The time and money you spend on gathering information or creating a graphic should be balanced in terms of the importance of the message you want to convey. Thus, you construct graph- ics to help the reader understand the report more quickly, easily, and completely. As you plan the graphics, remember that unlike info graphics that stand alone, report graphics should supplement the writing or speaking—not take its place. They should help the wording by covering the more diffi cult parts, emphasizing the important points, and presenting details. But the words should carry the main message—all of it.

DETERMINING THE GENERAL MECHANICS OF CONSTRUCTION In constructing graphics, you will be concerned with various mechanical matters. The most common are summarized in the following paragraphs.

• A graphic is any form of illustration.

• You should plan the use of graphics as you plan your report.

• In planning their use, look for information that they can help communicate.

• Plan graphics with your reader in mind.

• But remember that graphics supplement and do not replace the writing

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414 PART 4 Fundamentals of Report Writing

Size Determination One of the fi rst decisions you must make in constructing a graphic is determining its size. This decision should not be arbitrary, and it should not be based on conve- nience. You should give the graphic the size that its contents and importance justify. If a graphic is simple (with only two or three quantities), a quarter page might be more than enough and a full page would be too much unless its importance needed empha- sis. But if a graphic must display complex or detailed information, a full page might be justifi ed. With extremely complex, involved information, you may need to use more than a full page. When you do, make certain that this large page is inserted and folded so that the readers can open it easily. The fold you select will be determined by the size of the page. You simply have to experiment until you fi nd a convenient fold.

Layout Arrangement You should determine the layout (shape) of the graphic by size and content require- ments. Sometimes a tall, narrow rectangle (portrait) is the answer; sometimes the answer is a short, wide rectangle or a full-page rectangle (landscape). You simply consider the logical possibilities and select the one that appears best.

Type Type used in graphics throughout a report is generally consistent in both style and font. Style refers to the look of the type such as bold or italics; font refers to the look of the letters such as with or without feet (serif or sans serif). Occasionally you may want to vary the type, but do so by design for some special reason. Be aware that even the design of the font you choose will convey a message, a message that should work with the text content and design. If your reader will be viewing the document on screen in Word 2007 or on a Vista computer with ClearType, be sure to use one of the fonts optimized for use with ClearType such as Cambria or Calibri. They were designed to render well on the screen, and Microsoft’s research has confi rmed that they enable people to read faster and more accurately, leading to a 7 percent average increase in productivity.1

Size is another variable to watch. The size you choose should look appropriate in the context in which it is used. Your top priority in choosing type style, font, and size should be readability.

Rules and Borders You should use rules and borders when they help the appearance of the graphic. Rules help distinguish one section or graphic from another, while borders help sepa- rate graphics from the text. In general, you should place borders around graphics that

1 Bill Hill, Microsoft Project Manager, video interview, 29 May 2006 <http://download.microsoft.com/download/ 8/1/c/81cdb151-0aae-4f50-ab44-654b5f7ae0db/cleartype_2005.wmv>.

• Make each graphic the size that its contents justify.

• Graphics larger than a page are justifi ed if they contain enough information.

• Size and contents determine the shape of graphics.

• Choose a type to help convey the message clearly.

• Choose a type size that is readable.

• Use rules and borders when they help appearance.

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CHAPTER 13 Graphics 415

occupy less than a full page. You also can place borders around full-page graphics, but such borders serve little practical value. Except in cases in which graphics simply will not fi t into the normal page layout, you should not extend the borders of graphics beyond the normal page margins.

Color and Cross-Hatching Color and cross-hatching, appropriately used, help readers see comparisons and dis- tinctions (see Figure 13–1). In fact, research has found that color in graphics improves the comprehension, retention, and ease of extracting information. Also, both color and cross-hatching add to the attractiveness of the report. Because color is especially effec- tive for this purpose, you should use it whenever practical and appropriate.

Clip Art Today you can get good-looking clip art easily—so easily in fact that some writers often overuse it. Although clip art can add interest and bring the reader into a graphic effectively, it also can overpower and distract the reader. The general rule is to keep in mind the purpose your clip art is serving: to help the reader understand the content. It should be appropriate in both its nature and size. It also should be appropriate in its representation of gender, race, and age. Also, if it is copyrighted, you need permission to use it.

Background Background colors, photos, and art for your graphics should be chosen carefully. The color should provide high contrast with the data and not distract from the main mes- sage. Photos, especially faded photos, that are well chosen can add interest and draw the reader in. However, photos as well as other art can send other messages and evoke emotions not appropriate or desirable for the message the graphic conveys. Addition- ally, when graphics are used cross-culturally, you will want to be sure the message your background sends is the one you intended by testing or reviewing it with the intended receivers.

Numbering Except for minor tabular displays, pull quotes, and clip art, you should number all the graphics in the report. Many schemes of numbering are available to you, depending on the make-up of the graphics. If you have many graphics that fall into two or more categories, you may number each of the categories consecutively. For example, if your report is illustrated by six tables, fi ve charts, and six maps, you may number these graphics Table I, Table II, . . . Table VI; Chart 1, Chart 2, . . . Chart 5; and Map 1, Map 2, . . . Map 6. But if your graphics comprise a wide mixture of types, you may number them in two groups: tables and fi gures. Figures, a miscellaneous grouping, may include all types other than tables. To illustrate, consider a report containing three tables, two maps, three

Figure 13–1

Color versus Cross- hatched Pie

• Color and cross-hatching can improve graphics.

• Use clip art to help your reader understand your message.

• Background color, photos, and art should enhance the message of the graphic.

• Number graphics consecutively by type.

• Figures are a miscellaneous grouping of types. Number tables separately.

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

IV. Fundamentals of Report Writing

13. Graphics © The McGraw−Hill Companies, 2008

416 PART 4 Fundamentals of Report Writing

charts, one diagram, and one photograph. You could number these graphics Table I, Table II, and Table III and Figure 1, Figure 2, . . . Figure 7. By convention, tables are not grouped with other types of graphics. But it would not be wrong to group and number as fi gures all graphics other than tables even if the group contained suffi cient subgroups (charts, maps, and the like) to permit separate numbering of each of them.

Construction of Titles and Captions Every graphic should have a title or caption that adequately describes its contents. A title is used with graphics displayed in oral presentations; a caption is used with graph- ics included in print documents. Like the headings used in other parts of the report, the title or caption of the graphic has the objective of concisely covering the contents. As a check of content coverage, you might well use the journalist’s fi ve Ws: who, what, where, when, and why, and sometimes you also might use how. But because conciseness also is desired, it is not always necessary to include all the Ws in the title. The title or caption of a chart comparing the annual sales volume of the Texas and California territories of the Dell Company for the years 2006–07 might be constructed as follows:

Who: Dell Company What: Annual sales Where: Texas and California branches When: 2006–07 Why: For comparison

The title or caption might read, “Comparative Annual Sales of Texas and California Territories of the Dell Company, 2006–07.” For even more conciseness, you could use a major title and subtitle. The major title might read, “A Texas and California Sales Comparison”; the subtitle might read, “Dell Company 2006–07.” Similarly, the caption might read “A Texas and California Sales Comparison: Dell Company 2006–2007.” An alternative to this kind of topic heading is a talking heading. As you learned in Chapter 10, the talking heading tells the reader the nature of what is to follow. The same holds true for a graphic. In this case a talking heading might read, “Texas Leads California in Total Annual Sales for 2006.” In a sense, it gives the reader the main message of the graphic. You’ll see another example of a talking heading in Figure 13–8, Illustration of a Bi-lateral Column Chart, which reads, “NASCAR Leads in Fan Base Growth.”

Placement of Titles and Captions In documents, titles of tables conventionally appear above the tabular display; captions of all other types of graphics conventionally appear below it. In presentations, titles

C O M M U N I C A T I O N M A T T E R S

Clear Evidence of the Value of Accurate Charts

“To what do you attribute your company’s success?” asked the interviewer. “A line chart,” replied the executive. “In the early years of our company, we had some real problems. Productivity was low, and we were losing money. So to impress our problem on our workers, I had a line chart painted on the wall of our main building. Every day, when the workers arrived, they saw our profi t picture. Well, the profi t line kept going down. It went from the third fl oor, to the second, to the fi rst, to ground level. Then we had to bring in digging equipment to keep the line going. But keep it going we did—until the line dramatically reversed direction.” “The workers fi nally got the message?” asked the interviewer. “No,” replied the executive, “the digger struck oil.”

• The titles should describe content clearly (consider the fi ve Ws: who, what, where, when, why ).

• The conventional placement of titles is at the top for tables and at the bottom for charts. But many place all titles at the top.

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

IV. Fundamentals of Report Writing

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CHAPTER 13 Graphics 417

of both tables and other charts and illustrations are usually placed above the graphic. There has been a trend toward using title case type for all illustration titles and plac- ing the titles of both tables and fi gures at the top. In fact, most presentation programs default to the top. These practices are simple and logical; yet you should follow the conventional practices for the more formal reports.

Footnotes and Acknowledgments Parts of a graphic sometimes require special explanation or elaboration. When this happens, as when similar situations arise in connection with the text of the report, you should use footnotes. Such footnotes are concise explanations placed below the illustration and keyed to the part explained by means of a superscript (raised) number or symbol (asterisk, dagger, double dagger, and so on). Footnotes for tables are best placed immediately below the graphic presentation. Footnotes for other graphic forms follow the illustration when the title or caption is placed at the bottom of the graphic. Usually, a source acknowledgment is the bottom entry made in the graphic context. By source acknowledgment we mean a reference to the body or authority that deserves the credit for gathering the data used in the illustration. The entry consists simply of the word Source followed by a colon and the source name. A source note for data based on information gathered by the U.S. Department of Commerce might read like this:

Source: U.S. Department of Commerce

If you or your staff collected the data, you may either omit the source note or give the source as “Primary,” in which case the note would read like this:

Source: Primary

CONSTRUCTING TEXTUAL GRAPHICS Graphics for communicating report information fall into two general categories: those that communicate primarily by their textual content (words and numerals) and those that communicate primarily by some form of picture. Included in the textual group are tables, pull quotes, and a variety of fl ow and process charts (Gantt, fl ow, organization, and such).

Tables A table is an orderly arrangement of information in rows and columns. As we have noted, tables are not truly graphic (not really pictures). But they communicate like graphics, and they have many of the characteristics of graphics. Two basic types of tables are available to you: the general-purpose table and the special-purpose table. General-purpose tables cover a broad area of information. For example, a table reviewing the answers to all the questions in a survey is a general- purpose table. Such tables usually belong in the appendix. Special-purpose tables are prepared for one special purpose: to illustrate a particular part of the report. They contain information that could be included with related infor- mation in a general-purpose table. For example, a table presenting the answer to one of the questions in a survey is a special-purpose table. Such tables belong in the report text near the discussion of their contents. Aside from the title, footnotes, and source designation previously discussed, a table contains heads, columns, and rows of data, as shown in Figure 13–2. Row heads are the titles of the rows of data, and spanner heads are the titles of the columns. The span- ner heads, however, may be divided into column heads, as they are often called. The construction of text tables is largely infl uenced by their purpose. Nevertheless, a few general construction rules may be listed:

• If rows are long, the row heads may be repeated at the right.

• Use footnotes to explain or elaborate.

• Acknowledge the source of data with note below.

• “Source: Primary” is the proper note for data you gathered.

• Graphics fall into two general categories: (1) textual (words and numerals) and (2) visual (pictures).

• A table is an orderly arrangement of information.

• You may use general- purpose tables (those containing broad information),

• or you may use special- purpose tables (those covering a specifi c area of information).

• See Figure 13–2 for details of table arrangement.

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

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• The em dash (—) or the abbreviation n.a. (or N.A. or NA), but not the zero, is used to indicate data not available.

• Footnote references to numbers in the table should be keyed with asterisks, daggers, double daggers, and such. Numbers followed by footnote reference numbers may cause confusion. Small letters of the alphabet can be used when many references are made.

• Totals and subtotals should appear whenever they help the purpose of the table. The totals may be for each column and sometimes for each row. Row totals are usually placed at the right; but when they need emphasis, they may be placed at the left. Likewise, column totals are generally placed at the bottom of the column, but they may be placed at the top when the writer wants to emphasize them. A ruled line (usually a double one) separates the totals from their components.

• The units in which the data are recorded must be clear. Unit descriptions (bushels, acres, pounds, and the like) appropriately appear above the columns, as part of the headings or subheadings. If the data are in dollars, however, placing the dollar mark ($) before the fi rst entry in each column is suffi cient.

Tabular information need not always be presented in formal tables. In fact, short arrangements of data may be presented more effectively as parts of the text. Such ar- rangements are generally made as either leaderwork or text tabulations.

Leaderwork is the presentation of tabular material in the text without titles or rules. (Leaders are the repeated dots with intervening spaces.) Typically, a colon precedes the tabulation, as in this illustration:

The August sales of the representatives in the Western Region were as follows:

Charles B. Brown . . . . . . . . . . $33,517 Thelma Capp . . . . . . . . . . . . . 39,703 Bill E. Knauth . . . . . . . . . . . . . 38,198

Text tabulations are simple tables, usually with column heads and some rules. But they are not numbered, and they have no titles. They are made to read with the text, as in this example:

In August the sales of the representatives in the Western Region increased sharply from those for the preceding month, as these fi gures show:

Representative July

Sales August Sales Increase

Charles B. Brown $32,819 $33,517 $ 698

Thelma Capp 37,225 39,703 2,478

Bill E. Knauth 36,838 38,198 1,360

Table I—Worldwide Music Industry Revenues 2005–2010 (millions)

*Some data for 2005 taken from 10K and 10Q filings SOURCE: eMarketer May 2006

ProjectedActual

2010

$34,058

$11,920

$7,748

2009

$33,227

$9,968

$6,479

2008

$32,576

$6,515

$3,909

2007

$31,937

$4,152

$2,076

2005*

$31,000

$1,085

$434

2006

$31,465

$2,832

$1,274

Total music revenues

Total digital music revenues

Mobile music revenues

Table number and title

Spanner heads

Column heads

Row heads

Footnote Source acknowledgment

• Tabular information also can be presented as (1) leaderwork (as illustrated here), or

• (2) text tabulations (as illustrated here).

Figure 13–2 Good Arrangement of the Parts of a Typical Table

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CHAPTER 13 Graphics 419

Pull Quotes The pull quote is a textual visual that is often overlooked yet extremely useful in em- phasizing key points. It is also useful when the text or content of the report does not lend itself naturally or easily to other graphics. By selecting a key sentence, copying it to a text box, enlarging it, and perhaps even enhancing it with a new font, style, or col- or, a writer can break up the visual boredom of a full page or screen of text. Drawing software lets users easily wrap text around shapes as well as along curves and irregular lines. Figure 13–3 shows an example that is simple yet effective in both drawing the reader’s attention to a key point and adding visual interest to a page.

Bullet Lists Bullet lists are listings of points arranged with bullets (•) to set them off. These lists can have a title that covers all the points, or they can appear without titles, as they ap- pear at various places in this book. When you use this arrangement, make the points grammatically parallel. If the points have subparts, use sub-bullets for them. Make the sub-bullets different by color, size, shape, or weight. Darts, check marks, squares, or triangles can be used for the secondary bullets.

Flowcharts and Process Charts If you have studied business management, you know that administrators use a variety of specialized charts in their work. Often these charts are a part of the information presented in reports. Perhaps the most common of these is the organization chart (see Figure 13–4). These charts show hierarchy of positions, divisions, departments, and such in an organization. Gantt charts are graphic presentations that show planning and

• Pull quotes emphasize key concepts.

• Bullet lists show points set off by a bullet symbol.

Figure 13–3

Illustration of a Pull Quote

SOURCE: Harvard Business Review Dec. 2005: 90.

• Various specialized management charts are useful in reports—for example, organization charts, Gantt charts, and fl owcharts.

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Rosemary Lenaghan Stephen Acord Lydia Liedman

Mary Sanchez Megan O’Conner Paul Wong

Marie Murphy Eulalia Gomez

Terrance Lenaghan Matthew Gregory Kathleen Meersman Cecelia Kubicek Troy Payton

Zeke Smith Emma York Marina Munson Janet Wingler

Carolynn Workman Controller

Jane Adami VP. R&D

Robert Edwards VP. Marketing

Chris VanLerBerghe Executive Assistant

Diana Chan President

Chart 4 Organization Chart for the U.S. Corporate Office of Thankyoutoo.com, 2007

Carol Acord VP. PR

Owen Smith VP. MIS

Figure 13–4 Illustration of an Organization Chart

Figure 13–5 Illustration of a Flowchart

Search with Google

Follow link to source

Revise search strategy

Evaluate credibility of

source

Potential sources?

Useful source?

No

Yes

Yes

No

No

Yes

Potential sources?

Add to Unique Favorites folder

End search

Enough sources?

Go to other

resources

Select topic

Figure 5 The Process of Searching with Google

No

Yes

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CHAPTER 13 Graphics 421

scheduling activities. As the word implies, a fl owchart (see Figure 13–5) shows the sequence of activities in a process. Traditionally, fl owcharts use specifi c designs and symbols to show process variations. A variation of the organization and fl owchart is the decision tree. This chart helps one follow a path to an appropriate decision. You can easily construct these charts with presentation and drawing software.

CONSTRUCTING VISUAL GRAPHICS The truly visual types of graphics include a variety of forms: charts and illustrations. Charts are graphics built with raw data and include bar, pie, and line charts and all their variations and combinations. Illustrations includes maps, diagrams, drawings, photos, cartoons, and such.

Bar and Column Charts Simple bar and column charts compare differences in quantities by differences in the lengths of the bars representing those quantities. You should use them primarily to show comparisons of quantity changes at a moment in time. As shown in Figure 13–6, the main parts of the bar chart are the bars and the grid (the fi eld on which the bars are placed). The bars, which may be arranged horizontally or vertically (also called a column chart), should be of equal width. You should identify each bar or column, usually with a caption at the left or bottom. The grid (fi eld) on which the bars are placed is usually needed to show the magnitudes of the bars, and the units (dollars, pounds, miles, and such) are identifi ed by the scale caption below. When you need to compare quantities of two or three different values in one chart, you can use a clustered (or multiple) bar chart. Cross-hatching, colors, or the like on the bars distinguish the different kinds of information (see Figure 13–7). Somewhere within the chart, a legend (explanation) gives a key to the differences in the bars. Because clustered bar charts can become cluttered, usually you should limit compari- sons to three to fi ve kinds of information in one of them. When you need to show plus and minus differences, you can use bilateral column charts. The columns of these charts begin at a central point of reference and may go either up or down, as illustrated in Figure 13–8. Bar titles appear either within, above, or below the bars, depending on which placement fi ts best. Bilateral column charts are especially good for showing percentage changes, but you may use them for any series in which plus and minus quantities are present.

• Visual graphics include data-generated charts, photographs, and artwork.

• Simple bar and column charts compare differences in quantities by varying bar lengths.

• Clustered bar charts are useful in comparing two or three kinds of quantities.

• When you need to show plus and minus differences, bilateral column charts are useful.

$0

$2 0,0

00

Professional degrees

Doctorate degree

Master’s degree

Bachelor’s degree

Associate’s degree

Some college, no degree

Ed uc

at io

na l L

ev el

Average Annual Earnings SOURCE: U.S. Census Bureau, Annual Demographic Survey, 2005.

High school graduate

9th to 12th grade

Less than 9th grade

$4 0,0

00

$6 0,0

00

$1 00

,00 0

$1 20

,00 0

$8 0,0

00

$1 40

,00 0

Chart 6 Educational Attainment and Annual Earnings

$115,292

$93,096

$67,361

$53,581

$37,480

$35,970

$30,640

$20,082

$22,232

Figure 13–6

Illustration of a Bar Chart

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422 PART 4 Fundamentals of Report Writing

If you need to compare subdivisions of columns, you can use a stacked (subdivided) column chart. As shown in Figure 13–9, such a chart divides each column into its parts. It distinguishes these parts by color, cross-hatching, or the like; and it explains these differences in a legend. Subdivided columns may be diffi cult for your reader to interpret since both the beginning and ending points need to be found. Then the reader has to subtract to fi nd the size of the column component. Clustered column charts or pie charts do not introduce this possibility for error. Another feature that can lead to reader error in interpreting bar and column chart data is the use of three dimensions when only two variables are being compared. One study evaluated the speed and accuracy of readers’ interpretation of two- dimensional columns on two-dimensional axes with three-dimensional columns on two- dimensional axes and three-dimensional columns on three-dimensional axes. The results showed that readers were able to extract information from the column chart fastest and most accurately when it was presented in the simple two- dimensional

0% 10%

Percentage

20% 30% 40% 50% 60% 70% 80% 90%

Chart 7 Where Students Shop for Back-to-School Items

Fall 2005

Discount store

Department store

College bookstore

Office supply store

Online

Specialty store

Home store

Drug store

Juniors Seniors Graduate students

Sophomores Freshmen

SOURCE: National Retail Federation.

Figure 13–7

Illustration of a Clustered Bar Chart

SOURCE: Fortune 5 Sep. 2005: 56.

Chart 8 NASCAR Leads in Fan Base Growth

Percentage change, 1997–2004

Pe rc

en ta

ge

30

25

20

15

10

5

0

–5

–10

–20

–15

24.6

NASCARNHLNBAMLBNFL

–1.6 –1.3

–13.9 –10.2

Figure 13–8

Illustration of a Bilateral Column Chart

• To compare subdivisions of columns, use a stacked bar chart.

• Two-dimensional columns on two- dimensional axes are easiest for readers to use.

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CHAPTER 13 Graphics 423

column on the two-dimensional axis.2 Therefore, unless more than two variables are used, choosing the two-dimensional presentation over the three-dimensional form is usually better. A special form of stacked (subdivided) column chart is used to compare the subdivisions of percentages. In this form, all the bars are equal in length, for each represents 100 percent. Only the subdivisions within the bars vary. The objective of this form is to compare differences in how wholes are divided. The component parts may be labeled, as shown in Figure 13–10, but they also may be explained in a legend.

• You also can use such a chart for comparing subdivisions of percentages.

Sp en

di ng

Freshmen $0

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

Sophomores Juniors Seniors Graduate students

Supplies

Shoes

Clothing

Textbooks

Dorm furnishings

Electronics

Chart 9 Back to College Spending by Students

Fall 2005

SOURCE: National Retail Federation.

Classification

Figure 13–9

Illustration of a Stacked Column Chart

Figure 13–10

Illustration of a 100 Percent Stacked Column Chart

1999 0%

20%

40%

60%

80%

100%

2000 2001 2002 2003 20052004

Chart 10 Software Reliability: Common Vulnerabilities and Exposures

SOURCE: Communications of the ACM June 2006: 58.

Year

Logic flaws

Data reference failures

Interface failures

Input/output errors

OS Interface flaws

2 Theophilus B. A. Addo, “The Effects of Dimensionality in Computer Graphics,” Journal of Business Communication 31 (1994): 253.

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Figure 13–11

Illustration of a Pictograph

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Chart 11 Vacation Days Allotted per Year to Working Adults

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SOURCE: Communications of the ACM June 2006: 58.

Pictographs A pictograph is a bar or column chart that uses bars made of pictures. The pictures are typically drawings of the items being compared. For example, the number of vacation days in selected countries, instead of being shown by ordinary bars (formed by straight lines), could be shown by bar drawings of harmrmocks. This type of column chart is a pictograph (see Figure 13–11). In constructing a pictograph, you should follow the procedures you used in con- structing bar and column charts and two special rules. First, you must make all the pic- ture units equal in size. That is, you must base the comparisons wholly on the number of picture units used and never on variation in the areas of the units. The reason for this rule is obvious. The human eye is grossly inadequate when comparing geometric designs that vary in more than one dimension. Second, you should select pictures or symbols that fi t the information to be illustrated. In comparing the cruise lines of the world, for example, you might use ships. In comparing computers used in the world’s major countries, you might use computers. The meaning of the drawings you use must be immediately clear to the readers.

Pie Charts The most frequently used chart in comparing the subdivisions of wholes is the pie chart (see Figure 13–12). As the name implies, pie charts show the whole of the information being studied as a pie (circle), and the parts of this whole as slices of the pie. The slices may be distinguished by labeling and color or cross-hatching. A single slice can be emphasized by exploding—pulling out—a piece. Because it is hard to judge the values of the slices with the naked eye, it is good to include the percentage values within or near each slice. Also, placing a label near each slice makes it quicker for the reader to understand the items being compared than using a legend to identify components. A good rule to follow is to begin slicing the pie at the 12 o’clock position and then to move around clockwise. It is also good to arrange the slices in descending order from largest to smallest.

Line Charts Line charts are useful in showing changes of information over time. For example, changes in prices, sales totals, employment, or production over a period of years can be shown well in a line chart.

• Pictographs are bar or column charts made with pictures.

• Pie charts show subdivisions of a whole.

• In constructing pictographs, follow the procedure for making bar and column charts, plus two special rules.

• Line charts show changes over time.

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In constructing a line chart, you draw the information to be illustrated as a continu- ous line on a grid. The grid is the area in which the line is displayed. It is scaled to show time changes from left to right across the chart (X-axis) and quantity changes from bottom to top (Y-axis). You should mark clearly the scale values and the time periods. They should be in equal increments. You also may compare two or more series on the same line chart (see Figure 13–13). In such a comparison, you should clearly distinguish the lines by color or form (dots, dashes, dots and dashes, and the like). You should clearly label them on the chart or by a legend somewhere in the chart. But the number of series that you may compare on one line chart is limited. As a practical guide, the maximum number is fi ve to eight. It is also possible to show parts of a series by use of an area chart. Such a chart, however, can show only one series. You should construct this type of chart, as shown in Figure 13–14, with a top line representing the total of the series. Then, starting from the base, you should cumulate the parts, beginning with the largest and ending with the smallest. You may use cross-hatching or coloring to distinguish the parts. Line charts that show a range of data for particular times are called variance or hi-lo charts. Some variance charts show high and low points as well as the mean, median, or mode. When used to chart daily stock prices, they typically include closing price in addition to the high and low. When you use points other than high and low, be sure to make it clear what these points are.

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Figure 13–13

Illustration of a Line Chart

Natural emissions, 33.30%

Man-made emissions, 33.30%

Natural recycling of existing deposits1,

33.30%

Chart 12 Mercury Rising:

Contributions to Global Mercury Emissions

1From natural and man-made sources recycled by winds and ocean currents. SOURCE: U.N. Environment Programme Global Mercury Assessment; Environmental Protection Agency.

Figure 13–12

Illustration of a Pie Chart

• The line appears on a grid (a scaled area) and is continuous.

• Two or more lines may appear on one chart.

• Area charts show the makeup of a series.

• Variance charts show high and low points— sometimes more.

Footnote: The Wall Street Journal, 20 April 2006: A10.

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Ball in orange: $33 and above Balls in blue: $25 and below

Chart 15 Golf Ball Characteristics with Price

Soft cover/ firm core

10. Maxfli Noodle ($20) 11. Maxfli Revolution ($33) 12. Maxfli XS Tour ($18) 13. Nike Power Dist. Feel-Speed ($16) 14. Nike Power Dist. Ti Velocity ($16) 15. Nike Tour Accuracy ($40) 16. Nike Tour Accuracy DD ($40) 17. Nike Tour Accuracy TW ($40) 18. Pinnacle Gold Distance ($13) 19. Pinnacle Gold Distance Lady ($11) 20. Pinnacle Power Core Dist. ($15)

21. Pinnacle Power Core Feel ($15) 22. Precept Extra Distance ($24) 23. Precept Laddie ($21) 24. Precept MC Lady ($20) 25. Precept Tour Premium LS ($35) 26. Slazenger Black Label ($39) 27. Srixon Hi-Brid Tour ($36) 28. Strata Tour Professional ($24) 29. Strata Tour Ultimate ($38) 30. Strata Tour Ultimate 2 ($37) 31. Titleist NXT Distance ($25)

32. Titleist NXT Tour ($25) 33. Titleist Pro V1 ($45) 34. Titleist Professional ($38) 35. Top-Flite XL 3000 Super Feel ($18) 36. Top-Flite XL 3000 Super Long ($18) 37. Top-Flite XL 3000 Super Spin ($18) 38. Top-Flite XL 3000 S. Straight ($18) 39. Wilson Staff Pro Dist. Straight ($23) 40. Wilson Staff Pro Dist. Women’s ($22) 41. Wilson Staff True Distance ($40) 42. Wilson Staff True Tour ($40)

Index of balls (Typical “street” price a dozen)

1. Callaway CB1 Blue ($25) 2. Callaway CB1 Red ($25) 3. Callaway CTU 30 Blue ($40) 4. Callaway CTU 30 Red ($40) 5. Callaway HX Blue ($44) 6. Callaway HX Red ($44) 7. Dunlop Advanced Ti ($9) 8. Dunlop LoCo ($17) 9. Maxfli A10 ($40)

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Chart 14 Individual Tax Filing Method Used and Projected

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Year SOURCE: Internal Revenue Service.

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Figure 13–14

Illustration of an Area Chart

SOURCE: Golf Digest July 2002: 61.

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Scatter Diagrams Scatter diagrams are often considered another variation of the line chart. Although they do use X and Y axes to plot paired values, the points stand alone without a line drawn through them. For example, a writer might use a scatter diagram in a report on digital cameras to plot values for price and resolution of several cameras. While clustering the points allows users to validate hunches about cause and effect, they can only be interpreted for correlation—the direction and strength relationships. The points can reveal positive, negative, or no relationships. Additionally, by examining the tightness of the points, the user can see the strength of the relationship. The closer the points are to a straight line, the stronger the relationship. In Figure 13–15, the paired values are Cover Hardness and Compression.

Maps You also may use maps to communicate quantitative as well as physical (or geographic) information. Statistical maps are useful primarily when quantitative information is to be compared by geographic areas. On such maps, the geographic areas are clearly out- lined, and some graphic technique is used to show the differences between areas (see Figure 13–16). Quantitative maps are particularly useful in illustrating and analyzing complex data. Traffi c patterns on a website could be mapped as well as patterns in a retail store. Physical or geographic maps (see Figure 13–17) can show distributions as

• Scatter diagrams show direction and strength of paired values.

• Maps show quantitative and geographic information.

Chart 16 Sex Ratio of the Total U.S. Population: 2004

Data Classes Males/100 Females

100.3–103.2 97.7–99.3 95.7–97.3 93.6–95.4 88.5–93.2

SOURCE: U.S. Census Bureau, 2004 American Community Survey.

Figure 13–16 Illustration of a Map (quantitative)

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well as specifi c locations. Of the numerous techniques available to you, these are the most common:

• Showing differences of areas by color, shading, or cross-hatching is perhaps the most popular technique (see Figure 13–16). Of course, maps using this technique must have a legend to explain the quantitative meanings of the various colors, cross-hatchings, and so forth.

• Graphics, symbols, or clip art may be placed within each geographic area to depict the quantity for that area or geographic location.

• Placing the quantities in numerical form within each geographic area is another widely used technique.

Combination Charts Combination charts often serve readers extremely well by allowing them to see rela- tionships of different kinds of data. The example in Figure 13–18 shows the reader the price of stock over time (the trend) as well as the volume of sales over time (compari- sons). It allows the reader to detect whether the change in volume affects the price of the stock. This kind of information would be diffi cult to get from raw data.

Three-Dimensional Graphics Until now you have learned that three-dimensional graphs are generally undesirable. However, we have mostly been referring to the three-dimensional effect applied to

• Here are some specifi c instructions for statistical maps.

Figure 13–17 Illustration of a Map (Physical)

• With multiple variables, 3D graphics can help readers understand the data better.

• Sometimes a combination of chart types is effective.

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graphics with two variables. But when you actually have three or more variables, pre- senting them in three dimensions is an option. It is the difference between the raised pie chart versus the ball. Adding a third dimension to a pie chart by “raising” it (includ- ing a shadow) will not enhance its information value, but if you actually have three- dimensional data, putting it in the form of a ball will enable your readers to see it from multiple perspectives and gain additional information. In fact, Francis Crick, a Nobel prize-winner for discovering the structure of DNA, once revealed it was not until he and his collaborators took a sheet of paper, cut it, and twisted it that they understood the confi guration of DNA. Today we have sophisticated statistics, graphics, and data mining tools to help us fi lter and see our data from multiple perspectives. These three-dimensional tools are beginning to make their way from science labs into business settings. Several factors seem to be driving the trend. Businesses large and small are collecting and attempting to analyze extremely large amounts of detailed data. They are analyzing not only their own data but also data on their competitors. And advances in hardware, software, and web-based applications are making it easier to graphically represent both quantitative and qualitative data. Although 3D graphics help writers display the results of their data analysis, they change how readers look at information and may take some time getting used to. These tools enable users both to see data from new perspectives and to interact with it. They allow users to free themselves from two dimensions and give them ways to stretch their insights and see new possibilities. These graphics can help businesses make time- ly decisions through leveraging their corporate information assets. Figure 13–19 shows a three-dimensional visual thesaurus for the word graph. The color of its node and the distance of the node from the centroid refl ect the degree of similarity between the node and the centroid, something you cannot get from a tradi- tional thesaurus. Here the closer the synonym to graph, the redder or hotter it is and the more similar to the word. In this case chart is hotter than drawing, and drawing is hotter than outline. Using 3-D graphic tools clearly has a place and use. They are especially good for helping to analyze large data sets with multiple variables, query them, and interpret them. In deciding whether to use a three-dimensional representation such as this one or a two-dimensional one such as one you might see at <http://www.visualthesaurus. com>, you need to consider your audience, the context, and goal of your communica- tion. Overall, multidimensional presentation on paper is diffi cult; multiple representa- tions can be made from separate two-dimensional views, but not always effectively.

MayJun Jul Aug Sep Oct Nov Dec 06 Feb Mar Apr

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io ns

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Figure 13–18

Illustration of a Combination Chart, Comparing the Dow Jones Average to the volume and Weekly Change Range of Deere Common Stock

• 3D graphics facilitate analyzing large data sets.

• 3D graphics facilitate seeing data from a new perspective.

• Tools allow users to interact with their data.

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If the document is being presented online or digitally where the reader can rotate it to see perspectives, it is likely to be much more effective with a larger number of readers. Writers should take care to use three-dimensional graphics appropriately.

Photographs Cameras are everywhere today. If we do not have them in our phones, we might have them in a credit card size or even smaller. And free and for-fee photos are readily available on the Internet, too. In documents, photos can serve useful communication purposes. They can be used to document things and events as well as show products, processes, or services. You could use the photo in Figure 13–20 as a metaphor for the concept of a hole in a company’s computer security (someone getting in) or the loss of corporate intelligence (something getting out). Today photos, like data-generated graphics, can easily be manipulated. A writer’s job is to use them ethically, including getting permission when needed and presenting them objectively.

Graph Plan

Persuasion

Chart

Map

Scheme

Drawing

Outline

Image

DiagramFigure 13–19

Illustration of a Three- Dimensional Graphic

Figure 13–20

Illustration of a Photo

SOURCE: http://www.wilmascope.org/

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Other Graphics The types of graphics discussed thus far are the ones most commonly used. Other types also may be helpful. Diagrams (see Figure 13–21) and drawings (see Figure 13–22) may help simplify a complicated explanation or description. Icons are another useful type of graphic. You can create new icons and use them consistently, or you can draw from an existing body of icons with easily recognized meanings, such as . Even carefully selected cartoons can be used effectively. Video clips and animation are now used in electronic documents. See the text website for some examples. For all practical purposes, any graphic is acceptable as long as it helps communicate the true story. The possibilities are almost unlimited.

Visual Integrity3 In writing an objective report, you are ethically bound to present data and visuals in ways that enable readers to interpret them easily and accurately. By being aware of some of the common errors made in presenting graphics, you learn how to avoid them as well as how to spot them in other documents. Even when errors are not deliberately created to deceive a reader, they cause loss of credibility with the reader—casting doubt on the document as well as on other work you have completed. Both data- generated graphics and visual graphics can misrepresent information. Writers need to be diligent in applying high quality standards when using them.

Blind Spot: No visibility for 30 feet behind truck. Stay back 20–25 car lengths.

Blind Spot: Leave 4 car lengths between vehicles

Blind Spot: Pass through, don’t linger

Blind Spot: Don’t linger

3 For an excellent expanded discussion of graphic errors, see Gerald E. Jones, How to Lie with Charts (San Jose, CA: iUniverse.com, 2001).

Figure 13–21

Illustration of a Diagram

Figure 13–22

Illustration of a Drawing

• Other graphics available to you are diagrams, drawings, and even cartoons.

• Business writers are ethically bound to present data that readers can extract easily and accurately.

SOURCE: U.S. Department of Transportation, Share the Road Safely Program.

Illustration by Zeke Smith © 2003.

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Data-generated Graphs Two categories of common errors in using graphs are errors of scale and errors of for- mat. Another more diffi cult category of error is inaccurate or misleading presentation of context. Errors of scale include problems with uniform scale size, scale distortion, and zero points. You need to be sure that all the dimensions from left to right (X axis) are equal, and the dimensions from the bottom to the top (Y axis) are equal. Otherwise, as you see here, an incorrect picture would be shown.

• Common errors are errors of scale, format, and context presentation.

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Scale distortion occurs when a graphic is stretched excessively horizontally or verti- cally to change the meaning it conveys to the reader. Expanding a scale can change the appearance of the line. For example if the values on a chart are plotted one-half unit apart, changes appear much more suddenly. Determining the distances that present the most accurate picture is a matter of judgment. Notice the different looks of the graphic show here when stretched vertically and horizontally.

C O M M U N I C A T I O N M A T T E R S

Words of Wisdom

Students must be sensitized in the importance of pictures that accompany written messages to the same extent that they are sensitized to the importance of nonverbal communication that accompanies messages.

Shirley Kuiper, The University of South Carolina Rosemary Booth, The University of North Carolina at Charlotte

Charles D. Bodkin, The University of North Carolina at Charlotte

Shirley Kuiper, Rosemary Booth, and Charles D. Bodkin, “The Visual Portrayal of Women in IBM’s Think: A Longitudinal Analysis,” Journal of Business Communication 35 (1998): 259.

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Software programs enable writers to create a wide variety of graphics from small to huge data sets.

Errors of format come in a wide variety. Some of the more common ones include choice of wrong chart type, distracting use of grids and shading, misuse of typeface, and problems with labels. If a company used pie charts to compare expenses from one year to the next, readers might be tempted to draw conclusions that would be inappro- priate because, although the pies both represent 100 percent of the expenses, the size of the business and the expenses may have grown or shrunk drastically in a year’s time. If one piece of the pie had been colored or shaded in such a way as to make it stand out from the others, it could mislead readers. And, of course, small type or unlabeled, inconsistently labeled, or inappropriately labeled graphics clearly confuse readers. You need to be careful to present graphics that are both complete and accurate. Another ethical dilemma is accurately presenting context. Politicians are often de- liberately guilty of framing the issue to suit their cause. Business writers can avoid this deception both by attempting to frame the data objectively and by presenting the data

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Finally, another type of scale error is violating the zero beginning of the series. For accuracy, you should begin the scale at zero. But when all the information shown in the chart has high values, it is awkward to show the entire scale from zero to the highest value. For example, if the quantities compared range from 1320 to 1350 and the chart shows the entire area from zero to 1350, the line showing these quantities would be almost straight and very high on the chart. Your solution in this case is not to begin the scale at a high number (say 1300), for this would distort the information, but to begin at zero and show a scale break. Realize, however, that while this makes the differences easier to see, it does exaggerate the differences. You can see this here.

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with the reader in mind. For example, one might look at the cost of attending college for the past 30 years. A line chart of the actual dollar cost over the years would show a clear upward trend. However, to present the costs without factoring in infl ation dur- ing that 30-year period would distort the results. In Figure 13–23, you can see that the actual cost of college tuition and fees in dollars adjusted for infl ation would show costs that are lower or equal to today’s costs.

Visual Graphs Visual graphs, too, need to be used ethically. Writers need to be careful when choosing the information to represent and the visual elements to represent it. One area writers

C O M M U N I C A T I O N M A T T E R S

Practicing Visual Ethics

As you have learned in this chapter, graphics can serve several useful purposes for the business writer. However, the writer needs to be accountable in using graphics to present images that in the eye and mind of the reader communicate accurately and completely. To do this, the careful writer pays attention to both the design and content of the graphic. These are particularly important, for readers often skim text but read the graphics. Research shows that people remember im- ages much better and longer than text. The following guides will help you in evaluating the graphics you use:

• Does the visual’s design create accurate expectations?

• Does the story told match the data?

• Is the implied message congruent with the actual message?

• Will the impact of the visual on your audience be appropriate?

• Does the visual convey all critical information free of distortion?

• Are the data depicted accurately?

Adapted from Donna S. Kienzler, “Visual Ethics,” Journal of Business Communication 34 (1997): 171–87.

Tu iti

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Chart 23 Average Annual Resident Undergraduate Tuition and Required Fees

Constant & Current Dollars, Academic Years 1975 to 2005

Academic Year

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Constant dollars

SOURCE: Minnesota Higher Education Services Office, 2006.

Figure 13–23

Illustration of Accuracy of Content

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need to watch is appropriate selection. Are people or things over- or underrepresented? Are the numbers of men and women appropriate for the context? Are their ages ap- propriate? Is ethnicity represented appropriately? Have colors been used appropriately and not to evoke or manipulate emotions? What about volume and size? Are the num- ber of visuals and size appropriate for the emphasis the topic deserves? Are visuals presented accurately, free of distortion or alteration? Have photos been cropped to be consistent with the context? Writers need to carefully select and use visual graphs to maintain high integrity.

PLACING AND INTERPRETING THE GRAPHICS For the best communication effect, you should place each graphic near the place where it is covered in writing. Exactly where on the page you should place it, however, should be determined by its size. If the graphic is small, you should place it within the text that discusses it. If it is a full page, you should place it on the page following the fi rst reference to the information it covers. Some writers like to place all graphics at the end of the report, usually in the appen- dix. This arrangement may save time in preparing the report, but it does not help the readers. They have to fl ip through pages every time they want to see a graphic. Com- mon sense requires that you place graphics in such a way as to help readers understand the report. Sometimes you may need to include graphics that do not fi t a specifi c part of the report. For example, you may have a graphic that is necessary for completeness but is not discussed in the report. Or you may have summary charts or tables that apply to the entire report but to no specifi c place in it. When such graphics are appropriate, you should place them in the appendix. And you should refer to the appendix somewhere in the report. Graphics communicate most effectively when the readers see them at the right place in the report. Thus, you should refer the readers to them at the right place. That is, you should tell the readers when to look at a graphic and what to see. Of the many wordings used for this purpose, these are the most common:

. . . , as shown in Figure 4, . . . .

. . . , indicated in Figure 4, . . . .

. . . , as a glance at Figure 4 reveals, . . .

. . . (see Figure 4) . . . .

If your graphic is carrying the primary message, as in a detailed table, you can just make an incidental reference to the information in the graphic, as in “Our increased sales over the last three years . . . .” However, if the words are carrying the primary message such as in the bar chart in Figure 13–14, you might start with a reference to the chart followed closely by a thorough interpretation. One good mantra to use is GEE, standing for generalization, example, and exception.4 You’ll start with a summary statement that reveals the big picture. In the case of Figure 13–14, you might say, “As Figure 14 shows, the num- ber of individuals fi ling tax returns electronically will grow from 65 million today to 90 million in 2012.” After presenting the fi gure, you’ll give one or more supporting examples that call your readers’ attention to key fi ndings. Then you will give the ex- ception to the general trend, if there is one—for example, “In most years the increase is expected to be four million; however, in the fi rst year it will be fi ve million when easy-to-use web-based tax preparation software fi rst becomes available.” Your readers will appreciate well-chosen, well-designed, and well-explained graphics, and you will achieve powerful communication results.

• Place the graphics near the fi rst place in the text in which you refer to them.

• Placing graphics at the end of the report does not help the readers.

• Graphics not discussed in the report belong in the appendix.

• At the right place, incidentally invite the readers to look at the graphics.

• Interpret using a generalization, example, exception (GEE) strategy.

4 Jane E. Miller, “Implementing ‘Generalization, Example, Exceptions (GEE),’ ” The Chicago Guide to Writing about Numbers: The Effective Presentation of Quantitative Information (Chicago: The University of Chicago Press, 2004) 265.

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1. Because graphics are a part of the communication in a report, you should plan for them.

• But remember that they supplement the writing; they do not replace it.

• Use them wherever they help communicate the report information.

2. Construct each graphic carefully, following these general instructions:

• Give each the size and arrangement that its contents and importance justify.

• Choose a readable type. New Clear Type fonts such as Calibri or Cambria improve on-screen readability.

• Use rules, borders, and color when they help.

• Use clip art and background appropriately.

• Number the graphics consecutively by type.

• Construct topic titles for them using the fi ve Ws (who, what, where, when, why) and one H (how) as a checklist. Alternatively, use the main message as a talking heading.

• Use footnotes and acknowledgments when needed, placing them below the graphic.

3. Choose textual graphics to display data that are largely text based.

• Use general-purpose tables for information that is broad in scope.

• Use special-purpose tables for information that is specifi c in scope.

• Use leaderwork or tabulations for short arrangement of data.

• Use pull quotes to emphasize a key idea.

• Use bullet lists to set off points.

• Use fl owcharts and process charts to show activity sequences.

4. In selecting a graphic, consider these primary uses of each:

• Simple bar or column chart—shows quantity comparisons over time or over geographic distances.

• Clustered bar or column chart—shows two or three quantities on one chart.

• Bilateral column chart—shows plus and minus differences and is especially good for showing percentage changes.

• Stacked or subdivided bar chart—used to compare differences in the division of wholes.

• Pictograph—shows quantitative differences in picture form.

• Pie chart—used to show how wholes are divided.

• Line chart—useful in showing changes over time. Variations include belt charts, surface charts, and variance charts.

• Scatter diagram—compares pairs of values.

• Map—shows quantitative and physical differences by area.

• Combination chart—used to show relationships between separate data sets.

• Three-dimensional graphic—used to analyze and interpret large data sets with three or more variables.

• Photograph—used to document things and events or show products, processes, and services.

Apply other graphics to serve special needs:

• Diagrams and drawings.

• Icons.

SUMMARY BY LEARNING OBJECTIVES

1Determine which parts of your report should be communicated by graphics and where in the report the graphics should appear.

2Explain the general mechanics of constructing graphics— size, layout, type, rules and borders, color and cross-hatching, clip art, background, numbering, titles, title placement, and footnotes and acknowledgments.

3Construct textual graphics such as tables, pull quotes, fl owcharts, and process charts.

4Construct and use visual graphics such as bar charts, pie charts, scatter diagrams, and maps.

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

IV. Fundamentals of Report Writing

13. Graphics © The McGraw−Hill Companies, 2008

• Cartoons.

• Video clips and animation.

5. Visual integrity applies to both data-generated graphics and visuals.

• To present data objectively avoid these common errors :

— Errors of scale—no uniform scale size, scale distortion, missing zero point.

— Errors of format—wrong chart type, distracting use of grids and shading, misuse of typeface, and problems with labels.

— Errors of context presentation.

• Visuals need special attention to the following:

— Selection.

— Color.

— Volume and size.

— Distortion, dropping, and alterations.

6. Place and interpret graphics effectively.

• Place graphics near to the text part they illustrate.

• Place in the appendix those that you do not discuss in the text.

• Invite the readers to look at them at the appropriate place.

• Interpret using a generalization, example, exception strategy.

5Avoid common errors and ethical problems when constructing and using graphics.

6Place and interpret graphics effectively.

C R I T I C A L T H I N K I N G Q U E S T I O N S

CHAPTER 13 Graphics 437

1 For the past 20 years, Professor Clark Kupenheimer has required that his students include fi ve graphics in the long, formal report he assigns them to prepare. Evaluate this requirement.

2 Because it was easier to do, a report writer prepared each of the graphics on a full page. Some of these graphics were extremely complex; some were very simple. Comment on this practice.

3 A report has fi ve maps, four tables, one chart, one dia- gram, and one photograph. How would you number these graphics?

4 How would you number these graphics in a report: seven tables, six charts, nine maps?

5 Discuss the techniques that may be used to show quan- titative differences by area on a statistical map.

6 Select data that are ideally suited for presentation in three dimensions. Explain why use of a data visualiza- tion is good for this case.

7 Discuss the advantages and disadvantages of using pictographs.

8 Find a graph that uses scale breaks. Discuss the possible effects of its use on the reader.

9 Find a graphic with errors in format. Tell how you would correct the errors to present the chart’s data more clearly to the reader.

10 “I have placed every graphic near the place I write about it. The reader can see the graphic without any ad- ditional help from me. It just doesn’t make sense to di- rect the reader’s attention to the graphics with words.” Evaluate this comment.

C R I T I C A L T H I N K I N G E X E R C I S E S

1 Construct a complete, concise title for a bar chart show- ing annual attendance at home football (or basketball, or soccer) games at your school from 2000 to the present.

2 The chart prepared in Question 1 requires an explana- tion for the years 2005 to the present. In each of those

years, one extra home game was played. Explain how you would provide the necessary explanation.

3 For each of the areas of information described on the following page, which form of graphic would you use? Explain your decision.

Lesikar−Flatley−Rentz: Business Communication: Making Connections in a Digital World, 11th Edition

IV. Fundamentals of Report Writing

13. Graphics © The McGraw−Hill Companies, 2008

438 PART 4 Fundamentals of Report Writing

a. Record of annual sales for the Kenyon Company for the past 20 years.

b. Comparison of Kenyon Company sales, by product, for this year and last year.

c. Monthly production of the automobile industry in units.

d. Breakdown of how the average middle-income fam- ily in your state (or province) disposes of its income dollar.

e. How middle-income families spend their income dol- lar as compared with how low-income families spend their income dollar.

f. Comparison of sales for the past two years for each of the B&B Company’s 14 sales districts. The districts cover all 50 states, Canada, and Puerto Rico.

g. National production of trucks from 1950 to present, broken down by manufacturer.

h. Relationship between list price and gas mileage of alternative and gasoline-fueled cars.

4 For each of the following sets of facts, (a) determine the graphic (or graphics) that would be best, (b) defend your choice, and (c) construct the graphic.

a. Average (mean) amount of life insurance owned by Fidelity Life Insurance Company policyholders. Classifi cation is by annual income.

Income Average Life

Insurance

Under $30,000 $ 15,245

$30,000–34,999 24,460

$35,000–39,999 36,680

$40,000–44,999 49,875

$45,000–49,999 61,440

$50,000 and over 86,390

b. Profi ts and losses for Whole Foods Stores, by store, 2003–2007, in dollars.

Store

Year Able City Baker Charleston Total

2003 234,210 132,410 97,660 464,280

2004 229,110 –11,730 218,470 435,850

2005 238,430 –22,410 216,060 432,080

2006 226,730 68,650 235,510 530,890

2007 230,080 91,450 254,820 576,350

c. Share of real estate tax payments by ward for Bigg City, 2002 and 2007, in thousands of dollars.

2002 2007

Ward 1 17.1 21.3

Ward 2 10.2 31.8

Ward 3 19.5 21.1

Ward 4 7.8 18.2

City total 54.6 92.4

d. Percentage change in sales by employee, 2006–2007, District IV, Abbott, Inc.

Employee Percentage

Change

Joan Abraham �7.3

Helen Calmes �2.1

Edward Sanchez �7.5

Clifton Nevers �41.6

Wilson Platt �7.4

Clara Ruiz �11.5

David Schlimmer �4.8

Phil Wirks �3.6

5 The basic blood types are O, A, B, and AB. These can be either positive or negative. With some basic research, determine what percentage of each type people in the United States have. Choose an appropriate graph type and create it to convey the data.

6 Through your research, fi nd the approximate milligrams of caffeine in the following items and create an appro- priate graphic for Affi liated Food Products, Inc., to il- lustrate your fi ndings.

5-oz. cup of coffee (drip brewed)

7-oz. glass of iced tea

6-oz. glass of soda with caffeine

1-oz. dark chocolate, semisweet

7 Choose fi ve or six outdoor summer sport activities. In a graphic identify the activity and whether it affects car- diovascular, arms, legs, back, or abdominals. You can assume these activities can affect more than one fi tness zone. You work for the Parks and Recreation Depart- ment of a city of your choosing.

 
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Week 7 Discussion

Managed Care and Health Insurance:

What are the most critical components of state regulation for managed care organizations? And which federal regulations also bring specific requirements for the operation of such entities? Discuss state and federal regulation of MCOs.

 

1)

2)

3)

 

What will be the primary impacts of PPACA on managed care organizations. Consider both positive and negative impacts in your answer.

 

1)

2)

3)

 

Project Management:

 

Case Study 1.

Answer the three questions at the end of the case. Your answers must be supported by the facts of the case. You will be graded on the content of your answers as well as your feedback to other responses.

 

· 1. Applying Goldratt’s ideas of critical resources, what is the system constraint within the Special Projects Division that is causing bottlenecks and delaying the projects?

· 2. How is multitasking contributing to systemic delays in project development at Ramstein?

· 3. How could the drum buffer concepts from Critical Chain Portfolio Management be applied to this problem?

 

1)

2)

3)

 

Case Study 2.

Answer the three questions at the end of the case. Your answers must be supported by the facts of the case. You will be graded on the content of your answers as well as your feedback to other responses.

 

Questions

· 1. What termination method does it appear the company is using with the Regency Project?

· 2. What are the problems with motivation when project team members perceive that a project is earmarked for termination?

· 3. Why would you suspect Harry Shapiro has a role in keeping the project alive?

 

1)

2)

3)

 

Case Study 1.

 

Judy’s Hunt for Authenticity

Judy Thomas barely had time to celebrate her appointment to head her old department at Optimal Logistics before she became embroiled in an ongoing problem with the project management personnel. As part of her new duties, Judy was responsible for heading all new projects at OL, a job that required her to oversee anywhere from 20 to 35 projects at any time. Judy believed in holding detailed project review meetings every two weeks with her immediate subordinates, the six-person senior systems group, to assess the status of ongoing projects, develop resource assignments for new projects, and generally troubleshoot the project development process. One of the senior programmers’ responsibilities was to develop a Work Breakdown Structure for new projects and, after consulting with the junior and lead programmers, give a preliminary estimate of the time frame needed to complete the assignment.

Judy soon noticed that her senior programmers had a much more pessimistic assessment of the time needed to complete projects than her own view. In particular, all project assignments seemed to her to be grossly overestimated. As a former programmer herself, with more than 10 years’ experience, Judy had a hard time understanding how the programmers and the senior systems managers were coming up with such lengthy estimates.

The problem came to a head one afternoon when she received an assessment for a routine reprogramming job that was estimated to take more than 120 hours of work. Holding the assessment in her hand, she determined to find out how this figure had been derived. Judy first approached the lead programmer, Sid, as he sat at his desk.

“Sid, this estimate from you shows that you requested 32 hours to upgrade an online system that only needs minor tweaks. What gives?”

Sid reacted with a start. “I never put down 32 hours. Randy asked me for my estimate and I told him I thought it would take about 24 hours of work.”

Judy pursed her lips. “Well, I need to talk about that with Randy. Even allowing for the fact that you requested 24 hours instead of 32, Sid, you and I both know that the work we are estimating should not take anywhere near that much time to finish.”

Sid’s response did not improve Judy’s confidence. “Um, well, Judy, the thing is … I mean, you have to understand that there are a lot of other projects I am working on right now and …”

Judy interrupted, “I’m not concerned with your other assignments right now, Sid. I am trying to get a handle on this estimate. How did you get 24 hours?”

Sid squirmed in his seat. Finally, he cleared his throat and looked Judy in the eye. “Judy, the fact is that I have seven projects going on right now. If you pulled me off the other six, I could get that routine finished in about six hours, but I don’t have six uninterrupted hours. Plus, you know how Randy works. If I give him an honest estimate and miss it, even if it isn’t my fault, he never lets me forget it. Put yourself in my position for a moment: How would you handle this job?”

Judy walked back to her desk in a thoughtful mood. “Maybe the problem around here isn’t our ability to develop accurate estimates,” she thought. “Maybe it’s the culture that is pushing us to avoid being authentic with each other.”

 

Case Study 2.

The Project That Wouldn’t Die

Ben walked into his boss’s office Tuesday morning in a foul mood. Without wasting any time on pleasantries, he confronted Alice. “How on earth did I get roped into working on the Regency Project?” he asked, holding the memo that announced his immediate transfer. Alice had been expecting such a reaction and sat back a moment to collect her thoughts on how to proceed.

The Regency Project was a minor legend around the office. Begun as an internal audit of business practices 20 months earlier, the project never seemed to get anything accomplished, was not taken seriously within the company, and had yet to make one concrete proposal for improving working practices. In fact, as far as Ben and many other members of the company were concerned, it appeared to be a complete waste of time. And now here Ben was, assigned to join the project!

Ben continued, “Alice, you know this assignment is misusing my abilities. Nothing has come from Regency; in fact, I’d love to know how top management, who are usually so cost conscious, have allowed this project to continue. I mean, the thing just won’t die!”

Alice laughed. “Ben, the answer to your question can be easily found. Have you bothered taking a look at any of the early work coming out of Regency during its first three months?” When Ben shook his head, she continued, “The early Statement of Work and other scope development was overseen by Harry Shapiro. He was the original project manager for Regency.”

All of a sudden, light dawned on Ben. “Harry Shapiro? You mean Vice President Harry Shapiro?”

“That’s right. Harry was promoted to the VP job just over a year ago. Prior to that, he was responsible for getting Regency off the ground. Think about it—do you really expect Harry to kill his brainchild? Useless or not, Regency will be around longer than any of us.”

Ben groaned, “Great, so I’m getting roped into serving on Harry’s pet project! What am I supposed to do?”

Alice offered him a sympathetic look. “Look, my best advice is to go into it with good intentions and try to do your best. I’ve seen the budget for Regency, and top management has been trimming their support for it. That means they must recognize the project isn’t going well. They just don’t want to kill it outright.”

“Remember,” Alice continued, “the project may not die because Harry’s so committed to it, but that also means it has high visibility for him. Do a good job and you may get noticed. Then your next assignment is bound to be better.” Alice laughed. “Heck, it can’t be much worse!”

 
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HR Compensation & Benefits

REWARD AND COMPENSATION STRATEGY: ISSUES AND CHALLENGES

Sami A. Khan

The procurement, development and retaining of employees have never been so important than today in most of the organizations worldwide. Companies are relentlessly searching for ways to retain their core employees. Understand- ing the interlinkages between peljormance management strategy, training and development strategy. compensation strategy. and deployment of em- ployees has become very vital for attracting, motivating and retaining good employees. In this era of restructuring and downsizing, much needs to be done by the employers to motivate their employees. The companies who are restructuring themselves are finding it difficult to keep up the morale of their employees. In many cases. the huge incentive and performance related pay systems have failed, and the psychological contract between employees and employers is under the process of redefinition. To sustain the motivational level of employees. organizations must demonstrate to them a close link be- tween performance and rewards. This is the rationale which is advocated for the Lise of merit pay. But in spite of its attractiveness. the PRP and ESOP sometimes bring about results precisely the opposite from the desired ones. The role of H R manager has to be a facilitator’s one to encourage line man- agers in creating such an environment. The communication level between the different st’akeholders is also required to be high to dispel any misunder- standing and then a right kind of performance based work culture can be nurtured.

INTRODUCTION

1fhe decade of the 90s will be known for mergers, acquisitions,restructuring and downsizing in business history. Companies. started looking beyond the internal boundaries for repositioning them- selves to face the eventuality of the new, complex and fast-changing busi- ness scenario. Though this was a difficult proposition for them as the rules ofthe game were changing very fast, some ofthem grabbed this opportunity nicely and became winners whereas some lagged behind. Gary Hamel re-

Management & Change. Volume 4. Number I (January-June 2000) ~ 2000 Institute for Integrated Learning in Management. All Rights Reserved.

 

 

92 Reward and Compensation Strategy: Issues and Challenges

marks that, “simply catching up to where others have been is necessary to stay in the game, but the winners will be those companies who have the ability to invent fundamentally new games.” He is of the view that what- ever any organization needs to know to create the future, it can. Microsoft knew what it wanted as did CNN. He poses a question: Why was it CNN rather than the BBC that created the global news network?!

In fact, the success of the company depended on its adaptability, re- ~ponsiveness and the extent of new learning. A business strategy with a facilitating structure, system and processes acquired more attention in the firms at the tail end of the twentieth century. The people management func- tion also gained more status in the last decade, though now it is under much pressure to deliver results serving the business strategy of the firm. Much have been written about business strategy and its importance in creating competitive advantage. Anderson (1997) prescribes in this regard that a com- plete business strategy should have three key components: (i) an operating strategy (ii) a financial strategy, and (iii) a people strategy. He suggests that the HR and the corporation’s management group should engage themselves in the strategic management process which links business strategy, organiza- tional capability and people strategies. Discussing his experiences at Amoco Corporation, he avers that the HR function has developed a “Renewal Star” framework (Figure-I) which is the focus of the corporate-wide change pro- cess. The people and reward strategies are important ingredients of this change process at Amoco.

LINKAGES BETWEEN THE BUSINESS STRATEGY AND RE- WARD AND COMPENSATION STRATEGY

The procurement, utilization, development and retention of employees have never been so important in most of the organizations worldwide. Companies are relentlessly searching for ways to retain their core employees. Adoption of merit payor performance-related pay, employee stock option plans (ESOP), gain-sharing and profit-sharing plans are very common practices being used to lure the core workers in recent times. The shift from “compliance” to “commitment” has forced managers to regularly search for newer ways of providing motivational inputs to reinforce self-regulated behaviour among employees in the organization. In fact, the reward and compensation strat- egy has become one of the important parts ofHR strategy. Ina country like India, it assumes a central focus of the HR strategy (Figure-2). In India, the

Management & Change. Volume 4. Number I (January-June 2000)

 

 

• Mission, Vision, Values, Goals and Strategies

• Strategy Reformulation

• Amoco Performance Management Process

• Amoco Management Learning Center

• Recruiting • Career Management • Diversity

• Recognition and Reward • Amoco Performan.ce Share Plan • Variable Pay • Gainsharing

Figu re-I: Amoco Renewal Star: Integrating Activities

• Business Units • Decentralization • Delegation of Authority • Corporate Centers Study

• Cost Management • Management Principles • Task Force • Assessment Process (Surveys) • Continuous Improvement:

Project Spring Business Process Reengineering Continuous Improvement! Employee Involvement Quality Customer Focus

Source: Based on Anderson (\ 997: 20).

 

 

94 Reward and Compensation Strategy: Issues and Challenges

aggregate wage bill of 100 large companies having a turnover of more than Rs. 300 crore in 1998-99 has increased by 13.2 percent from Rs. 8,344 crore in 1997-98 to Rs. 9,447 crore. Even companies like Tata Steel, TELCO, Grasim, Associated Cement, Reliance, Mahindra & Mahindra, Century Tex- tiles, Voltas, and Eveready among others have failed to check the rise in their wage cost.2

Figure-2: Relationship Between Business Strategy and Compensation. Strategy

Business Strategy

~ HRStrategy

Deployment < “II > Performance St'”t~ Reward& . ~ilt,gy

~ comp,n’inst,ateg,lC(,

Training & Development Strategy

Competitive Advantage

To understand the interlinkages between the performance appraising strategy, training and development strategy, compensation strategy, and de- ployment strategy is very vital for HR managers for attracting, motivating and retaining good employees. This has been stressed by the proponents of both schools ofHR strategy, i.e., hard approach (Michigan School) and soft approach (Harvard School).3

Beaty and Schneier (1997) using Treacy and Wiersema’s (1995) model suggest HR executives to align their compensation strategy with the organization’s primary strategic path to competitive advantage. These paths may be: (i) operational excellence, (ii) product leadership, and/or (iii) cus- tomer intimacy (Table-1).

An operational excellence strategy following firm is a low price pro- vider. It builds operational systems that contiimally reduce cost while offer-

Management & Change, Volume 4, Number 1 (January-June 2000)

j I

I .••_os,” a._o_.,am ‘”_~

 

 

i ~-~-

Table-l Strategic Choice of the Firm and its Relationship with Reward, Performance, and Development Strategies

HR Strategies

Work D~sign

Performance Measures

Rewards

Development

Operational Excellence

• Centralized/Controlled • Strict policies/procedures

• Total cost productivity • Errors • Waste • Abandoned calls • Lost customers/accounts • Net sales head count • Times/deadlines met

• Team productivity awards • Profit sharing tied to

performance criteria • Skill-based pay

• Strong orientation on expectations, rules

• Predictable career ladder

Product Leadership

• Coordinated • Teams (cross functional)

• % Sales from new products (e.g., lastJ years)

• Margin • Sales growth • Customer growth • Industry accolades/recognition • Copyrights • Patents

• Team innovation awards • Competency-based pay

• Employees responsible for learning

• Mandatory Competency growth • Feedback on professional

competency growth

Customer Intimacy

• Autonomy • Know the customers’ needs

• Customer guarantees • Customer retention rate • No. of referrals from

current customers

• Individual awards • System awards • Nonfinancial awards • “Fee for Service” awards

• Oriented toward long-term focus with customer

• Not a lot of leaders • Acts as a consultant to

customer/partner

Source: Adapted from Beatty and Schneier (1997: 32)

 

 

96 Reward and Compensation Strategy: Issues and Challenges

ing a quality product which adds greater value to its customers than the competitors’ products. The right kind of behaviour can be reinforced using gain sharing plan of compensation in this kind of scenario (Stack, 1992; Becker and Huselid, 1997). A firm with an operational excellence strategy focuses on short-term production objectives, avoids waste, and is concerned more about the quantity. Some of the examples include: Federal Express, Dell, and Nucor (Beatty and Schneier, 1997).

An organization pursuing product leadership strategy puts primacy on innovation, has long-term focus, is antibureaucratic, is driven by learning, has high tolerance for ambiguity and offers a greater degree of risk-taking to its employees. These firms provide their employees with cross-functional collaboration and encourage a high degree of creative behaviour and entre- preneurial mindset. Companies like Sony, Glaxo, Merck, 3M and Intel among others are true product leaders in this regard. Whereas, firms such as Four Seasons, Airborne, Roadway, Home Depot, and Cott following a customer intimacy strategy focus on providing unique customer solutions and treat it as the source of their competitive advantage. In these organizations, reward management plays a critical role and focuses more on the primary contact of employees with customers to reinforce employee networking, communi- cation and relationship-building with the customer to enhance the degree of customization (Beaty and Schneier, 1997).

The relationship between the strategic choices and reward and com- pensation strategy of a firm is quite evident from Table-I. But it depends to a large extent on the history, culture, mindset of the workforce, and owner- ship of the firm to adopt a mix of reward strategy which facilitates the right kind of learning inculcating the right kind of behaviour among its employ- ees. Beaty and Schneier (1997) advocate that besides HR’s role in executing the business strategy, the role of managing a cultural transformation by shaping the mindset and behaviour that impact on the firm’s operational and finan- cial outcomes is very important for HR managers. The reward strategy adopted to reinforce the right kind of mindset and behaviour among people is the most lethal weapon in the hands of HR managers in this regard. In fact, for retaining good people, the compensation decisions have become very strategic in the present scenario. “Compensation strategy has become central to many companies’ businesses and they are concerned less about acquiring physical resources and more about how their human resources can efficiently exploit them,” is the view expressed by Richard Walker, who has recently written a report on “Motivating and Rewarding Managers” for the

Management & Change, Volume 4, Number 1 (January-June 2000)

_E””’. ii. __ ‘m.••.••• “•• ,,__ J

 

 

Khan 97

EIU, a sister company of The Economist. Albert Knab, head of compensa- tion and benefits at the Stuttgart offices of Daimler Chrysler, a company which is going through a cultural change, also opines that “compensation policy is central to supporting the company culture” (The Econolllist, 1999). But the adoption of compensation and reward strategy poses certain funda- mental questions which are supposed to be answered before going for its execution. The traditional job evaluation method is becoming irrelevant and most of the companies are adopting skill or competency based compensa- tion plans these days. They are identifying compensable skill and compe- tency blocks and adopting mechanisms to certify these blocks and translate them into pay packages. Some of the objectives of these plans as enunci- ated by Lawler (1994) are as follows:

To signal the employees that continuous learning is valued and is a key to the organization’s success; To provide employees an incentive or reward to acquire additional skills and competencies which are relevant in the company; To remove job barriers to encourage flexibility or multi skilling; To establish a workable, agreed-upon pay structure; To explain/reduce disputes in terms of skill differences; and To ensure that the pay arrangement supports other human resource programmes such as training and career planning.

DESIGNING RELEVANT SKILLS AND COMPETENCIES

In traditional job evaluation methods, the jobs are valued in terms oftheir relative worth and their contribution to the overall organizational goals. Apart from grading, ranking, factor comparison, and point methods, the Hay method is widely used in organizations. More than 5,000 employers use it world- wide, and 130 out of the 500 largest US corporations have been using this method for long. This method uses a combination of both factor and point methods of evaluation. Hay chart lays emphasis on three key areas of a job know how, problem solving and accountability factors inherent in a job. Many companies have redefined their old Hay-charts to suit the demands of the emergent business scenario. Hallmark is one of the good examples in this regard. When Hallmark Cards realized that the original Hay factors were no longer adequately reflected in what they wanted to value in their work and business strategy, they changed its structure to infuse the elements ofteam-

Management & Change, Volume 4, Number 1 (January-June 2000)

 

 

98 Reward and Compensation Strategy: Issues and Challenges

involvement, leadership and cross-functional expertise (Milkovich and Newman, 1996).

Table-2 Revised Hay Factors at Hallmark Cards

ORIGINAL FACTORS PROPOSED FACTORS

1. Know-how 1. Capacity Functional expertise Business system Managerial skills Integrating resources Human Relations Teaming skills

2. Problem solving 2. Improvement opportunities Environment Context Challenge Challenge

3. Accountability 3. Scope Freedom to act Empowerment Impact of end results Impact of end results Magnitude Reach

Source: Adopted from Milkovich and Newman (1996: 141).

Companies who are adopting cultural change to meet the needs of the market place in the new business scenario are also adopting a competency framework linking it with an open and honest performance management system and gradually moving towards the paying for performance plan. They are paying their people for acquiring relevant competency which is also referred by specialists as DNA 4 of the organization. This DNA gives life to the firm and helps it in developing relevant organizational capability. Glaxo Wellcome, UK (GWUK) which employs 1500 employees and is val- ued at over £30 billion is the leading pharmaceutical company which had successfully adopted this kind of competency framework. GWUK assess- ing its employees around these competencies gave the right kind of rein- forcement, that was needed in certain areas of operations. The company adopted BPR in the year 1994-95 which led to the alignment of a number of human resource strategies. The business imperative for change arose from

Management & Change, Volume 4, Number I (January-June 2000)

 

 

Khan 99

the employees’ needs at all levels to respond much more flexibly and quickly to the changing business reality. At GWUK, a reward and development strategy was adopted to drive this change and to acquire organizational capa- bility for delivering the highest level of competence. GWUK adopted a com- petency framework and defined competency as “what you know, what you do and how you do it which, when applied by an individual or a team, leads to proactive outcomes for GWUK.” The company identified 20 core com- petencies which were needed to be acquired by everyone across the busi- ness regardless of their individual roles and functions. It also adopted a performance management system to help employees to “build up a picture” of what they should achieve which also acted as a “development checklist” for employees and managers to identify the gap which can be bridged by experiential learning. The performance management system was “feedback- rich” with the intention of supporting the strong communication culture of the organization. The important thing to observe here was that the pay re- view was not kept directly connected to the developmental needs of the employees. In fact, assessment of performance and competence contributed towards the determination of pay but the performance appraisal system was successfully positioned as first and foremost an ongoing development and monitoring tool. The managers at Glaxo Wellcome also believed that nothing fails quite as badly as a failed reward scheme and they continued to learn about the differential competencies of the high performers. These steps con- tributed to -agreat extent in achieving success at GWUK (Stredwick, 1997). The interventions experienced at Glaxo can be benchmarked and replicated elsewhere to put in place the right kind of competencies and capabilities required by individuals, teams, and organization as a whole.

STRATEGIC COMPENSATION ISSUES

Some of the basic questions which are to be addressed at the time of adopt- ing a reward and compensation strategy by the compensation specialists today, are: i) Whether pay is going to be job-based or skill/competency-based; ii) In the case of pay for performance, whether it will be individual or

team-based; iii) The extent of equity and market positioning of the firm; whether the

finn is trying to be a market leader, a laggard or in-between these two situations, benchmarking from the market and adopting it with some

Management & Change, Volume 4, Number 1 (January-June 2000)

 

 

100 Reward and Compensation Strategy: Issues and Challenges

time difference; Table-3

Core Competency Framework at GWUK

DIMENSIONS COMPETENCIES

1. Personal Qualities

2. Planning to Achieve

3. Business and Customer Focus

4. Supportive Leadership

5. Working With Others

Source: Based on Stredwick (1997: 30).

• Personal accountability • Personal organization

Self-development • Creativity and innovation • Flexibility • Continuous improvement

Gathering, analyzing and interpreting data to produce information

• Problem solving and decision making • Establishing a plan • Implementing and monitoring achieve-

ment • Company environment • Business environment • Customer focus • Effective leadership • Empowering • Team-working, managing conflict and

being supportive • Developing colleagues

Giving and receiving feedback • Networking and building relationships

Communication

iv) The degree of standardization of the package across the functions and levels;

v) The balance between base pay, added pay, deferred payment, long- term and short-term benefits, and services; and

vi) The degree of involvement of the line managers in the designing and implementing of the reward strategy. Lawler (1984) prescribes nine fundamental strategic issues to be con-

Management & Change, Volume 4, Number I (January-June 2000)

_.~_~ ~~~~ ~~~ &_~~.u~[,ii .’

 

 

r ,

I I

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sidered carefully at the time of designing the compensation strategy given in Table-4. He talks about the basis of pay, mode of pay for performance, extent of internal and external equities, degree of centralization of the reward strategy, degree of hierarchy in reward, reward mix, process issues regarding compensation decision-making, and modes and channels of its communica- tion, and congruency of the reward system. In the present situation, when the pay variance is becoming wider, equity is a tricky issue though a good number of companies are benchmarking and market pricing their key jobs. Issues such as the extent of centralization and hierarchy of reward are of grave importance and it depends to a great extent on the culture, history and vision of the company while deciding these issues. It is evident from the experiences of many successful companies that a reward system is highly circumstantial. Some times, firms lose their focus because of the lack of congruence in their reward strategy and its non-alignment across the organi- zation. These are the issues which can motivate or de motivate employees, help retain or force people to quit. Therefore, firms should be very careful while designing the reward and compensation strategy and more impor- tantly in implementing it to give the right kind of signal to employees.

Table-4 Strategic Issues in the Design of Compensation Systems

1. The Basis for Rewards 2. Pay for Performance 3. Market Position 4. Internal-External Pay Comparison-Orientation 5. Centralized-Decentralized Reward Strategy 6. Degree of Hierarchy 7. Reward Mix 8. Process Issues:

• Communication Policy • Decision-making Practices

9. Reward System Congruence

Source: Based on Beaumont (1996: 104) who adapted from Lawler (1984: 131-46).

Gomez-Mejia and Welboume (1996) also identify issues which are stra- tegic and need to be considered while designing compensation programmes. They categorize them into three following categories:

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a) the criteria or bases for determining pay levels; b) the design of the compensation system; and c) the administrative framework.

These issues are to be dealt with cautiously and in line with the business strategy while adopting them. Gomez-Mejia and Welboume (1996) also classify them as mechanistic and organic compensation strategies depend- ing on the nature of these issues and orientation of the firm. They are of the view that the organic compensation strategy where emphasis is more on skill, performance, risk taking, and qualitative aspect of performance are practised by the firms which have dynamic growth whereas the mechanistic and bureaucratic organizations which are relatively old and matured, and looking for maintaining their current market share pursue mechanistic com- pensation strategy in most of the cases (Gomez-Mejia and We1boume, 1996).

Table-S Strategic Compensation Patterns

MECHANISTIC COMPENSATION STRATEGY

Basis for Pay Job Seniority Emphasis Individual Appraisals Short-telm Orientation Risk Aversion Corporate & Division Performance Internal >External Equity Hierarchical Emphasis Quantitative Performance Measures Design Issues Pay Level> Market Fixed Pay> Incentives Frequent Bonuses Reliance on Intrinsic Rewards Administrative Framework Centralized Secrecy Policies No Participation Bureaucratic Policies

ORGANIC COMPENSATION STRATEGY

Skills Performance Emphasis Group and Individual Appraisals Long-Term Orientation . Risk Taking Division Performance External >Internal Equity Egalitarian Emphasis Qualitative Performance Measures

Pay Level < Market Incentives >Fixed Pay Deferred Income Reliance on Extrinsic Rewards

Decentralized Open Communication PaI1icipation Flexible Policies

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WHAT MOTIVATES EMPLOYEES?

In this era of restructuring and downsizing, much needs to be done by the employers to motivate their employees. The companies who are restructur- ing themselves are finding it difficult to keep up the morale of their employ- ees. In many cases, the huge incentive and performance-related pay system has failed. The psychological contract between the employees and employ- ers is under the process of redefinition.

In such a scenario, where the firms are looking for knowledge manage- ment and adapting themselves to behave like a learning organization, the availability of self-regulated, committed and motivated employees gives them a competitive edge over others. Lester Thurow (1999) proclaims that “the dominant competitive weapon of the twenty-first century will be the edu- cation and skills of the workforce.” Companies are offering an array of benefits to motivate their workers. Some of the present practices are: over- time and holidays; retirement plans and insurance benefits; general and special fringe benefits; tax-advantage programmes; vacation and sick leaves; employee services/assistance; special work-related expenditure plan; edu- cational expenditure plans; etc.

Attracting, developing and retaining employees are posing a challenge to employers. They are looking more concerned now. It is more evident in those sectors where turnover of employees is very high, e.g., software, where the attrition rate is more than 25 percent. Milkovich and Newman (1996) find that employers generally look concerned for four types of behaviour of their employees: i) How do we get good .employment prospects to join our -company? ii) How do we retain these good employees once they join? iii) How do we get employees to develop skills for current and future

jobs? iv) How do we get employees to perform well on their current job?

But the concern of the employers is not being seen translated most of the time due to the lack of the will on their part to understand what moti- vates the employees despite the fact that a number of motivational theories right from the content to the process theories are there to explain the behaviour of employees. It is well understood that motivation is the inner feeling and drive of the person which force him/her to behave in a certain way. In this regard, the Vroom’s Expectancy Theory of motivation is worth mentioning

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which helps managers to understand the behaviour of the people in a better way. Vroom (1964) identifies three factors which constitutes motivation. These are: expectancy, instrumentality, and valence.

Figure 3: Vroom’s Expectancy Theory

Efforts ~ Level of hi Result I~I Reward____ ~I /1 Performanc~ •.•……1′— _ t I Motivation 1-<—–

M=ExVxI [Where M = Motivation, E = Expectancy, V = Valence, and I = Instrumental- ity].

In this theory of motivation, the three important factors play critical roles and there is a linkage among them which is required to be established and managed while designing compensation and reward plans.

The first and foremost important factor is the valence, i.e., the attrac- tiveness of the reward. The HR and line managers have to act judi- ciously in choosing the reward mix which can attract employees across the organization. It is a difficult task and it depends to a great extent on the perception of the individuals whether a reward is a reward. A de- centralized approach empowering line managers to have more discre- tion in deciding the reward mix can play an important role in maintaining the higher level of valence among employees. Otherwise, a reward will not be a reward. In fact, some kind of perception of management strategies is also required to play up the importance of the reward in such a scenario. It is the person not the job who is going to be paid in the present time. Though firms are intensively trying to adopt creative com- pensation strategies, what it depends on is how you sell your reward. The relationship in this regard is also important. Managers who regard themselves more as valuable individuals like stars and less as members of a team have to change their attitudes. It is not possible to rely on mere money to recruit and motivate people. Dave Beirne, a silicon valley headhunter says grandly that “I never sold compensation, I sold psychic reward” (The Economist, 1999). The second important factor is the instrumentality factor inherent in a

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motivational design. It is the belief among employees that if they work hard and perform, their performance will be rewarded accordingly. HR managers are supposed to create a well-defined performance appraisal system which appreciates and rewards performers. The message has to reach the employees that the performance appraisal system is objective, open, and bias-free. Unless the employees feel so, it will be difficult to motivate them. Rewarding employees for their performance is a rein- forcing exercise and it gives a message to the people that the system cares for the performers and rewards them. Line managers are also required to be objective, honest and bias-free in implementing appraisal systems and reassuring the employees in regard to pay for performance. Communication methods adopted by the organization also playa critical role in reaffirming the faith of employees in ajust and objective reward strategy. The third and the most important element of motivation identified by Vroom is expectancy. Expectancy is the employee’s faith and belief in his or her ability to perform the required task. To inculcate this feeling among employees, the HR and line managers have to play an active role in providing learning opportunities for the growth and development of the workforce. It also requires to create an environment based on trust and empathy helping the workers to learn the required skills to perform better. Mentoring, coaching and counselling interventions also play an important role in increasing the confidence level of employees and helping them to have more experimentation. An environment needs to be created where mistakes are tolerated and new learning is encour- aged through experimentation. In an age oflearning organizations, incul- cating this kind of behaviour among employees is very much required. Therefore, any compensation strategy is required to be highly linked with the performance strategy and the training and development strat- egy of the firm. In a true sense, the objective of the performance man- agement system should be a developmental one which is better than an evaluative one since it will help employees in instilling faith in them- selves and extend the sense of ownership in them.

TOTAL REWARD SYSTEM

Reward is a wider term and it includes a non-compensation dimension apart from the compensation one. All rewards that can be classified as monetary

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payments and in-kind payments comprise the compensation component of a reward. All other rewards constitute the non-compensation system. Henderson (1997) describes a non-compensation system as situation- re- lated rewards not included in the compensation package. There are an infi- nite number of components which relate to the work situation and to the physical and psychological well-being of each worker. Any activity which has an impact on the intellectual, emotional, and physical well-being of the employees and is not specifically covered by the compensation system can be termed as non-compensation system (Henderson, 1997).

Table-6 Components of a Total Reward System

1. Compensation Wages, cormnissions and bonuses 2. Benefits Vacations, health insurance 3. Social interaction Friendly work place 4. Security Stable, consistent position and re-

wards 5. StatuslRecognition Respect, prominence due to work 6. Work variety Opportunity to experience differ-

ent things 7. Workload Right amount of work (not. too

much, not too little) 8. Work importance Is work valued by society? 9. Authority/ControVAutonomy Ability to influence others; control

own destiny 10. Advancement Chance to get ahead 11. Feedback Receive information helping to im-

prove performance 12. Work conditions Hazard free 13. Development opportunity Formal and informal training to learn

new knowledge/skills/abilities

Source: Based on Milkovich and Newman (1996:305)

Henderson (1997) identifies some of the dimensions ofnon-compensa- tion system as follows:

Enhancing the dignity and satisfaction from the work performed; Enhancing physiological health, intellectual growth, and emotional ma-

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turity of the empluyees; Promoting constructive social relationships at workplace

• Designingjobs that require adequate attention and effort; Allocating sufficient resources to perform work assignments; Granting employees sufficient control over the job to meet personal demands; and Offering a supportive leadership environment to the employees. Milkovich and Newman (1996) also categorizes the reward system

consisting of both compensation and non-compensation dimensions into 13 categories as given in Table-6. Barring the first two, all are non-compensa- tion components. Some of the factors such as friendly workplace, stable, consistent position and rewards, respect, workload, work importance, au- tonomy, advancement, element of feedback, work conditions and learning opportunities are worth mentioning in this regard. In today’s organizations which are becoming more flexible, flat, networked, diverse and global, these kinds of reward inputs will surely playa facilitating role in helping them in achieving competitive advantage for excellence.

PERFORMANCE RELATED PAY (PRP)

Companies world over are adopting different strategies to motivate their workers to contribute more. They are recognizing the worth and value of their skills and competencies. To reinforce positive behaviours in employ- ees, to learn relevant skills and competency and to use them while at work, many companies in the decade of 90s adopted merit payor performance- related pay. Most of the specialists agree that performance based pay re- sults in a better individual and organizational performance (Milkovich and Newman, 1996; Cooke, 1994; Heneman, 1992). In a study, 663 companies reported an increase in their earning by $2.34 for every $1 spent on perfor- mance-based pay. Likewise, one study of841 union and non-union compa- nies found gainsharing and profit sharing plans increased individual and team performance by 18 to 20 percent (Cooke, 1994).

But there are a number of questions which are required to be answered before adopting a PRP. Schuler and Huber (1990: 308) present ten difficult questions and suggest organizations find answers to these before implement- ing a PRP system. These are:

Is pay valued by employees? What is the objective ofPRP?

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Are values of the organization conducive to PRP? What steps would be taken to ensure that employees and management are committed to the system? Can performance be accurately measured? If not, what type of an ap- praisal system will be used? How frequently will performance be measured or evaluated? What level of aggregation (individual, group or organization) will be used to distribute rewards? How will pay be tied to perf0J!TIance (e.g. merit increase, bonus, com- mission, incentive)? Does the organization have sufficient financial resources to make per- formance-based pay meaningful? What steps will be taken to control and monitor the system? To sustain the motivational level of employees, organizations must cl.em-

on strate to them a close link between performance and rewards. This is the rationale which is advocated for the use of merit pay. However, inspite of its attractiveness, the PRP sometimes brings about results precisely the op- posite from the desired one. Common among them are dissatisfaction, dis- couragement, and decreased performance (Campbell, Campbell and Chia, 1998; Gomez-Mejia and Balkin, 1992; Hughes, 1986; and Kanter, 1987).

Whatsoever the critics ofPRP say, one thing is clear that organizations are devising reward strategy in such a way that they can reward the efforts and contribution of the performers. More companies are adopting bonus plans or gainsharing plans based on specific performance goals. In this kind of scenario, nobody is guaranteed an annual pay increase. The “entitlement era” is going to be over and one has to earn the increase by giving a purpose- ful contribution in that regard. In fact, in recent times, the across-the-board- pay increase is becoming less prevalent and the existing situation is forcing employees to give their best. But PRP will be a failure if it cannot be fair and consistent in measuring performance. To negate this, employees are required to be involved in the designing, developing and operation ofPRP. It should be able to create a work culture conducive to an objective and fair appraisal system and its appreciation by its stakeholders also. The involvement ofline managers and key managers in designing and developing the PRP is very much required. They also need more power and discretion to reward the subordinates to reinforce the designed objectives being pursued by the PRP. The role of the HR manager has to be a facilitator’s one to encourage line managers in creating such an environment. The communication level be-

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tween the different stakeholders is required to be high to dispel any misun- derstanding and then a right kind of performance based work culture can be nurtured.

Employee Stock Ownership Plan (ESOP)

Though there are a number of approaches to provide incentives, merit pay, gain sharing and bonuses, nothing has proved to be more successful than employee stock ownership plans (ESOP) in recent times. This is the maxi- mum that an employee can think of, i.e., his or her share in the stock of the company. For the last two decades or so it has been making waves in the US wage market. Past surveys have also indicated that the companies providing ESOPs are 1.5 times more profitable than the conventionally-owned com- pany (Marsh and McAllister, 1981):

ESOP is a means for employees to buy stock in the firm. These stocks are sold to employees in lieu of their payor pay increases. Sometime, they simply pledge to buy stock as a way of helping the company pay-off a debt (Werther and Davis, 1996). For providing ownership to the employees, the employer creates a trust known as employee stock bonus trust (ESOT) and contributes stock to it. It is a tax-exempt employee trust in US. ESOPs can be enjoyed in two ways: (i) stock bonus ESOP, where employer contributes to ESOT but he cannot use it as a mechanism for obtaining funds, and (ii) a leveraged ESOP, where employer uses the tax benefit granted to an ESOT and obtains fund for various purposes (Henderson, 1997).

The magic wand, stock option has churned out many billionaires in US, and America today has more of them relative to size of the workforce than it had even in the early years of the century. Many of them are e-founders, creators of Silicon Valley’s successes. A recent survey of350 large Ameri- can Companies by William M. Mercer, a consultancy firm, found that the chief executives’ median total compensation was $8.6 m. A majorpercent- age of this package came through stock options. Walt Disney head, Michael Eisner earned $ 576 m. in the year 1998 which. was roughly equal to the GDP of the Seychelles and much of it was acquired through realising vast option gains. Likewise, Mel Karwazain, head of CBS, a network television company got $ 200 m. In the same period, he took only $ 9.8 m. in the form of salary and bonuses and the rest came in stock options. Ira Kay, director of human capital g~owth at Watson Wyatt, a New York based consultancy firm, thinks that the prevalence of stock options in US and its relative ab-

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sence elsewhere is one of the main reasons for the Americans’ superior economic performance. Options provide the motivation to run companies better (The Economist, 1999). But now the stock option plan is also reach- ing to the other side of the world. A country like Japan, where the salary spread is more evens because the Japanese believe that employees should share profits equally in the interest of group harmony, is also experiencing change in this regard. About 150 out of 3,000 listed companies in Japan introduced share options for their employees last year (Management Today, 1999).

In India too, a good number of companies ranging from public sectors to private sectors to MNCs have taken lead in offering stock options to their employees. Notable among them are: Oil and Natural Gas Commission (ONGC), Infosys, Wipr06, Satyam Computers, Sonata Software, Aditi Soft- ware7, Proctor & GambleS, Mastek, Cadence Design, GE, and Hughes Softwares. The multinational corporations are finding themselves at a dis- advantageous position because of the Reserve Bank ofIndia guidelines as employees are not allowed to hold foreign stocks directly. However, MNCs have found a solution to it and the shares are being held on their behalf which can be given in rupees equivalent when employees want it. The other bigger problem employees are facing is the higher rate of income tax, and the phenomenon of double taxation. Under the current Indian rules, an em- ployee is liable to pay a 33 percent income tax on the difference between the granted price and the market price of the share which has a very discourag- ing impact on the attitude of employees. Again, if the employee sells the shares, he is liable to pay capital gain tax on the difference between the exercise price of the option and the sale price. It is proving to be a significant hindrance in enjoying the benefits of ESOP. Presently, the matter is pending before the court (Outlook, 2000).

Some of the Indian companies, who have recently introduced stock option plans, are: Kinetic Motors Ltd.9, Jindal Polyester’O, Birla Sun Life AMC (BSLAMC) I I , Kothari Pioneers, Pharmacia & Upjohnl2, McDonaldu, Enron, Intel, Gray Cell, Mind Tree’\ Zee Telefilms’5, Dabur

‘6, SRFI7, Max India1s, Zip Telecom’9, NIIT20 and Information Technology (India) Ltd. (ITIL)21.

But stock option plans at times prove to be a stumbling block also as it was observed in the case of Daimler-Benz and Chrysler merger.22 One should also be very careful that rewarding individuals may not hurt those who perform well in teams. The greatest risk in this regard is the widening

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gap of pay and benefits between the senior managers and the rest. Unfor- tunately, very few employers think like B. Ramlinga Raju, chairman, Satyam group.n The group has adopted recently an employee venture capital scheme in addition to the stock option scheme, which encourages people to come out with their ideas. Commenting on the scheme, Raju says that “it is to encourage creative ideas thereby creating opportunities for individuals with bright ideas” (The Times of India, Sept. 20, 1999).

CONCLUSION

In the infonnation age, where employees with their scarce skills can live in one country and work in another, the challenges are huge before the HR managers in formulating the reward strategy. The globalization process is trying to reduce the gap in pay across the country but it is being seen realized more in IT sector alone. The pay variance has become wider in recent times. The gap between the senior managers and the shopfloor people has widened. The stock option plan has benefited a few elite managers or knowl- edge workers. It is a paradoxical situation for most of the companies as they are trying to adopt softer issues of people management through empower- ment and team-building strategies but they have not been able to pass the benefit of the performance and contribqtion across the organization which is hurting the team feeling and morale of the workforce. The widening gap between the senior managers and the rest has further reinforced this kind of feeling among employees. Furthermore, the restructuring and downsizing has negated to a great extent the efforts of cultivating the fruit of a creative compensation design. When companies are distributing pink slips24 to their workers, it becomes a difficult job for the poor HR manager to come out with a strategic compensation tool to sustain and raise the motivation and morale of the employees. PRP in a good number of cases has also failed to deliver its strategic edge because of the absence of a well-understood perfor- mance management system, and matching work culture and environment. This can be done by actively involving line managers in the designing and implementing of PRP plan. Ultmost care has to be taken by managers in creating an honest and able performance management system in this regard. Otherwise, “giving an award to an individual for an entire team’s perfor- mance can quickly prove to be highly divisive … and it makes little sense for a manager to bestow an award that demotivates other members of the work team” (Ford and Newstrom, 1999).

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In the present business scenario, where HR managers are forced to be actively involved in the management of cultural change, system and struc- ture, relationship, politics, information, and new learning, the management of performance and reward is central for attracting, developing, retaining and motivating employees. The level of needs in this regard also goes up if a company is passing through the pangs of downsizing and restructuring.

It is the psychological contract between the employer and employees which has become more important now and the psychological experience of ownership on the part of employees is more critical for organizational effectiveness. HR managers have to learn to diagnose and doctor this pyschological experience of ownership on the part of employees while adopt- ing PRP or ESOP (Khan, 1999). Line managers are also required to be involved in this process. In fact, they have to own this process whereas the role ofHR is to network with them. The adoption of a reward mix is a very tricky issue and HR and line managers have to work as a team spending more time on deciding these strategic aspects of compensation manage- ment. Line managers have to be given more discretion and power through the decentralization of the compensation administrative process where they can have the feeling of discretion over the reward issue. In this kind of scenario, the reward management can contribute to create value addition through effective management of competencies.

Though specialists are critical about the impact of the ESOPs in bringing team feeling and its availability also to the elite and previleged ones, employ- ees are harvesting the benefits of ESOPs in a few cases. We need more employers like N. R. Narayana MurthyZ5,’the chairman ofInfosys to make ESOP more pervasive. Murthy wanted to create a thousand millionaires in his company, and he has done it in two years’ time. There is no company other than Infosys in India where good number of drivers, attenders, electri- cians, plumbers and other employees low down in the pecking order are millionaries (in Indian rupee) in their own right (The Times a/India, Feb. 19, 2000).

The success of a reward and compensation strategy depends to a great deal on the attitudes of the managers in creating a high degree of commit- ment, involvement and cooperation among employees. It has to ensure that employees’ contribution and performance are rewarded accordingly, and is aligned with other people policies, practices, and programmes towards de- veloping the organizational capability and competency for achieving the objectives and goals of the firm.

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NOTES

1. Hamel (1999) observes that “it wasn’t that CNN spent more time building scenarios about the future. All of the things that you needed to create CNN were visible to anyone who cared about how the world was changing. You had cable television eroding the monopoly of the traditional broadcasters. You had people who didn’t come home every night at an hour when they could watch the 6 0′ clock news or the 90′ clock news or whatever. You had satellite technology that made it possible to put a team anywhere in the world and get a signal out. Anybody who was willing to challenge their own assumption could see those things.” And it was CNN who was willing not the BCC, ac- cording to Gary Hamel.

2. Human capital is proving to be more expensive now. The share of wage bill in sales tumover has increased from 7.4 percent in the year 1996-97 to 7.5 percent in 1997-98 and to 7.9 percent in the year 1998-98 in India, see Human Capital, November, 1999. In fact, in the year 1997-98, top 50 business houses in India paid Rs 12839.5 crores, i.e., 47.1 percent of the total wages and salaries paid by the private sector enterprises (CMIE, 1999).

3. The Michigan school puts primacy on the business strategy of the firm and its interconnection with the organizational structure and key HR systems, i.e., selection, appraisal, rewards, and development. The Harvard approach which is also refened to as the soft approach to HRM emphasizes on the responsi- bility and capacity of managers to manage workplace relations by bringing a unitary, integrative, and individualistic system. Reward system is one of the key policy areas of soft approach other than employee influence (participa- tion), human resource flow, and work systems (work organization) (Mabey, Salaman and Storey, 1998: 61). Both schools identify reward management as an important strategic HR tool. See also, Fombrun, Tichy and Devanna (eds.), 1984; Beer et al., 1985; Blyton and Turnbull (eds.), 1992; Hendry and Pettigrew, 1986; and Saini and Khan (eds.), 2000.

4. . Sandra 0 ‘Neal calls competencies as “The DNA of Organization.” 5. In Japan, the annual income of a CEO is on an average only about 10 times that

of an entry level employee, see Management Today, 1999. 6. A booming stock market is the most important factor driving the stock option

search in the IT industry. Azim Premji is the richest Indian and the third richest person in the world. Wipro had 300 millionaire employees. A few weeks later, it had 1,600 millionaire and now it has some 32 billionaires among its stakeholders (Outlook, 2000).

7. As per the Nasscom estimate, some 10,000 infotech sectors have been vested with 18 million shares in 151 companies that might be worth Rs. 12,000 crores at current market capitalization levels (Outlook, 2000).

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8. At Proctor & Gamble, 700 employees have been given stock options with a five year vesting period (Outlook, 2000).

9. Kinetic Motors Ltd. is the first company who offered ESOP to employees after the new SEBI guidelines allowing the companies to enjoy the benefit of ESOP (The Times of India, Sept. 17, 1999).

10. Jindal Polyster Ltd. (JPL), a Rs. 310 crore company decided to issue ten lakh equity shares of nominal values ofRs. 10 each to employees including execu- tive and non-executive directors (The Times of India, Sept. 17, 1999).

11. Birla Sun Life planned to issue 5-10 percent of the equity capital under a phantom share option plan (Human Capital, Dec., 1999).

12. Phalmacia & Upjohn India, an MNC, has given stock options to its 170 mar- keting and sales personnel (Human Capital, Dec., 1999).

13. McDonald has offered stock option plan to its 40 employees and it will offer to more employees in the near future (Outlook, 2000).

14. At Mind Tree, even the entry-level employees have been given stock options (Outlook, 2000).

15. Some 4.6 lakh stock options convertible into equity shares of Rs. 10 each were given to some 65 employees of Zee and its associate companies (Out- look, 2000).

16. Dabur has offered 25,000 equity shares to 50 key executives at a discount price ofRs. 300, nearly a quarter of the scrip’s market price (Outlook, 2000).

17. SRF has issued about 28 lakh shares appreciation right to all its employees including the factory workers (Outlook, 2000).

18. Max India has reserved some 5 percent of its issued capital for employees (Outlook, 2000).

19. At Zip Telecom, 210 employees will collectively reap Rs. 132 crore if all goes well according to the company plan (Outlook, 2000).

20. NUT is also diluting 5 percent of its cunent equity to grant 1.3 million shares to its 800 employees (Outlook, 2000).

21. ITIL, a software company who generates 70 percent of its revenues from ex- ports also announced stock option to its 250 employees in the first go at a discount rate of 43 percent of the cunent market price (The Times of India, Feb. 18, 2000).

22. When Daimler-Benz announced its plan to merge with Chrysler, German news- papers were aghast at the size of the options given to Chrysler’s executives (The Economist, 1999).

23. Sat yam Computer alongwith Wipro and Infosys forms the top three IT com- panies in India. Its chairman B. Ramlinga Raju is of the view that employee capital scheme will enable the £(}mpany to generate multi-fold value cre- ation as a venture capitalist, and it will be a win-win situation as per him (The Times of India, Sept. 20, 1999).

24 . AT&T Corp., the number one US long-distance telephone company, has

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trimmed its slower-growing businesses to cut $ 2 billion in expenses, and thousands of employees have to be downsized. On Feb. 1, 2000, the com- pany gave pink slips, i.e., the notice of 60 days to hundreds of managers and workers saying they would lose their jobs in two months’ time (The Times of India, Feb. 5, 2000).

25. The astonishing entrepreneur N. S. Narayanamurthy is referred to as the man who started the stock option phenomena in Indian IT industry. Keeping just 7.7 percent equity for himself, he distributed the rest to the public and empolyees (Outlook, 2000).

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Beaumont, P. B. (1996) Human Resource Management: Key Concepts and Skills. London: Sage.

Becker, B. E. and M. A. Huselid (1997) “Managerial Compensation Systems and Firm Performance,” Academy of Management Journal, Special Issue on Managerial Compensation and Film Performance.

Beer, M., B. Spector, P. Lawrence, D. Mills and R. Walton (1985) Human Resource Management: A General Manager’s Perspective. New York: Free Press.

Blyton, P. and P. Turnbull (eds.) (1992) Reassessing HR Strategies. London: Sage. Campbell, D. J., K. M. Campbell, and Ho- Beng Chia (1998) “Merit Pay, Performance

Appraisal and Individual Motivation: An Analysis and Alternative,” Human Resource Management, 37 (2), summer.

CMIE (1999) Corporate Sector, May. Mumbai: Centre for Monitoring Indian Economy.

Fombrun, C. J., N. M. Tichy and M. A. Devanna (eds.) (1984) Strategic Human Resource Management. New Yark: John Wiley.

Ford, Robert and John Newstrom (1999) “Dues-Paying: Managing the Costs of Recognition,” Business Horizons, July-August.

Gomez-Mejia, L. R. and D. Balkin (1992) Compensation, Organizational Strategy, and Firm Pelformance. Cincinnati, OH: South-Western Pub. Co.

Gomez-Mejia, L. R. and T. M. Welbourne (1996) “Compensation Strategy: An Overview and Future Steps,” in Gerald R. Ferris and M. Ronald’Buckley (eds.) Human Resource Management, Perspectives. Context, Functions, and Outcomes. New Jersey: Prentice Hall.

Hamel, Gary (1999) “Reinventing the Basis for Competition,” in Rowan Gibson

Management & Change, Volume 4, Number 1 (January-June 2000)

 

 

116 Reward and Compensation Strategy: Issues and Challenges

(ed.) Rethinking the Future. London: Nicholas Brealey Pub. Henderson, Richard I. (1997) Compensation Management in a Knowledge-based

World. NJ: Prentice Hall. Hendry, C and A. Pittigrew (1986) “The Practice of Strategic Human Resource

Management,” Personnel Reveiw, 15 (5). Hughes, C (1986) ‘The Demerit of Merit,” Personnel Administrator, 31: 40. Kanter, R. (1987) “From Status to Contribution: Some Organizational Implications of

the Changing Basis for Pay,” Personnel, 64 (1): 12-37. Khan, Sami A. (1999) “What Human Resource Managers Need to Know in the 1\ew

Millennium,” Paradigm, 3 (2), July-December. Lawler III, E. E. (1984) “The Strategic Design of Reward System,” in Fombrun, Tichy

and Devanna (eds.) (1984). Lawler 1Il, E. E. (1994) “From Job-Based to Competency-Based Organizations,”

Journal o.fOrganization Behaviour, 15: 3-15. Mabey, C, G. Salaman and 1. Storey (1998) Human Resource Managemenr: A

Strategic Introduction. Oxford: Blackwell Pub. Marsh, 1110mas and Dale McAlhster (1981) “ESOPs 1ables,” Journal o/COIporation

Lmv, Spring. Milkovich, George T. and Jerry M. Newman (1996) Compensation, Fifth Edition.

Chicago: IIwin. Management Today (1999) “The MT Global Salary Survey,” April. O’Neal, Sandra (1994) “Competency: The DNA of the Corporation,” Perspectives

in Total Compensation, Winter. Saini, Debi S. andSami A. Khan (2000) Human Resource Management: Perspectives

for the New Era. New Delhi: Response Books (A Division of Sage India) .. Schuler, R. S. and V. L. Huber (1990) Personnel and Human Rsource Management.

St. Paul, Minn.: West Pub. Stack, 1. (1992) The Great Game 0/Business. New Yark: Double day/CulTency. Stredwick, John (1997) Cases in Reward Management. London: Kogan Page. The Economist (1999) “A Survey of Pay,” May 8th. Thurow, Lester (1999) “Changing the Nature of Capitalism,” in Rowan Gibson (ed.)

Rethinking the Future. London: Nicholas Brealey. Treacy, M. and F. Wiersema (1995) “Making Culture Change Happen and Making it

Last: Using Structure, Systems and Skills as Change Levers,” in L. A. Berger (ed.) Handbook o/Culture Change. Burr Ridge, IL: Business One/Irwin.

Vroom, Victor H. (1964) Work and Motivation. New York: Wiley. Weliher, Jr., W. B. andK. Davis (1996) HR and Personnel Management. New York:

McGraw Hill.

Sami A. Khan, Ph. D., is Associate Professor and Coordinator-HR..l\1 Area, at the Institute for Integrated Learning in Management (IILM), Lodhi Institutional Area, Lodhi Road, New Delhi-I 10 003. Earlier, he was with the Shri Ram Centre

Managemenl & Change, Volume 4, Number I (January-June 2000)

 

 

Khan 117

for Industrial Relations & Human Resources, New Delhi. His areas of special interest include Strategic Human Resource Management; Labour Management Relations; Training and Development; Compensation Management; Organizational Design and Development, and Strategic Management and HR Benchmarking. He was a member of the research team which conducted an all India Study on the Problems and Prospects of Rehabilitation of Voluntary Retired Workers at Shri Ram Centre for Industrial Relations and Human Resources (SRC), New Delhi. The report has been published by SRC as a book. He has recently co-edited a book, Human Resource Management: Emerging Perspectives in the New Era (Response Books, A Division of Sage Publications, New Delhi, 2000). He is also the associate editor of Management & Change. the journal ofllLM.

Management & Change, Volume 4, Number I (January-June 2000)

 
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Write A 700- To 1,050-Word Reference Guide Describing Electronic Data Interchange (EDI).

Imagine you are the office manager at a small doctor’s office. As the office manager, you are in charge of educating new hires.

 

Write a 700- to 1,050-word reference guide describing electronic data interchange (EDI).

 

Include the following in your summary:

  • Define EDI.
  • Explain how using EDI facilitates electronic transactions.
  • Explain how HIPAA has changed how health care information is transmitted in EDI.
  • Describe the relationship between Electronic Health Records, reimbursement, HIPAA, and EDI transactions.

Cite a minimum of two outside sources.

 
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Evaluating A Case Study: Fallsburg School Negotiations

You will be required to review and analyze the Fallsburg School Negotiations  Preview the documentprior to the next class, the student will be required to write a 2 page (500 words excluding references) analysis of the week’s case study which addresses the 5 components of case analysis listed below. Each case is worth 10% of your total grade for a combined total of 40%. Your case analysis will be due at the beginning of each course in which the case will be discussed; however, an unmarked copy of each case will also be included within the Chapter Exercise Binder that is due on April 19.

 

Evaluating a Case Study:

A case study analysis must not merely summarize the case. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can be broken down into the following steps:

1. Identify the most important facts surrounding the case.

2. Identify the key issue or issues.

3. Specify alternative courses of action.

4. Evaluate each course of action.

5. Recommend the best course of action.

Let’s look at what each step involves.

1. Identify the most important facts surrounding the case.  Read the case several times to become familiar with the information it contains. Pay attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in real life, present a great deal of detailed information. Some of these facts are more relevant than others for problem identification. One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these assumptions should be reasonable given the situation. The “correctness” of your conclusions may depend on the assumptions you make.

2. Identify the key issue or issues.  Use the facts provided by the case to identify the key issue or issues facing the company you are studying. Many cases present multiple issues or problems. Identify the most important and separate them from more trivial issues. State the major problem or challenge facing the company. You should be able to describe the problem or challenge in one or two sentences. You should be able to explain how this problem affects the strategy or performance of the organization.

3. Specify alternative courses of action.  List the courses of action the company can take to solve its problem or meet the challenge it faces. For information system-related problems, do these alternatives require a new information system or the modification of an existing system? Are new technologies, business processes, organizational structures, or management behavior required? What changes to organizational processes would be required by each alternative? What management policy would be required to implement each alternative?

 

 

Remember, there is a difference between what an organization “should do” and what that organization actually “can do”. Some solutions are too expensive or operationally difficult to implement, and you should avoid solutions that are beyond the organization’s resources. Identify the constraints that will limit the solutions available. Is each alternative executable given these constraints?

 

1. Evaluate each course of action.  Evaluate each alternative using the facts and issues you identified earlier, given the conditions and information available. Identify the costs and benefits of each alternative. Ask yourself “what would be the likely outcome of this course of action? State the risks as well as the rewards associated with each course of action. Is your recommendation feasible from a technical, operational, and financial standpoint? Be sure to state any assumptions on which you have based your decision.

2. Recommend the best course of action.  State your choice for the best course of action and provide a detailed explanation of why you made this selection. You may also want to provide an explanation of why other alternatives were not selected. Your final recommendation should flow logically from the rest of your case analysis and should clearly specify what assumptions were used to shape your conclusion. There is often no single “right” answer, and each option is likely to have risks as well as rewards.

 
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Gb530 Unit2

Brand Extension Marketing Plan

Introduction: The Assignment in this unit is to complete a component of a Brand Extension Marketing Plan for one new product on the behalf of an existing for-profit organization. Using the Marketing Plan Guide found in Course Documents, complete and submit the following components of your Marketing Plan.

Unit 2: Identifying and Assessing Marketing Opportunities

2.0 SITUATION ANALYSIS
Write a 1-paragraph summary of the current situation – write this section after completing the following sections of the Situation Analysis, but put it in this order.

2.1 Market Summary
(Write this section after completing 2.1.1, 2.1.2, 2.1.3, 2.1.4, and 2.2) In a 1–2 paragraph summary, address:

  • What are your target customer groups? Why?
  • What are your projections for the growth of this market?

2.1.1 Market Demographics (refer to Chapter 8 of your Kotler text for helpful definitions/explanations).

  • Carefully define the demographic profile of your target market.
  • In a similar fashion, define the geographic target area you are choosing.
  • What are the behavior factors that will influence your decision-making?
  • Define the values and lifestyles (psychographics) of your target market.

2.1.2 Market Needs

  • What are the benefits that are important to your customer base?
  • What needs to they have and how do you know this?

2.1.3 Market Trends

  • Identify and explain at least three trends that will influence how your customers view your product. These should be trends going on in the industry or the environment; these are trends that your company/product can respond to in some way. Remember: Trends are long term; fads are short term.

2.1.4 Market Growth

  • Is the market growing, static, or diminishing? What are the growth trends?
  • What is the evidence? What research are you using to determine market growth?
  • How will you address the market if it is growing, static, or diminishing?

2.2 SWOT Analysis (refer to Chapter 2 of your Kotler text for a thorough explanation of a SWOT analysis)
2.2.1 Strengths: List and describe at least three positive internal aspects that add value.
2.2.2 Weaknesses: List and describe at least three negative internal aspects that place you at competitive disadvantage.
2.2.3 Opportunities: List and describe at least three opportunities external to your business that will lead to your success.
2.2.4 Threats: List and describe at least three threats external to your business that will threaten your success (Note: It is common to include unexpected acts of nature, government and regulatory concerns, and competition in this section of the SWOT).

2.3 Competition

  • Describe your competition.
  • Why will customers prefer your product?
  • How will you compete with your competition and win?
  • What is the marketing mix (price, place, promotion, product, you know them as “the 4 P’s of Marketing”) of at least one of your competitors?

2.4 Product Offering

  • What are the product/features/benefits? (we particularly care about benefits as these are from the perspective of the target market)
  • Describe your Brand Equity Model and say how you will build brand equity for this product/service.

2.5 Keys to Success

  • List and describe at least three factors that will determine your success.

2.6 Critical Issues

  • How will you leverage your SWOT strengths and opportunities to your advantage?
  • How will you lessen the impact of your SWOT weaknesses and threats?
  • Where is your product in the product life cycle and why? Refer to your Kotler text for a definition of a product life cycle.

Tips

  • The guide you should use for the Brand Extension Marketing Plan is in Course Documents under Course Resources in the left navigation area.
  • The Kotler and Keller text will be extremely useful to you when completing your Assignments. Be sure to review the Sample Marketing Plan (Pegasus Sports International) in Chapter 2 of your Kotler text.

The components of your Brand Extension Marketing Plan for Unit 2 are evaluated using this rubric.

Directions for Submitting your Assignment
Compose your Assignment in a Word document and save it as Username GB530 Unit 2 Assignment (Example: JSmith GB530 Unit 2 Assignment.doc). Submit your file by selecting the Unit 2: Assignment Dropbox.

 
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BMGT – Executive Summary + HR Plan

Business Report: 5 pages. Arial, 12 pt font, single space except between paragraphs. I have attached all the materials you will need for this project. Please be sure to review the assignment carefully.

Executive Summary – It reveals the company’s mission statement, along with a short description of the products Biotech will provide at the launch of the new division. It is also necessary to briefly explain why Biotech is starting the new division and include details about Biotech’s experience related to the industry the company is entering.

HR Plan – Please see attached week 7 eresource. Must use course material and project 2 for HR plan. And below I have included the information for the textbook citation. The citation should include the chapter title and page number.

 

Textbook Citation 

Author: Boundless

Chapter: Please use attached ebook resource

Book Title: Boundless Management

Year: 2016

Publisher: Lumen Learning

Pages: Please use attached ebook resource page numbers

 
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Memo Assignment

Memo: Positive Message 

Assignment: As the Human Resources Manager at XYZ Industries, Inc., it is your pleasure to announce the addition of annual performance-based bonuses for mid-level managers and above. These bonuses will require annual performance reviews to discern the amount of the bonus. Draft a memo explaining this scenario to this specific group of employees.

Preparation: Review Chapter 10: Writing Routine and Positive Messages (Especially pgs.266-267)

Format: Memo formatting can be found on page 167-168, 590 in your book.

The format of your memo tells your employees a lot about your sensitivity and professionalism. Since you do not want to upset any employees unnecessarily, you should also be conscious of your wording when explaining culturally-sensitive subjects. Pay particular attention to your memo’s margins, line spacing, font type and size, and placement of memo parts such as the addressees, subject line, and body.

· Address the memo to all mid-level managers and above at your company.

Recommended Organization 

Header: Begin your memo with the four standard memo heads (Date, To, From, Subject).

Body/Discussion: In the first paragraph of the body, start off with the good news. Memos do not begin with greetings or salutations. Explain what factors could have contributed to this new development (i.e. increased sales, raising stock price, etc.) and why the decision was made to reward employees with the surplus funds.

The second paragraph is where you explain the new process that the employees can expect. Outline the way that reviews will be handled, and by whom. Feel free to be creative (yet somewhat realistic) when outlining how the performance scores will translate into bonuses (i.e. tier system, seniority, contribution value).

In the third paragraph, be sure to validate any anticipated concerns employees may have about this adjustment. Explain the greater benefit in the long-term this decision provides and conclude your memo by indicating how the reader may contact you if he/she has any questions. In general, this section should be “short & sweet,” making sure that the employees know what is expected of them.

 
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Week 2 – AssignmentBUS7102

instructions

For this assignment, you will develop a PowerPoint presentation explaining the doctoral process at NCU, the 5-chapter system, and a timeline for each that you could use to explain the process to a colleague or family member.

Length:  8-10 slides, one slide per chapter and additional slides as needed. Include speaker notes of 100-150 words, a title page, and references page.

References:  Include a minimum of 3 peer-reviewed journals.

Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University’s Academic Integrity Policy.

Upload your document and click the Submit to Dropbox button.

 
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Managing Total Compensation: Case Study #2 , Read PDF Pages 6 -12 ,

Case Study #2: “Your Turn – Job Evaluations at Whole Foods”.

 

Requirements:

· Complete Questions 1 through 6. (See “Case Study 2” PDF Attachment)

· Only Read Pages 6 – 12

 

Content Requirements: Sections fully integrated answering the case questions

· Introduction

· Analysis

· Conclusion

 

Demonstrate an in-depth analysis of the case issues answering each of the case questions as instructed.

 

Format Requirements :

· APA 6th Edition Style

· Use three main headings:

 

· Introduction

· Introduction should briefly discuss the case background

 

· Analysis

· Analysis should have answers to each question with subheadings for each Question showing the related answer.

 

· Conclusion

· Conclusion should be a brief summary of the main points you learned from the case in relation to human resource management and compensation practice. Provide a summary of learning with practical applications to management in Conclusion.

 

Grading Rubric:

Analysis 40 pts
Grammar/Structure 10 pts

 

Case Study #

2

:

“Your Turn

 

Job Evaluations at Whole Foods”.

 

 

 

Requirements

:

 

·

 

Complete Questions 1 through

 

6

.

 

(See

Case Study

 

2

 

PDF Attachment)

 

·

 

Only Read Pages 6

 

12

 

 

Content Requirements:

 

S

ections fully integrate

d answering the case questions

 

·

 

Introduction

 

·

 

Analysis

 

·

 

Conclusion

 

 

Demonstrate an in

depth analysis of the case issues answering each of the case questions as

instructed.

 

 

Format Requirements

:

 

·

 

APA 6th Edition Style

 

·

 

Use three

 

main headings:

 

 

o

 

Introduction

 

§

 

Introduction should briefly discuss the case

background

 

 

o

 

Analysis

 

§

 

Analysis should have answers to each question

 

with subheadings

for

 

each Question

 

showing the

 

related answer.

 

 

o

 

Conclusion

 

§

 

Conclusion should be a brief summary of the main points you learned

from the case in relation to human resource ma

nagement and

compensation practice.

 

Provide a summary

 

of learning with practical

applications

 

to management in Conclusion.

 

 

Grading Rubric:

 

Analysis

 

40 pts

 

Grammar/Structure

 

10 pts

 

 

Case Study #2: “Your Turn – Job Evaluations at Whole Foods”.

 

Requirements:

 Complete Questions 1 through 6. (See “Case Study 2” PDF Attachment)

 Only Read Pages 6 – 12

 

Content Requirements: Sections fully integrated answering the case questions

 Introduction

 Analysis

 Conclusion

 

Demonstrate an in-depth analysis of the case issues answering each of the case questions as

instructed.

 

Format Requirements:

 APA 6th Edition Style

 Use three main headings:

 

o Introduction

 Introduction should briefly discuss the case background

 

o Analysis

 Analysis should have answers to each question with subheadings

for each Question showing the related answer.

 

o Conclusion

 Conclusion should be a brief summary of the main points you learned

from the case in relation to human resource management and

compensation practice. Provide a summary of learning with practical

applications to management in Conclusion.

 

Grading Rubric:

Analysis 40 pts

Grammar/Structure 10 pts

 
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