Faculty –kirti dubey

 Conduct of meeting
 Communicating agenda of meeting
 Preparation of minutes of meeting
 Office order writing
 Press release preparation
 Excel business report preparation and
presentation
 Office memorandum
 meeting is a group communication in action
around a defined agenda, at a set time, for an
established duration. Meetings can be effective,
ineffective, or a complete waste of time.
 Meetings can occur face-to-face, but increasingly
business and industry are turning to
teleconferencing and videoconferencing options
as the technology improves, the cost to
participate is reduced, and the cost of travel
including time is considered. Regardless how you
come together as a team, group, or committee,
you will need to define your purpose in advance
with an agenda.
You want an efficient and effective meeting, but recognize that group communication by definition
can be chaotic and unpredictable. To stay on track, consider the following strategies:
 Send out the last meeting’s minutes one week before the next meeting.
 Send out the agenda for the current meeting at least one week in advance.
 Send out reminders for the meeting the day before and the day of the meeting.
 Schedule the meeting in Outlook or a similar program so everyone receives a reminder.
 Start and end your meetings on time.
 Make sure the participants know their role and requirements prior to the meeting.
 Make sure all participants know one another before discussion starts.
 Formal communication styles and reference to the agenda can help reinforce the time frame and
tasks.
 Follow Robert’s Rules of Order when applicable, or at least be familiar with them.
 Make sure notes taken at the meeting are legible and can be converted to minutes for distribution
later.
 Keep the discussion on track, and if you are the chair, or leader of a meeting, don’t hesitate to
restate a point to interject and redirect the attention back to the next agenda point.
 If you are the chair, draw a clear distinction between on-topic discussions and those that are more
personal, individual, or off topic.
 Communicate your respect and appreciation for everyone’s time and effort.
 Clearly communicate the time, date, and location or means of contact for the next meeting.
Meetings are broadly of three types:
 (i) Informative, where the purpose is to give
information to the participants about a new
scheme, product, etc.
 (ii) Consultative, in which the members are
consulted to solve a problem.
 (iii) Executive, in which decisions are taken by
those empowered to do so.
 In practice, most of the meetings serve more
purposes than one. Some additional
classifications of meetings are – meeting for
negotiation purpose, meeting for giving
instructions, etc.
 The purposes of holding meetings are listed here in a skeleton
form:
 To reach a common decision/agreement
 To solve a problem
 To understand a situation, exchange ideas and experiences
 ADVERTISEMENTS:
 To inform, explain, present ideas
 To give and get feedback on new ideas
 To give training
 To plan and prepare for action
 ADVERTISEMENTS:
 To resolve differences and misunderstandings
 To generate enthusiasm and seek cooperation
 To review past performance and evaluate it
 To create a feeling of continuity and solidarity in a body’s
working.
 (i) Save time:
 Since one can meet a number of people at a time interactively, a meeting
can save time.
 (ii) Addressing groups:
 One can divide the audiences according to their background and need,
and address them group by group.
 (iii) Cope with information explosion:
 New technology and new regulations are coming thick and fast. Meetings
enable us to cope with this situation.
 (iv) Social and emotional support:
 Members get personal support from each other when they meet and
exchange ideas.
 (v) Feeling of being consulted:
 Members get the feeling that they have been consulted and this is useful
in getting their intelligent and willing cooperation.
 (vi) Democratic functioning:
 Democracy aims at achieving all people’s welfare by all people’s
involvement. This is possible through meetings.
 (vii) Idea development:
 Ideas are systematically cross-fertilized, analyzed and improved
by a group.
 (viii) Defusing troublemakers:
 By the collectivity of constructive forces, troublemakers can be
isolated in a meeting and positive action got going. The
opponents of a plan get a forum to voice their opposition, which
can be overcome before a group of supportive people.
 (ix) Bolder decisions:
 Collectively we can take more adventurous decisions because of
united strength.
 (x) Various interest groups represented:
 In a meeting many interest groups can be represented and
minorities can also be given due attention.
 (xi) Preventing mistakes:
 A meeting helps to avoid mistakes by a collective and many-
angled focus on issues
 1. Time-consuming:
 Meetings require a number of people to come together at the same time and place. This
costs time because other work has to be set aside for the sake of the meeting.
 2. Inability to arrive at a decision:
 Just as “two heads are better than one,” it is also true that “too many cooks spoil the
soup.” Multiplicity of views and personal stubbornness of members may prevent a meeting
from taking a decision which a chief executive may take alone.
 3. Lack of seriousness:
 Many meetings suffer from the drawback that members come unprepared and feel that the
others will do the thinking and talking. They feel they can take a free ride. “Everybody’s
job is nobody’s job.”
 4. Inexpert chairing:
 Just as an airplane is steered by a pilot, a meeting is piloted by the chairperson. His lack of
skill and personal failings/biases may fail a meeting.
 5. Expensive:
 Meetings are expensive to arrange – they require a place, paperwork, prior communication,
and travelling by the attendees.
 6. Open to disruption:
 A meeting is prone to being disrupted by an element that is opposed to its objective. There
are times when one passenger’s refusal to adjust himself delays the entire flight. The same
for meetings. The spirit of give-and-take may be missing in some participants
Communicating in a meeting is an essential part of
effective communication. Some meetings are not
conducted in an efficient manner due to which they
fail in accomplishing the sole objective of the
meeting. It may be because:
 They do not involve participation of all, or
 They may be too long, or
 They may be unsystematic, or
 They may lack a clear agenda, or
 They may not begin on the planned time, or
 They may end without any conclusion.
As a result, such meetings lead to agitation and sheer
wastage of time.
In order to ensure effectiveness of a meeting, it must
be planned, systematic and rational.
 he process of running an effective meeting includes the following steps:
 Plan the meeting: Plan the meeting in advance. With the plan clear in mind, the objective of the
meeting can be well accomplished. Planning includes-Outline the objective of the meeting.
 Decide the attendees/participants of the meeting.
 Plan an agenda for the meeting, i.e., the topics to be discussed, the sequence in which they will
be discussed, in how much detail they will be discussed, the time given to each agenda topic, etc.
 Plan the starting time of the meeting, plan for the breaks, and also plan the approximate time by
which the meeting should end.
 Announce/declare the meeting: After planning the meeting and before actually beginning the
meeting, the participants should be delivered a message/memorandum to make them aware and
ready for the topics to be discussed in the meeting. Give each participant responsibility for the
agenda item. Issue the agenda.
 Conduct the meeting: Be punctual. Try and arrive before time for the meeting. The meeting
should begin on time. State the objective of the meeting in the very beginning so that all are clear
with the purpose of the meeting. Give a brief introduction of the members/participants so that all
are familiar. Circulate notes and handouts. Involve all attendees during the discussion. Encourage
new ideas from the participants. Respect their ideas. Ask for a feedback. Make sure that there are
no distractions during the meeting (such as ringing cell phones, or participants fiddling with pen,
or gossiping, etc.). Give a quick review of the issues discussed in the meeting. Make sure that all
the issues are discussed within the time frame. If time does not permit discussion of all issues, ask
the participants if they are comfortable in discussing those issues in next meeting. Fix and decide
upon the time for the next meeting.
 Evaluate the meeting: Assess the meeting after it is conducted. Distribute an evaluation form to
all participants which provides you a feedback on the effectiveness of the meeting. To get credible
and honest feedback, do not give a space for name of the attendee on the form. Ask questions
such as whether the objectives of the meetings were well met, did it involve participation of all,
which part of the meeting did the attendee found most constructive and which part of meeting
was not significant.
 Clearly defining a meeting agenda enables
effective communication, promotes
organization, and increases productivity. Use
the meeting agenda before, during, and after
your meetings. Below are guidelines and tips
to create your own.

A meeting agenda is a list of activities that
participants are hoping to accomplish during
their meeting. It serves several purposes:
 It gives the attendees prior notice of what
will be discussed.
 It sets clear expectations for what needs to
occur before and during a meeting.
 It keeps the participants focused on the
topic at hand.
 It sets the pace of the meeting.
 It acts as a time management tool.
 Make the meeting objectives clearProvide a brief overview of what the meeting
will cover without going into specific agenda items. Do you want to share an update
with your team? Do you need your colleagues' input or feedback? Do you want to
make a decision together? The more clarity you can offer on the goals of the
meeting, the more likely you will be to achieve them faster.
 List agenda topics as questions or tasksAvoid vague agenda items – make the purpose
of the discussion clear immediately. Adding supporting questions or tasks is a great
way to do it. For example, if you want to share with your team a proposal for the
next quarter's sales goals, specify what you want to find out.
 Clarify expectations and responsibilitiesDo you want your meeting participants to
prepare anything in advance? Who is responsible for what topic? If you want
someone on your team to provide context for a topic or explain some data, let them
know in advance and allow them some time to prepare rather than putting them on
the spot during the meeting.
 Estimate a realistic amount of time for each topicOne of the most common mistakes
is packing your meeting agenda with too many items and underestimating the time
it would take to go through them all. Try to be realistic if you want the discussions
to be meaningful and not overly rushed. Consider how much time it would take to
introduce the topic, answer questions, evaluate potential solutions, and agree on
the follow-up actions.
 Get feedback from your teamAre the topics you selected relevant to all
participants? Are you missing an important matter that needs to be discussed? If you
want your team to be engaged during the meeting, seek their feedback and
consider including their topic suggestions in your meeting agenda. Many document
collaboration tools allow you to easily exchange feedback with your colleagues.
What to include in a meeting agenda

The topics you should include in your team meeting agenda

depend, of course, on the purpose of the meeting.
However, regardless of whether your meeting is a
brainstorming session or a quarterly retrospective, most
agendas include the following:
 Information items. This includes any updates you may
want to share with the group.
 Action items. These are the tasks your team should
complete during or after the meeting.
 Discussion items. These are all the topics you want your
team to provide feedback on.
 Explicitly clarifying which category each agenda item falls
into helps your team deliver exactly the input that is
expected of them.
 Don't forget to include additional helpful details, for
example, who will be presenting each topic and how long
each presentation will take.
 1. Be on time
 Nothing says that a meeting is not important more than turning up late to it. Not
sticking to the allocated time schedule in a meeting also shows a lack of respect for
other people’s time.
 Be aware of the message that you are sending.
 2. Stay on topic
 An agenda should be driven by action and sent to attendees in advance. If an item
comes up for discussion that is not on the agenda make a note to discuss it during
General Business or schedule it in for another time.
 3. Voice of success
 The energy in your voice can give clues to the message that you are sending.
 Are you delivering your point with confidence?
 Does your message sound positive or negative?
 How can you use your voice inflections to emphasise your point?
 What feeling is your tone of voice reflecting?
 4. Word choice
 Your choice of words and language in a meeting can sometimes persuade opinions to
go in your favour or do the reverse. Be mindful when choosing your words and avoid
language that makes assumptions or discriminates.
 5. Watch your body language
 Body language is just as important as verbal communication. It provides
clues to your attitude and state of mind – be conscious of the message
that you’re sending with your body language.
 Are you slouching in your chair?
 Are you using eye contact to include everyone?
 Are your arms crossed defensively?
 6. Listen
 When you are not speaking make sure that you are practising good
listening skills. Communication is a two-way process. Actively listening to
your colleagues can help you to better understand and communicate with
them.
 7. Avoid distractions
 Following the agenda and staying within the timeframe of each action
point will help you to stay focused. Have water at hand to remain
hydrated and put your phone away to avoid external distractions.
 Good meetings require good participants and good leaders. All attendees
should be prepared and ready to communicate effectively in order to
make the meeting as productive and constructive as possible.
 What are Meeting Minutes?
 Meeting minutes are notes that are recorded
during a meeting. They highlight the key
issues that are discussed, motions proposed
or voted on, and activities to be undertaken.
The minutes of a meeting are usually taken
by a designated member of the group. Their
task is to provide an accurate record of what
transpired during the meeting.
There are five main steps involved in recording
the minutes of a meeting. They are:
 Pre-planning
 Record-taking
 Writing or transcribing the minutes
 Sharing meeting minutes
 Filing or storage of minutes for referencing in
the future

 Pre-Planning
 If a meeting is well-planned in advance, taking minutes will be a lot easier. That said,
the chairperson and the secretary or minutes-recorder should work together to determine the
agenda of the meeting beforehand. For example, the person recording minutes could work with
the chair to draft a document that will serve as an agenda and provide the format for the
meeting.


 Meeting Agenda
 If it’s not possible for the chair and secretary to meet and come up with a draft, then it’s up to
the secretary to get a copy of the agenda before the meeting starts. The meeting agenda will
serve as a guide for how to take notes and prepare the minutes. In addition, the agenda also
includes other details, which need to be incorporated in the minutes. They include:
 Names of all the members present – includes guests and speakers
 Documents that may be handed out as the meeting progresses, such as copies of a list of proposals
to be voted on


 Expectations
 When an individual is chosen as the minutes recorder, it’s important for them to know what is
expected of them. Therefore, the individual should approach the chair of the committee and ask
what their role in the meeting will be. For example, if the meeting will involve proposing motions,
the designated member should inquire as to whether he should include the names of those
proposing motions and those seconding.
 Before recording any details, a designated minutes recorder
should familiarize themselves with the type of information that
they should record. A group may be using a specific format to
record notes but, overall, the minutes of a meeting typically
include the following details:
 Date and time the meeting happened
 Names of attendees, as well as absent participants
 Acceptance of, or amendments made to, the previous meeting’s
minutes
 Decisions made regarding each item on the agenda, such as:
1. Activities undertaken or agreed upon
2. Next steps
3. Outcomes of elections
4. Motions accepted or rejected
5. New business
6. Date and time of the next meeting
 When the meeting ends, the individual tasked with
writing minutes should get all the resources he needs
to write up the minutes in a clear, presentable way.
Here are some tips to consider:
 Once the meeting ends, don’t take too long to write
the minutes. This way, everything that took place in
the meeting is still fresh in your mind.
 Review the outline that had been created earlier and
make adjustments where necessary. This might
include adding extra information or clarifying some of
the issues raised. Also, check to see that all verdicts,
activities, and motions were clearly recorded.
 Revise the minutes and ensure they’re brief but clear.
 Once the secretary completes writing the minutes,
he’s supposed to share them with the group
members. They can be shared online or through the
cloud. Considering that minutes and other types of
documents can entail a lot of paperwork, it may be
preferable to use a paperless sharing approach.
 For example, if the minutes recorder was
documenting the minutes using Microsoft Word,
which does not offer online sharing, then they might
consider using Google docs, which offers a way of
sharing documents online with other users.
 The recorder is also supposed to save a copy of the
meeting minutes for future reference. Most
companies store their minutes online – either
in Google Docs or One Drive.
 The office order is an order issued by the employer or
authorization or senior employees. There are
instructions about the work-related information
indicated by the organization in the orders of the
office. Employees are obliged to accept it. Office
order is issued in the month of the week or early
Monday to check progress.
Office orders can be issued on any information such
as changes in work hours or details of employee
designation in promotions or projects. The order of
the officer is a downward communication that
imposes a stamp of the company.
 These offices communicate changes in the
designation of the employee or suspending a
particular employee and granting privileges,
disciplinary proceedings. Sometimes office orders are
issued related to the ban.
 An order in which instructions or instructions are compiled by the
person receiving the order.
 It is a means of communication towards the bottom.
 It imposes a stamp of authority and people working at the
lower level are bound to accept it.
 It is used to communicate matters related to-
1. Entry
2. Promotion
3. Transfer
4. Suspension
5. Termination of services
6. Giving/withdrawing some privileges
7. Some restrictions
8. Disciplinary proceedings
9. Refuse to leave an employee
 The order should be very accurate.
 It should be written in very simple words.
 The order should be written in an unverified
language.
 It should be clearly specified who they are for.
 It should be right and down to the point.
 It should attract the attention of the respected
person who has to comply with the order of the
office.
 It should have specific instructions or
instructions for compliance.
 It should be authenticated and duly signed by a
competent authority.
To write an effective press release, answer the following questions:
 Who? Who are the key players - your company, anyone else
involved with the product? Who does your news affect/who does
it benefit?
 What? What is new?
 Why? Why is this news important - what does it tell people that
they need to know?
 Where? Where is this happening?
 When? What is the timing of this? Does this add significance?
 How? How did this come about?
 It's then a matter of putting the details together into short
punchy sentences. That sounds simple but can be quite
challenging.
 If you don't get the words right first time, keep trying. Most press
releases go through several drafts. It's essential that you get
across the key points and benefits.
 The most important thing to think about when
writing a press release is the target audience.
The readers of a niche magazine or website will
be very different to those that read the local
newspaper. You should write different versions of
your release for the different audiences you are
targeting.
 When thinking about the audience, consider
what knowledge they have about your company
and product, and the type of language they will
understand. The language used to describe
production processes, for example, might be
relevant for a specialist engineering audience,
but not for the general public.
 The answer is, as few paragraphs as you need to
get your points across. Avoid waffle and lengthy
explanation. Keep the copy as tight as possible.
 You need to get all the key information into the
first paragraph of a press release. The test of
success is whether the story can be understood
in its entirety just by reading the first
paragraph.
 The second paragraph expands on the first,
giving a bit more detail. Often, the third
paragraph provides a quote. The fourth
paragraph outlines final information, such as
other products in development, for example.
 A writing style with sentences that are 25 words in
length or fewer helps make your press release
punchy.
 A good press release should take a factual tone and
be short and concise, giving the journalist the
essence of the story. They will get in touch if they
want more information. If you get the news content
right and write to the publication's style, you give
yourself a good chance of getting your story across.
 With press releases for broadcast media, the same
rules apply in terms of writing and presentation. It is
not uncommon to be invited for interview and find
that, particularly in live interview situations, the
interviewer has only read the first paragraph of the
release or scanned it in the 30 seconds before the
interview.
Timing - for immediate release or embargo?
 Indicate at the top of the release whether it is for immediate release or under
embargo, and if so, give the relevant date. Remember that it can be frustrating for
journalists to receive information under embargo that cannot be published straight
away. An embargo does not mean that journalists can't contact you about your story.
It just means that you are asking them not to publish it before a particular date.
Give the press release a title
 The job of the press release title is to grab attention and encourage the journalist
to read more. Don't waste time stressing over what title will look like in print - most
journalists/editors will change the title to suit their readership.
How to end the press release
 Signal the end of the press release with the word "Ends" in bold. After "Ends", write
"For further information, please contact" and list your details or those of an
appointed person. Do give a mobile number if you can, so that journalists can
contact you easily. The more accessible you are, the better.
 If any further information is needed, these can go in "Notes to editors" under the
contact information. Examples might include background information on the
company (called a boilerplate), or a note saying that photos are available. It's
helpful to number these points, to make your press release as clean as possible.
 It's essential to research the press and media you will be
targeting with your press release. Get hold of back copies and
tune in to relevant radio and TV programmes. This will enable
you to tailor your story to suit.
 For any news story, there are many angles that can be used. If a
business launches a new product, there might be mileage
in targeting any, or all, of the following:
 local press (the area in which the company is based);
 specialist press (the company's sector);
 specialist press (read by people who will benefit from the news in
the release);
 consumer press (if there is a more mainstream benefit);
 national press (if there is a significant impact or change).
 When you do your research, identify working patterns and
deadlines. Many weekly local papers, for example, have a
Tuesday deadline for Thursday publication. So, you might be wise
not to issue a time-sensitive press release to that audience on a
Wednesday.
 Generally, you should send a press release by
email. It's wise to make your subject line
attention-grabbing. Any press release sent by
email should be pasted into the email rather
than sent as an attachment - this may see
your email flagged as spam.
 Journalists receive a lot of emails, so you
may want to follow up press releases with a
call to check they've seen it.
 If you have photographs to use with your press
release, then supply them. If you read the news
during the week, you'll find that many stories appear
as just a photograph with caption. It's a great way to
get your message across, and can be quite striking.
 Avoid head-and-shoulders shots - think more
creatively. Be careful with branding, as shots that
have large logos in the background can be a huge
turn off. Photos that may be reproduced in black and
white also need careful thought to get the tones
right.
 It's a good idea to include in your press release,
under 'Note to editors', that photos are available on
request, rather than sending them as an attachment
with your press release. Clogging up inboxes won't
win you any friends, and attachments may be flagged
as spam.
 MicrosoftExcel is the best tool in
the Microsoft Office Suite for analyzing data.
Yet Excel also has the charting and graphing
features that help display your data in an
easy to understand format. Not every
presentation has to be in PowerPoint. In fact,
Microsoft Excel can be a better medium for
presenting data in many cases. Let’s discuss
some Excel presentation tips that will help
you present data in a compelling and visually
appealing format
 Effectively providing a visual summary of data
using graphs and charts is an important
presentation technique. But it’s just as easy to
make a confusing chart as it is to make a helpful
one. Cramming every bit of data possible into a
visual can result in your presentation becoming
cluttered and complicated. Will your audience
be able to comprehend the data being
portrayed? Could you possibly group or format it
differently to make it more meaningful or easier
to understand? Excel offers several choices for
chart type that can turn the raw data of your
excel workbook into an easy to understand
format. Excel charts can also be used as embeds
in PowerPoint presentations.
 Ifyou have hierarchical excel data or you are
trying to describe a process or a series of
steps, then a diagram may be the best
option. Diagrams are great if you’re creating
organization charts, flow charts, or other
data that would benefit from a visual layout.
The simplest way to gain and keep someone’s
attention is to show them an image that is
eye-catching and easy to understand.
 Tocall attention to sections of data in your
spreadsheets, such as summary totals and
conditional formatting, use color highlighting
along with a border to make that section
stand out. You can also create a key to
describe what different highlight colors
mean. Colors are visually appealing and draw
the audience’s eyes to the specific
information that you want to show them. If
you provide a color-coded key, then they can
easily determine what they’re looking at.
.
 Excelhas a wide selection of built-in themes
that will distinguish column headers and
other areas of the spreadsheet so that you
present a pleasing color pallet. These themes
provide a starting point for choosing fonts,
formatting, and colors that are easy to read
and visually appealing. People associate a
coordinated color pallet with professionally
done work and will be more likely to pay
attention if they believe you carefully
constructed your presentation.
 Sparklinesare small charts or graphs inserted
as the background of a single cell. Sparklines
are useful for illustrating trends or patterns
in a data table without creating a full
chart. And, unlike charts, sparklines are
automatically printed along with the
worksheet.
 Sparklines can be used to show trends or
maximum and minimum values. Since
sparklines don’t take up as much space as
traditional charts and can be placed next to
the data being described, they can be an
effective tool for analysis.
 memo (or memorandum, meaning “reminder”)
is normally used for communicating policies,
procedures, or related official business within an
organization. It is often written from a one-to-all
perspective (like mass communication),
broadcasting a message to an audience, rather
than a one-on-one, interpersonal
communication. It may also be used to update a
team on activities for a given project, or to
inform a specific group within a company of an
event, action, or observance.
 Purpose
 A memo’s purpose is often to inform, but it occasionally includes an
element of persuasion or a call to action. All organizations have informal
and formal communication networks. The unofficial, informal
communication network within an organization is often called
the grapevine, and it is often characterized by rumour, gossip, and
innuendo. On the grapevine, one person may hear that someone else is
going to be laid off and start passing the news around. Rumours change
and transform as they are passed from person to person, and before you
know it, the word is that they are shutting down your entire department.
 One effective way to address informal, unofficial speculation is to spell
out clearly for all employees what is going on with a particular issue. If
budget cuts are a concern, then it may be wise to send a memo
explaining the changes that are imminent. If a company wants employees
to take action, they may also issue a memorandum. For example, on
February 13, 2009, upper management at the Panasonic Corporation
issued a declaration that all employees should buy at least $1,600 worth
of Panasonic products. The company president noted that if everyone
supported the company with purchases, it would benefit all (Lewis,
2009).
 A memo has a header that clearly indicates who
sent it and who the intended recipients are. Pay
particular attention to the title of the
individual(s) in this section. Date and subject
lines are also present, followed by a message
that contains a declaration, a discussion, and a
summary.
 In a standard writing format, we might expect to
see an introduction, a body, and a conclusion. All
these are present in a memo, and each part has
a clear purpose. The declaration in the opening
uses a declarative sentence to announce the
main topic. The discussion elaborates or lists
major points associated with the topic, and the
conclusion serves as a summary.
 Audience OrientationAlways consider the audience and their needs when preparing
a memo. An acronym or abbreviation that is known to management may not be
known by all the employees of the organization, and if the memo is to be posted
and distributed within the organization, the goal is clear and concise communication
at all levels with no ambiguity.
 Professional, Formal ToneMemos are often announcements, and the person sending
the memo speaks for a part or all of the organization. While it may contain a
request for feedback, the announcement itself is linear, from the organization to
the employees. The memo may have legal standing as it often reflects policies or
procedures, and may reference an existing or new policy in the employee manual,
for example.
 Subject EmphasisThe subject is normally declared in the subject line and should be
clear and concise. If the memo is announcing the observance of a holiday, for
example, the specific holiday should be named in the subject line—for example, use
“Thanksgiving weekend schedule” rather than “holiday observance”.
 Direct FormatSome written business communication allows for a choice between
direct and indirect formats, but memorandums are always direct. The purpose is
clearly announced.
 ObjectivityMemos are a place for just the facts, and should have an objective tone
without personal bias, preference, or interest on display. Avoid subjectivity.
 Thank you