6.
Select the most practical methods for
PLANNING
Planning
● Charting the future
● Doing the right thing at the right time to
accomplish organizational goals (VMG)
● encompasses determining philosophy,
goals, objectives, policies, procedures, and
rules;
● carrying out long- and short-range
projections; determining a fiscal course of
action; and managing planned change.
● Deciding in advance what to do; who is to do
it; and how, when, and where it is to be done
Importance of Planning
● It leads to success in the achievements of
goals and objectives
● It provides meaning to work
● It provides for the effective use of available
personnel and facilities
● It helps nurses cope with crises and
problems calmly and efficiently and manage
planned change.
● It is cost effective
● It is based on past and future activities
● It reduces the element of change
● It is necessary for effective control
Emergency Fund
PLAN AHEAD
Four Stage Process
1. Establish objectives
2. Evaluate the present situation & predict
future trends & events
3. Formulate a planning Statement
4. Convert the plan into an action statement
Characteristics of a Good Plan
1. It should have a clearly worded objectives,
including results and methods for evaluation
2. Be guided by policies and/or procedures
affecting the planned action
3. Indicate priorities
4. Develop actions that are flexible and realistic
in terms of available personnel, equipment,
facilities and time
5. Develop a logical sequence of activities
achieving each objective
Principles
● Planning requires:
- scientific thinking
- spell out in clear terms the definition
of the purpose
- analyze the problem and
- make a careful and diligent search
for all the facts bearing upon it.
● The task of planning will be
well-accomplished if some fundamental
principles are followed in the process.
PRINCIPLES OF PLANNING
1. Principle of Commitment:
● Certain resources must be committed or
pledged for the purpose of planning
2. Principle of the Limiting Factor:
● Involves varied factors of different
importance.
● Implies that more emphasis has to be put on
that factor which is scarce or limited in
supply or extremely costly. This will help in
selecting the most favorable alternative.
3. Principle of Reflective Thinking:
● Based on rational considerations.
● Involve reflective thinking which signifies
problem-solving thought process
● A process by which past experiences are
superimposed on the facts of the present
situation and possible future trends. None
can be a planner whose mind is not active,
who does not possess any deliberate power
and whose sense of judgment is not strong.
4. Principle of Flexibility:
● The plan should be so prepared that there is
sufficient scope for changing it from time to
time.
● Changes must necessarily be made in the
plan, taking into account new developments
that may take place in the course of the
operation of the plan.
1
5. Principle of Contribution to Enterprise
Objectives:
● A major plan is prepared, it is supported by
many derivative plans.
● All plans must contribute in a positive way
towards the achievement of the enterprise
objectives.
6. Principle of Efficiency:
● Attain the objectives of the enterprise at the
minimum cost and least effort
● It must also achieve better results with the
minimum of unexpected happenings.
7. Principle of Selection of Alternatives:
● Planning is basically a problem of choosing.
The essence of planning is the choice
among alternative courses of action.
8. Principle of Planning Premises:
● Premises are the assumptions regarding the
environmental forces
● There must be complete agreement among
the managers in respect of planning
premises over which the structure of plan is
to be framed
9. Principle of Timing and Sequence of
Operations:
● Timing and sequence of operations
determine the starting and finishing time for
each piece of work according to some
definite schedule and give practical and
concrete shape and form to work
performance.
10. Principle of Securing Participation:
● To secure participation of the employees
with wholehearted co-operation in execution
of the plan, it is necessary that the plan must
be communicated and explained to them for
their full understanding.
11. Principle of Pervasiveness:
● Though a major planning function is
entrusted to the top management, it is not
restricted to the top level only.
12. Principle of Strategic Planning:
● Strategic planning is essential where there is
competition. Planners must take into
account the strategies of the rival
organizations, otherwise the planning
projection may land them in trouble.
13. Principle of Innovation:
● A good system of planning should be
responsive to the opportunities for
innovation.
● Consists in creating something new for
increasing satisfaction of the consumers.
14. Principle of Follow-up:
In the course of execution of a plan, certain
obstacles may crop up midway and planning may
require revision, alteration or correction.
● Types of Planning
● Decision-making
● Modes of Planning
Types of Planning
1. Strategic or Long Range Planning
2. Operational or Short-Range Planning
1. Strategic or Long-Range Planning
➢ “What are the right things to do”
○ Usually extending 3 to 1 years into
the future.
○ Focuses on VMG, Philosophy of the
organization
○ May be done once or twice a year
➢ A systemic step-by-step process by which
an organization charts its course of action
towards a chosen destination.
➢ Includes a high-level overview of the entire
business
➢ Foundational basis of the organization and
will dictate long-term decisions
➢ May utilize tools such as:
○ SWOT Analysis
○ Balanced Scorecard
Balance Scorecard
➢ Developed by Robert Kaplan and David
Norton in the early 1990s
➢ Used to develop metrics (performance
measurement indicators), collect data, and
analyze that data from four organizational
perspectives:
○ Financial,
○ Customers,
2
 ○Internal business processes (or
organization’s
simply processes), and position.
○ Learning and growth.
➢ These measures “align individual,
departmental, and organizational goals and
Goals: Strengths: Weaknesses:
identify entirely new processes for meeting
Increase patient - highly trained - understaffed
customer and shareholder objectives. census by the nurses Short in space
end of 3rd - high-end to expand
SWOT Analysis quarter of 2021 equipment
➢ One of the most commonly used in
Opportunities: - accommodate W, O Strategies
health-care organizations - hospital in the COVID and Strategies that
➢ Also known as TOWS analysis city and capacity Non-COVID overcome
➢ Was developed by Albert Humphrey at due to COVID patients Weaknesses ta
- government - apply take
Stanford University in the 1960s and 1970s. restrictions equipment Opportunities
➢ STEPS
○ Define the desired objective Threats: S, T Strategies W, T Strategies
○ SWOTs are discovered and listed - COVID Strategies that Strategies that
infection use Strengths to minimize
○ Then decide if the objective can be avoid Threats Weaknesses to
achieved in view of the SWOTs avoid Threats
➢ Strengths: Internal competencies and
resources possessed by the organization
Strategic Planning
that enhance its ability to achieve its
● SWOT and Balanced Scorecard are
objectives.
different, but also similar- they help
➢ Weakness: Internal deficiencies that tend to
organizations assess what they do well and
inhibit the organizations’ ability to attain its
what they need to continue to be effective
objective.
● Help planners to identify issues most likely
➢ Opportunities: External developments that
to impact a particular organization or
could significantly benefit the organization.
situation in the future and then to develop an
➢ Threats: External trends and events that are
appropriate plan for action.
potentially harmful to an organization’s
Steps in Strategic Planning:
position.
1. Clearly define the purpose of the
organization.
Goals: Strengths: Weaknesses: 2. Establish realistic goals and objectives
Internal Internal consistent with the mission of the
competencies deficiencies that
and resources tend to inhibit organization.
possessed by the 3. Identify the organization’s external
the organization organizations’ constituencies or stakeholders and then
that enhance its ability to attain determine their assessment of the
ability to achieve its objective.
its objectives. organization’s purpose and operations.
4. Clearly communicate the goals and
Opportunities: S,O Strategies W,O Strategies objectives to the organization’s constituents.
External Strategies that Strategies that
5. Develop a sense of ownership of the plan.
developments use Strengths to overcome
that could take advantage Weaknesses to 6. Develop strategies to achieve the plan.
significantly of Opportunities take advantage 7. Ensure that the most effective use is made
benefit the of Opportunities of the organization’s resources.
organization.
8. Provide a base from which progress can be
Threats: S, T Strategies W, T Strategies measured.
External trends Strategies that Strategies that 9. Provide a mechanism for informed change
and events that use Strengths to minimize as needed.
are potentially avoid Threats Weaknesses to
harmful to an avoid Threats 10. Build a consensus about where the
organization is going.

3
 Decision-making
2. Operational or Short-Range Planning ● Has a pervasive influence upon planning
➢ “How does one do things right” and it is a part of the planning process
➢ Deals with day-to-day maintenance ● Often thought to be synonymous with
activities. management
➢ Plans involve a period of 1 hour to 3 years ● Both an innermost leadership activity and
and are usually less complex than strategic the core of management
or long-range plans ● One of the criteria on which management
➢ Short-term planning may be done annually, expertise is judged
quarterly, monthly, weekly, daily, or even ● Quality of the decisions that leader
hourly managers make is the factor that often
➢ Focus include policies for approaching weighs most heavily in their success or
problems, rules for specific regulations and failure
procedures for a step-by-step process for ● Definition:
accomplishing particular objectives ○ A complex, cognitive process often
➢ Made by 1st level managers defined as choosing a particular
course of action.
○ The thought process of selecting a
logical choice from the available
Levels of Managers
options.
Top Level Middle First Level
Level Problem Solving:
● Part of the decision-making and is a
Examples Chief of Unit Charge
nursing supervisor nurse systematic process that focuses on
officer Department Team analyzing a difficult situation.
Chief head leader ● Always includes a decision-making step
executive director Primary
officer nurse
Chief Problem Solving vs Decision-Making
financial ● Though decision-making is the last step in
officer the problem-solving process, it is possible
Scope of Look at Focus is on Focus for decision-making to occur without the full
responsibili organizatio integrating primarily on analysis required in problem-solving.
ty n as a unit-level-d day-to-day ● Decision-making
whole as ay-to-day needs at ○ Is usually triggered by a problem but
well as needs with unit level
external organizatio if often handled in a manner that
influences nal needs does not focus on eliminating the
underlying problem
Primary Strategic Combinatio Short-rage,
Decision-making
planning planning n of long operational
focus and short planning ● Critical thinking
range ○ Sometimes referred to as reflective
planning thinking
○ Is related to evaluation and has a
Communic More often Upward More often
ation flow top-down and upward; broader scope than decision-making
but downward generally and problem-solving
receives with great relies on ○ Denied as:
subordinate centrality middle-leve
feedback l managers ■ (Dictionary, 2013) The
both to transmit mental process of actively
directly and communica and skillfully
via tion to conceptualizing, applying,
middle-leve top-level
l managers managers and analyzing, synthesizing,
and evaluating information

4
 to reach an answer or ● Seek the status quo, and spend energy
conclusion. preventing change and maintaining
conformity
Traditional Problem-Solving Process: ● When changes do occur, they occur slowly
1. Identify the problem. and incrementally
2. Gather data to analyze the causes and 3. Preactivism
consequences of the problem. ● Future-oriented
3. Explore alternative solutions. ● Utilize technology to accelerate change
4. Evaluate the alternatives. ● Do not value experience and believe that the
5. Select the appropriate solution. future is always preferable to the present
6. Implement the solution. 4. Interactive
7. Evaluate the results. ● Consider the past, present, and future plans
● Weaknesses: of the organization
○ Amount of time needed for proper ● Requires adaptability
implementation. ● Proactive, anticipating news created by
○ Less effective when time constraints change
are a consideration.
○ Lack of initial objective-setting step. ELEMENTS OF PLANNING:
○ To be guided and prevent from 1. Forecasting the future
being side-tracked 2. Set Objectives/Goals and Determined
The Nursing Process Desired Result
● Developed by Ida Jean Orlando in the late 3. Develop and Schedule Strategies,
1950s Programs/Projects/Activities; Set the Time
● Decision-making model Frame
● Greatest strength of the nursing process 4. Prepare the Budget and Allocation of
may be its multiple venues for feedback Resources
5. Establish Policies Procedure and Standards

1. FORECASTING THE FUTURE

● Forecasting is looking into the future
● Refers to estimation of time series, cross
sectional or longitudinal data

In making forecast, 3 things should be considered:

1. Agency
2. Community Affected
3. Goals of Care
Modes:
1. Reactive Planning ● Forecast must be supported by facts,
2. Intactivism reasonable estimates and accurate
3. Preactivism reflection of policies and plans
4. Interactive (Proactive Planning)
2. SET OBJECTIVES/GOALS AND DETERMINED
1. Reactive Planning DESIRED RESULT
● Occurs after a problem exist
● Planning efforts are directed at returning the GOALS
organization to a previous, more comfortable ● Broad statement of intent derived from the
state purposes of organization
● Done in response to a crisis ● Is a desired aim or condition toward which
● Can lead to hasty decisions and mistakes one is willing to work
2. Inactivism

5
 ● It changes with time and requires periodic
reevaluation
● Usually have multiple objectives that each
accompanied by target dates
● Are long - term aims that you wish to
accomplish
● Global in Nature, AMBITIOUS BUT
REALISTIC
Individual Goals - are personal goals, based on
one’s desired in life
Group Goals - may refer also to organizational
goals although on a smaller scale
Organizational Goals - management goals of an
organization that are established to justify its
existence
OBJECTIVES
● Similar to goals
● Motivate people to specific end
● More specific and measurable
● Identify HOW & WHEN the goal is to be
accomplished
● SMARTER - Specific, Measurable,
Achievable, Relevant, Time - Bounded,
Exciting, Recorded
MISSION OR PURPOSE
● The mission statement outlines the agency’s
reason for existing, who the target clients
are, and what services will be provided.
○ Reason for the existence of the
organization (Nursing service exist
to promote and maintain health)
VISION
● Used to describe future goals of the
organization
● “The organization will never be greater than
the VISION that guides it”
PHILOSOPHY
● Flows from the Mission Statement &
delineates the set of values and beliefs that
guide all action of the organization
● The sense of purpose of the organization
and the reason behind its structure and
goals
● States the beliefs that influences nursing
practice and beliefs about healthcare
● Must be translated into specific goals and
objectives
POLICIES
● Are guidelines to help in the safe and
efficient achievement of organizational
objectives
PROCEDURES
● Procedures are specific directions form
implementing written policies
3. DEVELOP AND SCHEDULE STRATEGIES,
PROGRAMS/PROJECTS/ACTIVITIES; Set the
TIME FRAME
STRATEGY
● Is the techniques, methods, or procedure by
which the overall plan of higher
management achieves desired objectives.
PROGRAMS
● Are activities put together to facilitate
attainment of some desired goals
● Are predetermined, developed and targeted
within a time frame to reach the set goals
and objectives
THE PLANNING FORMULA
● WHAT, WHEN, WHERE, HOW, WHO, WHY,
CAN
TIME MANAGEMENT
● A technique for allocation of one’s time
through the setting of goals, assigning
priorities, identifying and eliminating time
wastes and use of managerial techniques to
reach goals efficiently.
6
PRINCIPLES OF TIME MANAGEMENT
1. PLANNING FOR CONTINGENCIES
● Planning anticipates the problem that will
arise from actions
2. LISTING OF TASK
● Task to be accomplished should be done in
sequence which are prioritized according to
importance
3. INVENTORY
4. SEQUENCING
5. SETTING AND KEEPING DEADLINES - AND
ADHERING TO DEADLINE IS AN EXCELLENT
EXERCISE IN SELF DISCIPLINE
6. DECIDING ON HOW TIME WILL BE SPENT
MULTITASKING
● Trying to get more things done in less time
Example:
● answering phones calls while charting
● Sending emails while in the meeting
4. PREPARING THE BUDGET
BUDGET
● Is a process of planning
● May be developed in various format
depending on how the organization is
structured
● Is the annual operating plan, a financial
“road map” and plan which serves as an
estimate for future costs and a plan
utilization of manpower, material and other
resources to cover capital projects in the
operating program
BUDGET: (Approaches) May be considered as:
● Cost Centers
● Revenue Centers
● Profit Centers
● Investment Centers
BUDGETING CATEGORIES:
● Incremental - line-by-line budget
● Zero - based - justify
● Fixed or Variable
OPERATING BUDGET:
● Revenue - patient care income expected for
the budget period
● Expense - consists of salary and non-salary
items, the going and outgoing expenses.
Expenses should reflect patient care
objectives objectives and equity parameters
established by the nursing unit.
NURSING BUDGET:
● a plan for allocating resources based on the
preconceived needs for a proposed series of
programs to deliver patient care during one
fiscal year
HOSPITAL BUDGET:
● a financial plan not to meet the future
service expectation
FACTORS IN BUDGET PLANNING:
1. The type of patient, length of stay in the
hospital and acuteness of illness.
2. Size of hospital and bed occupancy.
3. Physical layout of the hospital, size and plan
of the wards, units, nurse's station,
treatment rooms, etc.
4. Personnel policies
● Salaries paid to various types of nursing
personnel including OT pay or shift
differential.
● Extent of VL, SL, holidays
● Provision for staff development
programs.
5. Grouping of patients such as those in
specialized areas.
6. Standards of nursing care:
● kind and amount of care to be given as
it affects the number of hours now of
bedside care.
7. The methods of performing nursing care
● whether it is a simple or complex; the
method of documentation
(computerized or written).
8. Proportion of nursing care provided
● by the professional nurses and those
given by non-professionals
9. Amount and quality of supervision available
and provided;
● the efficiency of job description and job
qualification
10. Method of patient assignment
7
 ● whether functional, case, team or 3. Areas involving matters of personnel
primary management and welfare.
11. Amount and kind of labor
● saving devices and equipment
12. Amount of centralized service provide:
● sterile supply, central o2 supply, linen
supply BUSINESS WRITING & RESUME
13. Nursing services requirements of ancillary
departments; BUSINESS LETTER
● Clinics, admitting office, ER ● A successful business letter is characterized
by courtesy, clarity, and conciseness.
14. Reports required by administration
● a necessity for business transactions
15. Affiliation of nursing students or medical ● the reader’s interest should be kept in mind
students. ● ensure quick transmission of message and
evoke the desired response
● each letter has one main idea or point, and
5. ESTABLISHING NURSING STANDARDS, this should be communicated in plain and
easy-to-understand language
POLICIES AND PROCEDURES
HOW TO GET STARTED
STANDARD:
● practice that enjoys general recognition and Objectives
conformity among professionals or an ○Make it easy for your reader to understand why you
authoritative statement by which quality of are writing
practice or education can be judged. ● putting your objective at the beginning of
your letter
NURSING CARE STANDARD: Common Objectives
● a descriptive statement that desired quality ➢ To confirm (I am writing to confirm our
against which to evaluate the nursing care appointment on ...)

PURPOSE OF NURSING CARE STANDARD: ➢ To ask for confirmation (Following our

❖ Improved quality of care meeting yesterday, I would be grateful if you
could confirm the…)
❖ Decrease the cost of nursing care
❖ Determine nursing negligence ➢ To inform (I am writing to inform you that ...)

SOURCES OF NURSING CARE STANDARD: ➢ To ask for information or advice (I would be

● DOH, BON, Professional Organization, interested to find out more about ... or I
Nursing Programs would appreciate your advice concerning …)

➢ To explain or clarify (I am writing to explain

POLICIES: the company's new procedure
● guidelines to help in safe and efficient concerning…….)
achievement of organizational objectives
➢ To suggest or advise (In response to your
3 general areas in nursing which requires letter, we feel that it is advisable to...)
policy formulation
➢ To make an announcement (We are happy
1. Areas in which conclusion about the venue
to announce ...)
of responsibility might result in neglect or
malperformance of an act necessary to a ➢ To ask someone to do something (I would
patient's welfare. greatly appreciate it if you would ....)
2. Areas pertaining to the projection of patients’
and families’ rights as a right to privacy and ➢ To reply to someone's request (In answer to
right to property your inquiry, I ...)

➢ To thank (I greatly appreciated your

8
 assistance during …)
➢ To enclose something (Please find enclosed
the brochure you requested.)
➢ To attach something (Attached please find
this month's order.)
➢ To complain (I am writing to complain about
…)
➢ To apologize (On behalf of the company, I
would like to extend our sincerest apologies
for ...)
➢ To give good news (We are delighted to
inform you that...)
➢ To give bad news (We are sorry to inform
you that …)
➢ Condolence (I was very sad to hear the
news of John' s death.)
➢ To make a threat (It appears from our
records that payment is overdue. We have
no option but to refer this matter to our legal
team.)
PLANNING
◎ Help you to structure your ideas, making it easier
for your reader to follow you
◎ Make a detailed paragraph plan (where you
decide
what you will include in each paragraph)
AIM: (Planning)
➔ Group ideas logically
➔ Keep text relevant & focus on objectives
➔ Avoid repetition
How to Plan:
1.Decide on your objective
● why are you writing? What information does
the reader need to know?
2.Consider your reader.
● Is your reader an expert in the subject, or
will you have to simplify technical language
or concepts?
3.List everything you want to write
● jot down your ideas as you think of them.
Then, decide which ideas are relevant and
which ideas you can leave out.
4. Make a paragraph plan
● order your ideas into logical paragraphs and
decide what linking words / phrases you'll
need such as "Firstly, secondly, finally" or
"However", or "In addition".
5. Write, following your plan, and then check
● what you have written against your plan.
Have you included everything? Will the
reader know what the next step is?
Putting Your Ideas Into Paragraphs
“If ideas fit together, they can be put together in one
paragraph. However, if many ideas fit together, think
about how you can separate them.
The process is easy
1. Writing Objectives
2. Planning
3. Writing your letter
WRITING LETTER:
◎ Making sure your letters look and sound
professional
● Although emails are used for most business
situations, there will be situations when letter
is more appropriate. Letters tend to be more
formal than emails, but there are standard
guidelines and expressions that will help you
write accurately and professionally every
time.
Structure of letters
LAYOUT
◎ Most companies use headed notepaper, so you
do not have to write your company name and
address. The reader's name and address generally
come under your company details on the left-hand
side of the paper. Underneath this (or above the
reader’s name) put the date of the letter. Reference
details go under the date of the letter. Not all letters
need references, although large companies tend to
use them for correspondence.
9
◎ Some formal letters have a subject heading. If a
heading is necessary, this comes under the opening
(Dear X) and it is normally in bold.
◎ Paragraphs are not normally indented in modern
business correspondence. Instead, all new
paragraphs are double spaced.
Styles of Presentation
STYLES:
◎ There are two styles which are commonly used
for writing business letters. Choosing a particular
style is a matter of individual taste and preference.
◎ If your firm or company has already chosen a
style, use that. But in case you get an opportunity to
select the style of your choice, choose the
complete-block style.
1. The Indented Style
● This is perhaps the oldest form of a
business letter. In it each new element is
indented two to four spaces. Generally,
closed punctuation is used in this style. It
requires more time to type, but those who
advocate this style say that the pleasing
form it presents more than compensates for
the extra time and energy spent.
2. The Complete-block Style
● All parts of the letter, except the printed
letter head, are aligned with the left margin.
A letter in this form saves more time
because indentation is not required for any
part. But some correspondents do not like it
because it appears imbalanced and heavy
on the left side.
STRUCTURE OF LETTER CONTENTS
Letters often contain:
● An opening
● Reference to previous contact or reason for
writing
● (The background to the letter - optional)
● Main point or idea
● (Development of the main point - optional)
● (Additional points - optional)
● Asking for action / reference to the future
● Closing remarks
SAMPLE
Notes:
1. Paragraph 1
● say why you are writing. You can often use a
reference sentence to show the reference to
a previous contact, such as a previous letter
or phone call. If you don't have any previous
contact, use the first paragraph to state why
you are writing: to confirm, clarify or ask
about something, for example.
2. Paragraph 2
● background to the letter. The background
gives more information and helps the reader
become more familiar with the subject of the
letter.
3. Paragraph 3
● main point

4. Paragraph 4
● development of main point

5. Paragraph 5
● additional points

10

6. Paragraph 6
● final paragraph. This paragraph generally
closes the letter with an offer of further help,
or invites a reply. In this paragraph you can
also briefly mention the most important
points again.
that you're writing to a young girl (under the
age of 16) or to a much older woman who
never married. To be on the safe side, most
writers use 'Ms', the female equivalent of
'Mr'.
2. Academic
● Other titles commonly used are 'Dr' if you
are writing to either a medical doctor, or
someone who has a doctorate. Bachelor or
master degree holders are normally
addressed as either 'Mr' or 'Ms'.

3. Esq
● British English writers sometimes use 'Esq.'
in place of 'Mr'. For example, an envelope
could be addressed: John Smith, Esq.

4. Military titles
● Maj. (Major)
● Col. (Colonel)
● Lt. (Lieutenant)

HOW TO ADDRESS 5. Religious titles

● Rev. (Reverend)
Address: ● Fr. (Father)
➔ Friends (first-name basis) ● Sr. (Sister)
- Dear Sarah
- Best wishes (or Kind regards) Emails:
➔ Semi-formal business relationships ● How to make sure your email is read and
- Dear Mr. Brown acted on
Yours sincerely ● Guidelines for email structure, language,
- Dear Ms. Smith and conciseness.
Yours sincerely ● Emails are by far the most common method
of communication for internal office
➔ Formal letters, where the name of the reader correspondence, and they are fast replacing
is unknown letters in all but the most formal business
- Dear Sir (or Dear Sirs) situations. Most people in companies use
Yours faithfully emails for a wide range of purposes: to
- Dear Madam confirm appointments and meetings, request
Yours faithfully help or action, provide information, etc.
- Dear Sir / Madam
Yours faithfully DIFFERENCES

TITLES LETTERS EMAILS

● Can be formal ● Tend to be less

1. Women ● Use conventions formal in tone
● Women are generally addressed as 'Ms'. for opening and and style
Only use 'Mrs' if you're sure that the woman closing a letter ● Few standard
● Start with “Dear conventions.
is married and that she uses her married (name)”. ● Often start
name. Avoid using 'Miss' unless you know ● Provide a without a name,

11
 Example:
permanent, or with “Hello” or
written record “Hi” From: Support Team
● Tend to be longer ● Can be easily Subject: Glitches
● Tend to have a deleted Thanks for your email highlighting the
clear paragraph ● Are better for
structure brief responses glitches in the system.
● Used more for or notices << it is impossible to remove the address
external ● The paragraphs field from the database.>>
correspondence tend to be
In fact, you can letter any field by clicking on
shorter
● Suitable for ‘field’ and then…
internal memos ● Use a plain background
and messages. - It is better to use black text on white
background to be sure that your email is
*Emails are generally shorter and more informal easy to read. Patterns or motifs in the body
than letters. Unlike letters, emails don’t have of the emails risk making you look childish or
conventional openings and closings and a variety of immature- stick to a plain white background.
salutations can be used. Because emails are often ● Be polite
written quickly- sometimes as an immediate - Avoid writing sarcastic or angry comments.
response to a request or query- they can often look It’s far better to delay sending an email after
like notes, with short one-sentence paragraphs and you've had time to cool off, than send
abbreviations. something you might regret later.

Guidelines for Writing Emails Email may contain:

● Be brief ● Subject line
- Get straight to the point with your reason for ● (Salutation- optional)
writing. Edit carefully so that your email ● Reason for writing
contains only the most important ● Main point
information. Less important information can ● (Development of point- optional)
be sent in a separate email. ● (Additional points- optional)
● Be clear ● (Closing- optional)
- Use a descriptive subject line that tells your
reader what your email is about. If Resumé
necessary, change the original subject line if ● Document staring your professional
it’s too vague or if the conversation has credentials
moved on to other areas. ● Purpose:
- Don’t write your email in dense paragraphs. ○ To obtain an interview
Shorter paragraphs (even if only one line
long) help your reader easily scan for What is a Resumé?
information. ● A résumé should be a good reflection of who
● Plan you are
- For longer emails, a plan helps you focus on ● It brings together your education, work
the objective of your email and keeps your experience, interests, and skills into one
ideas linked and concise. comprehensive but brief outline for the
● Be accurate employer to read
- Use your spell check to eliminate spelling or
typing errors. DEVELOPING A RÉSUMÉ
- Delete previous emails Process:
- Delete original emails if they are long or 1. Gather information – names, places, & dates
unconnected to your present email. of employment, education
- Instead, refer to parts of the previous email 2. Assess your skills & experiences related to
with angle bracket keys: < and > or << and the type of position you are seeking
>> 3. Outline your resume & organize effectively

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 4. Review and edit – ask for feedback 5. ● summarize your contribution to the
Continue to revisit your resume & revise position, achievements, and/or
throughout academic and professional responsibility assumed
career Optional Add-ons:
● HONORS & AWARDS
DIFFERENCE BETWEEN A RESUME AND ○ Like scholarship, awards (include the
CURRICULUM VITAE date)
Difference ● SKILLS/HIGHLIGHTS
● LENGTH ○ any unique, relevant or necessary skills
○ RES: brief summary (1- 2 pages ) that you have but are not reflected in the
○ CV: more detailed & more than 2 pages other sections of your résumé
● PURPOSE ● REFERENCES:
○ RES: tailored to each position ○ should be on a separate sheet of paper
○ CV: will stay put and any changes will that matches the font/format of your
be in the cover letter resume
● LAYOUT
○ RES: information can be shuffled Elements of a Résumé
around to best suit the applicant
○ CV: clear chronological order listing the REFERENCES:
whole career ● Good references might include professors,
advisors or employers. Never use relatives
ELEMENTS OF A RÉSUMÉ for references.
1. HEADING ● Give a copy of your resume to these
Include: references so they can speak highly of you
● Name when your potential employers speak with
● Address them.
● Email address
● Phone Number
2. OBJECTIVE (optional)
● is a one‐sentence declaration of the
type of job that you are seeking
● appears beneath the heading
● is as specific as possible
3. EDUCATION
● lists all the colleges you have
graduated from (begin with the latest),
along with their addresses, and
● any degrees you have earned with the
date you attained them
● Do not list your high school
○ unless it is of importance to the
employer that you are applying
(ALUMNI)
4. EXPERIENCE
● can refer to paid or unpaid jobs and
should include: Types of Résumé
○ your job title, 1. CHRONOLOGICAL RESUME
○ the name of your employer, 2. FUNCTIONAL RESUME
○ city and country, 3. COMBINATION RESUME
○ dates of employment

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1. CHRONOLOGICAL RESUME
● Lists your work experience from the most
recent backward
● The simplest of resumes
● works best when you’ve had a long, steady
work history and promotions that you want
to showcase

3. COMBINATION RESUME
● combines elements of chronological and
functional resume to improve the clarity or
presentation
EXAMPLE: good work history that supports your
current job objective, you could start with a skills
section that supports the skills needed in the job.

2. FUNCTIONAL RESUME
● Is arranged around your skills and abilities
● Sometimes used by those with little or no
work experience or those who are career
changers
○ For example, if you are strong in
communication skills, under that major
heading you would list a variety of
supportive experiences

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ELECTRONIC RESUME 2.
E- Résumé
● Still need to introduce yourself by way of a
cover note (an abridged version of the cover
letter).
● The same rules apply and you need to
follow them to get noticed

COVER LETTER
Cover / Application Letter
● purpose of a cover letter is to introduce you
to an employer , give them a frame of
reference, and provide an sample of your
writing ability

2 TYPES
1.

2 Types
1. Letter of Application
● is written when applying for a specific
position that has been advertised or
referred.
● Make sure to state the source of the position
(name of referral or posting source; ex:
HotJobs).

2. Letter of Inquiry
● is written to gain an understanding about the
employer and the availability of positions
within the organization.
● This type of cover letter is used when you do
not have background information on the
employer and/or possible positions or
programs that currently exist in the
organization.

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