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 GLOBAL
EDITION

Business Communication
Essentials
Fundamental Skills for the Mobile-Digital-Social Workplace
EIGHTH EDITION

Courtland L. Bovée
John V. Thill
 Brief Contents

Preface 15
Prologue 28

PART 1 Business Communication Foundations 35

1 Professional Communication in Today’s Digital, Social, Mobile World 37
2 Collaboration, Interpersonal Communication, and Business Etiquette 71

PART 2 The Three-Step Writing Process 95

3 Planning Business Messages 97
4 Writing Business Messages 121
5 Completing Business Messages 147

PART 3 Brief Business Messages 167

6 Crafting Messages for Digital Channels 169
7 Writing Routine and Positive Messages 201
8 Writing Negative Messages 225
9 Writing Persuasive Messages 255

PART 4 Longer Business Messages 281

10 Understanding and Planning Reports and Proposals 283
11 Writing and Completing Reports and Proposals 315
12 Developing and Delivering Business Presentations 361

PART 5 Employment Messages and Job Interviews 393

13 Building Careers and Writing Résumés 395
14 Applying and Interviewing for Employment 427

appendix A Format and Layout of Business Documents 459

appendix B Documentation of Report Sources 475
appendix C Correction Symbols 483

Handbook of Grammar, Mechanics, and Usage 487

Answer Key 523
Index 529

 7
This page intentionally left blank
 Contents
Preface 15
Prologue 28
PART 1
Business Communication
Foundations 35
1  rofessional Communication in
P 2
Today’s Digital, Social, Mobile
World 37
COMMUNICATION MATTERS . . . 37
Why Communication Is the Most Important
Business Skill 38
Communication Is Important to Your Career 38
Communication Is Important to Your Company 38
What Makes Business Communication Effective? 39
Communicating as a Professional 40
Understanding What Employers Expect from You 40
Communicating in an Organizational Context 42
Adopting an Audience-Centered Approach 42
Exploring the Communication Process 43
The Basic Communication Model 43
The Social Communication Model 44
The Mobile Revolution 46
The Rise of Mobile as a Business Communication Platform
How Mobile Technologies are Changing Business
Communication 47
Committing to Ethical Communication 48
Distinguishing Ethical Dilemmas from Ethical Lapses
Making Ethical Choices 50
Communicating in a World of Diversity 50
The Advantages and Challenges of a Diverse Workforce
Key Aspects of Cultural Diversity 52
Advice for Improving Intercultural Communication 54
Writing for Multilingual Audiences 55
Speaking with Multilingual Audiences 55
Using Technology to Improve Business
Communication 57
Keeping Technology in Perspective 57
Using Tools Productively 57
Guarding Against Information Overload 57
Reconnecting with People Frequently 62
Developing Skills for Your Career 62
The Future of Communication: Real-Time
Translation 62
What’s Your Prediction? 63
 9
Chapter Review and Activities 63
Learning Objectives: Check Your Progress 63
Test Your Knowledge 64
Apply Your Knowledge 64
Practice Your Skills 65
Expand Your Skills 66
Improve Your Grammar, Mechanics, and Usage 67
Collaboration, Interpersonal
Communication, and Business
Etiquette 71
COMMUNICATION MATTERS . . . 71
Communicating Effectively in Teams 72
Advantages and Disadvantages of Teams 72
Characteristics of Effective Teams 73
Conflict Resolution in Team Settings 73
Collaborating on Communication Efforts 74
Guidelines for Collaborative Writing 74
Technologies for Collaborative Writing 74
Giving—and Responding to—Constructive Feedback 76
Making Your Meetings More Productive 77
Preparing for Meetings 77
Conducting and Contributing to Efficient Meetings 78
Putting Meeting Results to Productive Use 79
Using Meeting Technologies 80
46 Improving Your Listening Skills 81
Recognizing Various Types of Listening 81
Understanding the Listening Process 82
Overcoming Barriers to Effective Listening 82
49 Improving Your Nonverbal Communication
Skills 83
Developing Your Business Etiquette 84
51 Workplace Etiquette 85
Telephone Etiquette 85
Mobile Device Etiquette 86
Online Etiquette 86
Business Etiquette in Social Settings 87
The Future of Communication: The Internet
of Things 87
What’s Your Prediction? 88
Chapter Review and Activities 88
Learning Objectives: Check Your Progress 88
Test Your Knowledge 89
Apply Your Knowledge 90
Practice Your Skills 90
Expand Your Skills 91
Improve Your Grammar, Mechanics, and Usage 92
10 Contents
PART 2
The Three-Step Writing Process
3
Planning Business Messages
COMMUNICATION MATTERS . . . 97
Understanding the Three-Step Writing Process 98
Analyzing the Situation 99
Defining Your Purpose 99
Developing an Audience Profile 100
Gathering Information 101
Uncovering Audience Needs 102
Providing Required Information 102
Selecting the Best Combination of Media and
Channels 102
The Most Common Media and Channel Options 102
Factors to Consider When Choosing Media and Channels
Organizing Your Message 107
Defining Your Main Idea 110
Limiting Your Scope 111
Choosing Between Direct and Indirect Approaches 111
Outlining Your Content 111
Building Reader Interest with Storytelling Techniques 113
The Future of Communication: Haptic
Technologies 115
What’s Your Prediction? 115
Chapter Review and Activities 116
Learning Objectives: Check Your Progress 116
Test Your Knowledge 116
Apply Your Knowledge 117
Practice Your Skills 117
Expand Your Skills 118
Improve Your Grammar, Mechanics, and Usage 119
4 Writing Business Messages
COMMUNICATION MATTERS . . . 121
Adapting to Your Audience: Being Sensitive
to Your Audience’s Needs 122
Adopting the “You” Attitude 122
Maintaining Standards of Etiquette 122
Emphasizing the Positive 123
Using Bias-Free Language 124
Adapting to Your Audience: Building Strong
Relationships 126
Establishing Your Credibility 126
Projecting Your Company’s Image 127
Adapting to Your Audience: Controlling Your Style
and Tone 127
Creating a Conversational Tone 127
Using Plain Language 129
Selecting Active or Passive Voice 129
Composing Your Message: Choosing Powerful
Words 130
Balancing Abstract and Concrete Words 131
Finding Words That Communicate Well 131
Composing Your Message: Creating Effective
Sentences 133
Choosing from the Four Types of Sentences 133
Using Sentence Style to Emphasize Key Thoughts 134
Composing Your Message: Crafting Coherent
Paragraphs 135
95
Creating the Elements of a Paragraph 135
Developing Paragraphs 137
97 Writing Messages for Mobile Devices 137
The Future of Communication: Machine Learning 138
What’s Your Prediction? 140
Chapter Review and Activities 140
Learning Objectives: Check Your Progress 140
Test Your Knowledge 141
Apply Your Knowledge 141
Practice Your Skills 141
Expand Your Skills 143
Improve Your Grammar, Mechanics, and Usage 143
5 Completing Business
106 Messages 147
COMMUNICATION MATTERS . . . 147
Revising Your Message: Evaluating the First Draft 148
Evaluating Your Content, Organization, and Tone 148
Evaluating, Editing, and Revising the Work of Other Writers 148
Revising to Improve Readability 151
Varying Sentence Length 151
Keeping Your Paragraphs Short 151
Using Lists and Bullets to Clarify and Emphasize 151
Adding Headings and Subheadings 152
Editing for Clarity and Conciseness 152
Editing for Clarity 152
Editing for Conciseness 154
Producing Your Message 154
Designing for Readability 154
Designing Messages for Mobile Devices 158
Proofreading Your Message 158
121
Distributing Your Message 160
The Future of Communication: Telepathic
Communication 160
What’s Your Prediction? 161
Chapter Review and Activities 161
Learning Objectives: Check Your Progress 161
Test Your Knowledge 162
Apply Your Knowledge 162
Practice Your Skills 162
Expand Your Skills 165
Improve Your Grammar, Mechanics, and Usage 165
PART 3
Brief Business Messages 167
6  rafting Messages for Digital
C
Channels 169
COMMUNICATION MATTERS . . . 169
Digital Channels for Business Communication 170
Media Choices for Brief Messages 170
Compositional Modes for Digital and Social Media 170
Creating Content for Social Media 171
Optimizing Content for Mobile Devices 173

Social Networks 174
Business Communication Uses of Social Networks 174
Strategies for Business Communication on Social Networks 175
Content-Sharing Sites 176
User-Generated Content Sites 176
Content Curation Sites 177
Community Q&A Sites 177
Email 177
Planning Email Messages 180
Writing Email Messages 180
Completing Email Messages 181
Messaging 182
The Advantages and Disadvantages of Messaging
Guidelines for Successful Messaging 183
Blogging and Microblogging 184
Understanding the Business Applications of Blogging 185
Adapting the Three-Step Process for Successful Blogging 186
Microblogging 187
Podcasting 189
The Future of Communication: Emoticons and Emoji 191
What’s Your Prediction? 191
Chapter Review and Activities 192
Learning Objectives: Check Your Progress 192
Test Your Knowledge 193
Apply Your Knowledge 193
Practice Your Skills 193
Expand Your Skills 196
Improve Your Grammar, Mechanics, and Usage 198
7
 riting Routine and Positive
W Refusing Routine Requests 233
Messages 201
COMMUNICATION MATTERS . . . 201
Strategy for Routine Requests 202
Open with Your Request 202
Explain and Justify Your Request 202
Request Specific Action in a Courteous Close 202
Common Examples of Routine Requests
Asking for Information or Action 203
Asking for Recommendations 203
Making Claims and Requesting Adjustments 206
Strategy for Routine Replies, Routine Messages,
and Positive Messages 206
Open with the Main Idea 206
Provide Necessary Details and Explanation 208
End with a Courteous Close 208
Common Examples of Routine Replies, Routine
Messages, and Positive Messages 208
Answering Requests for Information or Action 208
Granting Claims and Requests for Adjustment 208
Providing Recommendations and References 209
Sharing Routine Information 209
Writing Instructions 212
Announcing Good News 212
Fostering Goodwill 213
The Future of Communication: Communication
Bots 215
What’s Your Prediction? 215
Chapter Review and Activities 216
Learning Objectives: Check Your Progress 216
Test Your Knowledge 216
Contents 11
Apply Your Knowledge 216
Practice Your Skills 217
Expand Your Skills 218
Improve Your Grammar, Mechanics, and Usage 221
8 Writing Negative Messages 225
COMMUNICATION MATTERS . . . 225
Using the Three-Step Writing Process for Negative
Messages 226
Step 1: Planning Negative Messages 226
Step 2: Writing Negative Messages 227
183
Step 3: Completing Negative Messages 227
Using the Direct Approach for Negative
Messages 228
Open with a Clear Statement of the Bad News 229
Provide Reasons and Additional Information 229
Close on a Respectful Note 230
Using the Indirect Approach for Negative
Messages 230
Open with a Buffer 230
Provide Reasons and Additional Information 231
Continue with a Clear Statement of the Bad News 232
Close on a Respectful Note 232
Sending Negative Messages on Routine Business
Matters 233
Making Negative Announcements on Routine Business
Matters 233
Rejecting Suggestions and Proposals 233
Handling Bad News About Transactions 235
Refusing Claims and Requests for Adjustment 236
Sending Negative Employment Messages 236
Refusing Requests for Recommendations 236
Refusing Social Networking Recommendation
Requests 238
Rejecting Job Applications 239
202 Giving Negative Performance Reviews 240
Terminating Employment 241
Sending Negative Organizational News 241
Responding to Negative Information in a Social
Media Environment 243
The Future of Communication: Augmented Reality
and Virtual Reality 244
What’s Your Prediction? 244
Chapter Review and Activities 245
Learning Objectives: Check Your Progress 245
Test Your Knowledge 246
Apply Your Knowledge 246
Practice Your Skills 247
Expand Your Skills 248
Improve Your Grammar, Mechanics, and Usage 252
9 Writing Persuasive Messages 255
COMMUNICATION MATTERS . . . 255
Using the Three-Step Writing Process for Persuasive
Messages 256
Step 1: Planning Persuasive Messages 256
Step 2: Writing Persuasive Messages 259
Step 3: Completing Persuasive Messages 259
12 Contents

Developing Persuasive Business Messages 259 Planning Proposals 299

Framing Your Arguments 260 The Future of Communication: Emotion Recognition
Balancing the Three Types of Persuasive Appeals 261 Software 301
Reinforcing Your Position 263 What’s Your Prediction? 301
Anticipating Objections 263 Chapter Review and Activities 306
Avoiding Common Mistakes in Persuasive Communication 264 Learning Objectives: Check Your Progress 306
Common Examples of Persuasive Business Test Your Knowledge 307
Messages 264 Apply Your Knowledge 307
Persuasive Requests for Action 264 Practice Your Skills 307
Persuasive Presentation of Ideas 266 Expand Your Skills 308
Persuasive Claims and Requests for Adjustments 266 Improve Your Grammar, Mechanics, and Usage 312
Developing Marketing and Sales Messages 266
Planning Marketing and Sales Messages 268
Writing Conventional Marketing and Sales Messages 268 11  riting and Completing Reports
W
Writing Promotional Messages for Social Media 269 and Proposals 315
Creating Promotional Messages for Mobile Devices 270
COMMUNICATION MATTERS . . . 315
Maintaining High Ethical and Legal Standards 271
The Future of Communication: Gestural Computing 272 Writing Reports and Proposals 316
What’s Your Prediction? 272 Adapting to Your Audience 316
Chapter Review and Activities 272 Drafting Report Content 316
Learning Objectives: Check Your Progress 272 Drafting Proposal Content 319
Test Your Knowledge 274 Writing for Websites and Wikis 320
Apply Your Knowledge 274 Drafting Website Content 320
Practice Your Skills 274 Collaborating on Wikis 321
Expand Your Skills 276 Illustrating Your Reports with Effective Visuals 322
Improve Your Grammar, Mechanics, and Usage 279 Choosing the Right Visual for the Job 323
Designing Effective Visuals 330
Completing Reports and Proposals 332
Producing Formal Reports and Proposals 332
PART 4 Distributing Reports and Proposals 332
Longer Business Messages 281 The Future of Communication: Three-Dimensional
Communication 333

10  nderstanding and Planning

U
What’s Your Prediction? 349
Chapter Review and Activities 352
Reports and Proposals 283 Learning Objectives: Check Your Progress 352
Test Your Knowledge 353
COMMUNICATION MATTERS . . . 283
Apply Your Knowledge 353
Applying the Three-Step Writing Process to Reports Practice Your Skills 353
and Proposals 284 Expand Your Skills 354
Analyzing the Situation 285 Improve Your Grammar, Mechanics, and Usage 358
Gathering Information 285
Selecting the Right Combination of Media and Channels
Organizing Your Information 286
285
12  eveloping and Delivering
D
Supporting Your Messages with Reliable Information 287 Business Presentations 361
Planning Your Research 287
Locating Data and Information 289 COMMUNICATION MATTERS . . . 361

Evaluating Information Sources 289 Planning a Presentation 362

Using Your Research Results 290
Conducting Secondary Research
Finding Information at a Library 291
Finding Information Online 292
Documenting Your Sources 293
Conducting Primary Research
Conducting Surveys 294
Conducting Interviews 295
Planning Informational Reports 295
Organizing Informational Reports 295
Organizing Website Content 296
Planning Analytical Reports 297
Focusing on Conclusions 297
Focusing on Recommendations 298
Focusing on Logical Arguments 298
Analyzing the Situation 362
291 Selecting the Best Media and Channels 363
Organizing a Presentation 363
Developing a Presentation 367
Adapting to Your Audience 367
294 Crafting Presentation Content 368
Enhancing Your Presentation with Effective Visuals 371
Choosing Structured or Free-Form Slides 371
Designing Effective Slides 373
Integrating Mobile Devices in Presentations 378
Completing a Presentation 378
Finalizing Your Slides 378
Creating Effective Handouts 379
Choosing Your Presentation Method 379
Practicing Your Delivery 381
 Contents 13

Delivering a Presentation 381

Overcoming Presentation Anxiety 381 14  pplying and Interviewing for
A
Handling Questions Responsively 382 Employment 427
Embracing the Backchannel 383
Giving Presentations Online 383 COMMUNICATION MATTERS . . . 427
The Future of Communication: Holograms 384 Submitting Your Résumé 428
What’s Your Prediction? 384 Writing Application Letters 428
Chapter Review and Activities 385 Understanding the Interviewing Process 433
Learning Objectives: Check Your Progress 385 The Typical Sequence of Interviews 434
Test Your Knowledge 386 Common Types of Interviews and Interview Questions 434
Apply Your Knowledge 386 Interview Media 437
Practice Your Skills 386 What Employers Look for in an Interview 438
Expand Your Skills 387 Preemployment Testing and Background Checks 439
Improve Your Grammar, Mechanics, and Usage 389 Preparing for a Job Interview 439
Learning About the Organization 440
Thinking Ahead About Questions 440
Boosting Your Confidence 441
PART 5 Polishing Your Interview Style 443
Employment Messages and Job Presenting a Professional Image 443
Interviews 393 Being Ready When You Arrive 444
Interviewing for Success 445

13  uilding Careers and Writing

B
The Warm-Up 445
The Question-and-Answer Stage 445
Résumés 395 The Close 446
Interview Notes 447
COMMUNICATION MATTERS . . . 395 Following Up After an Interview 447
Finding the Ideal Opportunity in Today’s Job Follow-Up Message 447
Market 396 Message of Inquiry 448
Writing the Story of You 396 Request for a Time Extension 449
Learning to Think Like an Employer 396 Letter of Acceptance 450
Researching Industries and Companies of Interest 397 Letter Declining a Job Offer 450
Translating Your General Potential into a Specific Solution for Each Letter of Resignation 450
Employer 398 The Future of Communication: Blind Auditions 451
Taking the Initiative to Find Opportunities 398 What’s Your Prediction? 451
Building Your Network 399 Chapter Review and Activities 451
Seeking Career Counseling 400 Learning Objectives: Check Your Progress 451
Avoiding Career-Search Mistakes 400 Test Your Knowledge 452
Planning Your Résumé 401 Apply Your Knowledge 452
Analyzing Your Purpose and Audience 401 Practice Your Skills 453
Gathering Pertinent Information 403 Expand Your Skills 454
Selecting the Best Media and Channels 403 Improve Your Grammar, Mechanics, and Usage 456
Organizing Your Résumé Around Your Strengths 403
Addressing Areas of Concern 404
Writing Your Résumé 404
Keeping Your Résumé Honest 405
Adapting Your Résumé to Your Audience 405 APPENDIX A
Composing Your Résumé 405 Format and Layout of Business
Completing Your Résumé 413
Revising Your Résumé 413
Documents 459
Producing Your Résumé 413 First Impressions 459
Proofreading Your Résumé 416 Paper 459
Distributing Your Résumé 416 Customization 459
Building an Effective LinkedIn Profile 416 Appearance 459
The Future of Communication: Gamification 418 Letters 460
What’s Your Prediction? 419 Standard Letter Parts 460
Chapter Review and Activities 419 Additional Letter Parts 464
Learning Objectives: Check Your Progress 419 Letter Formats 466
Test Your Knowledge 420 Envelopes 468
Apply Your Knowledge 420 Addressing the Envelope 468
Practice Your Skills 420 Folding to Fit 469
Expand Your Skills 421 International Mail 471
Improve Your Grammar, Mechanics, and Usage 423 Memos 471
14 Contents

Reports 472 2.6 Commas 508

Margins 472 2.7 Dashes 510
Headings 472 2.8 Hyphens 510
Page Numbers 472 2.9 Apostrophes 510
2.10 Quotation Marks 511

APPENDIX B 2.11 Parentheses and Brackets 511

2.12 Ellipses 511
3.0 Mechanics 512
Documentation of Report Sources 475
3.1 Capitalization 513
Chicago Humanities Style 475 3.2 Underscores and Italics 514
In-Text Citation—Chicago Humanities Style 475 3.3 Abbreviations 514
Bibliography—Chicago Humanities Style 476 3.4 Numbers 515
APA Style 478 3.5 Word Division 516
In-Text Citation—APA Style 478 4.0 Vocabulary 517
List of References—APA Style 478 4.1 Frequently Confused Words 517
MLA Style 478 4.2 Frequently Misused Words 519
In-Text Citation—MLA Style 478 4.3 Frequently Misspelled Words 520
List of Works Cited—MLA Style 479 4.4 Transitional Words and Phrases 521

APPENDIX C Answer Key 523

Correction Symbols 483
Content and Style 483
Grammar, Mechanics, and Usage
Proofreading Marks 485
Handbook of Grammar,
Mechanics, and Usage
Diagnostic Test of English Skills 487
Assessment of English Skills 489
Essentials of Grammar, Mechanics, and Usage 489
1.0 Grammar 489
1.1 Nouns 490
1.2 Pronouns 491
1.3 Verbs 494
1.4 Adjectives 498
1.5 Adverbs 499
1.6 Other Parts of Speech 500
1.7 Sentences 502
2.0 Punctuation 506
2.1 Periods 506
2.2 Question Marks 506
2.3 Exclamation Points 507
2.4 Semicolons 507
2.5 Colons 507
Chapter 1: Self-Assessment—Nouns 523
Chapter 2: Self-Assessment—Pronouns 523
Chapter 3: Self-Assessment—Verbs 524
484 Chapter 4: Self-Assessment—Adjectives 524
Chapter 5: Self-Assessment—Adverbs 524
Chapter 6: Self-Assessment—Prepositions and
Conjunctions 524
Chapter 7: Self-Assessment—Periods, Question Marks,
487
and Exclamation Points 525
Chapter 8: Self-Assessment—Semicolons, Colons, and
Commas 525
Chapter 9: Self-Assessment—Commas 525
Chapter 10: Self-Assessment—Dashes and Hyphens 526
Chapter 11: Self-Assessment—Quotation Marks,
Parentheses, Ellipses, Underscores, and Italics 526
Chapter 12: Self-Assessment—Capitals and
Abbreviations 526
Chapter 13: Self-Assessment—Numbers 527
Chapter 14: Self-Assessment—Vocabulary 527
Index 529
 Preface

About the Authors

Courtland L. Bovée and John V. Thill have been leading textbook authors for more than two
decades, introducing millions of students to the fields of business and business communica-
tion. Their award-winning texts are distinguished by proven pedagogical features, extensive
selections of contemporary case studies, hundreds of real-life examples, engaging writing,
thorough research, and the unique integration of print and digital resources. Each new edi-
tion reflects the authors’ commitment to continuous refinement and improvement, particu-
larly in terms of modeling the latest practices in business and the use of technology.
Professor Bovée has 22 years of teaching experience at Grossmont College in San Diego,
where he has received teaching honors and was accorded that institution’s C. Allen Paul
Distinguished Chair. Mr. Thill is a prominent communications consultant who has worked
with organizations ranging from Fortune 500 multinationals to entrepreneurial start-ups.
He formerly held positions with Pacific Bell and Texaco.
Courtland Bovée and John Thill were recently awarded proclamations from the governor
of Massachusetts for their lifelong contributions to education and for their commitment to
the summer youth baseball program that is sponsored by the Boston Red Sox.

 15
 ●● Make sure the basicappropriate,
details of your save it for the
employment endjob
(years, oftitles,
the meal. Leave business documents under your chair
●● As your network expands you’ll have more people to ask.

company names) match

untilyour résumé.
entrée ● A great way to get recommendations is to give them to the peo-
plates have been removed; the ●business aspect of
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mealas appropriate,
doesn’t including
usually beginlinking then. ple in your network.
until to REAL-TIME UPDATES

photos and videos of work-related accomplishments.

Remember that business meals are a forum for business,
LEARN MORE BY WATCHING THIS VIDEO

Dining etiquette simplified

16 Preface Skills period. Don’t discuss politics, religion, or any other topic
Education
that’s likely to generate strong emotions. Don’t complain Etiquette expert Barbara Pachter offers tips to help you get comfort-
List your top skills and areas of expertise. Make sure your educational listing is complete.
about work, don’t ask deeply personal questions, avoid pro-
●● ●●

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company
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fanity, and be careful with humor—a jokecoursework.
Many users will endorse your skills in return.
that entertains C H A P T E Rand
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Learn More in the and
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Positive Messages
New to This Edition
●●

some people could easily offend others. Verify that it matches the information on your conventional résumé.
●●

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Volunteering
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add these categories toand yourselect Chapter 7.
The Internet of Things (IoT) refers to the billions of devices now connected to the Internet
communication, including real-timeprofile. trans- and thework
networking potential of having all these gadgets communicate with each other, feed
If you don’t have extensive history, use this section to
lation, haptic communication, virtual and
●●

feature data into

academic projects vast information warehouses, and interact with people and the physical environ-
and awards.
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conversation. of increasing
people likeuser to thinkengagement. For example,
they are unbiased Bunchball’s
and capable of makingNitro fair, software applies
objectives decisions
­professionals that highlight the principles covered in Microsoft gamification
CEOitconcepts
when Satya
comes totojudging
Nadella a number
believes of business
bots
or assessing communication
willothers.
transform technology
Unfortunately, platforms.usage
that is far On
the a customer-
same
from reality. Decades
service
way mobile system,
apps
of have.the
research software
As suggests
bot capability rewards
that employees
is added
unconscious or for
to more increasing
devices
implicit bias andistheir productivity,
systems—particu-
universal and thatmeeting
attitudes and
the chapter. their service
larly workgroup commitments
messaging
stereotypes systems,
affect to customers,
decision where and
a growing
making in sharing
number
ways thatknowledge
of
peopleemployees with now
aren’t theirconduct
aware colleagues. On who
of. Even people
414 PA RT 5 Employment Messages and Job Interviews
several
increasing collaboration
amounts
consciously of their goand outbrainstorming
routine of theirbusiness tosystems, gamification
way communication—bots
avoid biased assumptions encourages
are finally people
can beentering to make
influenced by uncon-
40
the mainstream. If you’ve
scious biases ever that carried have been onaccumulating
a Facebook Messengersince childhood. conversation with the
Revised annotations in model document before/after e
band Maroon 5, for ctiv biasyou
example,
Implicit haswere beentalking with a bot.
a longstanding concern in job interviews and hiring decisions.
pairs make it easier for students to see the specific Bots are popular
A n e ffe that
case on openedthe widely manyused eyesSlack
to theworkgroup
problem involved messaging classical system,
musicians whereauditioning for
I
changes made to transform ineffective messages into they can do everything
symphony orchestras. from ordering In the lunch
1970s, towomen
monitoringmade the up only mood of teamofcon-
5 percent professional sym-
versations. The phonyHowdy musicians.bot, forOrchestras example,gradually can perform moved such tasks
toreader
blind as simultaneously
any cluesauditions, content of where the performer is
(a) The subject line is too generic and doesn’t

effective ones.
give the about the
the message.
M13B_BOVE9404_08_SE_C13.indd 384 interviewing all hiddenthe behind
members a curtainof a project team to
so the people give(b)the
evaluating teamcan
them leaderhearabut
The message oozes with enthusiasm but
real-time
not see them—mean- 14/09/2017 18:17

status update.ingOn they Slack,can’tbots makeare treated based

judgments just like human
on gender, team
age, members in
appearances,
beyond that it doesn’t really say anything to
further the candidate’s cause.
or many
anything other than
ways—they can howsend welland receive messages,
the musicians play. Within be assigned tasks,
a decade,(c)confirm
the ratio and be
ofthis
womeninvited to had torisen
join to 25 percent.
More than 80 new questions and student activities;specific groups and
The writer fails to use opportunity
his ability to perform the job.
Thecommunication
concept is now applied channels.acrossAsa range
bots (d)get
of better atand
industries understanding
professions. The GapJump-
one-third of the communication cases are new.
The tone here is too personal, and the
language, they’ll be able for
ers system, to contribute
example, enables to conversations,
job applicants such to take as finding background
skill auditions
closing line is too demanding.
anonymously. The
information that could help
employers sponsoring solve athe problem
auditions colleagues are discussing,
have no personal information without about anyone
the applicants when
asking for their theyhelp.judge the scores—it is strictly about talent. Applicants who do well on blind auditions
Learning Objectives: Check Your Progress has been How far this tive guess, butinterviewing
bot revolution
are then invited to participate
E f eacmore conventional
will go isinfanybody’s the appeal of this new
process, at which point the
converted to quick-to-read bulleted lists for easier generation of employers
people use every
digital genies
day
learn
on linethe
is who
job,
undeniable.they are.They
and they make
are moreanalysis
GapJumpers’
can reduce
connected
the to need
to thethat
indicates systems morethat women and more
community college readergraduates it through theto second navigate stageyet of another
interviewing than they
study and review.
(a) The subject lets the know
what the message is about, which increases
41
website or learn doyetin another she’ll readapp
a traditional
the chances it. in order to
selection get something done. Instead, you just message
process.
your bot and let it(b)figure out how
The opening expresses toandmake things happen.6
appreciation

To see a chatbot in action,

enthusiasm without overdoing it.
WHAT’S YOUR check out BusCommBot, created by Courtland L. Bovée,
PREDICTION?
one of the authors(c)additional
of this book.
information—in Log onto Facebook and search for Bovee & Thill’s Busi-
Espinosa takes the opportunity to provide
this instance,
ResearchBlog,
ness Communication reversing current
something he
then
said practices
in the
on thatinpage,
interview. blind auditions across professions.
select “Message” under theIsphoto the technique
at the catching on?
top of the page. Do (d)you think
He uses the closevariations
to confirm his ability on this method hold promise to reduce employment discrimination?
to do the job and to emphasize some posi-
tive personal characteristics.

WHAT’S YOUR PREDICTION?

Research theChapter
current state ofReview bot communication andtoActivities identify one way in which the technol-
ogy is changing or has the potential to change business communication practices. Do you
Figure 14.6 Follow-Up Message
agree withUsethe predictions
the follow-up message after anthe experts
interview make?
to express continued
the interview, and to thank the interviewer for his or her time.
Why
interest or why
in the opportunity, not?
to correct or expand on any information you provided in

MyLab Business Communication

MESSAGE OF INQUIRY
Numerous sections are new or substantially revised, reflecting the latestIf you’re
research and practices in business
date or within twocommunication:
●●
not advised of the interviewer’s decision by the promised weeks,
Go to www.pearson.com/mylab/business-communication You can inquire about the hiring
decision if you haven’t heard by you might make an inquiry. A message of inquiry (which can be handled by email if the
to complete the
the promised date. problems
interviewer has marked
given youwith
his or this iconaddress)
her email . is particularly appropriate if you’ve
●● Communicating in an Organizational Context ●● Using the Three-Step Writing Process for Persuasive received a job offer from a second firm and don’t want to accept it before you have an answer
of the organization’s needs.
from the first. The following example illustrates an effective approach: ing
●● Developing Skills for Your Career Messages When we talked on April 7 about the fashion coordinator
●●
Provides enough information
to remind the reader about the
position in your Park Avenue showroom, you indicated that

●● Balancing the Three Types of Persuasive Appeals

previous discussion
a decision would be made by May 1. I am still enthusiastic
●● Characteristics of Effective Teams Learning Objectives: Check
M07_BOVE9404_08_SE_C07.indd 181
about the position and eager to know what conclusion
you’ve reached.

●● Using Presentation Software to Create Visual Reports

●●

●● Conflict Resolution in Team Settings Your Progress

●● Keys to Being a Valued Networker
●● Improving Your Nonverbal Communication Skills Objective 1: Explain the purposes of application letters, and
M14_BOVE9404_08_SE_C14.indd 414 14/09/2017 18:20

●● Job-Specific
describe Keywords
how to apply the AIDA organizational approach to
●● Workplace Etiquette them. look for during an interview.
●● Building an Effective LinkedIn Profile
●● Messaging An application letter has three purposes:
● Understanding
Introduce your résumé the Interviewing Process During the screening stage
●● Asking for Recommendations ● ●● ●●

Persuade an employer to read it ●●

● Common Types of Interview Questions
●● Writing Instructions ●
Request an interview ●● candidates.
●● Interviewing by Phone
●● Refusing Requests for Recommendations
●● Interviewing by Video
●● Giving Negative Performance Reviews
●● Terminating Employment
M14_BOVE9404_08_SE_C14.indd 417
 Preface 17
92 PA RT 2 The Three-Step Writing Process

Solving Teaching and Learning Adapting to Your Audience: Building

Challenges Strong Relationships

Communication is the most valuable skill that2

Successful communication relies on a positive relationship between sender and receiver.
graduates can bring
Identify seven characteristics
that build and maintain a communi-
into your
Establishing the credibility
workforce,
LEARNING OBJECTIVE
and projecting your company’s image are two vital steps in
building and fostering positive business relationships.
but it is one of the most challenging to teach. Business
cator’s credibility. Communication Essentials blends
the timeless fundamentals of communication with contemporary techniquesYOUR
ESTABLISHING and CREDIBILITY
an
emphasis on business English improvement.PeopleTo are helpmore students
likely to react succeed from
Audience their
responses first
to your day depend heavily on your credibility, which is a measure
messages
positively to your message when of your believability and is based on how reliable you are and how much trust you evoke in
on the job, Business Communication Essentials presents
they have confidence inthe you. full range of on-the-job skills
others. With audiences who don’t know you and trust you already, you need to establish
that today’s communicators need, from writing conventional printed reports
credibility to using
before they’ll themessages (see Figure 4.2). On the other hand, when you
accept your
do establish credibility, communication becomes much easier because you no longer have to
latest digital, social, mobile, and visual media. spend time and energy convincing people that you are a trustworthy source of information
and ideas. To build, maintain, or repair your credibility, emphasize the following
characteristics:
To enhance your credibility, ●● Honesty. Demonstrating honesty and integrity will earn you the respect of your audi-
COMMUNICATION MATTERS . . . Each chapter
emphasize opens
such factors as hon- with insights from a
ences, even if they don’t always agree with or welcome your messages.
Brief Business Messages
“There’s nothing better than a new and enthusiastic team that, successful professional,●●emphasizing
esty, objectivity, and awareness of Objectivity. Show that you can distance yourself from emotional situations and look
audience needs. at all sides of an issue.
on a shoestring budget, tries to do something that’s never been
concepts and valuable skills that students
Digital Channels for Businesswill explore in the chapter.Awareness
done before.”1
—Tricia Naddaff, president, Management Research Group
of audience needs. Directly or indirectly, let your audience members know
that you understand what’s important to them.
●●

Communication
Tricia Naddaff’s observation about high-performance teams hints Credentials, knowledge, and expertise. Audiences need to know that you have whatever ●●

at the near-magic that collaboration can bring to business. With it takes to back up your message, whether it’s education, professional certification,
Elon Musk’s Twitter exchange illustrates how the changes brought about by advances
the right people in the right circumstances, teams can innovate special training, past successes, or simply the fact that you’ve done your research.
in
anddigital
producecommunication go the
results far beyond what much deeper
individual teamthan
mem- simply offering new ways to send and ●● Endorsements. An endorsement is a statement on your behalf by someone who is
receive
bers couldmessages.
achieve on As
theirChapter 1 other
own. At the notes, thesewhen
extreme, technologies have redefined the relationships accepted by your audience as an expert.
between companies
things go sideways, teamand their
projects canstakeholders
be a demoralizinginwaste
a fundamental way. Digital channels domi-
of timebusiness
nate and money. The difference often
communication comesand
today, downusing
to com-
these platforms effectively will be vital to
munication. This chapter explores the communication skills you
your success.
need in order to succeed in team settings, along with several
other interpersonal communication topics that will help you on
the job: productive
MEDIA CHOICESmeetings, active
FOR listening,
BRIEF nonverbal commu-
MESSAGES
nication, and business etiquette.
Individuals and companies have a broad range of options for sending brief messages (from
one or two sentences up to several pages long), including the following: Fridman highlights her experience
with specific areas of expertise,
beginning with points likely to be of
●● Social networks greatest interest to prospective
●● Content-sharing sites clients.
Academic credentials enhance her
●● Email credibility by letting readers know
●● Messaging she not only attended a respected
Courtesy of Tricia Naddaff, President of Management Research Group

university but now teaches at one,

●● Blogging and microblogging too.
●● Podcasting Professional credentials convey the
message that she meets rigorous
This chapter covers all of these media, and Chapters 10 and 11 explore
standards oftwo other
knowledge, experience,
important digital channels: conventional websites and wikis. and ethical performance.

As this list suggests, businesses use many of the same tools you useMentioning
for personal com-work
her charitable
further builds her credibility (as
munication. In general, companies are quick to jump on any communication platform
president of the organization) and
where consumers are likely to congregate or that promises more efficientpromotes
internal or exter-
a positive reaction from
readers.
nal communication.
A high-quality photograph (well lit, with
Although most of your business communication is likely to be via digital means,
no background distractions) also
don’t automatically dismiss the benefits of printed messages. Here areconveys
severalthe situations
message of
professionalism.
in which you should use a printed message over digital alternatives:
Figure 4.2 Building Credibility
●● When consultant
Management you want toNaddaff
Tricia makerecognizes
a formal the impression
productivity and In her profile page on her company’s website, financial advisor Joli Fridman builds her credibility with a variety of specific, concrete statements. Notice
●● When
innovation thatyou are legally
successful teamworkrequired to provide information
can generate. inhow
printed form packs a punch; there is no filler or “fluff.”
every statement
●● When you want to stand out from the flood of digital messages
●● When you need a permanent, unchangeable, or secure record
Obviously, if you can’t reach a particular audience through digital channels, you’ll
also need to use a printed message. Appendix A37 offers guidelines on formatting printed Annotated model documents are perhaps the most
memos and letters. M04_BOVE9404_08_SE_C04.indd 92
important feature of a business communication text, 14/09/2017 17:09

and Business Communication ­Essentials is packed

COMPOSITIONAL MODES FOR DIGITAL AND SOCIAL MEDIA with a balance of carefully chosen examples from real
27/09/2017 20:15
As you practice using digital media in this course, focus on the principles of effective com- companies and original material created to illustrate
munication and the fundamentals of good writing, rather than on the specific details of any ­specific concepts.
one medium or system.3 Fortunately, with a few minor adjustments, your skills will transfer
from one system to another without much trouble.
You can succeed with written communication in virtually all digital media by using
one of nine compositional modes, each of which is well-suited to particular communica-
tion goals:
●● Conversations. Although they take place via writing, some forms of digital com-
munication function more like real-time conversations than the sharing of written Going beyond covering the tried-and-true, Bovée and
documents. The section on messaging (see page 182) explores this important and
ever-expanding communication format. Thill make unique contributions to the ­pedagogy and
●● Comments and critiques. One of the most powerful aspects of social media is the practice of business ­communication, such as the nine
opportunity for interested parties to express opinions and provide feedback, whether compositional modes required to succeed with digital
it’s leaving comments on a blog post or reviewing products on an e-commerce site.
Sharing helpful tips and insightful commentary is also a great way to build your
and social media.

20/08/2019 19:51
 Oral Medium, In-Person Channel
The oral medium, in-person channel combo involves talking with people who are in the The nonverbal and interactive
same location, whether it’s a one-on-one conversation over lunch or a more formal speech aspects of in-person communi-
or presentation. Being in the same physical space is a key distinction because it enables the cation are difficult to replicate

18 nuances of nonverbal communication more than any other medium/channel combination. in most other medium/channel
Preface As Chapter 2 points out, these nonverbal signals can carry as much weight in the conversa- combinations.
tion as the words being spoken.
Business Communication Foundations

TABLE 3.1 Medium/Channel Combinations: Advantages and Disadvantages

Medium/Channel Advantages Disadvantages

Be dependable Oral, in-person ●● Provide opportunity for immediate feedback ●● Restrict participation to those physically present
Be the best ●● Easily resolve misunderstandings and negotiate meanings ●● Unless recorded, provide no permanent, verifiable
Pros strive to excel, and excelling at Pros keep their promises, ●● Involve rich nonverbal cues (both physical gestures and record of the communication
every level is how you build a meet their commitments,
vocal inflections) ●● Can reduce communicator’s control over the
great career. learn from their mistakes, ●● Allow expression of the emotion behind your message message
and take responsibility
for their errors. Oral, digital ●● Can provide opportunity for immediate feedback (live phone ●● Lack nonverbal cues other than voice inflections
or online conversations) ●● Can be tedious to listen to if not audience focused
●● Not restricted to participants in the same location (recorded messages)
●● Allow time-shifted consumption (podcasts, for example)
Written, printed ●● Allow writers to plan and control their messages ●● Offer limited opportunities for timely feedback
Be ethical ●● Can reach geographically dispersed audiences ●● Lack the rich nonverbal cues provided by oral media
Responsible pros work ●● Offer a permanent, verifiable record ●● Often take more time and more resources to create
to avoid ethical lapses ●● Minimize the distortion that can accompany oral messages and distribute
and weigh their options Be a ●● Can be used to avoid immediate interactions ●● Can require special skills to prepare or produce if
carefully when facing team player ●● Deemphasize any inappropriate emotional components document is elaborate
ethical dilemmas. Pros know how to
●● Give recipients time to process messages before respond-
contribute to a larger ing (compared with oral communication)
cause and make others Written, digital In general, all the advantages of written printed documents ●● Can be limited in terms of reach and capability
around them better. plus: ●● Require Internet or mobile phone connectivity
●● Can be delivered quickly ●● Are vulnerable to security and privacy problems
●● Offer the flexibility of multiple formats and channels, from ●● Are easy to overuse (sending too many messages to
microblogs to wikis too many recipients)
●● Offer the ability to structure messages in creative ways, ●● Create privacy risks and concerns (exposing con-
such as writing a headline on Twitter and linking to the full fidential data, employer monitoring, accidental
message on a blog forwarding)
Be positive ●● Can offer links to related and more in-depth information ●● Entail security risks (viruses, spyware; network
You owe it to yourself, Be respectful ●● Can increase accessibility and openness in an organization breaches)
your colleagues, and your Good business etiquette is a sign through broader sharing ●● Create productivity concerns (frequent interruptions,
company to maintain a of respect for those around you; ●● Enable audience interaction through social media features nonbusiness usage)
positive outlook, even when respecting others is not only ●● Can be easily integrating with other media types, such as
the going gets tough. good—it’s good for your career. with embedded videos or photos
Visual, printed ●● Can quickly convey complex ideas and relationships ●● Can require artistic skills to design
●● Are often less intimidating than long blocks of text ●● Require some technical skills to create
●● Can reduce the burden on the audience to figure out how ●● Can require more time to create than equivalent
the pieces of a message or concept fit amount of text
Figure 1.3 Elements of Professionalism ●● Can be easy to create in spreadsheets and other software ●● Can be expensive to print
To be respected as a true professional, develop these six qualities. (simple charts and graphs), then integrate with reports
Visual, digital In general, all the advantages of visual printed documents and ●● Need time, cost, and skills to create

all the advantages of written digital formats plus: ●● Can require large amounts of bandwidth

COMMUNICATING IN AN ORGANIZATIONAL CONTEXT 52 PART 1 Business Communication Foundations

●● Can personalize and enhance the experience for audience
members
In addition to having the proper skills, you need to learn how to apply those skills in the
Business Communication Essentials from yourhelps ­students
●● Offer the persuasive power of multimedia formats, particu-

business environment, which can be quite different social and scholastic environ- ●● Convey
larly videoa positive, professional attitude when you answer the phone. Answer promptly

develop their
ments. Every organization skills has in the
a formal larger
communication c
­ ontext
networkof
mation flow along the lines of command in the company’s organization structure. When
being
in which ideasaand true infor- and with a smile so that you sound welcoming. Identify yourself and your company
(some companies have specific instructions for what to say when you answer). If you
professional, with all the insights and
managers inform their subordinates about new company policies or sales representatives qualities that need to forward a call, put the caller on hold first and call the next person yourself to
submit travel reports, they are using the formal communication network. This flow of “offi- verify that he or she is available.
embodies.
cial” information—downward, upward, and horizontally throughout the organization— M03B_BOVE9404_08_SE_C03.indd With 69multiple quick-reference tables, the text serves as a
●● End calls with courtesy and clarity. Close in a friendly, positive manner and double- 14/09/2017 17:09
keeps all the parts of a company connected and functioning smoothly. valuable resource
check all vitalthat students
information can use
such as meeting times in
andother
dates. courses and
Every organization also has an informal communication network, often referred to never or rarely check your
If you Use your own voicemail features to help callers. Record a brief, professional-sounding
takean with them
outgoingon theforjob.
● ●

as the grapevine or the rumor mill, which encompasses all the “unofficial” communica- voicemail, disable it or record message regular use. When you will be away or unable to answer the
POWERFUL TOOLS FOR COMMUNICATING EFFECTIVELYtakes message advising callers
tion that occurs outside the formal network. Some of this informal communication outgoing phone for an extended period, record a temporary greeting that tells callers when you
place naturally when employees interact on the job and in social settings, and some of it to reach you another way. will respond to their messages. If you don’t check your messages regularly or at all,
The tools of business communication evolve with every advance in digital technology. The 20 technologies highlighted on the next four
takes place
pages help when theredefine
businesses formal thenetwork doesn’t
office, collaborate provide
and share information
information, connect withthat employees
stakeholders, want.
and build In
communities of disable your voicemail or use your outgoing message to tell callers you don’t check it.
fact,people
the with
limitations of formal
shared interests communication
and needs. For more examples ofnetworks
business useshelped
of socialspur
media the
toolsgrowth ofsee
in particular, social
pages 178–179 in Letting voicemail messages pile up without answering them is extremely thoughtless.
Chapter 6.
media in the business environment. Communication in the informal network is healthy ●● Be considerate when leaving voicemail messages. Unless voicemail is the best or only

andREDEFINING
important, because THE OFFICEthe formal network can’t always capture and share all the infor- choice, consider leaving a message through other means, such as text messaging or
mation that helps people do their jobs. However, if a workplace is rife with rumors and
Thanks to advances in mobile and distributed communication, the ”office” is no longer what it used to be. Technology lets today’s
email. If you do leave a voicemail message, make it as brief as possible. Leave your
company gossip, this could be a sign that the formal network is not functioning effectively.
professionals work on the move while staying in close contact with colleagues, customers, and suppliers. These technologies are also name, number, reason for calling, and times you can be reached.
redefining the very nature of some companies, as they replace traditional hierarchies with highly adaptable, virtual networks.

ADOPTING AN AUDIENCE-CENTERED APPROACH MOBILE DEVICE ETIQUETTE

Web-Based Meetings Videoconferencing Shared Online Workspaces
An audience-centered approach and
involves understanding and respecting the members ofMOBILE
Telepresence your APP Your mobile device habits say a lot about how much respect you have for the people around
audience and making every effort to get your message across in a way that is meaningful
The to
Locale Android app can “geo- you. Avoid these disrespectful choices: 61
Andrey Popov/Shutterstock

them. This approach is also known as adopting the “you” attitude, in contrast to messages your smartphone, automati-
fence”
Courtesy of Conceptboard

cally changing settings based on ●● Using obnoxious ringtones

your location—such as activating ●● Failing to mute your phone during meetings or other situations where it will inter-
Dotshock/Shutterstock

C H A P TER 3 silent
Planning modeMessages
Business when you arrive
74at your rupt people
BUSINESS COMMUNICATORS INNOVATING WITH MOBILE office. ●● Talking loudly in open offices or public places
Web-based meetings allow team Online workspaces help teams work pro-
●● Talking on your phone right next to someone else
members Asfrom
the third major
all over therevolution
world in business communication in the past two decades (after the
ductively, World
even Wide
if they onYour
areWeb mobile
andmove
the social phone
ormedia),
14/09/2017
habits send a
mobile
17:05
●● Making or taking unnecessary personal calls at work
communication
to interact in real time. has the potentialVideoconferencing
Meetings provides
to change nearly every many
aspect of
of business communication.
spread out aroundHere the
is aworld.
smallsignal
sample of the
about
In addition toways com- of respect
the degree ●● Invading privacy by using your phone’s camera without permission
panies are putting mobile to work. the beneits of in-person meetings at a
can also be recorded for later providing controlled access to you havefiles
shared for those around you. ●● Taking or making calls in restrooms and other inappropriate places
fraction of the cost. Advanced systems and other digital resources, various systems
playback and review. Various sys-
Training feature telepresence, in which the video
●● Texting during meals or while someone is talking to you
tems support instant messaging, include project
Mobile management functions, real-
Glossary
images of meeting participants are life- time document editing, group messaging,
●● Allowing incoming calls to interrupt meetings or discussions
video, collaborative
In the face ofediting
changingtools,
markets, government regulations, and other
and more. sized and extremely realistic.
forces in the business environment, developing and maintaining
Inand
addition to terms defined
other collaboration elsewhere in the book, here
tools.
●● Using voice recognition to the extent that it disrupts others
are some helpful mobile terms.
employee skill sets is an ongoing challenge for most companies. The Don’t assume your mobile habits In general, older employees, managers, and customers are less tolerant of mobile
Voicechallenge
Technologies
is made even more difficult when employees are constantly
3G, 4G, and 5G are universally acceptable. device use than younger people are, so don’t assume that your habits will be universally
Speech on the move(converting
recognition or geographically
humandispersed. With training
speech to computer materialsand speech
commands)
acceptable.62 At one extreme, venture capitalist Ben Horowitz fines his employees if
developed specifically for mobile devices, companies can deliver train-
As theat a most compact text in the Bovée-Thill
Fancy Collection/Superstock

synthesis (converting computer commands to human speech) can enhance commu- Successive generations of mobile phone technology,
nicationing
in content whenincluding
many ways, and where it helps employees
simplifying the most. assisting workers although the generational boundaries are loosely
mobile computing,
they even look mobile device while an entrepreneur is making a business plan pitch,
BUSINESS COMMUNICATORS INNOVATING WITH SOCIAL MEDIA
who are unwilling or unable to use keyboards, and allowing ”one-sided” conversa- defined and each generation includes a number of becauseseries,
he considers Business Communication
it disrespectful Essentials
to the people making presentations.63
Notis
all bosses
tions with information systems. Speech analytics software can evaluate conversa- competing technologies; roughly speaking, we’re in a are quite so strict, but make sure you understand the situation in your workplace.
tions to improveCompanies
customer service andevery
in virtually otherindustry
interactions. Mobile
use social people to experiment with new ways to connect(whatever
letscontinue
VoIPand
media
transition from 3G to 4G now, and 5G it ends
with customers and other
up being) won’t arrive for at least several more years.
designed for high-­efficiency learning. Students
make voice calls on WiFi networks to save connection and roaming charges. stakeholders. From offering helpful tips on using products to helping customers meet each other, these companies show the enormous
range of possibilities that new media continue to bring to business communication. can
ONLINE scan concise
ETIQUETTE bulleted lists to get important
Android and iOS
Enterprise Social Networking
The two major operating systems/platforms for mobile
insights
Digital media seem toand writing
be a breeding tipsforon
ground pooraetiquette.
wide Follow
variety
theseof
guidelines to
avoid mistakes that could hurt your company or your career:64
The social networking concepts that keep you connected with friendsdevices. Android devices are made by a wide variety of
topics.
Eugenio Marongiu/Shutterstock

and family are widely used in business today. Enterprise social networks manufacturers, but iOS devices are made only by Apple.
are closed digital communities that connect employees within a com-
When you represent your com- ●● Avoid personal attacks. The anonymous and instantaneous nature of online com-
pany (and in some cases, selected external business partners). Mobile
They Business
Bandwidth Apps pany online, you must adhere to munication can cause even level-headed people to lose their tempers.
often include a variety of communication and collaboration tools as a high standard of etiquette and ●● Stay focused on the original topic. If you want to change the subject of an online
As the rangeA of
measure of software
business the data-carrying capacity
applications
respect on forofothers.
a mobile,
well, including workgroup messaging, online meeting functions, and
smartphones Wi-Fi, or other
and tablet network continues
computers connection;
to streaming video
conversation, start with a new message or thread.
Cathy Yeulet/123RF

access to work files and other shared resources.

and other
expand, almost demanding
anything that canapplications require
be accomplished ona broadband ●● Don’t present opinions as facts; support facts with evidence. This guideline applies to
connection,
a regular computer can but there’s
be done onno generaldevice
a mobile agreement on exactly all communication, of course, but online venues in particular seem to tempt people
Courtesy of Sonico GmbH, www.itranslate.com/; Courtesy of bossjock studio,
what
(although not constitutes
always broadband.
as efficiently or with the same into presenting their beliefs and opinions as unassailable truths.
www.bossjockstudio.com; Courtesy of Hipmunk, http://www.hipmunk.comDistributed Decision
feature sets). ●● Follow basic expectations of spelling, punctuation, and capitalization. Sending care-
Making Cellular Versus Mobile
Images supplied courtesy of ClickSoftware Technologies, Ltd., © 2013–

58 less, acronym-filled messages that look like you’re texting your high school buddies
Two terms for the same concept; cellular (derived from creates an unprofessional impression.
A complementary aspect to
the way phone networks are configured) is used mainly
managing remote workers via
in the United States, whereas mobile is used more gen-
●● Use virus protection and keep it up to date. Sending or posting a file that contains a
mobile apps is giving employ-
ees the authority to make
erally around the world and is also more descriptive, so Today’s
computer companies
virus puts others at risk.expect employees to put

technology to effective use on human terms.

M01B_BOVE0099_08_GE_C01.indd 58 that’s the term used in this book. 20/08/2019 19:45
decisions in the field, rather
than relying on managers
back in the office. In the oil
and gas industry, for instance,
Context
A mobile
Awareness
Tweetups
device’s ability to modify its operation based
Multiple features and ­thoroughly integrated
specialized mobile apps
include tools for data visu-
A powerful
on knowledge
people with
capability
of where it is;
similar
of online
silencing
interests
social media
the ringer
together
M02_BOVE9404_08_SE_C02.indd
when
offline.
is bringing
Tweetups,
52
coverage of contemporary tools help students hit 27/09/2017 01:58
you arrive at your office is a simplemeetings
example.planned and orga-
for example, are in-person
the ground running.
2015. All rights reserved.

Monkey Business/Fotolia

alization, collaboration, and

nized over Twitter.
data collection to help on-site Geofencing
employees and supervisors
Using the location-sensing capabilities of mobile
communicate and coordinate
devices to remotely monitor and control the device and
their efforts. This capability
its user; delivery companies, for example, can monitor
can be particularly vital after
where their drivers are and make sure they stay within
 completing your messages.
meet your audience’s needs. Next, select the right combination of media and channels
for producing and delivering your message. Then organize the information by defin-
ing your main idea, limiting your scope, selecting the direct or indirect approach, and
outlining your content. Planning messages is the focus of this chapter.
●● Writing business messages. After you’ve planned your message, adapt your approach
to your audience with sensitivity, relationship skills, and style. Then you’re ready to
compose your message by choosing strong words, creating effective sentences, and
Preface 19
developing coherent paragraphs. Writing business messages is discussed in Chapter 4.

1 Plan 2 Write 3 Complete

Students sometimes flounder when faced with
Analyze the Situation Adapt to Your Audience Revise the Message
Define your purpose and develop Be sensitive to audience needs by Evaluate content and review unfamiliar or difficult writing ­challenges because
an audience profile. using a “you” attitude, politeness,
positive emphasis, and unbiased
readability, edit and rewrite for
conciseness and clarity.
they don’t know how to move a project forward.
Gather Information language. Build a strong rela-
Produce the Message
By following the proven three-step process
Determine audience needs and tionship with your audience by
obtain the information necessary to establishing your credibility and Use effective design elements described in Business Communication Essentials,
satisfy those needs. projecting your company’s
preferred image. ControlCHAP
and suitable layout for a clean,
your styleT ERprofessional
7 Writing Routine
appearance. they
and Positive never have
Messages 169 to feel lost or waste time ­figuring
Choose Medium and Channel
Identify the best combination for the
with a conversational tone, plain
English, and appropriate voice. Proofread the Message
out what to do next.
situation, message, and audience. Review for errors in layout,
ASKING FOR INFORMATION OR ACTION Compose the Message spelling, and mechanics.
Organize the Information Choose strong words that will help
Most of your routine Define yourrequests
main idea,will involve asking someone to provide information or take
limit your you create effective sentences and Distribute the Message As you plan a request, think
scope, select a direct or an indirect coherent paragraphs. Deliver your message using the
some specific action. As you plan
approach, and outline your content. your message, think about what you can do to make chosen medium; make sure all
about what you can do to make it
responding to the request as easy as possible for your recipients. Doing so is courteous and documents and all relevant files as easy as possible for your recipi-
are distributed successfully. ents to respond.
respectful, and it will likely prompt better and faster responses that will benefit you, too.
158 PART 3 Brief Business Messages
If it’s relevant,
Figure 3.1point out any
The Three-Step benefits
Writing Process of complying with your request, whether it’s a per-
16 in any medium.PARAs T you
1 get Business Communication
This three-step process will help you create more effective messages more practice with the process, it will become Foundations
easier
sonal benefit
and more toautomatic.
those involved or something that will benefit your organization as a whole.
Sources: Based in part on Kevin J. Harty and John Keenan, Writing for Business and Industry: Process and Product (New York: Macmillan Publishing Company, 1987), 3–4;
Naturally,Richard
be Hatch,
sureBusiness
to adapt your
Writing (Chicago: request
Science to your
Research Associates, 1983),audience andBusiness
88–89; Richard Hatch, theCommunication
situation Theory(see Figure
and Technique Chapter7.1Science Review and Activities
(Chicago:

on the next page). alternatives are both ethical and valid, or perhaps the alternatives lie somewhere in the
Research Associates, 1983), 74–75; Center for Humanities, Writing as a Process: A Step-by-Step Guide (Mount Kisco, N.Y.: Center for Humanities, 1987); Michael L. Keene,
Effective Professional Writing (New York: D. C. Heath, 1987), 28–34.
MOBILE APP 142 PAR T 3 Brief Business Messages
The PRSA Ethics app is a mobile gray area between clearly right and clearly wrong. ObjectiveEvery3: Explaincompany
how companieshas responsibilities
and business profession- to
MyLab Business Communication als can use content-sharing websites.
version of the Public Relations Soci- multiple groups of people inside and outside the firm, and those various groups often
ASKING FOR RECOMMENDATIONS Go to www.pearson.com/mylab/business-communication User-generated content sites such as YouTube let compa-
have
on competing interests.
●● theChoose For
thewith thisinstance,
best iconcompositional employees mode generally
for items
each want higher
that message, wages
purpose, andand more
network.
●●

ety of America’s Successful

code of communication
ethics. to complete problems marked . nies host media customers and other stakeholders
Employers, business partners, investors, lenders, and other
M03B_BOVE9404_08_SE_C03.indd 64
social organizations
networks starts with often benefits,
ask appli-
choos- but investorsFor a variety
14/09/2017 17:09
who ofhave risked
reasons, youtheir
may money
●●
contribute.
in the company want management
Content curation sites let professionals and consumers with
cants to supply Review and test
references before prep hiring is faster
or promoting than ever—the ing the best
people, Learning
compositional
extending credit, mode
to keep
awarding costs lowneed so that
to askprofits
people are whostrongknow enough expertisetoordrive upa particular
interest in the stock field to price.
collect andBoth
repub- sides

aLearning Objectives: lish material on a particular topic.

contracts, orObjectives:
granting scholarships or other benefits.feature for each message.
Consequently, at various stages have of valid
your ethicalyou in a professional or personal Community Q&A sites give individuals the opportunity to
position.
Check Your Progress has been Check Your Progress
●●

career you may need to askas people who know you in a professional
an alternativeorthat In contrast, to overviewscapacity
an ethical toandprovide
lapse isyou
mission with
a clearly a unethical
statements. choice. With both internal and exter-
build their personal brands by providing expertise, and they
redeveloped quick-to-read If you choose
bulleted lists that personal capacity Objective 1: Identifyrecommendation
the major digital channelsor serve
used foras a
brief
give companies the chance to address customer complaints
provide a recommendation or serve as a reference. is unethical, you have committed nal communication ● ● Offer efforts,
valuable thecompositional
pressure
content to to produce
members and correct results
of your or justify
online
misinformation. decisions can make
communities.
students can scan and memorize easily. business messages, and describe
for digitalreference.
the nine modes
A recommendation usually takes the an form ethicalof lapse.
a brief letter or email message unethical that
needed communicationmedia. a tempting choice. Objective Telling4: Describea potential
the evolvingcustomer
role of email in youbusinesscan com-
Primary digital media for short business messages include:
expresses someone’s confidence in your ability to perform a job, to fulfill theplete terms●●
a project
of a by tion.
Social networks
a certain
Content date when you know
marketing you can’t is simply dishonest, even if you
communication, and explain how to adapt the three-step writ-
ing process to email messages.
contract, or to do whatever the situation entails (see page 175). Serving as a reference need the●● oftencontract
Information- andto save your
content-sharing career or your company.
websites ●● As the earliest There is no digital
widely available ethical dilemma
channel, email was here.
Email 13
means agreeing to have a phone conversation or email exchange with a representative from Messaging potential customers.
●●
applied to a broad range of communication tasks—some it
●●
was well suited for and some it wasn’t.
the hiring company or other organization involved, during which the person will answer ●● Blogging
●● and
Podcasting
Join existing conversations.
microblogging ●● Over time, newer media such as messaging and social net-
MAKING ETHICAL CHOICES
●●
works have been taking over some of these tasks.
questions and provide background information about you. (Before you volunteer anyone’s
The nine compositional modes are: ●● Email remains a vital medium that is optimum for many pri-
name as a reference, you must ask permission to do so.)
Responsible employers establish EnsuringComments
●● misinformation.
ethicalandbusiness
Conversations communication requires vate, short to medium-length messages.
three elements: ethical individuals, ethical
critiques
Such requests are usually routine, but you shouldn’t
ethical A always
hub is aassume
central a positive
for theironline locationresponse, ●● Anchor your online presence in
Theyour hub.
●●

clear guidelines company ●● leadership,

Orientations Whenand requesting recommenda-
the appropriate policies and structures
three-step process adaptsto support
easily ethical decision
to email communication:

and a negative response may not be relatedemployees such

to yourtoqualifications. a website orYou
follow. a blog are that uni- busy
asking
making.
●● Summaries
38
Many tions,
companies remember you arean
establish asking Make sure every message has a valuable purpose.
explicit ethics
●●
policy using a written codeit will
of ethics
Spend at least a moment or two planning each message;
Reference materials
The unique and youfree Real-Time Updates—
●●
fies yourasking
online thempresence.
●●

people to devote time and energy on your behalf, and you’re to put to their
help own
●●
employees people
Narratives anchor to putpresence
your
determine their
what own reputa-
is at your own
acceptable. savecentral
Showing hub
time and
employees that
lead to better messages.
the company is
reputations on the line. In some cases, the person may not know you well enough serious
●●

●●
Teasers
or about
may tions
ethical
Status updates
on the line.
behavior is also
and announcements Learn vital.More feature
●●

tions of writingconnects
quality and formality students
When writing email messages, bear in mind that the expecta-
are higher with busi-
14
not believe that the opportunity you are pursuing is a good fit for you. In addition, Even
●●
whenTutorials sored online community, for example.
the best codes and policies with ­dozens
can’t ●●address ofevery
Take carefully
ness email.
care withunique selected
the subject situation, online
however.
line; it often determines whether If you
it comes to job references, some organizations don’t allow their staff to provide findanything
yourself in a situation
Objective 2: Describe the use of socialin which
networks media the law
in business itemsorand athatcode complement
of ethics can’tthe
when recipients open and read the message.
text’s
guide you, answer
Completing email messages is straightforward. Proof and
beyond confirmation of employment. you.
●●
39
the followingcommunication.
questions: coverage with revise­ amessages,
dditional stick withexamples
a clean design, make and use of the
●● Facilitate community building. email signature feature, and make sure you distribute the mes-
Businesses use three major types of social networks:
Open your message by clearly stating why the recommendation is required (if it’s
If company ethics policies don’t ●● Have you defined the situation
●● Public, general purpose networks such as Facebookvaluable
fairly insights.
and sage to the Media
accurately? right people. items range from
not for a job, be sure to explain its purpose) and what you would like your reader toPublic, do specialized networks such as LinkedIn
interactive Objective websites and onlineandvideos disadvantagesto
●●

on your behalf. If you haven’t had contact cover withathe specific situation, you can
person for some time, use●●the What
●●
open- is your
Private, intention in communicating
internal networks this message?
5: Describe the advantages
business messaging, and identify guidelines for effective mes-
of
ask yourself a number of ques- ●● What Businessesimpact
use social will
networks this message
in a variety
infographics, saging­p inresentations,
of ways: have on the people who receive it or who might be
and podcasts.
ing to trigger memories of the relationship you had, including dates and any special the workplace.
tions in order to make an ethical affected
Integrating company workforces
Fosteringby it? interested in specific topics,Business
●●
messaging offers several key advantages:
events or accomplishments that might bringchoice. a clear and favorable picture of you to ●●
mind. are
collaboration such as owners of a particular product.
It can mimic conversation more closely than email.
●● WillBuilding the message
communities
achieve the greatest possible good while doing thetime leastand possible whoharm?
●●

Restrict conventional promotional efforts tocanthe right right place.

●●

Use the body to provide information that will make it easycan

Products forbe thepromoted
recipient onto comply
●● ● ●
Socializing brands and companies In addition, ●●
students
With closed, private
explore
systems, administrators can choose

with your request: social networks, but it needs●to ● beWillUnderstanding

●● the assumptions
target markets you’ve made changeis over time?
allowed to participate.
That is, will atodecision that
Recruiting employees and business partnersthousands of curated media items in the and
●● It’s a good choice when senders want messages be seen
done in a low-key, indirect way. seems ethicalwith now seem unethical in the future?
●●

Connecting sales prospects acted on immediately.

Real-Time Updates system and subscribe
●●

●● The nature of the opportunity you are pursuing ●● Supporting customers

Extending the organization
●● Are you comfortableMessaging alsowith has some your decision?
potential disadvantages:Would you be
●● The action you are asking for (such as writing a REAL-TIME message orUPDATES agreeing to answer to weekly updates.
●●

●● Crowdspeaking
●● Maintain a consistent embarrassed
personality.
●●
if Users
it were are at thespread across
mercy of other thespeed
users’ typing Internet?
and accuracy.Think
LEARN MORE BY VISITING THIS WEBSITE
questions) CHAPT ER 13 Building Careers and about
Writing a person
●●

Résumés
Messaging systems vary widely in their levels of security and
you 373
admire
15 and ask yourself what he or
Guidelines forsuch trouble-free blogging particular norms of communication. privacy.
●● Information that you would like the recommendation to convey, as your work she would think of your decision.
experience, skills, training, character, andThe fitness
Electronicfor Frontier
the opportunity
Foundation
REAL-TIME offersUPDATES
a free Legal Guide for
●● Full contactare specific, such
information if asyousaying you
are asking arethefluent personin Spanish
to send or ahave letterfour years of experience If you ever have doubts about the legal ramifications of a
Bloggers. Go to real-timeupdates.com/bce8
LEARN MORE BYor email
and
VIEWING select Learn
THIS INFOGRAPHIC
message designing mobile apps. Soft skills arethemore challenging to express in in a convincing way, message you intend to distribute, ask for guidance from your
More in Students section. Social shaming today’s business
M06B_BOVE9404_08_SE_C06.indd 158 14/09/2017 18:12

●● The application so look deadline for ways to quantify

or other date bythese which withyoudetails,
need suchlandscape as “nominated for the company’s company’s legal department.
leadership development program.” active.16
the recommendation See how today’s consumers use the power of social media to get
REAL-TIME UPDATES
If it gives theIdentifying
recipient athese
helpfulkeywords
overviewrequires
of your some research,
satisfaction
career but youLEARN
from companies. can
Go touncover many of
real-timeupdates.com/bce8
Communicating in for a social
World of Diversity
MORE BY VISITING THIS WEBSITE
themcontact,
since your last while you are researching
consider includingvarious industries
an up-to-date and select and More in CHAPT
Learncompanies. the In ER 14
particular,
Students section. Applying and Interviewing
study for Employment 405
LinkedIn’s advice for college students networks and other social media.
résumé. job descriptions carefully. In contrast to the action verbs
Close your
are requesting
that message
catch apersonalities.
a computer’s
a printed
human
with areader’s
attention
letter,
others
sincere
expect
Some
are
always
thank
usually
be
employees
LEARNING OBJECTIVE
attention,you.keywords
are intense;
Explain
sure tonouns
Ifothers
how
toenclose
forge
you
that their
6that
culturalare
catch
more
Follow
diversity
adescribe
own the and
way
appropriate
Throughout your career, you will interact with people from a variety of cultures, people
laidtips
these
and
back.
who to get
even
Some
differ
the most
compete
effective ways
emphasize
inREAL-TIME
race,
from age,
with
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gender,
UPDATES
for one
tostructure,
ask
including
another.
recommendations.
sexual orientation, national and regional attitudes and
the most
Go tolanguage, physical and cognitive abilities, life
affects business communication, beliefs, family LEARN MORE
religion,
BY VISITING
native
THIS WEBSITE
specific skills,
stamped, preaddressed attributes,
envelope as a and
Expectations also vary experiences
convenience
andfrom to the
jobthe
describe an
other
tosteps employer
job within is
atake
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real-timeupdates.com/bce8
you can experience, Content-Sharing
Find
and the keywords
andeducational
select Learn More that
in thewill
background Stu-light
(see up Sites
Figure 1.8). Although the concept is often
party. Figurelooking forfrom
7.2 on page in
171a provides
candidate.
industry an Keywords
to example
industry. of
Ancan include
a request
to communicate outgoing the busi-
dents
more effectively
personality section.
is essen- your résumé

3
LEARNING OBJECTIVE narrowly framed in terms of ethnic
REAL-TIME background, a broader and more useful definition of
UPDATES
that follows ness
theseand technical
guidelines. terms
tial for sales butassociated
lessacross with
so forcultural a specific
boundaries.
research, Explain
profes-
for instance. This
and list of includes
how companiesdiversity tips and tools “allwillthe
helpcharacteristics
LEARN
you find the right and
MORE BY WATCHING
keywords
THESE
toVIDEOS
cus- that define each of us as indi-
experiences
sion, industry-specific
Beyond jargon,
these two names orbusiness
general types of
questions, productsmost tomize your
canemploy- 40 résumé for every opportunity. Go to real-timeupdates
professionals viduals.”
use Some aspects
content. of TED
Five diversity,
talkssuch
that as race
will helpandyou age, are inherent. Others, such as
prepare
or systemsers used
lookinfor
a profession,
the qualitiesjob of titles, and college
professionalism described .com/bce8 and select Learn
inhistory, More in the Students section.
23
content-sharing websites. work language,for religion,
interviewscultural immersion, and education, are acquired through
degrees. Chapter 1 (see page 6). Throughout the interview process, 41
life experience. Together,
MIT career advisorthese characteristics
Lily Zhang and talks
handpicked these experiences
for the can have a profound effect
look for opportunities to show your commitment toon excel-
the wayUSER-GENERATED
businesspeople
insights they can give communicate. CONTENT
all job hunters. SITES
Go to real-timeupdates
Name and lence, dependability,
Contact teamwork, etiquette, ethics, and positive
Information This section.com/bce8 looksandatselectthe advantages
Learn More in the andStudents
challenges of a diverse workforce from a
section.
YouTube and other user-generated YouTube, Flickr, Yelp, and other user-generated content (UGC) sites
Your nameattitude.
and contact information constitute the heading of
content sites are now important
communication
your résumé; perspective,
include the examines
Be sure to key
provide differences
complete
18/09/2017 among
19:41and cultures, and offers advice
following: business communication channels. for communicating across cultures. accurate contact information;
mistakes in this section of the
●● Name
20 Preface

No other textbook comes close to offering the

resources that Bovée and Thill provide free to
­students and instructors:
●● Sponsored instructor communities on LinkedIn and
Facebook with nearly two thousand members
●● Tips and techniques in Bovée and Thill’s ­Business
Communication Blog and Twitter feed
●● The Bovée & Thill channel on YouTube
●● Business Communication Headline News
●● Videos and PowerPoint presentations on SlideShare
●● Hundreds of infographics, videos, articles, ­podcasts,
and ­PowerPoints on the Business ­Communication
Pictorial Gallery on Pinterest
●● The Ultimate Guide to Resources for Teaching Busi-
ness Communication
●● Curated magazines for business c
­ ommunication on
Scoop.it
Links to all these services and resources can be found
at blog.businesscommunicationnetwork.com/
resources.

Expand your classroom resources with both

curated content and original videos and
presentations.

Bovée and Thill’s Business Communication

Blog offers original insights and teaching
tips to enhance your lectures.
 Preface 21

MYLAB BUSINESS COMMUNICATION

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 three-step process to blogging. business. You’ve been college’s
teaching website for mobile
her blogging and devices?
website[LO-1] design
Businesses use blogs and microblogs in a variety of ways: principles, and 6-7. she’s How picked do them socialupnetworks quickly. Moreover, help an organization she has build
always been on time, communities
professional, of and practice eager within
to assist,theirand workforce
she even in
●● Social media anchoring
CH A P T E R 6 Crafting Messages
geographically for
separate Digital Channels
locations? [LO-2] 193
●● Project management and team communication doesn’t complain about doing mundane tasks. who contributed to the successful web effort.
6-8. side, WhyChenault might direct selling on a public social on,network site
22 Preface ●● Messaging
●● Internal news and employee engagement

is a leansupport
●● Customer medium with less ability to convey you Test
On the down
often found Your
such
her busy as
Knowledge
Facebook
is a popular
be a
on the phone planning her many social problem?
student.
[LO-2]
Early

activities when 6-9. youIfneeded one of theher benefits

help. However, of blogging afterisyou the personal,
had a intimate
SOCIAL NETWORKING SKILLS
nuances●● and Public nonverbal
relations signals.
and media relations
●● Recruiting
To talk
brief review with her,style
chapter content
this of writing,
problem related istoiteach
vanished. a good idea torefer
question, limittoyour the creativity
7-43.
indicated Learning by adhering
Objective.
You’ll be sorry to see Chenault leave when she returns to conventional rules of grammar, spelling,
●● Policy and issue discussions

Developing Employability
Follow these guidelines for effective messaging: 6-1. Communicating and mechanics?
successfully Why inor why
digital not? media [LO-6] requires
●● Crisis communication to school in the fall, but you’re pleased to respond when she
●● Be thoughtful and courteous.
●● Market research asks youmastering for6-10.
a letter Ifa of you
wide know
range that
recommendation. of writing mostShe’s readers
approaches.
not sure of your One
where management
is a C H A P T ER 1 3
●● Make yourself unavailable when you need to focus on other calledfor awork advice
teaser. When blogyou accessuse or it?itwhaton mobile
[LO-1] devices, she’ll should you
Skills
●● Brainstorming she’ll apply after graduation career path
work. ●● Word-of-mouth marketing CHAPTER 6
6-2. Crafting Messages
What benefits switch do to for
social Digitalinstead
Twitter networks Channels so
offer the in 193
shorter
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are) significant.
an unsolicited proposal, so be sure introduce your the corrections
the com- in your word-processing software.
3-67. proposal About 90 percent a good of candidate
the employees for your (plan, services.
plans) Learn to come more about
accordingly. to the company pany by visiting its website so you can personalize your proposal.
picnic.
All ---

Level 2: Workplace Applications

The following items may contain errors in grammar, capitaliza-
tion, punctuation, abbreviation, number style, word division,
M11_BOVE0099_08_GE_C11.indd 357 22/08/19 4:02 PM

Table of Contents Overview
Prologue Building a Career with Your Communication
Skills
Part 1 Business Communication Foundations
1: Professional Communication in Today’s
­Digital, Social, Mobile World
2: Collaboration, Interpersonal Communica-
tion, and Business Etiquette
Part 2 The Three-Step Writing Process
3: Planning Business Messages
4: Writing Business Messages
5: Completing Business Messages
Part 3 Brief Business Messages
6: Crafting Messages for Digital Channels
7: Writing Routine and Positive Messages
8: Writing Negative Messages
9: Writing Persuasive Messages
Part 4 Longer Business Messages
10: Understanding and Planning Reports and
Proposals
11: Writing and Completing Reports and
Proposals
12: Developing and Delivering Business
Presentations
Part 5 Employment Messages and Job Interviews
13: Building Careers and Writing Résumés
14: Applying and Interviewing for Employment
Preface 23
Learn how this course will help you launch an interesting and rewarding
career
See what it means to communicate as a professional and learn essential
­concepts of ethics and diversity
Learn how to work successfully in teams, collaborate on projects, and
improve listening and etiquette
Discover a simple process that helps you write more effectively while
­spending less time and energy
Learn how to build credibility and achieve a conversational tone in your
­business writing
Make your writing more compelling with careful revision and produce
­attractive messages in any medium
Adapt what you already know about digital and social media to the chal-
lenges of professional communication
Maintain productive working relationships by writing routine messages
quickly and easily
Learn the secrets of sharing negative information in a thoughtful way
Explore the techniques to make internal messages as well as marketing and
sales messages more persuasive
Simplify the process of writing informational and analytical reports and
business proposals
Create compelling visuals and put the finishing touches on formal reports
and proposals
Develop engaging presentations and conquer the anxieties that every
speaker feels
Succeed with two of the most important documents you’ll ever write—­
application letters and your résumé
Make sure your talent and value shine through as you progress through the
job-search process
24 Preface

Instructor Teaching Resources

This program comes with the following teaching resources.

Supplements available to instructors at

www.pearsonglobaleditions.com Features of the Supplement
Instructor’s Manual ●● Chapter summary
●● Chapter outline
●● Teaching notes
●● Overcoming difficulties students often face
●● Suggested classroom exercises
●● Test Your Knowledge answers
●● Apply Your Knowledge answers
●● Practice Your Skills answers
●● Expand Your Skills answers
●● Case solutions (short message cases) and solution guidelines (report and proposal cases)
●● Improve your Grammar, Mechanics, and Usage answers and solutions:
Level 1: Self-Assessment
Level 2: Workplace Applications
Level 3: Document Critique
Test Bank ●● More than 1,700 multiple-choice, true/false, and essay questions
●● Answer explanations
●● Keyed by learning objective
●● Classified according to difficulty level
●● Classified according to learning modality: conceptual, application, critical thinking,
or synthesis
●● Learning outcomes identified
●● AACSB learning standard identified (Ethical Understanding and Reasoning; Analytical
Thinking Skills; Information Technology; Diverse and Multicultural Work; Reflective
Thinking; Application of Knowledge)
Computerized TestGen TestGen allows instructors to
●● customize, save, and generate classroom tests.

●● edit, add, or delete questions from the Test Item Files.

●● analyze test results.

●● organize a database of tests and student results.

PowerPoints Slides include all the graphs, tables, and equations in the textbook PowerPoints meet
accessibility standards for students with disabilities. Features include:
●● Keyboard and screen reader access

●● Alternative text for images

●● High contrast between background and foreground colors

Acknowledgments
The Eighth Edition of Business Communication Essentials reflects the professional experi-
ence of a large team of contributors and advisors. We express our thanks to the many
individuals whose valuable suggestions and constructive comments influenced the success
of this book.

REVIEWERS OF PREVIOUS EDITIONS

Thank you to the following professors: Lydia E. Anderson, Fresno City College; Victoria
Austin, Las Positas College; Faridah Awang, Eastern Kentucky University; Jeanette Bal-
dridge, University of Maine at Augusta; Diana Baran, Henry Ford Community College;
JoAnne Barbieri, Atlantic Cape Community College; Kristina Beckman, John Jay
­College; Judy Bello, Lander University; George Bernard, Seminole State College; Carol
Another random document with
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 "To my regiment."
"Are you well enough?" asked Major Luttrel. "How is that wound?"
"It's so much better that I believe it can finish getting well down
there as easily as here. Good-by, Major. I hope we shall meet again."
And he shook hands with Major Luttrel. "Good by, Mr. Clare." And,
somewhat to Richard's surprise, he stretched over and held out his
hand to him.
Richard felt that it was tremulous, and, looking hard into his face,
he thought it wore a certain unwonted look of excitement. And then
his fancy coursed back to Gertrude, sitting where he had left her, in
the sentimental twilight, alone with her heavy heart. With a word, he
reflected, a single little word, a look, a motion, this happy man whose
hand I hold can heal her sorrows. "Oh!" cried Richard, "that by this
hand I might hold him fast forever!"
It seemed to the Captain that Richard's grasp was needlessly
protracted and severe. "What a grip the poor fellow has!" he thought.
"Good-by," he repeated aloud, disengaging himself.
"Good-by," said Richard. And then he added, he hardly knew why,
"Are you going to bid good-by to Miss Whittaker?"
"Yes. Isn't she at home?"
Whether Richard really paused or not before he answered, he
never knew. There suddenly arose such a tumult in his bosom that it
seemed to him several moments before he became conscious of his
reply. But it is probable that to Severn it came only too soon.
"No," said Richard; "she's not at home. We have just been
calling." As he spoke, he shot a glance at his companion, armed with
defiance of his impending denial. But the Major just met his glance
and then dropped his eyes. This slight motion was a horrible
revelation. He had served the Major, too.
"Ah? I'm sorry," said Severn, slacking his rein,—"I'm sorry." And
from his saddle he looked down toward the house more longingly
and regretfully than he knew.
 Richard felt himself turning from pale to consuming crimson.
There was a simple sincerity in Severn's words which was almost
irresistible. For a moment he felt like shouting out a loud denial of his
falsehood: "She is there! she's alone and in tears, awaiting you. Go
to her—and be damned!" But before he could gather his words into
his throat, they were arrested by Major Luttrel's cool, clear voice,
which, in its calmness, seemed to cast scorn upon his weakness.
"Captain," said the Major, "I shall be very happy to take charge of
your farewell."
"Thank you, Major. Pray do. Say how extremely sorry I was. Good
by again." And Captain Severn hastily turned his horse about, gave
him his spurs, and galloped away, leaving his friends standing alone
in the middle of the road. As the sound of his retreat expired,
Richard, in spite of himself, drew a long breath. He sat motionless in
the saddle, hanging his head.
"Mr. Clare," said the Major, at last, "that was very cleverly done."
Richard looked up. "I never told a lie before," said he.
"Upon my soul, then, you did it uncommonly well. You did it so
well I almost believed you. No wonder that Severn did."
Richard was silent. Then suddenly he broke out, "In God's name,
sir, why don't you call me a blackguard? I've done a beastly act!"
"O, come," said the Major, "you needn't mind that, with me. We'll
consider that said. I feel bound to let you know that I'm very, very
much obliged to you. If you hadn't spoken, how do you know but that
I might?"
"If you had, I would have given you the lie, square in your teeth."
"Would you, indeed? It's very fortunate, then, I held my tongue. If
you will have it so, I won't deny that your little improvisation sounded
very ugly. I'm devilish glad I didn't make it."
Richard felt his wit sharpened by a most unholy scorn,—a scorn
far greater for his companion than for himself. "I am glad to hear that
it did sound ugly," he said. "To me, it seemed beautiful, holy, and just.
For the space of a moment, it seemed absolutely right that I should
say what I did. But you saw the lie in its horrid nakedness, and yet
you let it pass. You have no excuse."
"I beg your pardon. You are immensely ingenious, but you are
immensely wrong. Are you going to make out that I am the guilty
party? Upon my word, you're a cool hand. I have an excuse. I have
the excuse of being interested in Miss Whittaker's remaining
unengaged."
"So I suppose. But you don't love her. Otherwise——"
Major Luttrel laid his hand on Richard's bridle. "Mr. Clare," said
he, "I have no wish to talk metaphysics over this matter. You had
better say no more. I know that your feelings are not of an enviable
kind, and I am therefore prepared to be good-natured with you. But
you must be civil yourself. You have done a shabby deed; you are
ashamed of it, and you wish to shift the responsibility upon me,
which is more shabby still. My advice is, that you behave like a man
of spirit, and swallow your apprehensions. I trust that you are not
going to make a fool of yourself by any apology or retraction in any
quarter. As for its having seemed holy and just to do what you did,
that is mere bosh. A lie is a lie, and as such is often excusable. As
anything else,—as a thing beautiful, holy, or just,—it's quite
inexcusable. Yours was a lie to you, and a lie to me. It serves me,
and I accept it. I suppose you understand me. I adopt it. You don't
suppose it was because I was frightened by those big black eyes of
yours that I held my tongue. As for my loving or not loving Miss
Whittaker, I have no report to make to you about it. I will simply say
that I intend, if possible to marry her."
"She'll not have you. She'll never marry a cold-blooded rascal."
"I think she'll prefer him to a hot-blooded one. Do you want to pick
a quarrel with me? Do you want to make me lose my temper? I shall
refuse you that satisfaction. You have been a coward, and you want
to frighten some one before you go to bed to make up for it. Strike
me, and I'll strike you in self-defence, but I'm not going to mind your
talk. Have you anything to say? No? Well, then, good evening." And
Major Luttrel started away.
 It was with rage that Richard was dumb. Had he been but a cat's-
paw after all? Heaven forbid! He sat irresolute for an instant, and
then turned suddenly and cantered back to Gertrude's gate. Here he
stopped again; but after a short pause he went in over the gravel
with a fast-beating heart. O, if Luttrel were but there to see him! For
a moment he fancied he heard the sound of the Major's returning
steps. If he would only come and find him at confession! It would be
so easy to confess before him! He went along beside the house to
the front, and stopped beneath the open drawing-room window.
"Gertrude!" he cried softly, from his saddle.
Gertrude immediately appeared. "You, Richard!" she exclaimed.
Her voice was neither harsh nor sweet; but her words and her
intonation recalled vividly to Richard's mind the scene in the
conservatory. He fancied them keenly expressive of disappointment.
He was invaded by a mischievous conviction that she had been
expecting Captain Severn, or that at the least she had mistaken his
voice for the Captain's. The truth is that she had half fancied it might
be,—Richard's call having been little more than a loud whisper. The
young man sat looking up at her, silent.
"What do you want?" she asked. "Can I do anything for you?"
Richard was not destined to do his duty that evening. A certain
infinitesimal dryness of tone on Gertrude's part was the inevitable
result of her finding that that whispered summons came only from
Richard. She was preoccupied. Captain Severn had told her a
fortnight before, that, in case of news of a defeat, he should not
await the expiration of his leave of absence to return. Such news had
now come, and her inference was that her friend would immediately
take his departure. She could not but suppose that he would come
and bid her farewell, and what might not be the incidents, the results,
of such a visit? To tell the whole truth, it was under the pressure of
these reflections that, twenty minutes before, Gertrude had
dismissed our two gentlemen. That this long story should be told in
the dozen words with which she greeted Richard, will seem
unnatural to the disinterested reader. But in those words, poor
Richard, with a lover's clairvoyance, read it at a single glance. The
same resentful impulse, the same sickening of the heart, that he had
felt in the conservatory, took possession of him once more. To be
witness of Severn's passion for Gertrude,—that he could endure. To
be witness of Gertrude's passion for Severn,—against that obligation
his reason rebelled.
"What is it you wish, Richard?" Gertrude repeated. "Have you
forgotten anything?"
"Nothing! nothing!" cried the young man. "It's no matter!"
He gave a great pull at his bridle, and almost brought his horse
back on his haunches, and then, wheeling him about on himself, he
thrust in his spurs and galloped out of the gate.
On the highway he came upon Major Luttrel, who stood looking
down the lane.
"I'm going to the Devil, sir!" cried Richard. "Give me your hand on
it."
Luttrel held out his hand. "My poor young man," said he, "you're
out of your head. I'm sorry for you. You haven't been making a fool of
yourself?"
"Yes, a damnable fool of myself!"
Luttrel breathed freely. "You'd better go home and go to bed," he
said. "You'll make yourself ill by going on at this rate."
"I—I'm afraid to go home," said Richard, in a broken voice. "For
God's sake, come with me!"—and the wretched fellow burst into
tears. "I'm too bad for any company but yours," he cried, in his sobs.
The Major winced, but he took pity. "Come, come," said he, "we'll
pull through. I'll go home with you."
They rode off together. That night Richard went to bed miserably
drunk; although Major Luttrel had left him at ten o'clock, adjuring him
to drink no more. He awoke the next morning in a violent fever; and
before evening the doctor, whom one of his hired men had brought
to his bedside, had come and looked grave and pronounced him
very ill.
 PART III

In country districts, where life is quiet, incidents do duty as events;

and accordingly Captain Severn's sudden departure for his regiment
became very rapidly known among Gertrude's neighbors. She
herself heard it from her coachman, who had heard it in the village,
where the Captain had been seen to take the early train. She
received the news calmly enough to outward appearance, but a
great tumult rose and died in her breast. He had gone without a word
of farewell! Perhaps he had not had time to call upon her. But bare
civility would have dictated his dropping her a line of writing,—he
who must have read in her eyes the feeling which her lips refused to
utter, and who had been the object of her tenderest courtesy. It was
not often that Gertrude threw back into her friends' teeth their
acceptance of the hospitality which it had been placed in her power
to offer them; but if she now mutely reproached Captain Severn with
ingratitude, it was because he had done more than slight her
material gifts: he had slighted that constant moral force with which
these gifts were accompanied, and of which they were but the rude
and vulgar token. It is but natural to expect that our dearest friends
will accredit us with our deepest feelings; and Gertrude had
constituted Edmund Severn her dearest friend. She had not, indeed,
asked his assent to this arrangement, but she had borne it out by a
subtile devotion which she felt that she had a right to exact of him
that he should repay,—repay by letting her know that, whether it was
lost on his heart or not, it was at least not lost to his senses,—that, if
he could not return it, he could at least remember it. She had given
him the flower of her womanly tenderness, and when his moment
came, he had turned from her without a look. Gertrude shed no
tears. It seemed to her that she had given her friend tears enough,
and that to expend her soul in weeping would be to wrong herself.
She would think no more of Edmund Severn. He should be as little to
her for the future as she was to him.
 It was very easy to make this resolution: to keep it, Gertrude
found another matter. She could not think of the war, she could not
talk with her neighbors of current events, she could not take up a
newspaper, without reverting to her absent friend. She found herself
constantly harassed with the apprehension that he had not allowed
himself time really to recover, and that a fortnight's exposure would
send him back to the hospital. At last it occurred to her that civility
required that she should make a call upon Mrs. Martin, the Captain's
sister; and a vague impression that this lady might be the depositary
of some farewell message—perhaps of a letter—which she was
awaiting her convenience to present, led her at once to undertake
this social duty.
The carriage which had been ordered for her projected visit was
at the door, when, within a week after Severn's departure, Major
Luttrel was announced. Gertrude received him in her bonnet. His first
care was to present Captain Severn's adieus, together with his
regrets that he had not had time to discharge them in person. As
Luttrel made his speech, he watched his companion narrowly, and
was considerably reassured by the unflinching composure with
which she listened to it. The turn he had given to Severn's message
had been the fruit of much mischievous cogitation. It had seemed to
him that, for his purposes, the assumption of a hasty, and as it were
mechanical, allusion to Miss Whittaker, was more serviceable than
the assumption of no allusion at all, which would have left a
boundless void for the exercise of Gertrude's fancy. And he had
reasoned well; for although he was tempted to infer from her
calmness that his shot had fallen short of the mark, yet, in spite of
her silent and almost smiling assent to his words, it had made but
one bound to her heart. Before many minutes, she felt that those
words had done her a world of good. "He had not had time!" Indeed,
as she took to herself their full expression of perfect indifference, she
felt that her hard, forced smile was broadening into the sign of a
lively gratitude to the Major.
Major Luttrel had still another task to perform. He had spent half
an hour on the preceding day at Richards bedside, having ridden
over to the farm, in ignorance of his illness, to see how matters stood
with him. The reader will already have surmised that the Major was
not pre-eminently a man of conscience: he will, therefore, be the less
surprised and shocked to hear that the sight of the poor young man,
prostrate, fevered, and delirious, and to all appearance rapidly
growing worse, filled him with an emotion the reverse of creditable.
In plain terms, he was very glad to find Richard a prisoner in bed. He
had been racking his brains for a scheme to keep his young friend
out of the way, and now, to his exceeding satisfaction, Nature had
relieved him of this troublesome care. If Richard was condemned to
typhoid fever, which his symptoms seemed to indicate, he would not,
granting his recovery, be able to leave his room within a month. In a
month, much might be done; nay, with energy, all might be done. The
reader has been all but directly informed that the Major's present
purpose was to secure Miss Whittaker's hand. He was poor, and he
was ambitious, and he was, moreover, so well advanced in life—
being thirty-six years of age—that he had no heart to think of building
up his fortune by slow degrees. A man of good breeding, too, he had
become sensible, as he approached middle age of the many
advantages of a luxurious home. He had accordingly decided that a
wealthy marriage would most easily unlock the gate to prosperity. A
girl of a somewhat lighter calibre than Gertrude would have been the
woman—we cannot say of his heart; but, as he very generously
argued, beggars can't be choosers. Gertrude was a woman with a
mind of her own; but, on the whole, he was not afraid of her. He was
abundantly prepared to do his duty. He had, of course, as became a
man of sense, duly weighed his obstacles against his advantages;
but an impartial scrutiny had found the latter heavier in the balance.
The only serious difficulty in his path was the possibility that, on
hearing of Richard's illness, Gertrude, with her confounded
benevolence, would take a fancy to nurse him in person, and that, in
the course of her ministrations, his delirious ramblings would force
upon her mind the damning story of the deception practised upon
Captain Severn. There was nothing for it but bravely to face this risk.
As for that other fact, which many men of a feebler spirit would have
deemed an invincible obstacle, Luttrel's masterly understanding had
immediately converted it into the prime agent of success,—the fact,
namely, that Gertrude's heart was preoccupied. Such knowledge as
he possessed of the relations between Miss Whittaker and his
brother officer he had gained by his unaided observations and his
silent deductions. These had been logical; for, on the whole, his
knowledge was accurate. It was at least what he might have termed
a good working knowledge. He had calculated on a passionate
reactionary impulse on Gertrude's part, consequent on Severn's
simulated offence. He knew that, in a generous woman, such an
impulse, if left to itself, would not go very far. But on this point it was
that his policy bore. He would not leave it to itself: he would take it
gently into his hands, attenuate it, prolong it, economize it, and
mould it into the clew to his own good-fortune. He thus counted
much upon his skill and his tact; but he likewise placed a becoming
degree of reliance upon his solid personal qualities,—qualities too
sober and too solid, perhaps, to be called charms, but thoroughly
adapted to inspire confidence. The Major was not handsome in
feature; he left that to younger men and to lighter women; but his
ugliness was of a masculine, aristocratic, intelligent stamp. His
figure, moreover, was good enough to compensate for the absence
of a straight nose and a fine mouth; and his general bearing offered
a most pleasing combination of the gravity of the man of affairs and
the versatility of the man of society.
In her sudden anxiety on Richard's behalf, Gertrude soon forgot
her own immaterial woes. The carriage which was to have conveyed
her to Mrs. Martin's was used for a more disinterested purpose. The
Major, prompted by a strong faith in the salutary force of his own
presence, having obtained her permission to accompany her, they
set out for the farm, and soon found themselves in Richard's
chamber. The young man was wrapped in a heavy sleep, from which
it was judged imprudent to arouse him. Gertrude, sighing as she
compared his thinly furnished room with her own elaborate
apartments, drew up a mental list of essential luxuries which she
would immediately send him. Not but that he had received, however,
a sufficiency of homely care. The doctor was assiduous, and the old
woman who nursed him was full of rough good-sense.
"He asks very often after you, Miss," she said, addressing
Gertrude, but with a sly glance at the Major. "But I think you'd better
not come too often. I'm afraid you'd excite him more than you'd quiet
him."
"I'm afraid you would, Miss Whittaker," said the Major, who could
have hugged the goodwife.
"Why should I excite him?" asked Gertrude, "I'm used to sick-
rooms. I nursed my father for a year and a half."
"O, it's very well for an old woman like me, but it's no place for a
fine young lady like you," said the nurse, looking at Gertrude's
muslins and laces.
"I'm not so fine as to desert a friend in distress," said Gertrude. "I
shall come again, and if it makes the poor fellow worse to see me, I
shall stay away. I am ready to do anything that will help him to get
well."
It had already occurred to her that, in his unnatural state, Richard
might find her presence a source of irritation, and she was prepared
to remain in the background. As she returned to her carriage, she
caught herself reflecting with so much pleasure upon Major Luttrel's
kindness in expending a couple of hours of his valuable time on so
unprofitable an object as poor Richard, that, by way of intimating her
satisfaction, she invited him to come home and dine with her.
After a short interval she paid Richard a second visit, in company
with Miss Pendexter. He was a great deal worse; he lay emaciated,
exhausted, and stupid. The issue was doubtful. Gertrude
immediately pushed forward to M——, a larger town than her own,
sought out a professional nurse, and arranged with him to relieve the
old woman from the farm, who was worn out with her vigilance. For a
fortnight, moreover, she received constant tidings from the young
man's physician. During this fortnight, Major Luttrel was assiduous,
and proportionately successful.
It may be said, to his credit, that he had by no means conducted
his suit upon that narrow programme which he had drawn up at the
outset. He very soon discovered that Gertrude's resentment—if
resentment there was—was a substance utterly impalpable even to
his most delicate tact, and he had accordingly set to work to woo her
like an honest man, from day to day, from hour to hour, trusting so
devoutly for success to momentary inspiration, that he felt his suit
dignified by a certain flattering faux air of genuine passion. He
occasionally reminded himself, however, that he might really be
owing more to the subtle force of accidental contrast than Gertrude's
life-long reserve—for it was certain she would not depart from it—
would ever allow him to measure.
It was as an honest man, then, a man of impulse and of action,
that Gertrude had begun to like him. She was not slow to perceive
whither his operations tended; and she was almost tempted at times
to tell him frankly that she would spare him the intermediate steps,
and meet him at the goal without further delay. It was not that she
was prepared to love him, but she would make him an obedient wife.
An immense weariness had somehow come upon her, and a sudden
sense of loneliness. A vague suspicion that her money had done her
an incurable wrong inspired her with a profound distaste for the care
of it. She felt cruelly hedged out from human sympathy by her
bristling possessions. "If I had had five hundred dollars a year," she
said in a frequent parenthesis, "I might have pleased him." Hating
her wealth, accordingly, and chilled by her isolation, the temptation
was strong upon her to give herself up to that wise, brave gentleman
who seemed to have adopted such a happy medium betwixt loving
her for her money and fearing her for it. Would she not always stand
between men who would represent the two extremes? She would
anticipate security by an alliance with Major Luttrel.
One evening, on presenting himself, Luttrel read these thoughts
so clearly in her eyes, that he made up his mind to speak. But his
mind was burdened with a couple of facts, of which it was necessary
that he should discharge it before it could enjoy the freedom of
action which the occasion required. In the first place, then, he had
been to see Richard Clare, and had found him suddenly and
decidedly better. It was unbecoming, however,—it was impossible,—
that he should allow Gertrude to linger over this pleasant
announcement.
"I tell the good news first," he said, gravely. "I have some very bad
news, too, Miss Whittaker."
 Gertrude sent him a rapid glance. "Some one has been killed,"
she said.
"Captain Severn has been shot," said the Major,—"shot by a
guerilla."
Gertrude was silent. No answer seemed possible to that
uncompromising fact. She sat with her head on her hand, and her
elbow on the table beside her, looking at the figures on the carpet.
She uttered no words of commonplace regret; but she felt as little
like giving way to serious grief. She had lost nothing, and, to the best
of her knowledge, he had lost nothing. She had an old loss to mourn,
—a loss a month old, which she had mourned as she might. To give
way to passion would have been but to impugn the solemnity of her
past regrets. When she looked up at her companion, she was pale,
but she was calm, yet with a calmness upon which a single glance of
her eye directed him not inconsiderately to presume. She was aware
that this glance betrayed her secret; but in view both of Severn's
death and of the Major's attitude, such betrayal mattered less. Luttrel
had prepared to act upon her hint, and to avert himself gently from
the topic, when Gertrude, who had dropped her eyes again, raised
them with a slight shudder. "I'm cold," she said. "Will you shut that
window beside you, Major? Or stay, suppose you give me my shawl
from the sofa."
Luttrel brought the shawl, placed it on her shoulders, and sat
down beside her. "These are cruel times," he said, with studied
simplicity. "I'm sure I hardly know what's to come of it all."
"Yes, they are cruel times," said Gertrude. "They make one feel
cruel. They make one doubt of all he has learnt from his pastors and
masters."
"Yes, but they teach us something new also."
"I'm sure I don't know," said Gertrude, whose heart was so full of
bitterness that she felt almost malignant. "They teach us how mean
we are. War is an infamy, Major, though it is your trade. It's very well
for you, who look at it professionally, and for those who go and fight;
but it's a miserable business for those who stay at home, and do the
thinking and the sentimentalizing. It's a miserable business for
women; it makes us more spiteful than ever."
"Well, a little spite isn't a bad thing, in practice," said the Major.
"War is certainly an abomination, both at home and in the field. But
as wars go, Miss Whittaker, our own is a very satisfactory one. It
involves something. It won't leave us as it found us. We're in the
midst of a revolution, and what's a revolution but a turning upside
down? It makes sad work with our habits and theories and our
traditions and convictions. But, on the other hand," Luttrel pursued,
warming to his task, "it leaves something untouched, which is better
than these,—I mean our feelings, Miss Whittaker." And the Major
paused until he had caught Gertrude's eyes, when, having engaged
them with his own, he proceeded. "I think they are the stronger for
the downfall of so much else, and, upon my soul, I think it's in them
we ought to take refuge. Don't you think so?"
"Yes, if I understand you."
"I mean our serious feelings, you know,—not our tastes nor our
passions. I don't advocate fiddling while Rome is burning. In fact it's
only poor, unsatisfied devils that are tempted to fiddle. There is one
feeling which is respectable and honorable, and even sacred, at all
times and in all places, whatever they may be. It doesn't depend
upon circumstances, but they upon it; and with its help, I think, we
are a match for any circumstances. I don't mean religion, Miss
Whittaker," added the Major, with a sober smile.
"If you don't mean religion," said Gertrude, "I suppose you mean
love. That's a very different thing."
"Yes, a very different thing; so I've always thought, and so I'm glad
to hear you say. Some people, you know, mix them up in the most
extraordinary fashion. I don't fancy myself an especially religious
man; in fact, I believe I'm rather otherwise. It's my nature. Half
mankind are born so, or I suppose the affairs of this world wouldn't
move. But I believe I'm a good lover, Miss Whittaker."
"I hope for your own sake you are, Major Luttrel."
 "Thank you. Do you think now you could entertain the idea for the
sake of any one else?"
Gertrude neither dropped her eyes, nor shrugged her shoulders,
nor blushed. If anything, indeed, she turned somewhat paler than
before, as she sustained her companion's gaze, and prepared to
answer him as directly as she might.
"If I loved you, Major Luttrel," she said, "I should value the idea for
my own sake."
The Major, too, blanched a little. "I put my question conditionally,"
he answered, "and I have got, as I deserved, a conditional reply. I
will speak plainly, then, Miss Whittaker. Do you value the fact for
your own sake? It would be plainer still to say, Do you love me? but I
confess I'm not brave enough for that. I will say, Can you? or I will
even content myself with putting it in the conditional again, and
asking you if you could; although, after all, I hardly know what the if
understood can reasonably refer to. I'm not such a fool as to ask of
any woman—least of all of you—to love me contingently. You can
only answer for the present, and say yes or no. I shouldn't trouble
you to say either, if I didn't conceive that I had given you time to
make up your mind. It doesn't take forever to know James Luttrel. I'm
not one of the great unfathomable ones. We've seen each other
more or less intimately for a good many weeks; and as I'm
conscious, Miss Whittaker, of having shown you my best, I take it for
granted that if you don't fancy me now, you won't a month hence,
when you shall have seen my faults. Yes, Miss Whittaker, I can
solemnly say," continued the Major, with genuine feeling, "I have
shown you my best, as every man is in honor bound to do who
approaches a woman with those predispositions with which I have
approached you. I have striven hard to please you,"—and he
paused. "I can only say, I hope I have succeeded."
"I should be very insensible," said Gertrude, "if all your kindness
and your courtesy had been lost upon me."
"In Heaven's name, don't talk about courtesy," cried the Major.
 "I am deeply conscious of your devotion, and I am very much
obliged to you for urging your claims so respectfully and
considerately. I speak seriously, Major Luttrel," pursued Gertrude.
"There is a happy medium of expression, and you have taken it. Now
it seems to me that there is a happy medium of affection, with which
you might be content. Strictly, I don't love you. I question my heart,
and it gives me that answer. The feeling that I have is not a feeling to
work prodigies."
"May it at least work the prodigy of allowing you to be my wife?"
"I don't think I shall over-estimate its strength, if I say that it may. If
you can respect a woman who gives you her hand in cold blood, you
are welcome to mine."
Luttrel moved his chair and took her hand. "Beggars can't be
choosers," said he, raising it to his mustache.
"O Major Luttrel, don't say that," she answered. "I give you a great
deal; but I keep a little,—a little," said Gertrude, hesitating, "which I
suppose I shall give to God."
"Well, I shall not be jealous," said Luttrel.
"The rest I give to you, and in return I ask a great deal."
"I shall give you all. You know I told you I'm not religious."
"No, I don't want more than I give," said Gertrude.
"But, pray," asked Luttrel, with a delicate smile, "what am I to do
with the difference?"
"You had better keep it for yourself. What I want is your protection,
sir, and your advice, and your care. I want you to take me away from
this place, even if you have to take me down to the army. I want to
see the world under the shelter of your name. I shall give you a great
deal of trouble. I'm a mere mass of possessions: what I am, is
nothing to what I have. But ever since I began to grow up, what I am
has been the slave of what I have. I am weary of my chains, and you
must help me to carry them,"—and Gertrude rose to her feet as if to
inform the Major that his audience was at an end.
 He still held her right hand; she gave him the other. He stood
looking down at her, an image of manly humility, while from his silent
breast went out a brief thanksgiving to favoring fortune.
At the pressure of his hands, Gertrude felt her bosom heave. She
burst into tears. "O, you must be very kind to me!" she cried, as he
put his arm about her, and she dropped her head upon his shoulder.

When once Richard's health had taken a turn for the better, it
began very rapidly to improve. "Until he is quite well," Gertrude said,
one day, to her accepted suitor, "I had rather he heard nothing of our
engagement. He was once in love with me himself," she added, very
frankly. "Did you ever suspect it? But I hope he will have got better of
that sad malady, too. Nevertheless, I shall expect nothing of his good
judgment until he is quite strong; and as he may hear of my new
intentions from other people, I propose that, for the present, we
confide them to no one."
"But if he asks me point-blank," said the Major, "what shall I
answer?"
"It's not likely he'll ask you. How should he suspect anything?"
"O," said Luttrel, "Clare is one that suspects everything."
"Tell him we're not engaged, then. A woman in my position may
say what she pleases."
It was agreed, however, that certain preparations for the marriage
should meanwhile go forward in secret; and that the marriage itself
should take place in August, as Luttrel expected to be ordered back
into service in the autumn. At about this moment Gertrude was
surprised to receive a short note from Richard, so feebly scrawled in
pencil as to be barely legible. "Dear Gertrude," it ran, "don't come to
see me just yet. I'm not fit. You would hurt me, and vice versa. God
bless you! R. CLARE." Miss Whittaker explained his request, by the
supposition that a report had come to him of Major Luttrel's late
assiduities (which it was impossible should go unobserved); that,
leaping at the worst, he had taken her engagement for granted; and
that, under this impression, he could not trust himself to see her. She
despatched him an answer, telling him that she would await his
pleasure, and that, if the doctor would consent to his having letters,
she would meanwhile occasionally write to him. "She will give me
good advice," thought Richard impatiently; and on this point,
accordingly, she received no account of his wishes. Expecting to
leave her house and close it on her marriage, she spent many hours
in wandering sadly over the meadow-paths and through the
woodlands which she had known from her childhood. She had
thrown aside the last ensigns of filial regret, and now walked sad and
splendid in the uncompromising colors of an affianced bride. It would
have seemed to a stranger that, for a woman who had freely chosen
a companion for life, she was amazingly spiritless and sombre. As
she looked at her pale cheeks and heavy eyes in the mirror, she felt
ashamed that she had no fairer countenance to offer to her destined
lord. She had lost her single beauty, her smile; and she would make
but a ghastly figure at the altar. "I ought to wear a calico dress and
an apron," she said to herself, "and not this glaring finery." But she
continued to wear her finery, and to lay out her money, and to
perform all her old duties to the letter. After the lapse of what she
deemed a sufficient interval, she went to see Mrs. Martin, and to
listen dumbly to her narration of her brother's death, and to her
simple eulogies.
Major Luttrel performed his part quite as bravely, and much more
successfully. He observed neither too many things nor too few; he
neither presumed upon his success, nor mistrusted it. Having on his
side received no prohibition from Richard, he resumed his visits at
the farm, trusting that, with the return of reason, his young friend
might feel disposed to renew that anomalous alliance in which, on
the hapless evening of Captain Severn's farewell, he had taken
refuge against his despair. In the long, languid hours of his early
convalescence, Richard had found time to survey his position, to
summon back piece by piece the immediate past, and to frame a
general scheme for the future. But more vividly than anything else,
there had finally disengaged itself from his meditations a profound
aversion to James Luttrel.
 It was in this humor that the Major found him; and as he looked at
the young man's gaunt shoulders, supported by pillows, at his face,
so livid and aquiline, at his great dark eyes, luminous with triumphant
life, it seemed to him that an invincible spirit had been sent from a
better world to breathe confusion upon his hopes. If Richard hated
the Major, the reader may guess whether the Major loved Richard.
Luttrel was amazed at his first remark.
"I suppose you're engaged by this time," Richard said, calmly
enough.
"Not quite," answered the Major. "There's a chance for you yet."
To this Richard made no rejoinder. Then, suddenly, "Have you had
any news of Captain Severn?" he asked.
For a moment the Major was perplexed at his question. He had
assumed that the news of Severn's death had come to Richard's
ears, and he had been half curious, half apprehensive as to its
effect. But an instant's reflection now assured him that the young
man's estrangement from his neighbors had kept him hitherto and
might still keep him in ignorance of the truth. Hastily, therefore, and
inconsiderately, the Major determined to confirm this ignorance.
"No," said he; "I've had no news. Severn and I are not on such terms
as to correspond."
The next time Luttrel came to the farm, he found the master sitting
up in a great, cushioned, chintz-covered arm-chair which Gertrude
had sent him the day before out of her own dressing-room.
"Are you engaged yet?" asked Richard.
There was a strain as if of defiance in his tone. The Major was
irritated. "Yes," said he, "we are engaged now."
The young man's face betrayed no emotion.
"Are you reconciled to it?" asked Luttrel.
"Yes, practically I am."
"What do you mean by practically? Explain yourself."
 "A man in my state can't explain himself. I mean that, however I
feel about it, I shall accept Gertrude's marriage."
"You're a wise man, my boy," said the Major, kindly.
"I'm growing wise. I feel like Solomon on his throne in this chair.
But I confess, sir, I don't see how she could have you."
"Well, there's no accounting for tastes," said the Major, good-
humoredly.
"Ah, if it's been a matter of taste with her," said Richard, "I have
nothing to say."
They came to no more express understanding than this with
regard to the future. Richard continued to grow stronger daily, and to
defer the renewal of his intercourse with Gertrude. A month before,
he would have resented as a bitter insult the intimation that he would
ever be so resigned to lose her as he now found himself. He would
not see her for two reasons: first, because he felt that it would be—or
that at least in reason it ought to be—a painful experience to look
upon his old mistress with a coldly critical eye; and secondly,
because, justify to himself as he would his new-born indifference, he
could not entirely cast away the suspicion that it was a last remnant
of disease, and that, when he stood on his legs again in the
presence of those exuberant landscapes with which he had long
since established a sort of sensuous communion, he would feel, as
with a great tumultuous rush, the return of his impetuous manhood
and of his old capacity. When he had smoked a pipe in the outer
sunshine, when he had settled himself once more to the long elastic
bound of his mare, then he would see Gertrude. The reason of the
change which had come upon him was that she had disappointed
him,—she, whose magnanimity it had once seemed that his fancy
was impotent to measure. She had accepted Major Luttrel, a man
whom he despised; she had so mutilated her magnificent heart as to
match it with his. The validity of his dislike to the Major, Richard did
not trouble himself to examine. He accepted it as an unerring
instinct; and, indeed, he might have asked himself, had he not
sufficient proof? Moreover he labored under the sense of a
gratuitous wrong. He had suffered an immense torment of remorse
to drive him into brutishness, and thence to the very gate of death,
for an offence which he had deemed mortal, and which was after all
but a phantasm of his impassioned conscience. What a fool he had
been! a fool for his nervous fears, and a fool for his penitence.
Marriage with Major Luttrel,—such was the end of Gertrude's fancied
anguish. Such, too, we hardly need add, was the end of that idea of
reparation which had been so formidable to Luttrel. Richard had
been generous; he would now be just.
Far from impeding his recovery, these reflections hastened it. One
morning in the beginning of August, Gertrude received notice of
Richard's presence. It was a still, sultry day, and Miss Whittaker, her
habitual pallor deepened by the oppressive heat, was sitting alone in
a white morning-dress, languidly fanning aside at once the droning
flies and her equally importunate thoughts. She found Richard
standing in the middle of the drawing-room, booted and spurred.
"Well, Richard," she exclaimed, with some feeling, "you're at last
willing to see me!"
As his eyes fell upon her, he started and stood almost paralyzed,
heeding neither her words nor her extended hand. It was not
Gertrude he saw, but her ghost.
"In Heaven's name what has happened to you?" he cried. "Have
you been ill?"
Gertrude tried to smile in feigned surprise at his surprise; but her
muscles relaxed. Richard's words and looks reflected more vividly
than any mirror the dejection of her person; and this, the misery of
her soul. She felt herself growing faint. She staggered back to a sofa
and sank down.
Then Richard felt as if the room were revolving about him, and as
if his throat were choked with imprecations,—as if his old erratic
passion had again taken possession of him, like a mingled legion of
devils and angels. It was through pity that his love returned. He went
forward and dropped on his knees at Gertrude's feet. "Speak to me!"
he cried, seizing her hands. "Are you unhappy? Is your heart
broken? O Gertrude! what have you come to?"