The prompt is attached. Please be sure to read directions very carefully. This case study will be done on the company SEMPRA ENERGY.
As you can see in the attached, this assignment has two parts – the written part (4-5 Pages) and the excel.
If you are not capable of completing this assignment successfully without the use of AI or Plagarism, please do NOT accept.
I will provide a powerpoint with some instruction on writing a business report (in case if needed), a sample report, the Form 10-k of SEMPRA ENERGY, the most recent analysts’ call on earnings of SEMPRA ENERGY, and the investor relations website.
SEC:
https://www.sec.gov/
Form 10-K:
https://www.sempra.com/sites/default/files/2023Ann…
(2023)
Most recent analysts’ call on earnings:
https://edge.media-server.com/mmc/p/o5iz5ki7/
Investor relations website: https://www.sempra.com/investors
Mergent (For Excel): https://www-mergentonline-com.libproxy.sdsu.edu/basicsearch.php
This assignment has multiple parts and deliverables:
1. Individual Corporate Strategy Report
2. Individual Excel-based Financial Information report
Part I: Individual Company Report (3 to 5 pages)
1. Identify overall corporate objectives of your company and strategies implemented to achieve
those objectives.
To best understand and respond to the above question, I recommend that you first think through the
overall business model of your company, including its targeted customers, products and/or services,
markets, key business processes (internal allocation of resources), key alliance relationships
(partnerships with external organizations), and external forces that impact the company’s ability to
meet its strategic objectives. These items are a checklist of what is generally important to a company’s
economic operations BUT it is not exhaustive – you will need to analyze your company to identify what
affects the overall business model – these items are a good starting place. To the extent you find them
important, they should be described in your paper.
2. Identify the significant risks that potentially could impede your company from achieving each
objective. This includes risks inherent in the industry, the company and even accounting policy
choices.
The 10-K lists a large number of risks in Part 1A. Not all of these risks are significant. You need to
consider what your company does and identify the risks that are unique to that industry or that
company specifically. For example, the following is not a significant risk:
“Adverse economic and geopolitical conditions and dislocations in the credit markets
could have a material adverse effect on our financial condition, results of operations, cash
flow and per share trading price of our common stock.”
Almost all companies will have this risk disclosure (or something similar) – this is like
saying “If a meteor hits earth and destroys all living things, our business may be adversely
affected” – no kidding. Find something more unique and explain how it affects the
strategies you identified.
3. Select one (you can always select more if you think necessary) of the significant accounting
policies and explain why this policy is important to your company.
Risk assessment also occurs at the financial statement level. Identify what you consider to be the
significant accounting policy areas for your company. “Significant” implies two characteristics: (1) the
policy surrounds a transaction or operating characteristic that is material to the company and (2) there
exists some complexity with regards to the accounting policy choice.
For example, almost all notes to the financial statements contain an accounting policy note (almost
always Note 2) – most will also refer to an accounting policy on cash and cash equivalents. Unless your
company uses cash in some unique fashion, this is a boilerplate disclosure that really is meaningless.
Find a footnote that matters – one that has an effect on the strategies you described in part a. You can
also review the “MD&A,” management’s discussion and analysis, for items that may be useful.
Provide a detailed explanation of the technical guidance with respect to this policy. How does your
company’s choice with respect to this accounting policy compare with that of your company’s
competitors? Are there other alternatives or choices that might be selected for these types of
transactions? Do these accounting policies seem aggressive or conservative? To respond to this
question, you are almost certainly going to have to review the accounting guidance on the type of
transactions you selected – don’t be shy – use the Accounting Standards Codification to gather the
current guidance on your policy.
4. Find the investor relations website and listen to at least the most recent analysts’ call on earnings.
Include a description of the issues the analysts discuss with the company leadership and have provided
in any analysts’ reports. Provide your own interpretation.
5. Provide a conclusion that includes a buy/hold/sell recommendation for your company’s stock.
Provide a summary analysis that supports your recommendation.
Most if not all of the information can be found in the company’s Form 10-K for the most recent year.
Public documents filed with the Securities and Exchange Commission can be found in the EDGAR system
at www.sec.gov (for additional info go to: http://www.sec.gov/edgar/quickedgar.htm#.U9qvMuNkR8E.
Most companies also have an investor relations section of their website with information. The
Bloomberg machines located in the Wells Fargo Financial Markets Lab in the Love Library also have the
SEC filings (see the Excel-based project in Part 2 for more information). You should provide proper
citations using either MLA or APA style (you may choose either, but be consistent. For tips:
https://owl.english.purdue.edu/owl/section/2/
You will have a strong urge to copy and paste from the source documents – avoid the temptation. I
want YOUR assessment and analysis of the public information provided not simply a regurgitation of the
information in a 10-K.
The final report & Excel (see below) should be submitted to Canvas Week 15 by 4PM.
Part II: Individual Excel-based report
In addition to the written report, you will also need to prepare an excel-based report that presents the
information in the table below. This information can be found in a number of places, including through
the Love Library Mergent Online portal at:
http://www.mergentonline.com.libproxy.sdsu.edu/basicsearch.php.
You should download the necessary information into a “base” excel spreadsheet. You must then build
the table and charts using links to the underlying data (no “typing” amounts into the final tables). In
addition, you should format your tables to maximize a professional presentation when printed.
Submit your completed excel file to Turnitin on or before the scheduled due date.
The format should be clean and neat, similar to if you were presenting the information to a group of
potential investors, your boss, or a client.
Prepare the following excel charts and tables:
1. Page 1 –
a. A five-year line chart with the following lines:
i. Your company’s stock price, and
ii. The mean stock price of your company’s five closest competitors.
b. Bottom of Page – a table showing for your company and each of the five nearest
competitors:
i. Total Current Market Capitalization
ii. And for the most recent year:
1. Total Revenues
2. Operating Income
3. Net Income
2. Page 2 –
a. Top half of page – data table showing the growth rates in percentages for your company
over the most recent one, three- and five-year periods of time:
i. Revenue %
ii. Operating income %
iii. Earnings per share %
iv. Dividends %
v. Book Value/Share %
vi. Stock Total Return %
b. Bottom half of page – Profitability analysis table showing your company current and
most recent five-year average and the most recent year end for the five nearest
competitors:
i. Return on equity %
ii. Return on assets %
iii. Revenue/Employee $
iv. Fixed asset turns
v. Inventory turns
Sample Reports
A FORMAL REPORT
THE EFFECTS OF STRESS ON BUSINESS EMPLOYEES
AND PROGRAMS OFFERED BY EMPLOYERS
TO MANAGE EMPLOYEE STRESS
Prepared for
Dr. Robert J. Olney
Southwest Texas State University
Prepared by
Charles Dishinger
Nancy Howard
Bill Kiagler
Sherry Seabrooke
Donna Tucker
November 29, 20–
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ii
TABLE OF CONTENTS
Page
LIST OF
TABLES………………………………………………………………………
……….
iii
LIST OF
FIGURES………………………………………………………………………
………
v
ABSTRACT……………………………………………………………………
…………………
SECTION I
INTRODUCTION TO THE
STUDY…………………………………………………..
Introduction……………………………………………………
………………
Statement of the
Problem……………………………………………………..
Significance of the
Study……………………………………………………..
Scope of the
Study……………………………………………………………
Review of Related
Literature…………………………………………………
Methods of the
Study…………………………………………………………
Source of
Data……………………………………………………
….
l
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iv
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LIST OF TABLES
Table
1. Programs Offered by Employers to Manage Stress ……..……………………………………
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LIST OF FIGURES
Figure
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Page
1. Age Distribution of Respondents …………………..…………………………………………….
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2. Negative Effects of Stress on Work Performance ……..………………………………………
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Sample Reports
The Effects of Stress on Business Employees
and Programs Offered by Employers
to Manage Employee Stress
Section I
Introduction to the Study
Introduction
Today, many organizations and employees are experiencing the effects of stress on
work performance. The effects of stress can be either positive or negative. What is
perceived as positive stress by one person may be perceived as negative stress by
another, since everyone perceives situations differently. According to Barden (2001),
negative stress is becoming a major illness in the work environment, and it can
debilitate employees and be costly to employers. Managers need to identify those
suffering from negative stress and implement programs as a defense against stress.
These programs may reduce the impact stress has on employees’ work performance.
Statement of the Problem
The purpose of this study was to determine the negative effects of stress on employees
and the methods employers use to manage employees’ stress.
Significance of the Study
There are three primary groups that may benefit from this study. The first group,
consisting of employees in today’s business organizations, may learn to identify ways
that stress negatively affects their work performance. Identifying the negative effects
may enable them to take necessary action to cope with stress. By sharing this
knowledge, employees can act as a vehicle to help management implement appropriate
stress reduction programs. The second group that may benefit from this study is
employers who may gain insight as to how stress is actually negatively affecting
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Sample Reports
2
employees’ work performance. Finally, educators can use these findings as a valuable
guide to incorporate into their curriculum. By emphasizing to students the importance
of developing programs to deal with stress, the students may be able to transfer this
knowledge to the workplace, thereby improving the quality of the work environment.
Scope of the Study
This study was limited to the perceptions of full-time business employees as to the
negative effects that stress has on work performance and the steps that employers are
taking to manage stress. For the purpose of this study, what constitutes full-time
employment is defined by the employer. This study was restricted to businesses
operating in the Central Texas area. The Central Texas area encompasses all
communities within Hays, Kendall, Travis, and Williamson counties. For the purpose
of this study, stress is defined as disruptive or disquieting influences that negatively
affect an individual in the workplace. Data for this study were collected during the fall
of 2002.
Review of Related Literature
Barden (2001), a freelance writer specializing in health care and a former managing
editor of Commerce and Health, stated the importance of wellness programs and gave
specific examples of corporations that are successfully implementing
such
programs. The Morrison Company currently saves $8.33 for every dollar spent on
wellness by offering programs such as weight loss, exercise, and back care. Axon
Petroleum estimates that wellness programs will save $1.6 million each year in health
care costs for its 650 employees. In addition to Morrison and Axon Petroleum, Barden
cited the savings for six other companies. According to the Wellness Bureau of
America, the success of these companies offers concrete proof that wellness programs
pay off by lowering health care costs, reducing absenteeism, and increasing
productivity.
Foster (2002), a professional speaker on stress-management, surveyed midlevel managers and found stress to be a major determinant in worker productivity.
According to the study, the primary areas affected by stress are employee morale,
absenteeism, and decision making abilities. By recognizing that a problem exists and
by addressing the issue, managers can reduce stressful activities and increase worker
performance in the business organization.
Harrold and Wayland (2002) reported that increasing stress affects morale,
productivity, organizational efficiency, absenteeism, and profitability for both
individuals and the organization. The problem for businesses today is knowing how
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Sample Reports
3
to determine stressful areas in their organizations and how to use constructive confrontation methods to reduce stress and improve efficiency. According to the authors,
organizations that make a positive effort to deal with stress not only help build trust
among their employees, but also increase the productivity of their employees and the
organization as a whole.
Maurer (2002) stated that stress-induced illnesses are prevalent in the
workplace today, and stress is the problem of the sufferer and the employer. Stress
causes absenteeism and can lead to other problems such as drug addiction, alcoholism,
depression, and poor job performance. According to Maurer, the annual Barlow
Corporation Forum on Human Resource Issues and Trends reported that large numbers
of companies noticed severe levels of stress exhibited by employees. The forum’s
panelists agreed that more needed to be done in the workplace to help employees
manage stress. Some of the suggestions were to expand wellness programs, offer
stress-management seminars, and teach staff how to balance work and family life.
Maurer also noted that Olympic TeamTech, a computer management company, has
dealt with employee stress by providing training programs, monitoring employee
concerns, and meeting once a month to be proactive instead of reactive. Olympic
TeamTech’s turnover is less than the industry average.
Schorr (2001), a stress-management consultant, stated that stress causes
problems in the workplace which negatively affect employee health and organizational
productivity. Stress can lead to problems such as job dissatisfaction, alcoholism,
absenteeism, physical ailments, and poor job performance. If managers know how to
prevent and cope with stress, productivity can be increased. Many companies
instituted stress-management programs that led to a decline in absenteeism, a decrease
in sickness and accident costs, and/or an increase in job performance. Schorr reported
that a stress inventory, available from a stress-management program, can assist
executives and managers in assessing employee stress. The inventory can identify the
sources of stress, which may include physical elements as well as other factors. Once
these sources have been assessed, the program can provide the necessary skills for
coping with the problems, and participants can learn that there are alternative ways of
reacting to stress.
Methods of the Study
Source of Data
Data for this study were collected using a questionnaire developed by a group of
students at Southwest Texas State University. The questionnaire was divided into
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Sample Reports
4
three parts. Part one consisted of a list of 15 work performance areas that may be
negatively affected by a person’s level of stress. Respondents were asked to indicate
whether stress increased, decreased, or had not changed their work performance in
each area. They were also asked to indicate from the list of 15 work performance areas
the area that was the most negatively affected by stress and the area that was the least
negatively affected by stress. In the second part of the questionnaire, a list of 17
programs was provided and the respondents were asked to indicate which programs
their companies had implemented to manage stress. Part three was designed to collect
demographic data for a respondent profile, including full-time employee classification
and age group. A copy of the questionnaire is contained in Appendix A on page 12.
Sample Selection
The respondents involved in this survey were employees working in companies
located in Central Texas. A nonprobability, convenience sampling technique was used
to collect primary data. Each member of the research team was responsible for
distributing three questionnaires to members of the sample. To ensure confidentiality,
respondents were given self-addressed, stamped envelopes in which to return their
completed questionnaires to Southwest Texas State University. Controls were used to
eliminate duplication of the responses.
Statistical Methods
Simple statistical techniques were used to tabulate the results of this study. The
primary data were analyzed using a percent of response. To compute the percent of
response, the number of responses to each choice was divided by the total number of
respondents who answered the question. In question one, the percents of responses for
the negative effects of stress on the 15 work performance areas were reported. The
results of the next two questions were tabulated by totaling the number of respondents
who chose an area they believed was least or most affected by stress. The fourth
question reported the percent of respondents whose employers offered the listed
programs to manage stress. Questions five and six asked the respondents to indicate if
they were considered full-time employees and to indicate their age group.
Limitations of the Study
This study may be limited through the use of a questionnaire as a data collection
instrument. Because questionnaires must generally be brief, areas that may have been
affected by stress may not have been included in the questionnaire.
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Sample Reports
5
Also, all programs that may be available to employees for managing stress may
not have been included in the study. The study may also be limited by the use of a
nonprobability, convenience sampling method. The sample of business employees for
the study was chosen for convenience and may not be representative of the total
population of business employees. Care should be taken when generalizing these
findings to the entire population. Finally, the use of simple statistical techniques may
introduce an element of subjectivity into the interpretation and analysis of the data. All
attempts have been made to minimize the effects of these limitations on the study.
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6
Section II
Findings, Conclusions, and Recommendations
Introduction
This study was designed to determine the effects of stress on employees and to
discover methods employers use to manage employees’ stress. Sixty questionnaires
were distributed to business employees in the Central Texas area, and the response rate
was 78.3%. This section includes the Findings, Conclusions, and Recommendations.
Findings
The findings will be presented in three sections according to the following
characteristics: Demographic Profile, Areas of Job Performance Affected by Stress,
and Programs Employers Offer Employees to Manage Stress.
Demographic Profile
All returned responses from the sample were considered full-time employees by their
employers. The respondents were also asked to indicate their age group; all age ranges
were represented in the results, as shown in Figure 1. The breakdown consisted of
2.1% under the age of 20, 33.7% between 20 and 29, 29.4% between the ages of 30
and 39, 26.1% between 40 and 49, 5.4% between 50 and 59, and 3.3% were 60 and
over.
AGE GROUP
5
1
6
2
4
3
Figure 1: Age Distribution of Respondents
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1 — Less than 20
2.1%
2 — 20 to 29
33.7%
3 — 30 to 39
29.4%
4 — 40 to 49
26.1%
5 — 50 to 59
5.4%
6 — 60 or over
3.3%
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7
Areas of Job Performance Affected by Stress
The respondents were given a list of work performance areas that might be affected by
stress and were asked to identify whether stress increased, decreased, or had no change
on their work performance. Only respondents who indicated stress negatively affected
an area were considered in these findings. Of the 15 areas listed, four areas were
identified as having a response rate of more than 50.0%. These areas were as
follows: job satisfaction/morale (73.9%), courtesy (65.2%), accuracy (52.7%), and
creativity (51.6%). Similarly, Schorr (2001) stated that a significant number of
employees’ creativity is negatively affected by stress. Also, Harrold and Wayland
(2002) agreed that morale is strongly affected by stress.
Falling within the range of a 30.0 to 50.0% response rate were cooperation
(49.5%), organizational skills (46.3%), initiative (45.2%), productivity (42.8%),
alertness (39.4%), decision making abilities (39.1%), and perseverance (35.5%).
Harrold and Wayland (2002) established that increasing stress and anxiety are having a
negative influence on an individual’s organizational efficiency and productivity.
The findings that negatively affect work performance are shown in Figure 2.
Figure 2: Negative Effects of Stress on Work Performance
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42.8%
73.9%
39.1%
52.7%
51.6%
28.0%
46.3%
65.2%
20
30
40
Productivity
Job Satisfaction/Morale
Decision Making Abilities
Accuracy
Creativity
Attention to Appearance
Organizational Skills
Courtesy
Copyright © Houghton Mifflin Company. All rights reserved.
50
60
9
10
11
12
13
14
15
49.5%
45.2%
26.6%
39.4%
35.5%
25.8%
28.3%
70
Cooperation
Initiative
Reliability
Alertness
Perseverance
Tardiness
Absenteeism
80
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Central Texas employees indicated the area they believed was most affected by stress
and the area they believed was least affected by stress. According to the results, job
satisfaction and productivity were thought to be most affected by stress. On the other
end of the scale, areas least affected by stress were personal appearance and
absenteeism. However, Schorr’s (2001) study found that, on the average, individuals
experiencing stress are more inclined to be absent or tardy.
Programs Employers Offer Employees to Manage Stress
Question four listed 17 programs offered by employers for managing stress.
Respondents were asked to indicate which programs their companies had implemented
to manage stress. The responses for each program are shown in Table 1.
Table 1: Programs Offered by Employers to Manage Stress.
TYPE OF PROGRAM
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RESPONSES
Insurance
72%
Breaks
69.2%
Educational Assistance/Reimbursement
51.0%
Access for Disabled
42.6%
Alternate Schedule
34.0%
Employee Assistance Programs
34.0%
Wellness Programs
34.0%
Flextime
29.8%
Stress Management Seminars
29.8%
Training Programs
29.8%
Piped Music
17.2%
Assigned Parking
17.0%
Employee Empowerment Programs
17.0%
Ergonomically Correct Furniture
17.0%
Financial Counseling
8.5%
On-Site/Assistance with Child Care
4.3%
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Sample Reports
9
Insurance received the highest number of responses (72.0%), whereas, therapy
received the lowest (2.1%). Playing classical music and creating a comfortable work
environment were found by Foster (2002) to be low cost stress reduction programs.
Although these are inexpensive programs to implement, a relatively small response
rate was given for piped music (17.2%) and ergonomically correct furniture (17.0%).
Maurer (2002) stated that it is necessary for companies to design programs that enable
employees to assess stressful situations and develop a rational mode of behavior. In
contrast to Maurer’s research, only 17.0% of the respondents indicated that Employee
Empowerment Programs are being offered by their employer. A response rate of
34.0% in the category of wellness programs/on-site fitness facilities was obtained.
Barden (2001) reported programs that improve an individual’s physical condition are
both a positive and an effective method of managing stress.
The remaining methods for managing stress were varied. Listed in decreasing
percentages, they are as follows: breaks (69.2%), educational assistance/
reimbursement (51.0%), access for disabled (42.6%), alternative schedules (34.0%),
Employee Assistance Programs (34.0%), Wellness Programs (34.0%) flextime
(29.8%), stress management seminars/classes (29.8%), training programs (29.8%),
assigned parking (17.0%), financial counseling (8.5%), and on-site/assistance with
child care (4.3%).
Conclusions
On the basis of the findings, several conclusions concerning the effects of stress on
Central Texas business employees can be drawn. The findings of this study indicated
stress does negatively affect the work performance of employees.
Job satisfaction and productivity were indicated as two areas most affected by
work-related stress. Therefore, stress cannot be considered just an individual issue
because reduced job satisfaction and lower productivity has a direct effect on the
company as a whole.
From this study, it can be concluded that employers have realized the
importance of managing stress in the workplace because of the wide variety of
programs now offered to manage stress.
Of all the programs offered by employers, insurance is the most frequently offered
means for managing stress. Because insurance acts as a security net for employees and
is offered the most, it can be inferred that employers contend that insurance is the most
effective means for managing stress.
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Recommendations
Based on the findings and conclusions in this study, the following recommendations
are made:
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1.
Employers should offer various stress reduction programs to help employees
manage stress because stress is prevalent in the workplace.
2.
Employers should conduct a survey of the programs they already offer to
discover which programs are the most effective for managing their employees’
stress.
3.
Employees should share their ideas for managing stress with their employers in
order to help their employers implement appropriate stress reduction programs.
4.
Educators should incorporate into their business curriculum discussions of stress
in the workplace and ways to manage stress.
5.
Additional research should be done. First, other areas negatively affected by
stress should be studied to determine if stress affects other aspects of an
employee’s life. In addition, other factors should be examined to learn what the
personal and work-related causes and symptoms of stress are for an individual.
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11
Bibliography
Barden, Nancy Ray. “Wellness Programs: Everyone Wins.” Commerce and
Health, November 2001, 28–42.
Foster, Lucy Barnes. “Workplace Stress: Changing the Pattern.” Sales and
Marketing Journal (2002), 32–33.
Harrold, Robert and Wayland, Michael. “New Methods to Reduce Workplace
Stress.” Industrial Concepts, June 2002, 19–21.
Maurer, Marcia K. “Is Stress Running Your Life?” Modern Office Innovation,
February 2002, 27–28.
Schorr, Leslie. “Coping with Stress, Boosting Productivity.” Employment
News, Spring 2001, 23–26.
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Sample Reports
Appendix A
Questionnaire
The Effects of Stress on Business Employees
Students in the Graduate School of Business at Southwest Texas State University are
conducting this survey to determine perceptions of the effects of stress on employees.
The survey also is designed to determine efforts employers are making to help employees
manage stress. Please return this questionnaire in the enclosed postage-paid envelope by
Friday, November 8.
1. How does stress most often affect you at work? Please mark one
response per line.
AREA AFFECTED
Productivity
Job Satisfaction/Morale
Absenteeism
Decision Making Abilities
Accuracy
Creativity
Attention to Personal Appearance
Organizational Skills
Courtesy
Cooperation
Initiative
Reliability
Alertness
Perseverance
T di
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INCREA
SE
DECREA
SE
NO
CHANGE
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2. Which one area from question 1 do you believe is most affected by stress?
3.
Which one area from question 1 do you believe is least affected by stress?
4.
Which of the following means for managing stress does your employer offer?
Please mark all that apply.
__ Employee Assistance Program
On-Site/Assistance with Child Care
Assigned Parking
Employee Empowerment Programs
Educational Assistance/Reimbursement
Breaks
Wellness Program/On-Site Fitness Facility
Financial Counseling
Access for Disabled
Stress Management Seminars/Classes
Training Programs
Therapy
Alternative Schedules (part-time, time off for family, etc.)
Flextime
Piped Music
Ergonomically Correct Furniture
Insurance (security net for employee/family)
Other (please specify)
Note: Questions 5 and 6 are included in this questionnaire as a means of developing a demographic profile of our respondents.
5.
Are you classified as a full-time employee by your employer?
Yes
6.
No
Please check your age group.
Less than 20
20 to 29
30 to 39
40 to 49
50 to 59
60 or over
Thank you for taking time to help us. We value your input.
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Business Reports
College of Business Administration
Business Reports
Planning to write a business report:
1. What is the purpose?
2. Who are the readers (audience)?
3. What are the report’s main messages?
4. How will the report be structured?
College of Business Administration
Business Reports
Purpose:
Generally the purpose of a business report is
to assist in decision making.
Be certain to understand what decision is to be
made and what role the report plays in this
decision
College of Business Administration
Business Reports
Purpose example:
As a result of this report, my readers will
know:
– how well our recycling program is working
– how to increase participation in the
program
College of Business Administration
Business Reports
Audience:
Focus on the main readers but keep in mind
secondary users.
Keep in mind what the reader already knows,
what they need to know, and how they will
use the report.
Headings can assist different readers in use of
the report.
College of Business Administration
Business Reports
Main message:
Think carefully about what the main message
is and what information is required to convey
that message.
What additional pieces of information must the
reader know to understand the message?
College of Business Administration
Business Reports
Structure considerations:
The modern business approach is direct.
Conclusion or recommendation is presented near
the beginning of the report followed by supporting
justification.
Expecting resistance from the reader?
An indirect approach might make more sense. Lead
the reader through the discussion to arrive at a
conclusion (the message).
College of Business Administration
Business Reports
Structure considerations (continued):
• Outline the report points and review for
logical order.
• Check the outline against the purpose of the
report.
• Check the outline to confirm it is appropriate
for the reader.
College of Business Administration
Business Reports
Report may contain:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Cover letter or memorandum
Title page
Executive summary
Table of contents
Introduction
Conclusions
Recommendations
Findings and discussion
List of references
Appendices
College of Business Administration
Business Reports
Cover letter or Memorandum
➢ Introduces the report to the recipient.
➢ If internal, a memorandum is appropriate. If
external a formal letter is required.
College of Business Administration
Business Reports
Title Page
➢ Brief but descriptive
➢ Include date, author(s), and organization
Executive Summary
➢ Should make sense on its own
➢ Helps reader understand purpose, conclusions,
recommendations
➢ Generally no longer than one page
College of Business Administration
Business Reports
Table of contents
➢ Gives reader overview of report organization
➢ Lists all headings and sub-headings
Introduction
➢ Sets the stage for the reader
➢ Briefly describe the contents
➢ Describe the issue or problem addressed by the report
➢ Preview the report structure
➢ Comment on any limitations or assumptions of the report
College of Business Administration
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Turnitin Report
Formatting
Title Page
Citation
Outline
