Policies and Procedures 1995 PIC Meeting  

This session is intended for those interested in (a) policies and procedures as a subject, (b) networking with others concerned with policies and procedures, (c) learning about this PIC, (d) influencing the direction of this PIC, or (e) listening, commenting, or volunteering. The first portion of the meeting will briefly review the PIC's history, mission, membership, budget, teams, goals, and progress. The second portion will be open to discuss new business.

Urgo, Raymond E. STC Proceedings (1995). Articles>Documentation>Policies and Procedures

Policies and Procedures 1996 PIC Meeting  

This session is intended for those interested in (a) policies and procedures as a subject, (b) networking with others concerned with policies and procedures, (c) learning about this PIC, (d) influencing the direction of this PIC, or (e) listening, commenting, or volunteering. The first portion of the meeting will briefly review the PIC's history, mission, membership, budget, teams, goals, and progress. The second portion will be open to discuss new business.

Urgo, Raymond E. STC Proceedings (1996). Articles>Writing>Policies and Procedures>Technical Writing

Activists' Influence Tactics and Corporate Policies    

Corporations increasingly pay attention to issues of social responsibility, but their policies and procedures to articulate such responsibilities are not just a result of the good will of top management. Often, such policies and procedures are devised because some stakeholders raised their voice on issues relating to the interests of employees, investors, governments, and others. One category of visible though heterogeneous stakeholders is composed of 'activist groups.' In this article, we present a range of tactics that activist groups employ to influence corporate policy and conclude with some corporate policy responses to these tactics, illustrated with some examples. Different Tactics Activist groups usually start an influence campaign by collecting and organizing information about some issue about which they are concerned (e.g., sustainable development, human rights, labor conditions), disseminating this information to their audiences and formulating desired outcomes. They inform the target firm's top management of their particular concern and propose desired outcomes or alternative courses of action. If the firm's responses are considered inadequate, they will likely continue their campaign, but by starting to employ a more varied set of tactics. Below, we discuss four different types of tactics that activist groups use to leverage pressure on firms and that do not rely on the state or legal action for resolution of the issue: shareholder activism, political consumerism, social alliances, and alternative business systems (de Bakker and den Hond, 2007).

de Bakker, Frank G.A. and Frank den Hond. Business Communication Quarterly (2008). Articles>Business Communication>Policies and Procedures

The Analyzing the Apple: Persuasive Visual Rhetoric in the Campaign Literature of an Apple Party Candidate, St. Petersburg, Russia

In this article, I illustrate the essential role that visual rhetoric plays in a specific example of persuasive documentation. I focus narrowly on one element of persuasive visual rhetoric by examining the credibility of an Apple political candidacy flyer.

Herrington, TyAnna K. Argumentation (2000). Articles>Rhetoric>Policies and Procedures

The Applicability of the ADA to the Internet

As the Internet has increased in prominence in all sectors of society, interested individuals have begun to question whether or not the Internet should be included in the regulations set forth by the Americans with Disabilities Act. Right now there is no explicit reference to the Internet in any of the language of the act.

Bohman, Paul. WebAIM (2000). Articles>Web Design>Accessibility>Policies and Procedures

Asking Your Users and Doing What They Need: The Story of How Federal Express Ground Operations Revamped Its User Manuals  

Worldwide Communications & Policy is a relatively new department in Federal Express, created to manage communications and produce policy and procedure (P&P) manuals for the largest division in our global company. We asked an outside consultant, JoAnn Hackos & Associates, to evaluate the existing divisional P&P manuals and conduct an audience analysis. We emerged from the process with a plan to change the existing manuals, which tried to be all things to all people, into a collection of audience-specific, task-oriented documents.

Gill, Sadie P., JoAnn T. Hackos, Mary Hartmann, Carol Sowell, and Julian S. Winstead. STC Proceedings (1994). Articles>Documentation>Policies and Procedures

Assessing the Maturity Grade of Policies and Procedures Programs  

Policies and Procedures (P and P) refers to the types of communication about an organization’s internal operating practices. A P and P program refers to the context in which an organization develops and manages its P and P communications. Because a P and P program is an on-going investment, its role and value to an organization should be assessed. A P and P program must provide performance-based communication, using performancebased means, for an organization that is performance oriented. Urgo and Associates devised a model to assess the maturity of P and P programs. The model consists of a questionnaire and matrix that work together in measuring and describing four grades (levels) of maturity according to five functions commonly found in P and P programs.

Urgo, Raymond E. STC Proceedings (1998). Presentations>Management>Policies and Procedures

Review: Best Practices in Policies and Procedures  

Page's book makes the first attempt to open the door to examples of tables of contents of P&P from a variety of organizations. He also makes an admirable attempt to position and show the P&P analyst/writer as more than a scribe, as a leader who adds value by formulating best P&P practices in collaboration with others for their organization.

Urgo, Raymond E. Technical Communication Online (2003). Articles>Reviews>Documentation>Policies and Procedures

Beyond Foucault: Toward a User-Centered Approach to Sexual Harassment Policy      

Our current national policy regarding sexual harassment, expressed through legal, economic, and popular discourses, exemplifies the Foucauldian paradigm in its attempt to regulate sexuality through seemingly authorless texts. Arguing that regulation through such discursive technologies need not lead to the effects of domination that Foucault recognized, I propose a user-centered approach to policy drafting that values the knowledge of workers as users and makers of workplace policy.

Ranney, Frances J. Technical Communication Quarterly (2000). Careers>Management>Policies and Procedures>Sexual Harassment

Bizmanualz

A large collection of articles, tips and useful information on writing policies and procedures and improving business processes.

Bizmanualz (2003). Articles>Writing>Policies and Procedures

Can We Learn from Nonprofit Organizations' Disclosure Practices?

Every day, large and small nonprofit organizations around the world engage in diverse activities in the public interest. But in accomplishing this overarching goal of social responsibility, how well do nonprofits communicate their activities and strategies? What do nonprofits' business practices suggest about the issues of transparency and accountability? Can nonprofits serve as models for for-profit organizations in communicating their own social responsibility commitments and activities?

Hill, Frances R. Communication World Bulletin (2005). Articles>Business Communication>Policies and Procedures

Contracting and Consulting for Policies and Procedures Engagements  

As the number of persons employed by some U.S. organizations declined since the late 1980s, so have employment opportunities for Policies & Procedures (P&P) practitioners. During this period, the number of contractors and consultants has increased to meet the needs of newly changed organizations. A useful way for P&P practitioners to learn how they can provide contracting and consulting services is to understand three roles in leveraging such services: an extra pair of hands, expert, and collaborator.

Urgo, Raymond E. STC Proceedings (1999). Articles>Business Communication>Policies and Procedures>Technical Writing

Creating A Paradigm Shift In Managers And Professionals Who Use Standards  

Organizational standards are often just a set of documents put into place for auditors or regulatory bodies. In such instances, the standards usually do not reflect current practices, which are passed along by word-of-mouth. Unfortunately, even if the information is up-to-date, it may not be easily retrievable by the person in immediate need of it. In a hospital setting, this situation can be extremely costly. It can also provide immense opportunities for the technical communicator to become a vital part of a cross-functional team.

Richardson, Verna. STC Proceedings (1994). Presentations>Writing>Policies and Procedures

Designing Policies and Procedures Information  

The policies and procedures (P&P) developer must address more than format and style issues in designing policies and procedures information. There are at least five levels of design for policies and procedures information. Level 1 concerns the architecture in which the information resides. Level 2 concerns the type of relationship that exists among documents within the architecture. Level 3 concerns the approach used in designing and developing the information content within a policies and procedures document. Level 4 concerns the writing methods to use. Level 5 concerns the various writing techniques for presenting information in units individually and collectively within a policies and procedures document.

Urgo, Raymond E. STC Proceedings (2000). Presentations>Documentation>Policies and Procedures

Developing a Communication Strategy for a Research Institute  

For an organization with a broad mission to improve the state of the practice in a domain, effective communication is essential. Our team developed a communication strategy for creating clear and consistent messages and for making the best use of resources for communication work. Our communication strategy defines products and internal processes for optimizing communication with our most important stakeholders, organizational decision makers in the software engineering community.

Pollak, Bill and Anne Humphreys. STC Proceedings (1998). Articles>Communication>Policies and Procedures

Developing Internal Procedures Online: The HowWe Manuals Project at Suncorp  

The process of implementing on-line documentation for the first time is always a daunting task, particularly if the target company has had little exposure to PC based systems. This is the challenge we faced at SUNCORP. Many people doubted the value of having reference material on-line (particularly those in the IT areas). Just as many doubted whether it was possible to do at all. Throughout the project we came across many obstacles, some man made, others system made; however the end result shows our resolve and determination has paid off for the staff of SUNCORP.

Bell, Dean and Helen Smith. STC Proceedings (1996). Articles>Business Communication>Policies and Procedures>Case Studies

Developing ISO 9000 Procedures  

Documentation is the foundation upon which an ISO-compliant quality system is built. Creating this documentation isn’t, however, as easy as it seems on the surface. Understanding the concept of the Standard enables writers to understand the content requirements. The structure this documentation follows will also impact the success of your registration audit. Once the documentation has been created, the control of it becomes of paramount importance. ISO requires that you control not only the documents and data you create, but also those that you receive from outside sources. Document and data control issues are one of the most common causes of registration failure!

Robinson, Ralph E. STC Proceedings (1996). Articles>Documentation>Policies and Procedures

Developing Policies About Uncivil Workplace Behavior    

Workplace incivility, including aggression and bullying, is a troubling phenomenon. Uncivil behaviors not only harm individuals but also diminish employee performance and sometimes result in legal action against companies. Thus, it behooves organizations and management to become vigilant and responsive to such behaviors. Yet the evidence shows that with the recent exception of attempted legislation in Hawaii (Chiem, 2007), few companies or jurisdictions in the United State have policies and procedures aimed at addressing uncivil behavior. This article outlines some points to consider when developing policies to counteract uncivil behavior in the workplace. In the process, we incorporate the views of two corporate representatives (a diversity manager at Georgia Power, a human resource manager at PepsiCo) and an attorney with the U.S. military. Developing a Policy About Uncivil Behavior Any organization wishing to develop a policy about uncivil behavior should establish a task force or committee representing various categories of employees. These members may serve as liaisons to their units. Here are some points for the group to consider in creating the policy: Define Uncivil Behavior There will likely be much discussion as committee members try to develop a definition, but this is necessary to create a policy.

Bandow, Diane and Debra Hunter. Business Communication Quarterly (2008). Articles>Business Communication>Policies and Procedures>Workplace

Documenting ISO 9000  

The ISO 9000 series of Quality Standards redefines how business will be conducted into the next century. The series is designed to measure the effectiveness of the Quality System in place, thereby ensuring both customer and company needs are always satisfied. The foundation of a robust Quality System is its documentation: problems in this area represent the largest single cause of registration failures. Quality System documentation also forms the basis upon which the 3rd party registrar builds the audit plan for your company.

Robinson, Ralph E. STC Proceedings (1998). Careers>Documentation>Policies and Procedures>ISO 9000

Documenting Procedures After the Sole Subject Expert Has Left the Organization  

A corporation's or nonprofit's life without written procedures is fraught with dangers and pitfalls that can strike without warning and potentially wreak havoc on the organization's ability to function efficiently—or even to function at all—especially when the lone source of how-to information leaves the organization. The task of creating those procedures from scratch from what often amounts to skeleton information and secondhand sources can be tedious and frustrating but well worth the effort if it helps prevent the organization from being caught off guard in the future. When it comes to workplace procedures, it pays to be prepared.

Kessler, Audrey Cielinski. STC Proceedings (1999). Articles>Documentation>Policies and Procedures

Eleven Tips for Writing Incredibly Useful Procedures

Procedures are the meat and potatoes of technical writing. They help users get the job done. Follow these tips for writing clear and useful procedures that your users will appreciate.

HelpScribe (2008). Articles>Documentation>Policies and Procedures>Technical Writing

Federal Scientific and Technical Information and the U.S. Competitive Edge  

The importance of scientific and technical information stems from its critical role in all phases of the innovation process. These include education, basic research, applied research and development, product development and manufacturing, and the application of science and technology to meet the needs in the commercial, not-forprofit, and governmental markets.

U.S. Congress Office of Technology Assessment (1990). Articles>Technology>Policies and Procedures>Government

Five Books to Add to Your Technical Communication Library

Heidi Hansen takes 15 minutes to discuss five books that she read over the past year and published book reviews for.

Hansen, Heidi. Tech Writer Voices (2008). Articles>TC>Policies and Procedures>Podcasts

HBS Cases: How Wikipedia Works (or Doesn't)

An ongoing tension within Wikipedia is characterized as the inclusionists versus the exclusionists. The inclusionists argue that one of Wikipedia's core values is that it should be open to all ideas, that truth emerges from a variety of directions. Better to include than exclude. The exclusionists see Wikipedia's utilitarianism diminished if too much froth clouds the valuable information inside. These people delete material they consider inappropriate. The case offers students a chance to understand issues such as how online cultures are made and maintained, the power of self-policing organizations, the question of whether the service is drifting from its core principles, and whether a Wikipedia-like concept can work in a business setting.

Silverthorne, Sean. Harvard University (2007). Articles>Knowledge Management>Policies and Procedures>Wikis