The results of an empirical study made of the report-reading habits of a group of Westinghouse managers are presented. The author systematically documents two types of information: (1) how managers read reports; and (2) what managers look for in reports. Useful checklists for various types of reports are provided and a section on the responsibility of management in the reporting process is included.

It is argued that, with today's growing emphasis on audience analysis in technical communication, there needs to be a sharper focus on the informational needs of various audiences; much empirical study is needed to provide a fuller definition and understanding of the nature of these informational needs and how they directly affect the writing done. Effective upward management communication is directly dependent on the quality of communication moving downward in the organization to the staff, and on how staff is made to understand the decision-making role and informational needs of the management reader. Of all the people involved in technical communications, the manager of the writers may be best equipped to determine the informational needs of readers, especially those of upper management. A brief review of two empirical studies conducted by the author demonstrates the value of such studies and encourages others to undertake similar studies.

Report writing is often inadequate because misunderstanding arises over what the supervisor thinks he assigned and what the writer thinks he was asked to do. The responsibilities of the supervisor are examined in relation to the writing process with emphasis on directive and feedback techniques. The author cites four points at which the supervisor can bring direction to the writing process—assigning work, when the technical work is on the way to completion, before the report is written, and when the report is reviewed.