Ireland Email Lists

Many people now use e-mail to communicate with each other. It is fast and easy to communicate by email, which has replaced the telephone.
Conversations via e-mail. The language used to write e-mails is therefore less
Formal documents are more susceptible to misinterpretation and can be more easily misinterpreted than written memos or letters on headed note
paper.
Staff members should remember to send e-mails to KCC.
Standards for writing communications
Staff members may have to think about whether the topic under discussion could be addressed by.
You can reach us by phone or face-to-face.

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2.3 E-mails can be misinterpreted
Most information exchanged in a face-to-face conversation is done in an environment that allows for easy communication.
Participants can interpret the body language of the person they’re speaking to. They can also assess.
The combination of facial expressions or tones and the value of what the person is saying will determine the individual’s words.
voice.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Records Manager owns the document
Status: Open
Date: 13th November 2007
2
The two participants can compare the tones and the words they hear over the phone.
Voice is used to exchange words. Both face-to-face and telephone communication
Participants can ask questions and then move on to the next step.
Forward the conversation
A conversation via e-mail only includes the words sent by the sender. These might be available to the public.
Misinterpretation: Some humour works well in an email context, but most of it doesn’t. Staff
This is something that they should keep in mind when creating e-mails (see section 3. below).
2.4 E-mail cannot be used to transmit confidential information.
E-mail sent via the internet can be routed through a variety of ISPs.
Hosting can be done in many different countries. E-mails can even be sent from the secure internal email system.
mis-sent.
Staff members need to consider information security concerns when sending emails.
E-mail confidential information Sensitive information in an e-mail can have serious consequences
Unauthorized persons could face a fine from an information commissioner. Other
Information could be missent and end up on the front pages of newspapers.
It is best to not send sensitive or confidential information via e-mail if possible.
2.5 E-mail can be disclosed under the access to information rules
E-mail can be used for any type of correspondence. However, it is possible to misuse e-mails.
They will communicate more casually than with memos or other documents. All e-mails are public under
Freedom of Information and Data Protection legislation.
Any personal information that is included in an e-mail from work (e.g. Information about holidays, health and family
These situations may be disclosed with the rest of your e-mail. Staff members should be notified if possible
You should not include personal information in e-mails that contain work-related information.
matters.

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2.6 E-mails are not deleted completely immediately
While the “deleted” box will be emptied when you close MS Outlook, e mails can still be stored in the system
You can keep it for a certain period of time. You can keep e-mails that have been archived or journalled for up to one year.
To a year, as required by the Counter-Terrorism Act2000 Staff members need to be reminded
Although they may have deleted the email, the recipient (and those to whom it was sent) still has the original copy.
The recipient may have forwarded it to someone else, but there might not be one.
These copies may still be available under the Freedom of Information Act 2000, or under the Privacy Act.
Data Protection Act 1998.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Records Manager owns the document
Status: Open
Date: 13th November 2007
3
2.7 E-mails can be used to form a contractural obligation
Contracts are formed when agreements are made by email. This is something staff members should be aware of.
They will enter into an agreement, even with contractors from outside. Each member of
Staff should not sign agreements with any other KCC members or with anyone else.
Contractors cannot be authorised to perform this task.
2.8 E-mail systems can be used to store core data in an inappropriate manner
A common statistic is that e-mails are not considered records if they are not declared in a formal manner.
The e-mail system could hold up to 80% of core information for an organisation. All
Attachments and core information should go into the right electronic filing system or be deleted.
Print out the document and place it on paper.
2.9% Employers have the right to monitor e mail
Staff members should be aware of the KCC’s right to monitor e-mail usage provided it has been approved
It informed staff members that it might do so. KCC informs staff it reserves the right.
In the Electronic Communications User Policy. This right is granted to an organisation if it has received a
Vicarious liability for all actions of employees of the company (e.g., if an employee has been
If you send inappropriate material to colleagues or members the public, it will be reported.
The organization could be held responsible for any distress or damage caused.
2.10 E-mail is one the leading causes of stress at work
E-mail is often cited as one of the leading causes of stress at work. E-mail is a great way to communicate with your boss.
Bullying or harassing employees is a common tactic, but it is often the sheer volume of e mail that causes problems.
Individuals may feel they are losing control over their e-mails and their work load. Consistent e-mail
Management can stop this from happening.
3. Sending and creating e-mail
This section outlines five steps that staff members can take when creating a new project.
Sending e-mail. The creation of e-mail can have a significant impact on the entire course of the email.
conversation.

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3.1 Do I have to send this email?
Ask yourself the following question: “Does this transaction require that it be done via e-mail?” You might find it more.
It is acceptable to use the phone or to speak with someone face-to-face.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Records Manager owns the document
Status: Open
Date: 13th November 2007
4
3.2 To whom do I need to send this email?
Limit the recipients to those who are actually required to receive the e mail. Avoid using global e-mail addresses
Avoid grouping addresses lists, unless absolutely necessary. Not being able to enter addresses or pick up the phone.
Although it is tedious to add addresses to the global address list, it allows the sender to focus on who exactly.
must receive the email.
3.3 Use a consistent approach to defining a subject line
A clearly defined subject line helps the recipient sort the e mail upon receipt. Clear and concise
Subject line is also helpful in filing all e mails related to individual projects together. The example of the
The subject line could be the policy name or the file reference number.
3.4 Make sure that your e-mails are clearly written
It is important that the e mail is written in a way that reflects that it is an electronic medium.
communication.
* Avoid using text language or informal languages where it is inappropriate.
* Always begin your e-mails with a greeting, and sign off with a name and contact details. The
Sign off can be distinct from your automatic signature.
* Use plain English in your e-mails and make sure it is clear
How you want the recipient to respond. This will allow the recipient to reply more
quickly.

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* Do not write an entire e-mail in capital letters. This is the equivalent to
Shouting at someone is not a good idea. Red text should not be used as it can signal danger or warning.
(Unless red is part the corporate color scheme for communications, in which case it is
Receiver understood
Never send an “angry” email. Send the e-mail and leave it. Then, come back.
Re-read the letter as if you were the recipient.
* To ensure that the email is read correctly, make sure you open it as if you were the recipient.
You have clarified your intentions and spell-check the email before sending it.
Keep in mind that the recipient of the e mail will make an impression about you from the email.
You may be able to make a difference in the way they respond to your mail.
* Don’t use the urgent flag unless absolutely necessary. Recipients will not respond.
If they believe you are using it regularly, the urgent flag will be raised.
3.5 Sending attachments
Large attachments (e.g. Sending large attachments (e.g. graphics or presentations) can lead to problems.
Storage problems can be very serious on a network server, especially if everyone has a copy the e-mail.
Mail to their inbox If possible, place the attachment in a designated area of a shared drive
Send the link to all employees who require it.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Records Manager owns the document
Status: Open
Date: 13th November 2007
5
4. Management received e-mails
One of the most stressful aspects of managing incoming e-mails is the
Staff members have no control over e-mails that others choose to send. This
This section provides tips and hints on how to handle incoming e mails.
4.1 How to Manage Interruptions
E-mails can become a distraction or addictive.
To see if an e-mail arrived, These tips will help you manage interruptions.
* Disable any automatic flag sent by e-mail (e.g. The noise or visual
reminder)
* Schedule times to check your e-mails throughout the day. Use an out-of-office message to inform senders
You will be checking your e mail (can assist with this), and then you can check email at those addresses only.
times.

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Use alerts and rules
Staff can organize their inboxes into themes-based folders by using alerts and rules. For
example:
* Extramail can be diverted into a designated folder
* You can redirect e-mails that relate to a particular subject or project to a designated project folder
This is because the sender must use the agreed subject lines.
* Individual E-mails can be diverted to a particular folder
This allows for e-mail to have a themed section and allows recipients to weed out spam e-mails.
Mails of lesser importance
Limit subscriptions to list-serves/distribution lists
Subscribe only to professional and service-specific list-serves or distribution lists
It is absolutely essential. You may be able to access the posts to a mailing list via a website periodically.
Instead of having them sent to your inbox as an e-mail,
5. Answering to eMails
E-mails reach their destination so fast that sometimes there is a risk that the recipient will not receive them.
You need to get a quick response. Here are some ways to manage this.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Document owned by Records Manager
Status: Open
Date: 13th November 2007

Buy Ireland email database

5.1 Use an out-of-office message
An automated response can be used if you check your email at specified times during the day.
Incoming e-mail that tells the recipient when they can expect a response (much like you do when).
You are absent from your desk for any length of time Here’s an example message:
I am grateful for your e mail. My e-mail will be checked three times today at 8:30 am.
Between 1:30pm – 3:30pm Telephone if you need an immediate response to your email
Call me at 01622-69xxxx
If the sender needs an immediate response, they can contact you by telephone.
Otherwise, the e-mails can be incorporated into your regular work-flow.
5.2 How to manage your e-mail replies
These hints will help you manage your e-mails.
* Sort the e mail in your inbox by the urgent flag, or the name of the sender
It or the subject line, or the date it was received.
* Check each e-mail to see if it contains any content. Then, decide what you want to do with it.
In case you have missed something, take a quick glance at every e-mail.
Prioritize them
* Separate the e-mails into those that can be handled immediately (i.e. Responses to
Meetings, items that can immediately be answered Double-handling is not a good idea.
Send an e-mail to the address provided.
* Prioritize the rest of the e-mails (if you have followed the alerts and rules outlined above).
This prioritisation will already be done for you, such as all Extramail may
Well be kept in one folder. You can do this by using MS Outlook’s folder structure.
Drag the e-mail to the appropriate folder and choose Priority, Medium Priority or Low Priority.
* Sort through the eMail folders according to priority. It may be appropriate at this stage to
Send an email to the sender to let them know when you will be dealing with them.
e-mail.

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6. How to manage the “sent” box
It can be difficult to manage the “sent” boxes, especially if there are large attachments.
If it is necessary to keep “sent items” as part of an audit trail, then they should be
Deleted in the correct folder in MS Outlook or in an electronic filing.
system (or printed out, and filed in the paper folder).
It is best that staff members do not access e-mails from the “sent” mailbox.
Unless e-mail has been replied to, it will be deleted.
KENT COUNTY COUNCIL
Libraries and Archives for Communities
Archives and Local History Services Records Management
Title of the document: Guidelines for Email Management
Document owned by Records Manager
Status: Open
Date: 13th November 2007
7
7. Sending an e-mail
Only 7.1 Attachments
If the primary purpose of an e-mail to send documents is to do so, the documents should be
You can either save it to the right place in an electronic file system, or print it out and add it to a paper
file. You can then delete the e-mail.
7.2 Email text and attachments
If the text of an e-mail contributes to the context and value of the attached documents, it might be
It is necessary to preserve the entire e-mail. This is the best way to keep your e-mail intact and preserve all metadata.
To preserve the audit trail, save the e mail in.msg format. You can do this by clicking
Drag the e-mail to the correct folder in MS Outlook or use the “save As” function.
Save the e-mails in an electronic filing system.
It will open in MS Outlook automatically if the e-mail must be resend.
If necessary, the attachments and e-mail can be printed to be saved on paper.
However, a printout doesn’t capture all metadata that is stored in.msg format.
7.3 Only by E-mail
If you need to file the text of an e-mail, the same procedure can be used.
7.2 above. The metadata will be retained for audit trail purposes.
You can also save the e-mail in.html and.txt formats. This will save all text in the email.
A limited amount of metadata.
If the e-mail is saved in this format, it cannot be resended.
Email, or electronic mail, has been an integral part of modern working life for many years.
twenty-years. Inception was to communicate in a text-based format.

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Its use evolved to its current status as an indispensable tool for managing.
Scheduling, communicating and coordinating seemingly borderless elements
Today’s work. Oft maligned by the media as enslaving workers.
Its tyrannical control (MailOnline, 2016; Burn Calder, 2014), email
However, it is still a popular work that is used most often
Communication method. This research project aimed to understand the communication method.
How email can help people achieve their goals at work, and the strategies that might be used.
Workers can adopt these strategies to have a differential impact on their wellbeing and productivity.
Our primary goal was to identify the factors that motivated us to undertake this research program.
These are the themes or strategies that describe how to deal with email at work. This is helpful.
To understand why, how, when, and for whom these strategies will be beneficial and
Negative repercussions on productivity and d wellbeing. This is how you can achieve it
We designed two phases of research to achieve our goal.
Phase one was a Systematic Literature Review (SLR). This review provided a basis for future research.
A thorough and transparent examination of all academic and practitioner research has been done.
Applied psychology, management, and human-computer interaction.
fields. These themes were grouped into three main themes and ten sub-themes.
The effectiveness of workers’ strategies to deal with work email. Phase two
We conducted semi-structured, sense checking interviews with 12 adults who were working. These
Interviews with sense-checking validated the in-ter-related themes at phase
One, and further examples of workers’ strategic use work email.
Our research reveals that there are three main themes to our strategies for dealing with these issues.
Emails can be sent to:
1) Culture – A culture of use has been developed within and outside organisations
Both influence and are influenced by the second element.
2) Adaptation to email-use and development – workers have evolved.
Email behavior over time can have both positive as well as negative consequences.
Different goals.

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3) Individual Differences in Email Experience – Our subjective
Our personality and job are key factors in our perceptions of email.
Role and demographics, as well as our perceptions of email stressors.
Person-led responses impact not only the strategies that we use but also the people who respond to them.
These strategies can lead to positive outcomes.
Summary tables summarize the findings of both research phases.
These are the strategies that were found to be positive and negatively related.
Different groups have different productivity and wellbeing results. This allows for a
It is easy to distinguish which email strategies work for you.
These strategies can be associated with:
Increased work productivity includes the use of automated/shortcut methods
Strategies are often developed by standardisation and experience.
Reduced work productivity, including reactive emailing (normally resulting in lower productivity).
From a need to quickly respond to incoming messages
2
Enhance your wellbeing by actively integrating email into your daily life
working day
Reduced wellbeing includes excessive email checking, which can lead to reduced well-being.
devices.
This thorough review of the literature was done in conjunction with the sense-checking.
Interviews revealed that there were many popular notions about the subject.
Our findings question email. Some of the “myths” in this report
To bust:
Myth No. 1:
Email stops us from creating high-quality work
Relationships
Research-led Mythbuster:
Email can only reflect and possibly accent existing cultures.
Trust.
The research:
Email use should not be allowed if the trust culture is already weak.
This is evident in the fact that email users will retain ‘back-covering.
Audit-trails of Communications, frequently misinterpret emails
Content, poor email etiquette and using ‘cc’ to hold others accountable
accountable. Email is acceptable if there is a culture of trust.
Used to create new and rewarding relationships.
informed (e.g. Through ‘cc, and allows people be considerate
Concerning the time constraints of others
Myth No. 2:
We should only check email once a day
Research-led Mythbuster:
To ensure that email is processed and received correctly, we need to regularly check it.
Prioritize and manage our work effectively.

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Allowing ourselves to be constantly interrupted
Email has been shown to have a negative impact on productivity and limiting capabilities.
Access to it can also have negative consequences, namely because of its accessibility.
Inbox buildup. You can turn off email alerts
Regularly allowing time to inspect and address it.
Research shows that people feel more in charge and less controlled.
Email overload
3
These findings remind us how important it is to develop.
Research-led recommendations or learning points to help translate study results into reality
Work practice. This repo rt provides evidence-based learning points.
Managers, individuals and organisations. These points are a reminder that
Individuals and organizations can enhance their email strategies by:
INDIVIDUALS
1. Inbox avoidance can be avoided by clearing and processing email when it is received.
Overloaded people can feel overwhelmed by clutter
2. It can be helpful to switch off interrupting alarms and log on frequently to help you stay.
Stay on top of your email and set new priorities for work
3. Use the “delay send” function to ensure that the recipient isn’t disturbed.
Sending email outside the recipient’s normal contact hours
4. Personal email strategies: Are they efficient and purposeful?
Are you reactive or habitual? Is it possible to use email more effectively?
ORGANISATIONS
5. To foster trust, we need to develop ’email etiquette guidance’
6. Removing response times is a good idea for responding/dealing with work
email messages
7. To deal with large volumes of work email, contingencies should be in place.
team inboxes, out-of-office expectation setting
8. Allocating extra time to those who are proportionately busy
higher volumes (e.g. Managers and part-time employees)
9. Provide email training, in systems and strategies. Also ensure that your employees are properly trained.
managers model best practice
10. Consider other tools. Are there better alternatives?
help workers navigate modern work communication?
Practitioners who wish to learn from these points will find them a valuable starting point.
To positively impact the lives of workers, create a program to optimize their email strategies.
Impact outcomes Based on our research, we also offer suggestions to researchers.
Findings that may help the research field to concentrate its attention.
forwards. Continue to improve your understanding of the mechanisms and factors
Participating in the strategic use of email by employees will ensure that workers are able to be
As a work-based consultant, we can advise you on how to maximize effectiveness and protect your wellbeing.
Email and other new technologies continue to improve.

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Email can be a distraction that takes away from the’real work’.
Research-led Mythbuster:
Only a small percentage of emails sent to and received at work are non-work related.
critical.
The research:
Email is used by people to make their jobs easier.
Most people report that email is essential work.
They can use it as a tool. Few people use email for non-work-related purposes.
During their work day. Email is now, with a few exceptions
Incorporated into daily activities of people, email users
Reports indicate that they would have difficulty getting their work done effectively
It is not necessary.
4
2 INTRODUCTION
1971 was the year that the first text-based email was sent from a computer to one user.
Electronic account to another. Ray Tomlinson introduced “@” symbol in
1972 was the birth of electronic mail (or email) (Leiner and al., 2009). More than 45 years
Later email was fully integrated into work life and is used as a tool today.
Communicate and coordinate information. To manage task lists, organize and
Manage project information, plan and schedule meetings, and oversee multiple projects
Project strands, create relationships and allow flexible working (Clarke
Holdsworth, 2017; Dabbish et al., 2005; O’Kane and Hargie, 2011; Venolia et al.,
2001). Its functionality has advanced far beyond what any designer could have imagined.
As was originally anticipated, the mutual shaping and development of both parties is occurring.
Technology, the worker, and the work context have enabled the medium to be unrivalled
We see it today.
Email is unrivalled, but it does not necessarily make you superior. It offers a wide range of functions.
That allow workers to achieve their goals effectively, a combination between poor worker and well-off worker
Email can be used to communicate strategies, design limitations and pressured work cultures.
can have a negative impact on workers’ ability to achieve their goals. These issues can be addressed by the literature
The market is flooded with management self-help books, websites, and other resources.
To assist, a growing number of consultants and ema-il gurus is available
Organisations can improve their email management. Academics:
Research into the use and application of email systems in a variety of fields.
The laboratory setting was designed with psychology results in mind.
Management and Human-computer interaction (HCI), domains. Studies and
There has never been any guidance on how to best manage email.
More ganisations, but end-users and ganisations are becoming more confused
They should know which sources to use and what advice they should follow.
This research project requires a remit
This research program had the following remit: to provide Acas with an
Overview of the state e of empirical research on email-use.

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Validated findings from the psychology, management, and HCI research domains about
(i) When work email can cause problems for people; (ii) When work email has been received.
Beneficial outcomes for people (iii). Whether there are certain groups
More or less affected by issues associati ed work email and (iv) what?
Strategies are linked with positive and negative outcomes.
People deal with email at work. The primary goal of this research programme was to
Therefore, it is important to identify the themes that explain the rise of work.
Email strategies can have both positive and negative consequences.
Productivity (including work performance, goal achievement) is a key component.
Wellbeing (including engagement, strain). We also strived to provide
Evidence-based learning points on which strategies could be used
To maximize the positive effects of email work, both employees and organizations,
Reduce the possibility of negative outcomes
2.2 Research context
Email allows workers to access work (and be accessed) in a seamless 24-hour environment.
Hour-a-day streaming, which allows for virtual work that transcends past
Constraints such as location and time limits (Cascio 1998). Gleichzeitig,
These technological advances have had an impact on productivity and wellbeing.
People struggle to: (a. Manage their work-life balance, (b. Enjoy respite from).
5
Work, and (c), cope with information overload (Derks, et.al., 2014; Golden, et.al.
2006). In addition to the growing research literature on the application of
Email at work, but we also see a movement at an organizational – or even a
National policy level guidance and recommendations on how to best use the resources
to manage email. Many recent policy initiatives are particularly focused on email management.
Access to email from work is restricted outside of normal working hours.
In 2014, for example, Andrea Nahles was the German Empl oyment Minister.
A report was requested to examine the viability and effectiveness of legislation that would limit
The use of email for purposes other than work (The Guardian 2014). It is already illegal in
Germany allows employees to reach out to staff during holidays. Numerous German companies are listed.
Companies like Volkswagen, Daimler, and BMW have implemented restrictions
contact employees outside of working hours France has employers’ federations as well as unions
You have signed a legally binding new labour agreement, which requires employers to
By “disconnect[ing]”, employees can get uninterrupted rest for 11 hours.
Communication tools” after they’ve worked for 13 hours (The Economist).
2014). This became French employment law January 1, 2017 (France Presse).
2016).

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We have yet to see any government-led policies or guidance in the UK that restrict access.
Email is no longer an option for employees in the workplace. However, many organizations have started to create their own email systems.
policies. Atos, for example, is a global leader in IT solutions and digital technologies.
Innovations company) banned emails from internal employees, but has replaced them with other e-mails
Communication methods such as instant messenger are one example. However, we should be focusing on the replacement.
One communication technology could lead to a different solution.
Organisations that aim to increase the effectiveness of their workers. Participating in the
Technology is more important than the strategies to use it.
Problematic strategic behavior (e.g. reactive responding or lack thereof).
Concision) could be simply moved from email to the new communication
Method, if an email has been replaced. How to identify the best work email strategies
It is therefore important to set clear goals for workers, whether they are in the form of negative or positive outcomes.
Education of society and organisations about how to deal with and manage them
Communication technology continues to evolve. This is the main goal of this project.
research. Failure to address the issues that impact email-use and how it can be improved.
Use has a direct impact on the productivity and well-being of both individuals and organizations.
The UK’s economy, wellbeing and health may not be performing optimally.
Strategies are defined as ‘goal-directed activities’ in this context; they can be effective.
Resource deployment mechanisms that are controlled and selected by workers
Other actions available to workers to achieve their goals (principally relating).
Productivity and well-being. Many strategic behaviors are rewarded with increased productivity and well-being.
Automated over time with repeated exposures to similar events These times, the
The original goals-achieving functions of the actions might be lost. We want to
Examine the different strategies employed by workers to respond to emails.
These are functional for the people’s goals within and outside of the organisation.
Across all industry sectors. We can examine the effectiveness of email marketing strategies.
We hope to help individuals and organizations in the development of policies.
End-users are asked to make suggestions on how to best deal with email technology
Changes in work and development are inevitable.

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This report presents our research and briefly outlines the methodology.
Chapter 3: To conduct the Systematic Literature Review (SLR), and to sense-check
interviews. Then, we present our interpretations of the SLR findings.
(Chapters 4-7), grouped into three main themes that house ten related themes. These
These themes were the foundation of our interview guide. These are the Chapters 4-7.
Synthesed as a review and synthèse of the most important cross-discipline literature returned from
The SLR is interspersed with the findings from the sense-checking interview to provide
An integrated account. Chapter 8 combines the key positives and negatives.
Negative repercussions of work emails, as identified in the two phases
research programme. The final chapter (Chapter 9), provides learning opportunities.
Points for individuals and organisations who want to optimize their work use
email. Although it is not possible to provide a single-stop-shop for information on managing email,
We hope this will provide end-users current, evidence-based information.
As we enter the next phase of emailing, you can count on our guidance.