BUSINESS COMMUNICATIONS
CHAPTER 10 REVIEW
True/False
- When presenting bad news you need to help the reader understand that your unfavorable decision is based on a business judgment, not a personal one.
- You can help establish the right tone in a bad-news message by making liberal use of the "you" attitude.
- When using the indirect plan for a bad-news message, you present the reasons for your decision before revealing the bad news itself.
- You use a buffer to make the reader think that good news will follow.
- You can start off the buffer to a bad-news message with the bad news itself as long as you state it reasonably.
- It's best to avoid using a know-it-all tone in a bad-news message.
- A good buffer begins with an apology.
- The buffer for a bad-news message is long and drawn out so that the bad news can be put off as possible.
- When presenting bad news, it is important to say why you have reached the decision before you say what the decision is.
- Even when you are presenting bad news, you try to explain how your decision will ultimately benefit the reader.
- It is a good idea to use "company policy" as a cushion when presenting reasons for bad news.
- Words that should not appear in a bad-news letter include unfortunately, regret, and inconvenience, because they're negative and counterproductive.
- Sometimes the "you" attitude is best observed by avoiding the word you.
- When turning down someone for a job, it is best to come right out and say, "You do not meet our requirements."
- You do not go into the specific reasons for bad news if those reasons are confidential, excessively complicated, or purely negative.
Multiple Choice
- A good way to make bad news less painful is to
- maximize the space devoted to it.
- say, "I trust our decision is satisfactory."
- avoid stating it and hope that the reader understands what you mean.
- de-emphasize it by burying it in the middle of a sentence or paragraph.
- When rejecting a job applicant,you can soften the blow by
- focusing on the positive and only implying the bad news.
- mentioning the qualifications of the person who was hired.
- telling the applicant how many others he or she was competing against.
- apologizing for wasting the person's time.
- When delivering bad news, wording such as "We must turn down," "Much as I would like to," and "We cannot afford to"
- softens the blow by drawing attention away form reader and onto the sender.
- will impress the reader as being straightforward and forceful.
- Is likely to cause pain and anger in the reader.
- is unavoidable.
- In the closing of a bad-news message, you
- encourage the person to write or call to discuss the situation further.
- build goodwill by ending on a positive note.
- ask for feedback on whether the decision is acceptable to the reader.
- express concern over possibly losing the reader's business.
- Use the direct plan with a bad-news message if
- the message will have a great deal of personal impact on your audience.
- you want to make your point emphatically.
- an order is unfillable or portions of it must be back-ordered.
- you are refusing to make an adjustment on a claim.
- When you use the direct plan for a bad-news message, you
- still need to include a buffer.
- have more room to discuss pertinent details.
- can get right to the point.
- can expect your audience to be offended.
- Use the direct plan for a bad-news message to present and image of
- firmness and strength.
- caring and concern.
- flexibility.
- obsequiousness.
- When notifying a customer that you can send only part of and order, the buffer
- gives the reason for the delay on the balance of the order.
- states the approximate period the customer will have to wait for a decision.
- contains the good news that part of the order is on it's way.
- does all of the above.
- If your reader is unlikely to be deeply disappointed by your negative message, you could use
- a lengthy buffer.
- a brief buffer.
- a humorous tone.
- a direct approach that omits the buffer.
- In general, when you must decline a request, you should
- always use the direct plan.
- take the time to make your wording, tone, and format acceptable to readers.
- cite company policy as an explanation of your refusal.
- not offer future assistance, unless there is a potential sale involved.
- When you are refusing and invitation or a request, you
- always use the indirect approach.
- always us the direct approach.
- consider your relationship with the reader.
- use the direct approach when your denial is likely to disappoint the reader.
- A woman returns a formal dress to your store. It is soilded and has a rip at the hem line, but she says she is returning it unworn because it doesn't fit. How do you inform her of your refusal to give her a refund?
- State that company policy prevents you form accepting the return but that if you had anything to say about it you'd take it back, no question asked.
- Restate her complaint to let her know you understand it, explain as positively as possible that you are unable to accept the return of damaged merchandise,and recommend a seamstress who can fix the tear and alter the dress for her.
- Challenge the woman to try on the dress and prove that it doesn't fit.
- Use humor to soften the blow of your refusal.
- To avoid being accused of defamation when you refuse an adjustment,
- make all refusals by phone instead of in writing.
- explain why you are making the refusal.
- consult your company's legal department or an attorney if you think a message might have legal consequences.
- all of the above.
- When you must deny an application for credits, you should
- offer hope for a more favorable outcome in the future, if the applicant's record warrants it.
- never imply the possibility of a more favorable outcome in the future.
- never state explicit reasons for your decision.
- also be wary of the applicant's cash business.
- When giving your reasons for denying business credit, you point out
- that your company can't afford to take on bad risks.
- the benefits of continued dealings on a cash basis untill the firm reestablishes its creditworthiness.
- that it's not your fault that the credit was denied.