Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Writing Negative Messages

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Goals of Negative Messages Convey the message Ensure acceptance Promote goodwill Maintain a good corporate image Minimize future correspondence

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Three-Step Process Planning Writing Completing

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Choosing the Best Approach Predicting the reader’s reaction Knowing the reader’s preferences Judging the importance of the news Preserving working relationships Getting the reader’s attention Following organizational guidelines

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Direct Approach State the bad news Give reasons End with a positive close

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Indirect Approach Begin with a buffer Provide reasons/information State the bad news Close with confidence

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Open With a Buffer Respectful Relevant Neutral Transitional

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Reasons and Information Explanation section –Guide reader’s responses –Provide sufficient details for support –Explain company policy

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Deliver the Bad News De-emphasize the bad news Use a conditional statement Emphasize the positive

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Close on a Positive Note Remain confident Limit future correspondence Don’t anticipate problems Avoid clichés

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Types of Negative Messages Routine business matters Employment messages Organizational news

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Routine Business Requests Select the approach Manage your time Be polite but firm Propose alternatives Don’t imply compliance

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Status of Transactions Customer expectations –Modify expectations –Resolve the situation –Repair the relationship

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Claims and Adjustments Things to employ –Courtesy and tact –Indirect approach –Understanding –Positive attitude Things to avoid –Accepting blame –Making accusations –Being negative –Defaming others

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Employment Messages Answering recommendation requests Reviewing job applications Reviewing performance

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Recommendation Letters Requested by businesses –Conciseness –Directness Requested by individuals –Diplomacy –Preparation

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Employment Applications Choose an approach carefully State why applicant was not selected Close by suggesting alternatives

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Performance Reviews Clarify job requirements Give employees feedback Develop a plan of action

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Negative Performance Confront the problem Plan the message Respect privacy Focus on the problem Obtain commitment

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Termination Letters Present the reasons Choose your words carefully Minimize negative feelings

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Organizational News Products Services Operations

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Negative Announcements Match your approach to the situation Consider unique needs of each group Minimize the element of surprise If possible, plan and manage response Do not project false optimism Seek expert advice

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Challenges of Social Media Monitor online sources Establish special websites