1. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 1 Writing Negative Messages

2. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 2 Goals of Negative Messages Convey the message Ensure acceptance Promote goodwill Maintain a good corporate image Minimize future correspondence

3. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 3 The Three-Step Process Planning Writing Completing

4. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 4 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

5. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 5 The Direct Approach State the bad news Give reasons End with a positive close

6. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 6 The Indirect Approach Begin with a buffer Provide reasons/information State the bad news Close with confidence

7. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 7 Open With a Buffer Respectful Relevant Neutral Transitional

8. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 8 Reasons and Information Explanation section –Guide reader’s responses –Provide sufficient details for support –Explain company policy

9. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 9 Deliver the Bad News De-emphasize the bad news Use a conditional statement Emphasize the positive

10. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 10 Close on a Positive Note Remain confident Limit future correspondence Don’t anticipate problems Avoid clichés

11. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 11 Types of Negative Messages Routine business matters Employment messages Organizational news

12. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 12 Routine Business Requests Select the approach Manage your time Be polite but firm Propose alternatives Don’t imply compliance

13. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 13 The Status of Transactions Customer expectations –Modify expectations –Resolve the situation –Repair the relationship

14. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 14 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

15. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 15 Employment Messages Answering recommendation requests Reviewing job applications Reviewing performance

16. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 16 Recommendation Letters Requested by businesses –Conciseness –Directness Requested by individuals –Diplomacy –Preparation

17. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 17 Employment Applications Choose an approach carefully State why applicant was not selected Close by suggesting alternatives

18. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 18 Performance Reviews Clarify job requirements Give employees feedback Develop a plan of action

19. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 19 Negative Performance Confront the problem Plan the message Respect privacy Focus on the problem Obtain commitment

20. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 20 Termination Letters Present the reasons Choose your words carefully Minimize negative feelings

21. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 21 Organizational News Products Services Operations

22. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 22 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

23. Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 23 Challenges of Social Media Monitor online sources Establish special websites