Business Communication need writing negative messages ?

1. Chapter 11
Writing Negative
Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 1
Chapter 11 -

2. Learning Objectives
1. The Three-Step Writing Process
2. The direct and indirect approaches
3. Ethics and etiquette in messages
4. Routine negative messages
5. Negative organizational news
6. Negative employment messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 2
Chapter 11 -

3. Three-Step Process for
Negative Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 3
Chapter 11 -

4. Plan the Message
Purpose
Medium
Audience
Approach
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 4
Chapter 11 -

5. Write the Message
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 5
Chapter 11 -
•Clarity
•Sensitivity
•Credibility
•Etiquette

6. Complete the Message
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 6
Chapter 11 -
•Revising
•Producing
•Proofreading
•Delivering

7. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 7
Chapter 11 -

8. The Direct Approach for
Negative Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 8
Chapter 11 -

9. State the Bad News
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 9
Chapter 11 -
•Clarity
•Tone
•Reminder

10. Explain the Bad News
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 10
Chapter 11 -
•Reasons
•Information
•Apology

11. Close the Message
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 11
Chapter 11 -
•Respect
•Options
•Actions

12. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12
Chapter 11 -

13. The Indirect Approach for
Negative Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 13
Chapter 11 -

14. The Indirect Approach
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 14
Chapter 11 -
1 Open with a Buffer Statement
Close on a Respectful Note
4
Provide Reasons and Information
2
Deliver the Negative News
3

15. Open with a Buffer
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 15
Chapter 11 -
•Respectful
•Relevant
•Neutral

16. Present the Reasons
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 16
Chapter 11 -
Positive or
Neutral
Progressively
Negative
The Main
Idea
Justified, Fair, and Logical
Reasons and Information

17. State the Bad News
►Deemphasize the News
►Use a Conditional Statement
►Emphasize Positive Aspects
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 17
Chapter 11 -

18. Close the Message
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 18
Chapter 11 -
•Avoid Uncertainty
•Limit Correspondence
•Express Optimism
•Be Sincere

19. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 19
Chapter 11 -

20. High Standards of Ethics
and Etiquette
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 20
Chapter 11 -

21. Legal Challenges
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 21
Chapter 11 -
Corporate Finances
Environmental Hazards
Product Safety Issues

22. Corporate Effects
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 22
Chapter 11 -
Employers Employees

23. Manage the Message
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 23
Chapter 11 -
•Planning
•Objectivity

24. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 24
Chapter 11 -

25. Negative Messages for
Routine Business Matters
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 25
Chapter 11 -

26. Announcements
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 26
Chapter 11 -
Find Common Ground
Close the Message
Advance Your Reasoning
Announce the Change

27. Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 27
Chapter 11 -
Unsolicited
External
Internal
Solicited

28. Routine Requests
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 28
Chapter 11 -
Manage Your Time Carefully
If The Matter’s Closed, Say So
Offer Alternatives, If Possible
Don’t Imply Further Assistance

29. Transaction Status
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 29
Chapter 11 -
•Expectations
•Your Action Plan
•The Relationship

30. Claims or Adjustments
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 30
Chapter 11 -
Employ These Avoid These
•Positive Tone
•Understanding
•Accuracy and Facts
•Courtesy and Tact
•Negative Tone
•Accusations
•Verbal Abuse
•Anger or Malice

31. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 31
Chapter 11 -

32. Sending Negative
Organizational News
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 32
Chapter 11 -

33. • Base the approach on the situation
• Consider each group’s needs
• Give each audience time to react
• Plan and manage a response
• Be positive, but no false optimism
• Seek expert advice, as needed
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 33
Chapter 11 -
Normal Circumstances

34. Social Media Challenges
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 34
Chapter 11 -
●Online Rumors
●False Information
●Reputation Attacks

35. Respond Effectively
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 35
Chapter 11 -
•Engaging
•Monitoring
•Evaluating
•Responding

36. Crisis Communication
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 36
Chapter 11 -
Crisis
Management
Accountability Responsibility
Planning Procedures

37. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 37
Chapter 11 -

38. Sending Negative
Employment Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 38
Chapter 11 -

39. Requested by
Employers
Requested by
Applicants
Conciseness
Directness
Diplomacy
Preparation
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 39
Chapter 11 -
Recommendations

40. Social Network Requests
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 40
Chapter 11 -
•Ignoring
•Refraining
•Responding

41. Job Applications
• Personalize the message
• Express your appreciation
• Convey the negative news
• Avoid offering explanations
• Don’t imply future consideration
• Close on a positive, courteous note
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 41
Chapter 11 -

42. Performance Reviews
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 42
Chapter 11 -
Requirements Feedback
Action Plans Standards
Values Documentation

43. Negative Performance
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 43
Chapter 11 -
•Documentation
•Consistency
•Objectivity
•Improvement
•Job Description

44. Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 44
Chapter 11 -
Terminating Employment
Present Reasons
Don’t Discriminate
Obey Policy & Law
Avoid Insults
Seek Advice
Deliver in Person

45. Summary of Discussion
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 45
Chapter 11 -

46. Chapter 11
Writing Negative
Messages
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 46
Chapter 11 -

47. Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 47
Chapter 11 -