Business. Communication. Essentials. (Chapter 8.1) презентация

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
From The Real World
Often audiences seem to have a premonition that bad news is coming and just as often move to a worst-case scenario. Similarly, bad news is difficult to contain; rumour often precedes fact. Credibility, for you and your organization, can hinge on the speed with which you get the difficult information out to communities, audiences, or individuals.
Kevin Gass, Vice-President, Marketing and Communication
B.C. Lotteries Corporation

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Three-Step Writing Process
1
Planning
3
Completing
2
Writing
Analyze the
Situation
Investigate the
Topic
Adapt to the
Audience
Organize the
Message
Compose the
Message
Revise the
Message
Produce the
Message
Proofread the
Message

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Strategies for
Bad-News Messages
Convey the message
Gain acceptance
Maintain goodwill
Promote a good corporate image
Minimize future correspondence

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Audience-Centered Tone

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
The Direct Approach
Bad News
Step 1
Reasons
Step 2
Positive
Close
Step 3
Flow of the Message
Substance of the Message

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
The Indirect Approach
Buffer
Step 1
Reasons
Step 2
Bad
News
Step 3
Positive
Close
Step 4
Flow of the Message
Substance of the Message

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Begin With a Buffer

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Begin With a Buffer

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Provide Reasons
That Support the Refusal
Cover positive points
Provide relevant details
Highlight benefits
Minimize company policy
Avoid apologizing

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
State the Message
De-emphasize the Bad News
Use a Conditional Statement
Focus on the Positive
Avoid Blunt Language

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Close With Confidence
Maintain a Positive Tone
Limit Future Correspondence
Remain Confident and Sincere
Be Optimistic About the Future

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Writing Bad-News Messages
Routine requests
Organizational news
Employment information

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Routine
Workplace Requests
Business
Information
Invitations
and Favors

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
The Status of Orders
Ship Part
of the Order
Ship None
of the Order

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Claims and Adjustments
Things to Employ
Things to Avoid
Accepting Blame
Accusations
Negative Language
Defamation
Courtesy and Tact
Indirect Approach
Understanding
Possible Alternatives

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Organizational News
Operations
Products

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Letters of
Recommendation
Requested
by Businesses
Requested
by Individuals
Practice
Diplomacy
Recognize
Feelings
Be Direct
State Facts

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Performance Reviews

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Negative
Performance Reviews
Confront the problem
Plan the message
Maintain privacy
Focus on the problem
Obtain commitment

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Employment Applications
Use a
Direct Approach
State Reasons
Clearly
Suggest
Alternatives

©2005 Pearson Education Canada
Business Communication Essentials
Chapter 8 -
Real World Applications
If company policy changes, should you explain those changes to employees and customers at about the same time, or should you explain to the employees first? Why or why not?
Let’s discuss!