ADMN 233v11

1. How can the writer of a business e-mail message or memo develop a
conversational tone and still be professional? Why do e-mail writers
sometimes forget to be professional? (Objs. 1–3)

A message sounds conversational when it contains occasional contractions, first-person
pronouns (I, we), and warm words. It should be friendly but not personal or intimate. A
professional message avoids slang and uses correct grammar and punctuation. Because
e-mail is so easy and so speedy, users sometimes slip into lazy, informal expression
that may be offensive to receivers and reflect poorly on the writers. Writers sometimes
forget that e-mail makes a permanent message that may travel much farther than
intended. And because e-mail is seemingly impersonal, some people say things they
would never utter in person.

2. What factors would help you decide whether to write a memo, send an e-mail,
make a telephone call, leave a voice-mail message, or deliver a message in
person? (Objs. 1 and 2)

If an individual needs an answer immediately regarding something important or
confidential, delivering the message in person might be the best choice—especially if a
written record is unnecessary. Bad news and sensitive information should be presented
in person, if at all possible. Solving serious problems should also be addressed in
face-to-face meetings. Routine information can be transmitted by e-mail, hard-copy
memo, or voice mail. If the receiver is difficult to reach by telephone, voice mail is a
good choice. If the message is long and involved, writing a hard-copy memo is probably
best. If a matter is casual, a telephone call might suffice. If a problem may exist later
because something was not put in writing, then be sure to write a memo and, if
necessary, hand-carry it in a sealed envelope to the addressee.

3. Why are lawyers and technology experts warning companies to store,
organize, and manage computer data, including e-mail, with sharper diligence?
(Obj. 3)

Doing so will avoid lawsuits, costly litigation, and unproductive labour. Computerized
information has increasingly become critical in all types of lawsuits. E-mail messages
can be used in court. Companies are finding that even when messages are deleted, they
can be recovered by experts and used by opposing lawyers in lawsuits. Although the
files of most companies do not contain dangerous information, just the fact that the
companies have to produce old records is laborious and expensive. Moreover,
companies are learning that casual language can lead to misinterpretations. If casually
worded, potentially damaging messages are retrieved for lawsuits, the company could
suffer severe consequences.

4. Discuss the ramifications of the following statement: Once a memo or any
other document leaves your hands, you have essentially published it. (Objs. 2–
6)

As soon as a written document leaves your hands, whether electronic or hard copy, it
has actually been “published.” Anyone may read it, copy it, and distribute it to others.
Many business and other writers fail to consider what can happen to their written words.
A memo intended for a colleague is seen by the boss, an e-mail gets sent to the wrong
person, or a letter to a customer is seen by a competitor. Sensitive messages that could
cause trouble for you or your organization should probably not be put into print. Every

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message should be written with the knowledge that it may travel much farther than
originally intended. Nothing can expunge a poorly written memo or an e-mail sent in
anger.

Recommended Answers to Chapter Review

1. List five questions you should ask yourself before writing an e-mail or memo.
(Obj. 1)

 Do I really need to write this e-mail or memo?
 Should I send an e-mail or a hard-copy memo?
 Why am I writing?
 How will the reader react?
 How can I save my reader’s time?

(textbook, p. 157)

2. Briefly describe the standard structure of e-mail messages and memos. (Obj. 2)

E-mails and memos both contain an informative subject line that summarizes the
message, an opening that reveals the main idea immediately, a body that explains and
justifies the main idea, and an appropriate closing. (textbook, pp. 158–159)

3. What can writers do to improve the readability and comprehension of e-mails
and memos? (Obj. 2)

Writers can enhance readability and comprehension by using numbered lists, bullets,
columns, headings, white space, and good organization. (textbook, p. 159)

4. What are three ways in which a routine e-mail or memo may be closed? (Obj.
2)

A message may close with (a) action information, dates, or deadlines; (b) a summary of
the message; or (c) a closing thought. (textbook, p. 159)

5. How are the structure and formatting of e-mail messages and memos similar
and different? (Obj. 2)

Both messages are structured similarly following the same plan for developing a subject
line, opening statement, body, and closing. In regard to formatting, both provide guide
words at the top. The guide words in e-mail messages are supplied by the e-mail
program and may vary. Memos do not include salutations or complimentary closes, but
these elements are often included for e-mail messages. In both messages, writers strive
to enhance readability with graphic highlighting techniques. (textbook, pp. 158–163)

6. What are some of the dangers of e-mail in the workplace? (Obj. 3)

Careless e-mail users do little editing or proofreading. They may use emotional
language and forget that their messages are not private but can show up in
embarrassing places. E-mail is also dangerous if used on the job for surfing, chatting,
shopping, or exchanging personal messages. It’s dangerous for employers who can be

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charged with sexual harassment, copyright infringement, and defamation. Employers
also must worry about viruses from personal files and the loss of sensitive
organizational information. (textbook, pp. 164–168)

7. Suggest at least ten pointers that you could give to a first-time e-mail user.
(Obj. 3)

 Get the address right.
 Avoid misleading subject lines.
 Be concise.
 Don’t send anything you wouldn’t want published.
 Don’t use e-mail to avoid contact.
 Never respond when you’re angry.
 Care about correctness.
 Resist humour and tongue-in-cheek comments.
 Limit any tendency to send blanket copies.
 Use design to improve readability of longer messages.
 Consider cultural differences.
 Double-check before hitting the Send button.
 Announce attachments.
 Don’t automatically return the sender’s message.
 Design your message to enhance readability.

(textbook, pp. 164–168)

8. Name at least five rules of e-mail etiquette that show respect for others. (Obj.
3)

 Don’t send blanket copies or spam.
 Avoid writing entire messages in all caps.
 Use identifying labels such as ACTION, FYI, RE, and URGENT.
 Don’t send personal messages on company computers.
 Avoid forwarding without permission.

(textbook, p. 165)

9. What are three possibilities in handling the salutation for an e-mail message?
(Obj. 2)

 Begin with Dear Lisa .
 Begin with Greetings .
 Skip a salutation and use the name of the receiver in the first sentence.

(textbook, p. 161)

10.What tone should managers avoid in writing procedure or information e-mail
messages and memos? (Obj. 4)

Managers should avoid sounding like dictators or autocrats. To achieve employee
cooperation, they should avoid making accusations and fixing blame. They should
explain changes, give reasons, and suggest reader benefits where possible. (textbook,
p. 170)

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11.Why should writers of information e-mail messages and memos strive to
express ideas positively instead of negatively? (Obj. 4)

Information e-mail and memo writers should assume that employees want to cooperate
to help the organization as well as themselves succeed. Therefore, state what you want
them to do rather than what you do not want them to do. (textbook, p. 168)

12.Should a request e-mail message or memo open immediately with the request
or with an explanation? Why? (Obj. 5)

When writing request e-mail messages and memos, begin with the request first. The
audience will then be better able to understand the explanation. (textbook, p. 170)

13.What’s wrong with a message opener such as This is to inform you that . . . ?
(Obj. 5)

This long lead-in delays getting to the point. (textbook, p. 171)

14.What is a confirmation e-mail message or memo? What other names could it
be given? (Obj. 6)

Confirmation e-mail messages or memos—also called to-file or incident reports —record
oral decisions, directives, and discussions, creating a concise permanent record for the
future. (textbook, p. 172)

15.What three elements should most confirmation e-mail messages and memos
include? (Obj. 6)

Confirmation e-mail messages and memos should include the following:

 names and titles of involved individuals
 itemization of the major issues or points
 request for feedback regarding unclear or inaccurate points

(textbook, p. 172)

Quiz 4

Click Quizzes (in the Evaluation block on the course homepage) to go to Quiz 4 (Chapter
8).

Chapter 9: Routine Letters and Goodwill Messages

Learning Objectives

After completing this chapter, you will be able to

1. explain why business letters are important and how the three phases of the 3-x-3
writing process relate to creating successful business letters.

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2. analyze the structure and characteristics of good business letters.

3. write direct letters that request information and action as well as place orders for
products and services.

4. write letters making claims.

5. write letters that comply with requests.

6. write letters that make adjustments.

7. write messages that generate goodwill.

Introduction

As you have seen, e-mail and memos make up a large portion of the writing done within
organizations. However, even though e-mail has become common for both internal and
external business communication, formal business letters are still important and useful in
many situations.

Chapter 9 concentrates on routine business letters—those conveying information the
receiver will feel either pleased about or neutral toward.

As you work through this chapter, you will learn how the 3-×-3 writing process can be
applied to specific types of letters, including

 letters requesting information and action
 letters placing orders
 letters making claims
 letters complying with requests
 letters of recommendation
 letters granting claims and making adjustments
 goodwill messages.

Finally, the chapter concludes with a discussion of how to modify letters for the cultures and
expectations of international audiences.

Remember, business letters can be powerful tools. Written effectively, they can create
opportunities and help to overcome challenges for both you and your organization.

Readings and Activities

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Why are business letters reading activity
important?
From the print textbook, on pages 183 to 186, read the
following topics:

 Understanding the Power of Business Letters and
the Process of Writing Successful Letters

 Applying the 3-x-3 Writing Process to Create
Successful Letters

writing activity

Complete Critical Thinking 1 and 2 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Critical Thinking.

What are three reading activity
characteristics of good
letters? From the print textbook, on pages 186 to 188, read the
following topic:

 Analyzing the Structure and Characteristics of
Business Letters

writing activity

Complete Activities 9.1 and 9.2 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

What are the unique reading activity
features of and
techniques for writing From the print textbook, on pages 188 to 190, read the
letters requesting following topic:
information and action?
 Direct Requests for Information or Action

writing activity

Complete Activities 9.4, 9.7, and 9.9 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

What are the unique reading activity

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features of and From the print textbook, on pages 190 and 191, read
techniques for writing the following topic:
letters placing orders?
 Order Letters
What are the unique
features of and writing activity
techniques for writing
letters making claims? Complete Activity 9.10 from the end-of-chapter
materials in your print textbook and compare your
What are the unique response with the Recommended Answers to Activities.
features of and
techniques for writing reading activity
direct replies?
What are the unique From the print textbook, on pages 191 to 196, read the
features of and following topics:
techniques for writing
letters complying with  Direct Claims
requests?  Checklist for Writing Direct Requests

What are the unique writing activity
features of and
Complete Activities 9.11, 9.12, and 9.13 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

reading activity

From the print textbook, on pages 196 to 198, read the
following topic:

 Direct Replies

writing activity

Complete Activities 9.14 and 9.16 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

reading activity

From the print textbook, on page 198 to 201, read the
following topics:

 Adjustments
 Checklist for Writing Positive Reply Letters

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techniques for writing writing activity
letters granting claims
and making adjustments? Complete Activities 9.5, 9.18, and 9.19 from the
end-of-chapter materials in your print textbook and
What are the unique compare your responses with the Recommended
features of and Answers to Activities.
techniques for writing
goodwill messages? Complete Critical Thinking 3 and 4 from the
Would you do business end-of-chapter materials in your print textbook and
with a company that compare your responses with the Recommended
sends letters you find Answers to Critical Thinking.
insulting or demeaning?
How can you adjust your reading activity
letters to ensure
international audiences From the print textbook, on pages 202 to 206, read the
interpret them positively? following topics:

 Goodwill Messages

 Checklist for Writing Goodwill Messages

writing activity

Complete Activities 9.20, 9.21, and 9.22 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

optional activity

On the textbook companion Web site, click Crossword
Puzzles in the right-hand menu and complete the
crossword puzzle for Chapter 9.

Work through these review
activities to review and
practise what you have Read the Summary of Learning Objectives at the end
learned in Chapter 9. of the chapter.
These activities will help
you prepare for Complete the Chapter Review from the end-of-chapter
Assignments and Chapter materials in your print textbook and compare your
Quizzes. responses with the Recommended Answers to Chapter
Review.

On the textbook companion Web site, locate Student
Resources on the right-hand side of the page and click
Test Yourself to informally test your understanding of

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writing rules and key concepts taught in this chapter.

Then locate Quiz 5 by clicking Quizzes (in the
Evaluation block on the course homepage) to formally
test your knowledge of these rules and key concepts.
The mark you achieve on this quiz will contribute to
your final grade in the course.

Recommended Answers to Activities

9.1 Direct Openings (Objs. 1–7)

a. Please send by UPS the following items from your winter catalogue.

b. Yes, we do offer our European-style patio umbrella in two colours: cream and
forest green.

c. Nearly all of the riders in the Honda Superbike Classic at Mosport selected
Dunlop Blue Groove hard-compound front and rear tires.

d. Your order for Colour-Block Sweatshirts is now being filled and should arrive
by UPS about February 20.

e. Yes, you may send your Premier DVD directly to our St. Catharines plant for
inspection.

9.2 Subject Lines (Objs. 1–7)

a. ORDER FOR ITEMS FROM WINTER CATALOGUE
b. YOUR MARCH 4 INQUIRY ABOUT OUR PATIO UMBRELLAS
c. YOUR JUNE 14 LETTER ABOUT TIRES IN HONDA SUPERBIKE CLASSIC
d. YOUR FEBRUARY 4 SWEATSHIRT ORDER
e. YOUR OCTOBER 3 LETTER ABOUT YOUR PREMIER DVD

9.4 Document for Analysis: Information Request (Obj. 3)

Weaknesses:

 Fails to use appropriate salutation. The writer should address the receiver by
name; this may require calling the hotel to learn the name of the person who
should receive this inquiry. If you cannot obtain the name of the receiver, try
using “Dear Meeting or Events Manager.” Although the case does not provide
a specific resort, we have used Deerhurst Resort for illustration.

 Fails to open directly by identifying the main idea.

 Does not group like items together.

 Does not list questions to improve readability.

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 Language is wordy and imprecise.

 Includes cliché in closing but fails to provide end date.

Revision:

Current date

Meeting Manager
Deerhurst Resort
1235 Deerhurst Drive
Huntsville, ON P1H 2E2

Dear Meeting Manager:

Can The Deerhurst Resort provide meeting rooms and accommodations for about
250 Cynergy sales associates from October 23–27?

We are seeking a hotel that offers both resort and conference facilities appropriate
for the next sales meeting of my company. Please answer these additional
questions:

 Does Deerhurst have a banquet room that can seat 250?

 Can you provide at least four smaller meeting rooms, each to accommodate a
maximum of 75?

 Do you supply public address systems, audiovisual equipment, and computer
facilities in each meeting room?

 Do you provide transportation to and from Pearson International Airport?

I will be most grateful for answers to these questions and for any other
information you can provide about your resort facilities. Please send your
response by April 25 so that I can meet with our planning committee on May 1.

Sincerely,

9.5 Document for Analysis: Adjustment (Obj. 6)

Weaknesses:

 Fails to develop goodwill by opening with the good news.

 Begins with unnecessary and rather obvious statement, "Your letter has been
referred to me for reply."

 Uses negative language ("you claim that . . . . your complaint").

 Challenges the veracity of the writer ("frankly, I find it difficult to believe").

 Provides an explanation that sounds more like an excuse.

 Makes feeble effort to win back the confidence of the customer; fails to

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explain what steps will be taken to prevent recurrence of problem.

 Sounds grudging in granting the adjustment.

 Neither tells the customer exactly what to do nor explains who will pay for the
repair.

 Neglects to close with effective resale or promotional information to build
future sales.

Revision:

Current date

Mr. Joseph M. Thomas
2321 Columbia Street
Kitchener, ON N2B 4H6

Dear Mr. Thomas:

We agree that your newly purchased painting for your executive offices should
have arrived without sags in the canvas, and we urge you to engage a local
framing shop to restretch it.

When any Central Park Gallery painting is shipped, we encase it in three layers of
protection: two layers of convoluted foam and one layer of Perf-Pack foam. These
multiple layers work together to provide superior shock absorption and guard your
art from bumps and scrapes during shipping. However, the shipper may have laid
the package down instead of standing it, thus allowing the canvas of this large
painting to sag somewhat. You can be sure that we will review our transport
instructions with our shippers so that future deliveries follow our strict guidelines,
thus preventing your experience.

Central Park Gallery takes pride in offering works of art of the highest quality and
value to collectors and decorators. Your satisfaction is important to us, and that’s
why we encourage you to have your new painting restretched at a local framing
shop so that you will be completely satisfied with the way your work of art hangs
in your executive offices. Please have the framing shop bill us directly.

To see our latest collection of original fine art at extraordinary prices, please look
at the enclosed catalogue of collectible, custom-framed works. We appreciate
your patronage, and our dedicated staff looks forward to continuing to serve you.

Sincerely,

9.7 Conference at the Fabulous Paris Las Vagas (Obj. 3)

Current date

Ms. Nancy Mercado, Manager
Convention Services
Paris Las Vegas
281 Paris Drive

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Las Vegas, NV 87551

Dear Ms. Mercado:

Can Paris Las Vegas provide rooms for 75 guests and their families for either
July 8–12 or August 18–22?

My company will be hosting a four-day combination sales conference/
vacation/retreat for 75 of our engineers, product managers, and salespeople.
Please answer the following questions to help us choose a suitable resort:

 What are the room rates and room sizes? Is there any discount for off–peak
season or for corporate customers? Are the rates different for those with Strip
views?

 Do you have three conference rooms available that would accommodate 25
people? We would need these rooms for one and a half days. What size are
these rooms?

 Do the conference rooms have audiovisual and computer facilities?

 What entertainment possibilities are available for the families of our staff?

 What entertainers will perform while we are there?

 Do you have facilities for us to host a banquet for 140 people one evening?
Your answers to these questions before March 1 will help me make a complete
presentation to our CEO, who is eager to select a spectacular resort for this
conference.

Sincerely,

9.9 Checking on Fats and Carbs (Obj. 3)

Current date

Ms. Robin Smith
Northface Outfitters
2380 Westside Drive
Vancouver, BC V3P 1W8

Dear Ms. Smith:

Does Northface Outfitters offer a line of freeze-dried products that meets the
various health needs of older adults?

I must provide freeze-dried food for older adults participating in a three-week
backpacking trip to northern Saskatchewan. Some of our hikers want foods
without preservatives, sugar, or additives. Others require foods with limited
carbohydrates, cholesterol, fat, and salt. Please answer the following questions
about your products:

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 Does your new line contain a variety of foods that would meet our needs?
 Where can your products be purchased?
 What is the cost range of the products?
 What kinds of ingredients do you use?
 How long can unused foods be kept?
Because I anticipate placing a large order of the products we choose, I would like
to sample some of your items before ordering. Would you send any product
samples you have available, along with your answers to the questions listed
above. Please respond by April 1 so that I may order the products by April 15.

Sincerely,

9.10 Office Supply Jumble (Obj. 3)

Writer’s street address
Writer’s city, province, postal code

Current date

Office Central
200 Main Street
Mississauga, ON L5B 3X3

MAIL ORDER FROM WINTER CATALOGUE

From your winter catalogue, please send the following items by UPS:

Quality Catalogue Item Unit Total
Number Prince
$16.95
5 648291-J4 Stackable letter trays $3.39 73.47
14.95
3 247411-J4 Premier easel pads 24.49 21.99

1 489130-J4 Top-load sheet protectors 14.95 127.36
16.56
1 262981-J4 Avery self-laminating sheets 21.99 10.00

Subtotal $153.92

Harmonized Sales Tax @ 13%

Shipping

Total

We need the above items by April 15. Please invoice us using your current price
schedule. Should you need to discuss the order, call me at 905 541 1536.

Hector Rivera

9.11 Headaches from "No Surprise" Offer (Obj. 4)

Current date

Ms. Paula Loveday
Customer Services

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Virtuoso Enterprises
420 Ninth Street South
Langley, BC V2Y 2R1

Dear Ms. Loveday:

Please credit the account of Breaktime Travel Service for $229.13. This represents
the cost of sample items that were ordered February 5 and returned February 11.

The promotional items that I ordered were not appropriate as gifts for our
customers. Because your firm promises that free samples of promotional
merchandise may be returned under your “No Surprise” policy, I returned the
items expecting a full credit on our account. I called in March and spoke to
Rachel, who assured me that a credit would appear on our next statement. When
no credit appeared on our April statement, I called again and received a similar
promise.

The items were returned promptly. Enclosed is a postal receipt showing the date
they were sent. In keeping with your policy of fairness to customers, I am asking
that you credit our account immediately. We are hoping that your prompt
handling of this matter will enable us to recommend your firm to others in the
travel industry.

Sincerely,

Enclosure

9.12 This Desk is Going Back (Obj. 4)

Current date

Mr. Patrick Dwiggens
Operations Manager
Premier Wood Products
P.O. Box 528
Sydney, NS B1S 1A9

Dear Mr. Dwiggens:

SUBJECT: RETURN OF EXECUTIVE DESK FOR MONEY-BACK GUARANTEE

Please refund $1499.50 plus $125 return freight charges for an executive desk
I purchased on February 10.

The desk was described in your catalogue as “North American white oak
embellished with hand-inlaid walnut cross-banding.” However, the desk I received
had a rough wood finish and a splotchy wood grain. The drawers were difficult to
pull out, although the catalogue described “full suspension, silent ball-bearing
drawer slides.”

ADMN233v11 Page 64 of 119 June 12/2014

Because your catalogue promised a full money-back guarantee, I would like a
refund of $1524.99 including return freight charges. I have sent the desk to you
in a separate shipment, and it should arrive by March 20. Please send my refund
by March 22.

Sincerely,

9.13 The Real Thing (Obj. 4)

Current date

Customer Service Department
Avery Dennison Office Products
2985 Grant Street
Vancouver, BC V5K 3H6

Dear Avery Customer Service Department:

Please send me a new box of laser labels or refund three quarters of the purchase
price for a box that will not work in my printer.

On March 3, I purchased a box with 100 sheets of Avery Laser Labels (No.
5166). The cost was $36.99 plus tax. I used 25 sheets immediately, and they
worked well in my laser printer. Then I put the box away and didn’t need it again
until June 14. At that time, the labels would not feed through my printer. In fact,
some of the labels lifted off their sheets and jammed my printer. Although I was
able to get the printer working again, I threw out the remaining labels because I
could not risk ruining my printer.

Since I am forced to buy a box with 100 sheets when I need many fewer, I
wonder if you have considered packaging these labels in smaller units.
Apparently, they do not store well and must be used fairly soon after purchase.

I would appreciate your cheque for $30 (which is about three quarters of the
purchase price) or a replacement of the 75 sheets of Avery address labels that I
had to discard. Enclosed is the bar code from the box I purchased.

Sincerely,

Enclosure

9.14 McDonald's Recycles and Reduces Waste (Obj. 5)

Current Date

Ms. Nedra Lowe
2591 Evergreen Road
Waterloo, ON N2A 3G6

Dear Ms. Lowe:

SUBJECT: YOUR FEBRUARY 1 INQUIRY ABOUT MCDONALD’S ENVIRONMENTAL

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POLICIES

McDonald’s is a fast-food industry leader in reducing waste and conserving the
environment. Since it began working with environmental groups, McDonald’s has
eliminated 80 percent of its restaurant waste stream. Using 42 resolutions,
McDonald’s is reducing its impact on landfills and world resources. Some of
McDonald’s environmentally friendly practices include the following:

 New packaging. We’ve reduced our polystyrene use by 90 percent.

 Increased recycling. We’re increasing the post-consumer recycled content
of our napkins and we’re using lighter weight paperboard for our fry cartons.
We’re also recycling corrugated boxes throughout the nation. Furthermore,
the company is testing reusable salad lids and shipping pallets, bulk
condiment dispensers, and refillable coffee mugs.

 Composting. More of our restaurants are experimenting with composting egg
shells, coffee grounds, and food scraps.

 Reduced waste. McDonald’s suppliers must meet new waste-reduction goals.
In addition, restaurant crews have been retrained to give waste reduction
equal priority with quality, quickness, and cleanliness.

McDonald’s cares about preserving the earth’s resources for today and the future.
Perhaps the best way to illustrate McDonald’s commitment to conservation is to
invite you to visit your local McDonald’s. I hope you will use the enclosed
sandwich coupons and experience firsthand the changes we’re making at
McDonald’s.

Sincerely,

Enclosures

9.16 Tell Me About Your Major (Obj. 5)

Current Date

Mr. Allen M. Miller
5290 Park Avenue
Sarnia, ON N6T 4S2

Dear Allen:

In response to your inquiry about my major here at Great Lakes College, let me
describe the program, employment prospects, certificate, and courses in the field
of computer information systems.

My program, Computer Information Systems, provides students with entry-level
positions in computer programming, systems analysis, computer operations, and

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network management. The program also prepares graduates for sales and
technical information positions. Employment prospects in these fields are very
good today. Many graduates find jobs that start at $35,000 and higher.

Great Lakes offers three different programs: (a) an occupational A.S. degree with
a strong emphasis in both computer systems and business studies, (b) a transfer
program in preparation for a four-year program, and (c) a certificate program that
provides marketable skills in PC hardware and software support. I’m working on
the certificate program, and I’m very pleased with my studies thus far.

My core courses include programming in BASIC, microcomputer applications,
database systems, operating systems, and computer repair and maintenance.
Some elective courses include Windows, Unix, Visual BASIC, COBOL, computer
accounting, and computer-assisted design. I’m more interested in computer
applications than in programming.

I chose this program because I’ve been hooked on computers since grade school
and because so many job opportunities are available for computer specialists.
Although this is a two-year program, it will probably take me three years because
I’m working part-time. The program here at Great Lakes is good; I can’t wait to
do my internship at a local company.

You can probably tell from this letter that I would recommend this major and this
program. If you’d like more specifics, I’ll send you our college catalogue.

Sincerely,

9.18 Backing Out of a Project Management Seminar (Obj. 6)

Current date

Mr. Kit Adkins
Raintree Manufacturing
491 South Emerald Road
St. John’s, NL A1N 3Y1

Dear Mr. Adkins:

Enclosed is our cheque for $6,600 representing the amount you paid for three
employees to attend the Ace Executive Training Institute seminar titled
“Enterprise Project Management Protocol.”

Although we are disappointed that three of your employees cannot attend, we
look forward to the attendance of one employee at our seminar scheduled for
June 1–2. We expect to offer a similar seminar later in the year, and we will be
sure to send you a brochure announcing the new seminars and their dates.

Because on-site training may be easier for your employees, I encourage you to
consider our AccuVision Training Series. It offers training in team building,
situational style of interaction, initiative, and analysis/problem solving. Your
employees can receive highly focused skill training without leaving your building.
To learn more about AccuVision, visit our Web site at HTTP://
ACEEXECUTIVETRAINING.COM. We are always ready to help you and your

ADMN233v11 Page 67 of 119 June 12/2014

employees increase productivity and performance through continuous learning.

Sincerely,

Enclosure

9.19 Cure for "No Surprise" Headache (Obj. 6)

Current date

Ms. Leila Chambers
Breaktime Travel Service
350 Valley Drive
Richmond, BC V6Y 4S1

Dear Ms. Chambers:

Your account will be credited immediately for $229.13 representing the value of
the items you returned in February. We apologize for the delay in crediting your
account. More than anything we hate to disappoint our customers. That’s why we
instituted our “No Surprise” policy some time ago, and that’s why you can count
on us to honour it.

At the time your returned items were received, our Accounting Department was
changing the way it handled returns. For some reason your return was not
immediately credited to your account. But I have personally called Accounting and
authorized the credit. I was assured that it will appear on your next statement.

To compensate you for your inconvenience and to encourage you to take another
look at our promotional items, we are enclosing a sample imprinted travel mug in
a gift box and a Coleman 8-quart jug cooler. These items, which you may keep,
would make exciting gifts for your clients. For your patience and patronage, we
are truly grateful and we look forward to serving you again soon. Remember that
Virtuoso is the most reliable source for the lowest priced imprinted promotional
products in the field.

Sincerely, Enclosure

9.20 Thanks for a Favour: Got the Job! (Obj. 7)

250 Lumber Avenue
Steinbach, MB R0A 2A6

Current date

Dr. Thomas Hirsch
School of Business Western College
1400 Main Street South
Dauphin, MB R7M 2M6

ADMN233v11 Page 68 of 119 June 12/2014

Dear Dr. Hirsch:

Thank you for your teaching and encouragement during my four years of school
at Western College. Your courses in financial management, advanced investment
finance, and international finance helped to prepare me for my new job as a
junior financial analyst.

Your supportive recommendation letter was instrumental in helping me obtain a
position with Fidelity Investment Services. The company was also impressed with
the investment portfolio I compiled in your advanced investment finance course.
The portfolio and other assignments helped me to respond knowledgeably when
interviewers questioned me about real-world financial situations.

Thank you for writing highly of my work as a student. You were an excellent
teacher, and I learned a great deal from your courses.

Sincerely,

9.21 Thanks for the Hospitality: Holiday Entertaining (Obj. 7)

8332 S. Mountain Trail
Hamilton, ON L8B 3H5

Current date

Mr. and Mrs. Dennis Tran
122 W. Evergreen
Oakville, ON L5J 3V4

Dear Dennis and Charlene:

Thanks so much for sharing your home and hospitality with all of us last Friday
evening.

Your home was decorated beautifully for the holidays, and the roasted turkey was
elegantly prepared and served. Everyone remarked at what a pleasure it was to
enjoy such a delightful evening sharing good food and conversation with friends.
Perhaps we did not resolve the issue of exorbitant salaries for athletes, but we
certainly thrashed it out.

We appreciate the opportunity you provided for us to spend time with you and
with our coworkers.

Sincerely,

9.22 Personalizing Group Greeting Cards (Obj. 7)

DATE: Current
TO: Instructor
FROM: Your name

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SUBJECT: BON MOTS FOR SPECIAL OCCASIONS

As you requested, I am submitting a list of “bon mots” that are appropriate for
use in celebrating office birthdays and retirements. These were located at Web
sites such as www.birthdaycelebrations.net. Here are selected short quotes for
office celebrations:

Birthdays
 “You wear your birthdays well.”
 “Age isn’t important unless you’re a cheese.”
 “Aging is bad, but consider the alternative.”
 “May you have the gift of a beautiful day.”
 “Never regret growing old. Many are denied the privilege.”
 “The best things in life are not things—they’re people like you.”
 “The secret of staying young is to live honestly, eat slowly, and lie about your
age.”—Lucille Ball
 “Old age is like everything else. To make a success of it, you’ve got to start
young.”—Fred Astaire

Retirement
 “Retired but not tired!”
 “Twice as much time; half as much money.”
 “Today is your day!”
 “Working people have a lot of bad habits, but the worst of these is work.”—
Clarence Darrow
 “You’re good enough, you’re smart enough, and doggone it, people really like
you!”—Stewart Smalley, Saturday Night Live

Recommended Answers to Critical Thinking

1. A recent article in a professional magazine carried this headline: “Is Letter
Writing Dead?” How would you respond to such a question? (Obj. 1)

Although correspondence on business letterhead is decreasing, many occasions still
require a professionally typed letter on business letterhead to convey the desired
message and tone. The author of the article suggested that letters were necessary when
the content fall into any of the following categories:

 confidential information

 sensitive issues (such as terminations, disciplinary actions, evaluations, and job
applications)

 congratulatory and special recognition

 official and legal information

 best impression

ADMN233v11 Page 70 of 119 June 12/2014

from Margaret H. Caddell, Is Letter Writing Dead? OfficePro , 22,
November/December 2003.

2. In promoting the value of letter writing, a well-known columnist recently
wrote, “To trust confidential information to e-mail is to be a rube.” What did he
mean? Do you agree? (Obj. 1)

A rube is an unsophisticated person. The columnist meant that educated, knowledgeable
people today know that e-mail is notoriously unsafe for confidential information. Nearly
everyone agrees that e-mail is unsafe for confidential information, yet it is so
convenient that people go on sending messages that can be embarrassing and
dangerous if and when revealed.

3. Is it insensitive to include resale or sales promotion information in an
adjustment letter? (Obj. 6)

Every situation requires individual judgment. When a customer complains about a
product or service, most companies want to explain what went wrong and tell what they
are doing to remedy the situation. Often this involves some resale. For example, a letter
responding to a customer who complains about a defective power drill may include
appropriate resale information describing features of the drill.

But a letter to a customer who complained about a frozen food product may simply
express appreciation for the customer’s letter; it may also explain how the company is
redoubling its quality control efforts. Resale or sales promotion material depends on the
situation and the product. But many companies look on any message to a customer as
an opportunity to sell themselves and their products.

4. Why is it important to regain the confidence of a customer in an adjustment
letter? How can it be done? (Obj. 6)

Unhappy customers have, naturally, lost some degree of confidence in the company and
its products or services. Regaining that confidence and re-establishing good feelings is
crucial for future business. Regaining confidence requires more than a general
form-letter statement, such as “We apologize for any inconvenience this has caused.”
When possible, companies should provide specific explanations of what is being done to
rectify the conditions leading to the product failure or dissatisfaction. Warm, simple, and
sincere language helps, too. Many companies extend coupons for free products or
services so that customers will give the company a second chance.

Recommended Answers to Chapter Review

1. Under what conditions is it important to send business letters rather than e-mail
messages? (Obj. 1)

Business letters are important when a permanent record is required, when formality is
necessary, and when a message is sensitive and requires an organized, well-considered
presentation. (textbook, p. 183)

2. What three activities should you perform in Phase 1 of the writing process for a

ADMN233v11 Page 71 of 119 June 12/2014

business letter? (Obj. 1)

In Phase 1, you should determine your purpose, anticipate the reaction of your audience
to this message, and visualize the audience. (textbook, p. 184)

3. Describe the three-part structure of a routine business letter. (Obj. 2)

Routine business letters have three parts:

 an opening that announces the purpose immediately
 the body with details that explain the purpose
 the closing, which requests action or provides a courteous conclusion

(textbook, p. 186)

4. What is “frontloading,” and why is it useful in routine business letters? (Obj. 2)

Frontloading refers to stating immediately why you are writing. It’s important because the
reader can anticipate and comprehend what follows. (textbook, p. 186)

5. Why is it best to write most business letters “backward”? (Obj. 2)

Business letters should begin with the main idea or purpose instead of an explanation.
Most writers review the background of a problem, discuss the reasons for the action, and
then request an action. For routine business letters, start with the request. (textbook, p.
186)

6. What is goodwill? Briefly describe five ways to develop goodwill in a letter. (Obj.
2)

Goodwill is a positive feeling the reader has toward an individual or an organization. To
achieve it, do the following: Present a message from the receiver’s perspective. Point out
benefits. Be sensitive to avoid words that might suggest gender, racial, age, or disability
bias. Frame your ideas positively because they will sound more pleasing and because they
give more information than negative constructions. Be courteous. (textbook, p. 188)

7. For order letters, what information goes in the opening? In the body? In the
closing? (Obj. 3)

The opening should include authorization for purchase ("Please send me"), the method of
delivery, and the catalogue or online source. The body should list the quantity, item
number, description, and price of each item. The closing should express appreciation, tell
when items are expected, and identify the method of payment. (textbook, pp. 190–191)

8. What is a claim? When is it straightforward? (Obj. 4)

A claim is a complaint or a request by a customer to correct a problem. The customer
may request a replacement, refund, new order, credit to his or her account, correction of
an error, free repairs, free inspection, or cancellation of an order. A straightforward claim
is one to which you expect the receiver to readily agree. (textbook, p. 191)

9. In complying with requests, why is it especially important that all facts are
correct on letters written on company stationery? (Obj. 5)

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Because letters written on company stationery are considered legal contracts, their facts
and figures must be carefully checked. (textbook, p. 198)

10.What is an adjustment letter, and what are a writer’s three goals in writing
adjustment letters? (Obj. 6)

An adjustment letter is a company’s favourable response to a customer’s claim. In an
adjustment letter, the writer tries to

 rectify the wrong, if one exists
 regain the confidence of the customer
 promote further business.

(textbook, pp. 198–199)

11.Name four things to avoid in adjustment letters. (Obj. 6)

Sensitive writers avoid the following:

 negative words such as trouble , regret , misunderstanding , fault , error , and so on
 blaming customers
 blaming individuals or departments within the organization
 making unrealistic promises

(textbook, p. 200)

12.Name five characteristics of goodwill messages. (Obj. 7)

Goodwill messages are selfless, specific, sincere, spontaneous, and short. (textbook, p.
202)

Quiz 5

Click Quizzes (in the Evaluation block on the course homepage) to go to Quiz 5 (Chapter
9).

Chapter 10: Persuasive and Sales Messages

Learning Objectives

After completing this chapter, you will be able to

1. apply the 3–x–3 writing process to persuasive messages.

2. explain the components of a persuasive message.

3. write successful persuasive messages, including requesting favours and actions,
persuading within organizations, and writing complaint letters.

ADMN233v11 Page 73 of 119 June 12/2014

4. plan and compose outstanding sales messages.

5. describe the basic elements in persuasive press releases.

Introduction

The routine e-mail messages, memos, and letters you have studied so far have one thing in
common: they are designed to effectively and efficiently inform the audience of your
message under positive or neutral circumstances. There are times, however, when the
intended audience may be skeptical or not immediately open to your message. For
example, a business must persuade customers to use its product or service, or an
employee may need to convince a manager that new equipment is required to increase
efficiency. In such cases, using specific writing techniques can help to persuasively present
the message.

Chapter 10 describes how the 3-x-3 writing process may be used to construct persuasive
documents. It also describes techniques for ethically changing your audience’s views or
overcoming resistance to an idea. Specifically, the chapter covers the issues of

 asking for favours or action
 convincing others within an organization
 requesting adjustments and making claims
 composing sales messages
 writing press releases.

By combining the strategies discussed in this chapter with a strong knowledge of your
organization and your audience, you will be able to craft messages that are both persuasive
and ethical. Such skills are essential to the growth and prosperity of any organization.

Readings and Activities

Which step(s) in the 3-x-3 reading activity
writing process are most
important in composing a From the print textbook, on pages 216 to 222, read
persuasive message? the following topics:

What are four key  Strategies for Making Persuasive Requests
elements of a persuasive
request?  Blending the Components of a Persuasive Message

What are the unique

ADMN233v11 Page 74 of 119 June 12/2014

features of and  Writing Successful Persuasive Requests
techniques for writing »Requesting Favours and Actions
persuasive requests for
favours and actions? writing activity

What are the unique Complete Critical Thinking 2 from the end-of-chapter
features of and materials in your print textbook and compare your
techniques for writing response with the Recommended Answers to Critical
persuasive messages Thinking.
within organizations?
Complete Activities 10.1, 10.4, and 10.5 from the
What are the unique end-of-chapter materials in your print textbook and
features of and compare your responses with the Recommended
techniques for writing Answers to Activities.
persuasive requests for
adjustments or claims? reading activity

From the print textbook, on pages 222 to 225, read
the following topic:

 Writing Successful Persuasive Requests
»Persuading Within Organizations

writing activity

Complete Activities 10.8 and 10.9 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Activities.

Complete Critical Thinking 4 from the
end-of-chapter materials in your print textbook and
compare your response with the Recommended
Answers to Critical Thinking.

reading activity

From the print textbook, on pages 225 to 228, read
the following topics:

 Writing Successful Persuasive Requests
»Complaint Letters: Writing Persuasive Claims

 Checklist for Making Persuasive Requests

writing activity

Complete Activities 10.2 and 10.10 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended

ADMN233v11 Page 75 of 119 June 12/2014

What are the unique Answers to Activities.
features of and
techniques for writing reading activity
persuasive sales
messages? From the print textbook, on pages 228 to 232, read
the following topics:
What are the unique
features of and  Planning and Composing Effective Sales Messages
techniques for writing
persuasive news  Checklist for Writing Sales Letters
releases?
writing activity
Work through these
activities to review and Complete Activity 10.3 from the end-of-chapter
materials in your print textbook and compare your
response with the Recommended Answers to Activities.

Complete Critical Thinking 1 from the
end-of-chapter materials in your print textbook and
compare your response with the Recommended
Answers to Critical Thinking.

reading activity

From the print textbook, on page 234, read the
following topic:

 Developing Persuasive News Releases

writing activity

Complete Activity 10.12 from the end-of-chapter
materials in your print textbook and compare your
response with the Recommended Answers to Activities.

Complete Critical Thinking 3 from the end-of-chapter
materials in your print textbook and compare your
response with the Recommended Answers to Critical
Thinking.

optional activity

On the textbook companion Web site, click Crossword
Puzzles in the right-hand menu and complete the
crossword puzzle for Chapter 10.

review

ADMN233v11 Page 76 of 119 June 12/2014

practise what you have Read the Summary of Learning Objectives at the end
learned in Chapter 10. of the chapter.
These activities will help
you prepare for Complete the Chapter Review from the end-of-chapter
Assignments and Chapter materials in your print textbook and compare your
Quizzes. responses with the Recommended Answers to Chapter
Review.

On the textbook companion Web site, locate Student
Resources on the right-hand side of the page and click
Test Yourself to informally test your understanding
of writing rules and key concepts taught in this
chapter.

Then locate Quiz 6 by clicking Quizzes (in the
Evaluation block on the course homepage) to formally
test your knowledge of these rules and key concepts.
The mark you achieve on this quiz will contribute to
your final grade in the course.

Recommended Answers to Activities

10.1 Document for Analysis: Weak Persuasive Memo (Obj. 3)
Weaknesses:
 Fails to provide a descriptive subject line.
 Opening paragraphs sound whining, negative, and critical.
 Fails to begin with an engaging statement or description of existing problem.
 Does not develop logical, focused description of problem or proposal.
 Fails to emphasize savings in highly readable form.
 Does not promote proposal with positive arguments.
 Fails to present counterarguments to possible objections.
 Fails to guide reader to a positive reaction to the proposal or the sample
garment.
 Does not put forth a specific recommendation.
 Fails to close with a specific action to be taken and an end date. Omits
motivation to act.
Revision:

ADMN233v11 Page 77 of 119 June 12/2014

DATE: Current
TO: Candace Daly, Vice President, Marketing
FROM: Robert Forsythe, Exhibit Manager
SUBJECT: REDUCING A MAJOR EXPENSE AT TRADE SHOWS

At your suggestion, I’ve been searching for ways to reduce our trade show
exhibition costs. One of our major expenses is the booth gift that we present to
visitors.

At past trade shows we’ve given away a nine-colour, silkscreened T-shirt
designed by a high-priced, outside designer. Each shirt cost $15 to produce.
However, I’ve located a Chinese supplier who can produce good-looking T-shirts,
and the cost is only $4 each. Look at the savings:

2000 silkscreened T-shirts @ $15 $30 000

2000 cheaper T-shirts @$4 8 000

Savings $22 000

Please examine the enclosed T-shirt sample. You might expect a cheaper shirt to

be less acceptable, but as you can see, this shirt is quite presentable. What’s

more, it advertises our name just as well as the more expensive silkscreened

T-shirts. We expect folks to wear this shirt when they work out, and the cheaper

shirt serves the purpose just as well as the more expensive one.

With increasing travel costs and decreasing trade show budgets, we at Life
Fitness have had to look carefully at how we spend our limited funds for
exhibitions. We have decreased the number of shows in which we participate,
and we take fewer booth staffers. But here is significant way in which we can
reduce a substantial expense.

To save $22,000 in exhibition costs, please authorize the purchase of 2000
T-shirts for our next major trade show. If I receive your authorization before
April 4, we can be sure of receiving a supply from our Chinese supplier for the
September Toronto trade show.

Enclosure

Note: You may ask why this memo is not written directly. Actually, the direct
strategy is definitely a possibility. We have assumed that the writer thought it
necessary to use persuasion. If this memo were developed directly, the following
opening might be used: “We can save $22,000 at the next trade show by giving
away cheaper, yet nicely made, T-shirts as booth gifts.”

10.2 Document for Analysis: Poor Claim Letter (Obj. 3)

Weaknesses:

 Sounds angry, hostile, and accusatory.

 Fails to begin with compliment, point of agreement, statement of problem, or
brief review of action taken to resolve problem.

 Does not appeal to the receiver’s sense of fairness or responsibility.

ADMN233v11 Page 78 of 119 June 12/2014

 Provides little stress on reader benefits.

 Uses immoderate language (implies that the salesperson lied, calls the
transaction a “ripoff”).

 Fails to conclude with a specific action request.

 Does not make it easy for the reader to agree and respond.

Revision:

Current date

Mr. Kurt Littleton
Lawson Business Products
291 Bostwick Avenue
Kingston, ON K6K 6H7

Dear Mr. Littleton:

The four E-Studio 120 photocopiers that we purchased three months ago are
inadequate for our volume of copying.

Although we told your salesperson, Julia Franks, that we averaged 3000 copies a
day, she recommended the E-Studio 120. This model appears to have been the
wrong choice for our heavy use, and we’re disappointed in its performance.
Therefore, we’d like to trade in our four E-Studio 120 copiers (about $2500 each,
as shown on the enclosed invoice) on the purchase of two E-Studio 600 copiers
(about $13,500 each).

When I discussed this possibility with your district manager, Ron Rivera, he said
that we would be charged 50 percent depreciation if we traded in the four
E-Studio 120 copiers. That amounts to $5000, a considerable sum for three
months of copier use. We think a depreciation rate of 20 percent is more
reasonable. Your company would profit in three ways:

 The E-Studio 120 machines were used a short time, and they can be resold
easily.

 You’ll be making a sizable profit when we purchase two E-Studio 600 copiers.

 Your service technicians will save time by making fewer trips to repair our
overworked E-Studio 120 machines.

We purchased the E-Studio 120 copiers in good faith on the recommendation of
your salesperson. We feel that it is your responsibility to help us secure the
proper model for our needs.

Please approve my request to trade in four E-Studio 120 copiers for a value of
$8000 (allowing for 20 percent depreciation) toward the purchase of two
E-Studio 600 models. Just initial this letter showing your approval, and return it
to me in the enclosed envelope. I’ll work out the details of the new purchase with
your salesperson.

ADMN233v11 Page 79 of 119 June 12/2014

Sincerely yours,

Enclosure

10.3 Sales Letter Analysis (Obj. 4)

Answers will vary. Be aware of the strategies used in sales letters; such
awareness will make you a better consumer.

10.4 A Helping Hand for College Expenses (Obj. 3)

DATE: Current
TO: Douglas A. Goings, Manager, Human Resources
FROM: Ashley Arnett, Accounting
SUBJECT: Improving Employee Productivity, Morale, and Recruiting

We employees here at First Bank think that the two most important elements in
workplace productivity are skills and high morale.

Both of these elements can be boosted through an employer-sponsored
tuition-reimbursement program. Here’s how the program works. Employees
attend evening or online college classes. If they finish approved courses with a C
or better, they are reimbursed for the costs of books and fees.

Many local employers—such as CIBC, General Motors, and Jones Manufacturing—
already have such programs in operation. Enclosed are several articles and
printouts describing such programs. These employers consider
tuition-reimbursement programs a smart investment because employees improve
their skills and create a strong pool for promotion. Surveys show that such
programs improve morale and loyalty. Moreover, companies with
tuition-reimbursement programs are more attractive to quality job candidates.

Shari Sahab and I have done research on these programs at other companies. In
a meeting before April 1, we’d like to show you our data and discuss the
possibility of such a program here at First Bank. Please call me at Ext. 348 to
arrange a time.

Enclosures

10.5 How About Mandatory Tipping? (Obj. 3)

Current date

Mr. Doug Young
Tejas Grill
3150 Signal Hill Drive SW Calgary, AB T3H 3T2

Dear Mr. Young:

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Even when servers have given good service, some customers leave no tip. This is
a serious problem for the servers at Tejas. Many of us have gotten together and
decided to bring the problem––and a possible solution––to your attention in this
letter.

Some restaurants, such as the new Porte Rouge restaurant in Montreal, now add
a 15 percent tip to the bill. Other restaurants are printing gratuity guidelines on
bills. In fact, American Express now provides a calculation feature on its
terminals so that restaurants can choose the tip levels they want printed. In
Europe a service charge of 10 to 15 percent is automatically added to a bill.

We servers feel that a mandatory tip printed on bills would work well here at
Tejas. We know that we give good service, but some customers forget to tip. By
printing a suggested tip on the cheque, we remind them so that they won’t
forget. A printed mandatory tip also does the math for them, which is an
advantage for customers who are not too good with figures.

Printing mandatory tips on bills not only helps customers but also proves to the
staff that you support them in their goal to receive decent wages for the hard
work they do. A few customers might resist, but these customers can always
crossout the printed tip if they wish. If you have any doubts about the plan, we
could try it for a six-month period and monitor customer reactions.

We urge you to begin printing a mandatory 15 percent tip on each customer’s
bill. Our American Express terminals are already equipped to do this. Please let
us know your feelings about this proposal because it is a serious concern to us.

Sincerely,

10.8 Supporting Project H.E.L.P. (Obj. 3)

DATE: Current Date
TO: [email protected]
FROM: Brenda West <[email protected]>
CC: [email protected], [email protected], [email protected],
[email protected]
SUBJECT:
PROJECT H.E.L.P.

Would you like to increase your commitment to your community and improve
your job skills? Project H.E.L.P. is an opportunity for employees to train and
encourage local students. You can also improve your own supervisory and
interpersonal skills.

Project H.E.L.P. teams major corporations and their employees with the Bruce
County District School Board to give young people on-the-job training. This
semester 12 Prudential employees will share their expertise with 50 students
who need on-the-job experience. Students will serve in the Claims, Word

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Processing, Corporate Media Services, Marketing, Communications, Library, and
Administrative Support departments. Company employees from those
departments will supervise and instruct students for four hours per week at the
Prudential Newark facility.

As they instruct, lead, and supervise students, Project H.E.L.P. volunteers will
gain the opportunity to hone their own supervisory, speaking, and interpersonal
skills. With two hours of release time per week to work with students, employees
are supported by the company as they improve their own skills. Most of all,
however, employees will enjoy knowing that they have helped students gain
real-world business experience.

Prudential employees who have worked with Project H.E.L.P. know that being a
Project H.E.L.P. volunteer is satisfying and rewarding. If you would like to be a
part of this worthwhile project, please reply to this e-mail by August 6.

10.9 Revising a Miserable Memo (Obj. 3)

DATE: Current

TO: All Managers and Employees

FROM: Nancy Nelson, CEO

SUBJECT: SCHEDULING EMPLOYEE MEETINGS

To save your time and to reduce your frustration, we are suggesting that anyone
who schedules employee meetings in the future give serious thought to these
questions:

 Is a face-to-face meeting absolutely necessary?

 Could you achieve your purpose with a telephone, video, or e-mail
conference?

If you decide that a meeting is absolutely necessary, please follow these
suggestions:

 Meet at a place where most of the participants work or at a central location.

 Schedule the meeting at a time that avoids rush-hour traffic.

 Travel together, if possible.
None of you should have to spend three or more hours of your valuable time
travelling to and from a meeting. Following these suggestions should avoid
unnecessary travel and meeting time.

10.10 Legal Costs for Sharing a Slice of Heaven (Obj. 3)

Current date

Mr. Louis Lancombe, LL.B

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Lancombe, Pereigni, and Associates
1675 Croydon Avenue
Winnipeg, MB R3N 0S8

Dear Mr. Lancombe:

Tumbleweed Pizza has a reputation for excellent pizzas made from its secret
recipes. Naturally, when Tumbleweed Pizza was asked to distribute its product in
grocery and convenience stores, the company sought only excellent legal advice
for doing so.

Lancombe, Pereigni, and Associates drew up contracts regarding the use of
Tumbleweed Pizza’s name and quality standards for the distributed product. The
bill we received included 38 hours of lawyer preparation at $400 per hour. Surely
experienced lawyers like yours would not require so many hours to prepare such
contracts. Could an error have been made in the billing hours? Moreover, when I
checked with other businesses, I learned that competing law firms charge half
your rate, only $200 per hour.

We would like to continue working with your prestigious firm, Mr. Lancombe.
However, we expect accurate billing statements and competitive rates. Please
adjust the billing hours and rate to reflect a reasonable assessment of your
services. Since we would like to send you a cheque before our fiscal year closes
June 30, your response before June 20 would be greatly appreciated.

Sincerely,

10.12 Fast-Food Wraps That Decompose Like Grass and Leaves (Obj. 5)

FOR IMMEDIATE RELEASE

Contact: Cindy Eikenberg
(410) 847-9420

BIG MACS GO GREEN WITH POTATO-STARCH
CLAMSHELL CONTAINERS

Santa Barbara, CA, current date. In an effort to use biodegradable packaging,
McDonald’s has approved a new sandwich container for its Big Mac. Over 300
McDonald’s stores will begin handing out its most popular sandwich in an
environmentally friendly clamshell container made from potato starch, limestone,
and 100 percent post-consumer recycled fibre.

The new container, produced by EarthShell, is whipped up out of renewable
starch that is reclaimed from the commercial processing of potatoes and French
fries. It also uses natural limestone, cellulose fibre (from post-consumer recycled
school milk cartons and juice boxes), biodegradable protective coatings,
manufacturing release agents, water, and a thickener. The mixture is blended
into a batter and then placed between two heated mold plates. Water in the
mixture turns to steam, expanding the blend that eventually cools into a
waffle-like form.

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The miraculous EarthShell product is surprisingly strong, yet economical and
biodegradable. It meets industry requirements for rigidity, insulation, stacking,
consumer usage properties, and graphic capabilities. Using low-cost raw
materials
processed in conventional machinery, EarthShell packaging requires less total
energy to make than polystyrene or paper products. And EarthShell products are
competitively priced.

Many fast-food restaurants have turned to paper after consumer groups insisted
on banning polystyrene packaging, which is almost indestructible when
discarded. But paper packaging is expensive and offers reduced performance.
EarthShell offers a better solution.

EarthShell Corporation is engaged in the licensing and commercialization of
proprietary composite material technology for the manufacture of disposable
food-service packaging such as cups, plates, bowls, hinged-lid containers, and
sandwich wraps. EarthShell packaging is designed to be cost and performance
competitive compared to other food-service packaging materials. But it also
provides important environmental advantages.

For more information, visit its Web site at www.EarthShell.com.

Recommended Answers to Critical Thinking

1. How are requests for action and sales letters similar and how are they
different? (Objs. 3 and 4)

Persuasive requests for action and sales letters are similar in that writers should use the
indirect pattern when writing them. Both types of letters should gain attention in the
opening, build interest and reduce resistance in the body, and motivate action in the
closing.

However, the contents used by the writer when applying the pattern would be quite
different. If the writer were requesting that a company change its method for
calculating bonuses for sales representatives, he or she might focus on the current
problem. Plenty of facts would be needed to support the case. To reduce resistance, the
writer must anticipate and counter possible objections. The closing would include a
specific action for the reader to take.

Sales letters follow the same general plan but focus on the product or service being
sold. They might include rational or emotional appeals, testimonials, guarantees, gifts,
and deadlines for action.

2. What are some of the underlying motivations that prompt individuals to agree
to requests that do not directly benefit themselves or their organizations?
(Objs. 2–4)

Many people and organizations agree to requests to donate money, time, equipment,
and expertise because they are interested in a project or because they see indirect

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benefits. For example, many computer companies donate equipment to schools, hoping
that young users will become fans of their equipment and think well of them. Some
requests are granted because of feelings of ego, guilt, and duty. And many companies
genuinely want to give something back to their communities.

3. In view of the burden that “junk mail” places on society (depleted landfills,
declining timber supplies, overburdened postal system), how can “junk” mail
be justified? (Obj. 4)

Some would argue that junk mail can’t be justified and that the burden is greater than
the benefit. But direct mail marketers disagree. Their service stimulates business by
bringing messages directly to customers. Many companies find this to be the most
efficient and cost-effective method for selling their products. The huge increase in direct
selling through catalogues is testimony to the success of direct marketing. People want
the convenience and selection presented by direct selling. However, if environmental
activists convince enough people that the burden outweighs the value, direct mail
marketing could be controlled or reduced.

The Direct Marketing Association, mindful of environmental issues, has published a
“green” handbook urging its members toward improved practices: using recycled paper,
targeting receivers more carefully to reduce wasted copies, reducing excessive
wrapping, and purging databases of duplicate names.

4. Why is it important to know your needs and have documentation when you
make requests of superiors? (Obj. 3)

Knowing in concrete terms what is needed and having the documentation to support the
request will help employees make a favourable impression on superiors. When
employees don’t think through the situation and the possible negatives involved, they
will not be taken seriously and will be considered unprepared and incompetent.

Recommended Answers to Chapter Review

1. List the four key elements in a persuasive request. (Objs. 1 and 2)

The four key elements are

 gaining attention
 building interest
 reducing resistance
 motivating action.

(textbook, p. 218)

2. List six or more techniques for opening a persuasive request for a favour. (Obj.
2)

To open a persuasive request for a favour, you could use any of the following:

 problem description
 unexpected statement

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 reader benefit
 compliment
 related fact
 stimulating question

(textbook, pp. 219–220)

3. List techniques for building interest in a persuasive request for a favour. (Obj.
3)

To improve the success rate of your persuasive requests, use any of the following
techniques that are appropriate to the situation: provide facts, statistics, expert opinion,
examples, or specific details; show direct and indirect reader benefits. (textbook, pp.
222–225)

4. Describe ways to reduce resistance in persuasive requests. (Obj. 3)

To reduce resistance to persuasive requests, play What if? scenarios, anticipate and
counter reader objections, establish your credibility and that of your request, and show
how your proposal will be helpful. (textbook, p. 222)

5. How should a persuasive request end? (Objs. 2 and 3)

Asking for a specific action and making it easy to respond are effective ways to end
persuasive request letters and memos. (textbook, p. 222)

6. When does persuasion become unethical? (Obj. 2)

Persuasion becomes unethical when facts are distorted, overlooked, or manipulated with
the intent to deceive. Being unethical is not limited to lying; it can also mean including
only data that support your assertions. (textbook, p. 221)

7. What are the differences between direct and indirect reader benefits? Give an
original example of each (other than those described). (Obj. 3)

Direct benefits help the receiver specifically—for example, providing a mug, pencil, or
pen with the receiver’s name on it. Indirect benefits come from feeling good that others
will benefit—for example, a company contributes books to a local library or donates
canned goods to the local homeless shelter. (textbook, p. 222)

8. When would persuasion be necessary in messages moving downward in
organizations? (Obj. 3)

Persuasion might be necessary when asking employees to work in a capacity outside
their work roles or when asking them to accept disagreeable changes. (textbook, pp.
222–224)

9. Why are persuasive messages usually longer than direct messages? (Objs. 1–4)

Persuasion takes longer because the writer must include explanations and benefits as
well as obtain the necessary action. (textbook, p. 225)

10.When is it necessary for a subordinate to be persuasive in addressing a

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superior on the job? (Obj. 3)

When employees must convince management to adopt a procedure, invest in new
equipment, or make any number of other work-related requests that might be refused,
persuasion is necessary. (textbook, p. 224)

11.What is an appropriate tone for a claim letter? (Obj. 3)

The tone of a claim should be calm and moderate. Avoid venting anger and sounding
illogical. Reason and logic are better motivators than anger. (textbook, p. 225)

12.Name eight or more ways to attract attention in opening a sales message. (Obj.
4)

To attract attention in the opening of a sales message, use any of the following:

 offer or promise
 anecdote or story
 question
 quotation or proverb
 product feature
 testimonial
 startling statement
 personalized action setting
 solution to a problem
 relevant current event

(textbook, p. 230)

13.How do rational appeals differ from emotional appeals? Give an original
example of each. (Obj. 4)

Rational appeals relate to reason and intellect. Example: The tire has an 80,000-mile
warranty. Emotional appeals relate to feelings. Example: The car will make people think
you have good taste. (textbook, p. 230)

14. Name five or more ways to motivate action in closing a sales message.
(Obj. 4)

Ways to motivate action in the closing of a sales message include the following:

 Offer a gift.
 Make a promise.
 Offer an incentive.
 Limit the offer.
 Set a deadline.
 Guarantee satisfaction.
 Mention that the offer is good only while supplies last.

Use the strongest motivator in a P.S.

(textbook, pp. 231–232)

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15. List five or more topics that an organization might feature in a press
release. (Obj. 5)

A press release may feature the following topics: new products, new managers,
new facilities, participation in community projects, awards given or received, joint
ventures, donations, or seminars and demonstrations. (textbook, p. 234)

Quiz 6

Click Quizzes (in the Evaluation block on the course homepage) to go to Quiz 6 (Chapter
10).

Chapter 11: Negative Messages

Learning Objectives

After completing this chapter, you will be able to

1. describe the goals and strategies of business communicators in delivering bad news,
including knowing when to use the direct and indirect patterns, applying the writing
process, and avoiding legal problems.

2. explain techniques for delivering bad news sensitively.

3. identify routine requests and describe a strategy for refusing such requests.

4. explain techniques for delivering bad news to customers.

5. explain techniques for delivering bad news within organizations.

6. compare strategies for revealing bad news in different cultures.

Introduction

Business (and life!) would be simpler if nothing ever went wrong. We would never have to
worry about being disappointed or disappointing others. Unfortunately, all businesses
sometimes encounter situations that could cause negative feelings for those involved. In
such circumstances, it is important to use specific techniques to communicate bad news in
the most sensitive and effective way possible. Skilful communication can often reduce
potential damage to business relationships and even bring about positive results and
increased feelings of goodwill.

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Chapter 11 describes

 important goals of effectively delivering bad news, and how using the indirect and direct
patterns along with the 3-x-3 writing process can aid in achieving these goals

 techniques for delivering bad news sensitively

 strategies for rejecting routine requests

 techniques for managing bad news to customers

 techniques for managing bad news within organizations.

The chapter concludes with a reminder that different cultures may use very different
strategies to present bad news so extra care is required when communicating bad news to
an international audience.

Negative messages are among the most challenging to deliver. However, an effective
business communicator can often turn such challenges into opportunities or at least reduce
potential negative consequences for the organization.

Reading and Activities

What are the most reading activity
important goals when
communicating bad news? From the print textbook, on pages 242 to 248, read
How can the indirect the following topics:
writing pattern help you
achieve these goals?  Strategies for Delivering Bad News

What techniques might be  Techniques for Delivering Bad News Sensitively
used to deliver bad news writing activity
sensitively?

Complete Activities 11.1, 11.2, 11.3, and 11.4
from the end-of-chapter materials in your print

textbook and compare your responses with the
Recommended Answers to Activities.

Complete Critical Thinking 1 and 3 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended

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Answers to Critical Thinking.

What strategies might be reading activity
used to refuse routine
requests? From the print textbook, on pages 249 to 253, read
the following topics:

 Refusing Routine Requests

 Checklist for Refusing Routine Requests

writing activity

Complete Activity 11.7 from the end-of-chapter
materials in your print textbook and compare your
response with the Recommended Answers to
Activities.

What techniques might be reading activity
used for managing bad
news to customers? From the print textbook, on pages 253 to 258, read
the following topics:

 Delivering Bad News to Customers

 Checklist for Delivering Bad News to Customers

writing activity

Complete Activity 11.10 from the end-of-chapter
materials in your print textbook and compare your

response with the Recommended Answers to
Activities.

What techniques might be reading activity
used for managing bad
news within From the print textbook, on pages 259 to 262, read
organizations? the following topics:

 Delivering Bad News Within Organizations

 Checklist For Delivering Negative News Within
Organizations

 Presenting Bad News in Other Cultures

writing activity

Complete Activity 11.5 from the end-of-chapter

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materials in your print textbook and compare your
response with the Recommended Answers to
Activities.

Complete Critical Thinking 2 and 4 from the
end-of-chapter materials in your print textbook and
compare your responses with the Recommended
Answers to Critical Thinking.

optional activity

On the textbook companion Web site, click
Crossword Puzzles in the right-hand menu and
complete the crossword puzzle for Chapter 11.

Work through these review
activities to review and
practise what you have Read the Summary of Learning Objectives at the end
learned in Chapter 11. of the chapter.
These activities will help
you prepare for Complete the Chapter Review from the
Assignments and Chapter end-of-chapter materials in your print textbook and
Quizzes. compare your responses with the Recommended
Answers to Chapter Review.

On the textbook companion Web site, locate Student
Resources on the right-hand side of the page and
click Test Yourself to informally test your
understanding of writing rules and key concepts
taught in this chapter.

Then locate Quiz 7 by clicking Quizzes (in the
Evaluation block on the course homepage) to
formally test your knowledge of these rules and key
concepts. The mark you achieve on this quiz will
contribute to your final grade in the course.

Recommended Answers to Activities

11.1 Organizational Patterns (Objs. 1–5)

a. A letter refusing a request by a charitable organization to use your office
equipment on the weekend. Indirect

b. A memo from the manager denying an employee’s request for special parking
privileges. The employee works closely with the manager on many projects.
Indirect

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c. An announcement to employees that a financial specialist has cancelled a
scheduled lunchtime talk and cannot reschedule. Direct

d. A letter from a bank refusing to fund a company’s overseas expansion plan.
Indirect

e. A form letter from an insurance company announcing new policy
requirements that many policyholders may resent. If policyholders do not
indicate the plan they prefer, they may lose their insurance coverage.
Indirect (although you might choose to write this letter using the direct
pattern if you feel readers might overlook the information about losing their
insurance coverage).

11.2 Passive-Voice Verbs (Obj. 2)

a. Performance reviews are given only after employees have been on the job for
12 months.

b. Because more stringent security is required, company tours must be
postponed indefinitely.

c. Examination of patients cannot be made until their insurance coverage is
verified. OR: Patients can be examined after verification of insurance
coverage.

d. Large SUVs are not covered by your car rental insurance.

11.3 Subordinating Bad News (Obj. 2)

a. Although we no longer print a complete catalogue, we now offer all of our
catalogue choices at our Web site, which is always current.

b. Although an employment offer cannot be extended at this time, we
appreciate your interest in our organization.

c. Although your complete order cannot be shipped at this time, the four oak
desks should arrive within five days.

d. Although smoking is not allowed within 1.5 m of a public building, the college
has set aside 16 outdoor smoking areas.

11.4 Implying Bad News (Obj. 2)

a. Although all our present funds are needed to lease new equipment and
offices for our new branch in Richmond, we hope to be able to support this
endeavour in the future.

b. Because our billboard space was completely filled during the holidays, we
hope to display your message, as promised, next month.

c. We have your fresh fruit basket ready and will ship it as soon as you call us
with your credit card number.

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11.5 Evaluating Bad-News Statements (Obj. 2)

a. Accentuate the positive: Your order will be shipped May 1.

b. This statement shows age discrimination. Omit.

c. If spoken before others, this statement is slanderous. If written, it is libellous.
The word shyster is actionable. Avoid.

d. Accentuate the positive: We can assure you that on return visits you will
be treated royally by our well-trained staff.

e. Too painful and specific. Keep the explanation vague and refer the
applicant to your credit-reporting agency for more information.

f. This statement, if ever a lawsuit were litigated, might support a
charge of discrimination. Improvement: Before considering this young
lady for a promotion, I would like to have more information about her past
work experience in positions where she was required to meet the public.

11.7 Document for Analysis: Saying No to a Job Applicant (Objs. 1, 2, and 5)

Weaknesses:

 Opens with such enthusiastic language that reader is misled about what will
follow.

 Reveals dangerous information that may motivate litigation.

 Shows little respect for reader’s feelings.

 Uses many subordinate clauses but not skilfully.

 Includes more negative language than is necessary.

Revision:

Current date

Mr. Robert W. Margolies
9410 Plainfield Road
Guelph, ON N2H 5J4

Dear Mr. Margolies:

Ms. Martineau and I were pleased to interview you last Thursday and tell you
something about Vortec Enterprises and its operations.

We were fortunate to have a number of well-qualified individuals apply for the
position of human resources assistant. To fill this position, we hired a graduate of
Ryerson University who seemed to have the qualities we sought. We wanted to

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write you immediately to enable you to continue your job search.

You have our best wishes in finding exactly the right position to match your
background and education.

Sincerely,

11.10 Damage Control for Disappointed Customers: Late Delivery of Printing
Order (Obj. 4)

a. Should Kearns call Tyra or delegate the task to his assistant?

Kearns is the sales manager and presumably is the main contact that Tyra
has with the printing company; therefore, it is his responsibility to deliver the
news. Under some circumstances, it might be appropriate to have someone
higher up in the organization, such as the CEO, place the call. Two
circumstances that might justify this approach: (a) Kearns wants to
emphasize that the company is taking this problem seriously and wants to go
all out to convince the client that the client is important; and (b) the
insurance company is one of the printing company’s biggest clients.

b. When should Tyra be informed of the problem?

Immediately.

c. What is the best procedure for delivering the bad news?

1. Call the individual involved.
2. Describe the problem and apologize.
3. Explain why the problem occurred, what you are doing to resolve it, and

how you will prevent it from happening again.

In describing the problem and apologizing, Kearns might say, “We discovered
just this morning that your cheque order will not be printed by the date I
originally promised you it would be ready. I apologize for causing a difficult
situation for your company.”

In explaining how the problem occurred, Kearns might say that the employee
who schedules orders to be printed misread the promised delivery date for
your cheques, so he didn’t schedule your printing order early enough for it to
be ready when you requested. Kearns might add, “As soon as we discovered
the mistake, your order got moved to the front of the production queue and
is being printed as we speak. As soon as the cheques come out of
production, we will ship them to you via FedEx Express SameDay delivery.
We will cover the increased shipping cost necessary to get your cheques to
you more quickly. Plus we’re giving you a 10 percent discount on the cost of
this order to compensate you in a small way for the inconvenience we’ve
caused you.”

In explaining what is being done to avoid recurrence of the problem, Kearns
might say, “We’ve instituted a new system to keep this problem from
happening again. After the employee does the initial scheduling of print jobs,

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we have designated a second employee to double check that all the print
jobs have been scheduled in a timely fashion so that we can meet the
delivery dates we’ve promised our clients.”

In concluding his telephone call, Kearns should strive for a positive tone that
promotes goodwill: “Your satisfaction is what is important to us, and we’re
working extra hard to make sure you’re satisfied with how we’re handling
this situation.”

d. What follow-up to the phone call would you recommend to Kearns?

Kearns should write a follow-up letter that documents the phone call and
promotes goodwill. In addition, Kearns should keep in close contact with Tyra
until the problem is resolved. Confirm that the air freight delivery arrives
when it is supposed to arrive. If the shipment does not arrive on time, track
the delivery with the shipping company to determine its status. Confirm the
delivery of the remainder of the order that is coming by truck.

Recommended Answers to Critical Thinking

1. Does bad news travel faster and farther than good news? Why? What
implications would this have for companies responding to unhappy customers?
(Objs. 1–5)

Students will probably respond that bad news does travel faster and often farther than
good news. Why? Good news is not as interesting and doesn’t always provoke action.
Bad news often makes people angry, and they wish to vent their anger or seek revenge
by broadcasting their views. One writer claims that the recipient of good news tells
about six other people, while the recipient of bad news tells about eleven other people
(Mascolini, M. [June, 1994]. Another Look at Teaching the External Negative Message,
The Bulletin, 45 ). The implication for companies dealing with the public is to use all
means possible to retain customer goodwill. When revealing bad news, seek ways to
soften it, look for alternatives, and employ a warm, caring tone.

2. Some people feel that all employee news, good or bad, should be announced
directly. Do you agree or disagree? Why? (Objs. 1–5)

The times have changed. At one time with top-down, dictatorial management styles,
employees were told what to do. Today, however, management is more participatory
and team oriented. Gaining the compliance and cooperation of employees is now
recognized as beneficial to management in boosting productivity and serving customers.
Caring about employees’ reactions to any news, good or bad, means careful crafting of
messages. The indirect strategy might be appropriate for some messages, especially if
management wants to maintain the goodwill of employees as well as that of customers.

3. Consider times when you have been aware that others have used the indirect
pattern in writing or speaking to you. How did you react? (Objs. 1–5)

You may indicate that you appreciated the indirect pattern because it was more tactful
and made you feel that the communicator cared about your feelings. On the other hand,

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you may suggest that you felt you were being manipulated and that you distrusted the
communicator who was not forthright. You may also say that you were impatient to
hear the bottom line, that you disliked “beating around the bush.”

Most business communicators feel that using the indirect pattern prepares the reader
for bad news or for an important idea. Other communicators contend that the indirect
strategy is unethical. However, it is not unethical to make the best presentation
possible. To say that something is unethical is to suggest dishonesty. It’s not dishonest
to delay bad news in an effort to protect the feelings of the receiver. The important
point to recognize here is assessment of the receiver’s reaction. If you feel that the
receiver would prefer to have the news directly, then do just that.

4. How effective is the following advice for supervisors? “Most bad news doesn’t
have to be given to employees. Instead, ask your employees two open-ended
questions: How do you think you performed? and How could you do better next
time? (Obj. 5)

This advice is intended to help supervisors avoid the unhappy task of delivering bad
news or confronting underperforming employees. Much of the time this advice will
probably work. Employees almost always recognize a problem and, with
encouragement, can figure out what would have worked better. This approach
demonstrates empathy on the part of the supervisor and encourages professionalism on
the part of the employee. But this approach doesn’t always work. When it doesn’t, the
supervisor should be prepared to use some of the techniques discussed in this chapter
for delivering bad news.

Recommended Answers to Chapter Review

1. Why is the indirect strategy appropriate for some bad-news messages? (Obj. 1)

The indirect strategy is appropriate for messages that may disappoint, irritate, or anger
receivers. It tends to reduce the pain and soften the effects of bad news. (textbook, p.
243)

2. What are four goals when a business communicator delivers bad news? (Obj. 1)

Following are four goals of the communicator when delivering bad news:

 Make the reader understand and accept the bad news.
 Promote and maintain a good image for the organization as well as the writer.
 Make the message so clear that additional correspondence is unnecessary.
 Avoid creating legal liability or responsibility.

(textbook, pp. 242–243)

3. Describe the four parts of the indirect message pattern. (Obj. 1)

The four parts of the indirect message pattern include the following:

 The buffer is a neutral or positive opening that does not reveal the bad news.

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 The reasons explain the causes for the bad news before disclosing it.

 The bad news is a clear but unemphasized announcement. It may include an
alternative or compromise.

 The closing is a personalized, forward-looking, pleasant statement.

(textbook, p. 246)

4. Name five situations in which the direct pattern should be used for bad news.
(Obj. 1)

Use the direct pattern when

 the receiver may overlook the news
 organization policy suggests directness
 the receiver prefers directness
 firmness is necessary
 the bad news is not damaging
 the receiver’s goodwill is not an issue.

(textbook, pp. 233–244)

5. Name five or more techniques to buffer the opening of a bad-news message.
(Obj. 2)

Appropriate buffers might start with the best news, a compliment, appreciation,
agreement, facts, understanding, or an apology. (textbook, p. 246)

6. Name four or more techniques to de-emphasize bad news when it is presented.
(Obj. 2)

Ways to de-emphasize bad news:

 Sandwich the bad news between other sentences. Avoid placing the bad news at
sentence and paragraph beginnings.

 Use the passive voice (instead of "We don’t admit uninsured patients," say "
Uninsured patients cannot be admitted").

 Place the bad news in a subordinate clause beginning with although , as , because , if ,
or since .

 Emphasize the positive (instead of "Your order cannot be delivered until August 1,"
say "Your order will be delivered August 1").

 Imply the refusal.

 Suggest an alternative.

(textbook, p. 248)

7. Name four kinds of routine requests that businesses must frequently refuse.

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(Obj. 3)

Businesses must often refuse requests for

 favours
 money
 information
 action.

(textbook, p. 249)

8. Why should you be especially careful in cushioning the refusal to an invitation?
(Obj. 3)

Be sensitive when refusing invitations because these responses are often taken
personally. (textbook, p. 251)

9. What is the major difference between bad-news messages for customers and
those for other people? (Obj. 4)

Bad-news messages for customers may include resale or sales promotion emphases.
(textbook, p. 253)

10.Identify a process used by a majority of business professionals in resolving
problems with disappointed customers. (Obj. 4)

A majority of business professionals resolve problems immediately and personally by

 calling the individual involved

 describing the problem and apologizing

 explaining why the problem occurred, what is being done to resolve it, and what
measures are being taken to prevent its recurrence

 following up with a letter that documents the phone call and promotes goodwill.

(textbook, p. 253)

11.List four goals a writer seeks to achieve in writing messages that deny credit
to prospective customers. (Obj. 4)

Four goals are to

 avoid language that causes hard feelings
 retain the customer on a cash basis
 prepare for possible future credit without raising false expectations
 avoid providing information that could cause a lawsuit.

(textbook, p. 257)

12.Why should a writer be somewhat vague in the reasons portion of a letter
rejecting a job applicant? (Obj. 4)

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A writer should be somewhat vague to

 reduce the receiver’s pain

 avoid providing information that could possibly be used in a lawsuit charging
discrimination or wrongful actions.

(textbook, p. 260)

13.Why is the reasons-before-refusal strategy appropriate for customers who are
unhappy with a product or service? (Obj. 4)

This strategy enables the writer to offer explanations while the customer is still
attentive. It enables the writer to be empathic. (textbook, p. 247)

14.What actions are tactful, professional, and safe when a subordinate must
personally deliver upsetting news to a superior? (Obj. 5)

Gather all the information, prepare and rehearse, explain what happened and how it will
be fixed; consider taking a partner, consider timing, and be patient with the reaction.
(textbook, p. 259)

15.In Latin countries why may employees sometimes fail to report accurately any
negative messages to management? (Obj. 6)

In Latin countries it’s considered disrespectful and impolite to report bad news to
superiors. (textbook, p. 262)

Quiz 7

Click Quizzes (in the Evaluation block on the course homepage) to go to Quiz 7 (Chapter
11).

ADMN 233v11
Writing in Organizations

Section 3 Reports and Proposals

Chapter 12: Preparing to Write Business Reports

Learning Objectives

After completing this chapter, you will be able to
1. describe business report basics, including functions, patterns (indirect or direct), writing

style, and format.

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2. apply the 3–x–3 writing process to business reports.

3. find and use print and electronic sources of secondary data.

4. describe the evolving nature of communication technology: the Web, electronic
databases, and other resources for business writers and researchers.

5. find and use sources of primary data.

6. explain the purposes and techniques of documentation in business reports.

7. illustrate reports with graphics that create meaning and interest.

Introduction

To this point in the course, you have studied the basic 3-x-3 writing process and how it can
be applied to a variety of standard business documents. We will continue this pattern by
examining another class of business documents—reports and proposals.

Reports and proposals are used in almost all North American firms to organize and analyze
information, and to present plans for action. These documents are often prepared for
management and used as the basis for important strategic and operational decisions.
Chapter 12 focuses on preparing to write business reports. While these documents take
many different forms depending on their specific purpose, they all "help us understand and
study systematically the challenges that we encounter in business before we can outline the
steps toward solving them" (textbook, p. 272).

The main topics addressed in this chapter include

 basics of business reports, such as functions, patterns, formats, and writing style
 applying the 3-x-3 writing process to business reports
 research for business reports, including both primary and secondary sources
 appropriate use of graphics to create meaning and interest
 purposes and techniques for documentation (e.g., paraphrasing) in business reports.

Keep in mind that while reports share many features with other documents (such as memos
and letters), they are usually meant to flow upward—from employees to management. By
learning to write effective reports, you can enhance your image with superiors and help
your organization make wise decisions.

Reading and Activities

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