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48. Which of the following sentences to employees best explains the reasons for a reduction in a company workforce?
a.
Although we would like to retain our current workforce, we have no choice but to reduce the number of
employees.
b.
We did everything possible to prevent this from happening.
c.
The decision cannot be changed.
d.
Because of a decrease in sales, the number of employees will need to be reduced, which we know will affect all
of you.
49. What is the best advice for presenting the bad-news portion of your negative message to employees?
a.
Strive to sugarcoat the message to ease the employees' pain.
b.
Place the bad news in the first sentence of a paragraph.
c.
Position the bad news so that it does not stand out.
d.
Use subjective language.
50. Although businesses prefer to deliver bad news to employees personally, when bad news must be given to large
groups of employees, businesses are most likely to use which of the following?
a.
Newspaper advertisements
b.
Hard-copy memos
c.
Tweets
d.
Wikis
51. Your employer may ask you to respond to customer complaints appearing on Twitter, Facebook, or complaint
websites.
a.
True
b.
False
52. Only business executives and managers must deliver bad news.
a.
True
b.
False
53. The bad feelings associated with disappointing news can generally be reduced if the receiver knows the reasons for the
rejection, feels that the news was revealed sensitively, and believes that the matter was treated seriously and fairly.
a.
True
b.
False
54. When delivering bad news, you should explain the bad news clearly to make your readers understand and, in the best
case, accept the bad news.
a.
True
b.
False
55. When irate customers sound threatening and overstate their claims, as a business representative, you should respond
by indicating that the customer and his or her claim are irrational.
a.
True
b.
False
56. In order to convey empathy and sensitivity for your receiver, you should always accept blame and apologize for the
bad news.
a.
True
b.
False
57. When you show that the decision for negative news was made fairly, impartially, and rationally, receivers are far more
likely to accept the negative news.
a.
True
b.
False
58. All bad-news messages should be presented using the indirect strategy.
a.
True
b.
False
59. The direct strategy saves time and is preferred by some who consider it to be more professional and even more ethical
than the indirect strategy.
a.
True
b.
False
60. If your receiver might overlook the bad news, it is appropriate to use the direct strategy.
a.
True
b.
False
61. If your message may create a hostile reaction, you should use the indirect strategy.
a.
True
b.
False
62. If you are worried that the indirect strategy seems manipulative, you should use the direct strategy to break the bad
news bluntly even though the direct strategy may cause hard feelings and pain.
a.
True
b.
False
63. The key to ethical communication lies in the motives of the sender.
a.
True
b.
False
64. In using the indirect strategy to communicate bad news, you should avoid mentioning the bad news.
a.
True
b.
False
65. To write an effective, calming bad-news message to an unhappy customer, you may need to include a misleading
statement or slightly deceptive claim.
a.
True
b.
False
66. A buffer is a device to reduce shock or pain.
a.
True
b.
False
67. All buffers should begin by complimenting the receiver.
a.
True
b.
False
68. The most important part of a bad-news message is the section that explains why a negative decision is necessary.
a.
True
b.
False
69. Using the following statement in an explanation of the reasons for the bad news could help the receiver to accept the
message: Although we would like to consider installing the heating system you have offered, we are seeking a more
energy-efficient, environmentally friendly unit.
a.
True
b.
False
70. Company policy prevents us from exchanging your defective wireless router more than 30 days after you purchased it
is an example of an effective explanation.
a.
True
b.
False
71. To take the spotlight off the bad news, place it at the end of a paragraph.
a.
True
b.
False
72. When you must refuse a request, you may sometimes offer an alternative, substitute, or compromise.
a.
True
b.
False
73. You should never include resale or sales promotion material in a negative-news message.
a.
True
b.
False
74. If you have any further questions, please do not hesitate to call me is a professional way to close a refusal message.
a.
True
b.
False
75. If you are uncertain how the receiver will respond, use the indirect strategy to refuse requests and claims.
a.
True
b.
False
76. Every business will have unhappy customers at some point. If possible, the business should respond immediately and
personally to these customers' problems.
a.
True
b.
False
77. Smart business representatives always avoid calling an unhappy customer to resolve problems.
a.
True
b.
False
78. Written messages to customers are important because such messages establish a record of the problem.
a.
True
b.
False
79. Although businesses may find complaints about their products and services on sites such as Twitter and Facebook,
wise businesses should never respond to such complaints in the cyber world.
a.
True
b.
False
80. The reasons-before-refusal plan works well when denying claims.
a.
True
b.
False
81. In denial messages you must establish the proper tone and use you statements such as You would have known that cash
refunds are not available if you had read the receipt.
a.
True
b.
False
82. Messages denying customer claims should clearly blame the customer to avoid company liability.
a.
True
b.
False
83. Whether to use a direct or an indirect strategy in delivering bad news to employees depends primarily on the
anticipated reaction of the receiver.
a.
True
b.
False
84. Although a reasons-first approach and tactful tone preserve friendly relations with customers, these techniques are not
useful for bad-news messages inside an organization.
a.
True
b.
False
85. When delivering bad news, you should first determine if the negative information is newsworthy.
a.
True
b.
False
86. When workplace bad news involves one person or a small group nearby, you should generally deliver that news in
person.
a.
True
b.
False
87. If you are required to deliver bad news to your employees in person, the best technique is to gather your information
and deliver it off the cuff to appear sincere.
a.
True
b.
False
88. Smart managers deliver bad news to employees promptly and honestly because receiving bad news via the grapevine
can seriously damage workplace morale.
a.
True
b.
False
89. Your buffer in a bad-news message to employees could be a compliment, appreciation, or solid facts.
a.
True
b.
False
90. The closing in a bad-news communication to employees must never look forward or discuss what will happen next
because doing so can create a legal obligation.
a.
True
b.
False
91. When the bad news is insignificant and does not personally affect the receiver, you should use the
____________________ strategy to organize your negative news.
92. To soften bad news, many business writers choose to use the ____________________ organizational strategy.
93. A communicator who intends to deceive when writing a bad-news message is displaying ____________________
behavior.
94. A bad-news message using the indirect strategy begins with a ____________________, which is a neutral but
meaningful statement that encourages the reader to continue reading.
95. A(n) __________________ is an admission of blameworthiness and regret for an undesirable event.
96. ____________________ is the ability to understand and enter into the feelings of another.
97. The most important part of any bad-news message is the ____________________ that explain or justify the bad news.
98. Using a(n) ____________________-voice verb enables you to depersonalize an action and cushion the bad news.
99. Business communicators should consider including a forward look, good wishes, a mention of freebies, or references
to resale information or promotion in the ____________________ of a bad-news message.
100. ____________________ messages are important to communicate when personal contact is impossible, to establish a
record of the incident, to formally confirm follow-up procedures, and to promote good relations.
