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Your buffer in a bad-news message to employees could be a compliment, appreciation, or solid facts.

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The indirect strategy works best when the bad news is personally upsetting, when the news will prompt a hostile reaction, and when


A) the message arrives unexpectedly.
B) firmness is necessary.
C) the receiver may overlook the bad news.
D) the bad news is not damaging.

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When delivering bad news, you should first determine if the negative information is newsworthy.

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The ability to understand and enter into the feelings of another is called


A) audience demographics.
B) sympathy.
C) empathy.
D) buffering.

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If your message may create a hostile reaction, you should use the indirect strategy.

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One of the goals of delivering bad news is to regain the confidence of the receiver.

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A bad-news message, whether delivered in person or in writing, is usually better received when you


A) give the reasons before the bad news.
B) immediately share the bad news.
C) provide the reasons and explanations but conceal the bad news.
D) combine the buffer and bad news.

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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.

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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.

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Positive phrasing is important in bad-news messages because it


A) keeps the reader in a receptive mood.
B) describes what youΒ  canΒ  do instead of what you can't.
C) often sounds more sincere.
D) accomplishes all of these.

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To take the spotlight off the bad news, place it at the end of a paragraph.

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When you must refuse a request, you may sometimes offer an alternative, substitute, or compromise.

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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.

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You will use the direct strategy for your message when the bad news is not damaging, when the receiver might overlook the bad news, when directness is preferred, and when


A) the bad news threatens the customer relationship.
B) the bad news is unexpected.
C) firmness is necessary.
D) the bad news will provoke a hostile reaction.

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When the bad news is insignificant and does not personally affect the receiver, you should use the ____________________ strategy to organize your negative news.

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Which of the following sentences presents the reason for denying a customer's request for credit most effectively?


A) Your request for credit has been denied.
B) Because you have not been employed for the past 15 months and have credit debts of over $4,000, we will not be able to grant you credit at this time.
C) Although your credit rating does not meet our minimum standards, we would be happy to reconsider your application if you add a cosigner.
D) Your failure to meet our standards will not allow us to issue you a credit account.

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The reasons-before-refusal plan works well when denying claims.

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Which of the following best presents the bad news in a message refusing a customer's claim?


A) We are sorry that we cannot give you a full refund for your DVD player.
B) Because you damaged the DVD player by trying to repair it yourself, we are unable to give you a full refund.
C) The damage to your DVD player is not covered by the warranty, as explained in the enclosed copy of the warranty that came with your DVD player.
D) Although a full refund cannot be issued, we would be happy to repair your DVD player for a nominal fee.

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To project a professional image when sending a negative message, you should


A) respond briefly without providing details.
B) readily accept all blame.
C) use forceful language.
D) control your emotions.

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Learning of major events affecting their jobs through the grapevine or from news accounts can have a negative effect on employee ____________________.

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