xtotal: 100 Business Communications at Austin Community College

Business Communications: Guffey Chapter 9 Quiz

Answer the questions in this quiz to see how well you've read and understood Guffey, Business Communication (8th ed.) chapter 9. If necessary, retake this quiz until you make at least 90% .

When you're through, just click on Check answers.

Your name Your handle (use the exact same handle
you created in the questionnaire)
Your e-mail (required)

  1. The bad feelings associated with disappointing news can generally be reduced if the receiver
    believes that the matter was treated seriously and fairly.
    feels the news was revealed sensitively.
    knows the reasons for the bad news.
    All answer choices are correct. (p. 286)
  2. All of the following are goals in communicating negative news except
    to help the receiver understand the negative news.
    to show your desire to continue pleasant relations with the receiver.
    to hide the real reason for the negative news.
    to maintain a professional and positive image of you and your corporation. (p. 287)
  3. The direct strategy should be used to communicate negative news when
    the bad news is unexpected.
    the negative news personally affects the reader.
    firmness is necessary.
    the negative news threatens the customer relationship. (p. 290)
  4. How should a message using the indirect strategy be organized?
    Bad news, reasons, buffer, closing
    Reasons, bad news, buffer, closing
    Buffer, reasons, bad news, closing
    Buffer, bad news, reasons, closing (p. 293)
  5. A buffer statement in a negative message
    ensures that the company avoids legal liability.
    reduces the reader's shock or pain related to the bad news.
    informs the reader of the reasons for the bad news.
    includes the writer's contact information. (p. 294)
  6. The most important part of a bad-news message is
    a good buffer that starts the message positively.
    the greeting.
    a closing that ends the message on a positive note.
    the section that explains the reasons for the bad news. (p. 296)
  7. Which of the following is the best advice when presenting the reasons for the bad news?
    Cite reader or other benefits if possible.
    Do not present the reasons for the bad news in order to maintain continued business relations.
    Use words such as impossible, regret, and unfortunately to make your point clear.
    Whenever possible, cite company policy as the reason for the bad news because most people willingly accept this reason. (pp. 296-297)
  8. Which of the following is the most effective statement in a bad-news message declining an invitation to speak to a professional organization?
    Although I'm already booked the night of your dinner, I would be happy to speak to your organization sometime next year.
    I regret to inform you that I am unable to speak to your professional organization.
    I'm not interested in addressing your professional organization.
    Although I'm not authorized to tell you why, I can't speak at your dinner. (p. 301)
  9. A customer has posted a negative comment on your company's Facebook page about her dissatisfaction with the customer service she received. What should you do?
    Delete the comment immediately before too many people see it.
    File a lawsuit against the customer for libel.
    Reply to the customer's post within 24 hours.
    Ignore the comment. (pp. 302-303)
  10. All of the following are goals when writing messages that refuse credit except
    promising the customer that credit will be granted in the future.
    retaining the customer on a cash basis.
    avoiding language that causes hard feelings.
    avoiding disclosures that could cause a lawsuit. (p. 307)
  11. Cherrie must personally deliver bad news to her staff, and she knows they'll be upset. What should Cherrie do first?
    Deliver the bad news on a Friday afternoon so that the employees have time to evaluate the bad news.
    Call each staff member to give him or her fair warning that bad news is coming.
    Gather all relevant information.
    Hire a bodyguard. (pp. 308-309)
  12. PEM Associates is in a budget crunch and plans to make major layoffs next month. What is the best advice for communicating this crisis to employees?
    Let the employees learn about the layoffs through the office grapevine.
    Deliver the bad news to employees personally if possible.
    To be upfront about what is going on, announce the bad news in the first sentence of an e-mail message.
    Let employees learn about the layoffs in the local newspaper. (p. 310)
  13. One of your first considerations when delivering bad news is analyzing how the message will affect the receiver. (p. 287)
  14. Because bad news can be difficult for a reader to accept, it should always be delivered using the indirect strategy. (pp. 290-293)
  15. The key to ethical communication lies in the motives of the receiver. (p. 293)
  16. A good technique for de-emphasizing negative news is to place the bad news at the beginning of a paragraph. (p. 297)
  17. Merchandise returns are not given for purchases after 30 days effectively uses the passive voice to deliver the bad news. (p. 298)
  18. Pao must turn down a request for a charitable contribution, and she's not sure how her reader will respond. Therefore, she should use the indirect strategy for her message. (p. 299)
  19. One reason that customers leave complaint messages on social networking sites such as Facebook and Twitter is that they may receive faster responses to online posts and tweets than to customer-service calls. (p. 302)
  20. When organizations are involved in a crisis, they are wise to keep the bad news from employees, customers, and stockholders for as long as possible. (p. 310)


Information and programs provided by davidm@austincc.edu.