SCENARIO:

You are the manager of the Business Analysis department at the Crossroads Consulting Company, and your boss has asked you to draft an e-mail to staff members who have requested funding for a business analysis seminar in Toronto at the end of September. Let them know their request has been approved.

This is an important seminar, and will be a nice addition to the resume of anyone who attends it. The seminar has been advertised as the "most prestigious seminar ever to come to Toronto for business analysts." According to the organizers, "This event brings together the technology, the people, and the experts that will keep you ahead of the exciting changes that are sweeping your profession."

This email is intended to provide staff members with several pieces of information. The conference takes place at the Metro Toronto Convention Centre. Their conferences fees of $150 each will be covered by your company, as will accommodations up to $100/night. In addition, 50% of meal and transportation costs will likewise be reimbursed if receipts are submitted. Alcohol, pay TV, and long distance phone calls will not be reimbursed.

Your boss has also asked you to encourage seminar-goers to try to stay in cheaper hotels, and to share rooms if possible to cut costs. Furthermore, she suggests they choose "green" modes of transportation instead of ruining the environment by taking separate vehicles. She also wants everyone to behave themselves and to remember that they are representing the company. Bad behaviour will not only hurt the reputation of the company, but will result in serious consequences for all misbehaving employees.

The conference begins on Friday September 27 at 2:00 PM and ends on Sunday at 4:00 PM. All attendees must reply to the seminar organizers before September 15 to reserve their spots. No late reservations will be recognized. Your boss is also insisting that you tell all attendees that they are expected at work at 8:00 AM on Monday, regardless of hangovers, exhaustion, travel mix-ups, etc.

Delivering Bad News

Value:10 %

Due:Sunday,Feb 5 at 11:59 PM

Purpose:To put into practice what you have learned about business letter format and delivering bad/unwanted news.

Scenario:Reviewthe scenario from last week's assignmentregarding the seminar that several of your work colleagues have requested to attend. In the last email, you wrote to these colleagues to let them know that their funding request had been approved. This week, you will write to the colleagues to tell them their request for funding has been denied.

NOTE: Imagine thatthis is your first response to your colleagues; do not refer to the email you already composed!

Your boss has asked you to write to your colleagues and tell them that they willnotreceive any funding to go to the seminar. She is still annoyed at the last group of employees who went because they spent too much money on hotels, food, and alcohol (the company Professional Development fund is still depleted). To make matters worse, they didn't even come to work on Monday. Furthermore, she has heard that the conference is overrated (the registration fees are way too high) and that it isn't very practical. Therefore, she believes that it will not benefit employees. Finally, she doesn't want such a large group of people to be absent on the same day.

She did say that employees could go to this conference as long as they paid for everything themselves and took unpaid personal days for any time they missed. Additionally, she mentioned that a less expensive conference in London is coming up this winter that they could attend.

Instructions:Using the Indirect Pattern style of delivering information discussed in class and in the online lecture, draft your letter to the school board. Please upload your Letter Plan as well for a bonus point.

NOTE: You must employ the 4-Point Indirect Pattern format and the cushioning techniques discussed in class.

Bad News Checklist:

1) Buffer the bad news with an indirect approach to reduce shock or pain

• Best news
• Compliment
• Appreciation

2) Give reasons why a negative decision was necessary

• Cautious explanation of policy or situation
• Positive wording
• Evidence that the matter was considered seriously

3) Bad news is cushioned by a sensitive approach

• Embedded placement (following the reasons/justifications)
• Implied refusal
• Alternative

4) Closing promotes good will through sincerity and sensitivity

• Forward look, information about alternative, good wishes, etc.
• Avoid referring back to bad news (don't end with an apology)