Reference no: EM13958094
CriticaL thinking
11. Robert Bies, professor of management at Georgetown University, believes that an important ethical guideline in dealing with bad news is never to shock the recipient: "Bad news should never come as a surprise. Failure to warn senior leadership of impending bad news, such as poor sales or a loss of a major client, is a cardinal sin. So is failure to warn subordinates about mistakes in their performance and provide an opportunity for them to make corrections and improve."16 Discuss the motivation of people who keep quiet and struggle with dispensing bad news. (Objs. 1-3)
12. Suppose you made an honest mistake that could prove expensive for your employer or internship provider. Would you blurt out the bad news immediately or consider strategies to soften the blow somewhat? (Objs. 1-3)
13. Why is the passive voice acceptable, even desirable, in bad-news messages when it's considered poor, impersonal writing in most other situations? (Objs. 1-3)
14. Consider times when you have been aware that others were using the indirect strategy in writing or speaking to you. How did you react? (Obj. 2)
15. Living in Pittsburgh, Lauren Bossers worked virtually by e-mail and phone for a supply chain management software company in Dallas. She was laid off by phone, too. Bossers' manager had given her one day's notice; however, the news was still "shocking," and she responded with just yes or no to the HR officer who called: "I wasn't rude, but I didn't think it was my job to make them feel better," Bossers said. Software developer Jeff Langr was fired during a teleconference on Skype. What might be some advantages and disadvantages to receiving bad news remotely, if any? Why might it be a good idea to rein in one's frustration and anger?
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