Chowdhury Rashdi Al Rashid (ID: 57)
How to Write Negative Messages in a Positive Way?

PREPARED FOR:
Mr. Zahid Hassan Khan
Course Faculty
C501: Managerial Communication

PREPARED BY:
Chowdhury Rashdi Al Rashid
ID: ZR57
MBA 45 D
Section- A

INSTITUTE OF BUSINESS ADMINISTRATION UNIVERSITY OF DHAKA
20 June, 2011
Introduction:
Communication in today’s business place has become more complex. And negative message make thing even more complex. A negative message is any message to which the reader will have an unpleasant emotional reaction. Readers find negative messages disappointing or threatening in some way. Such messages require special care to avoid damaging the quality of the relationship because the negative message – “the bad news” will hurt the reader’s feelings or cause him or her to lose face. (C. Bovee 2010)
Not all messages saying no are negative. For a message to be negative, the reader’s ego must be involved in the outcome. If a reader requests information you and others in your organization are not equipped to provide, for example, the reader’s feelings will not be hurt when you direct him or her elsewhere. Treat messages of this variety as you would a message conveying positive information: state the most important information first, and use it to help establish rapport with the reader. (Limaye 1997)
Also, be aware that saying no is more serious in some cultures than it is in others. The Japanese, for example, will avoid saying no directly, and if they are unable to avoid a negative reply, they will often apologize for the negative message. Communicating negative information effectively requires greater cultural sensitivity than does communicating something positive. Before writing, do your best to ensure that you understand the cultural implications of the message and the expectations of your audience.
Objective:
Primary objective of this term paper is to learn, how to make negative messages in a positive way. To make negative massage in a positive way, in this report we will look at these three things: 1. Understanding Direct and indirect approach of negative message 2. Situational factor to consider while crafting negative message 3. Practical implication of theory in crafting negative messages in a Positive way (example of practical negative letters)
Methodology:
This report is entirely based on secondary data. Here by negative message we are referring to only written messages (non verbal). In this report firstly we will focus on negative message structure. we will see, when to use direct approach and when to use indirect approach.
We will also see other specific “do” and “do not” in case of writing negative messages.
Then we will look at the general structure for conveying negative messages. And after that several examples of negative messages are analyzed in this report.

Creating Negative Messages:
Choose the better approach.
Consider using the direct approach when the audience is aware of the possibility of negative news, when the reader is not emotionally involved in the message, when you know that the reader would prefer the bad news first, when you know that firmness is necessary, and when you want to discourage a response. [ (C. Bovee 2010) ]
Consider using the indirect approach when the news is likely to come as a shock or surprise, when your audience has a high emotional investment in the outcome, and when you want to maintain a good relationship with the audience.

Checklist for choosing direct or Indirect Approach 1. Will the news be shocking? - If the user is going to be very shocked, use the indirect approach to give the message more gently. 2. How Important is the news? - If the news is urgent and the user needs to know the news quickly, then be direct. If the new is emotionally or personally very important, indirect. 3. Do you need to get the reader's attention? - If you need to quickly get the user's attention, then be direct. Indirect messages can sometimes be confusing. Example, if you have sent a few emails to your reader and there is no response, your next email should be more direct. 4. Do you want follow up information? - If you want your reader to respond to you have perhaps have a discussion, then be indirect. If you write more information, you are being more conversational and opening to respond. Direct signifies finality and an end to the communication. 5. What would your audience prefer? - As always, your audience is the most important person. For example, if you are writing to your busy boss, have a direct approach. Or in some cultural contexts, bad news should be delivered face-to-face.
For the indirect approach, open with an effective buffer.

* Establish common ground with the audience. * Validate the request, if you are responding to a request. * Don’t trivialize the reader’s concerns. * Don’t mislead the reader into thinking the coming news might be positive.
An indirect negative message will start with a few statements are not related to the main point of your message. This is to balance the negative news and hope your reader sees the positive part of the message more (C. Bovee 2010). * Good News - Start with positive part or some good news first. Example: We have managed to find the book you requested, but it will take 4 days to get here. * Agreement - Mentions things that both of you agree on. Example: We both know how competitive the racing business is. * Appreciation - Express your gratitude to your audience, praise them for their work. Example: Thank you very much for your excellent letter, however, we don't.... * Fairness - Talk about how honest, sincere, fair you are or are trying to be. You are telling your reader that you have closely examine problem and are trying to fix it. Example: Our company puts our customers first, and we have done everything possible to try to locate your lost sweater. However...

Provide reasons and additional information. * Explain why the news is negative. * Adjust the amount of detail to fit the situation and the audience. * Avoid explanations when the reasons are confidential, excessively complicated, or irrelevant to the reader. * If appropriate, state how you plan to correct or respond to the negative news. * Seek the advice of company lawyers if you’re unsure what to say.

Clearly state the bad news. * State the bad news as positively as possible, using tactful wording. * To help protect readers’ feelings, deemphasizethe bad news by minimizing the space devoted to it, subordinating it, or embedding it. * If your response might change in the future if circumstances change, explain the conditions to the reader. * Emphasize what you can or have done rather than what you can’t or won’t do.

Close on a positive note. * Express best wishes without being falsely positive. * Suggest actions readers might take, if appropriate, and provide them with necessary information. * Encourage further communication only if you’re willing to discuss the situation further. * Keep a positive outlook on the future.
Things to remember while writing Negative Messages:
Consider Your Audience: Put Yourself in the Reader's Place.
Bad news messages will not be received positively by the reader, who may actually be angered, hurt and irritated. For many bad news messages, when we say no, we actually mean, "I can't help you NOW, under THESE circumstances." It doesn't necessary mean no, forever. You might be able to help the reader in the future, when a new job becomes vacant or when the reader gets a better paying job, for example. The key is to give the bad news tactfully, carefully, concisely, and honestly. Most of all, the most damaging "no" is one you don't explain. You owe it to your readers to explain why you have to refuse them.
Convey bad news effectively.
When bad news is a logical outcome of the reasons that come before it, the audience is psychologically prepared to receive it. Three techniques for saying no clearly and kindly are: 1. De-emphasize the bad news * Minimize the space or time devoted to the bad news * Subordinate bad news in a complex or compound sentence (My department is already shorthanded, so I'll need all of my staff for at least the next tow months." This construction pushes the bad news into the middle of the sentence, the point of least emphasis. * Embed bad news in the middle paragraph or use parenthetical expressions ("Our profits, which are down, are only part of the picture);
2. Use a conditional (if or when) statement to imply that the audience could have received, or might someday receive, a favorable answer "("When you have more managerial experience, you are welcome to reapply," Such a statement could motivate applicants to improve their qualifications.
3. Tell the audience what you did do, can do, or will do rather than what you did not do, cannot do, or will not do. Say:" We sell exclusively through retailers, and the one nearest you that carries our merchandise is..." rather than "We are unable to serve you, so please call your nearest dealer." By implying the bad news, you may not need to actually state it ("The five positions currently open have been filled with people whose qualifications match those uncovered in our research.") By focusing on the positive and implying the bad news, you soften the blow.
Avoid apologizing.
Unless the problem is your fault, do not apologize. You may think you're being polite, but instead, an apology weakens the explanation or your unfavorable news.

Avoid hiding behind company policy to cushion bad news.
Skilled writers explain company policy without referring to it as a "policy" so that the audience can try to meet the requirements at a later time.
When implying bad news, be sure your audience understands the entire message.
It is unethical to overemphasize the positive. So if an implied message might leave doubt, state your decision in direct terms. Avoid overly blunt statements that are likely to cause anger. Instead of this | Use this | I must refuse your request. | I will be out of town on the day you need me. | We must deny your applicant | The position has been filled | I am unable to grant your request | Contact us again when you have established... | We cannot afford to continue the program. | The program will conclude on July 1. | Much as I would like to attend... | Our budget meeting ends too late for me to attend. | We must reject your proposal. | We've accepted the proposal from AAA Builders | We must turn down your extension request. | Please send in your payment by June 14. |

Give an alternative or counterproposal, whenever possible.
Realize that your bad news message means your reader now cannot accomplish his/her goals. Can you offer the reader another way to go? When you study the bad news samples, notice how the most effective provide alternatives.
Begin your letters effectively. Do not start letters with "I" or "We."
End with a specific polite closure. Avoid "contact" when "call me" or "email me" are more precise.

General Structure for Conveying Negative Information
When your reader’s ego is involved, opening with the negative message would violate the reader’s expectation and damage rapport. If you have interviewed the reader for a job and have selected another candidate, for example, the reader’s ego is involved in your response even if he or she has already decided on another job with another organization. In such cases, the opening should pace the reader’s expectation by mentioning something about the subject with which the reader will agree.
Such letters require extra care—the more the negative information concerns the reader as a person, the greater the need for psychological preparation. Telling your reader that you can’t fill an order because you are out of stock will not hurt his or her feelings as much as would your refusing to extend credit.
The best preparation for bad news is a logical and believable reason that the negative message is in the reader’s long-term best interest. If the situation does not allow that approach, at least show that your reason is legitimate, and help your reader save face by suggesting alternative courses of action or ways to compensate for a shortcoming. The fact that a positive alternative exists, however, is not a reason for refusal. The advantages of buying with cash (such as a discount) are not a reason to refuse credit.
Use the following structure for conveying bad news:
Pace
Openings for negative messages are often called buffer beginnings because they are designed to buffer the negative message that will follow. Buffers are designed to establish rapport by being positive—something with which the reader will agree or perhaps an honest compliment. To be effective, however, they must also introduce the subject of the message without misleading the reader into thinking that the message is positive and without foreshadowing the negative. Also, recent research suggests that not everyone appreciates a buffer beginning. For these reasons, buffers are usually brief. * Thank you for allowing us to examine your ABC. [In a letter refusing warranty coverage.] * Starting 1 May, you will have access to more than 500 channels on Infobahn Cable Service. [In a letter announcing an increase in rates.] * You will receive the letterhead stock you ordered within the next few days. We shipped it by UPS, as you requested. [In a letter stating that the reader needs to clarify the type of envelope desired.]
Lead
As is typically the case in informational messages, the explanation and reasons provide the transitional element from the opening to the kinds of win-win solutions possible. Note that neither company policy nor the size of the organization (either large or small) is a real reason—if you have a policy, you should have a reason for it. Also note that one absolute reason is sufficient. Use more than one reason only when the individual reasons are weak—and be sure you have a good reason before saying no automatically. Be especially careful to avoid negative transitions. Such words as but, however, although, and even though signal a turn for the worse. * When we examined your ABC, we discovered that the video card had been installed incorrectly, which caused a number of circuits to short out. [Provides transition from the opening to the reason for the refusal. Note that passive voice helps subordinate what is probably the reader’s mistake.] * So that we may continue to bring you the kind of cable service you desire, please review the enclosed list of optional packages and new pricing structure and let us know your preference. [Provides transition from the opening to the rate increase. Note that the emphasis is on the reader benefit the increase will bring.] * To receive the envelopes that will best meet your needs. . . . [Provides transition and emphasizes the reader benefit.]
Blend Outcomes
When possible, be specific about the ways in which you can help the reader meet his or her needs, even though you are unwilling or unable to do things in the way he or she requested or desires. Your refusing to extend credit now, for example, may keep your reader out of future credit difficulties. Saying no to a special request may be necessary to help you keep prices low. Subordinate the negative information itself by emphasizing a positive alternative, using positive language, and avoiding blaming the reader for having caused problems. When possible, put the most negative element in a subordinate clause. * Although the improper installation of the video card nullifies the warranty on your ABC, we can repair the ABC and reinstall the video card for $479. * Even though our banquet facilities are already booked for the evening of 15th, we would be able to accommodate your group for lunch that day or for lunch or dinner on the 16th. * As soon as you decide which envelopes best meet your needs, fax your order to me for fast service.
Motivate
When the reader needs to do something specific—return a form, confirm an alternative, or make a decision—make sure that he or she knows exactly what he or she needs to do and any appropriate deadline. When the reader has no options with your organization, do your best to promote goodwill so that, if future opportunities present themselves, the reader will have a favorable opinion of you and your organization.
Sales material, including resale (on a product or service already purchased) or new sales (on new product or services), can help make a closing effective when it fits in well with the positive alternative suggested in blending outcomes. * The ABC is an excellent value, and once your machine is repaired, it can provide you with years of excellent service. * The enclosed menus show you the banquet options available for luncheons and dinners. Whatever you choose, you can be sure that we will provide your organization with the finest food and service available. * In addition to custom letterhead stock and envelopes, we offer a complete line of specialty brochure stock and mailers. Because you are a new customer, I have included a complete catalog and sampler case with the letterhead you ordered.
Negative Replies
A negative reply to a request for goods, service, an adjustment, or credit is bound to upset the reader. Because in most cases your reader will expect to have the request approved, your negative reply will come as a disappointing surprise. When you decide that a negative reply is the only one possible under the circumstances, you need to make the best of the situation by working to maintain a positive relationship with the reader and making certain that he or she understands the reasons for the decision and knows what other courses of action are possible.
Delayed or Declined Orders
One type of negative acknowledgment is a message stating that an order cannot be filled or that there will be a delay in filling it. The fault may be either the reader’s or the writer’s (or the fault of the writer’s company). When the reader has been at fault by not supplying complete order information, the writer’s principal task is to obtain the information required to complete the order without accusing the reader of having written an inadequate order.
Not this: You forgot to specify which brand of multivitamins you desired.
Say this: So that you can receive the brand of multivitamins you prefer, please use the enclosed card [or “reply to this email message”] to indicate your choice.
When the writer or writer’s company is responsible for the delay or refusal, the writer’s principal task is to persuade the reader either to wait until the order can be filled or to retain faith in the writer’s company or its products in spite of having to order elsewhere.
Not this: Due to manufacturing difficulties, we will be unable to send the two dozen 5-inch attaché cases for about three weeks.
Say this: We will be able to send the 5-inch attaché cases in about three weeks, when we expect the new alarm system to be perfected.

Close by clarifying who will do what next and by encouraging prompt action.

Send part of the order or otherwise pace the reader's expectation. Keep resale brief at this point because the reader will want to know about the rest of the order.

Resale on the delayed order should focus on the reader's options rather than on the mistake.

Close by clarifying who will do what next and by encouraging prompt action.

The letter above illustrates these principles. Also, note that although the message is a long one in view of the relatively small profit on the product, computerized databases and mail merge programs make it easy to use the same basic letter for a wide variety of products over an extended time. The cost of individual letters would be low compared to the goodwill and increased sales that would result. Other important considerations are the following:
Not this: You failed to specify the fabric options on p. 2 of the order form.
Say this: The fabric options on p. 2 of the order form need to be completed so that we can meet all your uniform needs.

Letters announcing a delay caused by problems at the writer’s company have the objective of keeping the order in spite of the negative content (announcing the delay). The writer needs to explain the reasons for the delay, let the reader know how long the delay will be, and persuade the reader to wait. When the delay is going to be a long one (and what is considered “long” will vary depending on the nature of the product or service involved) the writer should acknowledge the reader’s right to make the decision about whether to wait or order elsewhere, as is shown in the sample letter below. If the delay will be short (inconsequential given the product or service), the writer may assume—with confidence—that completing the order later will meet with the reader’s approval

.

When you cannot send part of the order, say something with which the reader will agree.

Begin your explanation soon. Your reader will want to know why you haven't said that the order has been shipped.

Because the delay is a long one, make clear that you know that the reader has a choice, but encourage the reader to make the choice that will blend your desired outcomes. Clarify who is to do what next. The last sentence should motivate the reader by emphasizing a reader benefit.

When you must decline an order because business conditions make it impossible for you to supply the goods or service (or a reasonable alternative), you need to explain the situation in a straightforward way. Your reader will appreciate it if you supply information about where and how the requested goods or services can be obtained. When the business conditions are temporary (strikes, shipping problems, a manufacturing problem, etc.), include appropriate resale or new sales material to demonstrate your confidence in the future of the business relationship. Be especially careful, however, to avoid making promises you may be unable to keep. (C. Bovee 2010)
Although an increasing number of companies are establishing direct marketing strategies (most notably on the World Wide Web section of the Internet), many companies still rely on a system of established dealers. (WiKi Pedia 2011)If you work for a company that sells only through established dealers and receive an order, your objective will be to retain the reader’s goodwill while persuading him or her to visit a local dealer. Emphasize the benefits of buying through a dealer, as this sample illustrates.

You may thank the reader for "interest," but not for the order.

Stress the benefits of the alternative. Readers may write to avoid to talk to a salesperson, so when that is the alternative, make it seem easy and beneficial.

Include resale to retain the reader's interest.

If you need to decline an order from a dealer, it will be for one of the following reasons: 1. The dealer has not established sufficient credit or is having other credit problems. In this case your objective is to retain the order on a cash basis, and, for this reason, this type of letter is a credit refusal and not an order refusal. 2. You already have an exclusive dealer in the area. In this case, your explanation of the arrangement you have with the existing dealer will justify the refusal. Limit the positive close to simple goodwill, and, of course, avoid resale, new sales, and positive alternatives. 3. The dealer does not meet your requirements. This is a broad category, covering financial matters (the dealer wants a larger markup than you offer), character (the dealer has a reputation for not providing the high-quality customer service you expect from your dealers), and circumstance (the dealer’s facilities or location are not suitable for your corporate image or market needs).
Negative Replies to Requests
Most people make requests and claims only when they feel that they truly deserve a positive reply. Any time you must refuse a request or claim, pace the reader’s expectations by opening with something positive with which he or she can agree. Subordinate the refusal itself by emphasizing the reasons for it and any logical, positive alternatives. (Gregory 2009)
Remember that alternatives themselves are not reasons and that the reasons for the refusal should precede the alternatives. If the reasons and the alternatives are sufficient to make the refusal clear, you may not need to state the refusal explicitly (Limaye 1997). When possible and appropriate, attempt to obtain the reader’s business in some way other than the one the reader has suggested:

Simplified Letter Form--for more information, see the Delmar Reference Manual. Pace by saying something with which the reader will agree.

Provide a full explanation for your decision, showing that the refusal is based on impersonal evidence.

Avoid accusing the reader, and use positive language to subordinate the negative aspect of the message. When possible, offer positive alternatives.

closing should be positive and forward-looking.

Negative Replies to Claims
When a customer has written to you claiming that your product or service was deficient in some way, you obviously need to consider the situation carefully. Some companies have decided that the customer is always right and approve every adjustment requested. Other companies feel that unwarranted claims should be refused because it is unfair to make all customers pay for the unreasonable requests of a few. (MSG 2010)
If you decide that a reader’s request is unwarranted and should be refused, you need to be careful to avoid accusing the reader of carelessness, misrepresentation, or fraud. Rather than assume that the reader is deliberately trying to cheat you, assume that your reader does not understand the nature of your service or the operation of your product. Your principal objectives in such cases are to educate the reader and to resell the product or service in question. (Mary Ellen Guffey 2009) You may also want to show confidence in the future of the relationship by selling a new product or service, as is illustrated by the sample letter refusing a refund for a tour below.

Agree with something the reader has said, or thank the reader for having written.

Explain the reasons for the refusal.

Subordinate the negative aspect by emphasizing the positive elements of the situation. When possible, avoid saying no directly. Stress the reader benefits.

Close in a positive way, focusing on future business when appropriate.

A letter refusing credit is more of a persuasive message than a negative message because its objective is not so much to refuse credit as it is to obtain the customer’s business on a cash basis. The purpose of the refusal is to show the reader that while a credit purchase might look attractive at the moment, it is in his or her long-term best interest to avoid risky credit obligations. (C. Bovee 2010)
When refusing credit, make your reasons clear, and suggest ways the reader can improve credit eligibility. Emphasize your requirements for credit rather than the ways in which the reader has failed to establish a good credit rating, and invite the reader to apply for credit again when he or she meets those requirements. Be careful to avoid promising to extend credit in the future.
Because you still want the customer’s business on a cash basis, much of your letter will consist of resale. Emphasize the advantages of doing business for cash, but remember that those advantages are not reasons for refusing credit. Also avoid thanking the reader for the order, which would sound selfish in view of the situation, and emphasize the reader’s alternatives (such as local bank credit based on collateral, smaller order or layaway purchases). Example illustrates these principles.

Mention the purpose of the letter while focusing on something with which the reader can agree. Use the credit check to clear and logical reasons for your decision.

A good reason plus an alternative can make the refusal clear. Use passive voice to avoid accusing the reader of any shortcoming. Subordinate but do not omit the negative aspects of the alternatives.

Motivate the reader to act.

Negative Announcements
When your negative message is written in reply to something the reader has requested, you at least have a logical starting point for your letter. Readers who have requested favors, adjustments, or credit expect your reply and know that their request may be denied. Negative announcements and reminders present a more challenging problem. (C. Bovee 2010)

Also, negative announcements and reminders are frequently prepared as form messages to keep their costs low, which makes personalizing them difficult, and it is easy to forget that the reader is still a customer—or potential customer—who needs to be encouraged to act in a way that will allow both of you to benefit rather than a nuisance whose behavior is causing you a problem.

If negative announcements and reminders are to be read and taken seriously, they must offer the reader something of value. When you can, offer real and specific benefits. You should, at least, offer to discuss the situation with the reader so that you can reach an agreement.

Not this: I regret to inform you that your admission to candidate status has been delayed until you complete the following requirements.
Say this: Before your admission to candidate status, you will need to complete the following requirements.
Not this: On March 3, we sent you the accidental injury forms and requested that you return the forms to the Coronary Clinic. It’s now March 27, and we have not yet received your reply.
Say this: To receive your check from America First Insurance, you will need to file the accidental injury forms we sent you on March 3.

When the reader does not expect the bad news, begin with something that will help him or her be prepared for what is to follow.

Explain quickly because the negative message will be obvious. Personal information can help a form letter seem less cold. Tell the reader what to do next.

Apologies
Sometimes you must apologize for a negative announcement. If you have to postpone or cancel an engagement at the last minute or otherwise renege on a commitment to a reader, an apology may be necessary and appropriate. (WiKi Pedia 2011)
Unlike most apologies, apologies for negative announcements should be delayed until you have presented the reason. Unless you must return a check or some other obvious indicator of the bad news, beginning such a message with I’m sorry would reveal the negative content before the reader is prepared to receive it. In such cases, pace the reader’s expectation by beginning with something with which the reader will agree, but keep it brief, and focus on the actual reason you are writing:
Not this: It certainly has been hot this summer. [The reader may agree but will wonder why you are writing.]
Say this: The Sales and Marketing convention you are planning for September appears to be shaping up nicely. [The reader will know what the letter is about and will wonder what you will say next, so introduce your reason(s) quickly.]
Apologize either immediately before or immediately after clarifying the negative aspect. Keep the apology brief to avoid encouraging the reader to feel worse than she or he already does. When you can do so appropriately, suggest alternatives that will help the reader solve the problem caused by your inability to keep your commitment. (C. Bovee 2010)The closing should be positive and forward-looking. Be careful about making new promises, which may not be taken seriously at this point, and avoid the temptation to apologize again. Example below illustrates these points.

Keep the opening brief. Pace the reader's expectation.

Introduce the reasons quickly. Subordinate the negative element, keep the apology brief.

Help the reader when possible.

Your closing should be positive and forward- looking. Avoid restating the apology.

Negative Performance Review Instruction 1. Identify negative workplace habits. Effective employee performance management involves identifying and examining the habits of the employee that need to be improved. To write a negative performance review, provide specific examples of the problematic behavior that needs to be addressed. 2. Provide clear instructions to the employee to correct the negative workplace issue. If you are going to the trouble of giving a negative performance review rather than just firing a troublesome employee, you must be somewhat invested in the individual. That is why it's important use the performance management tool to provide positive alternatives to the employee in order to fare better at the next performance review. 3. Set a date for a follow up performance review. When giving a negative performance review, it is important to set a date for a second review in order to ensure that the workplace issues have been addressed and corrected. Successful employee performance management relies on good communication, and that second performance review is key to enforcing good work habits. Do * Use objective, job-related data that support ratings. * Document both positive and negative accomplishments, using examples. * List specific ways for the employee to improve. * Include specific compliments for positive outcomes. * Focus on outcomes over which the employee has control. Do not * Limited focus. This happens when a supervisor focuses only on recent performance instead of evaluating the entire performance period. In addition, one positive or negative event shouldn’t overshadow all other performance during the review period. * Bias. This happens when the appraisal is influenced by the reviewer's own prejudices—such as race, national origin, gender, or appearance—or by non-job-related factors, such as personality, participation in employee after-work programs, or physical appearance. In addition, employers should be sure their programs comply with other laws, such as the Americans with Disabilities Act, the Family and Medical Leave Act, and the Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994. * Too strict/too lenient. Some reviewers might believe the performance standards are too low and, therefore, refuse to give high ratings, while others insist on giving everyone a high score.

Termination of Employment Letters
Issue of Termination of Employment letters, although an unpleasant duty, is an inescapable aspect of effective Management. However, in all fairness, a Termination Letter should be used only as a last resort after periodic counseling for improvement of performance has had no effect.
Termination letters must be polite and not hurt the sentiments of the employee. If possible, a broad idea of the reason for termination should be given. A Termination letter should be given at the far end of the working day so that the employee does not linger or brood in the office to demotivate the other employees. Here is one sample letter we might use when firing an employee for poor work quality. The manager repeatedly counseled this employee about their work quality and gave them written warnings. These warnings told the worker if he or she did not improve the quality of work quality the result was termination of employment:

Conclusion:
Because the way we convey negative information can be far more damaging than the fact that we are conveying it, planning our negative messages is crucial. We must make sure our purpose is specific, necessary, and appropriate for written media. Find out how our audience prefers to receive bad news. Collect all the facts necessary to support our negative decision and adapt our tone to the situation as well as to our audience. Negative messages may be organized according to the direct or the indirect approach, and our choice depends on audience preference as well as on the situation. In addition, carefully choose positive words to construct diplomatic sentences. Finally, revision, design, and proofreading are necessary to ensure that we are saying exactly what we want to say in the best possible way.

While we can't turn bad news into good through clever wording, the way that we deliver bad news in writing can affect how it is received the same way that it does when speaking. Some speakers know how to deliver bad news, and others only make it worse. The same is true in writing.
The key to delivering bad news is trust. When we have bad news to deliver, it often means that our trust has already been damaged. If our message is not credible or we fail to live up to our commitments to make positive changes, the result can make things worse instead of better. If our delivery of bad news is deceitful or lacks credibility, it will be like pouring gasoline on the fire. If the reader's trust in us is damaged, it can be earned back, but only if we are willing to make the effort.

Bibliography

C. Bovee, J.Thill. Business communication essentials: A skills-based approach to vital business English (4th ed.). NJ: Prentice Hall, 2010.
Gregory, Alyssa. Secrets Of Effective Business Communication. August 18, 2009. http://www.noupe.com/how-tos/12-secrets-of-effective-business-communication.html (accessed June 15, 2011).
Limaye, R. Mohan. "Further conceptualization of explanation in negative messages." In Business Communication Quarterly, by R. Mohan Limaye, 60(2), 38–50. 1997.
Mary Ellen Guffey, Richard Almonte. Essentials of Business Communication. New York: Cengage Learning, 2009.
MSG. What is Business Communication ? January 24, 2010. http://www.managementstudyguide.com/business_communication.htm (accessed June 15, 2011).
WiKi Pedia. February 1, 2011. http://en.wikipedia.org/wiki/Business_communication (accessed June 15, 2011).