- Standard Parts of a Letter
- Heading and Date
- Inside Address
- Salutation
- Body Text
- Complimenting Closing
- Signature
- Specialized Parts of a Letter
- Attention Line
- Subject Line
- Typist's Initials
- Enclosure Notation
- Distribution Notation
- Postscript
- Design Features
- Letter Format
- Word-Processing Templates
- Quality Stationery
- Uniform Margins and Spacing
- Headers for Subsequent Pages
- The Envelope
Interpersonal Consideration in Workplace Letters
- Focus On Your Recipient's Interests" The "You" Perspective
- Use Plain English
- Focus on the Human Connection
- Anticipate the Recipient's Reaction
- Decide on a Direct or Indirect Organizing Pattern
Conveying Bad or Unwelcome News
- Guidelines for Conveying Bad News
- Don't procrastinate
- Never just blurt it out
- Give a clear and honest explanation
- When you need to apologize, do so immediately
- Use the passive voice to avoid accusations but not to dodge responsibility
- Do not use "you" to blame the reader
- Keep it personal
- Consider the format
- Consider the medium
Inquiry Letters
- Guidelines for Writing an Inquiry
- Don't wait until the last minute
- Whenever possible, write to a specific, named person
- Do your homework beforehand, so you can ask the right questions
- Keep the introduction short and straight to the point
- In the body (or discussion) section, write specific questions that are easy to understand and answer
- Conclude by explaining briefly how you plan on using the information, and, if possible, how your respondent might benefit
- Don't forget the stamped, return-addressed envelope
- Choose Your Medium
- Telephone and Email Inquiries
Claim Letters
- Routine Claims
- Guidelines for Routine Claim Letters
- Use a direct organization plan
- Make your tone polite and reasonable
- Explain the problem in enough detail to clarify the basis for your claim
- Conclude by expressing good will and confidence in the company's integrity
- Arguable Claims
- Guidelines for Arguable Claim Letters
- Use and indirect organization pattern
- Once you've established agreement, explain and support your claim
- Conclude by requesting a "specific action" (a credit to your account, a replacement, a rebate)
Adjustment Letters
- Granting Adjustments
- Guidelines for Granting Adjustments
- Begin with the good news
- Explain what went wrong and how the problem will be corrected
- Never blame employees as scapegoats
- Do not promise the problem will never recur
- End on a positive note
- Refusing Adjustments
- Guidelines for Refusing Adjustments
- Use an indirect organizational plan
- Be sure the refusal in unambiguous
- Avoid a patronizing or accusing tone
- Close courteously and positively
No comments:
Post a Comment