Phoenix Advertising memo and email

Feb 3rd, 2012
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Review the following sections in this study unit: “Interoffice memorandums,” “Negative letters,” and “E-mails.” Your e-mail should follow the format shown in Figure 15, with content appropriate to the assignment—that is, a negative letter written to solve a problem Background Phoenix Advertising, with its main headquarters in Charlotte, North Carolina, serves clients that include banks, insurance companies, and retail chains. You're the vice president of human resources management at Phoenix. You report directly to Gregory S. Forest, the company president. Mr. Forest advises you that in the last month, four clients have complained about the advertising work produced by the Roanoke, Virginia branch of the agency. He reminds you that the clients served from the Roanoke branch are vital to the overall success of Phoenix Advertising. Mr. Forest also explains the little he has been able to learn about the situation at the branch: In the last three months, two of the top management people-an a

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Memo and Email Phoenix AdvertisingNameClassDateProfessorPhoenix AdvertisingDATE: September 1, 2012TO: Entire Executive TeamFROM: Vice PresidentSUBJECT: Roanoke Branch The Roanoke Branch of the Phoenix Advertising is experiencing a high number of client complaints which is a great concern for the company because the Roanoke branch is vital to the overall success of Phoenix Advertising. Further investigation of the situation uncovered that the Roanoke Branch has lost two of their top executives, the art director and an account executive, in the last three months. Additionally, three of the graphic designers and four copyrighters from the Roanoke Branch are threatening to quit because they are frustrated because their creativity has been restricted and their work is constantly being revised by the top management. Despite all of the problems being faced by the agencies employees and the lowered morale of staff members, the management has decided to take on new clients in order to increase revenue. The decisions made by the top management at Roanoke has resulted in an increased workload for salaried employees but has failed to compensate the salaried employee for these additional hours. The result has been lowered employee morale and created a decline in productivity. In order to resolve the problems being experienced by the Roanoke Branch it is essential that an in-depth investigation is conducted into each department and alternatives

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