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 com¬pany 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 art director and an account executive-have left the agency. Three of the graphic designers and four of the copywriters are threatening to quit because they feel their creative efforts are being rejected or revised without consultation. They want to be part of a collabo¬rative team, not to simply produce work that the art directors and account executives can alter arbitrarily.
In an attempt to increase revenues, the branch is accepting new clients without evaluating the effects of the new accounts on the current project workload. As a result, without notice or compensation for the additional hours, all salaried employees are required to work long hours several days each week. Employee morale and productivity are declining day by day.
Mr. Forest directs you to conduct a field investigation at the branch itself to explore the nature of the problems that have arisen there. Your investigative goals are to
• Identify and describe specifically the causes (root issues) underlying each problem
• Show the impact of each problem on the business and on employee morale
• Provide specific recommendations for resolving the problems in order to restore the Roanoke branch to full productivity