Final Assignment 2 REQUIRE

Final Assignment final Assignment Final Assignment 2 REQUIRED RETAKE INSTRUCTIONS ENG121: Business and Technical Writing

The grade you earned on this assignment was below passing. However, you now have another chance to earn a passing grade for this exam. Whatever score you earn on the retake will be posted as the final score for this exam (up to the highest possible retake grade of 70%).

Within the next four weeks, prepare a completely revised assignment. You may not just make a clean copy of your work correcting only grammar and spelling errors. Instead, address the issues indicated by the evaluator, as well as apply the revision and editing strategies taught in your study materials, including:

• Adding specific details which you make up in order to clarify and support your statements
• Deleting unnecessary information
• Reorganizing for logical flow

Review the study materials for this exam, especially samples in the unit that show the correct format, as well as the information given in the exam instructions. Contact the school with any questions about the requirements.

Review your graded exam, including the comments and the corrections. In particular, take note of those areas on the evaluation sheet where you scored Fair or lower. These indicate areas on which to improve.

Be sure to enclose or attach this sheet when you submit your retake assignment, so we can properly credit your record.

For online submission, copy just this form and paste as the first page of your retake exam. If you do not include this form, up to ten points may be deducted from your exam grade.

Sample Paper For Above instruction

In response to the challenges faced by Phoenix Advertising’s Roanoke branch, the proposed plan aims to address leadership deficiencies, improve communication, and optimize workload management to enhance employee morale and overall productivity. The core issues identified include weak leadership with insufficient employee involvement, poor internal communication, workload overload without proper evaluation, and inadequate compensation and working conditions.

To establish a sustainable solution, the first phase of the plan—Strengthen Leadership and Employee Involvement—will focus on fostering inclusive decision-making processes. Management at all levels should facilitate regular meetings and feedback sessions, encouraging junior employees to participate actively in strategic discussions. This participative approach will increase employee engagement, foster a sense of ownership, and mitigate feelings of neglect, which historically have contributed to turnover and low morale (Goleman, 2000).

The second phase—Enhance Internal Communication—will involve implementing a structured communication strategy across all levels of the organization. This strategy includes establishing clear channels for reporting, routine staff updates, and transparent feedback mechanisms. Enhancing communication ensures that employees are better informed about company goals, changes, and their individual contributions, which correlates with increased job satisfaction and commitment (Tourish & Robson, 2006).

The third stage—Optimize Workload and Compensation—addresses the overload of responsibilities without proportional compensation. By conducting thorough workload assessments, management can distribute tasks more evenly, evaluate client accounts appropriately, and prevent employee burnout. Additionally, introducing overtime pay and benefits for additional hours worked demonstrates valuation of employees’ efforts, thus improving morale and retention (Maslach & Leiter, 2008).

The fourth phase—Invest in Employee Development and Technological Upgrades—aims to enhance human capital through continuous training and technology adoption. In the fast-evolving advertising industry, staying current with the latest tools and skills is crucial for maintaining competitive advantage. The plan involves scheduled training programs, workshops, and facilitating access to updated technological resources. This development ensures staff remains competent and motivated, leading to innovative campaigns and improved client satisfaction (Bryant, 1999).

To implement these phases effectively, a detailed schedule spanning four months will be created. The first month will focus on leadership restructuring and communication system development; the second month on workload analysis and compensation adjustments; and the third and fourth months on training initiatives and technological upgrades. Department heads, experienced HR personnel, and external consultants will oversee the implementation, each with clear responsibilities and qualifications outlined in the project plan.

The budget for this initiative includes staffing costs, training expenses, technological investments, and operational overheads. The overall budget is estimated at $34,600, distributed across different components, with specific allocations for personnel salaries ($4,000), new and lost employee costs ($1,500), travel expenses ($2,200), advertising ($5,000), labor and equipment ($7,000), and miscellaneous costs ($2,500). A detailed budget spreadsheet accompanies the proposal, ensuring transparency and accountability.

Prior to project commencement, a formal request for authorization will be submitted to senior management, proposing a four-week review period before project approval. The document will emphasize the urgency of addressing current issues and the anticipated benefits—improved morale, higher productivity, enhanced client retention, and overall organizational health—if the plan is adopted (Kotter, 1996). The management’s timely approval is crucial to meet project deadlines and align with strategic goals.

In conclusion, the Phoenix Advertising Roanoke branch can recover its competitive edge by implementing this comprehensive plan. This initiative will revitalize employee engagement, streamline operations, and foster a collaborative culture aligned with the company’s long-term objectives. The expected benefits include increased employee satisfaction, reduced turnover, better client relationships, and ultimately, improved profitability. By adopting these strategies, Phoenix Advertising can establish itself as a model organization within the industry, committed to growth and excellence.

References

• Bryant, P. C. (1999). Strategic human resource management: An international perspective. Journal of World Business, 34(2), 163-182.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Maslach, C., & Leiter, M. P. (2008). Early predictors of burnout and engagement. Burnout at work: A psychological perspective, 27-43.
• Tourish, D., & Robson, P. (2006). Sensemaking and the influence of charismatic leadership. Leadership, 2(2), 143-161.