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Step1
Methods:
Conductinvestigationinthebranchthrough:
Requestinitialexplanationfromthebranchmanagerregardingtheissuesthatthebranchisencountering,
onthefirstdayofbranchvisit.
Requestinganexplanationfromthebranchheadisimperativebeforecommunicationwithanyoneelsein
thecompany.Thebranchheadisresponsiblefortheoverallperformanceofhisbranchandasabranch
head,heshouldbeheldaccountableforwhateverissueshisbranchisfacing,oratleastheneedsto
explainhissideregardingtheissues.Indoingthis,Iexpecttolearnhowthebranchheaddealswiththe
issues,orifhehascompleteknowledgeofthem,andwhatactionsdidhetaketoresolvethem.

Readingandanalyzingthebranchsfiveyearbusinessreportssuchasfinancial,humanresources,
marketing,customersurveys,etc.Listingpossibleissuesandproblemsfromthebusinessreports.
Factsnormallydontlie.Throughthebusinessreports,Icangatherpotentialevidencesand
loopholesinthebranchsoperationalweaknesses.Likewise,Iwillknowwheretostartfrom,
consideringthepresenteddata.

Conductinterviewoneachdepartmentsheadasagroup.
Communicationwitheachdepartmentsheadinagroupwillallowdiscussionoftheissueson
differentperspectives.Preferringagroupinterviewwiththedepartmentheadwillallow
checking,rechecking,andconfirmationoftheproblemsonawiderscope.Inthismethod,I
expectthateachofthedepartmentheadswillcontributevaluableinformationthatwillrevealthe
rootcauseoftheproblemsathandandalso,togathertheiropinionsonhowtoresolvethe
issuesbasedontheirperspectives.

Conductinternalandexternalsurveythroughasurveyquestionnaire.
Thesurveywillbedoneontwoimportantstakeholdersofthecompany:Firstsurveyisonthe
employeesandsecond,thebranchclientsforthepast12months.Iexpecttogather
informationonhowemployeesevaluateallaspectsofthebranchsoperations,andonhow
clientsevaluatethebranchsserviceperformance.

Conductinterviewonsomeemployeeexecutivesandemployeesindividually.
Thepurposeoftheinterviewistoconfirmtheresultofthesurvey.Icangatherother

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05002200 Organizing, Researching and Illustrating your Material

informationthatwasnotraisedonthegroupinterview,perhapsbecauseofjobsecurity.I
expecttogetadeeperunderstandingoftheproblemandtogetopinionsofhowtoresolvethem
basedonindividualperspectives.

Step2:GatheringInformation
Step2A
Employees
Areyouhappywithyouremployment?
Iexpecttolearnhowmanyemployeesarehappyandhowmanyarenot,withtheirjob.
Whatarethepossiblereasonsforyouremploymentsatisfaction/dissatisfaction?
Iexpecttolearnwhatcausestheirsatisfaction/dissatisfaction.Inthisquestion,Itriggeremployeesto
sharetheproblemstheymaybeexperiencing.
3. Inwhataspectsofitsoperation,doyouthinkthebranchshouldimprove?Pleaselistthemandprovide
yourreason/swhy.
Iexpectemployeestosharetheirevaluationofthebranchsoperationsandgatherrelevantknowledge
ofwheretheproblemscouldpossiblyhavestarted.
4. Inreferencetonumber3questions,weretheseimprovementsstarted?Ifnot,whatdoyouthinkare
thereasonsforitsdelay?
Inthisquestion,Iwilllearniftheemployeesthinkthatthebranchmanagementisawareoftheproblems
thattheyseeandifnot,whattheyfeelaboutnotbeingheardandwhattheythinkcouldbetheproblem.
5. Whatdoyouproposeasthebestsolutionstoyourlistedissuesinquestionnumber3?
Thequestionwillgatherpossiblesolutionstotheproblemsasemployeesseethem.
1.

2.

Clients
Inascaleof15(1Ithehighestand5isthelowest)pleaseanswerthefollowingquestions.
1. Howdoyouratethebranchsoverallperformance?
Thisquestionwilldeterminehowtheclientsassesstheoverallperformanceofthebranch.

Ingettingthis,Iwillhavetheconfirmationofwhethertheclientsaresatisfiedornotwith
theservice.
2. Howdoyouratethebranchsprocedureforacceptingnewclientaccountandinclosingcompleted
accounts?
Thiswillhelpmeinknowinghowwelltheclientsacceptthebranchsprocedureonnew
clientacceptanceandifnotwhatcouldbethepossiblesolutions.
3. Inwhatway/sdoyouthinkcanthebranchmeetyourserviceexpectations/

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Thisquestiongathersrelevantclientsuggestionsinimprovingthebranchsperformance.

PhoenixAdvertising
PhoenixBranch
2867WagonTrail
Charlotte,NC85011
Phone:(602)2223489

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DearMr.OscarBangle:
Iwouldliketoinformyouthatourcompanypresident,Mr.GregoryS.Forestissendingmetoyour
branchtoconductaninvestigation.Mr.Forestwasalarmeduponlearningthatfourofourclients,which
areveryimportanttothecompany,hadcomplainedaboutthelackofqualityoftheadvertisingworks
performedatyourbranch.Heisalsoparticularlyawedwiththenewsthattwoofthetopmanagement
peopleanartdirectorandanaccountexecutivehavequitwithintheperiodofthreemonthsandofother
managementemployeeissuesarisinginyoubranch.
Inthisregard,Iexpectyoutopreparevariouscompanydocuments,suchasthecompanypolicy
manuals,managementapproaches,productionprocesses,hiringandrecruitmentprocesses,etc.Please
maketheseavailablewhenIarrive.Also,Iwillbeconductinganinterviewwithsomeofyour
employeestogathertheirviewsandopinionsoftheissues.
Yourfullsupportinthisinvestigationishighlycriticalinresolvinganypossibleproblemsinyourbranch,
andmoreimportantly,incomingupwiththebestsolutions.
Lookingforwardtoseeyouandyourteam,
Sincerelyyours,

YourName
YourName
VPforHumanResourcesManagement

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Step2B
Problems:
ThePhoenixAdvertisingisexperiencingproblemswithitsemployeesparticularlyintermsofemployees
moraleandmotivation.Inthisregard,areportisneededtocriticallyexaminetheeconomic,the
managerialissues,andtherelationshipofthesubordinatesandthemanagement.Thisreportisalso
intendedtocreateaclearunderstandingofthesituationandtocreaterelevantsolutions.
FactsandCauses:
Backgrounddataabouttheagencyareasfollows:
ThecompanythatisexperiencingtheproblemistheRoanokebranchofthePhoenixAdvertising
locatedatRoanoke,Virginia.Phoenix,AdvertisingisheadquarteredatCharlotte,NorthCarolinaand
servesclientssuchasbanks,insurancecompaniesandretailchains.AsaVicePresidentforHuman
ResourcesManagementatPhoenix,thecompanyPresidenttoknowthefactsandcausesoftheturmoil
andtobeabletocreateanalysistaskedtheinvestigatorandrelativesolutionstotheproblem.

RelativeInformationabouttheCase:
TheproblemhassurfacedonlywhenthecompanyPresidentlearnedthatfourclientshavecomplained
oftheworkperformedintheRoanoke,Virginiabranchofthecompany.Thesaidclientsarevery
importanttothecompanysoverallsuccess.Thepresidentalsorevealedthatthereweretwotop
managementpeoplehavelefttheagencyinthelastthreemonths.Others,whoarealsoconsideredas
keypeopleintheagencyarethreateningtoleaveduetoissuesoflesserworkcollaboration.Moreover,
thebranchisalsoacceptingnewclientswithoutproperevaluationoftheworkloads.
Thecompanypresidentrequirestheinvestigatortoconductapersonalinquiryofthesituation.Aneed
todetermineandcriticallyanalyzetheworkconditionofthebranchisalsohighlynecessary.
Interviewingseveral,variousemployeesisimportantindeterminingtheviewsandopinionsofthe
stakeholdersintheassignedareaofwork.Lookingatvariouscompanydocuments,manuals,and
employeemanagementapproachislikewiseimportantintheinvestigationconductedinthissituation.
ImpactandEffects:
TheinvestigationprovedthattheRoanokeBranchofthePhoenixadvertisingiscurrentlyfacing
managementandemployeerelationsproblems.TheRoanokemanagementproblemssignificantlyaffect
itsemployeesperformanceandtheoverallqualityandproductivityofthebranch.Oneofitsproblems
isthedecreasingemployeemoraleandmotivationwhichcanbeobservedandprovedthroughtheir
answersintheconductedinterview.Therespondentshaveshowedsignificantdecreaseintheir
dedicationfortheirwork,andthedecliningqualityoftheirperformances.Theyalsoassociatedthis
declinetothefeltdissatisfactionwiththeservicesandtheperformancesoftheirsuperiorsandthework
environment.Theemployeesfeelstressfulintheirworkenvironmentwhichresultstoincreaserateof

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absenteeismandemployeeturnover.Lackoforpoorcommunicationisalsoanotherproblemraisedby
therespondentsduringtheinterview.

Solutions
Thevariousproblemsdiscoveredintheinvestigationhavetoberesolvedsoon,asthismaynegatively
affectnotonlyRoanoke,butPhoenixAdvertisingasawhole.Theinvestigatorrecommendsthe
followingsolutions:
Revisethehiringandrecruitmentprocessinthebranchparticularlyoninformationrelativetowork
assignments,authorityofcommand,andtherightsandprivilegesofemployees.Theproposalwill
createaclearerunderstandingofthepurposeofhavingtheemployeeintheorganization,thus,allowing
thesuperiorstousethemaccordinglybasedontheirskillsset,andresponsibilities.
Reducingtheworkloadoffulltimeemployeesandaddingmoreparttimeemployeesespeciallyduring
peak,seasonstolessenemployeetensions.
Establishabetterandclearercommunicationlinebetweenemployeesandsubordinates,allowingamore
productivecollaborationbetweenartist,workersandothernecessaryworkpersonnelintheproject.
Createaclearerprocedureandrequirementsintheapprovalofnewcontracts,relativetothe
productioncapabilitiesoftheoverallagency,decideandaffirmonbetterqualitynotonlyonquality.