EssayDirections:The following chart outlines the employees who are dir

Essay<
Directions:<
The following chart outlines the employees who are directly associated with the managerial communication scenario you are required to analyze. <
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Scenario:<
You are a sales and communication executive at Arbus Enterprises, which recently outsourced the “replacement parts inventory” portion of its consumer product line to a corporation in China. The Chinese corporation produces, shrink wraps, and provides installation directions for each of the component parts prior to shipment. Analysis of customer service data shows a consistent increase in the number of buyer complaints concerning installation and performance. Many parts have been returned as damaged, yet upon inspection are found to function correctly. Your notes from employees’ input on this matter follow:<
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Maria Butera, the customer service supervisor, has noted that her Call Center representatives’ workload has increased by 32% since the outsourcing. With only 2 representatives available most days, this has caused a 20 minute wait time for customers in the queue. This long wait time has increased stress on these representatives, especially as some of the customers are angry and demanding. Furthermore, with longer wait times, overtime costs have increased as the Call Center has extended its hours to 8 am to 6 pm to meet the increase in customer demands. Average customer email volume has increased from 25 to 47 email issues per day. Most customers report problems with defective component parts or the ability to properly install component parts based on the information provided. For some customers, replacement items are defective. Maria has asked you about hiring another full-time Call Center representative to meet the increasing demands of the department.<
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Andre Jackson, the warehouse manager, has also experienced an increase in work since the outsourcing, with work in the warehouse nearly tripling. Many of the return parts are tested and are in fully operational order. Since the parts are packaged tightly in China, Andre has not found a way to repackage and resell these working parts. Andre has also requested additional overtime for some of the warehouse workers to process these returns.<
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Your assistant, Ted MacDonald, has also noted the increased volume of communication. Ted recently reported that the number of calls and emails due to customer dissatisfaction sent to you has increased 100% since the outsourcing. The majority of messages express frustration with installing the purchased part. One customer wrote “The directions say, “The part sides are labeled R for right and L for left for insertion.” I removed the part and could not find an R or an L. Am I missing something? Am I supposed to label the part with an R and L myself based on some diagram? Or should the part be labeled by the manufacturer?” Ted handles these emails for you, but he is unable to complete his workday by 5 pm. He has been arriving early or staying late to accommodate this increased workload, which has also affected his ability to complete other tasks and responsibilities.<
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Additionally, John Simmons, the maintenance worker, has also seen his workload increase. John has been inspecting returned parts to determine whether they are broken or functional. John hypothesized that customers are having problems installing the parts correctly, noting that the directions are somewhat difficult to understand. John explained that the parts work fine once they are properly fitted, and that the components that are returned unbroken are fully functional. He compared the process of fitting the parts to replacing motor bands on his lawn mower. According to John, it just takes the right tools and some practice with fitting the parts. While John has been helpful with understanding how the parts fit together, he has limited tolerance for this situation since his job description does not include analysis of returned parts and he is not receiving any extra compensation.<
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Analyze the managerial communication scenario. Write a memo to your staff in which you outline a new communication strategy. Using theory, concepts, and vocabulary associated with managerial communications and conflict management, prepare a memo that:<
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Identify the current problems or barriers to communication<
Explain the goal of the new communication strategy<
Describe the new communication strategy<
Anticipate any challenges for the new communication strategy<
Predict the outcomes of the new communication strategy<
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Essays will be graded using the following criteria:<
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Criteria<
Needs work (1-4 points)<
Proficient (5-7 points)<
Excellent (8-10 points)<
Articulates Report Purpose<
Student fails to establish the purpose and context for the report; thesis and central theme are vague or not clearly related to the scenario<
Student establishes the purpose and context of the report and generally identifies a thesis and central theme relating to the purpose and context<
Student establishes the purpose and context of the report; clearly identifies a thesis and central theme that provide detailed support for the purpose and context<
Analysis of Issues/Problems/Situations<
Student fails to accurately or deeply analyze the problems as they relate to the managerial communication scenario.<
Student appropriately identifies and analyzes the key issues, problems or situations within the scenario. Analysis generally addresses concepts and ideas regarding the misuse or application of communication.<
Student appropriately identifies and analyzes the key issues, problems or situations within the scenario and analysis exemplifies and applies detailed concepts and ideas regarding the misuse or application of communication.<
Development of Action Plan<
Student fails to develop a coherent action plan or one that lacks specific details, a logical rationale, and/or a plan of action relating to concepts and ideas from managerial communications.<
Student develops an appropriate and relevant action plan. Action plan provides general background, rationale, and a plan of action. Plan demonstrates a broad understanding of the concepts and ideas from managerial.<
Student develops plan of action that demonstrates mastery and deep understanding of the concepts and ideas from managerial communication. Includes a detailed, cohesive and logical course of action, and convincing rationale.<
Application of Managerial Communication Theories<
Student minimally or incorrectly employs appropriate theory and other concepts related to managerial communication OR omits them entirely.<
Student correctly employs theory and concepts related to managerial communications in a general manner. The theory and/or concepts are appropriately used to support solutions to the issue or problem.<
Student employs theory and concepts related to managerial communications in a comprehensive manner. The theory and concepts are expertly applied to support solutions to the issue or problem.<
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Essay<
Directions:<
The following chart outlines the employees who are directly associated with the managerial communication scenario you are required to analyze. <
<
<
Scenario:<
You are a sales and communication executive at Arbus Enterprises, which recently outsourced the “replacement parts inventory” portion of its consumer product line to a corporation in China. The Chinese corporation produces, shrink wraps, and provides installation directions for each of the component parts prior to shipment. Analysis of customer service data shows a consistent increase in the number of buyer complaints concerning installation and performance. Many parts have been returned as damaged, yet upon inspection are found to function correctly. Your notes from employees’ input on this matter follow:<
<
Maria Butera, the customer service supervisor, has noted that her Call Center representatives’ workload has increased by 32% since the outsourcing. With only 2 representatives available most days, this has caused a 20 minute wait time for customers in the queue. This long wait time has increased stress on these representatives, especially as some of the customers are angry and demanding. Furthermore, with longer wait times, overtime costs have increased as the Call Center has extended its hours to 8 am to 6 pm to meet the increase in customer demands. Average customer email volume has increased from 25 to 47 email issues per day. Most customers report problems with defective component parts or the ability to properly install component parts based on the information provided. For some customers, replacement items are defective. Maria has asked you about hiring another full-time Call Center representative to meet the increasing demands of the department.<
<
Andre Jackson, the warehouse manager, has also experienced an increase in work since the outsourcing, with work in the warehouse nearly tripling. Many of the return parts are tested and are in fully operational order. Since the parts are packaged tightly in China, Andre has not found a way to repackage and resell these working parts. Andre has also requested additional overtime for some of the warehouse workers to process these returns.<
<
Your assistant, Ted MacDonald, has also noted the increased volume of communication. Ted recently reported that the number of calls and emails due to customer dissatisfaction sent to you has increased 100% since the outsourcing. The majority of messages express frustration with installing the purchased part. One customer wrote “The directions say, “The part sides are labeled R for right and L for left for insertion.” I removed the part and could not find an R or an L. Am I missing something? Am I supposed to label the part with an R and L myself based on some diagram? Or should the part be labeled by the manufacturer?” Ted handles these emails for you, but he is unable to complete his workday by 5 pm. He has been arriving early or staying late to accommodate this increased workload, which has also affected his ability to complete other tasks and responsibilities.<
<
Additionally, John Simmons, the maintenance worker, has also seen his workload increase. John has been inspecting returned parts to determine whether they are broken or functional. John hypothesized that customers are having problems installing the parts correctly, noting that the directions are somewhat difficult to understand. John explained that the parts work fine once they are properly fitted, and that the components that are returned unbroken are fully functional. He compared the process of fitting the parts to replacing motor bands on his lawn mower. According to John, it just takes the right tools and some practice with fitting the parts. While John has been helpful with understanding how the parts fit together, he has limited tolerance for this situation since his job description does not include analysis of returned parts and he is not receiving any extra compensation.<
<
Analyze the managerial communication scenario. Write a memo to your staff in which you outline a new communication strategy. Using theory, concepts, and vocabulary associated with managerial communications and conflict management, prepare a memo that:<
<
<
Identify the current problems or barriers to communication<
Explain the goal of the new communication strategy<
Describe the new communication strategy<
Anticipate any challenges for the new communication strategy<
Predict the outcomes of the new communication strategy<