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1324 Assignment Two: E-mail with Memo 1(00 points)
Due date: . Submit in Canvas. Emailed assignments will not be
accepted. No revisions. See sample memo on p. 137.
Parts One and Two must be completed and submitted in ONE file or the assignment will be
considered incomplete and the student will receive an “E” grade (0 points).
PART ONE: (10 points)
Compose an e-mail message (in a Word or Rich text format for submission in Canvas)
announcing an attached memo. Mention briefly your purpose for writing and forecast the
memo’s content. Pay close attention to your choice of words and tone of voice. Be sure to mimic
e-mail format by opening an e-mail browser or using the Kolin textbook. Be sure to include a
casual greeting and a closing line. Construct a name and title for you and the company.
PART TWO: (90 points)
- Rewritaen d redesigthne memo (on page 2 of this document) following proper format,
content, tonality, and etiquette for writing memos as outlined in the Kolin textbook.
- Using a fictitious job title and company name, compose the memo to All Managers from you.
- Analyze the memo to ensure you comprehend the information needed in your rewrite.
- Compose in standard memo format. Descriptive headings are required.
- Use organizational markers, effective document design strategies, and the C.R.A.P.
principles as appropriate.
- Avoid using the exact phraseology as the o. rTihgei nmaeml oa uist uhnoorrganized,
angry, difficult to follow, and full of redundancies and errors. In addition, there is no contact
- Notice the ALL CAPS, and the numbered list that is not structurally parallel.
- Use a professional tone and build goodwill so that employees might be inspired to right their
- Adopt the “you attitude” by imagining yourself as a recipient of the memo.
- Take the liberty to be professionally creative.
Subject:MANAGEMENT DIRECTIVE: Week #10_01: Fix it or changes will be made
To the KC_based managers:
I have gone over the top. I have been making this point for over one year.
We are getting less than 40 hours of work from a large number of our KC-based EMPLOYEES.
The parking lot is sparsely used at 8AM; likewise at 5PM. As managers — you either do not
know what your EMPLOYEES are doing; or YOU do not CARE. You have created expectations
on the work effort which allowed this to happen inside Green Inc., creating a very unhealthy
environment. In either case, you have a problem and you will fix it or I will replace you.
NEVER in my career have I allowed a team which worked for me to think they had a 40 hour
job. I have allowed YOU to create a culture which is permitting this. NO LONGER.
At the end of next week, I am plan to implement the following:
- Closing of Associate Center to EMPLOYEES from 7:30AM to 6:30PM.
- Implementing a hiring freeze for all KC based positions. It will require Cabinet approval to
hire someone into a KC based team. I chair our Cabinet.
- Implementing a time clock system, requiring EMPLOYEES to ‘punch in’ and ‘punch out’ to
work. Any unapproved absences will be charged to the EMPLOYEES vacation.
- We passed a Stock Purchase Program, allowing for the EMPLOYEE to purchase Green Inc.,
stock at a 15% discount, at Friday’s BOD meeting. Hell will freeze over before this CEO
implements ANOTHER EMPLOYEE benefit in this Culture.
- Implement a 5% reduction of staff in KC.
- I am tabling the promotions until I am convinced that the ones being promoted are the
solution, not the problem. If you are the problem, pack you bags.
I think this parental type action SUCKS. However, what you are doing, as managers, with this
company makes me SICK. It makes sick to have to write this directive.
I know I am painting with a broad brush and the majority of the KC based associates are hard
working, committed to Green, Inc., success and committed to transforming health care. I know
the parking lot is not a great measurement for ‘effort’. I know that ‘results’ is what counts, not
‘effort’. But I am through with the debate.
We have a big vision. It will require a big effort. Too many in KC are not making the effort.
I want to hear from you. If you think I am wrong with any of this, please state your case. If you
have some ideas on how to fix this problem, let me hear those. I am very curious how you think
we got here. If you know team members who are the problem, let me know. Please include
(copy) Lisa in all of your replies.
I STRONGLY suggest that you call some 7AM, 6PM and Saturday AM team meetings with the
EMPLOYEES who work directly for you. Discuss this serious issue with your team. I suggest
that you call your first meeting — tonight. Something is going to change.
I am giving you two weeks to fix this. My measurement will be the parking lot: it should be
substantially full at 7:30 AM and 6:30 PM. The pizza man should show up at 7:30 PM to feed
the starving teams working late. The lot should be half full on Saturday mornings. We have a lot
of work to do. If you do not have enough to keep your teams busy, let me know immediately.
Folks this is a management problem, not an EMPLOYEE problem. Congratulations, you are
management. You have the responsibility for our EMPLOYEES. I will hold you accountable.
You have allowed this to get to this state. You have two weeks. Tick, tock
Chairman & Chief Executive Officer
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