1.

Assume you belong to a three- or four-person editing team that functions the
way Tara Barber’s does, as described in Figure 3.2. Each member of your
team should bring in four copies of a paper written for this course or for
another one. Exchange copies with the other members of your team so that
each team member has everyone else’s papers to review and revise. For each
paper you receive, comment on the style, organization, tone, and discussion of
ideas as Wells McCraw did in Figure 3.6.

• The introduction doesn't clearly state the purpose of the memo. Consider starting
with a sentence like "The purpose of this memo is to announce changes to our
recycling program."

• Several key details are buried in the middle sections. I'd recommend moving the
info about start date, new bins, and instructions to the top since that's most important
for readers to know.

• The tone feels inconsistent, shifting from friendly in places to overly formal in
others. Try to maintain a consistent, conversational style throughout.

• Some sentences are quite lengthy and complex. Breaking longer sentences into 2-3
shorter ones could improve clarity.

• The section on environmental benefits could be condensed to 1-2 sentences - the

main focus should be engaging employees to participate.

• Numbered instructions would help break up the text and make steps easier to
follow.

• I'm not clear on the incentives mentioned at the end. Including more specifics on
the employee rewards could boost motivation.

• Consider a follow-up email with reminders as the start date approaches. This will
help ensure reader recall and participation.
 • Overall organization needs some work to foreground the most useful info.
Headings would also guide readers better.

2. With the members of your collaborative team, select four different brands of
the same product (such as a software package, a Web browser, a smartphone,
a wire- less router, a Blu-Ray player, or a power tool). Each member of your
team should select one of the brands and prepare a two-page memo report for
your instructor (see “Memos,” pages 220–227), evaluating the product
according to the following criteria:
o ●● convenience
o ●● performance
o ●● technical capabilities or capacities
o ●● reviews
o ●● adaptability
o ●● price
o ●● warranties
o ●● comparisons with competitors’ models

Each team member should then submit a draft to the other members of the team to
re- view. At a subsequent group meeting, the group should evaluate the four brands
based on the team’s drafts and then together prepare one final recommendation
report for your instructor.

To: Prof. Peter Jung

From: Donald Le

Date: 11/11/2023

Subject: Evaluation of Samsung Smartphones

Samsung is one of the world's largest smartphone manufacturers. Their Galaxy line of
smartphones is known for its innovative features, performance, and competitive pricing.
Below is an evaluation of Samsung Galaxy smartphones based on key criteria:
Convenience

• Samsung Pay allows for easy mobile payments at most retailers

• Bixby voice assistant can handle calls, texts, apps, and more by voice command

• Wireless charging and fast charging capabilities for convenience

• Available at all major carriers and retailers for easy purchasing

Performance

• Fast Qualcomm Snapdragon processors offer smooth performance

• At least 4GB RAM on flagship models for seamless multitasking

• Brilliant AMOLED displays with cinematic resolution and vivid colors

• Long battery life - up to 22 hours video playback on a single charge

Technical Capabilities

• Excellent cameras - triple lens rear cameras with advanced night and portrait
modes

• Up to 512GB internal storage, plus microSD card slot for expansion

• Built-in fingerprint sensor and facial recognition for security

• IP68 water resistance rating (up to 1.5m for 30 mins) on many models

Reviews

• Consistently positive reviews from tech experts at CNET, Wired, The Verge

• Average 4+ star rating from customers on Samsung website

• Often ranked as the top Android phone manufacturer

Adaptability
• Runs latest Android OS with Samsung's intuitive One UI interface

• Seamless syncing with Windows laptops and integration with Microsoft Office

• Extensive ecosystem of compatible accessories and smart home devices

Pricing

• Budget models start under $200, mid-range $500-800, flagships around $1000

• Competitively priced relative to comparable phones from Apple and Google

• Frequent discounts and trade-in deals available

Warranty

• Standard 1 year manufacturer warranty covers defects

• Optional Samsung Care+ plans extend coverage for damage/malfunction

Competitors

• Camera quality surpasses most competitors except Pixel and iPhone

• Display clarity is better than comparable LG and Motorola models

• Battery life outpaces comparable models from HTC and Sony

In summary, Samsung Galaxy smartphones provide an optimal combination of

innovative features, strong performance, and competitive pricing. Their convenience,
capabilities, positive reviews, flexibility, and warranty options make them a smart choice
for many consumers. Though not undisputed leaders in every category, Galaxy phones
offer outstanding overall value.

3. Your company is planning to construct a new office, and you, together with other
employees, have been asked to serve on a committee to make sure that plans for the
new building adhere to the Americans with Disabilities Act, passed in 1990.
According to that act, it is against the law to discriminate against anyone with dis-
abilities that limit “major life activities,” such as walking, seeing, speaking, hearing,
or working.

The law is expressly designed to remove architectural and physical barriers and to
make sure that plans are modified to accommodate those protected by the law (for
example, wider hallways to accommodate wheelchairs). Other considerations
include choosing appropriate floor surfaces (reducing the danger of slipping),
placing water fountains low enough for use by individuals in wheelchairs, and
installing doors that re- quire minimal pressure to open and close.

After studying the plans for the new building, you and your team members find
several problem areas. Prepare a group-written report advising management of the
prob- lems and what must be done to correct them to comply with the law. Divide
your written work according to areas that need alteration—doors, floors, water
fountains, restroom facilities. Each team member should bring in his or her section
for the group to edit and revise. The group should then prepare the final report for
management.

To: Management

From: ADA Compliance Committee

Date: 11/11/2023

Subject: Needed Changes to Building Plans for ADA Compliance

After reviewing the plans for our new office building, the ADA Compliance Committee
has identified several areas that need modification to comply with the Americans with
Disabilities Act (ADA) and accommodate those with disabilities. Below we have outlined
the issues and necessary changes:

Doors

The current plans specify standard doorknobs and a door pressure of 15 pounds to open
and close doors. To comply with ADA guidelines, we recommend:
• Installing lever door handles rather than knobs. Lever handles are easier for those
with limited dexterity to grasp and use.

• Adjusting door pressure to a maximum of 5 pounds. Heavy doors are difficult for
many disabled individuals to maneuver.

We suggest these changes apply to all interior office and hallway doors. For exterior
doors, heavier pressure may be required for safety and security.

Floors

The blueprints currently call for standard tile and wood flooring materials. These can
present slipping hazards. We propose:

• Using textured, non-slip tile for bathroom floors. This provides more traction
when floors are wet.

• Installing commercial-grade, low-pile carpeting in hallways and offices. The extra

density makes wheeled devices like wheelchairs easier to maneuver.

• Ensuring all floor transitions between materials are flush and seamless. Lifts for
wheelchair tires can catch on uneven surfaces.

Water Fountains

ADA guidelines state that water fountains must accommodate use by those in
wheelchairs. The current plans show standard models. We recommend:

• Installing ADA-compliant water fountains with a lowered bubbler not higher than
36 inches from floor to spout. This allows wheelchair access.

• Positioning water fountains on accessible routes with adequate clear floor space
for maneuverability.

Restrooms

Several modifications are needed in restroom plans:

• At least one stall should be a minimum 5 feet x 5 feet for wheelchair
accommodation.

• The toilet, grab bars, sink, and other fixtures must meet ADA positioning and
installation requirements.

• Accessible signage must clearly designate ADA-compliant restrooms.

We are happy to provide additional details on proper ADA restroom configuration.

Please let us know if you would like further information.

We appreciate the opportunity to ensure our new office adheres to ADA guidelines. This
will make the workplace more accessible and welcoming to all employees and visitors.
Please let us know if you need any clarification or have additional questions on these
proposed changes.

4. A new manager will be coming to your office park in the next month, and you and
five other employees have been asked to serve on a committee that will submit a
report about safety problems at your office park and what should be done to solve
them. You and your team must establish priorities and propose guidelines that you
want the new manager to put into practice. After two very heated meetings, you
realize that what you and two other employees have considered solutions, the other
half of your com- mittee regards as the problems. Here is a rundown of the leading
conflicts dividing your committee:

 ●● Speed bumps. Half the committee likes the way they slow traffic down in
the office park, but the other half says there are too many of them and are a
menace because they damage a car’s shock absorber system.
 ●● Sound pollution. Half your team wants Security to enforce a noise policy
prevent- ing employees from playing loud music while driving in and out of
the office park, but the other half insists that policy violates employee rights.
 ●● van and sport utility vehicle parking. Half the committee demands that
vans and sport utility vehicles park in specially designated places because
they block the view of traffic for any vehicle parked next to them; the other
 members protest saying that people who drive these vehicles will be singled
out and be given less desirable parking places.

Clearly your committee has reached a deadlock and will be unproductive as

long as those conflicts go unresolved. Based on this scenario, do the following:

a. Have each person on the committee email the other five committee members
sug- gesting a specific plan on how to proceed—how the group can resolve
their con- flicts. Prepare your email message and send it to the other five
committee members and to your instructor. What’s your plan to get the
committee moving toward writ- ing the report to the incoming manager?
b. Assume that you have been asked to convince the other half of the committee
to accept your half’s views on the three areas of speed bumps, noise control,
and parking. Send the three opposition committee members an attachment
via email persuading them to your way of thinking. Your message must
assure them that you respect their point of view.
c. Assume that the committee members reach a compromise after seeing your
plan put forth in part (a). Collaboratively draft a three-page report to the
new manager.

a) Email to committee members with a different plan to resolve conflicts:

Dear Committee Members,

I'm concerned that we seem to have reached an impasse regarding certain safety
proposals for the office park. While open debate is healthy, we need to find a way
forward.

I'd like to suggest that we table discussion of the disputed topics for now. Let's identify 3-
4 non-controversial improvements we can all agree on first. Getting some consensus will
help rebuild trust and unity.
Once we have partial agreement, we can revisit the contested topics by establishing
objective criteria. For speed bumps, we could review traffic incident data. For noise and
parking, we could survey employee preferences or research best practices.

By keeping an open mind and seeking evidence to guide decisions, I believe we can
break the deadlock. Our committee has diverse views, but we share the goal of a safer
office. If we stay focused on that, I'm confident we can deliver an excellent report to
management.

I welcome your thoughts on this approach. Please reply with suggestions so we can move
forward productively at our next meeting.

Thanks,

Donald Le

b) Alternate email attachment to opposing members:

Hi Mr. Peter Jung,

I appreciate you taking time to discuss different views on improving office park safety.
While we don't see eye-to-eye on every issue, I know we share a commitment to greater
security and reducing risks.

I'd like to find compromises that address your valid concerns while also enhancing safety.
For instance, perhaps we could reduce the number of speed bumps and add more signs
warning drivers to slow down. That might ease your worries about car damage while still
calming traffic.

Regarding noise policies, I understand your unease about restricting employee freedoms.
Maybe we could suggest a permitting process for special events where staff could apply
to play music, rather than an outright ban.

For parking, I recognize your objection that rules seem unfair to large vehicle owners.
We could instead propose a mix of compact and large spaces close to entrances to give
everyone prime access.
I'm confident that if we keep the dialogue open, we can shape policies that improve safety
without unduly limiting staff. Our committee's diversity is an asset, not a liability. Please
share any other ideas so we can craft the best plan.

Regards,

Donald Le

c) Alternate 3-page compromise report:

To: Mr. Peter Jung

From: Safety Committee

Date: 11/11/2023

Re: Recommended Improvements for Office Park Safety

Our safety committee was tasked with assessing problems and identifying solutions to
improve security and reduce risks in our office park. After substantial debate over certain
issues, we reached consensus on the following key actions:

Lighting Enhancements

• Upgrade parking lot lighting to highest-lumen LED fixtures to eliminate dark

areas.

• Add motion-sensor security lights on building exteriors to deter crime and enhance
visibility.

Traffic Safety

• Commission traffic study to determine if speed bump reduction can occur without
increasing accidents.

• Increase stop signage at park exits and entrances to make cross-traffic more aware.

Employee Accessibility
• Restripe main lot to add more accessible front row parking for disabled permit
holders.

• Introduce employee permit parking in prime spots as incentive for carpooling.

Noise Policies

• Prohibit open speakers outdoors but allow permitted music for approved special
events with warnings about volume.

• Establish quiet zones near office entrances so alarms and notifications can be
heard.

The committee feels these changes balance enhancements to safety and security with
employee concerns over rights and fairness. We believe our recommendations represent
compromises agreeable to all parties. Please advise us of any feedback so we can address
questions and assist with implementation.

Thank you for considering our proposals.

Safety Committee Members

Donald Le

5. You work for a hospital laboratory, and your lab manager, under pressure from
manage- ment to save money, insists that you and the three other medtechs switch to
a different brand of vacuum blood-drawing tubes. You and your colleagues prefer
the brand of tubes you have been using for years. Moreover, the price difference
between the two brands is small. As a group project, prepare a memo to the
business manager of the hos- pital explaining why the switch is unnecessary, unwise,
and unpopular. Focus especially on the cost difference and its effect on the
laboratory’s budget. Then prepare another collaboratively written memo to your
lab manager. Be sensitive to each reader’s needs as you diplomatically explain the
group’s position.

Memo 1 - To Business Manager:

To: Business Manager

From: Medical Lab Staff

Date: 11/11/2023

Subject: Proposed Switch to New Blood Drawing Tubes

We understand there is pressure to reduce costs in the lab. However, we urge you to
reconsider the proposed switch to a cheaper brand of vacuum blood drawing tubes. We
estimate this would save only $300 annually based on current testing volumes. Such a
minor savings does not justify jeopardizing the quality of an essential medical supply.

Our current tubes from AcuTest have proven reliable over many years of use. Their
vacuum seal ensures proper draw volume and their additive levels give consistent,
accurate test results. Switching brands risks tube failures, improper draws, and testing
errors.

Any perceived savings from cheaper tubes could easily be outweighed by the need to re-
draw patients or re-run tests due to tube defects. This would decrease productivity and
staff morale. Patient care may also suffer from delayed results or the need for additional
draws, which are uncomfortable for patients.

For negligible savings, changing blood drawing tube suppliers seems ill-advised. We
welcome discussing other cost-saving measures that do not affect essential medical
supplies and patient care. Please reconsider this proposal, as we feel the potential
drawbacks outweigh any benefits. Thank you for your consideration.

Medical Lab Staff

Memo 2 - To Lab Manager:

To: Lab Manager

From: Medical Lab Staff

Date: 11/11/2023
Subject: Proposed New Blood Drawing Tubes

We appreciate you looking out for the lab's budget. However, we have concerns about
switching brands of blood drawing tubes to save $300 annually. Our AcuTest tubes have
proven reliable over many years. We feel changing tubes would pose unnecessary risks to
quality, productivity, patient care, and staff morale over minimal savings.

Might we suggest looking at other areas for savings? We'd be glad to analyze supply
inventory, shipping vendors, or testing protocols to identify less crucial areas to cut costs.
We know you must answer to management, but feel this change could negatively impact
operations.

We hope you understand our position and will find an alternative way to trim the lab
budget without sacrificing essential supplies. We know you'll make the best decision for
the lab. Please let us know how we can help identify other savings opportunities. Thank
you for your leadership.

Medical Lab Staff