please analyze the case and answer questions 4,5,6

CASE FOR ANALYSIS Aquarius Advertising Agency100 The Aquarius Advertising Agency is a medium-sized firm presentations, interpreted and defended agency policy, that offered two basic services to its clients: customized and committed the agency to certain courses of action. plans for the content of an advertising campaign les. Both hierarchical and professional systems operated slogans and layouts) and complete plans for media within the departments of the operations and marketing (e.g., radio, TV, newspapers, billboards, and Internet). divisions. Each department was organized hierarchically Additional services included aid in marketing and with a director, an assistant director, and several levels of distribution of products and marketing research to test authority. Professional communications were widespread advertising effectiveness. and mainly concerned with sharing knowledge and Its activities were organized in a traditional manner. techniques, technical evaluation of work, and development The organization chart is shown in Exhibit 3.23. Each of professional interests. Control in each department department included similar functions. was exercised mainly through control of promotions and Each client account was coordinated by an account supervision of work done by subordinates. Many account executive who acted as a liaison between the client and executives, however, felt the need for more influence, and the various specialists on the professional staff of the one commented: operations and marketing divisions. The number of direct communications and contacts between clients and Creativity and art. That's all I hear around here. It is hard Aquarius specialists, clients and account executives, and as hell to effectively manage six or seven hotshots who claim they have to do their own thing. Each of them tries Aquarius specialists and account executives is indicated in Exhibit 3.24. These sociometric data were gathered by to sell his or her idea to the client, and most of the time I a consultant who conducted a study of the patterns of don't know what has happened until a week later. If I were formal and informal communication. Each intersecting cell a despot, I would make all of them check with me first to of Aquarius personnel and the clients contains an index of get approval. Things would sure change around here. the direct contacts between them. The need for reorganization was made more acute by is designated to changes in the environment. Within a short period of time, be the liaison between the client and specialists within there was a rapid turnover in the major accounts handled the agency, communications frequently occurred by the agency. It was typical for advertising agencies to ts and bypassed gain or lose clients quickly, often with no advance warning the account executive. These direct contacts involved a as consumer behavior and lifestyle changes emerged and wide range of interactions, such as meetings, telephone product innovations occurred. calls, and e-mail messages. A large number of direct An agency reorganization was one solution proposed communications occurred between agency specialists by top management to increase flexibility in this unpre- and their counterparts in the client organization. For dictable environment. The reorganization would be aimed example, an art specialist working as one member of at reducing the agency's response time to environmental a team on a particular client account would often be changes and at increasing cooperation and communica- contacted directly by the client's in-house art specialist, tion among specialists from different departments. The and agency research personnel had direct communication top managers are not sure what type of reorganization is with research personnel of the client firm. Also, some appropriate. They would like your help analyzing their of the unstructured contacts often led to more formal context and current structure and welcome your a meetings with clients in which agency personnel made proposing a new structure. Board of Directors President Legal Counsel Executive Vice President Policy Committee Financial Manager Human Resources Manager Accounts Vice President Operations Vice President Marketing Vice President T wspaper o Production Research Department Media Department Accou Executive Merchandising Department ACCOUNT Executivo Account Manager Account Executives TV/Radio Specialists Newspaper/Magazine Specialists Copy Specialists Art Specialists Merchandising Specialists Media Specialists Research Specialists Clients Clients Account Manager Account Executives TV/Radio Specialists Newspaper/Magazine Specialists x 0 0 0 0 Copy Specialists XIN Art Specialists 000 Merchandising Specialists Media Specialists Research Specialists 4. Evaluation of Alternatives, and Recommend One: 5. Implementation Plan of Chosen Alternative: 6. Evaluation of Chosen Alternative For Effectiveness