case report  For this portion of the consulting case, you are–as an organizational communication consultant–to prepare a written report that identifies the problems and possible solutions to an organization’s problems.  Early in the semester, you will be presented with a general overview of the organization that will identify many of the basic features of the organization.    We were given the chance to ask the organization, my teacher, questions that may help with the case report but I do not have access to the running document ent with it. If you need it, I can try to get it but I’m not a hundred percent sure I can.Here are a few terms that may be of use:*Direct control-close supervision of employees *Technological control-controls speed of work-both workers and customers subject to technological control *Bureaucratic control-Max Weber-system of rules and formal structure -defining feature of modern organizations-routinizing work-scheduling classes *Ideological control-identification with beliefs and values -little direct supervision necessary -corporate culture *Disciplinary control-bottom line form of control-focus on self as a project-finding meaning in work-breaking down work-life boundaries -post-fordist organization-employees have a sense of insecurity-self branding-people are now becoming free agents so to speak Koehling Flannery Consulting Document #3 ‘Consultant Reengineer Thyself’ Excerpt from Consulting News, May 2020 It’s the kind of situation that Koehling Flannery thrives on: A company is a leader in its market. Competitors, multiplying and growing tougher and tougher by the day, are getting in its way. Technology is advancing and customer demand shifting, so the entire market is roiling with change. What should the company do? If you haven’t guessed, the company at a crossroads is Koehling Flannery itself. This is by no means a crisis. Indeed, if the consulting group achieves the revenues projected for this year, it will have made a significant mark in the consulting field. But its ascent is slowing. Last year, it actually lost ground. Its revenues grew by 3% while the overall market expanded by about 8% according to market researcher Data Quest Inc. This year, the company should just about match industry growth. The problem is that everybody else is getting into KF’s act. Rivals have begun to utilize systems integration and ‘outsourcing’–which involves taking over the day-to-day responsibilities of a client company–in their own services. So what is the consultant’s advice to itself? It’s pushing into more abstract levels of service, such as management consulting and business process reengineering. By moving into these areas, KF hopes to achieve greater influence with clients as they plot high-level strategies. That in itself will add revenue and will also lead to more traditional computer consulting. According to Arthur Holle, Managing Partner and CEO of KF, the company will ‘break away from the pack of competitors.’ Robert Habig, chief information officer of Pepsi, says that ‘KF is much further along than the others.’ Holle insists KF’s all-in-one approach has great appeal because clients are betting more heavily than ever on technology. Scrapping old procedures and reengineering a business is often necessary just to survive in today’s global markets. A consumer goods company, for instance, may be forced to improve quality, enhance customer service, and slash costs–all in one go. The technology makes that possible but is not a solution in and of itself, says Holle. ‘Technology has to be integrated with a company’s strategy, people, and business processes.’ Still, KF’s success is hardly a given. First, there may be friction between its technology and strategic services consultants who are two distinct breeds. The KF management consultants, in general, bill out at twice the rate or more of the technologists ($500 an hour versus $200 an hour) which could lead to disputes among KF partners about profit distributions. Says Melvyn Bergstein, a former KF partner and now vice-chairman of Technology Solutions: ‘Getting these people to work together is impossible.’ Holle denies any such problem. The hallmark of KF’s success has been its recruiting of young, eager college graduates each year. These legions of consultants are trained and molded to the ‘KF way’ and use the same practices and leverage the same skills at every client site. Can KF realize its new vision? Rivals regard its prospects with skepticism and admiration. Says Bergstein, ‘If anyone can do it, KF Consulting can.’ About all that KF can be sure of is that if it does not succeed, there will be plenty of competitors feverishly drafting one-stop consulting of their own. Koehling Flannery Consulting Document #4 ‘New Knowledge Management Database Boosts Research Capabilities’ Excerpt from Email message from Terry Kirby, Technology Partner A new organization of skilled research and information professionals will help KF employees around the globe deliver higher quality, more timely, and cost-effective client solutions. One phone call or trip to our web site will lead users to the new Knowledge Management Database (KMD), which is being rolled out globally to all KF employees throughout 2021. The new KMD will provide three services and capabilities: assisted search and referral; secondary research; and external acquisition management. The firm will benefit from: – Better and broader access to information management services – More consistent information management services – Access to globally shared research and information professionals – Access to more robust external information sources Koehling Flannery Consulting Document #5 ‘Career FOCUS’ Gives Employees the Right Path’ Excerpt from Koehling Flannery Employee Handbook Changes to the Career FOCUS appraisal process will give KF Consulting staff–and their managers–a better picture of how individuals are developing their skills. The process helps individuals manage their careers and helps KF Consulting assess and guide their performance. Career FOCUS is used by KF Consulting professionals worldwide to foster a common understanding and to share expertise. The foundation of Career FOCUS is the Career Path Model, which defines the skills, knowledge, and abilities needed to deliver business integration solutions to clients. The Career FOCUS performance appraisal focuses on individuals and their supervisors on using a set of skills most important to different projects. In essence, it acts as a unique ‘focus’ for every project or appraisal period, charting and checking progress. As a result, this tool provides a more consistent, firm-wide assessment of people, and makes available more timely inventories of their skills. The intent of the change is to give employees and the firm a better understanding of an individual’s career development and offer a more consistent approach to the delivery and completion of Career FOCUS. Koehling Flannery Consulting Document #6 Excerpt from ‘Question and Answer’ on the KF Human Resource Website Question: I hear that KF Consulting’s Revenues were up for fiscal year 2020, and yet I am hearing rumblings that we need to look harder at our costs. What is up? Answer: The firm did experience an increase in revenues in FY20 and we expect solid growth to continue. Despite these facts, we cannot be complacent about our spending. Revenues are just part of the equation. The ultimate profitability of the firm is also dependent upon how well we manage our expenses. Each of us is responsible and accountable for exercising prudent judgment over how we spend money on behalf of Koehling Flannery Consulting. The firm’s leadership is looking at ways we can raise everyone’s consciousness throughout the firm. In addition, we intend to look at structural costs as well. Competition is increasing and the uncertainty of the world economic climate is affecting many of our clients. By taking proactive steps while KF Consulting is economically strong, we can support our growth momentum and better manage in the face of marketplace pressures. by Mike Wilson, Partner and Chief Financial Officer Koehling Flannery Consulting Document #7 Data from Job Satisfaction Survey and Open-Ended Comments from Exit Interviews 1. Survey Data During 2020, the following data were compiled via a 50 item questionnaire that was administered to all Koehling Flannery employees. The response rate to the survey was 92%. Respondent Profile Total N=435 Mean Age Mean Seniority Managing Partner N=8 Associate Partner N=22 Manager N=55 Consultant N=120 Associate N=230 58 49 33 26 25 30 years 24 years 8 years 4 years 2 years Survey Items 1= Very Dissatisfied 2= Dissatisfied 3= Not Sure 4= Satisfied 5= Very Satisfied Associates How satisfied are you with the following at Koehling Flannery Consulting: The company as a whole Your project leader Your project team members Your clients Your staffing coordinator Pay Performance appraisal Opportunities for advancement Travel Training and Development Mean 3.6 2.6 4.1 3.4 2.8 4.6 4.0 3.8 3.5 4.5 Standard Deviation .45 .98 .22 .86 .76 .33 .20 .70 .60 .15 Consultants How satisfied are you with the following at Koehling Flannery Consulting: The company as a whole Your project leader Your project team members Your clients Your staffing coordinator Pay Performance appraisal Opportunities for advancement Travel Training and Development Mean 3.0 2.8 3.6 3.5 2.0 4.1 2.8 2.7 2.4 4.2 Standard Deviation .22 .88 .65 .80 .44 .28 .12 .29 .40 .18 Managers How satisfied are you with the following at Koehling Flannery Consulting: The company as a whole Your project leader Your project team members Your clients Your staffing coordinator Pay Performance appraisal Opportunities for advancement Travel Training and Development Mean 4.2 4.0 3.0 4.2 N/A 4.6 3.7 3.2 3.0 3.5 Standard Deviation .20 .33 .38 .48 N/A .29 .18 .21 .39 .10 Associate Partners and Managing Partners Note: Because of the limited number of respondents at this level, Associate Partners and Managing Partners were combined. How satisfied are you with the following at Koehling Flannery Consulting: The company as a whole Your project leader Your project team members Your clients Your staffing coordinator Pay Performance appraisal Opportunities for advancement Travel Training and Development Mean 4.6 4.0 3.9 4.7 N/A 4.7 2.1 2.7 3.1 3.0 Standard Deviation .12 .33 .22 .32 N/A .20 .11 .20 .46 .67 2. Representative Open-Ended Comments from Exiting Employees The following are representative open-ended comments from the 327 exiting KF employees who responded during 2020. Question: Why did you decide to leave Koehling Flannery? Anne, a 25 year old Associate, 3 years with KF Generally, I was quite satisfied with KF. I feel like I’ve learned a great deal and I appreciate the opportunities that the firm has afforded me. I gained experience here that I never could have imagined and my resume is much better rounded, which means I’m more marketable than when I graduated from college. Like everyone else, the travel was difficult, but the lifestyle seemed like an extension of college, so I met some really nice, interesting people and I got to rub elbows with some pretty powerful people. For me, I think it’s best that I not burn any bridges and I hope to stay in contact with my KF co-workers and project leaders. You never know when those contacts will be helpful–or when you might need a job again. Andrew, a 23 year old Associate, 1 year with KF I realize it’s soon to leave a firm like KF, but I’ve learned so much in the last year that it’s time to move on. I can make more money elsewhere and I feel that I’m much more marketable now. I have to thank KF for those opportunities. The training was great. I’ll always be thankful for the challenges I had at KF and I hope that I can maintain contact with a lot of the people here. Staying networked never hurts. Rachel, a 24 year old Associate, 2 years with KF I’m frankly pretty disillusioned with the place. Although I learned a lot, the firm did not meet my expectations. It has the appearance of being well-run, but more typically it’s chaos. I got tired of the unpredictability, not knowing where you might be from day to day. I could even live with that, but it’s harder to live with the unpredictability of things like different project managers. Some are great. Some suck. I think I just happened to get all of the bad ones. They may have good business skills and know the bottom line, but they aren’t very good interpersonally. I need to work with someone who encourages me and is interested in my ideas and input. At every turn, I felt like I was being stifled from contributing and developing. So, I’m leaving for a smaller, more flexible firm. There are only so many times you can do things the “KF way”– or as we call it here, “KF World.” Don, a 30 year old Consultant, 6 years with KF Overall, I’ve been generally pleased with KF, but I honestly feel like this is the firm’s decision as much as my own. Once you reach consultant, nobody really tells you how you are doing. You get implicit messages that you’ll be promoted or that it is time for you to leave. I felt like the assignments I was getting told me, “Hey, Don, it’s time for you to leave. Don’t let the door hit you on the way out.” After a while, you learn that there is a sort of preferential treatment given to some KF people, based upon who they know. I’d rather not play those political games. I also found that you need a mentor here. If you don’t have someone who will look out for you, you’re screwed. I didn’t have that. In fact, my staffing coordinator seemed a bit threatened by my background. I came in as an experienced hire–I had worked elsewhere for a couple of years–but they tend not to value that. Learning their methods is what it’s all about. I finally got fed up and felt like I was limiting myself and my future by staying here. David, a 32 year old Consultant, 10 years with KF In other circumstances, I would have stayed with the firm. I felt like I had found a safe, secure place in KF. I didn’t have to work too hard and many of the really bad jobs were now going to Associates instead of me. But, ultimately, the travel did me in. Oh, and I guess that I got burned out working in teams. They can be so stressful, especially when you have some project leaders who have the title but not necessarily the people skills. Joyce, a 38 year old Manager, 8 years with KF For me, it came down to the question of control. Do I have control over my working life? I kept asking myself that question. I was beginning to lose sleep over it. Everything about my life, my house, my car, my vacations and so on said that I was successful but I couldn’t keep up the life any longer. Some people say I’m stupid to leave but I’ve found a smaller company that is more flexible with my needs and is more respectful of me as a person. If I have a problem, I can go directly to the owner of the firm and talk to her. At KF, you either have to go through too many bureaucratic levels or you get the run around. I don’t even think they do it purposefully. Sometimes I just think they don’t know any better because they only know KF. A lot of these people–especially those in the higher levels–have never worked anywhere else. Robert, a 26 year old Manager, 4 years with KF I think I have moved up about as fast as anyone else around me. Four years to get to manager does happen, but I was definitely on the fast track at KF. I did everything right, paid my dues, and now this is my just reward. I have a great offer with another firm, although I remain loyal to KF and what they have allowed me to do. It’s just time to take the next step in my career. I had more to learn at KF, but I thought a change of scenery would improve my career opportunities. Most people know what’s up here. Slave labor in exchange for training. Most people are gone in two years. If I had not been moving up so fast, I would have been gone sooner, too. Note: None of the Associate Partners or Partners chose to participate in the open-ended comments for the exit interview. ________________________________________________________________________ Koehling Flannery employees who are exiting transition to the following: 10% – leave the workforce entirely 10% – enter graduate school, typically in Law, Medicine, or MBA 10% – employed by one of KF’s clients 20% – employed by a company in the employee’s industry of specialization (e.g., banking, utilities, technology, government) 20% – employed by smaller, boutique consulting firms 30% – employed by competitors, including Price Waterhouse Coopers, Boston Consulting Group, Accenture Consulting, Bain and Co., and McKinsey Koehling Flannery Consulting Case Overview Koehling Flannery History Koehling Flannery Accounting was founded in 1939 as an accounting firm by two immigrants to the United States, one Irish (Flannery) and one German (Koehling). Over the next 50 years, KF established itself as one of the country’s top 10 accounting firms. In 1995, several of the Partners of KF Accounting established a new market offering for KF, Consulting. Because of its rapid success, the Consulting area of Koehling Flannery has sought a legal separation from it, thereby creating a new company. During this transition period from Koehling Flannery Accounting, Koehling Flannery Consulting has continued its phenomenal growth. For instance, over the past three years, revenues for KF Consulting have grown at an annual rate of 5% to 2.6 billion in 2020. Koehling Flannery Clients Koehling Flannery has numerous clients in the United States and worldwide. Historically, its clients have been largely in the government, utilities, and manufacturing industries, but in the last 10 years more clients have come from retail, services, communication, and technology industries. In those industries, Koehling Flannery is considered by most observers to be the leading consulting firm, particularly in the area of business process integration. Its past and current clients include the following: Government, Utilities United State Postal Service Internal Revenue Service Michigan Consolidated Power Duke Power Progress Energy Communication, Technology IBM Microsoft Intel GTE Wireless Bell South Mobility Ameritech Sprint Banking and Insurance Bank of America First National Bank Blue Cross/Blue Shield State Farm American Express CitiGroup Manufacturing Saturn Ford Whirlpool Sears John Deere Michelin Retail, Services Nike 3M Nordstrom’s Home Depot Wal-Mart Procter and Gamble American Airlines Federal Express Koehling Flannery Structure Koehling Flannery is structured in a classical, hierarchical manner. The highest level in the firm is Managing Partner, followed by Associate Partner, Manager, Consultant, and Associate. Approximately 5% of KF employees are at the Managing Partner or Associate Partner level. The average age of these two groups is 50, with a median age of 47. The average tenure of Managing Partners and Associate Partners is 26 years with the firm. Approximately 97% of Managing Partners and Associate Partners are men and 90% are white. Salary and other forms of compensation vary for Managing Partners and Associate Partners, although stock options are a primary means of compensation. Nearly 20% of KF employees are Managers. The average age of Managers is 35, with a median age of 38. The average tenure of Managers with the firm is 12 years, although some Managers have been with KF for 20 years or more. Approximately 80% of Managers are men and 85% are white. Salaries for Managers range from $70,000 to $150,000 depending upon tenure and expertise. The remaining 75% of KF employees are Consultants and Associates. The average age for Associates is 24, while the average age for Consultants is 28. The median ages are 25 and 30, respectively. The average tenure for Associates is less than 2 years and for Consultants is 6 years. Associates hired out of college with B.A. or B.S. degrees are expected to make Consultant within two years of joining the firm. Employees with M.A., M.S., or M.B.A. degrees and 1-3 years of work experience (‘experienced hires’) are expected to make Consultant within the first year of joining the firm. Approximately 55% of Associates and 60% of Consultants are men. Eighty percent of Associates and Consultants are white, while the remaining 20% represent various minorities (e.g., African American, Hispanic or Latino, Asian, Native American). Salaries for Associates average $40,000 and for Consultants, $55,000. In 1992, Koehling Flannery Consulting had 22,000 employees worldwide, with 16,000 of those in North America. By 2005, the company had hired an additional 3,000 college graduates from all majors. However, Koehling Flannery only plans to hire 100 college graduates in 2021. These new employees will be dispersed throughout the world, at KF’s global offices in North America, South America, Europe, Africa, Asia, and the Pacific. Koehling Flannery employees’ performance is appraised every 6 months. Salary and other merit increase in pay and responsibilities are based on these appraisals, which are conducted by the employees’ staffing coordinator. Employees are based in a ‘home office’ (e.g., Chicago, New York, Atlanta, Seattle, Charlotte, etc.), but may work anywhere throughout North America. Employees typically work in project teams of 6-12 persons for 2-6 months and then transition to another client, moving from one city to another. Employees are provided with corporate housing if they are out of town and often share a rental car with a co-worker roommate. Koehling Flannery Divisions and Services Koehling Flannery is divided into five separate yet overlapping groups of employees, based upon their area of specialization. These include the following: – Strategic Services – 5% of all KF employees – Technology – 20% of all KF employees – Business Process Reengineering (BPR) – 50% of all KF employees – Human Resources – 20% of all KF employees – Administrative Staff – 5% of all KF employees Koehling Flannery Consulting Document #1 Excerpt from Koehling Flannery Consulting’s Monthly Newsletter, Conversation Staying True to our Core Values by Arthur Holle, CEO As we approach the mid-point of 2020, I believe it is important for us to reflect on our firm’s six core values: world-class client service; standard practices; recruiting excellence; employee empowerment; ethics; and stewardship. Five years ago, we defined these core values to help us stay true to our course as we build the premier consulting firm of the new millennium. Today, it is especially important that we renew our commitment to these principles, because living by our core values ultimately will help us stay relevant to our marketplace–and help make Koehling Flannery Consulting the very best place for all of us to build our careers. Delivering quality client service and working as a multi-national firm are crucial to our ability to remain the market leader. We have worked hard to champion these core values, and we must continue to deliver the same high level of service to each and every client no matter where they are located around the world. I believe we need to spend more time demonstrating our commitment to recruiting excellence, employee empowerment, and stewardship. As I told several thousand firm executives at our Global Consulting Conference earlier this year, we need to do more to demonstrate our commitment to our employees. Demonstrating respect for employees through empowerment and acting ethically and with stewardship are critical for the future of our firm and all of you. We must change our behaviors to be more trusting, honest, and respectful of each other. As a partner, I owe it to each and every one of you–through stewardship–to do everything possible today to make Koehling Flannery Consulting better than it was when I joined in 1967. I encourage you to think about our core values each and every day. If we live by them, we will continue to be the firm of choice for our clients–and for ourselves. As we enter this holiday season in much of the world, I hope you spend time with your family and friends–taking time to reflect on all that you have accomplished this year and to think about your aspirations for the next year. I wish you and your families a very happy holiday and a successful and prosperous new year. Koehling Flannery Consulting Document #2 Organizational Chart and Internal Structure CEO Managing Partners – National———-Managing Partners – Global Associate Partners Strategy——Technology——BPR——HR Managers Strategy——Technology——BPR——HR Consultants Strategy——Technology——BPR——HR Associates Strategy——Technology——BPR——HR Job Responsibilities Managing Partners Supervise client relationships; forge new and enduring client relationships; exercise independent judgment in business development; become a leader in professional and civic communities. Associate Partners Deepen specialized skills in business, industry, competency group and skill track areas; exercise thought leadership in client projects; expand entrepreneurial skills. Managers Broaden team management skills; expand skills in specific competency group, skill track, and industry or other specialized areas. Consultants Strengthen supervisory skills; develop solid foundation in application of core competency and problem-analysis skills. Associates Develop core competency skills; eventually, individuals with relevant experience begin to supervise and train others. Competency Group Descriptions Strategic Services Our strategic services competency group helps clients formulate business strategies and align their organization, business process and information technology process with those strategies. We also provide strategic direction for sales and marketing, logistics, organizational structure, and information and technology. People in strategic services understand marketplace dynamics, competitor positioning, and the client’s unique core strengths and weaknesses. This knowledge equips them to develop strategies and translate them into conceptual models for how an organization must operate in order to realize its vision. Technology Our technology competency group applies innovative technology solutions. We perform some of the most technologically systems integration assignments in the world. People in technology are involved in a wide variety of client activities. They build world-class skills in the design, implementation, and management of integrated solutions. Many individuals build deep skills in specialized areas such as advanced hardware design, imaging, wireless and mobile computing and local area networks. Business Process Reengineering Our business process reengineering competency group defines how a business operates and help define the processes necessary to achieve business results, implement information systems and technologies in support of a new business process or manage business processes on an ongoing basis. Business process reengineering people work across the entire spectrum of process change–from streamlining through reengineering to company transformation. Their goal is to deliver value to clients by helping them find new ways to accomplish their business objectives. Human Resources Our human resources competency group helps clients implement transformational business and organizational change. People in human resources possess world-class capability to help clients design, build, and operate new organizations to achieve superior individual performance. They bring deep skills of organization design, human capital development, performance design and training, and change navigation. We help our clients manage change plans to predictable outcomes through our understanding of the interdependence of human behavior, performance measures and rewards, culture, and organizational structure. Koehling Flannery Consulting Exiting Employees by Sex, Race, Ethnicity, and Marital Status 2010-2020 Partner Manager Consultant Associate Men 4% 2 4 6 African-American Partner Manager Consultant Associate Partner Manager Consultant Associate Women 10% 12 10 8 Hispanic/Latinx 10% 4 6 11 6% 4 7 4 Single Married 1% 1 1 1 5% 2 3 5 Asian-American 4% 3 5 2 Married with Children 8% 11 10 8 Note: For the purposes of this survey, ‘married’ includes cohabitating domestic partnerships and same sex couples. The racial and ethnic categories are not exhaustive, but include the largest groups of employees. Purchase answer to see full attachment Explanation & Answer: 8 Pages Tags: Organizational Structure Interpersonal skills organizational communication User generated content is uploaded by users for the purposes of learning and should be used following Studypool’s honor code & terms of service.

MLA In-Text Citations: The Basics

Guidelines for referring to the works of others in your text using MLA style are covered throughout the MLA Handbook and in chapter 7 of the MLA Style Manual. Both books provide extensive examples, so it’s a good idea to consult them if you want to become even more familiar with MLA guidelines or if you have a particular reference question.

BASIC IN-TEXT CITATION RULES

In MLA Style, referring to the works of others in your text is done using parenthetical citations. This method involves providing relevant source information in parentheses whenever a sentence uses a quotation or paraphrase. Usually, the simplest way to do this is to put all of the source information in parentheses at the end of the sentence (i.e., just before the period). However, as the examples below will illustrate, there are situations where it makes sense to put the parenthetical elsewhere in the sentence, or even to leave information out.

General Guidelines

• The source information required in a parenthetical citation depends (1) upon the source medium (e.g. print, web, DVD) and (2) upon the source’s entry on the Works Cited page.
• Any source information that you provide in-text must correspond to the source information on the Works Cited page. More specifically, whatever signal word or phrase you provide to your readers in the text must be the first thing that appears on the left-hand margin of the corresponding entry on the Works Cited page.

IN-TEXT CITATIONS: AUTHOR-PAGE STYLE

MLA format follows the author-page method of in-text citation. This means that the author’s last name and the page number(s) from which the quotation or paraphrase is taken must appear in the text, and a complete reference should appear on your Works Cited page. The author’s name may appear either in the sentence itself or in parentheses following the quotation or paraphrase, but the page number(s) should always appear in the parentheses, not in the text of your sentence. For example:

Wordsworth stated that Romantic poetry was marked by a “spontaneous overflow of powerful feelings” (263).

Romantic poetry is characterized by the “spontaneous overflow of powerful feelings” (Wordsworth 263).

Wordsworth extensively explored the role of emotion in the creative process (263).

Both citations in the examples above, (263) and (Wordsworth 263), tell readers that the information in the sentence can be located on page 263 of a work by an author named Wordsworth. If readers want more information about this source, they can turn to the Works Cited page, where, under the name of Wordsworth, they would find the following information:

Wordsworth, William. Lyrical Ballads. Oxford UP, 1967.

IN-TEXT CITATIONS FOR PRINT SOURCES WITH KNOWN AUTHOR

For print sources like books, magazines, scholarly journal articles, and newspapers, provide a signal word or phrase (usually the author’s last name) and a page number. If you provide the signal word/phrase in the sentence, you do not need to include it in the parenthetical citation.

Human beings have been described by Kenneth Burke as “symbol-using animals” (3).

Human beings have been described as “symbol-using animals” (Burke 3).

These examples must correspond to an entry that begins with Burke, which will be the first thing that appears on the left-hand margin of an entry on the Works Cited page:

Burke, Kenneth. Language as Symbolic Action: Essays on Life, Literature, and Method. University of California Press, 1966.