Gap Analysis: Global Communications

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Running head: GAP ANALYSIS: GLOBAL COMMUNICATIONS

Gap Analysis: Global Communications
University of Phoenix

Gap Analysis: Global Communications
At Global Communications, stakeholders such as union, team management and shareholders have a different point of view. The management team must come to a decision that benefits all parties including the employees and shareholders. If every stakeholder in the decision making process can see a win-win scenario for their particular group, then a good decision will be made.

Situation Analysis
Issue and Opportunity Identification
At Global Communications major actions have taken place, in which have created some issues. The first major action that happened was that Senior Management team made a decision to create a plan that would increase local market share and globalize the company. In this decision, management did not consider all the stakeholders.
A second action was created when Global Communications decided to move a number of American call centers to India and Ireland to reduce cost and to turn into a more profitable company. They also planned to bring in new products to small businesses and consumers to become more competitive within the telecommunications industry. The management team did not include the union negotiator in any discussions concerning what would happen when the decision to outsource was approved and employees knew about it when decision was made. Employees reacted negatively towards the decision and this issue was cause by lack of organizational communication.
The third action found in this case was intergroup conflict. Not all members of the management team agreed on how to present the change to employees and what the issues the employees would have were most important. The opportunity presented was the possibility for conflict to be resolved through other techniques such as mediation or brainstorming and negotiation.
The fourth issue was generated at the senior staff meeting. In-group thinking had already started prior, but from different backgrounds. It was very obvious that Sy, who had been with the company for 20 years, was feeling unethical about the plan that included downsizing. The in-group thinking was causing an issue within the senior management team. The opportunity they had was very challenging. They would have to come together as a team to help resolve this issue. The employees were also bound to have an issue of in-group conflict against the company.
The last action was a major factor in the outcome of the decision, business ethics. The decision to layoff employees made the management team look very unethical to the employees. The community will hear about these layoffs, and will respond the same way. The management team will need to discuss the advantages to the employees who are being retained such as, the 15% retention bonus and how the company is helping the laid off employees find new careers.

Stakeholder Perspectives/Ethical Dilemmas
The management team is looking for job solidity and benefits. They are also looking to increase productivity so they will receive positive recognition for the decision they made to outsource current jobs. The outsourcing decision affects tremendously the employees. Employees rely on their employment to support their families. A reduction of 20% in health care and education benefits was conceded during the last negotiation. Last but no least is the perspective of the shareholders. The shareholders want to increase the value of their stock. Another major concern of the shareholders is to stay competitive with other communication companies. The shareholders fell in the middle of employee satisfaction and increasing the company’s profitability.

End-State Vision
The vision of Global Communication is to become a major international corporation that offers a variety of products, great service and is profitable. Global Communications vision is to be a company that is dedicated to both the customers and its stakeholders. By satisfying the needs of its customers, locally and internationally, the company will be completely integrated internationally within three years. The wide variety of products and the strong local market share will help encourage the globalization process. The company and vision will continue to change with the times to continue to be an industry leader.

Gap Analysis
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Conclusion
Global Communications wants to become a major international corporation that offers a variety of great service, products and is profitable. By coming to common ground, Global Communications can get to optimal solution of integration of organizational communication as well as conflict negotiators.

References
Kreitner, R & Kinicki, A. (2004). Organizational behavior. Managing conflict & negotiation.
New York: The McGraw-Hill Companies.
McShane, S. L., & Von Glinow, M. (2005). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.

Table 1
Issue and Opportunity Identification
Issue Opportunity Reference to Specific
Course Concept
(Include citation) Concept
The Board approves the plan created by the Senior Leadership Team to outsource, even though it will lead to layoffs and a 10% salary cut for the employees who would be relocating to India and Ireland Global Communications has the opportunity to reduce unit cost for handling calls by nearly 40%. Global Communication will win by reducing costs and employees will lose by being let go or decrease in salary and benefits. “ A Distribute negotiation usually involves a single-a “fixed –pie”- in which one person gains at the expense of the other (Kreitner-Kinicki, 2004, p. 503). Distributive negotiations
Global Communications management did not communicate appropriately with the union negotiator throughout the decision process determining whether or not to outsource jobs. Global Communication can explain the plan to bring in career counselors to help the employees determine future employment opportunities. “Direct communication strategies potentially minimize filtering because executives acquire a deeper meaning and quicker understanding of internal organizational problems” (McShane & Von Glinow, 2005, p. 344). Organizational Communication
The separate members of the management team did not agree on how to present the change to employees and what issues the employees would have were most important. The Global Communication’s management team should minimize the negativity of outside forces. If negativity is coming from one of the members of the group, the leader should decipher why the member is being negative and try putting a positive spin on it. “Intergroup friendships are still desirable, as documented in many studies, but they are readily overpowered by negative intergroup interactions. This, priority number one for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups” (Kreitner & Kinicki, 2004, p. 38) Intergroup Conflict
By not including the Union and other employees, Global Communication Senior Management Team has made on in-group decision. There was also in-group thinking within the senior management team. The Union and Management could use the contract hypothesis to help eliminate the in-group thinking in the future. In-group members see themselves positively and morally correct, while the view members of others groups negatively and is immoral” (Kreitner & Kinicki, 2004, p. 12) In-group Thinking
If the Leadership Team proceeds with the implementation of the new plan for outsourcing and globalization, the company’s image could be at stake. Global Communications can offer to their employees a 15% retention bonus to those who relocate and offer to bring in career counselors for those being laid off. “Because corporations and their members are interdependent, for the corporation to be strong the member needs to share a preconceived notion of correct behavior, a “business ethic”, and think of it as a positive force, not a restraint.” (McCoy, 2002, p. 5) Business Ethics

Table 2
Stakeholder Perspectives
Stakeholder Perspectives

Stakeholder Groups
The Interests, Rights, and
Values of Each Group

Management Team Career enhancements, positive recognition for the decision to outsource and pay incentives are the interest of the management team. The values included within this group include respect, accountability and honesty.
Union Benefits, respect and financial securities. Unions value their responsibilities to constituents.
Shareholders/Board of Directors The values and interest that were taken into consideration for the decision being made were higher profits for the company, becoming a global company and staying competitive with other communication companies.

Table 3
End State Goals
End-State Goals
Increase employee satisfaction and long-term commitment to the company.
Provide a strategic plan for implementation into the global market.
Offer more services by partnering with a satellite provider to compete with cable companies.
Become a market share leader by downsizing overhead and focusing on profitability.
Continue and increase the company’s positive image to the public.

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