Gap Analysis: Global Communications
Foundations of Problem-Based Learning
Gap Analysis: Global Communications
The dynamics associated with the Global Communications environment centers on a lack of organizational communications with the various stakeholders. Elements that affect the organization are conflict continuums (Kreitner & Kinicki, 2004, p. 487), deficits in organizational commitment concerning job security (McShane & Von Glinow, 2004 p. 128), and organization politics (Kreitner & Kinicki, 2004, p. 575) that propagate distrust among stakeholders.
Issue and Opportunity Identification
Global Communications failed to involve critical stakeholders in the direction of a plan for success with the company future. Global Communications did not genuinely discuss the concerns in advance with the Global-Union to listen to the concerns from the collective bargaining membership as well as entertain additional ideas that Global-Union may have suggested at a win-win scenario. (Kreitner & Kinicki, 2004, p. 487) Global Communications has an opportunity to develop more constructive integrative negotiations (Kreitner & Kinicki, 2004, pp. 503-505) with Global-Union to solve problems facing the corporation. Global Communications did not adequately recognize the impact this type of reorganization would have on the current workforce or the collective bargaining unit that represents members. Employees would display a reduction in organizational commitment (McShane & Von Glinow, 2004, p. 126) due to the betrayal felt at the outsourcing of their jobs. Global Communications has limited time to rebuild a level of trust with the employees due to the lack of communication present prior to the decision to outsource jobs. Global Communications mismanaged the communication with the organization and unintentionally promoted a level of dysfunctional conflict (Kreitner & Kinicki, 2004, pp. 487-488) with the apparent lack of consideration to the company employees and the sacrifices made during contract negotiations. Global Communications managing executives have an opportunity work on more functional conflict management if Global-Union is willing to participate. Dysfunctional organizational politics (Kreitner & Kinicki, 2004, p. 575) has a significant impact on the mistrust between Global Communications and Global-Union. The executive managers decided to present a one-sided plan to the board of directors and did not ask for input from Global-Union. In doing so, Global Communications has an opportunity to seek out a collaborative solution with Global-Union and modify the existing plan.
Stakeholder Perspectives Ethical Dilemmas
The various stakeholders of involved in the Global Communications scenario are varied. One stakeholder is shareholders', this group has a vested interest in seeing the company become more profitable and yield a good return to the hard earned investment dollars. Shareholders are entitled to the assets of the corporate and therefore expect the managing directors and board members to act with due diligence to grow the company. Shareholder values focus investments and the success or failure of those investments. Shareholder values could compete with the company directors and disagreement of the company's future direction. The executive managers of Global Communications have a variety of interests in the company's success. First, many managers receive excellent compensation for effective corporate success. Second, managers derive a series of esteem needs from undertaking the complicated tasks of overseeing a large corporation and being successful. The right of the managers to make decisions without undue influence is paramount. Managers value autonym, independence and flexibility to manage the company and pursue success. Global Communications workforce has a vested interest in a successful corporation to provide each employee with a means to earn a wage, support his or her families...
References: Way Forward, Motor Company, Ford (2006, September 15). Retrieved October 28, 2006, from Ford Motor Company Web site: http://media.ford.com/newsroom/release_display.cfm?release=24261
Kreitner, R., & Kinicki, A
McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies
This constructive cultural approach involving normative beliefs is how the company portrayed its past success (Kreitner & Kinicki, 2004, p
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