Global Communication Gap Analysis

Topics: Management, Communication, Contract Pages: 5 (1538 words) Published: April 2, 2007

Gap Analysis: Global Communications
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Gap Analysis: Global Communications
Global Communications is a telecommunications company facing a changing market and increased competition. The leadership team has come up with a plan to outsource some call centers to other countries and create an alliance with a satellite company to provide additional services to their customers. In order to compete in the international market, Global must cut costs by outsourcing, however their employees belong to a trade union. This creates a problem in that Global has not included the union in their discussions. This could have legal ramifications as well as create morale issues within the company. The leadership team must communicate these changes to the employees and public in a positive manner to avoid negative publicity and the loss of valued employees. Global management needs to identify the issues that need resolving and systematically put a plan together to eliminate the risks associated with their current proposal. After evaluating the solutions and looking forward, Global needs to stay focused on maintaining their position in the future once it is achieved. The following gap analysis will cover the issues, opportunities, gap, and end vision ideas that should make this change a success.

Situation Analysis
Issue and Opportunity Identification
The events that led to the changes Global Communications are making came about with the shift in technology and the competition within the telecommunications industry. With companies able to compete globally, there is too much competition within the industry from other telecommunications companies as well as cable companies who can offer all the same services. With increased companies offering a wide range of services, Global is forced to cut costs in order to compete effectively and increase profitability. To this end, Global Communications senior management has come up with an approach to outsource some of their call centers to India and Ireland and expand new services to small business and consumer customers. Global also joined with a satellite provider to offer video services and a satellite version of broadband. This will mean job cuts and a reduction in salary for employees who remain and are relocated. The plan was accepted quickly and now management is under the gun to communicate the changes effectively to the employees without risking a morale problem that could affect productivity. Also, since the employees belong to a trade union and the union was not involved in the process of negotiating these changes, Global has to consider the legal and public relation implications of not fulfilling their contractual obligation to the trade union. By communicating effectively, offering retention packages, and being proactive about checking into the legal ramifications, Global Communications can avoid some of the pitfalls of their decision.

Stakeholder Perspectives/Ethical Dilemmas
The interests between the senior leadership team and the union and the employees are all at odds. The managers' top interests are in profitability and globalization while the top interest of the employees and the union is security. This implies that the leadership team would have to consider the jobs of the employees before their profit margin when making organizational changes and this would not be prudent for them. Meanwhile, the union interest also lies within those contractual obligations, which they believe should be upheld regardless of the state of the company. And finally, the employees' interests lie with security of their jobs, honest communication and fair and equitable compensation for work performed. All three of these interests are at stake in the situation Global Communications is in since they did not communicate their potential changes to the employees which will include layoffs,...

References: Casison-Tansiri, Jeanie (2006). Lessons for Layoffs. Incentive, Vol. 180 Issue 11, p14-14, 1/2p from EBSCOhost
Employers must be aware of the obligation to consult
McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.
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