Gap Analysis: Global Communications

Gap Analysis: Global Communications

Global Communication is on a current mission to reposition it self to become a global leader in communication. Unfortunately, some implications are discovered among the leadership that could dismantle the values and beliefs of the company. This has an immediate impact on its backbone, the employees. The following information will discuss the issues of money, the implications that come with the decision to outsource, and the organizational communication issues. This will also analyze opportunities such as peer teams and pay increase strategies. Global Communications has set targets and goals that will allow the company to retain employee morale and move towards its goal to become a global leader in communication.

Situation Analysis

Issue and Opportunity Identification

Global Communications’ stock value has dwindled drastically over the last 3 years. Its stock traded at $28 per share, now the stock is valued at $11 which is more than 50% depreciation. This causes serious concern with the stockholders. Global Communications has a strategy to counter this slide. Global plans to introduce new services. Global believe that broadening their services will bring new customer and make them more competitive. Global Communications also plans to partner with a wireless and a satellite provider to also attract different varieties of customer especially small business owners. The company also wants to more aggressively market internationally. Global Communications has created a strategy to cut-cost through outsourcing technical support to India and Ireland. This strategy creates a threat of a large scale layoff of current employees. This strategy also comes with some major implications. A large scale layoff would tarnish the image of Global Communications which prides itself on it loyal employees. This will also affect the overall morale of the company’s employees and affect the retention of talented employees. Global Communications plans to relocate some of its employees to different branches of the company including the consumer call center. This option comes with a 20% pay cuts. This has been address with strategy to increase pay over time. Global Communication’s leadership team did not communicate nor involve all key stakeholders. They left the employees and the union completely out of the decision-making process. This was ethically wrong especially in decisions that directly affect them. Subsequent meeting with the union representative left things even more unresolved. This created a trust issue with the leadership team. Considering the last negotiations where the employee took a cut in education and benefits and now a pending layoff. This created an issue in distributive negotiation. These issues also left employees leery of the leadership’s view on social responsibility. Global Communications’ leadership team did not work together to find common ground. Each member’s values and priorities were different and contradicting each other’s. No one considered the company’s beliefs and vision. Changing the company’s organizational structure without an established vision is not likely to be successful.

Stakeholder Perspectives/Ethical Dilemmas

Katrina Heinz, as Global Communications’ Chief Executive Officer, She is key in the decision-making part of the leadership team. Increasing both revenue and profits through more aggressive globalization is her primary objective (cite). She is very interested in redefining the company by revamping the technical services. Being fair and loyal to the employees are in her plans but those issues take a back seat to her objectives. Her integrity becomes a major issue with the decision to withhold information from the union and the employees.

Sy Rodriguez is the Executive Vice President of Consumer Marketing and Sales. He is focused on the social responsibility of the company to its employees. His views conflict with the plan to outsource. Unfortunately, Sy does not offer a solution to this issue in the meetings. Sy does effectively remind the leaders of the responsibility the company has to its employees.

Nancy Everhardt is the Executive Vice President of Small Business and Marketing Sales. Nancy is committed to the outsourcing plan and globalization of the company by any means necessary. Her views will pose potential issues with the other stakeholders because she is not very concerned about the ethical and moral implications of the pending layoff.

Joel Thompson, the Executive V.P. of Human Resources and Public Relations, is a key stakeholder because he represents the company to both the public and the union. He is on board with the current plans of the company but is concerned with how the union will respond. Joel’s decisions to not include the