Global Communications Gap Analysis

GAP ANALYSIS: GLOBAL COMMUNICATIONS

Gap Analysis: Global Communications

Davin Ramsaroop

University of Phoenix

Gap Analysis: Global Communications

In an increasingly global economy, superior leaders demonstrate the ability to communicate clearly by reducing barriers to communication, and listening effectively. This is especially important when communicating change. Ideal communication strategies focus on the message, the method of delivery, the timing, and the importance of the information being shared with various parts of the organization (Hodges, 2007). Without special attention to these details, a large corporation will risk alienating its employees and creating an unfavorable work environment in which trust in senior management is challenged.

Situation Analysis

Issue and Opportunity Identification

Global Communications is in the midst of a financial crisis. Its stock value has plummeted by over 50 % over the past three years and they are losing market share to local, long distance and international market competitors. Making matters worse, deregulation of the telecommunications as allowed cable companies to now offer complete phone, computer, and television packages, consuming more of the already highly competitive market by synergizing two historically separate industries, telecommunications and satellite/cable provider. Global Communications (GC) has decided to take a more aggressive approach at globalization in an effort to become more competitive on the local and international level. The Senior Leadership Team at GC has recently received approval from their board to aggressively pursue partnerships with a satellite and wireless provider to compete at the local level. The team has also gained approval to move their technical call centers to Ireland and India, cutting GCЎ¦s costs by nearly 40% and take steps to transform into a global corporation within three years.

Global Communications recognizes the need to expand globally for long-term survival will be at the expense of domestic jobs. Senior management needs to effectively communicate the new strategy in a way that addresses the employeesЎ¦ concerns and the UnionЎ¦s. The impact in this hierarchal communication will be greatly influenced by the timing and content of this message. Hierarchal communication involves information exchanged downward from manager to employee and upward from employee to manager (Kreitner & Kinicki, 2003, p. 540). GC can minimize the negative fallout from layoffs by exploring other options for their employees and satisfy the UnionЎ¦s needs. Senior Management must make a determination of how to communicate the organizational change to the Union which is high in media richness. Due to the high complexity of the situation (corporate reorganization), which is often ambiguous, unpredictable, hard to analyze, and emotionally laden (Kreitner & Kinicki, 2003, p. 538), the management team should personally let the Union know in a face-to-face meeting. Using this type of communication channel allows senior management to simultaneously use multiple communication channels (verbal and nonverbal), receive immediate feedback, and customize the communication to suit the situation (McShane, 2004, p. 332).

Maria Antez, Vice President of the Technologies Workers Union and longtime liaison between GC and the Union for the past 10 years, was not included in the decision to implement the new strategy of globalization. As a result, Maria and the Union do not feel the company is making decisions in the best interest of its employees. This has created a personal barrier of mistrust and will complicate senior managementЎ¦s ability to communicate the change without angering the Union and its representatives. Kreitner and Kinicki explain the level of interpersonal trust between people can either be a barrier or an enabler of effective communication (2003, p. 525). In this situation, communication is more likely to be distorted when one party does not trust the other. Additionally, Maria was also made to look foolish and lost credibility as she shouldered the bulk of the blame in recent union meetings. This created another personal barrier to effective communication, as MariaЎ¦s ego made her less receptive to the new strategy. Egos can lead to political battles, turf wars, and pursuit of power, credit, and resources (Kreitner & Kinicki, 2003, p. 525). MariaЎ¦s ego is also influencing how she treats the senior management team as well as her receptiveness to being influenced by them.

Stakeholder