Gap Analysis Global Communications

Gap Analysis: Global Communications

Gap Analysis: Global Communications

As a result of increased competition, Global Communications is under pressure to regain its position as a leader in the telecommunications industry. The senior leadership team was forced to come up with a plan to cut-costs and realize growth. This paper will analyze the situation facing Global Communications by identifying the issues and opportunities facing the company and through analyzing the stakeholder perspectives and present ethical dilemmas. An end-state vision will be given for the company that will outline where Global Communications wishes to be. Lastly, a gap analysis will be done to determine the changes that are needed by Global Communications and the challenges these may present. Several tables will be used to help manage ideas and outline the information for each section of the paper.

Situation Analysis

Issue and Opportunity Identification

As a result of competition and the introduction of package deals by cable companies, the stock value of Global Communications has dropped significantly over the past three years. By taking a creative approach, Global Communications has the opportunity to regain its strength in the marketplace by introducing new services. The company has taken the first steps towards a successful future by creating alliances with satellite and wireless providers as part of their plan to realize growth. The second part of Global Communications plan is to outsource technical call centers to India and Ireland in an effort to cut-costs. The opportunity presented here is an increase in profitability. The downside is the impact this will have on thousands of domestic employees. Most will be laid-off while some will be relocated. The employees who are relocated will receive a pay-cut. Decrease in employee morale and productivity are expected. Due to lack of effective communication, the Technologies Workers Union found out about this plan through the grapevine. “Employees develop more negative attitudes toward the organization when management is slower than the grapevine in communicating information” (McShane & Von Glinow, 2005). The Union is in disagreement with this strategy and plans to take action using all available resources.

Stakeholder Perspectives/Ethical Dilemmas

The stakeholders of Global Communications include the senior leadership team, stockholders, and employees to include the Union. One of the rights for each of these groups is to be kept abreast of company information. This fell short when the plan to outsource was approved and the Union was not informed about it. The Vice President of the Union stated, “Before making this move, all avenues should have been exhausted” (University of Phoenix, 2007). The Vice President of the Union should have been made part of the decision-making process. Another right of the stakeholders is for the perspectives of each of these groups to be heard. This right was also violated by the lack of communication between the senior leadership and the Union.

Employee satisfaction is an interest of the senior leadership team. This can be seen by the concern shown by members of the team and the listing of incentives for employees to stay. How the company is performing is an interest of each of the stakeholders. Information about the company’s stability and plans for the future should be made public. The plan to cut-costs and outsource services has created an ethical dilemma for Global Communications. “Headquarters is calling this move unethical, a ploy to manipulate around the current contract conditions” (University of Phoenix, 2007). Additionally, the lay-off of workers is a problem that cannot be overlooked. In the end, a balance needs to be found with the interests, rights, and values of each stakeholder group in mind.

End-State Vision

“Backed by committed employees, Global Communications will be an international leader in the

telecommunications industry”

The following SMART (specific, measurable, attainable, realistic, and timely) goals have been

developed to support this vision:

• Become an international leader in the telecommunications industry in 3 years.

• Increase profitability by 60% from cost-cutting measures such as outsourcing in 2 years.

• Provide new services and create alliances with wireless and satellite providers within 1

year.

• Increase company stock value by 90% in 4 years.

• Continue the philosophy of “Our Edge Is People” by improving the relationship between

the leadership and the Union.

Gap Analysis

The underlying problem faced by Global Communications is how the company is performing in a market saturated by competition. The focus of the end-state vision is for Global Communications to become an industry leader. In order to close this gap, Global

Global Communications needs to determine what changes need to be made and the challenges these changes will present. This can be done by developing an outlined plan that includes growth strategies as well as an effective communications plan. “Effective communication is critical for both managerial and organizational success” (Kreitner, & Kinicki, 2004). The communication issue faced by Global Communications must be dealt with prior to implementing the plan. The challenged faced here is keeping a balance between the stakeholders. Future negotiations with the Union should happen before any decisions are made.

Global Communications philosophy is “Our Edge Is People.” In order to uphold this philosophy, Global Communications needs to provide incentives for employees such as retention bonuses and interesting job offers. The implementation of call-centers overseas can create problems if not analyzed carefully. Global Communications needs to think about the cultural differences between the United States, India, and Ireland. “In a world

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