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Global Gap Analysis

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Gap Analysis: Global Communications

Problem solving is a process. The process has to be carried out in steps in order to come to a sufficient resolution. This analysis demonstrates multiple issues and opportunities. The issues; however, not the problem they exists. Issues have to be assessed to make critical decisions. This analysis reveals the situation, end-state vision, and gap analysis and end-state goals. Tables 1, 2 and 3 serve as a tool to guideline the scenario. These issues may have been there from the start, but only realized when tragedy arose to demand immediate attention.

Following the 9 step process to problem solving, many issues are prevalent in the Global Communication's scenario. Framing the right problem can be difficult if one is viewing at face value. Some of the issues were not as obvious; however, upon conclusion three issues stand in the forefront. Organizational Communication, Ethics and values, and conflicts in negotiations are prevalent.

Situation Analysis

Issue and Opportunity Identification

There a many issues going on at Global Communications since its senior team's plans for outsourcing was approved by the board. Global Communication is experiencing industry wide issue of economic pressures. Industry competition has driven Global Communications to take a much more aggressive approach to the company's profitability. Three years ago Global Communication's stock traded at $28 per share, today the stock is valued at $11, more than 50 % depreciation. Stockholders doubt Global Communication's ability to pull itself out of this dilemma and advance to the forefront of the industry.

To combat this economic dilemma, Global Communications has developed an outsourcing plan. The plan suggests a two-prong aggressive approach to introduce new products and implement cost-cutting measures to improve profitability. As a result of this new outsourcing plan, Global Communication, the senior leadership team, and stakeholders including employees are faced with multiple conflicting issues.

Stakeholder Perspectives/Ethical Dilemmas

Looking at coursework concepts, there are some dysfunctional conflicts present in the scenario. Dysfunctional conflict threatens organization's interests. (Kinicki & Kreitner, 2003, p.487) The conflicts in this scenario from the senior team prospective is constructive and functional; however, dysfunctional in the sense that their lack of communication and decision making plans for outsourcing may threaten the company rather than improve.

Global Communications unwillingness to communicate with Technology Worker's Union illuminates lack integrity and honesty. Technology Worker's Union believes Global is using this as a ploy to work around current contract conditions. Global Communication says they are working in the best interest in their employees; however, profitability is number 1. Union talks are not welcomed.

Global Communication's board and senior team has the task of accountability, integrity and honesty to all their stakeholders. Social responsibility is at stake because of poor planning, ethical and communication conflicts. With current conflicts, stockholders, employees and other stakeholders such as customers are facing monumental threats. Employees are seemingly being used as pawns suffering repercussion from the outsourcing plan and the union's inability to communicate on their behalf.

Unfair practices and conflict handling styles play a part in the matter as well. Katrina Heinz, Global Communication's Chief Executive Officer, has a dominating conflict handling style. This style is often called forcing because it relies on formal authority to force compliance. Dominating is appropriate when an unpopular solution must be implemented, (Kinicki & Kreitner, 2003, p.500)

End State Vision

In order that Global Communications reach its goal to become a truly global resource, Global will embrace a code of conduct and create a rich communications environment amongst its employees and other stakeholders. This communications environment will produce fairness, equity, honesty and integrity of information, products and ethical standards. Global Communication will set precedence and be a benchmark for globally while improving company performance.

Gap Analysis

Currently, Global Communication's issues are far from being resolved. The company's unwillingness to communicate with Technology Workers Union creates more complications to Global Communication's problem. Global Communications has built an unethical framework in ineffective communications, and conflicts in negotiations that threatens the interest of employees, stakeholders and other parties. Global Communication's goals are to become a "truly global resource"; however, communication has a "significant effect on organizational performance." (McShane, 2004, pg. 324)

To bridge this gap the coursework concepts of organizational communication and conflict in negotiations have to be implemented to motivate change. Good communication fosters employee loyalty and commitment. Communication with stakeholders, employees and other parties of interest, promote good ethical conduct. Considering the course concepts, Global Communications will need to change the way they communicate. In other words, the line of communication has to be open in order hear and embrace change.

Changes in the senior team would require redefining end state goals to show where the company is headed and how it plan to get there. A code of conduct would have to be developed and implemented in a standard operating procedure to help decrease communication barriers and conflicts in negotiation. A new look at the company's goals and possible changes in the outsourcing plan would have to be instituted.

The inclusion of Technology Worker's Union and the union's liaison, Maria Antez is imperative. Including the union may help soften the blow to those employees who will find themselves out of a job, and the one's who will suffer pay decreases in relocation. The required changes would present huge challenges with the senior team and board. Katrina is willing to sacrifice employees for the sake of the outsourcing plan and its proposed profitability. Changes to the current dynamics would mean the loss of profits and the possible closure of the company in the eyes of the senior team and the board. The obvious undercurrents of the outsourcing plan if not addressed can capsize the company.

The end state goals require effective communication

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