Gap Analysis Global Communications Final Report

Gap Analysis: Global Communications

Foundations of Problem-Based Learning

Gap Analysis: Global Communications

The dynamics associated with the Global Communications environment centers on a lack of organizational communications with the various stakeholders. Elements that affect the organization are conflict continuums (Kreitner & Kinicki, 2004, p. 487), deficits in organizational commitment concerning job security (McShane & Von Glinow, 2004 p. 128), and organization politics (Kreitner & Kinicki, 2004, p. 575) that propagate distrust among stakeholders.

Situation Analysis

Issue and Opportunity Identification

Global Communications failed to involve critical stakeholders in the direction of a plan for success with the company future. Global Communications did not genuinely discuss the concerns in advance with the Global-Union to listen to the concerns from the collective bargaining membership as well as entertain additional ideas that Global-Union may have suggested at a win-win scenario. (Kreitner & Kinicki, 2004, p. 487)

Global Communications has an opportunity to develop more constructive integrative negotiations (Kreitner & Kinicki, 2004, pp. 503-505) with Global-Union to solve problems facing the corporation.

Global Communications did not adequately recognize the impact this type of reorganization would have on the current workforce or the collective bargaining unit that represents members. Employees would display a reduction in organizational commitment (McShane & Von Glinow, 2004, p. 126) due to the betrayal felt at the outsourcing of their jobs. Global Communications has limited time to rebuild a level of trust with the employees due to the lack of communication present prior to the decision to outsource jobs.

Global Communications mismanaged the communication with the organization and unintentionally promoted a level of dysfunctional conflict (Kreitner & Kinicki, 2004, pp. 487-488) with the apparent lack of consideration to the company employees and the sacrifices made during contract negotiations. Global Communications managing executives have an opportunity work on more functional conflict management if Global-Union is willing to participate.

Dysfunctional organizational politics (Kreitner & Kinicki, 2004, p. 575) has a significant impact on the mistrust between Global Communications and Global-Union. The executive managers decided to present a one-sided plan to the board of directors and did not ask for input from Global-Union. In doing so, Global Communications has an opportunity to seek out a collaborative solution with Global-Union and modify the existing plan.

Stakeholder Perspectives Ethical Dilemmas

The various stakeholders of involved in the Global Communications scenario are varied. One stakeholder is shareholders', this group has a vested interest in seeing the company become more profitable and yield a good return to the hard earned investment dollars. Shareholders are entitled to the assets of the corporate and therefore expect the managing directors and board members to act with due diligence to grow the company. Shareholder values focus investments and the success or failure of those investments. Shareholder values could compete with the company directors and disagreement of the company's future direction.

The executive managers of Global Communications have a variety of interests in the company's success. First, many managers receive excellent compensation for effective corporate success. Second, managers derive a series of esteem needs from undertaking the complicated tasks of overseeing a large corporation and being successful. The right of the managers to make decisions without undue influence is paramount. Managers value autonym, independence and flexibility to manage the company and pursue success.

Global Communications workforce has a vested interest in a successful corporation to provide each employee with a means to earn a wage, support his or her families and provide employment security. Global Communications workforce have rights to be lawfully treated, receive just compensation and the opportunity to pursue promotions. The values that each employee subscribes to with respects to Global Communications may vary from the desire to perform well, support the organization or of a personal nature.

Global-Union, a collective bargaining organization associated with the corporation workforce, has an interest in equitable treatment, expansion and success of the membership. Global-Union desires to have open and honest communications with the executives of the corporation in order to have the company and its membership flourish. The rights that Global-Union are entitled to pertain to the collective bargaining contracts that have been negotiated in good faith with the corporation. Global-Union has expectations of being treated as an equal partner in the future of Global Communications.

Finally, the customer has significant interest and impact on the success of Global Communications. Customers possess the buying power and determine what products or services will be purchased from the corporation. Customers have the right to excellent services, high quality products and dependable customer service. Customer values are not dependent on an organizations internal issue. Customers seek out the best value for their money.

End-State Vision

Global Communications will realize a growth in market share by expanding into international markets and by providing new innovated products and services. Increases in profitability will be realized by reducing operating costs due to labor cost reductions. New employees will provide a high-level of service to customers due to extensive training and a desire to achieve difficult tasks (Kreitner & Kinicki, 2004).

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