Global Communications - Gap Analysis

Global Communications stock value depreciated by 60% and they have lost their edge to an increase in competition. Global Communication believes that in order to gain a competitive edge to bring stock value backup will require expanding globally and acquiring more advanced technology. They decided in order to achieve these things will require opening up international call centers, laying offer employees through downsizing domestic call centers and cut relocating employees pay by 10%, even though these employees had already given a 20% cut in their health and education benefits. Senior leadership should have discussed with their employees the current state of Global Communications, explain what will need to be achieved to survive, and asked for their help to find solutions to reach what is needed. Global Communications instead created dysfunctional conflict when they could have had functional conflict that showed “support for goals of the organization” (Kreitner & Kinicki, 2004, p. 487).

Global Communications senior leadership team didn’t consist of all the key players when deciding the fate of the company. Senior leadership neglected to have a union representative on the team, figured they could smooth things over after the fact. Leaving the union out of the loop created major controversy and caused feelings of alienation. Flow of communication means the difference between night and day. The union feels they are not looked at as partners in the company. If the CEO would have thought about these things it could have created smoother negotiations and conflict resolution. The union could have contributed to Global Communications reaching its needed goals. If senior leadership team had the right players on the team, problems could have been diagnosed from multiple perspectives simultaneously, ensuring all relevant points of view were taken into account. Global Communications could have identified any major issues before they occurred for a win-win scenario. Much research has shown that when working as a team generates “commitment to quality and dedication to producing the best possible outcome” (De Janasz, Dowd & Schneider, 2001, p. 310).

Global Communications leadership neglected to trust in their worker’s loyalty to help the company achieve their goals of increasing stock value, advancing technology, and international expansion. Senior leadership should have worked at building camaraderie between workers, union, and themselves. They had within their position a diversity of knowledge, perspectives, ideas and skills. “Member from various departments derives their strength from diversity” (De Janasz, Dowd & Schneider, 2001, p. 313). Through this type of team they could create buy-in for a win-win scenario.

Stakeholder Perspectives/Ethical Dilemmas

Bateman and Snell (2003) described in their book, Management: The New Competitive Landscape, stakeholders are individuals and groups who are affected and can affect the achievement of the organization’s mission, goals, and strategies. McShane and Von Glinow (2004) explained

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