Problem Solution: Global Communications

Problem Solution: Global Communications

This paper will discuss the Global Communications scenario and use the 9 steps problem-solving technique to identify the issues, opportunities and look at who are the stakeholders. The paper will identify the goals that the company has and come up with alternative solutions. By evaluating these alternative solutions an optimal solution will be identified so that Global Communications can realize its vision.

Situation Analysis

Issue and Opportunity Identification

Telecommunication companies are struggling to stay afloat and are under tremendous economic pressures. Global Communications is under these pressures since its stock has been declining for the past 3 years from $28 dollar per share to $11. This decline is causing a strain in operations. The company decided that they needed to become a global company and have global presence. They have an opportunity to do this by outsourcing its technical call centers to India and Ireland. This emergent strategy is a good test trial before the company commits to the plan. The strategy is viewed as an ongoing process of constant learning, experimentation and risk-taking. Global Communications was also facing tension from the union members. Their relationship had been strained during the latest rounds of negotiations which resulted in educational and health-benefits cuts. Now that they are planning on outsourcing the union's jobs it is causing personal barriers between them. Global Communications had an opportunity to learn from their previous negotiations. The outsourcing strategy was not communicated well to Maria Antez, Vice-President of Technologies Workers Union. Katrina Heinz, Global Communications CEO, did not want to disclose the outsourcing strategy to Maria Antez. This caused communications distortion and filtering between Global Communications and the union members. Global Communications had the opportunity to include Maria in the beginning stages of the plan which could have offered a buffer between the company and union members. She could have also helped to convince the union members about the company's outsourcing plan. Hierarchical communications was evident between them. Global Communications did not allow for two-way communications amongst each other.

Before the announcement must be made to the various stakeholders, a communications plan had to be developed. One of the senior leadership members, Sy Rodriguez, pushed hard to get the other senior members to develop a communications plan. The men were aggressive in getting a communication plan developed, whereas the women wanted to take it one step at a time. This gender difference in communications is seen between them. The senior leadership team wanted to make sure that communications was not sent via the grapevine. The company has a reputation of treating their employees well and having loyal employees. Having the communications filter through grapevine would go against their principles. The employees and union members need to hear it from the executives first. Plus, the union worker and "employee may feel that company violated basic promises and didn't fulfill the psychological contract". (McShane & Von Glinow, 2004 p. 26).

Stakeholder Perspectives/Ethical Dilemmas

There were various different stakeholders involved with Global Communications. These stakeholders had their own interest, rights and values. The employees of Global Communications had the right to their jobs. Their interest is to make a living, get paid and to support their families. They had the rights to their employment benefits. The employees' values of honesty and integrity will be tested against the company's choice of outsourcing. The company has the right to make a profit. The dilemma occurs when Global Communications was not honest with their plans. The company's image of trust and integrity had been shattered.

Another stakeholder in Global Communications scenario was the union members. The union members had the right to their negotiated contract. The plan to outsource the technical call centers conflicted with the interest of the union members because they had the right to their job. This was part of their contracts. However, if the company does not outsource they cannot move forward towards their goal. This ethical dilemma may not be solved to everyone's interest.

The executive groups and board members were stakeholders involved in this scenario. Both had the rights to make sure that the company will be growing after the 3 year timeframe. They had the interest of the stockholders. Since the stockholders are part owners of the company, they want to make sure that company turns a profit which will give them a profit. The stockholders' attitude of do whatever it takes conflicts with that of the employees and the union. This attitude had no consideration for the employees and union's well-being. This dilemma can be solved through good communications and active listening. "Active listening is a process of actively sensing the sender's signals, evaluating them accurately, and processing appropriately." (McShane & Von Glinow, 2004, p. 24).

The last two stakeholders involved were the supplier and customer of Global Communications. The suppliers have the right to make sure they have continued business with company. The customers, on the other hand have the right and interest to excellent and quality customer services. The quality of service could be compromised if the communication barrier is not addressed. For example, the foreign workers should be understandable to the customers.

Problem Statement

Global Communications will implement a global strategy in order to increase profits while aligning with key stakeholders.

End-State Vision

Global Communications is viewed by the market as a global leader in telecommunications industry. The company provides an end-to-end solution for the customers that include low price and excellent customer service

Alternative Solutions

The status of Global Communications is unstable. Their stock price has depreciated quite considerably; there is too much competition and operation costs are high. The company is downsizing their domestic call centers and outsourcing its technical call centers to India and Ireland. Their ability to communicate to their employees and union members has been strained. The gap between where they are now and where they would like to be (globalization

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