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Global Communications Benchmarking

Global Communications Benchmarking

As companies such as Global Communications respond to their economic environment, they must take steps to determine their fate and not allow the environment to dictate their success or failure. Leaders of these organizations must adjust their focus and establish a strategy to proactively respond to the changes in the industry. They must identify their weaknesses and refocus their goals. The companies’ actions, whether it is expanding a product line, reducing operating costs, replacing key players or taking measures to grow the customer base and increase customer loyalty and trust, must be quick and contingency plans should be in place.

With the business culture today, many companies are expanding their business globally, which requires new technology and constant upgrades to remain competitive. Businesses such as Global Communications must evaluate the needs of all stakeholders, including shareholders, employees and consumers when developing a business solution for the future within today’s culture. Communication, ethics, collaboration and customer service are just a few of the concepts the telecommunications company must keep in mind when moving forward.

Analysis

Communicating honestly, fully, and regularly is most important when assessing Global Communications’ situation. Similar to companies such as Nucor and AT&T, Global Communications must communicate to employees as early as possible, even when the need for downsizing is just a possibility. In addition to the “need to know” requirement that causes little information to spread, Global Communications’ human resources should not assume that it is important to shield employees from upsetting information or adding fuel to the fire. For example, Cook (2003) writes that even though AT&T had not confirmed it publicly, employees knew about impending IT layoffs months before they were to reportedly occur. If Global Communications is truly interested in assisting its people, it would supply as much information as possible as early as possible so that employees would make important decisions on a more informed basis, such as contemplated major expenditures. Dell Computer also recognized the importance of effective communication for customers and employees to becoming a leader in their industry.

Global Communications must also institute various strategies to retain valuable team players which will be relocated to the consumer center. Global Communications could improve its condition by developing an objective to retain valued employees which could be realized if its attention is geared towards amplifying employees’ organizational commitment and job satisfaction (McShane, 2004). To build organizational commitment, Global Communications will concentrate on rendering justice and support, job security, organizational comprehension, and employee involvement. Global Communications’ organizational success is contingent upon management’s ability to address the worries and fears of team players. Concern for the wellbeing of each team member can be demonstrated by implementing several strategies, such as employee surveys. The surveys will allow Global Communications to measure job satisfaction, identify ways to improve satisfaction, and reduce the likelihood of turnovers among valuable team players.

After conducting surveys, the human resource department can conduct focus groups to obtain a deeper insight into what the employees want. Discussions focused on what specific actions would make the bigger difference can take place. Additionally, Global Communications can create a special retention program specifically for employees, offering flexible schedules with several options, training and development (tailored to the competency deficits of each employee), and a specialized performance-based bonus once the organization realizes financial goals.

Conclusion

With the advancement of technology and the drive for globalization, it is imperative that companies maintain a level of stability in order to keep up with the current trends and ever-changing markets. Global Communications, and companies like it, cannot survive unless it can ensure the greatest availability of products and services in order to provide today's society with as much, if not more, flexibility than the competition. In today's business culture, companies must collaborate where possible and strive to maintain a high level of excellence. Many different components of what makes a company the best must be considered. The rationale behind being the best must include employee and customer satisfaction, cause and effect benefit analysis, marketability and competitiveness.

The ideas used by most of the major companies vary from changes in company name, practices and management to oursourcing and networking with other companies to not only become the most competitive, but to band together to survive this new global era in business. A company like Global Communications could learn from a variety of businesses, both inside and outside of the telecommunications industry, in order to create and maintain a high level of excellence, while keeping costs as low as possible.

Dell’s Organizational Commitment and Communication

While a freshman at the University of Texas, Michael Dell founded Dell Computer Corporation in 1984 with only a startup capital of $1,000 dollars. He began buying computer components and assembling them into complete, high-end PCs, which he then sold to friends and classmates. Michael Dell kept in mind the key concepts of problem-based learning, and within a year had sold over $20 million. In 1985 due to the complexity of the managerial situation in keeping in mind the Stakeholder’s needs, Michael hired Lee Walker as President and COO, and assembled a dynamic Board of Directors, including Admiral Bobby Inman who was an Executive Director of the CIA, and Tracor founder George Kozmetsky. In 1987, with revenues of $169 million, the company made a determined push to move away from replica companies. This push was comprised of three parts: 1) Changing its name from PCs Limited to Dell Computer Corporation, 2) A key initiative to develop strategic alliances, and 3) the hiring of Glenn Henry, an IBM fellow, to drive development of unique and high performance products. (http://www.wgss.com)

Dell then went on the attack against Compaq and its dealers by using their weakness in their real-time dimensions of communication. This