Gap Analysis:Global Comm

Gap Analysis: Global Communications

In the pursuit of improving the confidence of their stockholders, Global has initiated a two-pronged approach to boost sales and reduce costs. However, Global failed to use integrative negotiations with the union to develop this plan, they were myopic in their decision making approach (Hoch, Kunreuther, and Gunther, 2001), and they failed to keep the communication lines open and free of barriers. This created a gap between Global and the union, and between Global and its stockholders, as they have alienated the union and employees from plan. These alienations have created disparities that require corrective action.

Situation Analysis

Issue and Opportunity Identification

Global did not communicate with its employees and their union prior to making the decision to implement the restructuring plan. GC needs to develop an intranet or email system to better inform its employees and the union which would lead to increased performance and greater profitability. "The point here is that we need to be sensitive to the symbolic meaning of the communication medium to ensure that it amplifies rather than misinterprets the meaning found in the message content," (McShane and Von Glinow , 2005 , p. 334). GC was slow in getting the word out and may have "let the cat out of the bag" before the plan was implemented. GC's non-communication strategy has strained their union relationship. Global needs to pursue an assertive style that "is based on the Ð''ethical notion that it is not right or good to violate our own or others' basic human rights, such as the right to self-expression or the right to be treated with dignity and respect'," (Kreitner and Kinicki, 2004).

Global Communications senior management did not evaluate their relationship with their employees and the union. GC needs to develop a plan to include their employees and union to better develop plans to reach GC's goals. "A distributive negotiation usually involves a single issueÐ'--a Ð''fixed-pie'Ð'--in which one person gains at the expense of the other. For example, haggling over the price of a rug in a bazaar is a distributive negotiation," (Kinicki & Kreitner, 2004, p. 503).

GC did not focus on long-term effects. GC needs to be more reflective and not hasty in its business decisions. This was not a crisis situation and therefore, should have had more consultation with the union and more time spent on making the decision. "When the decision maker feels pressure to resolve a crisis situation, he will make a decision focusing on the short-term problem," (Hoch, Kunreuther, and Gunther, 2001, p. 111).

Stakeholder Perspectives/Ethical Dilemmas

Ultimately, the stockholders have the greatest stake as they have ventured out to fund Global. This stake creates accountability for the senior management for a profitable company.

Management must negotiate responsibly for the welfare of the other stakeholders as well. The senior leadership team must respect and negotiate with the union to promote a fair and ethical contract for the employees. The union and the employees are owed a duty of social responsibility by the senior leadership team in their capacity of decision making as it affects both the union and the employees.

End-State Vision

After properly implementing a process for decision making that involves reflective thinking, GC will be better prepared to solve those problems which present themselves in a non-crisis way. Senior management will be more confident and the decisions they make will encompass a broader solution.

Global Communications