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Gap Analysis: Global Communications

Gap Analysis:   Global Communications
This paper will identify the gap analysis between Global Communications' senior management team and its union stakeholders and employees.   Global Communications' senior leadership failed to effectively communicate and consider all stakeholders values until their plans to introduce new services and reduce costs by outsourcing jobs to Ireland and India had been approved by the board of directors (McShane & Von Glinow, 2004, p. 354).   Their actions had a significant impact on organization behavior and organizational commitment due to job security fears (McShane & Von Glinow, 2004, p. 127-128).   The union lost trust and perceived management as trying to manipulate around current contract conditions and set industry precedence (Kreitner & Kinicki, 2003, pp 521-525).  

Situation Analysis
Issue and Opportunity Identification
Management failed to communicate effectively with the union and employees about its plan to market and transform Global Communications (GC) into a global corporation.   Management did not fully consider the ramifications to the union and GC employees when they planed to downsize domestic call centers and outsource to consumer call center overseas.   Management's failure to solicit or consider other options more inline with the company's motto "our competitive edge comes from our loyal employees" will likely result in reduced employee organizational commitment (McShane & Von Glinow, 2004, p.126).   The new CEO, Katrina Heinz's, comments to union VP, Maria Antez, "It's a nice reality check to get away from the 40th floor" and "we needed to keep the strategy private until we could sell it to the board" were clear examples of the personal and physical barriers to effective communication concepts (Kreitner & Kinicki, 2003, pp. 525-526) and .   The comments where indicative of a management team that was not in touch with its employees and their needs.  
Management now has the opportunity to salvage this situation,...