The key stakeholders in this situation are small businesses and consumer customers, the shareholders, the leadership team, the Board, the Union, and the employees – specifically the call centre representatives. Each has different interests, rights, and values, which may be conflicting in rights and ethical dilemmas.
The small businesses and consumer customers are key stakeholders who want exceptional, value based, services, which are competitive within the communications industry. Their interests are personal, as they want the best service, at the best, quality and value.
They want what is available to others and by others for local, long distance and international telephone service. The shareholders are ultimately interested in the value of their share as it has dramatically declined recently. They will hold the board and organization accountable. As shareholders they have varying interests and ethical dilemmas. It is individual, as to what they may value in holding the shares, and their ethics will also be varying.
Some shareholders may not want to be responsible for laying off employees, or moving to another country.
Some may only want to do what will increase their share value. The Board of Global Communication is ultimately responsible and accountable to the shareholders, and for creating a successful business. Their interests are intertwined with what their shareholders want and what their market demands. They will also have very differing values and ethics. The Executive Leadership Management for Global Communications is interested in meeting the organizations goals and values. They must ensure that the company operates smoothly and is in line with the strategic decisions.
Their rights are as employees but their values will also be varied. The employees of the organization, specifically the call centre representative, are key stakeholders in this situation. They will be affected by the implementation of the decision and plan. They will have varied values, but their rights as employees will be significant. They will exercise their rights through the union, if they are all unionized. The last and final stakeholder group, made up of employees, but formerly organized, is the union. Their interests are in ensuring fair and equal treatment for them.
Their collect rights will be significant, as previously mentioned. Their value will be fairness, honesty, and ethically sound. Problem Statement Global Communications aspired to increase share value by developing the tools required for successful decision making practices. In order to increase share value by 10% within one year, they must adopt organizational practices that include information gathering and research of market intelligence, create a governance plan, and lower operational costs by 15% moving the call centre to India and Ireland.
End-State Vision Global Communications vision is to become the leading telecommunications organization by 2010, by leading in share value as compared to competitors’ share value. They may accomplish this further through a global market, in India and Ireland, and efficient operations reduced by 15%, while supporting employee retention and satisfaction, through effective information and research, governance planning, surveying, and a move to India within the next year.
Based on benchmarking of other industry member competitors and other organizations that have attempted to achieve success while faced with similar issues, Global Communications had many alternative opportunities to create solutions to their problem. Bell Canada Enterprises is a competitor in the communications industry to Global Communications. They have achieved good share value and have managed to increase it (Bell, 2008). Global Communications can develop their decision making skills by adopting a governance plan that may include roles, responsibilities, and values.
They may use this tool to engage their key stakeholders and assist them to know what is expected of them. With a better understanding of roles, responsibilities, business plan, goals, and values they will make stronger decisions that will lead to better operating business and translate to increased share value. Additionally, Dell, was also able to achieve success in the global market and made a move to into India. They completed much research prior to making their decision to move into the Indian market, as well as to their ‘just in time’ approach to operation plants there (Kannan & Jagannathan, 2006).
Dell supported the `Just-in-time’ concept for India operations, which meant that a production base would enable the company to deliver products faster to its Indian customers. The decision of the “Just-in-time company” would likely open the gates for a wave of manufacturing, especially in the area of electronic items (Kannan & Jagannathan, 2006). They may also conduct more detailed research prior to making significant decisions like moving to India, and laying off their staff.
They would have the opportunity to gain support of their decisions if they had more information to support their decisions. Global Communications can improve the predictability and the consequences of their actions, like Dell, thus leading to a more successful organization. “Uncertainty means that the manager has insufficient information to know the consequences of different actions” (Bateman & Snell, 2004). The issues IBM faces include increased competition and issues surrounding outsourcing to offshore companies, which are similar to the issues Global Communications is dealing with.
However, IBM is a strong company and the actions taken to prevent these issues have resulted in success and profitability. To reduce costs and improve efficiency IBM has expanded to markets in North America, Europe, India and China. IBM’s Indian based operations have increased revenues of 37% per year, and given IBM access to the Indian market (Datamonitor, 2007). The future prospects outsourcing of company services brings to the profitability and expansion capacities of the company are significant as is also projected for Global Communications.
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