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Outsourcing practices
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Situation Analysis and Problem Statement: Global Communications The realm of communications within a global economic environment is critical because of how critical effective communications has become in comparison with corporate operations. Global Communications (GC) while finding it necessary to adopt a radical business strategy in order to stay competitive, seems to have relegated the importance of communication among its corporate stakeholders to one of convenience and commonplace. GC is currently faced with a more than 50% loss of capital valuation on the stock market and is faced with increasing competitive pressures from a myriad of smaller, more nimble competitors in the telecommunications industry. In order to meet these competitive pressures, GC, and its executive staff, has devised a strategy whereby several of its call centers will be outsourced to both Ireland and India resulting in the lay-off of a considerable number of staff. Additionally, GC has intends to partner with a satellite communications provider to move into wireless services and intends to realize up to 40% savings on a per call basis by relocating its technical call centers overseas. Issue and Opportunity Identification The primary issue for GC is whether to risk alienating a majority of its retained employees by the threat of further lay-offs as well as the scheduled reduction in pay for the remaining call center employees who will be retained. Clearly, while competitively attractive, this strategy risks affecting the operational integrity of the company based on its stated belief that its employees are one of its most valued competitive advantages. The opportunities are two-fold for GC: 1) the value for the company in reducing some of its operating costs by 40% or more is cannot be overstated, and 2) while perhaps finding it necessary to undertake such a strategy, GC's executive leadership had an opportunity to involve the union and its leadership in the decision-making process and allow them to understand the long-term necessity of some of these decisions.
Poole, c. a. (2005). strategic organizational communications in a global economy. belmont ca: wadsworth cengage learning.
Since key personnel of other companies are certainly going to face the risk of losing their jobs if they decide to accept the K.I., Koke International, 50 percent raise, then Vicky must consider the key personnel’s right to be informed about the aftermath of such a decision. Wendy McGee, Vicky’s boss, has made it clear to her senior staff members that key personnel of the other five player companies will be fired once they finish training K.I. employees. Vicky must consider the fact that those key personnel have the right to be informed about K.I.’s future plan, which will affect their careers.
I believe that Global Communications did not take their consideration into the customer service side of the business. In my opinion, what lead up to Global Communications being in this situation and the stocks decreasing and put the company in the red was due to the bad customer service which caused them to look at the lay-offs and going overseas for lower wages.
While keeping economic foresight Orange Industries leaders need to draw out a statement describing the desired the organization feels they need. Included in this statement there must be a declaration of the relationship Orange Industries is striving for between union and management. This signed document will then communicate and guide the organizations effectiveness. “The staff will work together as a team to create a long-term vision for direction organization change that will include a shared set of long-term goals and a set of norms or guiding principles” (Schuster, M. H., & Kesler, G. C. (n.d.)). Buy-in from all parties is essential since our goal is to build cooperation between management and union.
When analysing the dispute between the XXXX workers, United Voice (union) and management, it is clear to see that the leading causes for the argument is over a new enterprise agreement (Financial Review 2018), workforce replacement
After reading the case study, it is clear to see that there are several manifestations of various problems that can be related back to the HRM within the call centre system of BT. The most obvious are the complaints about the staff working conditions in these centres, which were dubbed as oppressive' by the CWU (Communications Workers Union). This eventually resulted in the 4,000 Union members voting to go on strike for the first time in 13 years (Financial Times, 23rd Nov, 1999). Examples of the poor conditions highlighted by the members included; inadequate staffing levels, high surveillance and frequent target changes (Caulkin S., 1999). These factors resulted in the call centre staff being over burdened with work in the absence of an adequate level of staffing. As well as having to make up for the shortfall in staff numbers, the staff were often set what they felt were unrealistic performance targets. Another complaint from the union members was the fact that although BT employed 8,000 staff in all of its call centres, there was almost as many agency staff employed as union members. They felt that BT deliberately employed this tactic because agency staff are not entitled to the same pay, pension and redundancy rights as the permanent unionised employees. These problems caused the employees a great deal of stress, which resulted in high levels of absenteeism, high staff turnover and even musculo-skeletal disorders in some cases (Financial Times, 30th Nov., 1999). One such case even resulted in 13 employees taking legal action against BT over health complaints (Darby I., 2000). BT claimed that the industrial action had a minimum impact' on their service a comment that fuelled the anger of the union members as it was in essence devaluing the enormity of their actions.
Yates, K., & Beech, R. (2006). Six crucial steps to effective global communication. Strategic Communication Management, 10(5), 26-29.
The anti-union campaign strategy was capped by the letter written by SGA’s owner to the company. This letter implored employees to reject the unions and work together to craft solutions to the company’s problems. The intent of this letter was to provide a powerful reminder of the Anderson’s family history, the relationships fostered by SGA, and a commitment to continue in the same manner (Nkomo, Fottler, & McAfee,
Global Communications is a company that needed a new strategy in order to compete with its competitors. The telecommunication industry was flooded with the addition of cable companies joining in their market. Global Communications was financially in a decline and had already asked union workers to give up a percent of their benefits in order to help. The union did so willingly in order to preserve the future of their jobs within the company. The company brought in new executives to try and come up with a plan to save the company from its decline. The senior leadership team came up with a strategic plan to compete with the telephone and cable companies. They obtained approval to implement the plan, but not without problems. The senior leadership team did not consult or divulge any of their plans to the union representative or the employees prior to their approval. Their plan included outsourcing some of the work overseas which would reduce cost but also cut jobs within the company. The senior leadership team needed the support of the union representative in order to explain to the worker's what the company's plans were and how it would affect them. The union representative was upset she was left out of the communications and had to hear it from her superiors. Global Communications needed the employees to grow and increase profitability; however they could not reach an agreement and Global Communications implemented layoffs. The union is discussing what action they will take to stop the outsourcing plan that will set precedent for the whole industry.
In addition, One.Tel had low complexity that is determined by having unclear job tasks and responsibilities. As there is no organizational chart, the relationship between the employees could not be determined and the job descriptions were ambiguous. Understaffing, which often happens, and many called from customers were left unanswered, led to the long-term decline in sales, as there was frustration among the customers. No rules and procedures in handling account and customers complaint shown that One.Tel was lack of formalization in operation. One.Tel also did not run its divisions’ function properly. There was no right procedure in training staff and it recruited young inexperienced staffs. It also had disorganized billing system and financial account.
The events that led to the changes Global Communications are making came about with the shift in technology and the competition within the telecommunications industry. With companies able to compete globally, there is too much competition within the industry from other telecommunications companies as well as cable companies who can offer all the same services. With increased companies offering a wide range of services, Global is forced to cut costs in order to compete effectively and increase profitability. To this end, Global Communications senior management has come up with an approach to outsource some of their call centers to India and Ireland and expand new services to small business and consumer customers. Global also joined with a satellite provider to offer video services and a satellite version of broadband. This will mean job cuts and a reduction in salary for employees who remain and are relocated. The plan was accepted quickly and now management is under the gun to communicate the changes effectively to the employees without risking a morale problem that could affect productivity. Also, since the employees belong to a trade union and the union was not involved in the process of negotiating these changes, Global has to consider the legal and public relation implications of not fulfilling their contractual obligation to the trade union.
This scenario is a possibility with today’s world. People are too reliant on their phones and tablets. If this scenario would happen, people would be panicking because they wouldn’t be able to snapchat and use other apps on their phones.
Globalization of the world’s industrial economies greatly enhances the value of information to the firm and offers new opportunities to businesses. Today, information systems provide the communication and analytic power that firms need to conduct trades and manage businesses on a global scale. Globalization and information technology also brings new threats to domestic business firms. This is brought on by the customer’s ability to shop in a worldwide marketplace, obtaining the price and quality information reliably, 24 hours a day. The worldwide market place brings competition to a higher level than ever before, forcing all businesses to play a part in this global economy. In order to become a profitable player in a worldwide market firms, need powerful information and communication systems (5).
The idea of having an organization going global and adapting worldwide information techniques may be very challenging, yet it may be accomplished. A firm should go global since our society is creating customers who are working towards demanding combined worldwide services. Going internationally allows other nations to help each other in creating a higher standard quality product since each homeland has its own special well-known resource other countries may not have. With the global information system, nations across the world are able to communicate with each other and incorporate all technologies and applications discovered from one specific area and transmit the data across cultural and geographic boundaries.
University of Memphis, . (1990).Communications networks for managing global operations. (global business). Retrieved from http://www.entrepreneur.com/tradejournals/article/9267862.html