Problem Solution: Global Communications
University of Phoenix

Problem Solution: Global Communication

While remembering the stakeholders’ rights Global Communication (GC) is facing a myriad of challenges to maintain its competitive edge. A premature attempt to increase the bottom line could result in a worsening of the financial situation due to organization behavior. Global Communication must remember the desired end state while remembering the methodology to achieveing that emd state. Handled improperly, the results could be dramatically different from that intended. Communication is essential among the stakeholders to establish a firm foundation resources Global Communication has at its disposal to work with. Emotional Intelligence and its effect on the all interested stakeholders must be fully explored. In order for a cohesive plan to be effective, a consistent delivery to the stakeholders is required. Absence of consistency among stakholder communication and full understanding of emotions almost certainly ensures a plan is not set up for success. Creative thinking will be required on every level of leadership throughout the company. “This involves generating new ways to view a problem and seeking out novel alternatives to the problem” (DeJanasz, Dowd & Schneider, 2001, pg 404). This paper will explore possible solutions available to the senior management of Global Communication and make a recommendation to get them where they want to go tomorrow.
Situation Analysis
Issue and Opportunity Identification Global Communication faces numerous issues and an equal number of opportunities that arise as a result. The issues facing GC range from Loss in stock value to current and future communication challenges to organizational commitment. Global Communication seeing a drastic drop in stock prices has the stockholders and Board of Directors demand corrective actions. Several key issues identified in this Global Communication (GC) scenario as underlying causes of the drop. While on the surface, it may seem that the issues is clear and simple. However, the problem is not as obvious, as one may think. One may simply say there is “too much competition” or blame outside entities for their trouble. The real issue is Global Communication’s inability to compete effectively with the likes of cable companies. The inability to compete is often secondary to a failure of underlying issues enabling GC to differentiate their offerings from those of known competitors. The first issue is Global Communication's failure to carefully identify the ramifications of their decision to outsource. Global Communication’s goal was to reduce costs through outsourcing its technical positions to India and Ireland. Global Communication’s management team did not communicate their intentions to the Technologies Workers Union or employees, empowering them in the decision making process. GC has the opportunity to develop an effective communication plan for communicating the decision with the employees and the Technologies Workers Union so as to portray a win-win situation. Understanding effective communication and development is crucial to the success of a company. Global Communications needs to reestablish an open dialogue with the Technologies Workers Union and within the company. The second key issue facing GC involving communication is communication barriers. GC, while identifying cost-cutting measures that will improve profitability, will be faced with the challenges of cultural diversity, language and physical barriers. The management’s ability to recognize the communication “noise” is a good starting point to improve the communication process both internally and externally. The third key issue facing GC is Emotional Intelligence. Emotions play an important role in workplace behavior. Global Communication is about to face a very emotional time in the company’s strategic growth plan. Emotional intelligence is the capacity to use emotions effectively. Studies have shown that Emotional Intelligence is emerging as a critical factor in high performance in business today. "By improving decision making, knowledge management, employee needs and coordination; company can progress and retain the name in the communications industry. Workplace communication has a significant effect on organizational performance…organizations depend on the ability of people to coordinate their work effort toward a common goal” (McShane & Glinow, 2005, p.121). Fourth, understanding the relevance of effective communication in a company is critical. Global Communications must reestablish an open internal dialogue and with the Union. Global Communications does not want to ruin its reputation with the union or its employees. The employees are an integral part of the company, upholding its motto “Our Edge is People.” Finally, Global Communication is faced with a situation where their customers are demanding a more technically sophisticated sales force due to increased competition. Today's workforce is not only more informed, connected and demanding than at any other time in history, but also more critical than ever in sustaining a competitive edge. GC has found through research and competition that much of the technically advanced workforce is not in the United States, but located abroad. Tomorrow’s Global Communication has the opportunity to create a technically proficient workforce that can provide their customers the technical proficiency to meet customer demand at the same time increasing their presence in a global market. GC’s senior leadership understands that in order to be competitive in a global market, they are going to need to recruit talented and technically skilled workforce from the world economy. Technological advances and technically savvy global workforce will allow and propel Global Communication to become an extremely competitive force in the global market. “Communication noise is a barrier to effective communication because it interferes with the accurate transmission and reception of a message.” (Kreitner & Kinicki, 2004, p. 524). CG will have the opportunity to build a sophisticated communications infrastructure with collaboration with their new partners. Global Communication has the opportunity to create a technically proficient workforce that can provide their customers more technical proficiency they are demanding and at the same time increase their presence in a global market.
Stakeholder Perspectives/Ethical Dilemmas “The stakeholders in Global Communication are the senior officers, the employees, the Union (on behalf of the employees), the shareholders and while not stated specifically, the local economy. “The senior officers are concerned with improving both revenue and profits through aggressive globalization. Individually they have independent interests at stake but this paper will focus on the senior management as a whole instead of individually, however, some individual interests need to be pointed out. Katrina, new to the company may not have the same dedication to "Our Edge is People" philosophy; her reputation is at stake as well; which in the eyes of the shareholders could be an interest in itself. The company’s senior person must have credibility and vision in order for the company to be successful as an organization. Her support of the aggressive globalization plan as the primary objective may be too focused to see the big picture. “Sy and Joel who has been with Global Communication for many years, may have personal friends in the company may be faced the ethical dilemma involved with layoffs and pay cuts. As members of the senior management team, they must support the position of the decision as if it were their own. The dilemma they face may result in lost friends and lost credibility in the eyes of the union and employees. “Maria, on behalf of the Technology Workers Union has ties with Global Communication for 10 years as well. She may find herself in the same situation as Sy and Joel, but she also has her responsibilities and loyalties to the Union as well. Her interest in the outcome may involve her keeping her job as a result of the new decision. “The employees will probably feel the immediate impact of the decision the greatest. The layoffs that will occur will affect them, their families and the local economy. Friendships will be lost and trust will seem to have been violated. How they handle outcome will speak to their individual character and could influence potential for future employment with Global Communication or even other potential employers. Global Communication will be looking to retain some of its current workforce with different roles. The employees’ ability to recognize the available opportunities could be vital to their personal future successes” (Humphrey, 2007) Local economies will be the last, but in no way least, to feel the impact of potential outsourcing. “Local communities compete for investment projects, while many of the residents of those communities fear losing their jobs to foreign outsourcing” (Outsourcing and Insourcing Jobs in the U.S. Economy, 2005). Local communities that is located with companies that are affected by company closing, reduction or relocating often feel betrayed or resentment toward the company. The economic impact on company closure is often very near-sighted. While no denying business closure or reduction can have an impact on local economic conditions, the Global Communication must weigh its decision. GC must determine if the need to outsource outweighs the local impact(s) the decision they have made is sure to have.
Problem Statement Global Communications, facing more than a 50% loss of capitol valuation of stock, must find creative solutions to become globally competitive, while developing measures to improve profitability and effectively communicate the strategic plan.
End-State Vision Global Communications must become a global force and a leader in the industry. Realizing our full potential Global Communication must tap into global resources that will propel Global Communication to the top of the telecommunications world. Global Communication has the desire to grow both domestically and internationally. Globalization will allow Global Communication the capability to provide improved services to small businesses customer and its consumer/direct customers. Global Communication will also be able to allow better accessibility and connectivity to their customers if they are partnered with a wireless provider. Global Communications senior leaders have explored ways to cut costs and increase company profits and at the same time increase its marketability. To measure the success of the plan, GC will achieve at a minimum of three SMART goals. SMART goals are those that are Specific, Measurable, Attainable, Realistic, and Timely. Specific goals that will have profound impacts on all stakeholders are; improved customer service resulting in increased profits, global presence in international markets and increased effectiveness of internal and external communications. When realizing the desired end-state, it is vital to the organization to maintain high employee morale and improve strained relationships with the Union. Partnering relationships in the world market will thrust Global Communication to the leadership role in the telecommunications industry.
Alternative Solutions One alternative solution would be reducing the number of positions outsourced to Ireland and India by taking advantage of technological advances to create a technically savvy global workforce and infrastructure. Global Communication can become extremely competitive in a global market while retaining many of its jobs through the use of better communication skills sets and physical infrastructure. Just as Ford Motor Company realized that the great companies of the future will be those most able to leverage a global talent pool to “transform themselves and their industries, creating better jobs for everyone” (eRoom, 2007), so must Global Communications. A second alternative would be to continue with no outsourcing at all with a reallocation of domestic workforce skill sets. Global Communication could offer a retraining program as an incentive for employees to stay with the company and create their own technically savvy workforce. As part of the retraining, Global Communication could present leadership training for the first and second line management teams. American Express has implemented EI training for its leaders and some of its locations with success. “Using a technique called "emotional resonance," the team identified the underlying feelings that were driving client decisions. ‘Negative emotions were barriers,’ explains Kate Cannon, 51, formerly an AmEx executive who eventually headed the team and whose interest in the role of emotions in the workplace was in part sparked by her background in mental-health administration” (Leadership, 2007). Teaming with local cable companies in addition to the satellite provider with no outsourcing of jobs is a third alternative. This alternative can provide a multitude of benefits. Global Communication wants introduce new services to both its small businesses and to its direct consumers. Global Communication also wants to be able to compete with local telephone and cable companies. In order to achieve this goal, Global Communication must pan to aggressively market itself internationally with the ultimate goal to become a true global resource. A fourth would be a combination of the above in a hybrid plan incorporating pieces of each of the above-mentioned plans. Teaming with the cable and satellite providers with limited outsourcing and development of leadership EI training. This alternative could give GC access to the current customers and while expanding the customer base through the addition of the cable company's customers as well as the satellite provider’s customers.
Analysis of Alternative Solutions Any of the alternatives will require thorough communication of the plan to the current workforce and external stakeholders. Understanding the dynamics of communication within a company or corporation is critical. Global Communications must reestablish an open dialogue within the organization and with the Union. The dialogue has the potential to resolve many internal issues without devastating the organization or destroying employee commitment to the organization. “When employees perceived the company to have breached the psychological contract over significant distributive and procedural areas such as pay, communications and personal development, they were more likely to report lower levels of job satisfaction” (Graeme, Pate & Staines, 2000). The very broad goals set forth for Global Communication (weighted highest to lowest) are Increased Profits (5); Improved Customer Service (4); Global Presence (4); Internal Communication – Infrastructure (4); and Internal Communication – Employee Relations (3). The weight is based on the value assigned in order of importance. Global Communications needs to realize an increase in profits; therefore, it is weighted the highest. GC also wants to improve customer service, become a global resource; hence weighted a 4. Communication is vital to any organization. Generically speaking communication can cover a broad range of issue. Communication in terms of weighting has been broken down into two categories; Infrastructure which is the physical communications medium (i.e. automation) and the softer side of communication, employee relations (i.e. the people). The company must develop a robust infrastructure to make any of the solutions viable, especially when outsourcing in involved; infrastructure is weighted a 4. Every company should understand that people are a valuable resource. A harsh reality is that people can be replaced in today’s job market if needed through a number of methods, training, recruiting, and outsourcing; employee relations is weighted a 3. The hybrid solution of the proposed solutions was rated overall at a 4.30 against the above weighted goals. While the potential for profits could be more slowly to be realized than the other solutions, the long-term benefits could be dramatically higher as a result; hybrid assigned a value of 3 to the profit goal. The hybrid provides for improved infrastructure and technically savvy workforce; hybrid assigned a value of 4 to the improved customer service goal. The Hybrid allows for a global presence due to the infrastructure and workforce. It also allows for empowerment of the employees while increasing the employees’ organizational commitment; a value of 5 was given to each of the remaining goals.
Risk Assessment and Mitigation Techniques Risk is always present when change happens but that risk is often mitigated when change results in a positive environment for all stakeholders. The process of change, however, is not easy and can often instigate conflict. The hybrid alternative solution comes with the risks; it is more slowly in realizing the profits because the implementation plan will need to be in phases and it also has a reduced number of outsourced positions. The implementation that will be discussed later should be done in phases starting with a cable company before fully moving to the satellite company. While there will need to be some parallel implementation due to the outsourcing, the phases can allow profits to be realized before the completion of full implementation. A training program could result in a positive influence because the workers would not be in jeopardy of losing their jobs but gaining new skill sets the company can use. The customers would gain the technically savvy service they desire because to the outsourcing and training that will occur. This will increase organizational commitment and improve the customer service provided. This would be a win-win for both the customers and the employees. The merging with a cable and satellite company would add customers as well as win new customers. The risk would be a slower plan implementation than originally desired by the senior management. However, merging with the cable company first would have an immediate impact allowing for the rapid initial expansion. The later full merger with the satellite company would allow for the goal of globalization to take place.
Optimal Solution Global Communications’ optimal alternative solution would be to merge with the both the satellite company as well as an existing local cable company. A merger of this magnitude would allow Global Communication to retain their current customers and widen the current customer base by the addition of the partnered companies’ customer base. This venture would increase their competitiveness, while increasing profits and Global Communication as a global telecommunications powerhouse. The profits realized from the recommended solution would see an increase in profits. The customer base will be expanded by the addition of the cable and satellite company’s present customer base. The combined resources of the respected companies will also allow for the addition of new customers. “The United States is the largest foreign direct investor in the world and the largest recipient of such investment” (Outsourcing and Insourcing Jobs in the U.S. Economy, 2005). The customer service will increase because a technically proficient workforce will be put into place. Global Communication will become global through the expansion. While there may be some domestic job loss, research has shown that the impact on the economy may be over inflated. “ Local communities compete for investment projects, while many of the residents of those communities fear losing their jobs to foreign outsourcing. Some opponents argue that such job losses have a disproportionate negative impact on local communities. Economists generally argue that free and unimpeded international capital flows have a positive impact on both domestic and foreign economies” (Outsourcing and Insourcing Jobs in the U.S. Economy, 2005). The partnership of the companies will promote an infrastructure for today and tomorrow. “The complexities of conducting business on multiple continents, in multiple languages and across numerous time zones present significant challenges for Ford” (eRoom2007). Collaboration requires robust systems such as Ford’s eRoom “offers the security and flexibility that the company needs to deploy robust collaborative solutions across the entire enterprise, while seamlessly integrating with Ford's existing technology infrastructure.” (“eRoom,” 2007). “Corporate applications of collaborative computing have demonstrated increased productivity and cost savings” (Kreitner & Kinicki, 2004, p.547). Employees rather than losing their jobs will be incorporated into the decision making process which in turn re-established the lines of communication with the Union. Involving the employees in the implementation decision-making process will have a positive impact on the company as a whole. Communication with employees is vital to employee job satisfaction and reduces confrontation. Previous research has shown the benefits of effective communication. “First Choice Airways’ practices were beneficial because they have increased communication and applied active listening techniques dispelling confrontation.” (Barnum, Humphrey, Jolicoeur & Miklas, 2007, p.5). Additionally, everyone in the company “should understand that they have the opportunity to speak out and that the company is talking back to them” (Ioma’s Pay for Performance Report, 2004, p. 14). Outsourcing, even limited, will give them access to the technically savvy workforce they desire. The outsourced labor could serve not only as customer service representatives, but also as trainers to the domestic workforce as well. By doing this, GC saves the domestic employees who have the knowledge of the organization resulting in employee empowerment and employee commitment to the organization. By doing this GC has enhanced the company culture. Studies have shown “wonderful examples of companies that have developed a culture that is a magnet for highly effective employees who will do them” (IOMA’s Pay for Performance Report, 2004, p. 14).
Implementation Plan A communication plan to convey the plan to all stakeholders is vital. “Effective communication is vital to all organizations because it coordinates employees, fulfills employee needs, supports knowledge management, and improves decision making” (McShane & Glinow, 2005, p. 324). Many of the deliverable will be worked in parallel beginning with the presentation to the Board of Directors. Solicited input from the Union and employees will foster a sense of teamwork and empowerment. Katrina will prepare and present the recommendations to the board. Global Communications will need to update, or create if necessary, the company policies to reflect the ethical considerations and the commitment to their customers and employees. A robust marketing plan should outline the company position. Sy Rodriguez and Nancy Everhardt will head up the plan and provide oversight of the implementation GC will set up training for both new and current employees. In order to create the desired workforce, Joel Thompson will need to be creative in the development of the detailed plan. The key to success of the plan will be a strengthening of the employees feeling of commitment to both the senior leaders and to the company. A Tiger Team” will need to be created to research potential cable & satellite companies that are to be approachable to merge. Sy Rodriguez and Nancy Everhardt will spearhead this effort due to the knowledge and relationships previously in place. The team will outline what is going to be required to achieve the goal and then meet with the senior leaders regularly to provide a report of progress and make recommendations and request resources as needed. Another team, headed by Joel Thompson, in coordination with Maria and the Union, will need to be created to establish the training the employees would require in gaining the necessary skills sets. Additionally, this team would define the skill sets and establish the time necessary to train the employees effectively. They would also define skill sets too difficult to train and make recommendations for the recruiting effort both domestically and internationally.
Sy Rodriguez and Nancy Everhardt will head the coordination of the respective efforts with oversight from Katrina. Katrina will provide necessary guidance based on the full vision and desired end-state. Additional resources identified will be allocated or provided as practical by Katrina and the Board of Directors.
Evaluation of Results There are costs that are directly related to each aspect. Additionally, there will be costs to train the employees. The merging with other companies comes with a price as well. After implementation of the plan there should be a realized increase in profits. The value of the stock will be the easiest result to measure. The stockholders and the board of directors will monitor the progress and provide feedback to Katrina as necessary. Katrina will use the information gained to provide the oversight and allocation of resources. The Customer Service will be measured by customer service satisfaction surveys coupled with visits from key personnel within the company. Key personnel visits demonstrate to the customer the Global Communication’s commitment to its promise. Global presence will be realized as Global Communication expands beyond the U.S. boarders. Within three years, GC should be recognized as a global leader in the international telecommunications industry. The internal communications infrastructure will need to be in place before the plan can be fully implemented. While modern technology can assist in the initial implementation, the full implementation cannot happen until the systems have been tested and are able to sustain the demand placed upon it. The employee relations will be the key that ties everything together. People drive the systems. Employees who have a sense of commitment to the organization feel important and productivity will increase. A close monitoring of the morale through various HR tools and surveys will provide the Union and Global Communication’s senior leaders the pulse of the workforce.
Conclusion
Global Communication is facing many challenges that will affect the company dramatically both in the near-term and long-term. Global Communication’s profits are down and the decision has been made to outsource the technical workforce that will directly impact the current domestic workforce, the Technology Workers Union and the local economy. This paper looked at alternatives to the plan that Global Communication developed. Communication and Emotional Intelligence have been identified as the major underlying problems within Global Communicating. Communicating with all stakeholders is a challenge that the senior management face. As Global Communication moves forward, the senior management must realize the opportunity to mend broken trust and reestablish the lines of communication with all stakeholders. Other companies have a formula for success as outlined in this paper. These companies have loyal customer bases, loyal employees and have been in successful over many years. The companies did not have this type of success overnight and had to endure growing pains just like any other organization and just like Global Communications will face. Some of the growing pains include global communication and collaboration. With the assistance of new partnerships, GC should be able to incorporate the needed communication infrastructure to be recognized as being globally competitive. Applying the nine-step problem-solving model, Global Communication can make good decisions and start implementing the globalization plan.
References
Barnum, Kristin, Humphrey, Robert, Jolicoeur, David, Miklas, Cristina, (2007). Global Communication Company Benchmarking, Unpublished Manuscript, University of Phoenix.

The effects of downsizing on organization-employee relationship dimensions. International Communication Association, p1-30. Retrieved on March 2, 2007 from EBSCOhost database. Martin, Graeme, Pate, Judy & Staines Harry (2000), Exploring the relationship between psychological contracts and organizational change: a process model and case study evidence, Strategic Change, 9, 481-493. Retrieved on December 22, 2007, from the EBSCOhost database.

eRoom Enables Ford to Drive Into New Technology, (2007). Retrieved December 9, 2007, from http://software.emc.com/about_us/customer/profiles/ford_eroom.htm

De Janasz, Suzanne C., Dowd, Karen O, Schneider, Beth Z.: (2002). Interpersonal Skills in Organizations. The McGraw−Hill Companies

Humphrey, Robert (2007). Global Communication Gap Analysis, Unpublished Manuscript, University of Phoenix.

Kreitner, R., Kinicki, A. (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill.

Institute of Management & Administration, IOMA'S Pay for Performance Report, Case studies: How Culture and Pay Work Together to Keep the Keepers (2004). Retrieved from EBSCOhost database on December 21, 2007.

Leadership, Developing New Leaders for Tomorrow, (2007), retrieved from http://home3.americanexpress.com/corp/gb/leadership.asp

McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.

Outsourcing and Insourcing Jobs in the U.S. Economy: An Overview of Evidence Based on Foreign Investment Data, Jackson, James K., CRS Report for Congress updated May 6, 2005, Retrieved from HEBSCOhost December 21, 2007.

Table 1
Issue and Opportunity Identification (Humphrey, 2007)
|Issue |Opportunity |Reference to Specific |Concept |
| | |Course Concept | |
| | |(Include citation) | |
|Global Communication’s (GC) senior leadership did not|GC can develop an |“Effective communication is |Communicating in |
|carefully identify the ramifications of their |effective communication |vital to all organizations |Organizational |
|decision to outsource. Global Communication’s goal |plan for communicating |because it coordinates |Hierarchies |
|was to reduce costs through outsourcing its technical|the decision with the |employees, fulfills employee | |
|positions to India and Ireland. Global |employees and the |needs, supports knowledge | |
|Communication’s management team did not communicate |Technologies Workers |management, and improves | |
|their intentions to the Technologies Workers Union or|Union so as to portray a |decision making” (McShane & | |
|employees, empowering them in the decision making |win-win situation. |Glinow, 2005, p. 324). | |
|process. | | | |
|Global Communication, while identifying cost-cutting |Utilizing technological |“Communication noise is a |Communication Barrier |
|measures that will improve profitability, will be |advances and technically |barrier to effective | |
|faced with the challenges of cultural diversity, |savvy global workforce, |communication because it | |
|language and physical barriers. The management’s |Global Communication can |interferes with the accurate | |
|ability to recognize the communication “noise” is a |become extremely |transmission and reception of | |
|good starting point to improve the communication |competitive in a global |a message.” (Kreitner & | |
|process both internally and externally. |market. |Kinicki, 2003, p. 524). | |
|Emotions play an important role in workplace |GC has the opportunity to|Emotional Intelligence is the |Emotional Intelligence |
|behavior. Global Communication is about to face a |inspire confidence in the|“ability to perceive and | |
|very emotional time in the company’s strategic growth|telecom industry while at|express emotion, assimilate | |
|plan. Emotional intelligence is the capacity to use |the same time have the |emotion in thought, understand| |
|emotions effectively. Studies have shown that |chance demonstrate its |and reason with emotion, and | |
|Emotional Intelligence is emerging as a critical |ability to effectively |regulate emotion in oneself | |
|factor in high performance in business today. |provide effective |and others.” (McShane & | |
| |internal communication |Glinow, 2005, p. 119). | |
| |between management and | | |
| |employees and fix the | | |
| |problems that are found | | |
| |prior to workforce | | |
| |globalization. | | |
|Understanding the importance of effective |Communication with the |"By improving decision making,|Organizational Commitment|
|communication and development within a company is |Union and employees could|knowledge management, employee|& Communicating in |
|crucial. Global Communications needs to reestablish |resolve internal issues |needs and coordination; |Organizational |
|an open line of communication within their |without destroying the |company can progress and |Hierarchies |
|organization and with the Technologies Workers Union.|organizations commitment |retain the name in the | |
| |or the employee |communications industry. | |
| |commitment, if |Workplace communication has a | |
| |implemented properly. |significant effect on | |
| | |organizational performance. | |
| | |First organizations depend on | |
| | |the ability of people to | |
| | |coordinate their individual | |
| | |work effort toward a common | |
| | |goal. (McShane & Glinow, 2005,| |
| | |p. 324). | |
|Global Communication is faced with a situation where |Create a technically |“People perform better when |Emotional Intelligence |
|their customers are demanding a more technically |proficient workforce that|their aptitudes—including | |
|sophisticated sales force due to increased |can provide their |general intelligence—match the| |
|competition. |customers more technical |job requirements.” | |
| |proficiency while at the |(McShane & Glinow, 2005, p. | |
| |same time increase their |121). | |
| |presence in a global | | |
| |market. | | |

Table 2
Stakeholder Perspectives (Humphrey, 2007)
|Stakeholder Perspectives |
| | |
|Stakeholder Groups |The Interests, Rights, and |
| |Values of Each Group |
|Senior Management |Concerned with bettering both revenue and profits through aggressive |
| |globalization. |
|Technology Workers Union on behalf of the employees |Interested in maintaining and/or increase benefits and working conditions |
| |for the employees and to ultimately increase memberships. On an |
| |individual level maintaining some sort of comfort or job security. |
|Stockholders |They invested in the company expecting to receive a financial return on |
| |their investment. |
|The local community and economy |Lost jobs and lost wages have a direct impact on any local economy. Many |
| |once thriving communities through out the country are all but ghost towns |
| |as a result of lost business or industry. |

Table 3
Analysis of Alternative Solutions
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Table 4
Risk Assessment and Mitigation Techniques
|Risk Assessment and Mitigation Techniques |
|Alternative Solution |Risks and Probability |Consequence and Severity |Mitigation Techniques |
|Minimize the number of |Limited technically savvy workforce|Decreased Profits due to customer|Train current workforce along side |
|outsourced jobs |Continued unhappy customers |loss |outsourced |
| | | |Temporary outsourcing |
|No Outsourcing / Retrain |Less technical workforce |Decrease profits due to cost of |Outsource the training team |
|current workforce |High cost to retrain current |retraining | |
| |employees | | |
|Hybrid of outsourcing and |Limited technically savvy workforce|Train-up time of workforce |Train current workforce along side |
|teaming with cable and |Time to implement |Profits slower to be realized |outsourced |
|satellite company | | |Phase the implementation (Cable first|
| | | |then satellite) |

Table 5
Optimal Solution Implementation Plan
|Deliverable |Timeline |Who is Responsible |
|Develop an outline of the strategic plan to present|Prior to the next meeting |Katrina Heinz |
|to the board of Directors | | |
|Develop a Marketing Plan |Within 60 Days |Sy Rodriguez & Nancy Everhardt |
|Development of a “tiger team” to research |Within 14 days so the merger process can begin |Sy Rodriguez & Nancy Everhardt |
|prospective cable companies |within 6 months | |
|Recruit and/or train the technically savvy |50% with in 18 Months; 100% within 36 months |Joel Thompson |
|workforce | | |
|Convey general plan to the Union and solicit input |Within 2 Business days |Joel Thompson |
|to reestablish dialogue | | |
|Convey general plan to the general workforce |Within 10 business days |Joel Thompson and Maria Antez |
|population | | |
|Solicit input from the employees and Union for |Begin immediately, finalize the plan within 90 |All departments |
|development of the plan |days | |
|Coordinate efforts of plan implementation |Ongoing through out the implementation |Sy Rodriguez & Nancy Everhardt |

Table 6
Evaluation of Results
|End-State Goals |Metrics |Target |
|Increased Profits |Valuation of Stock |Return to the previous stock value of $28 |
| | |within two years |
|Improved Customer Service |Actual number of qualified customer service |Attain positive trend of customer service |
|(Technically Sophisticated Workforce) |representative relational to customer service|satisfaction within 6 months. Sustain the |
| |satisfaction surveys |positive trend with each subsequent survey. |
| | |Increase the technically sophisticated |
| | |workforce by 50% within 18 months and be at |
| | |100% within 36 months. |
|Global Presence |Number of countries service is available or |Increase the market presence in a global |
| |provided |economy within three years. |
|Internal Communication Plan (Infrastructure) |Prior to opening any additional facilities, |With an increase in a global economy develop |
| |validate communication against industry |the communication infrastructure for support |
| |standards |the geographical dispersion. |
|Internal Communication Plan (Employee |Consistent communication that is understood |Improved lines of communication with |
|Relations) |by all stakeholders as defined by employee |Technologies Workers Union by making |
| |satisfaction survey |procedural adjustments and incorporating them |
| | |in future decisions directly affecting the |
| | |employees. By doing so we will demonstrate |
| | |respect for all stakeholders by empowering the|
| | |respective groups during the decision making |
| | |process. |