Globalcommucations

Running head: PROBLEM SOLUTION: GLOBAL COMMUNICATIONS

Problem Solution: Global Communications
Antoinette Perry
University of Phoenix
MMPBL/500
September 27, 2010
Maria Marin, PhD.

Problem Solution: Global Communications
Global Communications has historically been a formidable force in the telecommunications industry. Recent changes have cause severe economic hardships. The leadership team is tasked with identifying the source of these challenges, developing new ways to conduct the same business, reducing the costs associated with conducting business, and attempting to maintain the business relationship that has developed with the union and employees through the years. There are no guaranteed successes and no assurance that all those affected will be pleased with the decisions. Global Communications, however, is committed to realizing the best return in the quickest timeframe and providing customers with the latest technology at the most economical prices. Global Communications is committed to retaining the best possible relationship with its employees and for those who will no longer remain with the company offering services to make the transition as smooth as possible.
Situation Analysis
Issue and Opportunity Identification
The telecommunications industry is changing drastically and without major changes fast, the company as it is known will no longer exist. Increased competition and service packages available to customers at reduced prices means all areas of the business have to be re-evaluated and best practices of all areas must be incorporated. Reviewing stock prices that at peak sold for $28 per share now being sold for $11 per share has the stockholders scrutinizing the decisions of the leadership team and uncertain of the team??™s ability to make a comeback.
The industry needs innovative ideas and sophisticated technology to remain competitive; however, the company also has to reduce the cost of doing business in an effort to remain a viable organization in this industry. One major change is the transition to a global organization with the bulk of the manufacturing business being conducted overseas. Though this decision may cause a ruckus initially, the overall considerations being given and the potential growth of the company should be, if not likable, at least tolerable to most. Historically, emphasis has been placed on employee relations and efforts have been made to forge a strong relationship with the union. This relationship has resulted in the union negotiating with management as opposed to being confrontational. The latest developments however, give the appearance that neither the employees nor the union officials were considered when making final plans.

The strategic plans being implemented by the leadership team have been poorly communicated and show the union in an unfavorable light in the presence of its members.
Stakeholder Perspectives/Ethical Dilemmas
The stockholders have the right to expect a return on their investment and to feel comfortable with the business decisions of the leadership team. Decreased stock prices have caused a loss and it is questionable how much more money should be invested in Global Communications without a solid business plan for recouping the lost monies.
The executive leadership team as the right to make corporate decisions and forge relationships both locally and globally. This change in the industry has severely impacted the earning capacity. However, the team is assured that with sound technology, a reduced workforce, decreased benefits, the transference of jobs to other countries, and the reduced labor costs in other countries will provide the economic turnaround the investors want to realize.
The employees have the right to expect the company to whom they have remained loyal to communicate honestly and continue the relationship that been present. They have a right to know how the decisions that are made today will impact them futuristically. The union and employees have had a respectful relationship with management. In fact, this is one of the assets of the company. That they have expended the energies to build relationships that are both respectful and trustworthy has contributed to the union??™s willingness to buy into the future vision of Global Communications and make concessions now. The most difficult dilemma is having to tell the union that in spite of the cuts that have already been taken, additional jobs will be lost and the new positions that become available will be available in other countries. Having failed to keep the union abreast of these new developments has caused a breach in trust for both the union and its membership.
Problem Statement
Global Communications has faced severe losses as a result of its failure to produce cutting-edge technology that is relevant to the industry today. In order to recoup its losses, regain confidence of the shareholders, and become the leader it once was, drastic operational changes and reductions in operational costs must take place immediately. The long-term benefits of these changes are financial gains and a strengthened position in the market; however, there is a possibility that some relationships may be breached in the short term. The more valuable stock prices, job security of the remaining work force, and the strategic initiatives developed to improve communications and strengthen working relationships should dispel any long-term relationship problems.
End-State Vision
Global Communications will provide the most innovative telecommunication services in the industry. Global Communications will incorporate best practices in the industry to ensure our services are top notch. Global Communications will forge relations with the union and its members to ensure all are working toward the same goal. Global Communications guarantees honest communications and ethical business practices at all level of the corporation.

Alternative Solutions
Global Communications has several alternative solutions that may yield the desired results. They could try to expand their current business by offering additional services and again becoming leaders in this industry. A similar strategy was used in 1984 when AT&T was forced to give up its 22 local Bell companies. AT&T elected to offer long distance service and changed its logo. Deregulate (n.d.) Though there was competition from other long distance service providers, AT&T had brand recognition and all of the phone lines and technology that was necessary to offer this service. Global Communications??™ decision to move some of their technical call centers to India and Ireland and reduce the cost of handling calls by forty percent contributes to the company??™s plan to reduce operational costs. The ill effects of this decision is that in not providing the union with information up front, the leadership violated one of its bedrock principles concerning the communication policy and undermines the efforts that have been in place with the union and its members. LiteControl Corporation of Hanson MA provides energy-efficient lighting systems for office buildings, hospitals, schools, and libraries. It is a unionized environment whose motto is, ???Employee Owned, Customer Driver.??? This motto is based on the Employee Stock Option Plan and union members having a voice in the decisions that affect the company through their union. Management has developed a relationship with union members of mutual respect, trust, and honesty and boasts a turnover rate of three percent. This low turnover rate, per management, is indicative of the employees??™ satisfaction with the work environment, fair wages, healthcare benefits, and retirement security. (American Rights at Work, n.d.) Global Communications may be looking at the short-term dollar savings and not counting the indirect costs associated with the perception of breach of trust. LiteControl represents a company where union-management relations result in win-win relationships for both management and union and the customers reap the benefits of the mutually respectable relationship. Perhaps, Global Communications may wish to include the union in future talks that would impact members and employees.
Analysis of Alternative Solutions
Global Communications has several areas of concern, specifically the reduction of operational costs, the need for improved technology, and the need to improve relations with the union. It is imperative that decisions that result in a cost or liability to the agency be placed at the highest level of importance. The reason for this is that failure to make appropriate changes that result in reduced operational costs may surely result in the company??™s demise. Coupled with this important decision is the concern about increasing stock value. This is important but not quite as important as the reduced operational costs. A new or improved service or technology that is needed by Global Communications??™ customers and the ability to meet this need coupled with reduced operational costs will result in stock appreciation. Therefore, I note that focusing on stock value is important but not so directly important. The Union has already agreed to a 20% reduction in educational and health benefits in an effort to prove a willingness to collaborate with management for the greater good. This latest ploy of outsourcing jobs and those who leave being expected to take a pay cut may give union members the perception that the members have been duped. The Union Representative, Maria, has listened and shown a good-faith effort to cooperate with management to reach long-term goals. There was no opportunity to ???groom??? employees for the upcoming proposed changes. Damage control is necessary because failure to work at bridging the gap in the management-employee relationship may result in future long-term word condition issued. Reconsidering the timing of the move and allowing the union input into drastic changes to support the company??™s need to reduce costs may allow the union to concede and change its position regarding the staffing changes. Open communication is indeed due now with all affected parties.
Risk Assessment and Mitigation Techniques

In identifying the risks associated with current decisions and the potential outcome, it is imperative that probability of the risking occurring be considered as well as the consequences of the risk occurring. Global Communications knows that it cannot remain in its current state and survive. The main issues are employee relations due to poor communication and less than up front communication as well as the company??™s failure to provide cutting edge services that meet with needs of the company??™s current customers and potential to attract new customers. Leaving relations with employees and union representatives as it is will surely result in an increased distrust, lack of respect, and failure to communicate honestly. If there is a need for further concessions, the union may not be as willing to negotiate or relinquish employee benefits temporarily or otherwise. If Global Communications decides to move a portion of its operations overseas but speaks to the union and employees about the urgency of doing so, at the very least, the lines of communication will open again and it allows the groups to voice their concerns. Even if it is too late to change the proposed plans, based on the Board having already approved the proposed plan, hearing input from the union and its members will possibly impact future decision and clearly reveals a trust and willingness to consider. This is the first step in rebuilding the relations that has been forever-altered by these decisions and mitigating the risks associated with this significant breach of trust.
Optimal Solution
The optimal solution for Global Communications is to merge with the satellite company and wireless provider. The merger with these two companies affords Global Communications the ability to provide services with greater customer demand. These services include global video and internet services. This merger allows Global Communications??™ to provide relevant new services that are appealing to current and potential customers. Shifting staff to address the customer service needs of both local and international customers is sure to aid in growing the business and thus impacting Global Communications??™ value resulting in improved relations with the shareholders.
The leadership team is confident that sound technology, a reduced workforce, decreased benefits, the transference of jobs to other countries, and the reduced labor costs in other countries will provide the economic turnaround the investors want to realize. Management will inform the union of the specifics of upcoming changes as soon as possible without compromising the ability to implement said changes. However, management will look at forming teams so that the union can appreciate the tasks associated with reaching corporate goals. Management will consider input from the union so that there is a more collaborative effort to reach goals. Most important, management will communicate in various means to ensure messaging is clear, concise, and timely.
Implementation Plan
The implementation plan will involve the forming of various teams to address the legal dynamics, the physical transition, the telecommunications setup, the governmental regulations, the marketing and advertising in public relations, and the training and development of the affected employees. The spearhead of this implementation plan will be a project manager who coordinates the changes and various timelines, financial budget, and presents to the Executive Leadership for approval.
Evaluation of Results
Measurement tools, or metrics, are imperative because it allows a standard line of measure. For every measurable category, there is a monitoring of progress that allows for changes and transparency. The top categories include financial reporting and measurement report, employee development and training records, customer satisfaction measurement tools. Each of these tools is measurable and flexible allowing for change as deemed appropriate.
Conclusion
This scenario highlighted the various stakeholders to be considered when making decision affecting an organization. Framing the problem and coming up with alternate solutions is a time-consuming process that while it may result in positive changes to the organization, will not necessarily satisfy the humanistic element. Ensuring the executive leadership team operate in integrity and have the highest standards of ethical behavior ensures that the decisions that are made are for the benefit of the whole. The ultimate measurement of the company??™s success will be its future stock value, the bottom-line cost of doing business, and the effectiveness with which the work is done as measured by the customers.

References
(2006). In Dictionary of Human Resources and Personnel Management. Retrieved from http://www.credoreference.com/entry/acb/integrative_bargaining
(2009). In BUSINESS: The Ultimate Resource. Retrieved from http://www.credoreference.com/entry/ultimatebusiness/benchmarking/1
C. Downs, P. Clampitt, and A. L. Pfeiffer, “Communication and Organizational Outcomes,” in Handbook of Organizational Communication, ed. G. Goldhaber and G. Barnett (Norwood, NJ: Ablex, 1988), pp. 171??“211.
Deregulate. (n.d.). Encyclopedia of American History. Retrieved September 26, 2010, from Answers.com Web site: http://www.answers.com/topic/deregulate
American Rights at Work (n.d.) Retrieved September 26, 2010, from http://www.americanrightsatwork.org/labor-day-list/2010-companies/litecontrol-corporation-20100830-913-195-195.html
Table 1
Issue and Opportunity Identification
|Issue |Opportunity |Reference to Specific |Concept |
| | |Course Concept | |
| | |(Include citation) | |
|USAuto??™s negotiating team did not |USAuto can develop |???A distributive |Distributive negotiations |
|carefully identify AutoMex??™s goals.|intelligence on potential |negotiation usually | |
|USAuto??™s goal was to reduce costs |business relations to |involves a single issue??”a | |
|through utilizing AutoMex labor. |understand better others??™ |???fixed-pie??™??”in which one | |
|AutoMex, by contrast, viewed USAuto|goals in negotiation |person gains at the | |
|as a source for developing its |settings. |expense of the other. For | |
|employees??™ skill levels. USAuto??™s | |example, haggling over the| |
|negotiating team also approached | |price of a rug in a bazaar| |
|entering the Mexican market | |is a distributive | |
|similarly, unwilling to allow | |negotiation,??? (Kinicki & | |
|AutoMex access to the hybrid engine| |Kreitner, 2003, p. 71). | |
|for AutoMex??™s own production. | | | |
| | | | |
|Both of these distributive | | | |
|approaches create win-lose | | | |
|situations and can lead to | | | |
|conflict, as compared to the | | | |
|win-win situations created by | | | |
|integrative negotiations (Kinicki &| | | |
|Kreitner, 2003, p. 504). | | | |
|The telecommunications industry is |GC can move forward with |Generic Benchmarking–a |Generic benchmarking |
|changing drastically and without |its plan and meet the |systematic process of | |
|major changes fast, the company as |expected results of the |comparing the activities | |
|it is known will no longer exist. |company??™s stakeholders. |and work processes of an | |
| |However, in order to |organization or department| |
|The industry needs innovative ideas|retain the relationship it|with those of outstanding | |
|and sophisticated technology to |has developed with the |organizations or | |
|remain competitive; however, the |company, more resources |departments in order to | |
|company also has to reduce the cost|may be channeled to the |identify ways to improve | |
|of doing business in an effort to |remaining employees to |performance. | |
|remain a viable organization in |demonstrate they have not |(2009). In BUSINESS: The | |
|this industry. One major change is |been abandoned. |Ultimate Resource. | |
|the transition to a global | |Retrieved from | |
|organization with the bulk of the | |http://www.credoreference.| |
|manufacturing business being | |com/entry/ultimatebusiness| |
|conducted overseas. | |/benchmarking/1 | |
| | | | |
|Though this decision may cause a | | | |
|ruckus initially, the overall | | | |
|considerations being given and the | | | |
|potential growth of the company | | | |
|should be, if not likable, at least| | | |
|tolerable by all. | | | |
|Historically, emphasis has been |One strategy that is being|Integrative |Integrative negotiations |
|placed on employee relations and |considered is a 15% |negotiations-bargaining to| |
|efforts have been made to forge a |retention bonus that will |reach an agreement that is| |
|strong relationship with the union.|be used to offset the |beneficial to both sides. | |
|This relationship has resulted in |salary cut for at least |(2006). In Dictionary of | |
|the union negotiating with |the first year of |Human Resources and | |
|management as opposed to being |operation abroad. After |Personnel Management. | |
|confrontational. The latest |the transition, provided |Retrieved from | |
|developments however, give the |that the business grows, |http://www.credoreference.| |
|appearance that neither the |raises will be considered.|com/entry/acb/integrative_| |
|employees nor the union contacts |Once retained employees |bargaining | |
|were considered when making final |are accepting of this | | |
|plans. |position, any remaining | | |
| |anxiousness should be | | |
| |resolved. | | |
|The strategic plans being |Open and honest |Effective Communications–|Communications |
|implemented by the leadership team |communication with union |The process by which | |
|have been poorly communicated and |officials will provide a |information is transmitted| |
|show the union in an unfavorable |united front in the |and understood between two| |
|light in the presence of its |presence of the employees.|or more people. | |
|members. |Amicable relations and |C. Downs, P. Clampitt, and| |
| |hope for beneficial |A. L. Pfeiffer, | |
| |concessions assure the |”Communication and | |
| |employees that they are |Organizational Outcomes,” | |
| |not making all the |in Handbook of | |
| |sacrifices and the union |Organizational | |
| |still has a voice in their|Communication, ed. G. | |
| |well being. |Goldhaber and G. Barnett | |
| | |(Norwood, NJ: Ablex, | |
| | |1988), pp. 171??“211. | |

Table 2
Stakeholder Perspectives
|Stakeholder Perspectives |
| | |
|Stakeholder Groups |The Interests, Rights, and |
| |Values of Each Group |
|Stockholders |The stockholders have the right to expect a return on their investment and|
| |to feel comfortable with the business decisions of the leadership team. |
|Executive Leadership |The executive leadership team as the right to make corporate decisions and|
| |forge relationships both locally and globally. |
|Employees/Union members |The employees have the right to expect the company to whom they have |
| |remained loyal to communicate honestly and continue the relationship that |
| |been present. They have a right to know how the decisions that are made |
| |today will impact them futuristically. |

Table 3

Analysis of Alternative Solutions

Table 4
Risk Assessment and Mitigation Techniques
|Risk Assessment and Mitigation Techniques |
|Alternative Solution |Risks and Probability |Consequence and Severity |Mitigation Techniques |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |

Table 5
Optimal Solution Implementation Plan
|Deliverable |Timeline |Who is Responsible |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |

Table 6
Evaluation of Results
|End-State Goals |Metrics |Target |
|Global Communications will provide the most |Review most profitable and relevant telecom |Identify two services per quarter and submit |
|innovative telecommunication services in the |services as identified in lead corporation and|review |
|industry. |duplicate service | |
|Global Communications will incorporate best |Attend professional affiliation meetings in |Incorporate two relevant strategies annually. |
|practices in the industry to ensure our |industry and incorporate applicable ideas | |
|services are top notch. |annually | |
|Global Communications will forge relations |Create survey to measure GC??™s success in |Conduct voice of the employee surveys every |
|with the union and its members to ensure all |communications and work environment factors |six months |
|are working toward the same goal. | | |
|Global Communications guarantees honest |Incorporate an ethics policy to oversee and |Conduct quarterly random audits in operations |
|communications and ethical business practices|enforce individual and corporate ethical |and conduct anonymous interviews |
|at all levels of the corporation. |conduct | |

———————–

Instructions for Completing Table 5:

In Table 5, you will consider the steps companies go through to implement a solution.

??? In column 1 (Deliverable), identify major deliverables.
??? In column 2 (Timeline), develop a timeline.
??? In column 3 (Who is Responsible), determine who is responsible for each major deliverable.

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Instructions for Completing Table 4:

In this table, list the two or three remaining alternatives in column 1. List the potential risks of each alternative in column 2 followed by the probability of occurrence as rated by high, medium, or low. In column 3, evaluate each alternative for the consequences if the risk occurs, and if the risk were to occur, the expected severity to Global Communications. Part of benchmarking is to mitigate potential risks based on best practices used by real companies. Finally, in column 4 identify any risk mitigation techniques that can be used to alleviate or neutralize the possible consequences of the risk.

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Instructions for Completing Table 3:

When you summarize your alternative solutions in the table, you will be relating the solutions to your end-state goals and will perform a weighted analysis for each alternative solution. Paraphrase your alternative solutions and goals so that they easily fit into the table.

Remember, seldom is there a single “best solution.” Secondary alternative solutions integrate the best of various primary alternative solutions into a “second-order” or “second-tier” alternative solution. When evaluating alternative solutions, ask:

??? How does each alternative solution meet the end-state goals
??? Are there goals that, if not met, would eliminate the alternate solution

Choose the best two or three alternative solutions for Global Communications. Keep in mind you should not have more than three secondary solutions.

By clicking twice on Table 3, you will be able to enter your goals, alternative solutions, and the relative importance (weight) of each. You will only be entering data in the sections with blue type. Begin by entering your goals and alternative solutions in the table.

To perform the analysis, first weight each goal using the scale of 1 (low) to 5 (high) importance. The table will automatically calculate the relative weight for you. Then, rate each alternative solution against each of the goals using the scale of 1 (low, or does not meet the goal) to 5 (high, or meets the goal very well). In the Final Ratings section (yellow tint with black font), the table will automatically calculate the final rating for each alternative.

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Instructions for Completing Table 2:

In this table, you will identify the key stakeholders in the Global Communications scenario.

Conflicts can occur when one stakeholder or group of stakeholders has interests, rights, or values that are at odds with another stakeholder, or group of stakeholders??™ interests, rights, or values. Most situations have at least the potential for conflict. It is important to identify these potential conflicts, paying particular attention to ethical dilemmas.

Remember that ethical dilemmas come from competing values, both of which are fair and reasonable. There are a number of values to consider that are at the heart of an ethical dilemma in a business setting. Some of these are accountability, fairness, respect, social responsibility, integrity, and honesty.

In column 1, Stakeholder Groups, list the stakeholders found in the Global Communications scenario.

In column 2, The Interests, Rights, and Values of Each Group, identify to the reader the different interests, rights, or values of each group.

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Instructions for the References Section:
List your references here in alphabetical order (by the first author??™s last name, or, when there is no author, the first word of the title). This page is already formatted with hanging indents. Include only references cited in your paper, and be sure to include every reference cited in your paper. Most references will be from the University of Phoenix library and should follow the format below.

A Journal Example:
Lee, H. W. (2005). The factors influencing expatriates. Journal of American Academy of Business, 6(2), 273-279. Retrieved January 29, 2005, from ProQuest database.
A Text Example:
McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.
NOTE: List the references in alphabetical order by the author??™s last name, NOT the type of publication. The headings above are to assist you in formatting each type properly.

Please note: When citing University of Phoenix Library databases, you must use the capitalization and spelling for these databases exactly as they appear in the Library.
For example:
??? EBSCOhost database
??? ProQuest database
??? EIU Viewswire
??? InvestText Plus

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Finally ??“ Spelling, Grammar, APA, and Mechanics

As graduate students, you are expected to spell correctly, use correct punctuation, format paragraphs effectively, follow the directions in the APA manual for formatting your references and citations, and so forth. This is worth 25% of your overall grade assessment on papers.

The last step is to remove all instruction boxes and page breaks. The only page breaks that will remain are between the title page and the body, the body and the references, and each of the tables. When this step is complete, the paper should be somewhere between 18 pages and 20 pages in total. NOTE ??“ This includes approximately 6 pages for tables, 1 page for a title page, and 1 to 2 pages for references. The body of the paper should occupy roughly 10 to 12 pages (3,500 words to 4,200 words).

As a final note, remember to run your papers through WritePointSM to check your paper for spelling, grammar, and language errors as well as Plagiarism Checker to evaluate citations. WritePointSM provides you with detailed feedback in just a few minutes; Plagiarism Checker may take longer. You can find both tools and submit your paper by following this path:

1. Sign on to your student webpage.
2. On the left hand side under services, click on the Center for Writing Excellence link.
3. Under the Center for Writing Excellence paragraph, click on submit your paper.
4. Fill in your student information, select both WritePointSM and Plagiarism Checker, and upload your document by clicking browse.
5. Then, click on submit.

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Instructions for the Conclusion Section:

This is the conclusion of your paper. It should be one or two paragraphs in length and should summarize the knowledge you have gained while developing your problem solution. The conclusion should not introduce new ideas regarding your solution; instead, it should focus on summarizing those ideas you have presented.

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Instructions for the Evaluation of Results Section (Step 9):

Detail for the reader how you will measure your proposal??™s success against the end-state goals. You must establish measures of success that are SMART: Specific, Measurable, Attainable, Realistic, and Timely. For the metrics provided in Table 6, describe any challenges you anticipate in measuring your goals as well as the results from your research that suggested these measurements. Also, discuss the validity and reliability of your measurements. Are they quantitative or qualitative Finally, discuss how these measurements may provide information on additional opportunities for management. Use appropriate citations.

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Instructions for the Implementation Plan Section (Step 8):

Though you have your final recommended solution, coming up with a sound plan is only part of the challenge for leadership. A plan that looks sound on paper but that you cannot implement is not a sound plan. At least half of a solution is getting the job done. Your next step is explaining how to implement your plan. You must show the value a successful execution can bring to the organization. Remember that neglecting to provide the organization with sufficient evidence that your plan has the ability to achieve success can diminish your credibility as a leader and inhibit your plan from entering the implementation phase.

You will complete Table 5 to provide the road map for implementing your solution.

Without going into significant detail, summarize how long it will take, the resources that need to be committed, and major functions of the organization that will take on key responsibilities. Identify any disruptors or risks from your benchmarking. Use citations as appropriate. Refer to Table 5 and remind the reader how your solution mirrors the established practice you identified from your research.

For example, when companies create a new system or process, they should go through these steps:
??? Identify major deliverables.
??? Develop a timeline.
??? Determine who is responsible.

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Instructions for the Optimal Solution Section (Step 7):

While it is hard to say how long your solution should be, plan on several pages. You can begin by telling the reader what your solution looks like and describing how it will help Global Communications to achieve its vision. Fully justify the key findings that led to your optimal solution using concepts from the text. Use citations as appropriate.

It is important in the final paper to develop and explain your solution comprehensively. For example, you cannot just say, ???Global Communications needs a new process.??? You will need to define what that means from the benchmarking research and text. Then you will need to detail what the solution looks like and describe how it will help Global Communications achieve its end-state goals/vision. Use citations as appropriate.

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Instructions for the Risk Assessment and Mitigation Techniques Section (Step 6):

Begin this section by completing Table 4 to identify the risks, probabilities, severity, and mitigating techniques for your two or three remaining alternatives.

In this section, you examine the probabilities and consequences of negative outcomes or risks associated with the two or three remaining alternative solutions. The evaluation of risks connected to a best practice used by real companies is a significant part of benchmarking. Briefly assess the general (high, medium, or low) probability and severity of the risks materializing, as well as any mitigating techniques that you identified in Table 4. Focus on the risk or risks that have both high probability and severe consequence. Does the risk analysis narrow your choices If so, discuss how. Be sure to discuss how you researched the risk assessment and mitigation techniques you are reporting. Use citations as appropriate.

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Instructions for the Analysis of Alternative Solutions Section (Step 5):

Begin this section by analyzing the alternatives using Table 3.

In a concise paragraph, explain why you assigned the relative importance (weight) to the goals as you did in Table 3. In addition, explain the rating you gave to the best alternative with respect to each goal. This should be more than simply, ???My second alternative was rated with a four (middle to high) because it met the goal well.??? Instead, describe why it met the goal well enough that you rated it a four.

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Instructions for the Alternative Solutions Section (Step 4):

After conducting your generic benchmarking research for Global Communications, take this opportunity to use your research and your problem statement to formulate alternative solutions to meet the end-state goals. Make sure to ask yourself during this step, ???Do my possible solutions support my problem statement??? Your list of opportunities is a good source of ideas to use when formulating alternatives.

An Example from USAuto:

Issue: USAuto??™s negotiating team did not carefully identify AutoMex??™s goals.
Opportunity: USAuto can develop intelligence on potential business relations to understand better others??™ goals in negotiation settings.
Alternative Solution: USAuto will develop a business intelligence unit.

NOTE: You performed benchmarking research on issues as part of a team and your research should have resulted in numerous examples from which you can draw alternatives. Individually, in this section you identify alternatives that fit your individual problem statement best. You should appropriately cite the research supporting what you present in this section of the paper. It is inappropriate to simply cut and paste from the team research. However, you should develop your alternatives from the team research and other research you have done. Cite appropriately.

Here is the standard three-step approach to formulating alternative solutions from your benchmarking data:

A. Summarize the benchmarking findings related to your problem statement. Include the relevant citations expected in all scholarly research.
B. Explain the relevance of this benchmarking to Global Communications.
C. Identify a specific solution that you can detail for Global Communications based on this finding.

After you complete this section, enter your alternative solutions into Table 3 appropriately. You will complete Table 3 in the next step.

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Instructions for the End-State Vision Section (Step 3):

A true leader not only works on solving the problem, but also thinks beyond the crisis by implementing measures to prevent the problem from happening again. Put yourself into the future and imagine what Global Communications will have become if the problem is solved or the opportunity is realized. Create a short, compelling vision statement that reflects the desired end state considering the concepts and ideas from the course. Be sure to consider any ethical issues that might be present. This vision will help you in formulating your end-state goals in Tables 3 and 6. Keep in mind that later, for your solution implementation, you must establish measures of success that are SMART: Specific, Measurable, Attainable, Realistic, and Timely. Use citations as appropriate.

After you complete this section, translate your vision into end-state goals and begin the process of completing Tables 3 and 6 by placing those goals appropriately. You will complete the tables further on in the process.

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Instructions for the Problem Statement Section (Step 2):

A good litmus test for a problem statement is that it should:
1. be short and easily understood.
2. be about realizing opportunities.
3. not reflect a specific solution??“it should lend itself to many solutions.

One way to begin to think about how to construct a problem statement is to think about what the organization aspires to be and the range of opportunities it must seize to achieve that vision. If you combine the two ideas into a single thought, ask yourself:

A = How does Global Communications see itself in the future This should be appropriate to the scenario. As an example, consider the scenario for USAuto. Compare these two approaches as the first part of the problem statement, ???USAuto aspires to enhance the company??™s market value??? or ???USAuto aspires to become the world leader in the automotive industry.??? While both statements are appropriate, the second statement is on a scale that is much too grand for the scenario.

B = What is the range of opportunities that will help Global Communications accomplish its vision This should focus exclusively on the concepts from the course and should reflect a range of solutions. Avoid stating one specific solution.

Fill in the blanks ———–> USAuto will ____(A)____ by ____(B)_____.
For example —————–> Global Communications will enhance the company??™s market value by developing the tools needed for successful negotiations.

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Instructions for the Issue and Opportunity Identification Section (Step 1, Part A):

There is a lot of information in the Global Communications scenario. Often, when faced with large amounts of information it is helpful to condense it to a manageable amount. Before writing this section, complete Table 1. It will help focus the work you do in this section.

In this paragraph, briefly discuss the most important past events that led to the issues and opportunities you listed in Table 1. Keep in mind that the event or events you discuss are not the problem, but they are what created or initiated the problem. Remember, your final solution cannot alter events that have already occurred. Use citations as appropriate.

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Instructions for the Introduction Section:

The introduction of your paper should prepare the reader for the contents of the paper. It is best to write this introduction last, after all of the tables and narratives in each section are completed. It should present the basis of your investigation of the problem in the scenario. Use citations as appropriate.

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