Global Comunication
Analysis
Every day business becomes more and more competitive and Global Communications, the company we are basing this analysis on, is no exception. Due to excessive competition and the need to cut costs, Global Communications had to outsource their call centers to Ireland and India. Through our research, we have found that a number of companies are, in fact, outsourcing, various aspects of the business. This paper has allowed us to research and compare the organizational, emotional and ethical concepts used among various companies. The companies we chose are indicative of both general and competitive benchmarking.
In the first benchmarking analysis, we compared Us Air with Global Communications. Us Air has gone through a complete transformation, which first stemmed from the loss of business after the terrorist attacks on September 11th. This event brought up a lot of emotions, which is defined as psychological and physiological episodes toward an object, person or event that creates a state of readiness (McShane & Von Glinow, 2005). In this instance, US Air was similar to Global Communications in the fact that they were both faced with a situation that came upon quickly and had to act immediately to save the company from going under. In the case of US Air, the company hired a new management team and decreased assets such as planes and employees. US Air, like Global Communications, had to promote the positive points of outsourcing to the existing employees and planned to reward the existing employees for staying. The employees in this situation whether they knew it or not, were utilizing the exit-voice-loyalty-neglect (EVLN) model. Those employees who proved to be “loyalists” were employees who were dissatisfied, but decided to patiently wait to see what happened (McShane & Von Glinow, 2005). These people were fortunate enough to be recognized and rewarded by the company once the company was finally able to recover.
In the second case...
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