The ability of the people to coordinate their individual work effort toward a common goal is paramount for Global Communications. To settle issues in order to make the right decision all possible motives must be considered. The COMPANY must involve critical stakeholders in a strategy for future growth and success. This feedback completes the communication process. Ahead of time, Global Communications discusses issues that involve the Union. In order to create an atmosphere of better communication the social, psychological, and structural barriers that obscure and distort the message, causing noise, will be taken away. Then, the optimal communication channels are applied. By meeting directly with employees, executives show assertiveness. The telecommunications company achieves growth potential because those in charge recognize two human beings could have two dissimilar frames of mental models and perceptual experience.
[...] Global Communications will look toward minimizing the variance between expected outcomes and actual results. All potential outcomes will also be studied. Management will assess the risks implicit in opportunities to manage upside risk (risk as opportunity). Taking too little risk can result in as much management failure as taking too much risk. Global Communications will view innovation as a major component of opportunity risk. To make the most intelligent business decisions the telecommunications company will be firmly grounded in risk management By mathematically blending new information with old, Better business decisions will result by blending mathematically new information with old. [...]
[...] Efficacious decision makers have to communicate, and Global Communications has been at a disadvantage since its unfitness to communicate effectively. Global Communications feels an enormous economic squeeze because the trust in the telecommunication industry is declining. Payoffs are decreasing and stockholders dread an unfitness to rebound because of too much rivalry. Global Communications formulated a two-pronged plan of attack that is aggressive. The institution will undergo growth through the creation of new services, chiefly to small business enterprise and consumer customers through nationwide local and long-distance markets. [...]
[...] Problem Statement Global Communications must improve decision making, employee needs, management, knowledge and coordination to have a major effect in its organizational operation. The power of the people to coordinate their individual work effort toward a common goal is of utmost importance for Global Communications. All probable needs should be examined to settle issues to make the correct decision. The company must involve critical stakeholders in a strategy for success in the future. The telecommunications company discusses in advance issues that are of concern with the Union. [...]
[...] This instant feature will make Global Communications a facilitator of major proportions at bringing together the cell phone customer with his favorite Internet social network. This certainly will make a positive impact on the world of those using a Global Communications handset. This integration will further connect an already connected global community. Their wide arrangement of communications choices will propel tremendous future growth. Profits will be of a magnitude that Global Communications has never experienced, solidifying its future in the telecommunications industry. [...]
[...] If Global Communications adapts the “open and share” policy that made MySpace such a huge player on the Internet, it will continue growth that is exemplary. Unfortunately, the lack of openness and sharing has led to distrust among both the Union and Global Communications' employees. Global Communications is all about the employer/employee relationship. It is instrumental to the company's success. Apparent in both companies is a lack of effective communication that has lead to problems. MySpace's original entrepreneurs may still be a vital component of the company but are missing from the mix: they are no longer “players” in the decision- making process. [...]
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