Problems arise when communication slow or stop, and progress is taken for granted. Problems are non communicated differences- in actions and expectations. Intense deliberate communication is itself a transaction cost- it may not always be business. The corporation can provide deliberate opportunities to other people in the global corporation to explain and notify about problems. Naturally problems do not actually arise every time members communicate.
Effective and honest ongoing interpersonal communication can now be facilitated by technology such as the Internet, fax, and videoconferencing. Global organizations can now prevent greater, later costs incurred from error correction. The advent of modern communications has given the global corporation another tool to operate efficiently. Corporations that use technology will benefit more than proportionately to the cost.
Of course the communication needs to be timely and truthful for it to be valuable. Information also needs to be proactively stated, discussed, openly, honestly and fully disclosed. For remote communications, the use of Internet email, fixed and in particular mobile telephones is often prolific. There should be regular broadcast news and information in the form of say, email messages updating members around the world on how the business is doing and latest developments. Informal discussion of this news, plus the formal emails kept different people in different places up to date with these moves. This kept people in different time zones in touch with the same information distributing at low charge around the world.
Periodic face-to-face (direct contact) meetings are also necessary to supplement and balance this electronic communication- just as with telecommuting, the balance between electronic and physical and the overriding dominance of neither is very important to the success of the venture.
A problem might arise if one area of the company considers hoarding information as an act of supremacy. If one of the empowered teams develops a power culture keeping vital information to itself, the enhanced communications structure of the global company will serve little or no purpose.
Power cultures may stem directly from the encouragement of competition. Externally they can be formed with competitors. The more dangerous to the firm is the internal formation with colleagues. Internally information is seen as power and people in these organizations tending to focus on building up themselves as unique marketable resources by keeping information to themselves, rather than sharing it through building a team approach that is committed to serving their internal and external customers.
“Power in organizations is based on what and who people know. Access to information is vital to those responsible for managing business operations. Electronic systems make it possible to distribute that information widely, cheaply and quickly.” (Birchall and Lyons 1995). Hence what is done with knowledge, whether it is kept or spread, can be a valuable indicator of whether the organization or individual is power or responsibility driven. Both new technology, and more effective management approaches, will require attitudes to power and responsibility to change radically in future.
Respect and trust is important in relations between colleagues. Some people naturally find it easier to talk and relate than others, as long as communications structures are agreed on by other managers the communications will flow evenly. It was consensus and inclusive decision making and proactive communication before the event, which formed an important part of the accountability and consistent message and approach from members despite their geographical operating autonomy.
Within the global corporation, people and departments are accountable primarily for achieving the results that were agreed by the company consensus. Once buy in from the departments is agreed, full support in successful implementation should then be in place. As such, effective communication facilitated by technologies is the glue of the global corporation.
Research studies on the overseas organization are a valuable tool for understanding how well the foreign company is likely to continue to produce. Employees in the next century should be asked questions regarding their work environment and then appropriate actions should be taken according the positive or negative answers given.
Some of these survey questions might be: Do the employee feels their organization values their individual contribution to the company? Whether their goals and values are considered? Does the organization disregards their interests when making decisions which affect them? Do they feel the organization would help them if they need a special favor? Does the organization shows concern for them, cares about their opinion, and takes pride in their individual accomplishments? The results are important to the
success of the organization. Soliciting answers on these questions from the employees themselves not only provides a more accurate assessment of their feelings and attitudes
toward the organization, it also sends the message that even though the organization is based in another country, the global employees are just as important and relevant to the
success of the organization as are those who work at the home location.
In summary, the best way to effectively manage a global organization in the years 2000 and beyond will be from within that organization — by tuning in and listening to
the employees on a regular basis, by acknowledging their efforts through rewards and recognition, by allowing them to be part of decisions which affect them, and by letting them know that the organization cares about them because they,
too, are part of the larger team…
References
Stein, Benjamin. What does the global customer need and want? The Wall Street Journal. (1999) : March 25th. Available at WSJ.com
Brinkley, Joel. “The age of digital television is finally upon us.” The New York Times. [Online]. (1996) : December 2; Available: America Online, keyword:@Times.
Cohen, Roger. “Global forces batter politics.” The New York Times.
November 16, 1996
“The NAFTA: expanding u.s. exports, jobs, and growth”. Clinton Administration Statement on the North America Free Trade Agreement. (1993) : Washington: GPO.
“Squeezing the textile workers: trade and technology force a new wave of job cuts.” The New York Times, (1996) :February 21; p. D1.
World Trade Organization International Trends and Statistics
http://www.WTO, 1996.org/int_trade_wpf.html
Employees a New Team Concept “. Industrial Management.
Sept-Oct, 1998: p. 21-23. Birchall David and Lyons Laurence, Creating Tomorrow’s Organization, Pitman, 1995, p89.