Pepper Consulting

ORGANIZATIONALTRANSFORMATION

PAVING THE WAY FOR TOMORROW

ABSTRACT

• Every organizational culture has a profile that represents their fundamental traits

and attributes; this includes management style, strategic plans,

multiple environments, reward systems, means of bonding, leadership, and basic values of the organization, changing any

of these attributes means the culture must also change or be altered.

INTRODUCTION

• Education Career Management Corporation

• From its emergence in 1994 ECMC, began with two Art & Design schools, in Arizona and California

• Today it has more than 90 campuses, traditional ground and online degree programs in business, information technology, art and design, allied health, and culinary arts programs

• ECMC is known and well established in the world of online education for developing education technologies that embrace and enhance student learning and collaboration.

OVERVIEW OF THE ORGANIZATION

• ECMC’s values are important to the culture of the organization

• ECMC believes through shared values they are able to manage and respond quickly to any situation

• ECMC is a global organization, with nearly 40 percent of its students attending distance education schools

• Since the emergence of distance education (DE), there has been a continued growth process.

INDUSTRY POSITION

• The market place in 2014 is fierce with competition, as consumers look for the biggest bang for their buck

• ECMC is not attempting to hold onto their current position and rank as a distance education provider; they are interested in advancing, in defeating the competition and advancing toward their identified goals

• Execution of values and goals is the result of thousands of decisions made by employees everyday who act according to the direct share and flow of information

CHARTING THE CULTURE

FINANCIAL PORTFOLIO

DIAGNOSIS OF THE PROBLEM

How does an organization know when it needs a transformation?

• Being aware of the strategic inflection point, signals a change in the environment and emergence of new rules for staying successful is needed

• When strategies that were effective and mindsets that moved the organization forward are no longer effective it is time for change

• In nearly every industry businesses are challenged to respond to the demands of change, the reasons for change are numerous; changing markets, technology, social and economic conditions are just a few of the demands of the 21st century (Buono, Kerber, 2009).

DIAGNOSIS OF THE PROBLEM

• Decreasing profits are the main reasons for the needed transformation

• As a learning institution students need more technological advances to keep up with the changing global market in education

• Retaining students which is an internal and external issue the organization faces

TRANSFORMATION STRATEGIES

• By planning and using economic and technical criteria to gauge trade offs or evaluate the cost versus the benefits of various planning decisions the organization can increase profits

• Being expert puzzle solvers is a better strategy than looking to the past and holding to a strictly rational planning strategies

• Preparing for a turbulent and unstable market and environment

TRANSFORMATION STRATEGIES FINANCIAL

• Completing an assessment of the problems is the first step

• Have each person in the organization complete an Organizational Culture Assessment Instrument (OCAI) in order to diagnose the current culture

• The idea is to get a clear understanding of what needs to change in the culture to help develop a strategy to change key important identified elements in the transformation

• Management, employees, and team leads must reach agreement on the type of steps necessary to overcome the problems

• Based on these findings the next step is to assess the different quadrants: Clan, Adhocracy, Hierarchy, or Market to determine where they needed to emphasize more energies, strategies, and new processes, which areas need less attention is described and where what is working needs to remain

TRANSFORMATION STRATEGIES

• Revamp the way admissions interview students

• Design admissions protocol that help to weed out students who are not college read therefore eliminating those who may drop during their first college term

• Continued work on student success strategies

• Enrolling students who exhibit strong aptitudes for online learning will help increase the organizations profits through retention

TRANSFORMATION STRATEGIES

Google Images

TRANSFORMATION STRATEGIES TECHNOLOGY

• Apply critical thinking skills to critically examine information and seek out ideas and solutions which surpass common solutions

• Be inquisitive take a chance and solve for tough problems and challenges that might arise in situations

• Establish high work standards, by setting high standards, assume responsibilities and accountability for all

• Execute quality improvements by improving processes and practices by identifying inefficiencies and redundancies

TRANSFORMATION STRATEGIES STUDENT RETENTION

• To counter the dropping student retention rates leadership will need to think holistically rather than in a linear fashion

• If leadership can regard challenges as opportunities rather than problems they move toward a learning institution

• Use unteachable competences such as the innate traits of optimism (Allert & Chatterjee, 1997).

• At the forefront of any change, leadership must poses vision, cleverness, pragmatism, and awareness which leads to a positive attitude to overcome any issues

EXPECTED OUTPUT FROM TRANSFORMATION

• Performance for all expected improvements are expected to be completed within a one year time frame

• Management will use stressors that are seen as consistent with empirical research, the scale they used included 6 items: workload, time pressure, task complexity, performance,

• Management will need to determine how to implement processes that can help their employees understand why their work demand is such and whether others in the organization deal with the same or similar stressors, and how the organization is going to acknowledge and reward their employees for effectively dealing with such demands and responsibility

REFERENCES

• Allert, J. R., & Chatterjee, S. R. (1997). Corporate communication and trust in leadership. Corporate Communications, 2(1), 14.

• Buono A., & Kerber, K. (2009). Building organizational change capacity. Retrieved from http://www.iff.ac.at/oe/full_papers/Buono%20Antony%20F._Kerber%20Kenneth%20W.pdf

• Google Images. September 15, 2014. Retrieved from https://www.google.com/search?hl=en&site=imghp&tbm=isch&source=hp&biw=1239&bih=603&q=financial+planning&oq=financial+planning&gs_l=