Organizational Transformation Paving the Way for Tomorrow

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Every organizational culture has a profile that represents their fundamental traits and attributes, changing any of these attributes means the culture must also change or be altered

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  • 1. ORGANIZATIONALTRANSFORMATIONPAVING THE WAY FOR TOMORROWPepper Consulting

2. ABSTRACT Every organizational culture has a profile thatrepresents their fundamental traits and attributes;this includes management style, strategic plans,multiple environments, reward systems, means ofbonding, leadership, and basic values of theorganization, changing any of these attributesmeans the culture must also change or be altered. 3. 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 andonline degree programs in business, information technology, artand design, allied health, and culinary arts programs ECMC is known and well established in the world of onlineeducation for developing education technologies that embraceand enhance student learning and collaboration. 4. OVERVIEW OF THE ORGANIZATION ECMCs values are important to the culture of the organization ECMC believes through shared values they are able to manageand respond quickly to any situation ECMC is a global organization, with nearly 40 percent of itsstudents attending distance education schools Since the emergence of distance education (DE), there hasbeen a continued growth process. 5. INDUSTRY POSITION The market place in 2014 is fierce with competition, asconsumers look for the biggest bang for their buck ECMC is not attempting to hold onto their current position andrank as a distance education provider; they are interested inadvancing, in defeating the competition and advancing towardtheir identified goals Execution of values and goals is the result of thousands ofdecisions made by employees everyday who act according tothe direct share and flow of information 6. CHARTING THE CULTURE 7. FINANCIAL PORTFOLIO 8. DIAGNOSIS OF THE PROBLEMHow does an organization know when it needs a transformation? Being aware of the strategic inflection point, signals a change in theenvironment and emergence of new rules for staying successful is needed When strategies that were effective and mindsets that moved theorganization forward are no longer effective it is time for change In nearly every industry businesses are challenged to respond to thedemands of change, the reasons for change are numerous; changingmarkets, technology, social and economic conditions are just a few of thedemands of the 21st century (Buono, Kerber, 2009). 9. DIAGNOSIS OF THE PROBLEM Decreasing profits are the main reasons for the neededtransformation As a learning institution students need more technologicaladvances to keep up with the changing global market ineducation Retaining students which is an internal and external issue theorganization faces 10. TRANSFORMATION STRATEGIES By planning and using economic and technical criteria to gaugetrade offs or evaluate the cost versus the benefits of variousplanning decisions the organization can increase profits Being expert puzzle solvers is a better strategy than looking tothe past and holding to a strictly rational planning strategies Preparing for a turbulent and unstable market and environment 11. TRANSFORMATION STRATEGIESFINANCIAL Completing an assessment of the problems is the first step Have each person in the organization complete an Organizational Culture AssessmentInstrument (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 helpdevelop a strategy to change key important identified elements in the transformation Management, employees, and team leads must reach agreement on the type of stepsnecessary 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 moreenergies, strategies, and new processes, which areas need less attention is describedand where what is working needs to remain 12. TRANSFORMATION STRATEGIES Revamp the way admissions interview students Design admissions protocol that help to weed out students whoare not college read therefore eliminating those who may dropduring their first college term Continued work on student success strategies Enrolling students who exhibit strong aptitudes for onlinelearning will help increase the organizations profits throughretention 13. TRANSFORMATION STRATEGIESGoogle Images 14. TRANSFORMATION STRATEGIESTECHNOLOGY Apply critical thinking skills to critically examine information and seek out ideas andsolutions which surpass common solutions Be inquisitive take a chance and solve for tough problems and challenges that might arisein situations Establish high work standards, by setting high standards, assume responsibilities andaccountability for all Execute quality improvements by improving processes and practices by identifyinginefficiencies and redundancies 15. TRANSFORMATION STRATEGIESSTUDENT RETENTION To counter the dropping student retention rates leadership will need to think holisticallyrather than in a linear fashion If leadership can regard challenges as opportunities rather than problems they movetoward 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 16. EXPECTED OUTPUT FROMTRANSFORMATION Performance for all expected improvements are expected to be completedwithin a one year time frame Management will use stressors that are seen as consistent with empiricalresearch, the scale they used included 6 items: workload, time pressure, taskcomplexity, performance, Management will need to determine how to implement processes that canhelp their employees understand why their work demand is such andwhether others in the organization deal with the same or similar stressors,and how the organization is going to acknowledge and reward theiremployees for effectively dealing with such demands and responsibility 17. 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 fromhttp://www.iff.ac.at/oe/full_papers/Buono%20Antony%20F._Kerber%20Kenneth%20W.pdf Google Images. September 15, 2014. 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