Due Date: Nov 09, 2018 23:59:59 Max Points: 80 ✓ Solved

Due Date: Nov 09, 2018 23:59:59 Max Points: 80

Refer to the "Freeman-Brown Private School Case Study" document for details pertaining to this assignment. The board of directors at Freeman-Brown Private School (FBPS) has hired you as part of a consulting team to review the situation and present your findings and recommendations. Write a paper (1,250-1,500 words) that discusses the case. Complete this assignment from the perspective of the hired consultants. Respond to the following questions:

Review how organizations interact with their external environment (as open systems and complex adaptive systems).

How effective was Freeman-Brown as an open system at the time of the closure? How effective was Freeman-Brown as a complex adaptive system at the time of the closure?

Review your reading this week on the internal environment of organizations. What is your evaluation of the organizational culture and organizational climate at the time the decision to close two campuses was made?

What is your evaluation of the decision made by Dr. Murphy and Caudill? What is your evaluation of the process of going about the closure? Was FBPS demonstrating social responsibility?

Discuss the closure impact on three specific stakeholders. Provide an explanation, using appropriate management theories, for how the administration could have handled the closure effectively with stakeholders.

Include one theory from each of the following: the classical approach, the human relations approach, and the modern management approach.

You have been asked to suggest two goals: one long-term and one short-term goal for the future direction of FBPS. Justify your decision.

Present a concluding statement that integrates the 4 functions of management as a means to revamp management at FBPS and meet the recommended goals.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.

Sample Paper For Above instruction

Introduction

The case of Freeman-Brown Private School (FBPS) presents a complex scenario involving organizational dynamics, stakeholder management, and strategic decision-making. As consultants, our analysis encompasses the organization's interaction with its external environment, internal culture, decision processes, and the implications of its closure. This paper evaluates FBPS as an open and adaptive system, examines its internal climate, and explores management theories applicable to effective stakeholder engagement and future planning.

Organizational Interaction with External Environment

Organizations are considered open systems because they continuously interact with external factors such as community, economic conditions, and regulatory bodies. Freeman-Brown historically demonstrated attributes of an open system by engaging with local communities and adapting curricula to meet societal needs (Scott & Davis, 2016). However, during the closure, evidence suggests reduced external engagement, indicating a decline in its effectiveness as an open system, which potentially limited its capacity to anticipate and respond to external pressures (Daft, 2015).

Effectiveness as an Open and Complex Adaptive System

At the time of closure, FBPS's effectiveness as an open system was compromised. The school showed signs of insularity and lacked proactive strategies to adapt to changing external environments (Katz & Kahn, 1966). As a complex adaptive system, the school’s inability to evolve and respond swiftly to economic constraints or stakeholder concerns reflected a deficiency in its adaptive capacity (Uhl-Bien & Marion, 2008). A resilient system would have used decentralized decision-making and fostered innovation, which was lacking in FBPS’s approach.

Internal Environment: Organizational Culture and Climate

The internal environment of FBPS appeared to be characterized by a hierarchical culture with limited employee involvement (Schein, 2010). The organizational climate may have been marked by uncertainty and skepticism, particularly among staff and parents, during campus closures (Martins & Terblanche, 2003). Such a climate can hinder communication, decrease trust, and impede effective change management, which likely contributed to resistance against closure decisions.

Evaluation of Leadership Decisions and Closure Process

Dr. Murphy and Caudill’s decisions seemed driven by financial exigencies, but they appeared to overlook the emotional and social implications of campus closures. An effective closure process requires transparent communication, stakeholder engagement, and social responsibility (Friedman & Miles, 2006). Their approach lacked sufficient stakeholder involvement and failed to demonstrate responsibility, potentially undermining trust and long-term reputation.

Social Responsibility

FBPS's response demonstrated limited social responsibility, as the school did not adequately consider the impact on students, staff, and community stakeholders. Ethical leadership involves balancing economic sustainability with community commitments, which was not fully evident in the closure process (Carroll, 1999).

Stakeholder Impact Analysis

Three key stakeholders affected by the closure include students, staff, and local community members. Students faced disruption and potential educational gaps; staff experienced job insecurity; and the community lost valuable educational resources. Managing these impacts ethically and effectively requires applying management theories that foster stakeholder trust and cooperation.

Management Theories Application

• Classical approach: Applying Taylor’s Scientific Management emphasizes structured procedures to manage the closure efficiently, ensuring clarity in process and roles, minimizing uncertainties for stakeholders (Taylor, 1911).
• Human relations approach: Utilizing Mayo’s Human Relations Theory can help foster empathy and open communication channels, addressing emotional concerns and maintaining morale (Mayo, 1933).
• Modern management approach: Uhl-Bien’s Complexity Leadership Theory underscores the importance of adaptive leadership, promoting innovation and resilience during organizational change (Uhl-Bien & Marion, 2008).

Future Goals for FBPS

Considering the analyzed dynamics, a suitable short-term goal would be to implement stakeholder-focused communication strategies to rebuild trust. A long-term goal would be to develop an adaptive organizational culture capable of proactively responding to environmental changes, ensuring sustainability and growth.

Conclusion: Integrating Management Functions

Revamping FBPS’s management approach involves the deliberate application of the four functions: planning, organizing, leading, and controlling. Strategic planning aligned with a vision for adaptability, reorganized structures that empower staff, effective leadership that fosters trust and innovation, and control mechanisms to monitor progress are essential. Together, these functions can steer FBPS toward a sustainable future that meets its educational mission and stakeholder expectations.

References

• Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268-295.
• Daft, R. L. (2015). Organization Theory & Design. Cengage Learning.
• Friedman, A. L., & Miles, S. (2006). Stakeholders: Theory and Practice. Oxford University Press.
• Katz, D., & Kahn, R. L. (1966). The Social Psychology of Organizations. Wiley.
• Mayo, E. (1933). The Human Problems of an Industrial Civilization. Macmillan.
• Martins, E. C., & Terblanche, F. (2003). Building organizational culture that stimulates innovation. European Journal of Innovation Management, 6(1), 64-74.
• Scott, W. R., & Davis, G. F. (2016). Organizations and Organizing: Rational, Natural, and Open Systems Perspectives. Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
• Uhl-Bien, M., & Marion, R. (2008). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics, 38(2), 148-156.