CULTURE OF EMPOWERMENT AND ACCOUNTABILITY Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

CULTURE OF EMPOWERMENT AND ACCOUNTABILITY Case Study Analysis

From the year 2010 to 2011, SMdP was able to facilitate 30 AP English students and there was the possibility that the number of students would increase, but the school was unable to facilitate more students, because of un-availability of enough resource. Furthermore, it was very difficult to sustain this growth mindset and cultural change within the school. To sustain such an environment,the core requirements were focused and undivided attention as well as continuous improvement. Additionally, the administration believes that it could become the best organization among all the other educational organization within the area network of 24 schools.

Recommendations and Possible solutions

Mike Odiotti and Judy Seiberlich did their best to implement the strategies to bring new culture with in the school for coping up with the prevailing challenges. The adopted strategiesyield higher returns and better academic growth. All the aforementionedstrategiesappropriate and approachable for the purpose of building a new culture in the school’s cultural system. The culture driven strategy should have been based on the facts and figure in order to develop an effective cultural environment. Odiotti and Seiberlich adopted same strategiesby conducting several interviews and having research work to gather all related facts and figure, after which, they came up with some strategic moves. These moves fixed the SMdP problems in a very beautiful manner but did not succeed in providing long term benefits. All the stated strategiesthat were adopted byOdiotti and Seiberlich, were effective and yield better results as stated in the case. To cope up with the issues and challengesbeing faced by the school in the year 2010, following possible solutions could have been recommended:

Kaizen Approach

Kaizen approach should have been used for continuous improvement. All the adopted strategies required timely continuous improvement. The student’s progress should have been addressed and appreciated on daily basis. Development of new innovative tactics with the help of teachers and students to increase class participation and performance should have been in place.(See appendix 2)

Attract potential students

The number of students should have been increased with the help of marketing tools in order to increase the school’s resources. Mass marketing could’ve increased number of potential customers. Furthermore, schools should’ve come up with innovative techniques to increasethe number of students, with anincrease in the quality of education being provided at the school.

Resources for funding

At this time, SMdP requireda massive budget for further expansion as well as the introduction ofadditional courses. It could’ve been recommended to the school to have sought for new funding resources, such as an investment plan, with the recruitment of new teachers. Proper training should have been provided to gain full advantage. The developingof some differentgroups for the provision of mentoring services to the students could’ve proved to be a favorable step for the school’s expansion plan.

Conclusion

In 2008, Mike Odiotti and Judy Seiberlich, the principal and assistant principal at St. Martin high school, came up with many attractive and constructive policies, such as shifting the school’s cultural values, empowering the teachers by showing trust in them, developing a sense of accountability along with an increase in the interaction between the students and teachers. There was threat that the organization had the higher possibility to have been faced with, which was of becoming stagnant at this point caused by the unavailability of sufficient funding resources. Additionally, the teachers were also suffering from this shortage of resource funding as they themselves hadn’t received any increment in their salaries for previous two years...............................

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