How Brokenshire College Manage Organization Process?

Brokenshire College has undergone a drastic change since last year due to expected decreased of population of the Nursing Program.

Step 1 Job Design

• In Brokenshire College, we implement the method 5s to always review our objectives and achieve organizational goals.
• Review plans and objectives.
• Objectives are the specific activities that must be completed to achieve goals. Plans shape the activities needed to reach those goals. Managers must examine plans initially and continue to do so as plans change and new goals are developed.

Step 2 Departmentalization

• Brokenshire College have precise organizational structure. This just show how strong its implementation of each departmentalization.
• Determine the work activities necessary to accomplish objectives.
• Although this task may seem overwhelming to some managers, it doesn't need to be. Managers simply list and analyze all the tasks that need to be accomplished in order to reach organizational goals.

Step 3 Delegation

• Brokenshire College have appropriate job description for each employees and delegated to each structure of the organization.
• Classify and group the necessary work activities into manageable units.
• A manager can group activities based on four models of departmentalization: functional, geographical, product, and customer.

Step 4 Span of Management

• Assign activities and delegate authority.
• Managers assign the defined work activities to specific individuals. Also, they give each individual the authority (right) to carry out the assigned tasks.

Step 5 Chain of Command

• Design a hierarchy of relationships.
• A manager should determine the vertical (decision-making) and horizontal (coordinating) relationships of the organization as a whole. Next, using the organizational chart, a manager should diagram the relationships.

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Brokenshire College: The Transformation

Just like a butterfly, each organization started at birth, at small things.

ompelling Needs and Opportunities

The source of transformation in an organization or system is the set of compelling needs and opportunities, which confront it in its market environment. While change in the environment is continuous, and the ideal organization continually adapts, in reality, transformation, and as we address it here, is launched out of a sense of urgency. Effective transformation enhances the organization's capability for future adaptations to its changing environment.

Existing Mental Model(s)

In an organization the mental model(s) may represent the business model as to how the business differentiates itself, seeks to achieve competitive advantage and grows sustainably. Mental models guide our perceptions and also may represent ideas concerning effective culture, business processes and organization design.

Our existing mental models are frequently disconfirmed by emerging compelling needs and opportunities. This disconfirmation triggers the need for transformation.

Turning Point

The disconfirmation of existing mental models by the emerging compelling needs and opportunities creates a turning point. The system is poised either for a planned process of dialogue and ensuing virtuous circles of performance or for an unplanned process of resistance and denial and the vicious cycle of dysfunctional behavior.

Resistance and Denial

Not infrequently the challenge posed by the disconfirmation of existing mental models is met by resistance to enter into dialogue. This is coupled with denial and the associated frictions between perceived proponents and resistors of change. This dynamic creates a vicious cycle in the system of poor communications and dysfunctional relationships. Cultural pre-conditions can pre-dispose the organization to this pattern. Some individuals and cultures are more inflexible and sealed than others and these usually tend toward authoritarian values and behaviors. Other individuals and cultures are so geared toward and invested in certain goals (the proverbial "idée fixe") that when those goals are compromised, the threats are inadvertently ignored.

Crisis

As the need for transformation builds in the face of resistance and denial, the turning point evolves into a crisis. The choice, conscious or unconscious, becomes more urgent either finally to address the disconfirmation of existing mental models through a planned dialogue process and seek a new vision or to continue to resist and deny that the need exists.

Termination

In the crisis, when the need for transformation continues to build and resistance and denial persist, the inevitable outcome is the vicious cycle ends relationships-i.e., termination. Examples include firing, quitting, bankruptcy, divorce, etc.

Decide and commence a transformation process which is grounded in dialogue

Some leaders and systems are inherently open to seek and explore emerging compelling needs and opportunities and how they may disconfirm existing mental models. They have built in numerous feedback loops, formal and informal, personally and organizationally. These leaders and systems are the early adopters of transformation. They see the processes of disconfirmation earlier than their peers and competitors. Innovation leaders are prime examples. They invent new products, services, businesses or even industries. They see, before others do, the new needs and opportunities and how existing mental models are not suited to address them. They decide to engage the organization in a transformation process, which is grounded in dialogue.

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The Core Competence of Brokenshire College

As I was listening with the discussion, I came to realize how important each core values and competence of a certain organization is. That's why I review the core values of Brokenshire College (BC).

Now here are the Core Values and Competence of BC:

Excellence

Striving for the highest personal achievement in all aspects of schooling and individual and community action, work and life-long learning

This value include:

• giving recognition to students achieving high standards
• frequently encouraging and acknowledging individual improvement
• celebrating school community achievements
• encouraging students' awareness of broader life opportunities.

In classrooms, evidence of this value includes:

• reaching personal best performance
• maintaining high learning expectations
• setting and meeting high standards
• persisting through challenges and difficulties in learning.

Justice

Accepting and promoting the rights, freedoms and responsibilities of being part of Brokenshire College

This value includes:

• listening to different views on school related issues
• consulting parents, staff and students about major changes
• ensuring that minority groups have a voice in decision making processes
• choosing appropriate processes for decision making.

In classrooms, evidence of this value includes:

• consulting and negotiating assignment timelines
• respecting the rights and responsibilities of others
• accepting responsibility for one's own learning.

Service

Being accountable for your individual and community’s actions towards yourself, others and the environment

This value include:

• reflecting policy and school community needs in school rules
• supporting the decisions of the school
• accepting responsibility for the school's involvement in community activities
• including in school rules strategies to reinforce appropriate behaviour as well as consequences for breaking rules.

In classrooms, evidence of this value includes:

• self-discipline
• modelling expected behaviours
• involvement in strategies to encourage compliance with school rules.

Integrity

Being consistently honest and trustworthy

This value inludes:

• open and transparent decision making processes
• consistent school policies and actions.

In classrooms, evidence of this value includes:

• trusting others to work independently
• doing what you say you will do
• teachers mark students work consistently to agreed standards
• clearly explaining and enforcing rules

Compassion

Being a proactive and productive individual and group member, having pride in and contributing to the social and economic wealth of the community and the nation

This value includes:

• communicating openly within and between different groups in the school community
• encouraging and considering new ideas
• forming partnerships with business and community organisations.

In classrooms, evidence of this value includes:

• contributing to class discussion
• encouraging creative thinking about issues and problems
• accepting roles in group activities.

Transformational Leadership

Practices reflect the ability to support individual growth and challenge inequity in the classroom and schoolwide.

This value includes:

• School leaders engage in transformative leadership, in which they intentionally become critically aware of their own tacit assumptions and expectations and assess their significance and consequence in decision making.
• Transformative leaders engage in reflective processes that enable self-evaluation of personal values, beliefs, and experiences, and they intentionally promote the conditions and experiences for transformation in their staff.
• This includes nurturing the voices of others and building their capacity to take leadership in the school community.

FAITH

Faith is our fidelity and love of God as expressed in our Christian leadership and service witnessing to openness and responsiveness to the needs of the church and our community.

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Five Competitive Forces: Shaping Strategy

Shaping strategy? Does it really mattered? I mean I am an instructor, do i really need to review what is the strategy of my own organization?

These are the questions I left unanswered when the lecturer was discussing this topic. Since, I am a faculty member of Brokenshire College, I never really thought of any strategic plans for the school. i am just focused with my job responsibility which is to teach. But, as the discussion became serious and deeper, I quite realized that I should make a move to participate (at least on my own) for the betterment of the organization where I belong.

With the help of Porter's five forces analysis, I can now understand how a certain organization undergo strategic planning.

Porter's five forces analysis is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979. It draws upon industrial organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in this context refers to the overall industry profitability. An "unattractive" industry is one in which the combination of these five forces acts to drive down overall profitability. A very unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit.

GENERIC STRATEGIES TO COUNTER THE FIVE FORCES

Strategy can be formulated on three levels:

corporate level
business unit level
functional or departmental level.



The business unit level is the primary context of industry rivalry. Michael Porter identified three generic strategies (cost leadership, differentiation, and focus) that can be implemented at the business unit level to create a competitive advantage. The proper generic strategy will position the firm to leverage its strengths and defend against the adverse effects of the five forces.

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Motivating Employees: An Epic Failure

I have been connected to many schools since I started working. At my first year of work, I never really cared for any monetary incentives that I can accept. But, I somewhat realize that all things should be fair. With the first company that I worked with, there is no incentives, only the basic pay I received every pay day.

Almost all employees want to do interesting work, secure a good salary and earn recognition for their contributions. But motivating employees takes more than money and an occasional “thank-you.” It requires a strategy tailored to each worker’s needs.

I am currently connected now with Brokenshire College (BC). Well, the pay is fair enough. Its not that high. I also received some small incentives and the work is not that pressured and stacked up. I am still new in the college as instructor. Thus, I cannot really explain enough the employees are motivated. My fellow faculty members would say that there is a gradual changes with the salary and the incentives that a certain employee of BC can receive.

It is a costly mistake to get lost in the false theory that more money equals happy employees. Believing this is costing you valuable time, revenue, employees...and even threatening your own job. Cash will always be a major factor in motivating people and a solid compensation plan is critical to attracting and keeping key personnel. But the key is that additional cash is not always the only answer and in many cases not even the best answer.

The following are some of the motivation that BC offer to their employees (aside of the incentives):

1. Recognition/Attention. When BC employees accomplish something they have achieved something. BC recognition is appreciation for that achievement. I believe that most managers don't give enough recognition because they don't get enough. Therefore, it doesn't come natural to do it. If this applies to you, you need to drop this excuse like a bad habit! Become a giver! Look at the price. Recognition is free!

2. Job Titles. When you talk about job titles you are tapping the self-esteem of people. How someone feels about the way they are perceived in the workforce is a critical component to overall attitude and morale. Picture a social gathering that includes some of your staff. The subject of work inevitably comes up. Will your people be proud, or embarrassed, to share their title and workplace? The importance of feeling proud of who you are and what you do is monumental.

3. Good Work Environment. A recent industry study shows just how inaccurate your results can be. Employers were asked to rank what they thought motivated their people
and then employees were asked to rank what really did motivate them.

Employers felt "working conditions" was a nine (or next to last) in terms of importance. What did the employees say? Number two! Working conditions are very important to the way employees feel about where they work.

4. Casual Dress Day. This will apply more to the Business-to-Business world based on the difference in normal dress codes from the Business-to-Consumer arena. For those required to "dress business" every day a casual day becomes a popular desire.

5. Additional Responsibility. There are definitely employees in your organization who are begging for and can handle additional responsibility. Our job as managers is to identify who they are and if possible match responsibilities to their strengths and desires.

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Brokenshire College: Passive-Aggressive Organization?

When this topic was discussed, I was actually thinking.. Is there such organization that existed like it? Is good to be a passive-aggressive organization?

During the discussion I learned in passive-aggressive organizations, people pay those directives lip service, putting in only enough effort to appear compliant. Employees feel free to do as they see fit because there are hardly ever unpleasant consequences, and the directives themselves are often misguided and thus seem worthy of defiance. Making matters worse, senior management has left unclear where accountability actually lies, in effect absolving managers of final responsibility for anything they do. Those with initiative must wait interminably for a go-ahead, and their actions when finally taken are accompanied by a chorus of second-guessing, a poor but understandable substitute for the satisfaction of accomplishing the task at hand.

I also learn in an excerpt of a new book called Results, by Gary L.Neilson and Bruce A. Pasternack, describes the seven types of Organizational DNA and how to optimize the performance of each:
Passive-Aggressive: Everyone agrees, but nothing changes.
Fits-and-Starts: Let 1,000 flowers bloom.
Outgrown: The good old days meet a brave new world.
Overmanaged: We're from Corporate, and we're here to help.
Just-in-Time: Succeeding by the skin of our teeth...
Military Precision: Flying in formation...
Resilient: As good as it gets...
Now, I am going to test the characteristics of passive-aggressive organization to my school I work (Brokenshire College). I am going to use Nick Jacob's "7 Traits of a Highly Passive-Aggressive Organization".
1. Senior management leaves unclear lines as to where accountability lies.

BC executive management always inform all employees that each projects, events and etc. are accountable to the designated employee. Thus, BC does not exhibit this kind of trait.

2. Employees put forth only enough effort to look compliant.

As I observe, they are just silent.
3. Managers are absolved for almost anything they do.

Yes. This is very true. I cannot even talk to them.

4. Employees wait interminably for a "project go ahead," and then their actions are accompanied by a sea of second guessing.

I dont think that BC exhibit this trait. I observed that BC employees are always on the go when it comes to a certain responsibility.

5. To learn, to share and to achieve are actions that are not encouraged.

YES YES YES! BC exhibits this kind of trait. I am just being honest.

6. There is either too much or too little control at the top.

I cannot decide.

7. Employees can't understand why their promising projects can't get traction.

BC definitely exhibits this kind of trait. There is a certain time that a proposal was approved but for several months it is still "on the tail of a stack queue".

These are just my observation as a "beginner" in this organization. I hope you understand. I don't meant to exploit the negativities of BC. Again, this is just my observation.

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I am POWER!

Power is defined as a measurement of an entity's ability to control its environment, including the behavior of other entities.

As for me, Power is something to hold on to. Something that can make you feel that your in authority and you can do things unimaginable.

When I was a child, I wanted to have power, a superpower. I was fond of watching Anime and American cartoons. One of them were "Avatar: The Legend of Ang". It is about the story of Ang and his journey towards acquiring the four elemental power: Air, Water, Fire and Earth. I once dreamed to become a water bender (a person that has the power to manipulate water). Being a water bender really signifies my character as a person.

Water bending can be a great figurative comparison on how to empower the organization. Now lets see:

Water manipulation: Almost all forms of Waterbending involve moving and shaping a body of water to the Waterbender's desire.

Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one's own destiny.

The skill water manipulation greatly signifies the whole process of empowerment wherein to shape and manipulate people for the progress of the company

Snow manipulation: A move that pushes and levitates snow for attack, shielding and defense.

Authentic Communication: Individual communication is open, honest, transparent, and vulnerable. Individuals are talking about the real issues going on in the organization. When thinking about empowerment in human relations terms, try to avoid thinking of it as something that one individual does for another. This is one of the problems organizations have experienced with the concept of empowerment. People think that someone, usually the manager, has to bestow empowerment on the people who report to him.

In my organization (Brokenshire College or BC), empowering employees follow this kind of values:

Self Responsibility: Faculty and staff take responsibility to have their job, team, function, organization, the way they wish it to be. This is the counterpoint to being a victim within the organization. I was the one suggesting and executing my suggestion for the benefit of all. There are tasks and additional works that is beyond your job description and your paygrade and I call it as "LABOR OF LOVE". I have no issue with this. I believe that I have the spirit of volunteerism and I know you (yes you! The one reading this post..) know that which is very obvious in anywhere and anyplace I go. Its just that sometimes it made me feel that there is no balance of empowerment if this will still going to continue. Employees are self responsible and employers should be do as well!!

Personal and Group Process Skills: Individuals and the organization have established protocols and developed skills which are regularly deployed to resolve interpersonal issues that come up in project management. Issues are resolved quickly and cleanly.

There is this so-called devotional every Monday 7:30 in the morning (which I rarely attend because it so early and it is technically my off). The devotional purpose is to be close to God and to find peace and tranquility and also to share your devotions. I believe this could be a good example for group process skills.

Caring: The organizational leadership demonstrate in tangible ways concern for individual employee well being. Employees feel valued and are inspired to give their very best effort on behalf of the organization. This is what I like in BC. I feel special and being cared. 50% in medical check ups and other discounts for hospital services signifies care from the organization fr their employees.

There are some instances where I was the one that contribute empowerment for BC. Here are some:

• I empowered myself in discussing the career objectives I wished to pursue with my supervisor. I told my supervisor, frankly, that if the opportunities were not available in the school, I would move on to another company. (Am i too harsh?.. But it is still empowerment!)
• During faculty meetings, I would always share my ideas (which I believe are brilliant!) in solving a certain problems and dilemma in our department.

As I stated in my previous post (Change), that I am still new in this organization (BC). I want to build my career in this organization and be empowered.

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Thank God for Organizational Analysis

Yes and yes.. Thank god that organizational analysis subject arrived last January 7, 2012. I really thought we will hear the sermons all morning. I know it is all our fault. I was devastated that I came in SOOOOOOOO late that day. It is the worst thing happened to me this year (for now). I felt I betrayed my professor, it was the worst feeling I ever had in the entirety of my masters. I hope I will not do it again (I REALLY HOPE!). So much for that...

Thank god for my classmate Dustin for giving such a wonderful sharing about Manager vs Leader. Dustin deliver it nicely and made it simple to understand. I feel like I am in a fighting arena...

In the left corner weighing 300 pounds LION the LEADER... and the right corner weighing less than one pound each BEES SWARM the MANAGERS..

In the video, the lion was defeated. Poor thing. But in reality, particularly in business, will the Lion (Leader) will be defeated by BEE SWARM (Managers).

"Both a manager and a leader may know the business well. But the leader must know it better and in a different way." (FutureVisions) This is True. He or she must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that s/he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. A subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice.

There is profound difference — a chasm — between leaders and managers. A good manager does things right. A leader does the right things. Doing the right things implies a goal, a direction, an objective, a vision, a dream, a path, a reach.

Lots of people spend their lives climbing a ladder — and then they get to the top of the wrong wall. Most losing organizations are over-managed and under-led. Their managers accomplish the wrong things beautifully and efficiently. They climb the wrong wall.

I consider myself as a manager because I base my vision, my appeal to others, and my integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. I develop the means for changing the original balance of forces so that my vision can be realized.

I decided to identify some following personalities and people whether they are manager or a leader:

1. President Noynoy Aquino – LEADER. It is because I know he can be a good example in our country and a big help to our fellow men. He has this characteristics of possesses a natural set of talents that inspire people to follow, to be loyal, and to produce new innovation in life though our country is still struggling in the midst of crisis and some calamities.

2. A lion in the jungle – LEADER, because all we know that a lion is the “king of the jungle”. Lion has a strong and brave characteristic in life he will do his duty to protect neither his family nor his clan, though there were animals but we can foresee their strong ability to survive in the jungle and strive their life to the fullest.

3. Harry Potter – MANAGER, because Harry Potter set an example of managing his group to cope up with lots of hindrances in his journey towards his real identity in life.

4. Boy Abunda – This is hard. LEADER because he inspired people in the media industry and so the mass people he gave learning’s and lesson through people’s lives especially his learning’s from the past, he never get tired of inspiring one’s life.

5. A platoon leader (Military) - LEADER, because as a platoon leader he/she must have the characteristic of he is the person everyone else looks to for orders and sets the uniform standards. This makes him a target, so he should appear very much like a rifleman. The differences are very subtle, and the only way you should be able to identify him is by the RTO’s surrounding him.

6. Renato Corona – MANAGER, though he has an issue due to the connection of our former president Gloria Arroyo I think he also gave or render good deeds in our country, I cannot put fingers to others person’s life or identity because I know were not perfect at all.

7. Former President Gloria Macapagal Arroyo – LEADER, because she had made something good in her terms when she was appointed as a President.

8. Oprah Winfrey - MANAGER, because she gives advices and share her learning’s and experiences in media. And she never get tired of helping other people that those who really in need.

9. A high school teacher –LEADER, because for me there are my second parents in school they thought us things in life, lessons that are easy to complicated, to share thoughts in life and be a part of our journey. Teachers are the ones who nourished every students in the world whether your good or not but in eyes of the teacher’s we are the ones for future generation.

10. Yourself – For me I’ll appoint myself as a leader through my experiences and learning’s in life I can handle people and I can do great task. I’m not being boastful nor conceited person but I know I can be a leader in some other ways.

Change was the next topic..

Talking about Vision... We had a hard time understanding it. Should it be achievable or should it just be something like a dream that can never be come true or almost impossible to happen?

A vision statement is sometimes called a picture of your company in the future but it’s so much more than that. Your vision statement is your inspiration, the framework for all your strategic planning.

A vision statement may apply to an entire company or to a single division of that company. Whether for all or part of an organization, the vision statement answers the question, "Where do we want to go?" What you are doing when creating a vision statement is articulating your dreams and hopes for your business. It reminds you of what you are trying to build.

So vision is just like a dream...

or it would be much better if it is like this..

A vision will always remind you of your commitment to success.

According to some, vision should be fully embraced. I am just new in the college where I am working right now. As for my organization... hmmmmm..

This the vision of Brokenshire College (where I was currently emplyed as full time which is a unusual):

Vision

Brokenshire College is the leading learning and transforming Evangelical Christian institution enabling learners to make a difference in the World.

I believe I could definitely embrace this vision. But for now I am still in the process of embracing the mission which is:

Mission

Brokenshire College is a learning organization engaged in the pursuit and diffusion of knowledge through the highest standards of instruction, research and extension. It leads a life of faith, learning and action that develop people to become intellectually competent, sensitive, spiritually mature, aware and responsive to the needs and aspirations of the community. It manages and develops wisely all resources to ensure sustainable growth of the institution as responsible stewards of and contributes to the realization of a just, free and responsible Christian social order.

As I said, I am still a "Newbie" in the organization. I see, hear and feel things that making me think twice why I am included in the organization. But so far so good. I just hope and pray that my decision is the right one.

Well anyways, so that's it for now. I am fully relieved now! I realized that the new golden rule is

"Wag kayong malate dumating kung si RSG ang iyong instructor or else...." PEACE!

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