Analyzing Freeman-Brown Private School Effectiveness as an Open and Complex Adaptive System

Analyzing Freeman-Brown Private School Effectiveness as an Open and Complex Adaptive System

Question 1

For organizations to thrive, they have to adapt to the external environments within which they operate. Organizations such as schools consist of individuals who operate in different positions. The structures and systems that guide the entity enable all individuals to work towards harmonized goals. The general or external environment of any organization is usually uncertain. Such uncertainty and complexity characterize the nature of school environments due to the existence of various connections and options. An organization obtains resources from the external environment, which it transforms, using technology to produce the desired output. The complexity of an environment dictates the complexity of an entity (Fidan & Balci, 2017).

In the case of Freeman Brown Private School (FBPS), one can see the optimal functioning when the institution operated as an open system. Prior to the change of ownership, FBPS functioned well. According to the parents, the school offered a comprehensive and exhaustive curriculum. At the same time, the student’s performance was exemplary. Due to its family-like environment, the school was considered safe. Its advanced curriculum led to its remarkable reputation as a leading institution. In addition, the community was highly valued during this period. Due to these aspects, the population of students grew while the school’s physical locations increased.

Unfortunately, the school’s challenges began to manifest when it was sold to Caudhill International Family of Schools. Its operation within an open system manifested various changes, which parents noticed. While the image or operations of the school did not change significantly, there was a fundamental change in its strategic direction. To begin with, the change of names implied that the school was international, leading to the admission of more students seeking international curriculum studies. The infant Baccalaureate program failed, leading to the closure of several campuses. In addition, the economy, which was under recession, affected its financial well-being negatively. By the time the institution closed down, all stakeholders were caught by surprise. This mode of closure exhibited its poor functionalism within the open system and a complex adaptive system as well.

Question 2

FBPS’ internal climate and culture came across as negative by the time the campuses were closed. Parents, staff, and students appeared to be uninformed about the closure decision. This implies the poor organizational climate that did not foster communication of decisions from top to lower-level management. Failure to engage employees in critical decision-making was manifested in the lack of information regarding the closure among the faculty and administration members. Lack of prior notice to the internal customers jeopardized their careers and futures as their livelihoods came to an abrupt end. The institution’s management demonstrated a lack of regard for the school’s stakeholders. The parents’ meeting had attendants request the management for more time to search for schools to transfer their children. Parents offered to part with more financial resources for the period extension. Declining these offers demonstrated a lack of concern for the parents, students, and staff members. Thus, the climate of the organization was clearly unfavorable due to the lack of a positively influencing culture.

Question 3

Dr. Murphy and Caudhill’s decision appeared to be ill-informed. When parents attended the school‘s meeting in 2013, the principal emphasized that the Staunton Campus would remain open. In 2014, the parents, faculty members, and students learned about the sudden closure. The Center for Education Reforms stated that financial challenges led to the closure. Improper management of resources, as well as other users connected to the district, were highlighted as the main causes. Despite being aware of this information, Dr. Murphy denied that financial reasons motivated the closure of the campus. He did not also explain the demographic aspects that he cited as the causes of closure. This lack of explanation showed the lack of communication and a desire to inform parents as one of the most important stakeholders. Thus, the entire closure remained unsatisfactory due to the management’s arrogance, ignorance, lack of regard for parents, and miscommunication.

Question 4

FBPS failed to demonstrate social responsibility. The failure to communicate the closure plan to parents, the faculty, students, and the administration led to significant disorientation. The parents demonstrated their disorientation while pleading with the management to extend the period before closure. They needed more time to find other schools for their children. They offered to increase their tuition fee to no avail. Clearly, time was insufficient for seeking opportunities for admission in other schools. They also lost the money that had been remitted to the school at the beginning of the year. Children also had their share of challenges as they shifted to other schools after the term had begun. Employees were in total disarray as they lost their livelihoods without prior notice. Clearly, the organization did not care about its main stakeholders, thus acting haphazardly.

Question 5

The contingency theory has been useful in studying human relationships in the workplace. The external environment is one of the contingent factors that are acknowledged by the theory (Hussain, ul Haque, & Baloch, 2019). As a complex organization, FBPS was subjected to factors within the external environment. The resulting situation called for different management style to ensure that arising issues were handled appropriately. Thus, the management should have handled the closure issue differently to ensure that all stakeholders remain satisfied while their welfare is considered.

With reference to the classical theory of management, FBPS should have involved the faculty and staff members in the closure decision early enough. The theory advocates for the creation of a team spirit within an organization (Hussain, ul Haque, & Baloch, 2019). Employee involvement and engagement in the decision-making process is one of the ways that such an entity could use to create a collaborative spirit. Failure to apply this theory results in a situation similar to FBPS’.

Elton Mayo emphasizes the significance of employees to an entity in the human relations theory (Hussain, ul Haque, & Baloch, 2019). Communication is highlighted as one of the important elements that were discovered in the Hawthorne experiments. Thus, FBPS should have involved the employees in discussions before deciding to shut down the campus. Such involvement would have displayed the management’s concern for its employees and other stakeholders.

Question 6

FBPS should seek to amend its relations with the parents, employees, and students in the short term. The management closed down the school without providing a notice to any of the stakeholders. Thus, it ended the school’s relationship with each other negatively. It should refund all monies that parents had already paid for the new semester. Secondly, it should apologize to parents, students, and employees. Thirdly, the management should provide recommendation letters to all students as needed and even assist in the placement of each in other institutions. Most importantly, it should remunerate employees favorably and pay all their terminal dues. In respect to this step, the entity should recommend the employees to other organizations to reduce the struggle associated with job seeking. While these actions may not completely resolve the issue at hand, they should show the stakeholders that FBPS regrets its poor management of the closure.

In the long term, the organization should seek to establish an institution that operates within a closed system until it is established. The new institution should have a different name to avoid negativity associated with the previous name. To do so, the facility needs to put together resources and create a solid strategic plan that it can present to the district for approval. As such, the organization should ensure that the five or ten-year goals upon opening the first campus are clear and achievable.

Question 7

Management involves forecasting, controlling, planning, and coordinating (Hussain, ul Haque, & Baloch, 2019). These functions were not well articulated at FBPS. The activities of rapid expansion appeared unplanned, leading to a quick closure. The management was incapable of forecasting the likelihood of failure of the new programs. The lack of proper coordination among employees also highlighted the management’s failure. Thus, FBPS should first resolve all issues that led to the school’s closure. In addition, it should emphasize coordination, forecasting when undertaking new projects, and proper planning alongside rigorous controlling.

References

Fidan, T., & Balci, A. (2017). Managing schools as complex adaptive systems: A strategic perspective. IEJEE, 10(1), 11-26.

Hussain, N., ul Haque, A., & Baloch, A. (2019). Management Theories: The Contribution of Contemporary Management Theorists in Tackling Contemporary Management Challenges. Journal of Yasar University, 14, 156-159.

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Refer to the “Freeman-Brown Private School Case Study” document for details about 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 (1,500-1750 words) that discusses the case. Complete this assignment from the perspective of the hired consultants. Respond to the following questions:

Analyzing Freeman-Brown Private School Effectiveness as an Open and Complex Adaptive System

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.
Use at least two academic resources as references for this assignment.
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.