ORGANIZATION PROFILE Patricia A. Darby Walden University Instructor: April Adams Organizations, Innovation & Change-EDUC-6105 February 24, 2013
Jun 26, 2015
ORGANIZATION PROFILEPatricia A. Darby
Walden UniversityInstructor: April Adams
Organizations, Innovation & Change-EDUC-6105
February 24, 2013
Command Center Enrollment Management Team
• To get our teams talking to more students, more often
• To enroll more students• To be more consistent and strategic about
what work we do and when we do it
New Environment
Welcome
• Organization history, structure and culture1
• Explore your new environment2
• Leadership Action Strategy
• Evaluation • Reflection
3
Today’s Overview
Organization Learning Environment
• Technology • Procedure• Policies• Benefits
About The Company• Founded in 1995• The company culture stands on
pillars of integrity, company responsiveness, Respect Individuals, Innovation, Excellence, Accountability, Teamwork and Positive Energy
• Organization Structure: The pillars of integrity dimension allows students to have hands-on experience and knowledge with highly selected faulty with training/teaching experience
• Mission: With more than 91,000 students, this organization is one of the largest career education companies that is attracting a diverse demographic worldwide. The mission statement is to help student reach their goals by offering Associate, Bachelor and Master degrees
Command Center• A Command Center is a central
location on the production floor where Directors have visibility into the call flows inbound/outbound grounded in data.
• The directors make decisions based on this data and movement to assist in running the business. This could entail canceling meetings or moving lunches around to ensure that the anticipated inbound phone coverage can be managed
• Yellow/Red Flag Emails:• Director, and Senior Directors
will be notified of:• Breaks over 15 minutes• Lunch over by 15 minutes• Documentation over 15 minutes• Campaign code- > 5minutes• Personal Line call for > 5 minutes• Red Flag Emails:• Breaks over by 30 minutes• Lunch over by 30 minutes• Unscheduled training
New WorkThe technology learning curveCommand Center
New Em-
ployee
1 yr 2 yr 3 yr
Who’s Who
Lead Contact informationPatricia [email protected]
Mavis [email protected]
Doug [email protected]
Time Spent
Proj
ects
Wor
ked
On
Organization-
Reframing Leadership
Achieve Mastery-
Innovation
Working Toward Sustain-Mastery
Sustaining Change
Leadership Plan Implementation
• During all working hours there will be a Real-Time Analyst located on an open bridge line (several advocates monitoring) to support the Directors on duty and assist them with assessing the situation, and making correction course of action that is needed
• Working offsite• Technology requirements
improvement/training
Case Study• Jeremy
– His first day after the new innovations of change implementation took place:
– Mistakes made- being late from lunch/breaks, and his talk time was less than 2 hours. Yellow flag was sent to him by email.
– Successes achieved– The moral of the story: action
corrected
Reflection
• Define your challenges: what could have been taken in consideration of new organization changes– Technological as well as personal
• Set realistic expectation– Mastery is not achieved overnight – Rewards
• Keep your eye on the goal– Mentorship programs– Mini Quad Teams
Resources
• Bazerman, M. H., & Moore, D. A., (2009). Judgment In Managerial Decision Making (7th ed.). Wiley: John Wiley & Sons, Inc
• Beach, L. R., (2006). Leadership and the Art of Change. Sage Publication Inc.