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Digging Deep: State University School of Education Case Study - Part 1 Michelle Martens-Dragalin Walden University

Digging Deep: State University School of Education Case Study - Part 1 The case study is to determine a starting point for the organization to begin the restructuring of the association. The following assignments address components from State University School of Education (SUSE). The vision of SUSE is to prepare effective, competent, and caring professional educators (teacher, administrators and counselors) for future generations. The vision also states that their students should have a good grasp of technology in order to prepare students to work and live in a global community. Administration had noted that the students were attending the school because they expected to learn the technological skills to live and work in a global community. However, exit surveys from students indicated that they did not think that SUSE was fulfilling this component of their vision and mission statement. As a result, the organization has hired a consultant to evaluate, collect data and recommend changes based on that data to meet the SUSE vision and mission statements. A description of the data gathering process will be illustrated and a complete chart to illustrate the elements and its impact of the change scenario on the elements of the organization. The conclusion of the developmental scenario is a narrative statement of what he change proposed by the Organization Development (OD) consultant and internal team. SUSE had hired an outside consultant to review the organization in make sure that the organization is meeting the criteria established by the mission and vision statement of the school. Students who are transferring to other schools have stated in exit surveys that the reason they were attending SUSE was to learn skills to live and work in a global society. The school want to develop effective, competent and caring individuals who are well versed in the area of technology is order to prepare their students to live a global environment. However,, they did not think that they were being taught how integrate technological skills in their lesson order to teach students the skills necessary to work and live in a global society. In order to evaluate and collect data to develop an impetus for change and meet the mission and vision statement, the OD consultant and SUSE are using the open systems model, which is “set of concepts and relationships describing the properties and behaviors of things called systems – organizations, groups, and people (Cummings & Worley, 2006, p. 85)”. This system will analyze the input, throughput and outputs of the organizations at the abstract level (administration, organization), group level (department) and individual level. The inputs consist of anything related to money, faculty, students, materials, computers, buildings, etc. The throughputs are also called transformation throughputs and what is discovered at this point is determine what has happen to the inputs. Finally, the outputs relate to student graduation and retention rates, time to degree and external funding. Data collection is completed by the OD consultant and an internal team. The internal team includes stakeholders, SESU staff and faculty and outsiders of the organization. This group will look at existing data and determine what they need in order to “maintain the status quo and improve the organization performance (Laureate, inc., 2011)” that will retain students and use technology to improve student performance to develop the skills to work in a global community. Data collection is performed by an OD consultant and internal members. They will verify and clarify the data that is relevant to understand the current inputs, throughputs and outs. The OD and team will establish metrics that are useful to measure each variable. In this case study the metric is a dollar amount for each variable; faculty productivity, enrollment trends, instructional components, academic budget, and materials, etc. The team will collect data that includes a mixed method style of collection; quantitative and qualitative data processes. The qualitative analyses of the data will include content analysis and field content. The interviews will conduct authentic conversations and divide the comments from the interviews into categories. The force field process will identify other areas that improved the organization, this information come from the content analysis of the interviews. The quantitative analysis is the descriptive statistics. Once all of the data has been collected and analyzed. The next step is to synthesis the data and develops strategies for the organization. Synthesis of the data needs to clear and descriptive, relevant to the current place and time and provide implication for the immediate and near future and finally the data needs to be verifiable and based on actual data. (Laureate, Inc.) The OD consultant and team will take the information and develop strategies in order to retain students and decrease the time to their degrees. In addition, they will retain and attract faculty who develop courses and publish research in the area of developing global community. The final goal will be write grants for external funding. **Organization Development Elements Chart** (Laureate Education, Inc.)
 * Development Scenario**


 * **Elements of the Organization** ||||||  **Impact of Your Change Scenario on**  ||
 * ^  ||  **Individuals**  ||  **The Group**  ||  **The Organization**  ||
 * Financial || Incentives for the faculty, number of adjunct faculty to hire, grad asst. || Determine the number of courses, space offered for the courses.

Incentives for external funding to provide for additional material. || The number of students enrolled will stabilize and increase, this will provide a more stable budget for the organization to work within, materials that can be purchased including software and services that can be provided such as tutoring, writing assistance, Provide resources for training; online, professional developments ||
 * Technology/ computers || Accessibility to technology on campus. || Ability to subscribe to various software programs in order to incorporate them into the curriculum number of online courses that can be offered. || Type of software in order to offered and design online courses, in addition to technology for the staff to use in the organization. ||
 * People || Less time to degree for students; retention of students/faculty in the organization. || Time for team building activities so that faculty can design and implement curriculum with the use of technology.

Redesign the faculty’s job description. || Encourage involvement from all stakeholders into maintain the vision and mission statement of the organization. || Classroom space for the courses. || Rest room, visually appealing and custodial and maintenance staff to keep the place clean. || Ability to maintain visually appealing environment and enough room to accommodate staff and students in the buildings without crowding any one. ||
 * Policy |||||| This will allow all of the stakeholders to understand what the policy of the organization is and how it contributes to maintaining the organization vision and mission statements. The recommendation will illustrate that technology is a priority at the school. ||
 * Physical environment || Provide study areas for the students:
 * Culture |||||| The change will stabilize the population of students and provide a stable budget. This will help individual relax and do what they are SUSE to complete: their education and/or provide an education. ||


 * Overall impact**:

The results of the of the data that the OD consultant and his internal team collected will be used to identify goals and objectives in order to implement the vision and mission statement of SUSE. The OD consultant and team identified the elements of the organization which include: financial, technology/computers, people, policy; physical environment, culture and other items that did not fit into a specific category. The data gathered from by the team, qualitative and quantitative data was divided into the various elements of the organization. The synthesized data indicates “an enlightened educational vision requires a pedagogy that informs students on the burdens and benefits of a global community (Hallway, 2005).” The organization will impute that into their curriculum in order to teach the students the skills of working in a global community. The overall impact will be that the student will be retained and complete their degrees at SUSE. The students will be taught the skills needed to work in a global community. In addition to provide students with necessary skills to teach students in a global community, they will be able to transfer these skills and teach future students to work and live in a global environment. The job description of the faculty will incorporate the school’s vision. Retaining the students will allow them to establish a stable budget and determine the number of faculty, tenure and adjunct, position that they will need to teach the courses from one year to the next. The faculty will need to be able to incorporate technology into their instructional design, teach both online and in a physical classroom and receive incentives to publish and write grants to help the school meet their organizational goals. It is important “in all new curricular designs “make use of culture-patterns and webs of human meaning-as organization principles” (Schmitz, 1992, p. vii). (Holloway, 2005, p. 262.).” This will allow SUSE to fulfill it mission and vision statement, which prepare effective, competent, and caring professional educators (teacher, administrators and counselors) for future generations. The vision also states that their students should have a good grasp of technology in order to prepare students to work and live in a global community As a result, the synergy within the school will become positive, and the organization will have established strategies to implement the pedagogy in order to meet its vision and mission statement. The changes that will result for synthesizing the data will develop and implement the strategies in order to increase student retention and enrollment of individual who want to develop and live in a global community. References Cummings, T. G., & Worley, C. G. (2011). //Organization development and change// (Laureate Education, Inc., custom ed.). Mason, OH: South-Western Cengage Learning. Laureate Education, Inc. (2011). //Educational organizations and contexts//. Baltimore, MD: Author.
 * Narrative Statement**