An Organizational Profile of  Sanford-Brown Institute Sanford-Brown Institute <ul><li>EDUC 6105 Organizations, Innovation ...
Agenda <ul><li>History </li></ul><ul><li>Structure </li></ul><ul><li>Culture </li></ul><ul><li>Subculture </li></ul><ul><l...
Sanford-Brown Institute, formerly UDS was established in 2004 <ul><li>This name change was a result of mismanagement and u...
structure <ul><li>The layout is a building that is shaped on one side like a three layered square box & on the opposite si...
Culture <ul><li>SBI values its customer because it values its profits. </li></ul><ul><li>It is the assumption amongst inst...
The  Subculture <ul><li>One coworker describes the subculture as “the administration, admissions department and faculty”. ...
Recent changes <ul><li>The placement of Compliance Officers at every school </li></ul><ul><li>Student & Staff Code of cond...
actions taken by   leadership <ul><li>Faculty & Staff training, training and more training </li></ul><ul><li>Seminars </li...
Coming soon <ul><li>CONSEQUENCES </li></ul>Resistance Management
Sustaining Change <ul><li>So far changes have been 70% unsustained </li></ul>
overall effectiveness <ul><li>Until leaders make hard choices and set better examples we are going to have a tougher time ...
reflection <ul><li>Change at Sanford-Brown is only successful when all departments are on board </li></ul><ul><li>Resistan...
References <ul><li>About Career Education Corporation. General Background and Mission Statement.  Retrieved November 9, 20...
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  1. 1. An Organizational Profile of Sanford-Brown Institute Sanford-Brown Institute <ul><li>EDUC 6105 Organizations, Innovation & Change </li></ul><ul><li>Professor Dr. Sunil Hazari </li></ul><ul><li>Presentation by: Ama A. Armah </li></ul>
  2. 2. Agenda <ul><li>History </li></ul><ul><li>Structure </li></ul><ul><li>Culture </li></ul><ul><li>Subculture </li></ul><ul><li>Recent Changes </li></ul><ul><li>Actions taken by Leadership </li></ul><ul><li>Resistance </li></ul><ul><li>Sustaining Change </li></ul><ul><li>Effectiveness </li></ul><ul><li>Reflection </li></ul>
  3. 3. Sanford-Brown Institute, formerly UDS was established in 2004 <ul><li>This name change was a result of mismanagement and ultimately a corporate merger with CEC </li></ul>HISTORY
  4. 4. structure <ul><li>The layout is a building that is shaped on one side like a three layered square box & on the opposite side its shaped like a Z. Only twelve of the rooms have windows. </li></ul><ul><li>Offices are defined by privacy for team members and semi private for team players. Private offices have solid doors and semi private offices have doors with a window. </li></ul>Behavioral and Artifacts
  5. 5. Culture <ul><li>SBI values its customer because it values its profits. </li></ul><ul><li>It is the assumption amongst instructors that if you pursue any method of discipline in attempt to effectively manage your classroom you could end up in trouble </li></ul><ul><li>Emails are sent out but are rarely responded to. </li></ul>Values, Assumptions and Beliefs Values, Assumptions and Beliefs
  6. 6. The Subculture <ul><li>One coworker describes the subculture as “the administration, admissions department and faculty”. (Lowery, 2009) </li></ul><ul><li>While another defines it as “very devisive”. (Stephens, 2009) </li></ul>
  7. 7. Recent changes <ul><li>The placement of Compliance Officers at every school </li></ul><ul><li>Student & Staff Code of conduct </li></ul><ul><li>Crusade to end negative conversation </li></ul>
  8. 8. actions taken by leadership <ul><li>Faculty & Staff training, training and more training </li></ul><ul><li>Seminars </li></ul><ul><li>Faculty information website </li></ul><ul><li>Anonymous “Speak Up Hotline” </li></ul>
  9. 9. Coming soon <ul><li>CONSEQUENCES </li></ul>Resistance Management
  10. 10. Sustaining Change <ul><li>So far changes have been 70% unsustained </li></ul>
  11. 11. overall effectiveness <ul><li>Until leaders make hard choices and set better examples we are going to have a tougher time improving our services and implementing change. </li></ul><ul><li>“ Skipping steps only creates the illusion of speed and never produces a satisfying result” (Kotter, 2006) </li></ul>
  12. 12. reflection <ul><li>Change at Sanford-Brown is only successful when all departments are on board </li></ul><ul><li>Resistance is a consequence of change that can be used to identify risks (good) associated with change or a manifestation induced or imagined by management (bad). </li></ul><ul><li>In order to sustain changes administration has to anchor these changes in daily operations, making them traditional.... </li></ul>
  13. 13. References <ul><li>About Career Education Corporation. General Background and Mission Statement. Retrieved November 9, 2009 from http://www.careered.com/about.aspx </li></ul><ul><li>Sanford-Brown Institute New Jersey student catalog 2008-2009. Published November 2008. Volume XI#2 </li></ul><ul><li>(Lowery, 2009)Althea Lowery. SBI NJ Iselin campus Assistant Registrar 2001- present </li></ul><ul><li>Kotter, J. P. (2006). Leading change: Why transformation efforts fail (chap. 10, pp. 239–251). In Gallos, J. V. (Ed.), Organization development: A Jossey-Bass reader. San Francisco: Jossey-Bass. </li></ul><ul><li>Erdogan, Berrin., and Bauer, Tayla., Chapter 14. Organizational Structure and Change. Retrieved November 11, 2009 from http://www.flatworldknowledge.com/node/28776 . </li></ul><ul><li>Stephens, 2009) Angela Stephens. SBI NJ Iselin campus Manager of the Business Department. 2000- present. </li></ul>

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