This document outlines areas for improvement and ways to improve change management within Manderson Graduate School of Business. It identifies that the school currently takes a reactionary and "push" approach to change without proper follow-through. It recommends taking a more proactive, long-term approach by defining a shared vision of the future, streamlining processes, and controlling growth. It also suggests focusing on building unity within the school, conserving resources, meeting employer expectations, and championing innovations from ideation through implementation.

1. CHANGE MANAGEMENT WITHIN
MANDERSON GRADUATE SCHOOL
OF BUSINESS
Michael B. Musgrove

2. Direction
Areas for Improvement Ways to Improve
 Reactionary change
 Lack of follow-through
 “Push” system with
students/Industry
 Management’s picture of
the future
 Bureaucracy
 Resource
utilization/conservation
 Innovation
 Long-term Champions of
changes
 “Pull” system with
students/employers
 Define future to ALL
stakeholders and the road
there
 Streamline processes
 Controlled growth

3. Process/Function
Areas for Improvement Ways to Improve
 Internal politics
 TurfWars
 Egos
 Back-room talks
 Hyper-sensitivity
 Build sense of esprit de
corps for Manderson
 Focus on the school
instead of the class,
department or individual
program
 Be aware of the
reputation/brand

4. Customer Focus
Areas for Improvement Ways to Improve
 Resource Strain
 Dilution & strain put on
faculty
 Facilities
 Applications/admissions
scrutinized
 Conserve resources
 Maintain & reinvest
 Find what employers
expect & exceed it
 Find balance between
quantity and quality

5. Innovation
Areas for Improvement Ways to Improve
 Innovation isn’t visible
 Layout of entire business
school
 New ideas quickly
forgotten; no commitment
 Involve students in process
improvement
 Find long-term Champion
at high level
 Implement & follow-
through
 Plan for future
 Practice what is taught