Organizational Management at Rancho Solano Preparatory School

OrganizationalManagement at Rancho Solano Preparatory School

OrganizationalManagement

Inany organization, human resource managers are tasked with theresponsibility of managing all the employees and overlooking ofdepartment functions. The core responsibilities of the human managersinclude the development, attraction and maintenance of highlyqualified workforce in the organization. Inherently, this ismaintained through efficient management of the human resources in theorganization. The active management involves assisting the employeesidentify their strengths and weaknesses, correcting their failuresand their effective contribution to the organization. The presentpaper discusses the human resource and management responsibilitiesthat include attracting, developing and maintaining a qualityworkforce in the school. In addition to this, the paper indicates thecrucial organization subsystems that need to be changed at the schoolthat includes human resource planning, recruitment and selection, andremuneration and development.

Inessence, the paper also focuses slightly on employee retention andturnover which has proven to be a crucial factor in human resourcemanagement at Rancho Solano Preparatory School. According to Aviv etal. (2013), the biggest challenge in human resource management is theproblem of employee retention especially the ones with competitivetalents sourced in the industry. The key employees with thecompetitive skills are tough to retain in one firm for longcontracts. Hence, the challenge of human resource management, in thiscase, becomes how to ensure the retention of such talents.

OrganizationalSubsystem That Needs a Change at Rancho Solano Preparatory School

Anorganizational subsystem can be termed as being all the parts of theorganization that works together for the realization of the commonpurpose which is the efficient running and management (Raymond &ampWright, 2007). While this definition may form the definition of thelarger subsystem found in any organization, the refined definition isthat organizational subsystems are the smaller employee groups thatwork within, the larger organization system. Some examples ofsubsystems include structure, strategy, vision and culture (Marion &ampUhl-Bien, 2008). In the Rancho Solano Preparatory school, the paperidentifies culture as being the organizational subsystems thatrequire change.

Theenvironment and atmosphere of an organization form its culture. Theculture of an organization comprises of people`s attitudes,behaviors, and work ethics. These people-based traits go a long wayin determining the organizational success. An organization`s cultureshould be one that is learning-based such that it motivates thepeople involved to embrace change while always feeling the urgency tolearn new things. This is particularly the case of a school such asRancho Solano Preparatory School. Since things and phenomena neverremain the same over time, it proves prudent to embrace change,especially in human resource management.

Anassessment of Rancho Solano case reveals that the school had beenbased on an industrialist model and not the information-based modelwhich today`s society needs (Aviv et al. 2013). The management at theschool can be said to be highly bureaucratic based on the decision ofthe school administration to close down Rancho Solano Hillcrest andRancho Solano Gilbert. While the decision had resulted in financialproblems, it had also had impacted the school`s social responsibilitynegatively. The paper analyses the effects on the stakeholders at alater stage but focuses on the impact on employees since that formsthe core of human resource management.

Theculture subsystem focuses on people`s behaviors, attitudes and workethics. The behavior realm prioritizes the actions of all individualsin an organization that has an effect on the performance of theorganization (Reymond &amp Wright, 2007). In the case of RanchoSolano, the management decided to close two of the school`s brancheswhich affected the employees at the closing schools since they werelaid off. As the schools closed, the owners of the schools put extrapressure on the teachers and administrators to continue providingquality education under the present circumstances. The decision toclose the school necessitates a culture change at the school if theschool is to continue attracting, developing and maintaining theirhuman resources.

Fundamentally,the information age does not require a bureaucratic organization thatis composed of adversarial relationships and autocratic leadership.What the information age needs especially for educationalinstitutions is the opposite. The team organization should becomposed of cooperative relationships and shared leadership betweenthe employees and management (Marion &amp Uhl-Bien, 2008). Anexcellent way to change the culture of any organization is throughthe reward system that recognizes that employees value their careergrowth than anything else. For an employee, it is all about ‘me’and how his or her career grows in tandem with the value, which he orshe bring to the organization.

BasisScottsdale is a living example proof of how effective culturedynamics in an organization can propel the organization to newheights since the school is ranked at second in national rankings (USNews, 2016). The school has adopted a culture that promotes hard workwhile prioritizing the results to the parents and students as theprimary stakeholders. With effective human resource practices, it isa proof of the success that effective cultural changes canaccomplish.

HowSubsystem Changes Other Systems Including the Total System

Thestrategy subsystem would be affected by the modification of theorganization culture. Inherently, the approach involves the processof hiring the right individuals plus training them to embrace RanchoSolano`s vision. It also requires the training of individuals in acorrect fashion so that they can do their jobs (Aviv et al., 2013).With the culture shift, the human resource aspects such as trainingand hiring would change in tandem with newly set culture. Thestructure would also change since the new information led educationsystem requires more integration between management and employees formaximum results. However, in the new system everyone has to identifytheir function and role in the school. The total system wouldencompass all the organization parts working together for the commonpurpose of the school. The changes to the organizational subsystemswould have an effect of improving the smooth operations of the schoolwhile maximizing profitability.

HowProposed Changes Satisfies any Three Stakeholders of Rancho Solano

Thefirst and most crucial stakeholders of the school are the studentsand parents. The change in the culture of the school would ensurethat focus is placed on customer orientation while the strengtheningthe relationships between student/parents and school so as to survivethe high competition. The culture change and resulting more motivatedand competent employees would ensure quality education service thatwould boost school`s position. The teachers being the secondstakeholders would benefit from the culture change by having betterhuman resource management practices at their disposal hence advancingand developing their careers at the school. The third stakeholderidentifies the overall stockholders in Arizona. While closing RanchoSolano schools might have boosted revenue in other schools, itcertainly led to the bad publicity that might have hurt the stand ofschools in the state. The culture change will result in better, andquality education results are hence boosting the stand of the schoolsin the state, which in turn satisfies the high revenue standardsneeded by the stockholders of the schools in the state.

Howto Attract, Develop and Maintain Human Resources to Support Change

Ahuman resource management strategy that can be used to achieve theproposed changes is proper succession planning, remuneration andcareer development, and recruitment and planning. In the employeedevelopment and reward subsystem, the process will be designed toassist the individuals in discovering their core competencies whilealso helping the organization to identify the available talents(Raymond &amp Wright, 2007). In this human resource subsystem, therewards process would attract and retain the employees that havemeasurable contributions that demonstrate their exemplary performancelevels.

Inthe performance appraisal phase, the human resource efforts makeviable selection decisions that are based on the demonstratedabilities of the employees to perform based on benchmarkedrequirements over time. In addition to that, the applicant’stalents will be compared to the competency models of exemplaryemployees in similar fields in the organization. This will assist theRancho Solano to develop the best pool of talented employees ascompared to competing schools. Creating a work-life balance wouldhelp the school to possess a high employee turnover (Aviv et al.,2013). Essentially, this can be done by encouraging the employees toset work and life goals in tandem, and it communicates that themanagement wants them to achieve a healthy balance between work andlife. A good example is encouraging employees to spend more time withtheir children.

Conclusion

Overall,the paper had tackled the aspect of organizational subsystems thatrequired to be changed in the Rancho Solano Preparatory School. Ithas identified cultural shift as crucial in assisting the school todevelop the necessary human resource management competencies thatwill be required to attract and develop a quality workforce. Besides,it has identified other critical subsystems that would change due tothe cultural shift. The efforts will go a long way to repositioningthe school amongst top best schools in Arizona.

References

Aviv,K., Tzafrir, S., Meshulam, I., &amp Iverson, D. (2013). Internalintegration within human resource management subsystems.&nbspJournalof Managerial Psychology,28(6):699-719.

Marion,R. &amp Uhl-Bien, M. (2008). Complexityleadership, part 1: Volume 5 of leadership series.Chicago: IAP.

Raymond,A and Wright, M. (2007). Fundamentalsof human resource management.New York: McGraw-Hill.

USNews. (2016). Basis Scottsdale. Retrieved on 04/09/2016 fromhttp://www.usnews.com/education/best-high-schools/arizona/districts/basis-school-inc/basis-scottsdale-871.