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 Patricia@company.com

Dee Dee@gcompany.com

Mavis Mavis@company.com

Doug Doug@company.com

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.