The EnglishUK MBA: Management Concepts & Models Educational Managers Need To Know

Transcription

1 The EnglishUK MBA: Management Concepts & Models Educational Managers Need To Know Michael Carrier Cambridge English Language Assessment EnglishUK Management Conference, York 2015

2 Contents 1 What do staff need to know? 2 Organisational models 3 Leadership models 4 Strategy models 5 Marketing models 6 Finance 7 - Customer service 8 Quality management 9 People & change 10 Evaluation & KPIs Why? Help staff understand business imperatives Develop Business Literacy Build personal & professional development Train academic managers Improve service to customers Empower staff to take better, more informed decisions

3 2 x 2 matrix

4 Student Satisfaction 2 x 2 matrix: student vs teacher satisfaction Happy students, unhappy teachers Unhappy students, Happy teachers Teacher Satisfaction

5 2 - Organisational models Vision, Values, Mission

6 Matrix management model Task Director DOS ADOS Teacher Admin Marketing Hiring Placement Complaints x x x x x x x x x Coursebook Selection x x x Timetabling.. x x

7 3 Leadership models Theories of organisation: Charismatic leadership Patriarchal leadership Bureaucracy (Weber) Scientific management (Taylor) Human relations approach

8 Leadership styles The world is full of managers and desperately short of leaders The old proverb says that leadership is doing the right thing; management is doing things right.

9 Management Competence model Making Decisions Consulting & delegating Planning & organizing Problem-solving Influencing People Motivating Recognizing and rewarding Building relationships Supporting Networking Managing conflict & team building Giving & seeking information Monitoring Clarifying Informing Yukl (1989)

10 SWOT PESTEL

11 4 Strategic models

12 Porter s Competitive Strategies matrix

13 Competitive advantage key ELT forces Innovation Teacher development Current competitors Quality perception Technology

14 Building competitive advantage - Porter s 5 forces New entrants Suppliers Current Competitors Buyers Substitutes

15 Boston Matrix

16 Innovation components

17 Innovation strategy

18 Disruptive innovation model

19 5 Marketing: perceptual model The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. Peter Drucker

20 Positioning Commodities Goods Services Experiences Coffee Nescafe McDonalds Starbucks Value brand Low Margin Premium brand High Margin Added Value Task: What is your positioning in the school market? Value or premium brand? Specify which USPs of your school might determine this.

21 Ansoff Matrix

22 6 Finance: ratios & KPIs Simple Ratios: Gross margin = income less variable costs of providing sales Net profit = income less total costs ROI = (y1+y2+y3+y4) /investment x100 Revenue per employee = Turnover/no.employees EBITDA = (turnover fixed & variable costs) = earnings School-specific KPIs: Teacher cost as % of tuition income Admin staff as % of teaching FTE staff Teacher hours delivered as % of paid Teacher hours lost to absence as % of paid Class average - actual & % of goal Cost per student per lesson over the school

23 Teacher Post Costs Annual salary: 25,000 On-costs: National insurance 13.8% Pension contribution 5.2% Actual annual post cost = 29,750 If Workload=25x60m lessons per week 52 weeks - 8 weeks holiday - 1 week public holidays = 43 working weeks 43 weeks x 25 lessons = 1075 lessons capacity Post cost of 29,750 divided by 1075 lessons = per lesson Admin cost: divide by 215 working days = per day Task: What s your teacher post cost? Per lesson cost? Per admin day cost? Task: What s the cost of timetable leakage? 20 teachers x 1 hour/wk underscheduled x 40 weeks = 800 hours =800/1075 = 75% of a teacher

24 Costing a course Fixed Costs OPTION A OPTION B OPTION C hours in course teacher post cost/hour fixed cost of teaching 2, , , Getting to breakeven: Raise tuition fees to match current costs Lower costs to match current fees Include more students in group size overhead share Total F 3, , , Variable Costs number of students enrolled coursebook per student photocopying per student binder & pad & pen per student Total V Total Costs (F+V)=C 3, , , Income tuition fee per student Total Income=I 3, , , Profit/Loss (I-C) , KPIs Cost per student Net Income per student Teacher cost as % of tuition income 63% 50% 33% Breakeven no. of students

25 7 Customer service: touchpoints Task: list the touchpoints your students have with the school Smith & Wheeler, Managing the customer experience

26 8 - Quality management: Deming s TQM cycle PDCA: PLAN: DO: CHECK: ACT: plan ahead for change - analyze and predict the results. execute the plan, taking small steps check, study the results. take action to standardize or improve the process.

27 Force Field Analysis: What forces affect quality in your school? Driving forces Customer expectation Restraining forces Market price level Teacher creativity Teacher non-teaching time

28 Ishikawa fishbone model

29 9 HR & People: RACI Teacher DOS Director Concept R A C Design R A C Budget I I A Writing R A I

30 Belbin Free variant at: team-roles-test/

31 Change Management models Lewin s Model: Concept: Unfreezing Moving Re-freezing Kotter s model: burning platform

32 10 Evaluation: RAG analysis

33 Balanced scorecard

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35 Bs & Cs What were the Benefits of this workshop? Any Concerns or questions left unanswered? Contacts: International Diploma in Language Teaching Management Cambridge English sites: Comments: If you would like copy of the presentation & references: