Beaconhouse School System (BSS) Restructuring  

Oleh:

Alvi, Sara ; Butt, Arif N. ; Khurshid, Anwar

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Asian Journal Of Management Cases vol. 10 no. 02 (Sep. 2013), page 113–124.
Topik: Shared vision; skills and competencies; organizational restructuring
Fulltext: Asian Journal of Management Cases-2013-Alvi-113-24.pdf (1.53MB)

Isi artikel

The case discusses the hierarchical and structural changes brought about in 2008 within the Beaconhouse School System. The restructuring was mainly undertaken due to the school’s rapid expansion and fierce competitive environment. Kasim Kasuri, Chief Executive Officer (CEO) of BSS, felt that the introduction of school group heads (SGHs) in BSS would help in the improvement of coordination with the regional head office and bring more efficiency and devolution at the school level. The CEO felt that even though restructuring had brought about positive changes within the organization, it had also created some problems that needed to be addressed quickly. These problems included: (a) lack of management skills pertaining to managing and appraising employees by the SGHs; (b) new competencies and skill sets requiring strong leadership and managerial expertise in SGHs; (c) refinement of standard operating procedures and also, support infrastructure, for example, information technology (IT) and performance appraisal systems that needed upgradation; and (d) anxiety and confusion experienced by the principals and staff members regarding new reporting lines and relationships. Kasim was now exploring options that would help BSS to exploit its full potential after the restructuring effort. He knew that restructuring had been progressing well, but now the issues that had arisen needed to be resolved quickly so that employees did not feel alienated from the system.

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