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Freeman-Brown Private School Case StudyStudent’s NameInstitutional AffiliationFreeman-Brown Private School Case StudyIntroductionOver the past couple of years, academicians and practitioners have spent a considerable deal of time focusing on the issues of corporate culture and organizational climate. They have also tried to study how these factors would influence organizational performance when combined with other aspects of an internal organization. Many have consensually agreed that the culture of an organization represents an organization’s personality while organizational climate represents an organization’s mood. The primary aim of this paper is to evaluate the internal environment of an organization featured in a case study entitled Freeman-Brown Private School Case Study. Context and Case OverviewThe case presents the journey of an Illinois-based private school named Freeman-Brown Private School (FBPS). The school started as a private institution belonging to the Brown and Freeman families in 1944. It was later sold to a for-profit organization named Caudhill International Family of Schools in 2007. The sale saw Freeman-Brown Private School join a chain of other schools in the United States, Mexico, and Switzerland, and was placed under Caudhill’s internationalization focus. In a few years after the acquisition, the school chain faced various challenges such as intense competition, poor employee retention, and ultimate closure of two campuses. The school then faced new challenges of mass withdrawals and transfers from their campuses. In this exercise, I will pose as a consultant and rely on these scenes as reflected in the case study to evaluate Freeman-Brown Private School’s organizational culture and climate at the time of the decision to close its two compasses. An Evaluation of Freeman-Brown Private School’s Organizational Culture and Climate at the Time of the Decision to Close the Two CampusesFrom the analysis of the case, it is safe to say that Freeman-Brown had a poor organizational culture and climate at the time the decision to close the two campuses was made. Notably, the institution was having challenges with its human resource management department, which was concerned with the acquisition and retention of talents. The Freeman-Brown Private School Case Study reveals the school had challenges retaining employees with competitive talents. Many teachers and departmental staff at the Freeman-Brown Private School stayed for a few months only. It is apparent that even though the school was famous with a reputable name, its human resource department did little to ensure that all employees were motivated to stay. Unarguably, the root of the problem lie in the organization’s approach to hiring. Instead of focusing more on talent acquisition, Freeman-Brown Private School focused more on the recruitment process which soon led to detrimental problems. Besides, Freeman-Brown Private School’s work environment was micromanaged. Micromanagement as a management style was evident in the way the manager closely observed and controlled every aspect of work assigned the staff. The results of this were negative connotations where the staff felt demeaned, belittled, disrespected, and over controlled.How the Administration Could Have Handled the Closure Effectively With StakeholdersFrom the case study, we see that the school did not have a good ending after its decisions to close two of its campuses. I consider that Freeman-Brown Private School would have handled the closure effectively with its stakeholders. Freeman-Brown Private School should have implemented the change in a way that pleases all stakeholders. In this context, stakeholders are the school management, parents, and teachers and other departmental staff. The best way that Freeman-Brown Private School would have acted is through the human relations approach, and training and development. Practically, training and development is concerned with efforts to improve the performance of individuals and groups of employees within an organization. Freeman-Brown Private School can accomplish this through activities such as sharpening of skills, trying to change the attitudes of workers, and motivating employees to learn more about job processes. In doing so, I believe that all employees and other staff, parents, and the school management would be comfortable.
The Freeman-Brown Private School

The Freeman-Brown Private School

Question # 00483731 Posted By: dr.tony Updated on: 02/13/2017 02:51 AM Due on: 02/13/2017
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Refer to the "Freeman-Brown Private School Case Study" Provide an explanation, using appropriate management theories, for how the administration could have handled the closure effectively with stakeholders? Include one theory from each of the following: the classical approach, the human relations approach, and the modern management approach. ( write your own sentence with 300 words)
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