write an analysis of the process of coalition of Woodson Foundation and the public school?

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. Learning Goals groups. but the same challenges require coordinating plans and goals among Many of the most important organizational behavior This case describes a multiorganizational effort, principles of accommodation and com- promise also apply when trying to work with multiple divisions within a single organization. You ll create a blueprint for managing a complex development team s team members away from negative progress, steering conflicts and toward productive discussion. You ll also be asked to help create a new message for executives so they can lead effectively. . CASE Major Topic Areas Group dynamics Maximizing team performance Organizational culture Integrative bargaining . 3 . Building a Coalition The Scenario The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school sys- lem in Washington, D.C., to improve student outcomes. There s ample room for improvement. The schools have problems with truancy, low student performance, and crime. New staff quickly burn out as their initial enthusiasm for helping students is blunted by the harsh realities they encounter in the classroom. Turnover among new teachers is very high, and many of the best and brightest are the most likely to leave for schools that aren t as troubled. The plan is to create an experimental after-school program that will combine the Woodson Foundation s skill in raising private money and coordinating com- munity leaders with the educational expertise of school staff. Ideally, the system will be financially self-sufficient, which is important because less money is available for schools than in the past. After several months of nego- tiation, the leaders of the Woodson Foundation and the school system have agreed that the best course is to develop a new agency that will draw on resources from both organizations. The Woodson foundation will provide logistical support and program development CASE 3 Building a Coalition 657 and measurement staff; the school system will provide classrooms and teaching staff. The first stage in bringing this new plan to fruition is the formation of an executive development team. This team will span multiple functional areas and establish the operating plan for improving school performance. Its cross-organizational nature means representatives from both the Woodson Foundation and the school district must participate. The National Coalition for Parental Involvement in Education (NCPIE) is also going to be a major partner in the program, acting as a representative for parents on behalf of the PTA. Conflict and Agreement in the Development Team While it would be perfect if all the groups could work together easily to improve student outcomes, there is little doubt some substantive conflicts will arise. Each group has its own interests, and in some cases these are directly opposed to one another. School district representatives want to ensure the new jobs will be unionized and will operate in a way con- sistent with current school board policies. They are very concerned that if Woodson assumes too dominant a role, the school board won t be able to control the operations of the new system. The complexity of the school system has led to the development of a highly complex bureau- cratic structure over time, and administrators want to make sure their policies and procedures will still hold for teachers in these programs even outside the regular school day. They also worry that jobs going into the new system will take funding from other school district jobs. Woodson, founded by entrepreneur Theodore Wood- son around 1910, still bears the hallmarks of its founder s way of doing business. Woodson emphasized efficiency and experimentation in everything he did. Many of the foundation s charities have won awards for minimizing costs while still providing excellent services. Their focus on using hard data to measure performance for all their initiatives is not consistent with the school district culture. Finally, the NCPIE is driven by a mission to increase parental control. The organization believes that when communities are able to drive their own educational methods, students and parents are better able to achieve success together. The organization is strongly commit- ted to celebrating diversity along racial, gender, ethnic, 658 Comprehensive Cases and disability status categories. Its members are most interested in the process by which changes are made, ensuring everyone has the ability to weigh in. Some demographic diversity issues complicate the team s situation. Most of the students served by the Washington, D.C., school district are African Ameri- can, along with large populations of Caucasians and Hispanics. The NCPIE makeup generally matches the demographic diversity of the areas served by the public schools. The Woodson foundation, based in northern Virginia, is predominantly staffed by Caucasian profes- sionals. There is some concern with the idea that a new group that does not understand the demographic con- cerns of the community will be so involved in a major change in educational administration. The leadership of the new program will have to be able to present an ef- fective message for generating enthusiasm for the pro- gram across diverse stakeholder groups. Although the groups differ in important ways, it s also worth considering what they have in common. All are in- terested in meeting the needs of students. All would like to increase student learning. The school system does benefit from anything that increases student test scores. And the Woodson Foundation and NCPIE are united in their desire to see more parents engaged in the system. sa best. The parents, at least, have more of a stake in this ond-year teacher Ari Kaufman. He is well liked by The most important thing is the kids, s students but doesn t get along well with other fac squeaky wheel. The sch members. He s seen as a From too little outside involvement. need change so badly. And how did they get this w Community organizer Mason Dupree doesn t like level of bureaucracy either. He worries that the scho answer to its problems is to throw more money at the I know these kids. I grew up in these neighborhoo My parents knew every single teacher I had. The scho wanted our involvement then. Now all they want is ou money. And I wouldn t mind giving it to them if I though it would be used responsibly, not spent on raises for pe ple who haven t shown they can get the job done. Meredith Watson, with the Woodson Foundation agrees the schools have become less focused on the families. A former teacher, she left the field of edu tion after being in the classroom for 6 years. There s so much waste in the system, she complains. Jobs unnecessarily duplicated, change processes are need lessly convoluted. Unless you re an insider already can t get anything done. These parents want to be s volved. They know their kids best. Unlike her NCPIE colleagues, Candace Sharpe thinks the schools are doing the best they can. She is a county social worker, relatively new to the D.C. area Parents say they want to be involved but then don t lik low through. We need to step it up, we need to lead the way. Lasting change doesn t come from the outside, i comes from the home. Candidates for the Development Team The development team will consist of three individu- als-HR representatives from the Woodson Foundation, the schools, and the NCPIE-who have prepared the following list of potential candidates for consideration. Victoria Adams is the superintendent of schools for Washington, D.C. She spearheaded the initial commu- nication with the Woodson Foundation and has been building support among teachers and principals. She thinks the schools and the foundation need to have larg- er roles than the parents and communities. Of course we want their involvement and support, but as the pro- fessionals, we should have more say when it comes to making decisions and implementing programs. We don t want to shut anyone out, but we have to be realis- tic about what the parents can do. Duane Hardy has been a principal in the Washington area for more than 15 years. He also thinks the schools should have the most power. We re the ones who work with these kids every day. I ve watched class sizes get big- ger, and scores and graduation rates go down. Yes, we need to fix this, but these outside groups can t under- stand the limitations we re dealing with. We have the com- munity, the politicians, the taxpayers-everyone watching what we re doing, everyone thinking they know what s Victor Martinez has been at the Woodson Found tion for 10 years, starting as an intern straight out of co lege. It s sometimes hard to see a situation when you re in the thick of it, he explains. Nobody likes to be tol they re doing something wrong, but sometimes it has be said. We all know there are flaws in the system. We can t keep the status quo. It just isn t cutting it. Strategies for the Program Team You The have to f to c fro tin de: Once the basic membership and principles for de development team have been established, the progra team would also like to develop a handbook for thes who will be running the new program. Ideally, this s of principles can help train new leaders to create s inspirational message that will facilitate success. The a tual content of the program and the nature of the m sage will be hammered out by the development t but it is still possible to generate some overriding prise ples for the program team in advance of these decisions ari pr TE m ef W le P Your Assignment Woodson Foundation, the NCPIE, and the schools The e asked you to provide s some information about how to form teams effectively. They would like your response explain what should be done at each step of the way. the selection of appropriate team members to set- # from arte. describing effective methods for resolving conflicts that ang group priorities and goals, setting deadlines, and After this, they d like you to prepare a brief set of principles for leaders of the newly established program. ment team, which will receive one report on how it can That means you will have two audiences: the develop- ectively design the program, and the program team, which will receive one report on how it can effectively kad the new program. The following points should help you form a com- prehensive message for the development team: CC-17. The development team will be more effective if members have some idea about how groups and teams typically operate. Review the domi- nant perspectives on team formation and per- formance from the chapters in the book for the committee so it can know what to expect. CC-18. Given the profiles of candidates for the development team, provide suggestions for who would likely be a good group member and who might be less effective in this situa- tion. Be sure you are using the research on CASE 4 Boundaryless Organizations Major Topic Areas Learning Goals The multinational organization is an increasingly com- non and important part of the economy. This case takes you into the world of a cutting-edge music software busi- tess seeking success across three very different national and organizational cultures. Its managers need to make important decisions about how to structure work pro- cesses so employees can be satisfied and productive do- ing very different tasks. 1 . groups and teams in the textbook to defend your choices, CC-19. Using principles from the chapters on groups and teams, describe how you will advise the team to manage conflict effectively. CC-20. Describe how integrative negotiation strategies might achieve joint goals for the development team. Organizational structure and boundaryless organizations Organizational culture undaryless organizations The following points should help you form a message for the program team: CC-21. Leadersofthenewcombined organization should have a good idea of the culture of the school dis- trict, the NCPIE, and the Woodson Foundation because they will need to manage relationships with all three groups on an ongoing basis. How would you describe the culture of these various stakeholder organizations? Use concepts from the chapter on organizational culture to de scribe how they differ and how they are similar. CC-22. Consider how leaders of the new program can gen- erate a transformational message and encourage employee and parent trust. Using material from the chapter on leadership, describe how you would advise leaders to accomplish these ends. CC-23. Given the potential for demographic fault lines in negotiating these changes, what would you advise as a strategy for managing diversity issues for program leaders? • Human resources • Organizational socialization The Scenario Newskool Grooves is a transnational company develop- ing music software. The software is used to compose music, play recordings in clubs, and produce albums. Founder and CEO Gerd Finger is, understandably, the company s biggest fan. I started this company from nothing, from just me, my ideas, and my computer. I love music-love playing music, love writing pro- grams for making music, love listening to music-and the money is nice, too. Finger says he never wanted. to work for someone else, to give away his ideas and let someone else profit from them. He wanted to keep . Learning Goals groups. but the same challenges require coordinating plans and goals among Many of the most important organizational behavior This case describes a multiorganizational effort, principles of accommodation and com- promise also apply when trying to work with multiple divisions within a single organization. You ll create a blueprint for managing a complex development team s team members away from negative progress, steering conflicts and toward productive discussion. You ll also be asked to help create a new message for executives so they can lead effectively. . CASE Major Topic Areas Group dynamics Maximizing team performance Organizational culture Integrative bargaining . 3 . Building a Coalition The Scenario The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school sys- lem in Washington, D.C., to improve student outcomes. There s ample room for improvement. The schools have problems with truancy, low student performance, and crime. New staff quickly burn out as their initial enthusiasm for helping students is blunted by the harsh realities they encounter in the classroom. Turnover among new teachers is very high, and many of the best and brightest are the most likely to leave for schools that aren t as troubled. The plan is to create an experimental after-school program that will combine the Woodson Foundation s skill in raising private money and coordinating com- munity leaders with the educational expertise of school staff. Ideally, the system will be financially self-sufficient, which is important because less money is available for schools than in the past. After several months of nego- tiation, the leaders of the Woodson Foundation and the school system have agreed that the best course is to develop a new agency that will draw on resources from both organizations. The Woodson foundation will provide logistical support and program development CASE 3 Building a Coalition 657 and measurement staff; the school system will provide classrooms and teaching staff. The first stage in bringing this new plan to fruition is the formation of an executive development team. This team will span multiple functional areas and establish the operating plan for improving school performance. Its cross-organizational nature means representatives from both the Woodson Foundation and the school district must participate. The National Coalition for Parental Involvement in Education (NCPIE) is also going to be a major partner in the program, acting as a representative for parents on behalf of the PTA. Conflict and Agreement in the Development Team While it would be perfect if all the groups could work together easily to improve student outcomes, there is little doubt some substantive conflicts will arise. Each group has its own interests, and in some cases these are directly opposed to one another. School district representatives want to ensure the new jobs will be unionized and will operate in a way con- sistent with current school board policies. They are very concerned that if Woodson assumes too dominant a role, the school board won t be able to control the operations of the new system. The complexity of the school system has led to the development of a highly complex bureau- cratic structure over time, and administrators want to make sure their policies and procedures will still hold for teachers in these programs even outside the regular school day. They also worry that jobs going into the new system will take funding from other school district jobs. Woodson, founded by entrepreneur Theodore Wood- son around 1910, still bears the hallmarks of its founder s way of doing business. Woodson emphasized efficiency and experimentation in everything he did. Many of the foundation s charities have won awards for minimizing costs while still providing excellent services. Their focus on using hard data to measure performance for all their initiatives is not consistent with the school district culture. Finally, the NCPIE is driven by a mission to increase parental control. The organization believes that when communities are able to drive their own educational methods, students and parents are better able to achieve success together. The organization is strongly commit- ted to celebrating diversity along racial, gender, ethnic, 658 Comprehensive Cases and disability status categories. Its members are most interested in the process by which changes are made, ensuring everyone has the ability to weigh in. Some demographic diversity issues complicate the team s situation. Most of the students served by the Washington, D.C., school district are African Ameri- can, along with large populations of Caucasians and Hispanics. The NCPIE makeup generally matches the demographic diversity of the areas served by the public schools. The Woodson foundation, based in northern Virginia, is predominantly staffed by Caucasian profes- sionals. There is some concern with the idea that a new group that does not understand the demographic con- cerns of the community will be so involved in a major change in educational administration. The leadership of the new program will have to be able to present an ef- fective message for generating enthusiasm for the pro- gram across diverse stakeholder groups. Although the groups differ in important ways, it s also worth considering what they have in common. All are in- terested in meeting the needs of students. All would like to increase student learning. The school system does benefit from anything that increases student test scores. And the Woodson Foundation and NCPIE are united in their desire to see more parents engaged in the system. sa best. The parents, at least, have more of a stake in this ond-year teacher Ari Kaufman. He is well liked by The most important thing is the kids, s students but doesn t get along well with other fac squeaky wheel. The sch members. He s seen as a From too little outside involvement. need change so badly. And how did they get this w Community organizer Mason Dupree doesn t like level of bureaucracy either. He worries that the scho answer to its problems is to throw more money at the I know these kids. I grew up in these neighborhoo My parents knew every single teacher I had. The scho wanted our involvement then. Now all they want is ou money. And I wouldn t mind giving it to them if I though it would be used responsibly, not spent on raises for pe ple who haven t shown they can get the job done. Meredith Watson, with the Woodson Foundation agrees the schools have become less focused on the families. A former teacher, she left the field of edu tion after being in the classroom for 6 years. There s so much waste in the system, she complains. Jobs unnecessarily duplicated, change processes are need lessly convoluted. Unless you re an insider already can t get anything done. These parents want to be s volved. They know their kids best. Unlike her NCPIE colleagues, Candace Sharpe thinks the schools are doing the best they can. She is a county social worker, relatively new to the D.C. area Parents say they want to be involved but then don t lik low through. We need to step it up, we need to lead the way. Lasting change doesn t come from the outside, i comes from the home. Candidates for the Development Team The development team will consist of three individu- als-HR representatives from the Woodson Foundation, the schools, and the NCPIE-who have prepared the following list of potential candidates for consideration. Victoria Adams is the superintendent of schools for Washington, D.C. She spearheaded the initial commu- nication with the Woodson Foundation and has been building support among teachers and principals. She thinks the schools and the foundation need to have larg- er roles than the parents and communities. Of course we want their involvement and support, but as the pro- fessionals, we should have more say when it comes to making decisions and implementing programs. We don t want to shut anyone out, but we have to be realis- tic about what the parents can do. Duane Hardy has been a principal in the Washington area for more than 15 years. He also thinks the schools should have the most power. We re the ones who work with these kids every day. I ve watched class sizes get big- ger, and scores and graduation rates go down. Yes, we need to fix this, but these outside groups can t under- stand the limitations we re dealing with. We have the com- munity, the politicians, the taxpayers-everyone watching what we re doing, everyone thinking they know what s Victor Martinez has been at the Woodson Found tion for 10 years, starting as an intern straight out of co lege. It s sometimes hard to see a situation when you re in the thick of it, he explains. Nobody likes to be tol they re doing something wrong, but sometimes it has be said. We all know there are flaws in the system. We can t keep the status quo. It just isn t cutting it. Strategies for the Program Team You The have to f to c fro tin de: Once the basic membership and principles for de development team have been established, the progra team would also like to develop a handbook for thes who will be running the new program. Ideally, this s of principles can help train new leaders to create s inspirational message that will facilitate success. The a tual content of the program and the nature of the m sage will be hammered out by the development t but it is still possible to generate some overriding prise ples for the program team in advance of these decisions ari pr TE m ef W le P Your Assignment Woodson Foundation, the NCPIE, and the schools The e asked you to provide s some information about how to form teams effectively. They would like your response explain what should be done at each step of the way. the selection of appropriate team members to set- # from arte. describing effective methods for resolving conflicts that ang group priorities and goals, setting deadlines, and After this, they d like you to prepare a brief set of principles for leaders of the newly established program. ment team, which will receive one report on how it can That means you will have two audiences: the develop- ectively design the program, and the program team, which will receive one report on how it can effectively kad the new program. The following points should help you form a com- prehensive message for the development team: CC-17. The development team will be more effective if members have some idea about how groups and teams typically operate. Review the domi- nant perspectives on team formation and per- formance from the chapters in the book for the committee so it can know what to expect. CC-18. Given the profiles of candidates for the development team, provide suggestions for who would likely be a good group member and who might be less effective in this situa- tion. Be sure you are using the research on CASE 4 Boundaryless Organizations Major Topic Areas Learning Goals The multinational organization is an increasingly com- non and important part of the economy. This case takes you into the world of a cutting-edge music software busi- tess seeking success across three very different national and organizational cultures. Its managers need to make important decisions about how to structure work pro- cesses so employees can be satisfied and productive do- ing very different tasks. 1 . groups and teams in the textbook to defend your choices, CC-19. Using principles from the chapters on groups and teams, describe how you will advise the team to manage conflict effectively. CC-20. Describe how integrative negotiation strategies might achieve joint goals for the development team. Organizational structure and boundaryless organizations Organizational culture undaryless organizations The following points should help you form a message for the program team: CC-21. Leadersofthenewcombined organization should have a good idea of the culture of the school dis- trict, the NCPIE, and the Woodson Foundation because they will need to manage relationships with all three groups on an ongoing basis. How would you describe the culture of these various stakeholder organizations? Use concepts from the chapter on organizational culture to de scribe how they differ and how they are similar. CC-22. Consider how leaders of the new program can gen- erate a transformational message and encourage employee and parent trust. Using material from the chapter on leadership, describe how you would advise leaders to accomplish these ends. CC-23. Given the potential for demographic fault lines in negotiating these changes, what would you advise as a strategy for managing diversity issues for program leaders? • Human resources • Organizational socialization The Scenario Newskool Grooves is a transnational company develop- ing music software. The software is used to compose music, play recordings in clubs, and produce albums. Founder and CEO Gerd Finger is, understandably, the company s biggest fan. I started this company from nothing, from just me, my ideas, and my computer. I love music-love playing music, love writing pro- grams for making music, love listening to music-and the money is nice, too. Finger says he never wanted. to work for someone else, to give away his ideas and let someone else profit from them. He wanted to keep

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Abstract Building coalition is a complex process and the coalition must be able to serve the respective market or the community in the increased manner The teams must be arranged and it is one of the ... View the full answer