Pepperdine University's Graziadio School of Business and Management (GSBM) is one of the largest business schools in
Question:
Pepperdine University's Graziadio School of Business and Management (GSBM) is one of the largest business schools in the country and has the third largest part-time MBA program. The school also provides postgraduate education aimed at different markets, including an Executive MBA (EMBA), a Presidential/Key Executive MBA (PKE) and a specialized Master of Organization Development (MSOD). The MSOD program curriculum consists of 10 four-unit classes over 22 months. Eight of the classes are held off-site during eight-day sessions at national and international locations. The MSOD program office consists of a faculty director, a program administrator, and an administrative assistant. In response to cost reduction initiatives at the university level, a proposal to modify the work designs of MSOD program staff was being considered.
The MSOD program administrator, the focus of this application, was responsible for marketing and recruiting new students, managing external program delivery logistics, managing student registration and financial relationships with the university, and maintaining relationships with
alumni. MSOD students. The marketing and recruiting functions involved working with GSBM's Program Director and Marketing Director to develop marketing tactics including advertisements, brochures, marketing and conference support, and other market development activities. The hiring process involved explaining the curriculum to potential candidates, overseeing each candidate's application process, working with faculty to interview qualified candidates, and managing the admissions process. This also had to be coordinated with the principal and administrative assistant. Once a class was admitted, the program administrator worked with various outside facilities to establish room and board rates and catering services; managed faculty travel and teaching requirements; managed various activities between sessions, including the final exam; managed student enrollment and graduation processes, including its interface with the university's finance and registration office and the school's financial aid office; and coached students through the program. After graduation, the Program Administrator served as an unofficial placement service, engaging
to eligible graduates with potential employers who called for MSOD talent, provided career guidance, and worked with the program's alumni organization to sponsor conferences and other alumni activities.
Each of the above activities was somewhat programmable in the sense that they occurred at specific times of the year and could be scheduled. However, because each applicant, student, class, or graduate was unique, specific tasks or actions could not always be specified in advance and there were a number of exceptions and unique situations.
that arose during each day, month or year. The MSOD Program Manager has worked with the MSOD program for over 15 years and was a fixture in both the MSOD and general OD communities. Year after year, the program administrator delivered qualified applicants beyond available space, although that task had become increasingly difficult due to tuition increases, increasingly restrictive corporate policies on tuition reimbursement, and ups and downs. of the economy. He has handled routine and non-routine administrative details in a professional manner, displays and reports a high level of job satisfaction and commitment to the program, and has been formally and informally commended by students in the program. In fact, each cohort develops its own relationship with the administrator and he becomes a de facto member of almost all classes. Alumni viewed the program manager as a key and integral part of the MSOD program. The set of functions described above has evolved considerably over the course of the Program.
Administrator duration. In particular, he has become more involved and responsible for marketing and recruiting activities, and alumni relations duties have been added in response to alumni requests that cannot be covered by traditional university departments.
In an effort to improve efficiency and in recognition of the extraordinary productivity of the MSOD program manager, GSBM management was considering a proposal to change the design of its work. The proposal suggested that the MSOD Program Administrator continue to perform all current duties of the position and also provide administrative support to two PKE classes from their initial class through graduation. The duties of managing the PKE program would be similar in nature to the delivery aspects
of the MSOD program, including working with faculty to support their teaching efforts, managing textbook ordering processes, and delivering different activities. logistics at the facilities. It would not include marketing, recruiting and alumni development activities. He would receive additional compensation for increased responsibilities and a change in title. The new position would share, with the EMBA program administrator, the supervision of an assistant program administrator, who would in turn supervise a group of administrative assistants. The assistant program administrator would also report to the EMBA program administrator. The MSOD/PKE program manager would be shared between the MSOD program director and an EMBA/PKE program director.
Questions
- Q.1 Describe the culture at Pepperdine University within which an individual's work is enriched. Justify your answer with two examples from the case study (1.25 points) (Lo 1.5 and 3.1)
- Q.2 Based on your understanding of the individual-level diagnosis of job designs, discuss and evaluate each of the following components for the MSOD program manager as proposed by Pepperdine University:
-Variety of skills (0.5 points) (Lo 2.5)
-Identity of the task (0.5 points) (Low 2.5)
-Importance of the task (0.5 points) (Lo 2.5)
-Autonomy (0.5 points) (Lo 2.5)
-Feedback (0.5 points) (Lower 2.5)
- Q.3 Explain why it is important for the design of an individual job to be congruent with the design of a larger organization. Justify your answer with an example from this case study (1.25 points) (Lo 1.5 and 3.1)
Business Analytics Communicating With Numbers
ISBN: 9781260785005
1st Edition
Authors: Sanjiv Jaggia, Alison Kelly, Kevin Lertwachara, Leida Chen