I Don't Want To Be King Of The World... BUT!
I am not naïve enough to believe that anything is possible in a corporation or other organizational structure. It should be the case that anything is possible, but corporate organizations are too busy feeding the egos of the executives and power drivers of the organization. Yet, there is a part of me that cannot resist the urge to stand up and demand attention to core business and mission-specific functions.
Take for instance my current job: I teach. The corporate mission statement alerts potential students that the focus of our campus and the entire corporation is excellence in teaching, learning and the learning environment.
If the mission statement were to be put into action our computers would not be four to six years out of date. Our IT and Network Administration would not be hit or miss in its functionality. We might even have up-to-date versions of software. Since our entire corporation has emerged from a vocational school that primarily taught computer applications, business applications, personal computer repair, network administration and other computer technology, one would sort of expect that the technology would be "up to snuff."
Although the corporation still offers such "techie" training, the Allied Health Division has grown to include Medical Assisting, Medical Administrative Assisting, Pharmacy Technician, and Massage Therapy. The Allied Health enrollment now surpasses the "techie" enrollment by about twenty to one.
The campus at which I work is better off than many other campuses. On the day shift we don't have too much of a staff/faculty turnover. At other campuses, the turnover is so high that consistency and quality are the least of our concerns. At my campus the only turnover issues we have (generally speaking) is on the evening shift where the faculty is almost exclusively part-time without benefits.
But there is a mantra that is chanted by the management within the organization: "Everything takes time." Other mantras spoken by the management team include such statements as the following:
"I know it isn't right, but I can't change it. I have to choose my battles."
"I know you only have twenty-three seats in the class and there are twenty-eight people enrolled. We are hoping two or three will drop as usual."
"Why doesn't someone do something about that?"
"We want quality. Our goal is to always raise the bar… but please don't have any failures this module."
"We have to have certified faculty teaching in that program… Well, we'll have to make an exception this module because we don't have anyone available."
"We've always done it this way."
"It isn't important that the survey we use is an invalid instrument. That doesn't matter. We get important information from the comments."
"We don't use that survey for teacher evaluation… By the way, your students are complaining on the surveys about the workload you are giving them."
Corporate stagnation occurs when the leadership fails to implement the mission statement as a matter of primary focus. The mission statement should not be a pro forma statement that is listed in the catalogue or posted in the front lobby for others to admire. A mission statement is not meant to be impressive. A mission statement is meant to make an impression that evolves out of every member of the organization contributing to the mission.
Unfortunately, our mission statement is just for show. Our bosses don't read it or apply it. Our customers and students do not see it because it is seldom implemented across the board. Our faculty cannot use the mission statement because our "hands are tied" by the decisions made by those serving above us.
A colleague of mine was venting about trying to implement a lesson plan that required a certain amount of supplies. Finding none in the storage areas, he went to the Director in charge of these materials and was told they would not be forthcoming as the campus was over budget. These supplies are essential to teaching EKG technique and procedures, as well as other aspects of Medical Assisting. While this was not happening at my campus, it has happened at my campus.
In my view, not managing supplies and budgets properly is a matter of commitment to the mission. The lack of essential supplies is a prima facie case for the mission statement being cast aside in favor of immediate profit. It demonstrates poor planning from the top.
Speaking of poor planning, we are often tasked with implementing a new program of instruction without having the proper number of faculty or the proper supplies in place. At my campus we have been strapped for room for quite sometime. Currently we have at least two classes being taught in the same working space. The practice of putting classes into inappropriate space or not having adequate faculty resources seems to be the norm for this organization. The real kicker is that if corporate HQ would let loose of its tight-wad strings, there is a whole other space available right next door to our current location that could be had for a song and remodeled into classrooms at a minimum of cost. Yes, it would throw a wrench into our budget, but it would allow our programs to expand and accommodate our rising enrollment.
Oh, well, all I can be thankful for is that I am not the "king of the world" and I am not the corporate idiot that has to take the blame for the issues at hand. If someone were to get a proverbial "hair across their butt" they might actually complain to the state department of education or the accreditation bureau with which we are associated. But I think I will keep my job for a while longer before I let that hair fester.
Take for instance my current job: I teach. The corporate mission statement alerts potential students that the focus of our campus and the entire corporation is excellence in teaching, learning and the learning environment.
If the mission statement were to be put into action our computers would not be four to six years out of date. Our IT and Network Administration would not be hit or miss in its functionality. We might even have up-to-date versions of software. Since our entire corporation has emerged from a vocational school that primarily taught computer applications, business applications, personal computer repair, network administration and other computer technology, one would sort of expect that the technology would be "up to snuff."
Although the corporation still offers such "techie" training, the Allied Health Division has grown to include Medical Assisting, Medical Administrative Assisting, Pharmacy Technician, and Massage Therapy. The Allied Health enrollment now surpasses the "techie" enrollment by about twenty to one.
The campus at which I work is better off than many other campuses. On the day shift we don't have too much of a staff/faculty turnover. At other campuses, the turnover is so high that consistency and quality are the least of our concerns. At my campus the only turnover issues we have (generally speaking) is on the evening shift where the faculty is almost exclusively part-time without benefits.
But there is a mantra that is chanted by the management within the organization: "Everything takes time." Other mantras spoken by the management team include such statements as the following:
"I know it isn't right, but I can't change it. I have to choose my battles."
"I know you only have twenty-three seats in the class and there are twenty-eight people enrolled. We are hoping two or three will drop as usual."
"Why doesn't someone do something about that?"
"We want quality. Our goal is to always raise the bar… but please don't have any failures this module."
"We have to have certified faculty teaching in that program… Well, we'll have to make an exception this module because we don't have anyone available."
"We've always done it this way."
"It isn't important that the survey we use is an invalid instrument. That doesn't matter. We get important information from the comments."
"We don't use that survey for teacher evaluation… By the way, your students are complaining on the surveys about the workload you are giving them."
Corporate stagnation occurs when the leadership fails to implement the mission statement as a matter of primary focus. The mission statement should not be a pro forma statement that is listed in the catalogue or posted in the front lobby for others to admire. A mission statement is not meant to be impressive. A mission statement is meant to make an impression that evolves out of every member of the organization contributing to the mission.
Unfortunately, our mission statement is just for show. Our bosses don't read it or apply it. Our customers and students do not see it because it is seldom implemented across the board. Our faculty cannot use the mission statement because our "hands are tied" by the decisions made by those serving above us.
A colleague of mine was venting about trying to implement a lesson plan that required a certain amount of supplies. Finding none in the storage areas, he went to the Director in charge of these materials and was told they would not be forthcoming as the campus was over budget. These supplies are essential to teaching EKG technique and procedures, as well as other aspects of Medical Assisting. While this was not happening at my campus, it has happened at my campus.
In my view, not managing supplies and budgets properly is a matter of commitment to the mission. The lack of essential supplies is a prima facie case for the mission statement being cast aside in favor of immediate profit. It demonstrates poor planning from the top.
Speaking of poor planning, we are often tasked with implementing a new program of instruction without having the proper number of faculty or the proper supplies in place. At my campus we have been strapped for room for quite sometime. Currently we have at least two classes being taught in the same working space. The practice of putting classes into inappropriate space or not having adequate faculty resources seems to be the norm for this organization. The real kicker is that if corporate HQ would let loose of its tight-wad strings, there is a whole other space available right next door to our current location that could be had for a song and remodeled into classrooms at a minimum of cost. Yes, it would throw a wrench into our budget, but it would allow our programs to expand and accommodate our rising enrollment.
Oh, well, all I can be thankful for is that I am not the "king of the world" and I am not the corporate idiot that has to take the blame for the issues at hand. If someone were to get a proverbial "hair across their butt" they might actually complain to the state department of education or the accreditation bureau with which we are associated. But I think I will keep my job for a while longer before I let that hair fester.
posted by Jim Downey at 9:43 PM
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