Michael


 * Whew! Here it is- the finished product.** I would like to thank everyone for their help and feedback and I look forward to getting with you next week.

**Manager as a change agent**
The diffusion system will be more centralized as the performance gap issue has stemmed from a decentralized approach to the running of the organization. (There will be more on this in the final draft in the performance gap analysis section)**.** All reports and and analysis will come back to the manager in charge of the intervention for evaluation and compilation. The manager will then meet with each department head and present findings and make recommendations to improve overall performance**.**

The intervention plan will be assessed by analyzing numbers of new enrollments and student attendance hours. Pre and post testing of students entering and leaving the program will be assessed to ensure progress levels are achieved so students can be counted as fund-able. Employee feedback from relocation project will be presented and evaluated to consider what changes in each area should be made-either environmentally or individually. Student surveys will be assessed and considered in the recommended changes. Once final evaluations are made and permanent changes are implemented, there will be a three month reevaluation of the entire program to ensure the changes are providing the desired outcomes. This reevaluation will require the executive director and education department representative to visit and evaluate each location using a comprehensive checklist and interviewing employees at each location to ensure that all changes are being implemented and processes are being followed.
 * Action Plan || Costs ||
 * Employees reassigned to new locations || Gas reimbursement for employee travel company budget $50.00 per month x 4 employees=$ 200.00 per month ||
 * Employee surveys of new locations || Paper/printing/ time budgeted for surveys=$100- considering time paid to employee to conduct survey ||
 * Reconvening meetings for employees to share findings from surveys || No cost- budgeted hours for meeting included in employee salaries ||
 * Student contact initial surveys || No cost-Student should be contacted regular business hours- ||
 * Extensive student surveys exit /interviews || Costs- Hours to conduct – budgeted at $15 per hour x 20hours= ||
 * Attendance tracking /Analysis || Budgeted into daily schedule- No cost ||
 * Data management/ analysis || Budgeted into daily administrative schedule ||
 * Recruiting Events || Community outreach/recruitment/ events includes materials /employee wages/ about $5000 ||
 * Three Month Reevaluation || Cost include travel to each location and time from evaluators to perform review- gas/food/materials/time=$500 budget ||
 * Evaluation**

**The Manager’s Many Roles** The role will require the implementation of the staffing realignment and the student survey. This will entail the leadership of following through and implementation. Coaching and motivation will be used as instructors will need to be excited about their new teaching assignments and possible guidance in their observational roles in these new areas. The counselor role will be prevalent during the student surveys as well as the instructor evaluations of their new assignments. Detailed attendance records and the student surveys will need to managed and analyzed. The staff will submit a monthly analysis of observations and findings at their new teaching assignment. Delivery system management techniques: Identify the medium for the delivery of the intervention strategy and how the technology will be implemented within the instructional context. The information provided will need to managed and filed in both paper hard copy and database. The attendance will need to be tracked closely and reported daily to data input personal and the project manger. Student surveys will be submitted confidentially to the project manager in hard copy form and stored in a locked filing system-later to be determined if this data should be stored electronically. Attendance will be track in each location to determine if the intervention strategy if producing higher numbers and student survey will be complied and later presented to the instructors as evidence of possible teaching strategy adjustments. Suggestions welcome for further development.

Justification **Justification for Intervention Strategy** · Of the three intervention strategies, the middle plan will work best for student focus and budget control. The middle cost strategy best addressed the main concerns of student attendance by identifying them as stakeholders in the organization and including them in the change process. This strategy also addresses the concerns the staff has of each other and provides the opportunity to gain a broader understanding of how the organization works under current management. These strengths of this strategy focus on immediate concerns and act in a direct manner based off of data and interviews. · Data presented by management solely focused on student numbers and the process for updating and maintaining student records and data which is the responsibility of all staff members. There were potential countable students, however some data was not properly maintained or obtained therefore making these students ineligible for count. The presentation of this information sparked concern by staff due to a lack of following processes and not being informed sooner that this student data was missing. · In many of the interviews, staff showed genuine concern for the student and a desire to address their needs to ensure continued attendance and recruitment of new learners. In these same interviews there was concern in the current staffing assignments and questions as to who was adhering to the standards and processes of the organization including management. · This intervention strategy is limited in that it is heavily dependent on obtaining feedback from students which are in short supply. Contact will be essential and it will be on the team of student liaisons to be creative and persistent in making contact. Another weakness is that administrative processes and communications will not be as scrutinized and available for immediate change. · The first strategy was not rejected as it is included in the middle cost intervention. The strength of this intervention lies in the approach of giving the staff the opportunity to instigate change in their new assignments and bring new perspectives to the operations and execution of their program. The main weakness is that it only focused on staff and did not consider other stakeholders, namely the students. As students are the driving force behind the organization and the only form of financial support, it was deemed that not including student perspectives would minimize the profitability of the intervention. · The high cost intervention strategy is beyond the financial capabilities of the organization. To bring in a consulting team to revamp and reenergize both the administrative and teaching staff would prove costly and still lacks a focus on the students and their needs. The intervention strategy works as it includes all staff and the customers served to gain a wide perspective and cross analysis of the performance gap. The observations made by administration, the teaching staff and the students consider very different views and concerns. With a more complete understanding of the situation presented by this intervention, a compatible solution can be presented that both administrative and teaching staff can agree upon.

Intervention plans 4-10-11

parts 1-2 4-4-11

3-27-2011 Here are the performance gap questions addressed: Performance Gap I think the loss of student attendance comes with a lack of effective communication and clear directives from the institution. The gap occurred because of environmental issues yet these issues were created by individuals so it might be difficult to clearly separate the two.

3-19-11 Organization information

3-12-11 Hello everyone, Glad to be a part of this WIKI group. I look forward to our interactions, shared ideas, and assignments.