Overview of the Institution
The instant policy paper relates to Ashford University, a modern and advanced institution of higher learning. The university commenced Catholic-owned learning institution in 1893 and remained as such until its privatization in 2005 (Ashford University, 2019). In the same year, Ashford University collaborated with Forbes Media to form the Forbes School of Business. In 2018, the university merged with University of the Rockies, its sister institution. The institution's current leadership includes President and CEO, Dr. Craig Swenson and a Board of Trustees chaired by Dr. Gregory L. Geoffroy. Ashford is a for-profit university whose values include equity, empowerment, quality, ingenuity, and guidance (Ashford University, 2019).
The Intent of the Policy
The policy developed herein has a duality of intentions, both geared towards the betterment of Ashford University. The first intention is to mitigate disenchantment among members of staff and faculty resulting in a better running organization (Rich & Moberg, 2017). Available reports reveal that members of staff and faculty are unhappy with the fact that almost all major decisions regarding the institutions happen at the top management level. The displeasure among staff members and lower management has resulted in poor motivation and engagement leading to power employee output (Eisenberger, Malone & Presson, 2016). The lower output has reduced efficacy in the institution. The policy change will increase motivation and engagement among employees, hence giving the institutions better return for wages paid. The second intent is the development of a better decision-making mechanism for the university. The lower echelons of the human talent in organizations have a better grasp on the day-to-day affairs of the organization (O'Donovan, 2014). Involving these members of staff in decision-making will improve the decision-making process resulting in a better run university.
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Foundational Principles, Values, and Philosophies
The foundational principles, values, and philosophies of the instant policy combine those of Ashford University on the one hand and effective human resource management on the other. Among the values of the institution are equity and empowerment, values that will play a crucial role in the policy change. Under equity, it is important for individuals to play a role in making decisions that will directly affect them (Rich & Moberg, 2017). On the other hand, the policy change will empower members of staff and faculty as the institution by allowing them to voice opinions on pertinent issues. Conversely, the Stakeholder Theory of organizational management and business ethics will inform the policy. Under the said theory, the mode of management of any organization should factor in all its stakeholders, internal or external, not just the shareholders (Harrison et al., 2015; Harrison et al., 2019). The staff and faculty members, who include lecturers and students, qualify as internal stakeholders pursuant to the stakeholder theory (Bess & Dee, 2012).
Policy Objectives and Strategies for Attaining Them
The first objective is to ensure the decentralization of decision-making in the institution. Under this objective, decisions relating to specific departments and divisions of the university shall be made at those divisions and/or departments in consultation with top management. This approach is as opposed to the traditional approach where decisions would be made at the top then passed down to departments and divisions for implementation.
The second objective is to develop a philosophy of consultation and consensus-building in the decision-making process. Under this objective, every stakeholder in the organization who stands to be affected by a decision or determination will be accorded an opportunity to be heard with regard to the decision and determination (Schwartz, 2016; Wheeler, 2017). There will be an exception to this general rule subject to practicability.
Desired Outcomes
The desired outcome for the instant policy change is the development of a devolved decision-making system and a system of consultation and consensus-building. On the one hand, the institution will seek to provide a platform where every internal stakeholder plays a potential role, in the management of the organization (Metin et al., 2017). Conversely, the policy makes certain that all internal stakeholders feel recognized and appreciated as an integral component of the organization. The desired outcomes will both improve the organization as a whole and improve the level of engagement for its internal stakeholders.
Review of the Program
With decision-making being a continuous process in any organization, the instant policy and its outcomes will require regular reviews. The said reviews will combine the efficacy of the policy itself and its impact on the internal stakeholders. For example, it would be important to evaluate the impact of policy on the duration of making decisions. On the other hand, it is also important to assess how different internal stakeholders feel about the policy. In the first year of implementation, management should undertake monitoring and evaluation on a quarterly basis. If the results of the evaluation indicate the need for review, management can undertake a review after one year. If necessary, subsequent reviews may take place every three years.
Annotated Bibliography
Ashford University. (2019). About. Retrieved from: https://www.ashford.edu/about/accreditation on 27th July 2019 .
The instant source is the official website of Ashford University, the organization on focus on the policy change process. The website outlines the history of the organization and its status in 2019. As the information contained in the website comes from Ashford itself, the source is definitively a reliable and credible source. The source provides important primary data as a basis for policy development.
Bess, J. L., & Dee, J. R. (2012). Understanding College and University Organization: Theories for Effective Policy and Practice; Volume I: The State of the System . Herndon, VA: Stylus Publishing, LLC.
This source evaluates the development of policy and the management of institutions of higher learning. Universities differ exponentially from other organizations as their primary external stakeholder, the students may also be considered as part of its internal environment. The source provided invaluable insights on how to develop policy in a university. It also provided information on how to elicit buy-in for the policy-based change process.
Eisenberger, R., Malone, G. P., & Presson, W. D. (2016). Optimizing perceived organizational support to enhance employee engagement. Society for Human Resource Management and Society for Industrial and Organizational Psychology , 2-22.
This peer-reviewed article addresses the employee to employer relationship from the perspective of employee engagement. According to the source, trust is an important component of the said relationship. A solid relationship between employers and employees also leads to better employee engagement and motivation to work. The instant source contributed to the desired outcomes of the policy-based change process.
Harrison, J. S., Barney, J. B., Freeman, R. E., & Phillips, R. A. (Eds.). (2019). The Cambridge Handbook of Stakeholder Theory . Cambridge University Press.
The instant source is a peer-reviewed book on the subject of the stakeholder approach to management. The approach differs from the traditional one where companies focused on making profits for its primary stakeholders, the shareholders. As per the source, seeking to meet the needs for other stakeholders including employees is fundamental for the success of any organization. The source provided important insights for the policy-development stage.
Harrison, J. S., Freeman, R. E., & Abreu, M. C. S. D. (2015). Stakeholder theory as an ethical approach to effective management: Applying the theory to multiple contexts. Revista brasileira de gestão de negócios , 17 (55), 858-869.
The instant source elucidates the stakeholder approach to management from the perspective of ethics. As per the article, the stakeholder approach to management may have both pecuniary benefits and adversities. However, the said approach also happens to be the right thing to do, as internal stakeholders are human beings who should be treated with dignity. This source provided a foundation for the policy-based change process from the perspective of ethics.
Metin, H., Preniqi, N., & Gërvalla, M. (2017). The Effect of the Organizational Culture, Organizational Structure and Usage of Social Media on Corporate Governance. 2017 UBT International Conference . DOI:10.33107/ubt-ic.2017.270
The instant peer-reviewed journal article addresses the issue of corporate governance in the current age of social media. Social media has exponentially increased the ability to communicate at a personal level with a large group of people. This capability enables companies to consult and coordinate with large groups of internal stakeholders. The source provided a foundation for the development of the policy-based change and insights on gaining buy-in from internal stakeholders.
O'Donovan, M. G. (2014). Solvency II: Stakeholder Communications and Change . Gower Publishing, Ltd.
The instant source is a book about communicating with the stakeholders of an organization more so during the change process. The book addresses issues such as the nature of the message, communication timing, and mode of communication. A combination of telling the right message in the right way and at the right time is crucial for effective change process. The primary contribution of the instant source relates to generating buy-in for the policy-based change process.
Rich, E., & Moberg, J. (2017). Collective governance in practice. Beyond Governments , 19-32. DOI:10.4324/9781351286084-2
This peer-reviewed source addresses the subject of collective governance in the private sector. Under collective governance, the onus for decision-making is shared with other internal stakeholders. Sharing decision-making aids both the process of making decisions but also the eventual implementation of the decisions so made. The instant article was invaluable in the development of the philosophy upon which the policy-based change is predicated.
Schwartz, M. S. (2016). Ethical decision-making theory: An integrated approach. Journal of Business Ethics , 139 (4), 755-776.
The instant journal article addresses the subject of ethical decision-making more so from the perspective of consultation. The article outlines the ideal that individuals who will be affected by a decision should be consulted when making the decision. The concept of consultation is integral to the policy-based change. The instant article thus makes an invaluable contribution to the development component of the policy outlined herein.
Wheeler, A. (2017). Designing brand identity: an essential guide for the whole branding team . Hoboken, New Jersey: John Wiley & Sons.
The instant source is a book of branding that propagates an important concept about organizational branding. As per the article, the organizational brand should be developed before being marketed. The organizational brand develops when members of the organization work together in cooperation and harmony, inter alia through the sharing of ideas. The concept of organizational branding is a core component of the philosophy informing the policy outlined herein.
Reflection on Lessons Learned and Avoidance of Unwanted Consequences
Developing the referenced policy change for Ashford University and its mode of implementation did present a variety of critical lessons and insights. First among the sessions is that the corporate sector has changed exponentially. As a for-profit university, Ashford is primarily a business with investors who expect a return on investment. Traditionally, the fundamental, and in some cases, only consideration for management would be getting a good return for investment. However, it is evident that the world of entrepreneurship has changed in two main ways. One the one hand, ethics now take a more prominent role in management hence managers can no longer treat humans as a means to an end. Secondly, the internal stakeholders of organizations are now more empowered and enlightened. It is more effective for managers to motivate employees to work than push them to do so. Based on the above, it is in the interest of shareholders to put the needs and aspirations of stakeholders first, to enable the making of higher profits.
However, the policy-change process for the effectuation of stakeholder engagement and motivation can have three potential adverse ramifications. The first is the degeneration of organizational brand as lack of coordination allows different components of the university to make contrasting decisions. To avoid this, management should only delegate but not relinquish its decision-making role. Top management must constantly superintend over the departments and divisions in the university to ensure that all decisions adhere to the vision and missions of the organization.
The second potential adverse ramification would be the development of such an expansive and time-consuming decision-making process as to inordinately complicate the process of running the university. The policy should limit itself to seeking to consult stakeholders as opposed to seeking to please all stakeholders to limit the time it takes to make decisions and ensure that important decisions do not remain in limbo. Finally, it is possible for poor communication to ensure the failure to realize the anticipated motivation and engagement of employees. As the organizational will have invested heavily in this change process, it is important to ensure that the program has the necessary effect on internal stakeholders using communication skills. Informing employees about the program and its benefits to them will contribute towards the intended response of better engagement and motivation.
Part Two: Week Six
Campaign to Create Stakeholder Buy-in
The success of the policy-change encompassed herein relies heavily on buy-in from three primary stakeholders. The first important set of stakeholders is the shareholders who have invested in the university and anticipate a profit. The second set of stakeholders in the top management who will be running the project. Finally, there are the members of staff and lower management to who are the policy’s target. Creating stakeholder buy-in for all three stakeholders will require skills in effective communication (O'Donovan, 2014).
Creating the stakeholder buy-in for shareholders will require the development and propagation of the message that the policy-change will aid the profitability of the organization. Over and above profitability, an argument based-on business ethics would also interest shareholders. Available research shows that treating employees well as stakeholders improve their motivation and engagement, leading to better returns on wages paid. Better returns on wages will, in turn, lead to better profits. Making this argument to the shareholders can create buy-in.
With regard to the senior management staff, the same argument about the profitability of the proposed change would also apply. Further, the current management system has pitted the management against other members of staff, thus complicating the operations of the organization. The proposed policy would endear members of staff to top management hence making the running of the organization much smoother. Further, top management would only be delegating, not ceding its authority. Making such an argument and framing it in a manner that ensures that top management sees the change as a win augments chances of their buy-in (O'Donovan, 2014).
Finally, the members of staff and lower management are a critical stakeholder in the change process. To earn their buy-in, it is important for them to feel that they were involved in the process of developing the policy. Through effective communication, the program team should disseminate a skeleton of the policy to the members of staff with a request for their input. The program team should then collect the input of staff members and come up with a final policy that reflects the contributions of the staff members. The good faith created by the transparent nature of developing the policy would augment chances of buy-in by staff members (O'Donovan, 2014).
Final Policy Plan
| No | Title | Particulars |
| 1 | The intent of the Policy |
The first intention of the policy is to mitigate disenchantment among members of staff and faculty resulting in a better running organization (Rich & Moberg, 2017). Available reports reveal that members of staff and faculty are unhappy with the fact that almost all major decisions regarding the institutions happen at the top management level. The displeasure among staff members and lower management has resulted in poor motivation and engagement leading to power employee output (Eisenberger, Malone & Presson, 2016). The lower output has reduced efficacy in the institution. The policy change will increase motivation and engagement among employees, hence giving the institutions better return for wages paid. The second intent is the development of a better decision-making mechanism for the university. The lower echelons of the human talent in organizations have a better grasp on the day-to-day affairs of the organization (O'Donovan, 2014). Involving these members of staff in decision-making will improve the decision-making process resulting in a better run university. |
| 2 | Foundational Principles, Values, and Philosophies |
The foundational principles, values, and philosophies of the instant policy combine those of Ashford University on the one hand and effective human resource management on the other. Among the values of the institution are equity and empowerment, values that will play a crucial role in the policy change. Under equity, it is important for individuals to play a role in making decisions that will directly affect them (Rich & Moberg, 2017). On the other hand, the policy change will empower members of staff and faculty as the institution by allowing them to voice an opinion on pertinent issues. Conversely, the Stakeholder Theory of organizational management and business ethics will inform the policy. Under the said theory, the mode of management of any organization should factor in all its stakeholders, internal or external, not just the shareholders (Harrison et al., 2015; Harrison et al., 2019). The staff and faculty members, who include lecturers and students, qualify as internal stakeholders pursuant to the stakeholder theory (Bess & Dee, 2012). |
| 3 | Policy Objectives and Strategies for Attaining Them |
The first objective is to ensure the decentralization of decision-making in the institution. Under this objective, decisions relating to specific departments and divisions of the university shall be made at those divisions and/or departments in consultation with top management. This approach is as opposed to the traditional approach where decisions would be made at the top then passed down to departments and divisions for implementation. The second objective is to develop a philosophy of consultation and consensus-building in the decision-making process. Under this objective, every stakeholder in the organization who stands to be affected by a decision or determination will be accorded an opportunity to be heard with regard to the decision and determination (Schwartz, 2016; Wheeler, 2017). There will be an exception to this general rule subject to practicability. |
| 4 | Desired Outcomes |
The desired outcome for the instant policy change is the development of a devolved decision-making system and a system of consultation and consensus-building. On the one hand, the institution will seek to provide a platform where every internal stakeholder plays a potential role, in the management of the organization (Metin et al., 2017). Conversely, the policy makes certain that all internal stakeholders feel recognized and appreciated as an integral component of the organization. The desired outcomes will both improve the organization as a whole and improve the level of engagement for its internal stakeholders. |
| 5 | Review of the Program |
With decision-making being a continuous process in any organization, the instant policy and its outcomes will require regular reviews. The said reviews will combine the efficacy of the policy itself and its impact on the internal stakeholders. For example, it would be important to evaluate the impact of policy on the duration of making decisions. On the other hand, it is also important to assess how different internal stakeholders feel about the policy. In the first year of implementation, management should undertake monitoring and evaluation on a quarterly basis. If the results of the evaluation indicate the need for review, management can undertake a review after one year. If necessary, subsequent reviews may take place every three years. |
References
Ashford University. (2019). About. Retrieved from: https://www.ashford.edu/about/accreditation on 27th July 2019 .
Bess, J. L., & Dee, J. R. (2012). Understanding College and University Organization: Theories for Effective Policy and Practice; Volume I: The State of the System . Herndon, VA: Stylus Publishing, LLC.
Eisenberger, R., Malone, G. P., & Presson, W. D. (2016). Optimizing perceived organizational support to enhance employee engagement. Society for Human Resource Management and Society for Industrial and Organizational Psychology , 2-22.
Harrison, J. S., Barney, J. B., Freeman, R. E., & Phillips, R. A. (Eds.). (2019). The Cambridge Handbook of Stakeholder Theory . Cambridge University Press.
Harrison, J. S., Freeman, R. E., & Abreu, M. C. S. D. (2015). Stakeholder theory as an ethical approach to effective management: Applying the theory to multiple contexts. Revista brasileira de gestão de negócios , 17 (55), 858-869.
Metin, H., Preniqi, N., & Gërvalla, M. (2017). The Effect of the Organizational Culture, Organizational Structure and Usage of Social Media on Corporate Governance. 2017 UBT International Conference . doi:10.33107/ubt-ic.2017.270
O'Donovan, M. G. (2014). Solvency II: Stakeholder Communications and Change . Gower Publishing, Ltd.
Rich, E., & Moberg, J. (2017). Collective governance in practice. Beyond Governments , 19-32. doi:10.4324/9781351286084-2
Schwartz, M. S. (2016). Ethical decision-making theory: An integrated approach. Journal of Business Ethics , 139 (4), 755-776.
Wheeler, A. (2017). Designing brand identity: an essential guide for the whole branding team . Hoboken, New Jersey: John Wiley & Sons.
