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The PASE MBA:
Management Concepts & Models
Educational Managers Need To Know
Michael Carrier Cambridge English Language Assessment
PASE 2015, Warszawa
Contents
1 – What do staff need to know?
2 – Organisational models
3 – Leadership models
4 – Strategy models
5 – Marketing models
6 – Finance
7 - Customer service
8 – Quality management
9 – People & change
10 – Evaluation & KPIs
Why?
• Help staff understand
business imperatives
• Develop Business
Literacy
• Build personal &
professional
development
• Train academic
managers
• Improve service to
customers
• Empower staff to take
better, more informed
decisions
2
2 x 2 matrix
3
2 x 2 matrix: student vs teacher satisfaction
Teacher Satisfaction
Happy students,
unhappy teachers
Stu
den
t S
ati
sfa
cti
on
Unhappy students,
Happy teachers
4
2 - Organisational models – Vision, Values, Mission
5
Matrix management model
Task Director DOS ADOS Teacher Admin
Marketing x Hiring x x Placement x x x Complaints x x x Coursebook
Selection x x x
Timetabling x x …..
3 – Leadership models
Theories of
organisation:
• Charismatic
leadership
• Patriarchal
leadership
• Bureaucracy
(Weber)
• Scientific
management
(Taylor)
• Human relations
approach
7
Leadership
styles
“The world is full of managers and desperately short of leaders”
“The old proverb says that leadership is doing the right thing; management is doing things right.”
8
Management Competence model
Making Decisions • Consulting & delegating
• Planning & organizing
• Problem-solving
Influencing People • Motivating
• Recognizing and rewarding
Building relationships • Supporting
• Networking
• Managing conflict & team building
Giving & seeking information • Monitoring
• Clarifying
• Informing
Yukl (1989)
SWOT PESTEL
10
4 – Strategic models
11
Porter’s Competitive Strategies matrix
12
Competitive advantage – key ELT forces
Current
competitors
Quality
perception
Innovation
Technology
Teacher
development
Building competitive advantage - Porter’s 5 forces
Current
Competitors
Buyers
New entrants
Substitutes
Suppliers
Boston Matrix
Innovation components
16
Innovation strategy
17
Disruptive innovation model
18
5 – Marketing: perceptual model
“The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” Peter Drucker 19
Positioning
Commodities Goods Services Experiences
Coffee Nescafe McDonalds Starbucks
Value brand Premium brand
Low Margin High Margin
Added Value
Task:
What is your positioning in the school market? Value or premium brand?
Specify which USPs of your school might determine this.
Ansoff Matrix
Simple Ratios:
• Gross margin = income less
variable costs of providing sales
• Net profit = income less total costs
• ROI = (y1+y2+y3+y4) /investment
x100
• Revenue per employee =
Turnover/no.employees
• EBITDA = (turnover – fixed &
variable costs) = earnings
School-specific KPIs:
• Teacher cost as % of tuition
income
• Admin staff as % of
teaching FTE staff
• Teacher hours delivered as
% of paid
• Teacher hours lost to
absence as % of paid
• Class average - actual & %
of goal
• Cost per student per lesson
over the school
6 – Finance: ratios & KPIs
22
Teacher Post Costs
Annual salary: £25,000
On-costs:
• National insurance 13.8%
• Pension contribution 5.2%
Actual annual post cost = £29,750
If Workload=25x60m lessons per week
52 weeks - 8 weeks holiday - 1 week public holidays
= 43 working weeks
43 weeks x 25 lessons
= 1075 lessons capacity
Post cost of £29,750 divided by 1075 lessons
= £27.68 per lesson
Admin cost: divide by 215 working days
= £138.38 per day
Task:
What’s your teacher post cost?
Per lesson cost?
Per admin day cost?
Task:
What’s the cost of timetable leakage?
20 teachers x 1 hour/wk underscheduled x 40 weeks = 800 hours
=800/1075 = 75% of a teacher
Costing a course
Getting to breakeven:
• Raise tuition fees
to match current
costs
• Lower costs to
match current fees
• Include more
students in group
size
Fixed Costs OPTION A OPTION B OPTION C
hours in course 100 100 100
teacher post cost/hour £20.00 £20.00 £20.00
fixed cost of teaching £2,000.00 £2,000.00 £2,000.00
overhead share £0.75 £0.75 £0.75
Total F £3,500.00 £3,500.00 £3,500.00
Variable Costs
number of students enrolled 8 10 12
coursebook per student £15.00 £15.00 £15.00
photocopying per student £5.00 £5.00 £5.00
binder & pad & pen per student £5.00 £5.00 £5.00
Total V £200.00 £250.00 £300.00
Total Costs (F+V)=C £3,700.00 £3,750.00 £3,800.00
Income
tuition fee per student £400.00 £400.00 £500.00
Total Income=I £3,200.00 £4,000.00 £6,000.00
Profit/Loss (I-C) -£500.00 £250.00 £2,200.00
KPIs
Cost per student £462.50 £375.00 £316.67
Net Income per student -£62.50 £25.00 £183.33
Teacher cost as % of tuition income 63% 50% 33%
Breakeven no. of students 9.3 9.4 7.624
7 – Customer service: touchpoints
Smith & Wheeler, Managing the customer experience
Task: list the touchpoints your
students have with the school
PLAN: plan ahead for change - analyze and predict the results.
DO: execute the plan, taking small steps
CHECK: check, study the results.
ACT: take action to standardize or improve the process.
8 - Quality management: Deming’s TQM cycle
PDCA:
Force Field Analysis:
What forces affect quality in your school?
Driving forces Restraining
forces
Customer expectation Market price level
Teacher creativity Teacher non-teaching
time
Ishikawa fishbone model
9 – HR & People: RACI
Teacher DOS Director
Concept R A C
Design R A C
Budget I I A
Writing R A I
29
Change Management models
Lewin’s Model:
Concept:
• Unfreezing
• Moving
• Re-freezing
Kotter’s model: ‘burning platform’
10 – Evaluation: RAG analysis
32
Balanced scorecard
33
34
Contacts:
International Diploma in Language
Teaching Management
• www.idltm.org
Cambridge English sites:
• www.teachers.cambridgeenglish.org
• www.cambridgeenglishteacher.org
Comments:
If you would like copy of the
presentation & references:
www.michaelcarrier.com
Bs & Cs
What were the Benefits of this workshop?
Any Concerns or questions left unanswered?
