Case
BEACONHOUSE SCHOOL SYSTEM (BSS) RESTRUCTURING
INDUSTRY :-
AREA :HUMAN RESOURCE MANAGEMENT/ORGANIZATIONAL BEHAVIOUR
ORGANIZATION :-
LENGTH :17
LUMS No :05-755-2013-1
PUBLICATION YEAR : 2013
ABSTRACT:
The case,“Beaconhouse School System (BSS) Restructuring,” discusses the hierarchical and structural changes that took place within the Beaconhouse School System in 2008. The restructuring was mainly undertaken as a result of BSS’s rapid expansion and fierce competitive environment. Kasim Kasuri,Chief Executive Officer of BSS felt that the introduction of the newly created positions of School Group Heads (SGHs)in the BSS system would help improve coordination with the regional head office and bring more efficiency and decentralisation at the school level. The CEO felt that even though restructuring had brought positive changes in the organisation, it had also created some problems that needed to be addressed quickly. These problems included: a) Lack of management skills pertaining to managing and appraising employees by the school group heads. b) New competencies and skill sets requiring strong leadership and managerial expertise in SGHs. c) Refinement of standard operating procedures and also, support infrastructure, for example, information technology (IT)and performance appraisal systems that needed upgradation. d) Anxiety and confusion experienced by the principals and staff members regarding new reporting lines and relationships. Kasim was now exploring options that would help BSS to fully exploit its potential post restructuring. He knew that restructuring had been progressing well, but the issues that had arisen needed to be resolved quickly so that employees would not feel alienated from the system.