Submitted by Rahim Lakhani Heena Daredia Submitted To M.Saleem Course Title Principles of Management Submitted On Tuesday, June 03, 2008
ACKNOWLEDGEMENT
Foremost thanks to Allah with whose help and blessings we have been able to complete our Management Report. We would like to take this opportunity to thank all the individuals who guided, cooperated & supported us during the making of this report. First of all, our management principles course instructor M. Saleem, who taught us management concepts, which thoroughly helped us in preparation of this report... Special thanks to Aga Khan Education Services Pakistan (AKESP), Human Resource department staff that helped us in understanding overall management practices with in the organization.
EXECUTIVE SUMMARY
Aga Khan Education Services (AKES) is a network of educational institutions that combines the operation of over 300 schools with the management of programmes to enhance the quality of teachers, academic resources and learning environments in Asia and Africa. The Aga Khan Education Service, Pakistan (AKESP) is a part of the Aga Khan Development Network (AKDN), which promotes education, health, housing, economic enterprise and cultural awareness in a number of countries in Asia and Africa. AKESP is a dynamic learning organization achieving excellence, reaching out to inspire better lives. Aga Khan Education Services, Pakistan is amongst the largest private network of institutions in Pakistan. They are striving to close the educational gap between the urban & rural population and also the gap between the privileged and underprivileged segments of the urban population. The Ismaili Imamat has a long tradition of leadership in educational development. The foundations of the present system were laid by Aga Khan, III, who established over 200 schools during the first half of the 20th century, the first in 1905 in Mundra and Gwadur in India and another in Zanzibar, followed by more schools in Kenya, Uganda, Tanzania, India, Pakistan and Syria. The mission and objective of this non profit educational organization is to provide quality education to the under developed areas of Pakistan. Since its establishment AKESP has been struggling to achieve its objectives.
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TABLE OF CONTENTS
1 2 3 4 5 6 7 8 9 Introduction to the Company Understanding of the Market & Competition Decision Making Process Planning & Strategic Management Human Resource Management Leadership Styles & Motivational Tools Corporate Culture & Change Management Performance Management & Reward System Controlling & Evaluation Methods 1 3 7 8 11 21 23 25 29
Bibliography
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III
Topic
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Topic
Management Structure
Setup, Structure & Flow of Information
Organizational Setup
Organizational Structure The Organization has geographically distributed departments having central office located in Karachi, which looks after the working of its 3 regional offices located at North, South and Chitral regions. Organizational Level & Span of Management It has narrow span of control and falls between the flat and tall organization structure, the decision making process is centralized, that is all strategic decisions are made by the panel of Board of Directors. As the organization is spread at the regional level, all the operational decisions are made at the regional level by the regional heads. For e.g., budgets are allocated to each region which is defined at central office by budgeting department its utilization is determined at regional offices.
Flow of Information
Senior Manager Information Technology Finance Department Sr. Assistant Manager Software Solutions Assistant Manager Network Security and Hardware
Senior IT Analyst
IT Analyst
IT Analyst
IT Engineer
Example: Above diagram shows an organization structure of IT Department, where two kinds of communication is eminent Vertical: Supervisor / Sub-ordinate relationship Horizontal: Peer to Peer and external correspondence
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Vision
Topic
A dynamic learning organization achieving excellence, reaching out to inspire better lives.
AKESP desire to be recognized as a leading quality educational provider in Pakistan and to achieve that, following are the areas theyve been focusing:
Have clean, bright, balanced, safe and enjoyable learning spaces Have a culture of care, trust, support, respect, fairness, freedom of speech and responsibility Inspire students to be confident, critically conscious, creative, ethical and balanced life long learners Provide opportunities for employees to develop as passionate, inspirational and balanced professionals Create a comprehensive performance management system for monitoring, reviewing, and improving organizational practice
Increase access to quality education for all disadvantaged and underserved children, especially females
Develop and implement a comprehensive communication and marketing, linkages and partnership strategy
Educational Aspiration
All children would have access to education from pre-primary to secondary level 80% children would have access to education at higher secondary level
AKES, P coverage will be over 60% through AK schools (43%), CBS (6%) and Other Partners (7%)
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Challenges
Only one year provision at pre-primary level (instead of two years) No provision of pre-primary education in government schools in NaC Lack of physical access to schooling at higher secondary level Lack of financial resources and increasing cost of social services 93% (173) of AKES, P schools do not have designated head teachers 31% (287) of teachers in NaC are educated up to Matric or FA level
(950 additional rooms; 900 additional teachers; 130 science labs; 90 computer labs; 90 libraries) Outreach
School preparation and placement program for 6-10 years out-of-school children (3,000 students) Innovative learning programmes for age 11-17 years out-of-school children including adult literacy, vocational and life skills etc. (2,000 students) Develop and implement integrated ECD program for 0-3 years in collaboration with other AKDN institutions
Leadership, management and Human Resources (Head teachers; HRM/HRD; appraisal link with School Development Plan; releasing weak teachers; attract quality HR) Curriculum and Resources (Minimum learning standards; Curriculum review and enrichment; assessment practices; vocational programme) Teaching and Learning (Baseline; one teacher per class; effective multi-grade strategies; professional development; cluster support / mentoring) Learning Environment and Infrastructure (Minimum standards for physical environment, equipment; adequate teaching and learning resources)
MER Strategy (Strengthen the Monitoring, Evaluation & Research department to attain better quality) Quality Assurance (Define quality standards and measuring tools for total quality management) Communication, Marketing and Image-building Long-term Sustainability including Resource Generation
Topic
Educational and technical training institutions Advertisement in local and foreign newspapers and journals Employment agencies
Selection Procedure Merit is the only criterion in selection. Current employees desirous of a transfer to a vacant position may apply through their department / unit head. They would be considered along with the equally qualified external candidates. In case of similar caliber internal candidates will be preferred over external. All applicants are to complete an Employee Record Form in addition to any resume / documents they would submit. Short-listing of suitable candidates shall be carried out by HRD and then sent to the department head for review. For senior management positions, whenever feasible, it is desirable that short listing of candidates is jointly done by department head and HRD. A panel comprising of at-least three officials conducts all interviews. Following an interview, an Interview Evaluation Form must be completed, recording details and impressions following the interview. The HRD will verify all relevant documents, qualification papers and make a thorough check of nominated references by direct contact with such references, if necessary. HRD will get written references from the references given by the employee. Employment will be subject to satisfactory references. Disclosure of misinformation or derogatory reference may be considered for termination of employment. The appointment letter shall be prepared by the HRD. The letter would contain details relating to salary, period of probation & other terms & conditions of employment. All applicants, who have not been selected for the position, will receive a courteous regret letter by HRD with in two weeks of the finalization of the decision. Transfer of Services The term transfer refers to the movement of an employee either from one department to another, or from one location to another within the organization. It can be temporary (for a specified period of time) or permanent. The transfer may take place laterally (at the same level with no change in designation) or with promotion (Change in position / responsibilities). The management has the right to transfer any employee including contract employees to any place within the scope of its operations. An employee refusing the transfer may be liable for disciplinary action. Any employee can request for transfer on his own. However, the privileges allowed in this case shall be different than those given to employees complying with the organizations direction. Contract Employees Contract employees are those employees who are employed for a specified time period or for specified assignments. They may be either on short-term contract (up to one year) or longer contracts (more than one year). Both local and expatriate employees may be employed on contract. Aga Khan Development Network Employees AKESP may recruit staffs that are currently employed with institutions within Aga Khan Development Network. It is the responsibility of the employee working in AKDN institution to obtain no objection/leaving certificate if they are selected for a position within AKESP and submit it to HRD. HRD may withhold issuance of appointment letter or may hold the recruitment process in case the concerned applicant does not submit leaving certificate.
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Termination or Separation Separation from employment can take place on any of the following accounts: 1. Termination of Employment by AKESP
AKES, P constantly reviews the performance of its employees. Such periodic reviews may reveal a lack of effectiveness on the part of a particular individual or group of individuals, for which the Organization must take the necessary remedial actions. These may involve a change of type or location of employment or termination of an employees service. The decision to terminate shall be taken only after alternatives to induce improved work performance have been found inadequate, or the employees action has, in the opinion of the organization, been of such a serious nature to warrant termination. The decision to terminate the services of an employee shall be fair. 2. Termination of Employment by Employee (Resignation)
The employee in case of voluntary separation must provide prior written notice. Duration for notice period varies from 1 month to 3 month depending on staff category/grade. An employee who has resigned must serve the duration of the notice period as outlined according to their job grade. Failing to serve either full duration or portion of it may result in deduction of the amount equivalent to the notice period not served from their final settlement 3. Retirement
An employee shall retire after reaching the age of 60 years. The retiring employee would be eligible for all terminal benefits due from the organization. The HRD will notify the relevant Department Head three months in advance regarding staff members retirement date. The Department Head will recommend in writing to proceed with the formalities pertaining to employees retirement. Human Resources Department will inform the employee accordingly. The HRD will intimate the Finance Department to settle the retiring employees final dues. The Department Head is authorized to call the employees of the same department only to host a party to honor the services of the retiring employee, subject to approval of GM/CEO.
Employee Benefit
AKES, P provides all eligible full time employees, on separation of their services or to their nominee or nominees in the event of death, a sum of money, which shall be ascertained according to the rules of Employee Gratuity Scheme and Employee Provident Fund Scheme All confirmed full time regular employees who are still serving the probationary period, may be granted the following kinds of leaves: Employee Leaves 1. 2. 3. 4. 5. Sick Leave Casual Leave Earned Leave Maternity Leave Emergency Leave (Leave without pay)
Educational Assistance The continuous growth and development is the responsibility of every employee of AKESP. The organization encourages employees to improve their education and develop themselves to their full potential. AKESP may provide monetary assistance to employees in the form of loan at 8% interest, full or partial cost reimbursement
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or combination of both on case to case basis. Employee may also be allowed leave without pay in case they want to pursue long term educational program leading to degree/ diploma/ certificate, which in normal circumstances cannot be completed on part-time basis. Employee Gratuity Scheme All full time permanent and contract employees who have completed minimum of six months of continuous service on leaving the organization are entitled to get gratuity payment provided their services are not being terminated as a result of misconduct. The Gratuity shall be paid at the rate of 20 days current basic salary for each year of continuous service. Employees date of appointment shall be considered in calculating the length of service within the organization. Gratuity shall be computed from the date of appointment till the last working date. Employee Provident Fund Scheme Only the full time regular employees of AKES, P may join the Employee Provident Fund scheme. An employee becomes eligible for this scheme effective from the date of appointment. In case of contract employees, it is effective from the date of regularization of their service. Participation in this scheme is optional. An employee not wishing to join this scheme must in writing intimate their decision to HRD. The employee shall contribute 5% of their basic salary per month. Equivalent amount shall be contributed by AKESP to the employee provident fund account. The employees contribution will be directly deducted from their salary every month. Group Life & Accident Insurance All full time regular and contract employees of AKESP shall be covered against eventualities like death, disability and injury through Group Life Insurance and Personal Accident insurance policies. Under the Group life insurance policy, employees are covered up to two years gross salary or RS. 200,000/whichever is higher. Employees in Personal Accident Policy are given 24-hour coverage both on the job and off the job to the extent of employees two years gross salary or RS. 200,000/- whichever is higher. Free ship in AKESP Schools Tuition fees of children of all full time regular and long-term contract employees may be waived who are studying at any AKESP schools. The benefit will be limited to a maximum of two children for each full time regular employee or long-term contract employees. Loan against Provident Fund All full time regular employees with at-least one year of Provident Fund Membership are entitled to withdraw certain amount as a loan from their accumulated provident fund for specific personal financial needs. Loan from provident fund can only be obtained for the following specific reasons such as purchase/ repairs of house, purchase of Vehicles, hajj (self or dependent), purchase of Shares for investment, medical treatment (self or dependant) or marriage (self or dependant).
Employee Relations
Traveling AKES, P employees and volunteers may be required to undertake domestic as well as overseas travel for official purposes. It is the policy of the organization to facilitate employees and volunteers by providing proper lodging, boarding and mode of travel facilities and reimburse approved expenses incurred during such travel.
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Advance Salaries All full time permanent and long-term contract employees may get advance salary only in the following circumstances: when proceeding on earned or study leave or traveling on official business. An employee desiring advance salary must submit a written application along with their approved leave application or approved Travel Request Form to their department/ unit head. The department/ unit head will forward the employees application to HRD after either approving or rejecting it. In case of approval the HRD will intimate the Finance Department, which will make direct payment to the employee. If request for advance could not be entertained for whatsoever reason, the HRD will intimate the concerned employee. Exit Interviews Exit Interviews are conduct when any kind of termination (either by employee or employer) takes place. The information acquired through such interviews is used in analyzing the general trends and rationale for employee turnover in various units/ locations of AKES, P. On the basis of which necessary actions are taken.
Familiarize the new employee with the organization Make them feel welcomed as a member of AKESP Make them effective in the shortest possible time
On completion of departmental orientation, the immediate supervisor will inform the HRD to conduct general orientation. HRD will then carry out the general orientation either alone or for a group of new employees within the first week of his/her joining. This would include:
1. 2.
3.
4.
Overview of AKESP history, mission and goals Geographic overview of AKESP operations Major policies review concerning performance review, benefits, leave entitlements, and disciplinary standards Arranging meetings with the key management staff.
On The Job Training On job trainings are being provided on the basis of individual needs and employees nature of work. Such as conferences and workshops are organized for strategic level; Technical trainings are provided to operational levels and so on. Continuous Professional Development Employees are also provided with some financial benefits to keep themselves update with the new technologies and benefit themselves and organization by his/her knowledge and skills. Management Trainee Program and Internships Fresh graduates are also provided with the opportunities to learn about organization, and serve it with the best of their abilities. Stipends are also provided.
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Topic
Enabling environments for leadership The environment that enabled good leadership varied a great deal across the cases, particularly in terms of the sources of support. In cases with systematic support, processes were put in place by a private school system or program that deliberately cultivated leadership. They appeared to spend considerable time in developing processes or systems for ensuring leadership, which included identification and selection criteria, training and support, promotion or career ladder, and accountability. There was no evidence of active government support to head teachers from the government education departments. In such schools, most head teachers had been there for a long time, and merely allowing them to continue doing a good job without intervening was seen, interestingly enough , as a certain kind of support.
Motivational Tools
Quality Working Life Fully air-conditioned; provided with personal computer, intercom extension, cubical and cabinets. Furthermore, healthy working environment with proper seating facility and ambience. Traveling to Regions For some people, traveling to other parts of the country may let them feel motivated and its observed that there performance improves when theyre sent to other regions. Learning & Development For teaching staff, Training & Development (refer HRM Topic) has been the most important motivational factor that has kept most of the teachers associated with the organizations for longer period of time. Relationship with Peer & Superior It was observed that people at AKESP enjoy because one of the factor is there family like relationship with peers and superior.
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Topic
In the first week of January, the immediate supervisor and the employee will fill up the Performance Contract Form in which both of them have to agree on the Key Result Areas (KRA), on which the subordinate will be appraised. They will also agree on the basis of measurement on these KRA and the weights that will be assigned to each. Performance Contract Form will be signed by both. Each will retain a copy for their reference and a copy will be sent to HRD for record. Next review of the employee will be conducted by the supervisor after six-month review of the employees performance. The Supervisor in this review will record the progress towards these goals by the employee as being satisfactory or unsatisfactory. If found unsatisfactory, he/she will develop an action plan along with the employee so that he/she is given full chance to improve his/her performance. Midyear performance review signed by both the employee and the supervisor will then be forwarded to HRD.
Management Staff (Grade 7 to 10)
Same procedure is followed in this category, except the Performance Appraisal Form whose Competency area is different from the other category. These would be used for training and development purpose. Page 17
The employee is appraised on the performance factors considered essential for his/her job by the supervisor and agreed by the employee at the beginning of the year, along with the skills necessary for performing his/ her role. The supervisor identifies the strengths, weaknesses, future potential and training needs of the employee and also agrees on specific performance targets for the next year. The appraisee then writes his/her comments on the appraisal process and sends it to reviewer for the comments and then sent to HRD for further processing.
Teaching Staff (Grade TS 1-6)
Performance Management System for teachers has two components: 1. Classroom Observation and Performance Evaluation
Classroom Observation will take into account those factors that relates only to enhancing quality of teaching and quality of student learning. Class room observation will be carried out four times in a year. Class observation could be announced as well as unannounced, however for the first observation of the year the teacher will be given an advance notice of at-least one week. After each class observation the observer and the teacher will jointly determine the areas which need improvement and the support that will be required/ provided to the teacher in improving his/ her performance. After the first observation, in subsequent observations a note would be made by both the observer and reviewer (supervisor of the observer) whether the teacher has shown improvement in specific areas identified in the previous observation. 2. Performance Evaluation
Performance evaluation will be carried out annually. It would consist of rating teachers performance on the following five performance factors Quality of teaching Quality of student learning Quality of teachers relationship with stake holders Professional development Professional responsibility
Quality of teaching and quality of student learning. These two factors will have a weight of 70% in determining the overall performance of the teacher. The other three factors namely: Quality of relationship, Professional Development, and Professional Responsibility have cumulative weight of 30% in determining the overall performance.
Teaching Staff (Grade 7-12)
The procedure is similar to that used for management staff Grade 7-10.
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APPRAISAL OF POTENTIAL
The employees who have shown continued high performance on their present position should be assessed for their suitability for assuming greater responsibilities. Specifically, it shall serve the following purposes: Identify the present pool of high performing employees and their degree of readiness in terms of assuming greater responsibilities. Maintain a pool of motivated employees within AKES, P who can relate their performance with promotions. Provide inputs for Development plans for the employees in improving their competencies for higher positions.
Potential Appraisal Process Unlike Performance Appraisal system, which assesses the performance of an employee for present job, the Potential Appraisal assesses the competencies of employees to assume responsibilities of higher level positions in future. All those employees who have completed minimum of two years in one particular position will be assessed for their potential. For all non-teaching staff in Grade 7 and above this cycle of potential appraisal will be carried out along with the performance appraisal. For teaching staff, all employees in grade 4 and above shall be assessed for their potential growth. A period of two years will be given to achieve the competencies identified in the potential appraisal before the employees potential is reassessed again in the same position. Procedure for Potential Appraisal The HRD will send, along with Performance Appraisal forms, Appraisal of Potential forms of all employees who have completed minimum of two years of continuous service in a particular position and have been rated as 4 or E, at-least once in two years. If the employee has been rated as 2 or N or below in any one year, his potential appraisal shall not be carried out. The supervisor will have in-depth interview with the employee regarding his career aspirations within AKESP. The supervisor will then fill the Potential Appraisal form, assessing the employee for a suitable higher position either within the department or another department by taking into consideration employees career aspirations and/or his/ her own judgment based on the aptitude and skills demonstrated by the employee. The Supervisor is not to share his/her assessment with the employee. He/She should counsel the employee regarding possible future growth within the organization and type of competencies he/she must develop and realistic time period within which he/she can be ready to be considered for promotion. The supervisor then discusses the Potential Appraisal with his/ her supervisor. They jointly prepare a development plan for the employee including both the skill enhancement portion and type of experience, including any job rotation that will be required by the employee before he/she could be considered ready to undertake greater responsibilities. The form is then sent to HRD. The Human Resource Department maintains the record of the employees progress as per the development plan and coordinates actions with the supervisor.
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Topic
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Topic
PRIMARY COMPETITION
SEW (Society for Education and Welfare) SEW is an educational welfare society, established in 1996 in Karachi and registered under societies act of 1860. It is a non profitable organization working to serve the deprived population by empowering them with education and a determination to cultivate the healthy values, through conceptual understanding of Islam. The schools, which initially comprised of a few Baithak Schools in 1996 now operate as a network of community based welfare schools all over Pakistan where the respective Educational Boards prescribed curriculum is followed. SEW runs on self help basis, with no formal affiliation or continued financial patronization from any global agency. Zindagi Trust Zindagi intends to reach, out to working children and provide them basic education supplementing, rather than disturbing the finances of their families. It aims to do this by providing incentive to the working children and their parents in form of cash payments of Rs.20 for each session attended.
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Adult Basic Education Society It was registered in 1972 and its areas of operation are Rawalpindi, Sargodha, Faisalabad, Gujranwala and Lahore. Major projects undertaken include Non-formal Education in the Gujranwala Division and Multi grade Teaching Training carried out in the Rawalpindi Division.
SECONDARY COMPETITION
As far as the secondary competition is concerned, the institutions running in Pakistan on the platform of AKESP are competing with the large education networks, which include, but not limited to: The City School System The City School is one of largest private school systems in Pakistan founded in 1977. It has branches all over Pakistan with 3 international locations. It has a total of 155 branches in 42 cities across Pakistan. It has a unique style of teaching with a specially designed teaching system which has always kept an edge over its competitors. Beacon House School System The Beacon house School System was founded in 1975, it is the oldest and largest private school system in South Asia with presence in 26 cities across the country and student strength of 125,000 plus. Its purpose-built campuses in various locations nationwide offer the finest facilities for teaching and learning in the country. These campuses have been equipped with the latest state-of-the-art science laboratories and computer labs. The Educators The Educators has come up with a solution to provide School Operations Management service to various investors. The service takes form of furnishing a comprehensively uniform quality education system, well equipped with professional teacher training programs, well-conceived lesson plans and well-developed examination system. It is not only relieving the parents of cost effective quality education hassle but is shouldering the responsibility of shaping and glorifying the future of our generations as well.
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Daily Times, http://www.dailytimes.com.pk/default.asp? page=2006%5C12%5C15%5Cstory_15-12-2006_pg12_9
2.
3.
Aga Khan Education Services, Aga Khan Development Network, http://www.akdn.org/agency/Aga Khan Education Services.htm
4.
Aga Khan Education Services (AKES) in East Africa & Asia, Countries in which Aga Khan Education Services Operates, http://www.akdn.org/agency/akescountry.html#ea
5.
6.
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