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To Change or Not to Change: The Curious Case of Managing Change at CIITS*

CASE STUDY, ORGANIZATIONAL BEHAVIOR
ET Cases - GSMC, 11 Pages

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To Change or Not to Change: The Curious Case of Managing Change at CIITS

 

Sipping her morning tea and browsing through the newspaper, Anuja, an academic consultant, came across an article which instantly caught her attention. It was stated that the technical education regulator in India i.e., All India Council for Technical Education (AICTE) was likely to cut down the total number of undergraduate engineering seats by as much as 40% to deal with the problem of vacant seats and decline in education standards. As displayed in the article,

“We would like to bring it down to between 10 lakh and 11 lakh (one million and 1.1 million) from a little over 16.7 lakh (1.67 million) now,”1 said Anil Sahasrabudhe, Chairman of AICTE. “The capacity should come down for the betterment of all—students, education providers and employers,” he added.


As per the article, AICTE’s decision was intended to improve the quality of education in India. As a number of engineering colleges in India lacked suitable infrastructure and hardly offered any employable skills, companies who recruited students from such colleges were wary of the poor quality of education.

It all fitted into the context as Anuja remembered her interaction with Gupta, Director of Central India Institute of Technology and Science (CIITS), a reputed private engineering institution in Central India.

“There is a lot of competition in the market and we are trying to improve in every possible way. Our infrastructure is better than most of the colleges in this region, our faculty members are knowledgeable and we try not just to focus on the theoretical aspects but our aim is towards overall development of our students. Though our intentions as well as our actions are in right direction, we still feel there is some missing link because of which we are not seeing an improvement in the quality of our students,” said Gupta.

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1 Prashant K. Nanda, “AICTE to cut number of engineering college seats by 600,000”, http://www.livemint.com/Politics/BphkOxYuir6OaYcTrBtldJ/AICTE-to-cut-number-of-engineering-college-seats-by-600000.html, September 25th 2015 (accessed date:October 17th 2015)

Teaching Note Preview

To Change or Not to Change: The Curious Case of Managing Change at CIITS

 

Synopsis

This case helps students/participants to examine the issues in the academic delivery process of an educational institute. Like any business organization, educational institutions also face competitive pressures and need to re-examine their systems, processes and undergo transformation to sustain and grow. The higher education sector in India is extremely competitive with a large number of privately funded institutions competing for intake of students. Furthermore, the student community is becoming more discerning and increasingly questioning the return on investment from higher education. This case describes the transformation process adopted by an education institute in order to enhance its academic delivery process. Data was collected through interviews of faculty members, heads of departments, students and the principal. Central India Institute of Technology and Science (CIITS), a reputed private engineering institution in Central India, offers several graduation and post-graduation level courses. The case tries to identify factors that constrained the academic delivery at CIITS and also provides scope to discuss the gaps between expectations of stakeholders and the actual delivery. The case also provides scope to explore possible solutions to immediate problems as well as examine long term consequences of the transformation process. Participants/students can also identify the dilemma that faces a young change agent who is grappling with divergent views of various stakeholder groups.

Learning Objectives

  • • To understand and analyze the current scenario of technical education in India and the challenges faced by the major stakeholders.
  • • To make readers apply theoretical models of change in an organizational context. It can be a useful illustration of the Action Research Model.
  • • To provide an opportunity to the participants to analyse the issues and suggest an action plan for management of change.

 

Case Positioning and Setting

The case can be used in a core or elective course in Organizational Development and Change and can be used in MBA, Executive MBA or Executive  Development Programs. It showcases the process of OD beginning with entry of consultants, data collection and diagnosis of problem areas.

Assignment questions

  • I. What are the major issues faced by CIITS? Is this a generic problem facing all private institutions in the higher education sector or specific to CIITS?
  • II. Identify the convergent and divergent themes from the interviews of all the three stakeholders.
  • III. ...........

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Abstract

Like any business organization, educational institutions also face competitive pressures and need to re-examine their systems, processes and undergo transformation to sustain and grow. The higher education sector in India is extremely competitive with a large number of privately funded institutions competing for intake of students. Furthermore, the student community is becoming more discerning and increasingly questioning the return on investment from higher education. This case describes the transformation process adopted by an education institute in order to enhance its academic delivery process. Data was collected through interviews of faculty members, heads of departments, students and the principal. Central India Institute of Technology and Science (CIITS), a reputed private engineering institution in Central India, offers several graduation and post-graduation level courses. The case tries to identify factors that constrained the academic delivery at CIITS and also provides scope to discuss the gaps between expectations of stakeholders and the actual delivery. The case also provides scope to explore possible solutions to immediate problems as well as examine long term consequences of the transformation process.



Pedagogical Objectives

  • To understand and analyze the current scenario of technical education in India and the challenges faced by the major stakeholders
  • To make readers apply theoretical models of change in an organizational context. It can be a useful illustration of the Action Research Model
  • To provide an opportunity to the participants to analyse the issues and suggest an action plan for management of change

Case Positioning and Setting
This Case Frame can be used for either of the following Programs/Courses/Modules

  • MBA/Executive MBA Program – Organizational Development (OD) and Change Course – To showcase the process of OD beginning with entry of consultants, data collection and diagnosis of problem areas
  • Executive Development Program – Organizational Development and Change Course – To analyze the process of OD


* GSMC 2016, IIM Raipur

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