UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
——————————
HIGH WORKLOAD AT G6 CENTER IN BIEN HOA – VIETNAM
MASTER OF BUSINESS ADMINISTRATION
Ho Chi Minh City – Year 2019
EXECUTIVE SUMMARY
Academic Department is responsible for setting the study programs, controlling the quality of learners, evaluating the teaching of teachers and setting the training programs for teachers. Besides, it also helps other Departments with the academic contents in any of their programs. Therefore, any problems happening to this Dept. can affect the function of the whole English center and lead to bigger problem. The consequences, which can hurt the function of the center as a whole, are also found to be low professional efficacy and unattractive working environment. Due to its importance, Academic Department needs to be paid much attention.
Nevertheless, over a year of operation, the academic manager position in G6 Center has been taken by 4 people and it is still unoccupied. Several depth interviews and surveys are conducted with related people within the center, and even though person- organization fit and pay-work expectation are considered potential problems, the central one is found to be the high workload. By using the NASA Task Load Index (TLX) which has been used in variety of fields as the criteria workload assessment techniques, the overall workload for academic managerial position in G6 is measured and claimed to be very high. The result number even comparatively exceeds the max researched number of NASA-TLX Global Workload Scores at the same cognitive and process control category.
Out of 3 causes leading to high workload, increased workload is the key to solve current issue in the center. In order to deal with the increased workload in G6, the combination solution of outsourcing and technology integration is given out along with action plan. Within 3 criteria of needed resources, ability to improve and benefits of the improvement, the recommended solution is expected to help academic manager with more flexible time for core activities in G6, help supervise the academic operation in new subsidiary center more smoothly.
TABLE OF CONTENT
EXECUTIVE SUMMARY
CHAPTER 1 – PROBLEM IDENTIFICATION
- Company background 1
- Symptoms 3
CHAPTER 2 – PROBLEM JUSTIFICATION
CHAPTER 3 – CAUSES VALIDATION AND SOLUTIONS
Research methodology: Qualitative research 48
Interview Transcript – Summary of finding 49
List of figures
| Figure 1. Problem mess | 42 |
| Figure 2: Potential problem map | 5 |
| Figure 3. Overall workload and its composition | 15 |
| Figure 4: The numbers of learners dropped off quarterly | 18 |
| Figure 5: Cause – Effect map | 25 |
List of tables
Table 1. The interview result summary – Reasons of high academic manager turnover 4
Table 2. Academic staff’s opinion on their workload 12
Table 3. Sources-of-workload and weighted rating result in G6 14
Table 4. The reasons why learners dropped out and teachers’ comments 19
Table 5. The interview result summary – Potential causes of the problem 20
Table 6. Cause evaluation from group interview in academic department 26
Table 7. Overall cost and time needed for work outsourcing 28
Table 8. Overall cost and time needed for new staff recruitment 30
Table 9. Overall cost and time needed for work outsourcing and camera system installation 34
Table 10. The work breakdown structure (WBS) 36
CHAPTER 1 – PROBLEM IDENTIFICATION
1.1. Company background
1.1.1. Company introduction
In order to meet the increasing demands of customers in Biên Hòa City on facilities and quality of education while reaching out of the city market, Circle G6 English Center was founded and officially went into operation in December 2017. G6 English Center, which is a subsidiary of Đại Mỹ Việt Educational Limited Company, operates in Bien Hoa city, Dong Nai province at the capital of 2 billion VND. Its main function is to provide English education to young children and teenagers from age of 4 to age of 18 in public schools, private schools and classes at the center. Besides, business English courses for employees working in Dong Nai and Vietnamese language courses for foreigners are also provided.
Mission: With a system of modern learning equipment, optimal facilities, Circle English Center promises to bring students a modern international learning environment.
Vision: Circle G6 will be a well-known brand for its quality and expand itself into other English educational services.
Strategy: G6 follows best-cost provider strategy which gives added value to the leaners. Meantime, G6 also wants to build a working environment where people feel like a member in G6 family.
Competitors: APAX, AMA, VUS, VMG
1.1.2. Company structure
Organizational chart:
| Sales | Admin. | Academic | HR | Marketing | Accounting | IT | ||||||
| Manager | Manager | Manager | Manager | Manager | Manager | support |
In Circle G6, there are 6 Departments with one IT supporter under the management of Director. Every Department has its own duty, own responsibility and works coordinately.
Sales Department: with Sales manager in charge and 3 staff members under, takes responsibility for looking for more sales opportunities with the current and new customers.
Administration Department: consists of one Admin. Manager and 3 staff members, supporting teachers by reminding teachers of the lessons or printing materials, checking on students’ study performance, and talking to the parents about students’ issues.
Academic Department: has one academic manager and 3 staff member, with duty is to observe and evaluate teachers’ performance; be responsible for the quality of teachers, the quality of the materials, and quality of students’ performance; support other Departments on academic content programs.
HR Department: with one head manager in charge of regulations, contracts and 8 other staff members – 4 members in security team, 3 members in cleaning team and one in property controlling.
Marketing Department: one marketing manager and 2 staff member, take over the strategic marketing.
Accounting Department: one head and one supporter, responsible for accounting section.
1.2. Symptom
After 1 year operation, 3 people have quit their job as the academic manager, while the current person who is contemporarily taking over the job also has intention to find another job. As is seen, the academic manager turnover rate in Circle G6 is 100% and it is quite high. the sector which has most talent turnover according to research from LinkedIn is Technology with just 13.2%. Meanwhile, the surveyed education sector’s turnover is just ranked at 5th with only 11.2% (1), quite a small number compared to the high managerial turnover rate in G6.
