UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Nham Thi Thu Thao HIGH WORKLOAD AT G6 CENTER IN BIEN HOA - VIETNAM MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Nham Thi Thu Thao HIGH WORKLOAD AT G6 CENTER IN BIEN HOA - VIETNAM MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr. PHAM PHU QUOC Ho Chi Minh City – Year 2019 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED FOR DEGREE OF MASTER of BUSINESS ADMINSTRATION High workload at G6 Center in Bien Hoa –Vietnam Student Name: Nham Thi Thu Thao Supervisor: Dr. Pham Phu Quoc 1. General comments Remarks on the student’s attitude:.
Remarks on the assignment’s academic quality:. Overall assessment: Meet requirement for submitting Not meet requirement for submitting 3. Other remarks: - Did the student follow the report schedule? Yes No Other ……………………………… - The Turnitin plagiarism percentage: Supervisor’s signature LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com 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. LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com TABLE OF CONTENT EXECUTIVE SUMMARY CHAPTER 1 – PROBLEM IDENTIFICATION 1.
Person – organization unfit 8 1. Pay – work expectation unmet 10 1. Main problem 11 CHAPTER 2 – PROBLEM JUSTIFICATION 2. Unattractive working environment 16 2.
Low professional efficacy 17 CHAPTER 3 – CAUSES VALIDATION AND SOLUTIONS 3. Lists of potential causes 20 3. Unsuitable work allocation 22 3. Weak collaboration from other Departments 23 3.
Root cause: increased workload 26 3. Solution 1: Work outsourcing 27 3. Solution 2: Increase the manpower 29 LUAN VAN CHAT LUONG download : add luanvanchat@agmail. Solution 3: Information Technology integration 31 3.
Solution 4: Combination of Outsourcing and IT Integration 33 3. Best possible action: Solution 4 35 3. Work breakdown schedule 35 3. Conclusion 37 REFERENCES 38 APPENDICES 42 SUPPORTING INFORMATION 48 Research methodology: Qualitative research 48 Interview Transcript – Summary of finding 49 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com 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 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com CHAPTER 1 – PROBLEM IDENTIFICATION 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 LUAN VAN CHAT LUONG download : add luanvanchat@agmail. Company structure Organizational chart: Director Sales Admin. Academic HR Marketing Accounting IT Manager Manager Manager Manager Manager Manager support 3 people 4 people 3 people 8 people 2 people 1 people 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.
2 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com 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. 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. 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. Academic Department is centered and responsible for all the teaching and learning activities in G6.
Since academic department plays a very important role in the center, the fact that there is no academic manager controlling the academic system as well as supporting other Departments in their programs, can hurt the work performance of the center in general since the number of students is decreasing and long-term skillful teachers are leaving. Therefore, the high voluntary turnover rate in academic manager position is the symptom that needs further investigation of the potential central problems. 3 LUAN VAN CHAT LUONG download : add luanvanchat@agmail. Possible problems To find out the true reason and prevent bias, all the aspects at work based on SHRM’s report (2) are brain-stormed and considered before in-depth interviews on qualitative method are conducted.
Since G6’s function is to provide education service and the issue is revolving round the academic manager turnover, the considered aspects are - The work itself with workload, specific skills required - The candidates themselves with work capability, health capability, personal goal, personal issue - The leadership with communication, recognition, autonomy - The work environment with organizational culture, teamwork within the department, communication between departments - The pay and benefits with the salary, the benefits and system of reward. In-depth interviews then take place with related interviewees who are the Director, former academic managers (Ms. Victor), and the senior academic staff, Ms. Bella, who is currently taking over the position.
Based on the answers of the respondents with the concerned aspects, the problem mess (figure 1 – appendix 1) is created, and a summary of the reasons and potential problem map are listed below. The interview result summary – Reasons of high academic manager turnover Interviewees Brief explanations Reasons Ms. Ella + Work stress High workload Ms. Bella + Overtime a lot Director, Ms.
Bella, + Person – culture unfit Ms. Nina Person – organization fit Director, Ms. Bella + Person – job unfit Ms. Nina + Pay – work dissatisfaction Pay – work expectation unmet 4 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com Pay-work expectation Pay - work unmet dissatisfaction Work overtime Work-life balance a lot High workload High academic manager turnover Work stress Have health problem Person-organization unfit Lack of engagement Figure 2: Potential problem map 5 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.
High workload and stress Meanwhile, Ms. Ella, the successor to Ms. Nina, mentioned the reason why she left was due to her heath as she had stress at work and never did so much work like that before. It can be inferred that the workload at G6 she had to handle at that time was too big for her.
Her certificate of health was submitted to the G6 along with her resignation letter. She claimed that: “It was just because of my health which made me quit. I had stress at work and honestly I had never worked that hard before. I felt unwell and went to see a doctor who said that if I didn’t take time for your own and kept working like this, my health would be extremely badly affected.
Since working 8 hours and teaching at the same time was a lot of work to me, it really stressed me out, I decided to quit.” According to World Health Organization (WHO) (3), there are many reasons causing work-related-stress which plays a role as an alert. Once stress increases and becomes unmanageable, not only health but also work performance of employees can be damaged. Based on Statistics Canada cited in Global News (4), the percentage reported to have at least some level of stress from the age 20 to 64 is 73 percent and young people are having more stress than ever.