Freeman-Brown Private School Case Study Management Case Study

Freeman-Brown Private School Case Study
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Freeman-Brown Private School Case Study
Freeman-Brown Private School was found in 1944. The founders of the institution were from two families, Freeman and Brown families. Since it was first established, the schools have continued to grow and become one of the most influential institutions with an advanced curriculum. Parents and guardians describe the entity as an institution that has a favorable environment for high performance. Through a positive reputation, several campuses of the schools were started to allow students to enroll. The positive reputation arose from a rigorous academic tutoring approach. It was known to foster an environment that was favorable to families and students. The community was valued within the school, and many parents were impressed with the approach used in teaching. In 20007, the two founding families decided to sell the schools to Caudhill International Family of Schools. The goals were to allow the organization to expand its international focus and bring in more international students. When the school came under the Caudill International Family of Schools' management, many of the institution's primary objectives changed. The goals and values that initially guided the institution were transformed into a complex and more advanced system. Through the conversion, many of the schools that had been established under the Freeman-Brown Private School system. The closing of the campuses resulted from a lack of professional approach in managing the changes after the changing of the system. The process should have in a way that maintained the core values that guided the Freeman-Brown Private School (Grand Canyon University, 2016).
Before it was sold to Caudhill International Family of School, the operation of Freeman-Brown Private School was based on an open system. On the other hand, an adaptive strategy has diverse aspects that work together as a single entity. Through the available network, parents were impressed by the approach in management and teaching. A strong sense of community made parents feel happy about the school's teaching process's diverse developments. There was much confidence in how students were being taught and the overall management of the curriculum. The school was described as an academic excellence institution, which implies that many students were succeeding because of the unique approach to teaching. After the acquisition by Caudhill International Family of School, things changed. The open system that was initially used in the school became a complex adaptive system. The FBPS and Caudhill management operated independently of the new management system. They merged their approaches as a single unit as they continued to adapt to the latest environmental requirements. At the moment when Freeman-Brown Private School campuses were being closed, the open system that has existed within the institution was no longer present. Due to the changes in the system, the existence of the school was affected. The different management sections within the organizational hierarchy were no longer collaborating in ensuring that the school survived the looking changes. There...