Case Study 5

Case Study 5

The size of India’s private education sector, including the coaching classes segment, is estimated at around $40 billion or INR 1.84 trillion already, with school education – the kindergarten to Class 12, or K12 segment – comprising half the amount, and higher education, including vocational education, the other half. It is now set to grow even bigger with the entry of corporate funding. Flush with money, the recipients are thinking big – planning not one or two new schools, but big chains with corporate-style management.

The K-12 sector in India can be segmented by ownership, level of education and board of affiliation. In India, 25 percent of all K-12 schools are privately owned, thereby accounting for 40 percent share in student enrolment. 54 percent of all 1.46 million K—12 schools in India are managed by the Central Government / State Government, 21 percent are managed by Municipal corporations while private schools account for 25 percent of a total number of K-12 schools in India.

The client is a reputed Industrial Group which is now diversifying in the Education sector. It operates four Higher Education Institutes and a University campus in Northern India and is seeking to strengthen its base in premium senior secondary school segment.

At one of its academic operation’s location the client faced issues of students’ class absenteeism, demotivated and disruptive behaviour towards the classes conducted and discipline issues with faculty. Despite the best measures being adopted by the administration there seemed to be a gap between the actual and desirable academic and behavioural performance.

Team SynergieHR conducted an Intervention on ‘Instructional Leadership’ drawing from concepts elaborated in the Theory of Situational Leadership propounded by Hershey and Blanchard.

A subsequent follow up with the client revealed that there was an overall improvement in the academic climate of the class, the student absenteeism had dropped down to a significant level and open communication channels had begun to exist between faculty members and students which were absent previously.

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