Review the rubric to make sure you understand the criteria for earning your grade.Individually, access the Team Showcase discussion board and select another team’s deliverable to review. Read it carefully.Write a detailed analysis (750-word limit) of new learning you gained from reviewing another team’s deliverable. This should include new learning regarding the content area and problem-solving.
Post your individual analysis as a reply to that team’s deliverable in the discussion board.
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IWU Consultant’s Report
PBL Team 4: Tameca Perkins, LeAnn Secord, Corey Tillman, and Quinton Watkins
Doctor of Business Administration, Indiana Wesleyan University
MGMT 731 – Organizational Development
Dr. Chuck Roome
April 14, 2024
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IWU Consultant’s Report …………………………………………………………………………………………. 4
Executive Summary ………………………………………………………………………………………………… 4
Organizational History …………………………………………………………………………………………….. 6
Presenting Problem ………………………………………………………………………………………………… 7
Problem Background ………………………………………………………………………………………………………. 7
Declining Enrollment ………………………………………………………………………………………………………………………….. 8
Christian Liberal Arts Colleges ……………………………………………………………………………………………………………. 10
The State of Higher Education ………………………………………………………………………………………… 11
Past………………………………………………………………………………………………………………………………………………… 11
Present …………………………………………………………………………………………………………………………………………… 12
Future …………………………………………………………………………………………………………………………………………….. 13
Diagnosing the Problem ………………………………………………………………………………………… 13
Multi-frame Thinking ……………………………………………………………………………………………………. 13
PESTEL ……………………………………………………………………………………………………………………….. 14
Political …………………………………………………………………………………………………………………………………………… 14
Economic ………………………………………………………………………………………………………………………………………… 15
Social ……………………………………………………………………………………………………………………………………………… 15
Technology ……………………………………………………………………………………………………………………………………… 16
Environment……………………………………………………………………………………………………………………………………. 16
Legal ………………………………………………………………………………………………………………………………………………. 17
SWOT ………………………………………………………………………………………………………………………… 18
Strengths ………………………………………………………………………………………………………………………………………… 18
Weaknesses…………………………………………………………………………………………………………………………………….. 19
Opportunities ………………………………………………………………………………………………………………………………….. 19
Threats …………………………………………………………………………………………………………………………………………… 20
Porter’s Five Forces ………………………………………………………………………………………………………. 20
Competitive Rivals ……………………………………………………………………………………………………………………………. 20
Potential for New Entrants into the Industry ……………………………………………………………………………………….. 21
Power of the Supplier ………………………………………………………………………………………………………………………. 21
Power of the Buyer ………………………………………………………………………………………………………………………….. 22
Threat of Substitutes ………………………………………………………………………………………………………………………… 22
Decreased Enrollment at IWU ………………………………………………………………………………………… 23
Project Scope ………………………………………………………………………………………………………. 23
Design Interventions …………………………………………………………………………………………….. 24
Implementation Strategies …………………………………………………………………………………….. 25
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Phased Rollout…………………………………………………………………………………………………………….. 26
Phase 1 …………………………………………………………………………………………………………………………………………… 26
Phase 2 …………………………………………………………………………………………………………………………………………… 26
Phase 3 …………………………………………………………………………………………………………………………………………… 27
Phase 4 …………………………………………………………………………………………………………………………………………… 27
Evaluating the Implementation Strategies ………………………………………………………………… 28
Reinforcing Organizational Change Strategies ……………………………………………………………. 29
Action Plan ………………………………………………………………………………………………………….. 32
Evaluating Planned Changes …………………………………………………………………………………… 33
Reinforcing Strategy ……………………………………………………………………………………………… 35
References ………………………………………………………………………………………………………….. 36
Appendix A Audit Trail …………………………………………………………………………………………… 43
Appendix B Concept Map ………………………………………………………………………………………. 45
Appendix C Online Learning Trends and Statistics ………………………………………………………. 46
Appendix D Costs and Statistics of Online Learning …………………………………………………….. 47
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IWU Consultant’s Report
Executive Summary
Indiana Wesleyan University (IWU) is facing the challenge of having to position itself
for future sustainability by meeting the challenge of declining enrollment head-on; needing a
plan to guide it into the future and be a competitive and attractive educational choice for
prospective students while staying committed to its Christian, liberal arts identity.
Having to navigate a post-pandemic educational landscape means that IWU needs to
grow its online educational offerings and opportunities, focusing on degree programs in high
demand workforces. Also, there are less college student prospects to compete for due to
decreased birthrates, immigration policies, and economic conditions driving individuals into the
workforce instead of college.
Research team identified six areas that were impacting IWU’s enrollment, which are
tuition cost, accreditation, faith-based affiliation, lack of brand recognition, lack of online degree
options, and potential students choosing to join the workforce instead of college or university
enrollment. Out of the six areas identified, decreasing tuition and being able to make a college
education accessible and affordable is the recommended course of action to address IWU’s
declining enrollment.
The planned interventions will include a phased approach to allow effective, transparent,
and thorough communication of the plan to stakeholders. This will help to address and ensure
alignment of resources and personnel. The subsequent phases will include piloting and expansion
of the tuition reduction program to STEM-based degree programs and implementing strategies
for continued monitoring and any necessary interventions.
5
This organizational development approach to IWU’s enrollment problem is also taking to heart
the main tenet and principles of the Virtuous Business Model (Brooker & Boyce, 2017).
(Brooker & Boyce, 2017)
The recommended change plan is staying true to the heart of IWU, by making a faithbased, quality education more widely available to students worldwide. It is working to build
leaders of purpose and character who will bring those lessons and Christ-centered approaches to
their world beyond IWU.
The change plan is also showing respect to the faculty, students, and leadership by
providing a solution that is centered on sustainable and creative problem-solving while not
cutting jobs or adding financial burden. The Virtuous Business Model is rooted in the proposed
change management plan with intentionality and critical thinking. (Brooker & Boyce, 2017).
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Organizational History
IWU, a Christian comprehensive institution, has fully executed a mission that originated
over a century ago. The University provides professional education and liberal arts. IWU is a
vibrant community. The institution’s spiritually immersive educational setting, unwavering
dedication to academic excellence, and compassionate guidance foster students’ acquisition of
information, proficiency, and mindset necessary to effect transformative change in the world
through their faith in Jesus Christ.
The IWU’s Story is characterized by unwavering commitment, impressive expansion,
ingenuity, and the anticipation of God’s plans for the University. IWU obtained its original
accreditation in 1966 from the Higher Learning Commission of the North Central Association of
Colleges and Schools. Since then, IWU has consistently maintained its accreditation. IWU is
dedicated to various unique qualities, including a focus on Christ-centered education and a solid
commitment to providing complete student assistance. We are unwavering in our commitment to
follow our Mission and Values, which includes our dedication to being an academic community
centered around Christ and focused on growing students in character, scholarship, and
leadership. The Academic Structure of our institution fosters innovation in education and
recognizes the academic accomplishments of both students and professors.
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IWU is the most sizable institution within the Council for Christian Colleges and
Universities. Additionally, it is one of the primary employers in Grant County, Indiana. As a
result, students can dwell and study in a visually impressive setting, complete with well-designed
dormitories and academic facilities. The school is conveniently located about one hour from Fort
Wayne and Indianapolis. IWU-Marion provides over 80 undergraduate degrees and a growing
selection of graduate degree programs to on-campus students from over 80 Christian
denominations and ten international countries. Over 8,000 adult learners participate in classes
online through IWU-National & Global or in education facilities in Indiana, Kentucky, and Ohio.
IWU-National & Global provides a wide range of educational options with more than 100degree programs available at the associate’s, bachelor’s, master’s, and doctorate levels (IWU,
2021).
Presenting Problem
The problem facing IWU, and many faith-based, private colleges and universities, is the
trend of declining enrollment (Azziz, 2023). “College enrollment has fallen since the start of the
pandemic, but it’s been trending downward for the past decade or more. Different factors impact
college enrollment, like falling birth rates, rising college tuition, and the economic impact of the
COVID-19 pandemic” (Welding, 2024).
Universities that do not find solutions to make higher education financially accessible and
organizationally sustainable will be left behind by those institutions that can (Hamilton, 2021).
How can IWU expand its online learning offerings, develop a tuition model that is financially
sustainable and accessible to students, and continue to demonstrate the unique value of a virtuebased education to ultimately increase student enrollment (Brooker & Boyce, 2017)?
Problem Background
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Declining Enrollment
While the pandemic certainly accelerated the decline in college enrollment, it was not the
catalyst. Enrollment was struggling well before 2020 for many colleges and universities, yet at
four-year public and non-profit colleges, as well as graduate enrollment had seen an increase
prior to the pandemic.
•
“Two-year public colleges lost 38% of their enrollment between 2010 and 2021.
•
Two-year private for-profit colleges lost about 59% of their enrollment in the same
period.
•
Four-year private for-profit colleges lost about 54% of their enrollment.
•
Enrollment grew at four-year public colleges (by 15.1%) and four-year nonprofit colleges
(by 2.7%).” (Welding, 2024)
Over the past decade, college enrollment, specifically undergraduate enrollment, has
declined substantially, and this causes revenue problems for those educational institutions and
therefore can impact what they can offer to appeal to new students “The undergraduate college
enrollment decline has accelerated since the pandemic began, resulting in a loss of over 900,000
students, or almost 6% of total enrollment, between fall 2019 and fall 2023” (Welding, 2024).
The COVID-19 pandemic created financial uncertainty that impacted students choosing to return
to school or to attend at all.
Another contributing factor to the decrease in higher education enrollment is the decline
in young people in the United States of America. “The national birth rate fell by almost 23
percent between 2007 and 2022, dropping from 14.3 births per 1,000 people to 11.1. At the
beginning of that period, between 2007 and 2009, fertility rates fell more rapidly than any other
two-year period in the country’s recent history. This decline in births is why the traditional
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college-age population in the U.S. will start to shrink dramatically beginning in 2025 and lasting
until 2037” (O’Connell-Domenech, 2024).
Changes in immigration policies have also contributed to the decrease in enrollment as
the United States saw a decrease in the number of individuals who were not born in the United
States. Typically, individuals who immigrated into the country were younger adults who would
then be of the appropriate age to have children here. But with a decrease in immigration, there is
a decline in the number of young people in the country. The change in immigration policies and
the pandemic also saw fewer international students are choosing to attend school in the United
States. (O’Connell-Domenech, 2024)
The economy plays a role in the enrollment rates of higher education institutions. For the
United States of America, the economy has been performing better than expected post-pandemic
(O’Connell-Domenech, 2024). This is great news for the financial state of the country but has
also shown that less individuals are enrolling in higher education in favor of entering the
workforce (Sarwari, 2019). Increases in minimum wage and available job opportunities are
proving more appealing than incurring substantial student debt attending a traditional higher
education institution.
The cost of tuition for higher education is a significant factor in the decision-making
process for students considering enrollment. Weighing scholarships, financial aid, and student
loans are realistic considerations when considering what college or university to attend or to
attend one at all (Blake, 2023).
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(Blake, 2023)
Christian Liberal Arts Colleges
In addition to the enrollment challenges already discussed, Christian, liberal arts colleges
have the added challenge of communicating the value of such an education; with students often
seeking programs with more defined and narrowed skill focuses (Vazquez, 2019). The value of a
Christian liberal arts education is often lost.
“A Christian liberal arts education can prepare students not simply for a job, or even a
career, but for vocation – the wisdom that hears God’s call to respond with the whole self to
produce meaning and purpose in God’s world” (Kapic, 2020). This greater purpose helps to
create well-rounded people who are virtuous and responsible stewards of God’s gifts (Brooker &
Boyce, 2017).
Individuals who do not consider themselves Christian, may see a Christian educational
institution as off-limits, off-putting, and not able to understand the added value it brings. A
Christian liberal arts education “supplies a depth and breadth of tools and resources unavailable
to the local church and a Christian scholarly context either unavailable or largely absent at
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secular universities. It will help us live out one of the ways we honor God and our neighbor: by
taking this world seriously” (Kapic, 2020). It helps shape students into people of purpose and
integrity who have honed critical thinking skills and aligned their learning and problem-solving
skills with virtue and ethics (Vazquez, 2019).
Christian liberal arts colleges and universities face the challenge of typically having
higher tuition rates than some of its non-private counterparts. This is because of the lack of
governmental support. However, just because the tuition is higher, does not mean that the cost is
higher. In fact, Christian colleges and universities do not want cost to be a barrier to a quality
education and so they offer support in the form of scholarships, private grants, government
grants (available to students, not institutions), and loans (Wesleyan Education, n.d.). This support
is not easily decipherable when trying to compare costs while conducting research on
comparable educational institutions.
The State of Higher Education
Past
You cannot mention the current state of Higher Administration without understanding the
programs, and policies that help create the environment we currently find ourselves in. During
the last 10 years, Pell Grants were doubled, and student loan interest rates were kept low through
bipartisan legislation (Obama White House, n.d.). Moreover, community colleges were
strengthened through partnerships with the federal government, which paid for students’ tuition
(Obama White House, n.d.).
Other obstacles were eliminated by bipartisan legislation over the past 10 years that made
college more accessible for Americans; however, no one could anticipate the impact of COVID19 on college student enrollment. Student enrollment fell during COVID-19, and Christian
colleges and universities were not exempt from the impact of the pandemic, nor did they see
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increased enrollment after the impact of COVID-19 on the student population (Binkley, 2023).
Although the pandemic had a negative impact on higher education, it helped to accelerate the
shift from traditional on-campus learning to a virtual learning environment (Binkley, 2023;
Lumina Foundation, 2023). Although virtual learning or online education has been around for
decades, globally, this method is becoming common place in institutions around the world (e.g.
Appendix C).
Present
The current state of higher education in the United States of America has embraced
movement away from the traditional on-campus learning structure for virtual and hybrid models
of education and has an increased emphasis on financial accessibility for students while
remaining financially sustainable as academic organizations (Lumina Foundation, 2023). Virtual
learning could be the key to a financially sustainable educational experience that can also be
accessible to students that will not have to incur significant debt. The National College
Attainability Network defines affordability with the following equation: “net price + emergency
expenses ≤ part time, minimum wage earnings + loans” (NCAN, 2023).
(NCAN, 2023)
Based on this formula, “just 31% of public four-year colleges and universities were
affordable” (NCAN, 2023) in 2020-2021. Christian institutions of higher learning do not have the
benefits of governmental financial support, and this creates challenges in trying to make
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education and affordable option for students will still covering operating costs, yet there are
several colleges and universities piloting free tuition programs, especially for lower income
families (Belz, 2024).
Future
Over the next decade, the higher education industry will witness significant technological
shifts, with colleges and universities that embrace technological innovations expected to thrive.
Once an outlier, online learning has become a prevalent trend (Hamilton, 2023), with a notable
surge in adoption accelerated by the COVID-19 pandemic, leading to an approximately 92%
increase in the number of students engaging in online education by 2020 (Diaz-Infante et al.,
2022). The increase in online learning is expected to continue, necessitating institutions to cater
to online learners to remain competitive. Integrating Artificial Intelligence (AI) presents
opportunities for institutions to optimize teaching methods (Marcus, 2020) and reduce personnel
costs, potentially transforming the higher education landscape. However, rising tuition costs, a
longstanding issue, are anticipated to persist, placing greater scrutiny on institutions and
intensifying competition among higher education providers (Bryant, 2024). (e.g. Appendix D)
Diagnosing the Problem
Multi-frame Thinking
The firm will use a four phased approach to integrating the Virtuous Business Model
(VBM), the Four-Frame Model, and the Comprehensive Model for Diagnosing Organizational
Systems. The first phase will begin with meeting with management to understand the problem.
This involves using the structural frame to identify tasks, strategy, timelines, metrics, deadlines,
reporting, and responsibilities (Bolman & Deal, 2017). During this phase we will agree on the
terms and conditions of the contract, making sure to incorporate the VBM’s principles, and
outcomes into the scope of work (Commings & Worley, 2019; Brooker & Boyce, 2017).
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The second phase involves diagnosing the problem. Diagnosing the problem involves
researching and collecting information to interpret the problem (Commings & Worley, 2019).
This phase places emphasis on people’s needs or the human resource frame (Bolman & Deal,
2017). Understanding the organization from a VBM perspective, for example, virtuous
leadership and its principles are key to this phase’s assessment.
The third phase involves designing a plan that fits the organization’s needs (Commings &
Worley, 2019). More importantly, it involves gaining our client’s buy in to our strategy. This is
why phase three encompasses a political frame, as a means of focusing on the stakeholders’
interest and influence and ensuring that the organization stays Christ-centered in its approach as
required by the VBM (Bolman & Deal, 2017; Brooker & Boyce, 2017).
The last phase involves evaluating the effects of change through measurables (Commings
& Worley, 2019). The symbolic frame will be used to reinforce VBM outcomes, that are nested
with the organization’s vision, mission, goals, and objectives, so that the organization can
receive the type of virtuous results they desire. (Bolman & Deal, 2017; Brooker & Boyce, 2017).
PESTEL
Political
Several political factors can affect the higher education industry in the United States. One
is the impact of government regulations on the higher education industry. There are several
regulations and statutes at the federal level that affect higher education. The Higher Education
Act of 2008, Title II, Title VI, and Title IX are federal laws and regulations that can affect a
university such as Indiana Wesleyan University (U.S. Department of Education, n.d.). Challenges
may arise in accommodating religious beliefs while ensuring compliance with nondiscrimination requirements. Private, faith-based institutions rely on government funding for
15
financial aid programs, research grants, and other initiatives. Changes in government policies
related to education funding, taxation, and student loans can impact these institutions’ financial
stability and affordability.
Economic
Several economic factors can influence the higher education industry. One factor is how
well the United States economy is doing. When the United States economy goes into recession,
one of the first items reduced by state governments is higher education funding (How the
recession will affect higher education institutions, 2023). Once the recession is over, there tends
to be an increase in enrollment in higher education (How the recession will affect higher
education institutions, 2023). The increase in enrollment is thought to be the result of individuals
in industries with high unemployment trying to broaden their skill set to set themselves apart
from their peers or trying to retrain into a new skill set (How the recession will affect higher
education institutions, 2023). Private, faith-based institutions often rely on endowment funds to
support scholarships, faculty salaries, and campus facilities. Economic downturns, market
volatility, and changes in investment strategies can impact endowment performance and financial
sustainability (How the recession will affect higher education institutions, 2023). These
institutions may face pressure to balance the need for revenue generation with concerns about
accessibility and affordability for students from diverse socioeconomic backgrounds.
Social
Several social factors can influence the higher education industry. One factor from the
greater community is the changing demographics for the potential student populations of the
future. Population growth is a critical factor in changing demographics. Colleges and universities
may struggle with enrollment in the coming years due to declining birth rates due to the Great
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Recession in the late 2000s (Zalaznick, 2022). Another factor is maintaining an inclusive campus
environment that respects religious pluralism while upholding institutional values and identity,
essential for fostering a supportive and inclusive community (The importance of an inclusive
campus environment in higher education, 2023). Social factors such as campus culture, student
organizations, and extracurricular activities contribute to student experience (The importance of
an inclusive campus environment in higher education, 2023). Private, faith-based institutions
often prioritize spiritual formation, service learning, and community engagement as integral
components of the educational experience.
Technology
Several technological aspects can affect the higher education industry. Colleges and
universities that can quickly adapt to innovative technologies will succeed, while those who
cannot adapt will see their enrollments drop. Technological advancements have revolutionized
higher education delivery, with an increasing emphasis on online learning platforms, hybrid
courses, and digital resources (Benefits and challenges of technology in the classroom, 2024).
Private, faith-based institutions must invest in technology infrastructure, faculty training, and
instructional design to enhance online learning experiences while maintaining their religious
mission and values. Another new initiative is leveraging artificial intelligence (AI) to be an
instructor for some classes (Marcus, 2020). Integrating educational technologies such as learning
management systems, virtual reality simulations, and data analytics tools can enhance teaching
effectiveness, student engagement, and learning outcomes (Benefits and challenges of technology
in the classroom, 2024). Faith-based institutions may leverage technology to support innovative
and personalized learning experiences.
Environment
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Several environmental factors can influence the higher education industry. One factor is
climate change. Climate change is a controversial topic in the United States and has become
highly politicized (Dennon, 2022). Skepticism of higher education, in general, exacerbates the
controversy surrounding climate change. These two factors can lead to declining enrollment of
students who believe climate change is not occurring and have skepticism about higher education
(Dennon, 2022). Environmental sustainability is a growing priority for higher education
institutions, including private, faith-based colleges and universities (Dennon, 2022).
Implementing eco-friendly practices such as energy conservation, waste reduction, and green
building initiatives aligns with the values of institutional stewardship and environmental
responsibility. Private, faith-based institutions must assess and address climate-related risks such
as extreme weather events, natural disasters, and sea-level rise (Dennon, 2022). Developing
climate resilience plans, emergency preparedness strategies, and sustainable campus
development projects can enhance the safety, resilience, and sustainability of campus facilities
and operations.
Legal
Several legal factors can affect the higher education industry. One issue is that
universities and colleges are being held liable for sexual harassment or sexual assault among
their students. The Supreme Court has established a framework in which universities and
colleges can be held liable for the actions of their students. That Supreme Court decision requires
the school to “have substantial control over the harasser and the context in which the misconduct
occurred” (Congressional Research Services, 2024, p.1). Appellant decisions have extended the
liability for the location to include off-campus locations in specific instances (Congressional
Research Services, 2024). The Supreme Court has yet to decide on the limits of the locational
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aspect of its framework to hold universities liable for sexual assault and harassment
(Congressional Research Services, 2024). Faith-based institutions advocate for religious liberty
and exemptions from specific regulations conflicting with their beliefs (Religious liberty on
campus, n.d.). Legal disputes may arise regarding freedom of speech, expression, and association
on campus, as well as religious exemptions from Title IX and other federal regulations (Religious
liberty on campus, n.d.). These institutions must navigate accreditation standards, regulatory
requirements, and legal obligations set by accrediting bodies and government agencies. Legal
challenges may arise concerning academic freedom, institutional autonomy, and compliance with
non-discrimination laws while preserving religious identity and mission (Religious liberty on
campus, n.d.).
SWOT
Strengths
Faith-based institutions, like IWU, have a clear mission and values rooted in religious
principles, which can attract students seeking a values-based education and supportive
community. The mission of IWU is “committed to changing the world by developing students in
character, scholarship, and leadership” (
