Operator of English Language School/International Education Center

Strategies for Success: Operator of English Language School/International Education Center

(BUS 510) Course

Daniel J. Stone

Ohio Dominican University

Abstract

Becoming an operator of an English language school/International Education center located in the Asian region was examined in the context of personal, academic, and professional strategies based off of the results from StrengthsFinder assessments. My personal strategy is to rely on my strengths that were drawn from research since this plays to my success in becoming an operator. My academic strategy is to obtain my MBA by October 2013 and to pursue some teaching and language certifications. My professional strategy is to become a franchisee and to develop a partnership who will act as my go-between. Together, these findings coupled with my professional and personal experiences from the past and present suggests that this venture will lead to success. Keywords: English language school, International Education center, Asian Region, StrengthsFinder Assessment, CELTA certification, Japanese-language Proficiency Test, franchisee, go-between.

Introduction

Overview

How many international firms send employees to the US who can’t speak English? Modern technology such as the evolution of the Internet has allowed people access to information throughout the world. Jumbo jets can transport people and freight from one corner of the world to another in the matter of hours. As the global economies continues to become more integrated, employees are increasingly aware of the need to work productively with people from different cultures and backgrounds (Harrison, 2006). Price and value of a degree of higher education in the US remains strong for international students due to the weakness of the US dollar. Also, universities in mainland China for example are overcrowded forcing international students to study in overseas countries such as the US (Appendix B).

For assistance is English language instruction in Japan, South Korea, Taiwan or Mainland China also known as “The Asian Region”, people can turn to a number of service providers who specialize in Teaching English to Speakers of Other Languages (TESOL). My goal is to become an operator of an English language school/international education center located in the Asian region for people who intend on improving their English skills for not only English for Academic Purposes but also for professional or recreational purposes (Harrison, 2006).

Situational Analysis

At present, I’m a person with the following signature themes: responsibility, belief, restorative, focus, and futuristic. First, the data states that since I am talented in the Responsibility signature theme that I am committed to stable values such as honesty and loyalty. Also, I take psychological ownership of what I say I will do and have conflict when I have to deal with those who do not share these values or take ownership. Next, since I am talented in the Belief signature theme, I have a defined purpose for my life that comes from certain core values that are unchanging. Then, since I am talented in the Restorative signature theme that I am good at figuring out what is wrong and resolving it since I am adept at dealing with problems. Furthermore, since I am talented in the Focus signature theme, I can prioritize and then act because I can take a direction, follow that direction through to its completion. Lastly, since I am talented in the Futuristic signature theme, I inspire others with their visions of the future because I am inspired by what the future holds (Anderson, Clifton, and Schreiner, 2006).

Research

Personal Strategies

Responsibility signature theme. The reputation of the organization that I represent depends on it. Because of this, I have been known to look for ways to make up a service shortcoming to a customer if for some reason I am unable to deliver. I have always viewed an apology as an excuse and have always felt that excuses are unacceptable. I will be at odds with myself until I have corrected the problem at hand. Because of this, I am viewed as dependable because I have the following cornerstones: (a) doing things right, and (b) possessing impeccable ethics. Therefore, people will look to me first because they know that the task at hand will get done and get done right (Anderson, Clifton, and Schreiner, 2006).

The downside of this talent is people will come to me for help. I need to be selective in giving help because to operate as a fully functional leader, I need to focus on what only I can do as a leader of an organization. In the past, my willingness to overcompensate led me to take on more than I should. To ensure this, I need to hire people who are smarter than I am and hire people who have a positive attitude and understand that whatever skills they do not possess can be instilled through training (Pozen, 2011).

Belief signature theme. In possessing the belief signature theme, my behavior is affected by the following core values that cause me to be family-oriented, have feelings of duty, loyalty, spiritual, and to value responsibility and high ethics in myself and others. Because of this, I have the additional cornerstones of: (a) meaning and satisfaction to my life and (b) success is more than money and prestige. These cornerstones are my compass that guides me through the challenging periods that we all face. As with responsibility signature theme, many consider me to be dependable because they know where I stand (Anderson, Clifton, and Schreiner, 2006).

The downside of this talent is that if I am working in an environment that doesn’t blend with my values, I am at odds with myself. The work that I do must be meaningful and matter to me. The work that I do will matter to me if I am given a chance to live out my values. In the area of financial rewards, salaries need to be compatible with the fair market value of an area, bonuses are awarded based on merit and benefits are accrued and provided for by a reputable organization (Davis-Ali, 2009).

Restorative signature trait. In possessing the restorative signature trait, I am talented in identifying what is wrong and the solution to the problem. If given the choice, I prefer practical problems and seek out specific kinds of problems that I have dealt with many times before and that I am confident I can fix. One of the most satisfying feelings is to bring thing back to life by restoring something to its true glory by identifying the undermining factors and getting rid of them. I have a strong connection to my feelings and because of this, I know that if I do not intervene, the person, place, or thing that is the root source of the problem might cease to function (Anderson, Clifton, and Schreiner, 2006).

The downside of this talent is that I overlook my public image and “look bad” in the name of service of their team and customers. However, by “looking bad”, I am allowed to ask the difficult questions and challenge existing norms. Because of this calculated intervention, the risk is worth the reward if the collective whole can see the positive aspects that are being brought by my talent of identifying what is wrong and then giving a solution to the problem (Ely, Frei, and Morriss, 2011).

Focus signature trait. In possessing the focus signature trait, I am talented in setting goals. By setting goals, I am given a clear destination. When I don’t set goals, my life and work can quickly become frustrating. It is important that each year, each month, and even each week I set goals. These goals then serve as my compass, helping me determine priorities and make the necessary corrections to get back on course. My ability to focus allows me to evaluate whether or not a particular action will help me move towards my goal. Because of this, what isn’t going to help me move towards my goal is ignored therefore forcing me to be efficient (Anderson, Clifton, and Schreiner, 2006).

The downside of this talent is that I become impatient. I view delays, obstacles, and even tangents as something that keeps me from focusing. Focusing on results rather than hours has the added benefit of allowing a better balance between family and work. To that end, I have been known to say, “Back on point” when others start to wander away from the task at hand. It is important that I remind myself that if something is not helping me move towards my goal, then it is not important. If it is not important, then it is not worth my time. Because of this, I am viewed by the team as a valuable asset (Pozen, 2011).

Futuristic signature trait. In possessing the futuristic signature trait, I am talented in seeing in detail what the future might hold. I am driven by a better life, a better team, putting out a better product and living in a better world. I follow my heart by chasing my dreams by envisioning what could be. I am energized by these visions when the present proves too frustrating and the people around me are resistant to change (Anderson, Clifton, and Schreiner, 2006).

The downside of this talent is that people look to me to describe my visions for the future. They want a picture that can raise their sights and thereby their spirits. There is a lot of pressure in painting this picture for them. Because of this, there is a lot of trial and error. Being careless with communications will lead me to trouble since people will want to latch on to the hope I bring. By carefully laying out my goals, objectives and prioritizing activities to work relentlessly toward those objectives, the better things in life that I am working towards will become a reality in the future (Collins, 2003).

Academic Strategies

Summary. The current plan of obtaining my Masters of Business Administration (MBA) degree from Ohio Dominican University’s LEAD Program by October 2013 should provide the academic training needed to be knowledgeable as an operator of an English language school or international education center. This is because the degree offers courses in the following courses: Graduate Learning Strategies, Business Ethics, Quantitative Business Analysis, Business Law, Case Studies in Accounting, Managerial Economics, Strategic Marketing Management, Managerial Finance, Strategic Management of Technology and Information, Global Business Issues, Business Policy and Strategy, and Leadership and Change Management (Appendix A).

Essentials. In addition to the MBA degree, I should obtain the Certificate in Teaching English to Speakers of Other Languages (CELTA). This is an initial qualification for people with little or no previous teaching experience and is one of the most widely taken qualifications of its kind. By obtaining this certificate, I can be a positive contributor in the classroom as a TESOL instructor (Appendix E).

Japanese is my second language and has not been studied formally since 2007. The more knowledgeable I am with this language, the more self sufficient I will be. Therefore, I should be able to pass level 4 of the Japanese Language Proficiency Test before leaving for the Asian region and pass level 3 twelve to eighteen months after arriving in the Asian region. (Appendix F).

Professional Strategies

Summary. The two safest ways to become an operator of an English language school or international education center in the Asian region which is to become a franchisee or to buy an existing business. This is due to the exorbitant costs associated to property coupled by the importance to have a go-between that is trusted by my prospective customers and clients (Roberts and Roberts, 1999). Franchising. In order to become an operator of an English language school/international education center located in the Asian region for people who speak English as a Second Language (ESL) I will need to meet the criteria of franchising. As the operator, I am the CEO, manager, president, treasurer of my own business. By franchising, the owner makes the necessary investment of buying the real estate and building the language school/education center. Furthermore, I will be supported by training, technology, and anything else that I need. In turn, as an operator, I will have to use my honesty, integrity, commitment, and loyalty to customers and the owner. While there would be a tremendous amount of trust placed on me as the operator but this is worth the owner’s risk since this plays into my strengths (Cathy, 2002).

Buying an Existing Business. It is extremely unusual for a foreigner to enter the Asian region with the intention to buy an existing business. The exception to this is likely to be in very specialized areas such as an English language school (Roberts and Roberts, 1999).

Relationship Management. In the Asian region, it is common for businesses to utilize the services of an introducer or third party vouch for me and my operation. This is because in this region, it is extremely difficult to establish business relationships with companies or organizations if I am unknown to them. By doing this, my local go-between will act on my behalf with my prospective colleagues evaluate my position and prestige and will lay the foundations of a business relationship based on trust. Therefore, I need to establish relationships and conduct research on potential introducers since it is important that these people are well-known and highly respected by the colleague with which I hope to do business. This sort of arrangement will result in contractual obligations that will be made directly in the form of money or indirectly through the allocation of a share of resulting business. Furthermore, American business practices such as cold-calling or even responding to letters from unfamiliar parties are outside the status quo (Roberts and Roberts, 1999).

Government Incentives. The governments of the Asian region are keen to encourage international investment, particularly in the present economic climate. To offset some of the exorbitant costs in establishing a new business, there are a number of incentives available. The most substantial assistance available is through government-sponsored that are designed to help small and medium-sized foreign-owned companies who would otherwise have difficulties in securing host country guarantors for their business loans (Roberts and Roberts, 1999).

Traditional Office Space. As stated earlier, the franchisee route takes the burden off of the operator as the owner assumes the costs associated to renting office space. An alternative would be for me as the operator to assume the responsibility to rent. Rental space can be found at a lower rate outside of central Tokyo and in an older office complex for example. With a monthly rental fee, a year’s worth to the landlord of rent is needed in advance (Roberts and Roberts, 1999).

Virtual Office Space. Virtual offices are becoming the new norm in large business hubs throughout the Asian region. As an operator, a virtual office space allows me maximum visibility with a minimum cost, risk and commitment. Therefore, an office is provided at a cost effective alternative and allows considerable competitive advantages over my competitors. The flexibility that comes with virtual offices being available to be used immediately and requires no long term commitment will come in handy if the opportunity to be a franchisee doesn’t work out (Appendix G).

Office Equipment. Since in the Asian region, office space is rented unfurnished and without any computer or communications equipment, a decision to purchase or lease will need to be made. The best practice is to consult with the home country’s external trade organization and/or commercial office of the US Embassy as to how proceed (Roberts and Roberts, 1999). Legal and Accounting Expenses. Legal expenses incurred in setting up a business in the Asian region will be high in the case of a new Japan-based enterprise for example. Therefore it is essential to go the franchising route as the owner assumes this financial responsibility. However, if the opportunity to purchase an existing business does arise, it is essential for me to seek legal and accounting advice at every stage of the proceedings (Roberts and Roberts, 1999).

Market Research. The Japan External Trade Organization (JETRO) for example offers a wide variety of support to potential investors, including a business library, information services, databases, and investment advice. They provide business support centers for companies doing business in Japan or considering setting up in the Japanese market. Furthermore, JETRO publishes a series of books, available free from their offices worldwide, on doing business in Japan (Roberts and Roberts, 1999).

Employing Staff. As an operator of an English language school/international education center I will need one native English speaker competent in the area of TESOL per 15 students. I will need one head teacher who will likely be a native English speaker who is competent in scheduling and manpower allocation to oversee the academics side of the operation. I will need one office manager who is preferably bilingual in the home country’s native tongue and English that will need to be competent in the area of accounts receivable, accounts payable and basic record and bookkeeping (See Figure 1).

Figure 1. English language school/International Education center hierarchy chart.

Owner

Director of Operations (Me)

Head Teacher Office Manager

English to Speakers of Other Language Instructors Temporary and seasonal administrative staff.

Clients/Customers/Students

Development Plan/Gap Analysis

Overview

The main signature strengths that I will need to obtain before departing for the Asian region will be Winning Others Over (WOO) and Communications. These skills will help me in getting others to relate to me in order to know what I believe in and provide the words necessary to describe what I envision for the future. To be better prepared for the future, research suggests that I partner with people who have strengths in the signature strengths of Discipline and Arranger (Anderson, Clifton, and Schreiner, 2006). Because of my tendency to anticipate the future may mean that I’m disconnected from fully enjoying the moment. By partnering with people who have strengths in Adaptability, Context or Positivity will address this area. In asking a support group such as an owner or a small group of trusted colleagues before important decisions are made, it is important that I figure out how to fully meet the expectations even if that means that I go above and beyond. By partnering with Developer talents to coach others in solving their problems, my talents will be refined and help others learn and grow. In talking to other professionals such as designers, commercial artist, and city planners will allow the opportunity to envision the future (Anderson, Clifton, and Schreiner, 2006). Managing others has been frustrating for me since their standards or responsibility does not match my own. Lastly, I should interview people who have a reputation for salvaging bad situations, turning companies around, or stepping in to solve problems no one else can seem to handle. Ask them what they enjoy about their work and what they actually do on a daily basis (Anderson, Clifton, and Schreiner, 2006).

Feedback from Interviews.

My supervisor’s feedback is greatly valued and according to her, I need to build the responsibility trait in others by trusting them to accomplish their tasks and becoming a mentor. When the responsibility and ownership is shared, failures and successes are owned by the collective whole, Because I have had the tendency to take responsibility for another’s lack of performance, people feel that they don’t need to do quality work. In regards to my belief system, I need to recognize and give credence to the beliefs of others that may not align with my values. This does not mean change my value system, but appreciate and understand that their point of view comes from their internal values and core beliefs. For example, while our main demographic may not be right all the time, their perspective is coming from a source of beliefs they are taught. I need to listen to their perspective, since listening is what will be of value to them. In regards to being restorative, there is a disconnect on trying to be proactive and prevent issues before they happen. The ultimate goal for me as a program director is to figure out how to (a) deal with issues before they become issues, and (b) empower others to resolve issues. I could use this strength to train others to learn how to resolve issues. This can be accomplished by walking people through their jobs or tasks and help them achieve their job specific goals in accordance with timelines. Be more hands on in helping others prioritize and follow up. I need to inspire others to think this way as well. In addition, I could put forth more of an active role in developing the outcome of the future. Right now, I take direction extremely well. I need to push myself and come up with ways to shape the future and provide input on how I think it should be (Appendix C).

Conclusion

My past and current professional experiences coupled by my current professional and personal relationships will allow me to be successful with my decision to become an operator of an English language school/International Education center in the Asian region (Appendix D).

Based on my signature strengths which has a direct correlation to my personality and psyche, it is important that I follow the suggestions that were drawn out by the research in the areas of personal, academic, and professional strategies. The gap analysis needs to be refined more to determine if I have the ability to strengthen those skills that research suggest that I need or can find those skills in a partner. Lastly, the two areas that are essential for success are becoming a franchisee and to have a trusted go-between due to the costs and Asian customs.

References

Anderson, E., Clifton, D., and Schreiner, L. (2006). Strengths Quest: Discover and Develop Your Strengths in Academics, Career, and Beyond.

Benjamin, B. and O’Reilly, C. (2011). Becoming a Leader: Early Career Challenges Faced by MBA Graduates. Academy of Management Learning & Education, Vol. 10, No. 3, 452-472.

Cathy, S.T. (2002). Eat Mor Chikin: Inspire More People. The Loyalty Effect, 2002. 96-117.

Collins, J. (2003). Start a “Best New Year’s Resolution?” USA Today, December 12, 2003.

Davis-Ali, S. (2009). Success and Sanity: It replaces work/life balance. Personal Excellence, July 2009, 8.

Ely, R.J.; Frei, F.X.; and Morriss, A. (2011). Stop Holding Yourself Back: Five ways people unwittingly sabotage their rise to leadership. Harvard Business Review, January-February 2011, Vol. 87 Issue 4, p160-163.

Harrison, P.M. (2006). Diversity Training: A Sound Investment. Greenville Magazine, September 2006, 24-26.

Japanese-Language Proficiency Test, (2010). http://www.jlpt.jp/e/about/index.html

Pozen, R.C. (2011). Extreme Productivity: A veteran executive outlines the principles for getting a lot done. Harvard Business Review, May 2011, Vol. 89 Issue 5, p127-131.

Roberts, D. and Roberts, E., 1999. Live & Work in Japan. Starting a Business, 1999. 200-220. Stewart, J. J. (2009). Home Offices, the New Math’’. Business Week. http://www.resourcecenter.businessweek.com/page.asp?prmID=207&prmPID=5245

University of Cambridge, (2012). CELTA (Certificate in Teaching English to Speakers of Other Languages) http://www.cambridgeesol.org/exams/celta/index.html

http://daniel-j-stone.blogspot.com

(C) 2009-14