In 2012, the director of a subsidiary campus of a national university was faced with many problems: he was personally overworked as both manager of the new campus and as a lecturer; there were too many part-time lecturers on staff, leading to a loss of commitment and morale; a decision had to be made about buying or leasing the newly renovated campus building; and, most importantly, all of his decisions were subject to approval by the main administration of the university. Without controlling the campus’s bank account, the director was unable to implement the initiatives he believed will allow the school to grow in a sustainable manner. The issues that arose as a direct result of this arrangement provided an interesting perspective on the difficulties involved in managing a small subsidiary of a large public organization.
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