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• W79383131 abstract "Here are three scenarios to be used in a course in higher education administration. In the first scenario, the president and executive vice president of a well-known, leading university are contemplating taking over another, less well-known university to create a truly giant institution that would, at least in its part of the country, have an enormous amount of influence on the way higher education is conducted. It wouldn't be a monopoly, of course, but it would be a dominant institution. In fact, the two executives are so enamored of the idea, and so convinced that it will be a wonderful achievement, that prior to actually taking control of the second institution they award themselves enormous salary increases in anticipation of the increased workload, span of control, and responsibility that this action will create for them. Needless to say, this is done for the purpose of retaining such high-powered executives.Unfortunately, however, sometimes even the best of plans go awry, and the takeover never is completed. Questions arise about what went wrong, notably from the Faculty Senate, but also from other sources. Our president and executive vice president, being mere mortals and not particularly enamored of giving up the additional compensation originally thought of as a reward for conceiving what is now widely-regarded as an impossible scheme, turn for advice to an outside consultant to address the question of whether they are entitled to the additional compensation. The consultant they decide upon happens, perhaps by circumstance, to be the same consultant who advised on the question of their original increase in compensation and who also serves as their external auditor. In the second scenario another well-known institution, although not quite as prestigious as some of its competitors, hires a new president. The former president was let go for having failed his fiduciary responsibilities, although when he left he received a very large severance package. As the story unfolds, it turns out that the new president is being very well-compensated also, but the institution's problems are not being resolved; in fact they are becoming worse. Enrollment is declining, the budget is in disarray and bankruptcy has become a real possibility. The institutions board, on which the president serves, has also been giving loans to officials even as its financial condition worsened. The president, after only seven months on the job, resigns but it turns out that his contract calls for-you guessed it-a very large severance package. This is despite all measures indicating that the institution's competitive position has worsened during his brief tenure. Just to add interest, a law firm hired to investigate the circumstances finds that administrators have engaged in personal travel disguised as professional visits, disguised enrollment numbers to show income projections that are unrealistic, and accepted improper payment from outside consultants. Although the president resigned his position, he is still on the board and is thus in a position to oversee a probe of his own actions. In the third scenario, mid-level managers at a well-known university are discovered to have deliberately inflated enrollment figures. In addition, it is found that there is also a question about equipment and services that the institution sold two years ago to another institution. The scandal has become so wide-spread that other administrators are under investigation by a state attorney. The institution has stated repeatedly that it will cooperate fully in the investigation, but that has done little to dispel the concerns and uncertainty that have been created by these discoveries. To make matters worse, one of the persons involved in the actions is still employed. You might argue that these scenarios are wholly unrealistic and of no value to anyone interested in higher education administration. So why would any educator create such scenarios? …" @default.
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• W79383131 title "Why Can't Colleges and Universities Be Run More like Businesses?" @default.
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