Case Study Summit State University
Summit State University Case Study Summit State is a public university that serves 18,500 students, and is located in a suburb of a metropolitan city. Its mission is to “prepare productive citizens, serving the local community, and promoting economic development…providing access to special student populations including minorities and non-traditional students.” Summit has seven academic colleges, and 60 percent of its operating budget comes from state allocations. The former president encouraged Summit States departments to have an entrepreneurial spirit to separate them from competition from other universities in the area.
The College of Continuing Education (CCE) is one of the seven colleges, operation standards are unique. CCE has no …show more content…
In her inaugural speech, President Collins commended Summit State on its fiscal strength, but pointed out that the university has an obligation to be an “agent of constructive societal change.” In the spring of 2000, President Collins launched a strategic planning initiative, but the planning was interrupted when the state cut $1.9 million from the university’s budget due to low tax revenues. All departments were asked to justify their expenditures, and submit plans to reduce their budgets. Dean Wayland of the CCE’s plan was to move forward on the initiatives for the strategic plan which was to expand CCE’s staff size and …show more content…
Moreover, it seems as though Dean Wayland does not want to change. In my opinion, she is moving forward with her entrepreneurial spirit that the former president encouraged. President Collins clearly stated a shift in vision in her inaugural speech moving Summit State to a "change agent" not just a university that serves the local community.
The key issue for President Collins discovering why is it difficult for Dean Wayland (and potentially other academic deans) to shift strategies to global issues? Kegan and Lahey (2001), share three steps that President Collins could employ: 1) question employees regarding competing commitments, 2) employees review commitments to determine underlying assumptions, and 3) employees change their behavior. These steps would allow President Collins to establish areas of difficulties, and university leaders need to do to embrace
The College of Continuing Education (CCE) is one of the seven colleges, operation standards are unique. CCE has no …show more content…
In her inaugural speech, President Collins commended Summit State on its fiscal strength, but pointed out that the university has an obligation to be an “agent of constructive societal change.” In the spring of 2000, President Collins launched a strategic planning initiative, but the planning was interrupted when the state cut $1.9 million from the university’s budget due to low tax revenues. All departments were asked to justify their expenditures, and submit plans to reduce their budgets. Dean Wayland of the CCE’s plan was to move forward on the initiatives for the strategic plan which was to expand CCE’s staff size and …show more content…
Moreover, it seems as though Dean Wayland does not want to change. In my opinion, she is moving forward with her entrepreneurial spirit that the former president encouraged. President Collins clearly stated a shift in vision in her inaugural speech moving Summit State to a "change agent" not just a university that serves the local community.
The key issue for President Collins discovering why is it difficult for Dean Wayland (and potentially other academic deans) to shift strategies to global issues? Kegan and Lahey (2001), share three steps that President Collins could employ: 1) question employees regarding competing commitments, 2) employees review commitments to determine underlying assumptions, and 3) employees change their behavior. These steps would allow President Collins to establish areas of difficulties, and university leaders need to do to embrace