JKUAT Nakuru-CBD Campus: Managing Growth in the Kenyan Public Sector
The director of a subsidiary campus of a national university is faced with many problems: he is personally overworked as both manager of the new campus and as a lecturer; there are too many part-time lecturers as compared to full-time lecturers on staff, leading to a loss of commitment and morale; a decision has to be made about buying or leasing the newly renovated building in which the campus is located; and, most importantly, all of his decisions are subject to approval by the main administration of the university, which manages the funds allotted by the government and raised through tuitions. Without controlling the campus’s own bank account, the director is unable to implement the initiatives he believes will allow the school to grow in a sustainable manner. The issues that arise as a direct result of this arrangement provide an interesting perspective on the difficulties involved in managing a small subsidiary of a large public organization.
- Addresses not only how to grow but also how to manage growth given the constraints of a large bureaucratic organization.
- Discusses how to determine the goals of both the main and subsidiary organizations and how best to align the two futures in a way that allows both to grow in the short term as well as the long term.
Public Organization; Manage Growth; Goal Alignment; Kenya
Kenya, Medium, 2012
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