Page 276 - Crisis in Higher Education
P. 276

Reforming Administration and Management  •  247



             willing to promote from within. This includes hiring tenured faculty for
             responsible administrative positions where they can grow and learn and
             return to the faculty. This creates a deeper pool of viable candidates for all
             universities.






             11.6  CHANGING STRUCTURE
             There are changes that universities may consider to lower administra-
             tive costs and achieve economies of scale: executing mergers, eliminating
             branch campuses, and outsourcing nonstrategic services.


             11.6.1  Executing Mergers

             Universities merge to lower facility and operating costs as well as to slash
             bureaucracy. Care should be taken because mergers are always risky. There
             are some cases where public universities are proximate, making this option
             reasonable, but mergers make more sense for smaller, proximate, private, not-
             for-profit institutions of which there are many. Enrollment at these institu-
             tions is often less than 3,000 students with a significant number under 2,000.
             In some cases, enrollment is declining so many of these institutions have to
             rethink how they do business, including cutbacks, mergers, and closures. 29
               Here are two examples of mergers between well-known, private univer-
             sities. In 1967, Carnegie Institute of Technology and Mellon Institute of
             Industrial Research, both located in Pittsburgh, merged to form Carnegie
                             30
             Mellon University.  Also in 1967, Case Institute of Technology and Western
             Reserve University, both in Cleveland, merged to form Case Western
             Reserve University (CWRU).  At the time, these institutions were com-
                                      31
             plex with many programs and egos, yet the mergers were very successful.
             The most difficult part of the CWRU merger may have been the football
             programs, which did not combine until 1970.  After the merger, the presi-
                                                    32
             dent of CWRU was reported to have commented that the most difficult part
             of the job was watching two football teams lose on the same weekend.



             11.6.2  Eliminating Branch Campuses
             Some public universities have branch campus where they offer a subset of
             the courses and programs that are available on main campus. Most branch
   271   272   273   274   275   276   277   278   279   280   281