This case chronicles some of the problems a corporate executive encountered on his transition from the private sector to the deanship of the College of Business in a university of higher education. His deanship, which resulted from the recent reorganization at State University, gave him significant responsibility for undergraduate and graduate students, programs, and faculty. However, the position failed to provide him with a supportive organizational infrastructure, appropriate fiscal and human resources, or other mechanisms required to implement the charge he was given by the president of the university to bring the newly established College of Business into the 21st century.
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