read the case study and answer the questions

CASE STUDY:

On July 30, 2019, Dr. Han Chien was ousted as Chancellor of the University of Southern Catatonia (USC). After months of deliberation, the Board of Trustees decided to fire Dr. Chien because he had not performed to the expressed wishes of the Faculty Senate (FS), the Undergraduate Student Government Association (USGA), the Alumni Association (AA), the Academic Staff Committee (ASC) as well as 70% of board members. There are 12 members on the board. Dr. Chien did have the support of the Governor, and many local and national corporations. Needless to say, Dr. Chien quickly obtained a lawyer. He decided to sue for breach of contract. The following is a detailed account of some of the issues Dr. Chien faced during his three-year tenure:

Dr. Chien came to USC expecting a vibrant institution nestled in an urban setting. He knew that endowments were down, and that the Faculty Senate tended to obstruct any changes to the promotion and tenure process. Chien during his first meeting with the Faculty Senate suggested that the promotion and tenure process be streamlined to a merit-based process to include the numbers of students taught in each class. The Ad Hoc Faculty Committee agreed with Chiens stance. This suggestion was actually booed by the Faculty Senate. In a written response, the Faculty Senate noted that USC is not a for-profit institution and that contingent faculty need to stay in their place.

In a reaction to the Faculty Senates comments, the Ad Hoc Faculty Committee (AHFC), which exists as a courtesy committee, decided to respond by holding an adjunct faculty walkout day. Over 400 adjunct faculty, graduate students, and community supporters marched on the Chancellors office lawn. The national media covered the event. The Vice-Chancellor of University Relations was caught off guard. In an interview with CNN she said, There are political and economic issues that are occurring which are impacting the way we traditionally have approached tenure. We need to revisit its value. The president of the Faculty Senate was also interviewed. He said, Any change in the process is an attack on academic freedom and ultimately on shared-governance. We will not take this laying down. Hence, the institution is greatly divided.

The Governor appoints Board of Trustees members in the state of Catatonia. Each board member serves an eight-year term except for the two student representatives who can serve up to a four-year term. The Undergraduate and Graduate student representatives are elected by their peers. These board members must have a 3.0 to be considered a candidate for the positions and maintain a GPA of a 3.0 in order to serve. Chiens attorney found out that during his tenure the undergraduate student maintained a 2.99 GPA when he was fired, which he contends disqualifies the student from any voting rights and privileges.

USC is part of a larger classification similar to the University of Wisconsin System. USC is the flagship institution. Within the past six months, USC has lost the Provost, the Dean of the Graduate School, and the Vice-Chancellor for Finance. Many individuals on campus blamed Dr. Chien because the universitys organizational and governance structures are not working. An outside firm had been hired to lead the institution in implementing governance and administrative changes, but their efforts were met with resistance. Many campus constituents are very angry because the Board of Trustees spent over $300,000 in consultation fees.

Besides problems with the faculty, the Department of Athletics (DOA) is in shambles. USC lost two big tournaments, donations are down, and the alumni complain that the football team is a disgrace. It has been difficult to secure top football players as well as basketball players. Dr. Chiens cabinet members along with the Athletic Director (AD) are aware of all the challenges; however, they failed to effectively deal with the problems. At USC, the Athletic Director reports directly to the Chancellor.

Another challenge that Chien faced was the unionization of the Graduate Teaching Assistants (GTA). The student workers felt that like other workers, they should be adequately paid, receive good benefits, have clear working hours, and clear-cut employment policies. The fight for unionization came primarily from the students in the College of Education, and the College of Arts and Letters. Faculty and staff from those two colleges were very vocal and supportive of the graduate students. Many even signed a petition that was presented to the Board of Trustees. The Board of Trustees denied their request, and as a result the students were forced to take their plight to court. The decision is yet to be resolved.

The Academic Staff Committee (ASC), which is comprised of researchers, academic advisors, and instructional professionals, has been largely ignored even before Dr. Chien took office. ASC in the past fifteen years has maintained that there is an imbalance of power at the university. For example, in 2018 when each governing unit was asked to develop a vision that aligned with USCs institutional mission they were not included in the process. Chien tried to address the tensions that exist with ASC, university administrators, and faculty to no avail.

Likewise to the aforementioned issues, Deans feel that leadership should be grown from within, because their familiarity with the institution would be able to confront problems head on. On the other side, some feel that the way USC is organized and administered does not leave room for innovation. Moreover, there is a lack of representation of women and people of color at the executive level. One other challenge that Dr. Chien faced was the need for transparency. Board of Trustees members usually vote along political party lines, and this board is plagued with hidden agendas. Board members are appointed by the Governor.

Dr. Chien accomplished a number of initiatives. In partnership with St. Marys Hospital, he spearheaded the development of the first nurse practitioner degree, as well as the PhD in nursing in the region. This partnership consists of different department on campus including the College of Nursing, the Child Development Center, Womens Studies, the School of Health and Social Welfare, and the Dunes Health Center. The partnership has an interesting internal structure. The Child Development Center, and Dunes Health Center Directors both report to the Vice-Chancellor of Student Affairs and Services, while the School of Health and Social Welfare, the College of Nursing, and Womens Studies are under the auspices of their respective Deans, and ultimately report to the Provosts office. It is important to note that Dr. Chien has tenure in the College of Nursing.

Dr. Chien was also instrumental in the design and implementation of Access Across Borders between Chinese universities and USC. During the past year, over 5500 graduate and undergraduate Chinese students have matriculated. Also his contacts in Latin America have burgeoned the opportunities for faculty and staff exchanges. In fact last year, the Division of Student Affairs and Services along with faculty from Arts and Letters visited four universities in Argentina, Brazil, Colombia, and Panama. These visits culminated into study abroad programs for undergraduates at USC and Latin American students from the aforementioned countries to USC.

USC was not without its problems prior to Dr. Chiens term in office. In the summer of 2017, the Director of Financial Aid and the Director for Enrollment Management were informed that they would be reporting to the Executive Director of Financial Aid and Enrollment Management. This newly created position was the brainchild of Dean Don Knotts of the College of Business. The reporting structure also came under scrutiny because the Vice-Chancellor of Student Affairs and Services office is traditionally the unit that financial aid and enrollment departments are under. Rumor has it that Dr. Knotts has been angling for the Chancellors position. Knotts has been at USC for twenty-six years. He is very well regarded by the Faculty Senate, and has been instrumental in creating three undergraduate online programs even without the firm backing of the faculty in the College of Business.

Chien according to some Human Resources Development faculty showed too many weaknesses. They contend that he never really understood USC especially the way things are managed here. Others say that he was a good leader and that the problem lies in an institutional culture that stifles innovation and progress.

QUESTIONS:

1) What is the background of Dr. Chien in understanding the organizations mission and vision statement?

2) What were some alternatives that Dr. Chuien could have done regarding the mission and vision of the organization while he was President at the institution?

3) Prepare 3 proposed solutions that the organization could do in the future regarding future leadership and understanding the organizations mission and vision so this doesn't happen again?