%0 Thesis %1 wilch_case_1998 %A Wilch, Kathleen A. %C Toledo, OH %D 1998 %K ADMINISTRATION, BUSINESS EDUCATION, Higher, MANAGEMENT %T A case study of critical decisions in the development of the University of Findlay %X Many small, private colleges were dubbed “invisible” in the 1970s, and predicted to fail. This case study examined one invisible college which was able both to turn itself around and competitively position itself in several niche markets. Emphasis was on the process and identification of critical decisions made by a college community to implement a strategy for successful survival and growth. An in-depth view of how these decisions were made and their subsequent effect on strategy was chosen to shed fight on how innovation and change are engendered within a small college. Critical decisions were rated by research participants, and seven key decisions were identified. Interviews were conducted to determine how the implementation of these key decisions strengthened the institution, how implementation changed its strategic direction, and what the members of the University community learned from the implementation of these decisions. A final instrument ranked the seven decisions in terms of effectiveness and importance on the growth and development of the institution. A focused mission was found to be the most critical decision for successful change and growth. Programs that support the mission, and strong, effective leadership were next, followed by partnerships with the local community, development and institution of a Master Plan for growth, and financial initiatives based on cash-flow management. Findings were related to the literature, and applied to both the institution under study and to the larger group of small, private institutions struggling for survival. The study found that literature predictions made in the late 1960s and through the 1970s correlated strongly with change at the institution under study. Areas of concern identified included determination of maximum growth targets, balance between an entrepreneurial mindset and daily maintenance of programs, and establishment and/or maintenance of effective communication structures within the institution as it grows. Definition of the customer the institution wishes to serve, creation of a customer focus, continuous quality improvement techniques, and learning to live with change were also recommended for institutions.

@phdthesis{wilch_case_1998, abstract = {Many small, private colleges were dubbed “invisible” in the 1970s, and predicted to fail. This case study examined one invisible college which was able both to turn itself around and competitively position itself in several niche markets. Emphasis was on the process and identification of critical decisions made by a college community to implement a strategy for successful survival and growth. An in-depth view of how these decisions were made and their subsequent effect on strategy was chosen to shed fight on how innovation and change are engendered within a small college. Critical decisions were rated by research participants, and seven key decisions were identified. Interviews were conducted to determine how the implementation of these key decisions strengthened the institution, how implementation changed its strategic direction, and what the members of the University community learned from the implementation of these decisions. A final instrument ranked the seven decisions in terms of effectiveness and importance on the growth and development of the institution. A focused mission was found to be the most critical decision for successful change and growth. Programs that support the mission, and strong, effective leadership were next, followed by partnerships with the local community, development and institution of a Master Plan for growth, and financial initiatives based on cash-flow management. Findings were related to the literature, and applied to both the institution under study and to the larger group of small, private institutions struggling for survival. The study found that literature predictions made in the late 1960s and through the 1970s correlated strongly with change at the institution under study. Areas of concern identified included determination of maximum growth targets, balance between an entrepreneurial mindset and daily maintenance of programs, and establishment and/or maintenance of effective communication structures within the institution as it grows. Definition of the customer the institution wishes to serve, creation of a customer focus, continuous quality improvement techniques, and learning to live with change were also recommended for institutions.}, added-at = {2018-06-19T15:18:45.000+0200}, address = {Toledo, OH}, author = {Wilch, Kathleen A.}, biburl = {https://www.bibsonomy.org/bibtex/2578a0bf722a099de6ac343cba543a23a/prophe}, interhash = {4547392b7786f7da56435fba8d022d33}, intrahash = {578a0bf722a099de6ac343cba543a23a}, keywords = {ADMINISTRATION, BUSINESS EDUCATION, Higher, MANAGEMENT}, school = {The University of Toledo}, shorttitle = {A case study of critical decisions in the development of the {University} of {Findlay}}, timestamp = {2018-06-19T15:18:45.000+0200}, title = {A case study of critical decisions in the development of the {University} of {Findlay}}, type = {Doctoral {Dissertation}}, year = 1998 }