Turnaround of the Professional, Applied and Continuing Education Department at the University of Winnipeg

Abstract

Synopsis

The case begins in mid-2014 and provides an opportunity for students at the undergraduate and graduate level to complete several strategic assessments of an entrepreneurial department within a post-secondary institution. The continuing education department of a university in Canada has been transferred to the dean of an academic faculty. The department has had a history of budget deficits and the new dean and executive director (ED) were tasked to develop and implement a turnaround strategy.

Research methodology

The case is written by the dean who had firsthand experience with the turnaround strategy. The written case was reviewed for accuracy by two principal actors: the ED responsible for implementing the plan, and the vice-president academic who is the dean’s supervisor and was kept apprised of all developments throughout the turnaround. Some of the data were produced by staff within the operation of Professional, Applied, and Continuing Education and acknowledged in the case.

Relevant courses and levels

This case is suitable for courses in business strategy, operations management, and includes various implications for human resource management, organizational behavior, and entrepreneurship suitable for undergraduate and graduate courses. It has a focus on turnaround strategies and strategy implementation.

Theoretical bases

Theoretical underpinnings for this case include strategic visioning and communication: portfolio management and innovation; internal environment analysis and positioning; structuring and resource management; and monitoring and control systems.

Citation

Albert, S. (2017), "Turnaround of the Professional, Applied and Continuing Education Department at the University of Winnipeg", , Vol. 13 No. 2, pp. 249-270. https://doi.org/10.1108/TCJ-06-2016-0047