Center for Teaching & Learning Excellence
This paper uses Bolman and Deal’s four analytic frames to examine the difficulty of instituting large-scale change at one research-intensive university. In this case, the partially successful attempt to implement a new curriculum for undergraduates at North Carolina Agricultural and Technical State University is explored. The authors theorize that if an institution is to attempt a far-reaching, innovative transformation, it must have consistent leadership and the commitment of middle managers. Otherwise well-crafted plans are doomed to meet resistance.
Management Education: An International Journal
Scholarly Commons Citation
Drake, R., Crawford, J., & Rohrbacher, C. (2014). Instituting Large Scale Change at a Research Intensive University: A Case Study. Management Education: An International Journal, 13(1). Retrieved from https://commons.erau.edu/publication/1018