Management and Governance of Public and Private Multicampus Universities in a Slippery Higher Education Environment in Ghana

Abstract

This paper analysed the management and governance of public and private sector Multi-campus Universities (MCUs) in the increasingly turbulent and competitive environment of higher education institutions (HEIs) in Ghana. University for Development Studies (UDS) and the Presbyterian University College, Ghana (PUCG) were case studied. The robustness of their governance and management systems were critically examined in the light of the intense competition among HEIs in the country. The qualitative research design and comparative case study approach were adopted for the study. Information was collected from eight principal officers of the two MCUs through face-to-face interviews. The information was subjected to content analysis. The results revealed that there are no significant differences in the management and governance of the two HEIs. Both of MCUs do not appoint senior or principal officers to manage their campuses and neither do they statutorily empower the Campus Heads to function effectively. However, they both recognized the need to properly structure the office of the Campus Heads to enable them to effectively participate in the governance system at the top level. The paper recommended that PUCG should appoint a Director of Works and Physical Development (WPD) to handle and manage key issues relating to physical resources and development. In addition, both universities should appoint senior or principal officers (Pro-Vice Chancellors or Vice Presidents) as Campus Heads and place them as top managers instead of lower managers as it exists currently. Finally, the two MCUs should decentralize significant autonomy to the Campus Heads to enable them to effectively manage and coordinate the daily operations and activities of the campuses.