Professional Documents
Culture Documents
Prepared by
Pascale B. Prepetit
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Table of Contents
Issues ............................................................................................................................................... 1
Facts ................................................................................................................................................ 1
Analysis........................................................................................................................................... 2
Conclusion................................................................................................................................................... 4
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Issues
2. Do you see other problems with the introduction of profit centers? If so how would you
4. Assuming that most of the issues could resolved to your satisfaction, would you
recommend the profit center idea be adopted, or is there an alternative that you prefer?
Facts
In 1991, Piedmont University had a financial crisis. It was facing increasing cost and enrollment
rates have been declining. Only the income of quasi-endowment would be used for operating
purposes, but it had been accumulated out of earlier years surpluses were nearly exhausted. Mr.
Hugh Scott, President of Piedmont University developed measures to help solve the situation. He
raised tuition, froze faculty and staff hiring and reduced operating costs. There was a small
Scott hires Neil Malcolm a Piedmont alumnus and a partner of a local management consulting
firm. Malcom reviewed the situation and made the several recommendations. He advised to
increase recruiting and fund-raising activities. He reorganized the university into a set of profit
centers. He also proposed that the dean and other department administrators be responsible for
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Analysis
Regarding General administrative costs, charging cost to individual schools would result in
operating statement that would report the extent to which of the schools revenues were adequate
to pay for it own costs plus a fair share of the central costs. The sum of the next incomes reported
to each school would be the net income of the university. This may cause the deans to question
whether the central costs were too high. Another avenue to explore would be not to charge these
costs, or to have only those that can be specifically identified with a given school. Allocating
indirect costs can be criticized. If these costs are charged, the charge should be a budgeted
The deans would not support giving the president authority to distribute $7milllion as he
chooses. The president should not allocate funds in a way that is perceived to be unfair; he would
lose the support of the deans if he implements this system. The each tub on its own button idea
would not work perfectly. As an example, the theological school does not cover its costs by
some $3.1 million; however, the business school has a surplus off $4.2 million dollars. This
example can lead to a discussion on whether the president should have the authority to allocate
On the athletics side, charging a fee for scarce resources as a way of rationing these resources
can be difficult to accept. The university want to encourage intramural athletics, and charging a
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The use of outside contractors is an important aspect to the proposal. If the school can use
outside contractors, the maintenance department will have to complete with them. This will
motivate the maintenance department to be more efficient. It must control its costs and get
Charging for work performed on the engineering school computers by faculty and students at
The university wants to encourage the use of the library and charging for library services is
counterproductive. It would decrease the use of the library even more. In addition, the record
keeping of these transactions would be extremely high and the revenue would not be
considerable.
The idea of establishing cross registration may have its merit. There should be discussion on
deciding what relative weigh is to be allocated to each side of the argument. There is the question
of whether such a chare has an influence on either school form which the students comes or the
2. Do you see other problems with the introduction of profit centers? If so how would you
The problems will arise with the term profit centers when it is brought forward to the deans
and faculty members. Term should be clearly explained to avoid mix conceptions. Senior
management should avoid arguments from becoming hostile. Questions should be answered
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Charging certain expenses to the individual schools and not include them in the formal budgets
would be an alternative. The schools should have a clear view of their operations without the
friction that arises when these costs and revenue are included in the formal accounting system.
By including cost in their budget and by requiring that the schools live within these budgets,
deans will pay attention to the financial management of their areas of responsibilities.
4. Assuming that most of the issues could resolved to your satisfaction, would you
recommend the profit center idea be adopted, or is there an alternative that you prefer.
There were many weaknesses identified in the proposal; however, the cross registration should
be explored further. No other parts of the proposal should be approved by the president. It would
be best if this proposal is discussed and a committee is formed to develop a new proposal. The
next version would be given to the deans and it would be better received as it is coming from
Conclusion
The idea of profit centers in universities is increasingly considered by other universities. This
case gives an opportunity to discuss the problems that arise in implementing a profit center
structure. It also points out how a president can make decisions that can affect an organization.
The case is a clear example that that Effective Management Control System should include good
reporting, balance scorecard linked with reward system, fair transfer price and similar goals to