history: The University of the West Indies (UWI) began in 1948 in Mona, Jamaica, as the University College of the West Indies, an independent offshoot of the University of London. In 1962 the Queen of England granted a Charter of Incorporation for the University of the West Indies to be established in its territories of the West Indies (The University of the West Indies, 2004). Over the years, three main campuses have been created, in Mona, Jamaica, St. Augustine, Trinidad and Tobago, and Cave Hill, Barbados, as well as the Bahamas Centre of Hotel and Tourism Management, The Open Campus and University Centers/Schools of Continuing Studies in twelve other Caribbean countries," (CARICOM 2020). Since then, the Governments of these islands, including Trinidad and Tobago, as current Commonwealth members, have been entrusted with assisting the Queen's efforts. The Trinidad St. Augustine campus will be highlighted for this project. The operations of the University are wholly supported by government subsidies and student tuition. Additionally, a colonial-influenced hierarchical organizational structure also remains today as a result of its colonial beginnings. This has had an effect on the organization's ability to perform in today's modern market, as well as its internal culture and employee relationships. Separatism pervades the organization, which can be observed by a large disparity between its leadership (teaching faculty) and its Administrative, Technical, and Service Staff (ATSS). Problem Identification The ability of an organization to succeed is created via strategic and innovative actions (Goldschmid, 2016). This is only possible via concerted effort in response to economic pressures, competitiveness, and global environmental concerns. Over the years, the UWI has been a victim of its own complacency, to the point where it is relaxed and content with its current legacy, endowments, and successes (Porter, 1990). There has been a "..reluctance to challenge the status quo.." (Ruisi, 2017) within the organization, as well as a lack of concern for external influences and potential future challenges. Between 2019-2022 the government signaled its inability to continue its financial support and its intentions to further reduce its $500 million annual contributions (La Vende, 2022). As a result, the University has had to make an extra effort to respond to and catch up with modern trends and technical advancements. The following elements outline the various areas that have contributed to organizational complacency: 1. what are four recommendations that would improve the environmental climate of the university of the west indies to sustain creativity and innovation with the view of corporate entrepreneurship.
history:
The University of the West Indies (UWI) began in 1948 in Mona, Jamaica, as the University College of the West Indies, an independent offshoot of the University of London.
In 1962 the Queen of England granted a Charter of Incorporation for the University of the West Indies to be established in its territories of the West Indies (The University of the West Indies, 2004).
Over the years, three main campuses have been created, in Mona, Jamaica, St. Augustine, Trinidad and Tobago, and Cave Hill, Barbados, as well as the Bahamas Centre of Hotel and Tourism Management, The Open Campus and University Centers/Schools of Continuing Studies in twelve other Caribbean countries," (CARICOM 2020). Since then, the Governments of these islands, including Trinidad and Tobago, as current Commonwealth members, have been entrusted with assisting the Queen's efforts. The Trinidad St. Augustine campus will be highlighted for this project.
The operations of the University are wholly supported by government subsidies and student tuition. Additionally, a colonial-influenced hierarchical organizational structure also remains today as a result of its colonial beginnings. This has had an effect on the organization's ability to perform in today's modern market, as well as its internal culture and employee relationships. Separatism pervades the organization, which can be observed by a large disparity between its leadership (teaching faculty) and its Administrative, Technical, and Service Staff (ATSS).
Problem Identification
The ability of an organization to succeed is created via strategic and innovative actions (Goldschmid, 2016). This is only possible via concerted effort in response to economic pressures, competitiveness, and global environmental concerns.
Over the years, the UWI has been a victim of its own complacency, to the point where it is relaxed and content with its current legacy, endowments, and successes (Porter, 1990). There has been a "..reluctance to challenge the status quo.." (Ruisi, 2017) within the organization, as well as a lack of concern for external influences and potential future challenges.
Between 2019-2022 the government signaled its inability to continue its financial support and its intentions to further reduce its $500 million annual contributions (La Vende, 2022). As a result, the University has had to make an extra effort to respond to and catch up with modern trends and technical advancements. The following elements outline the various areas that have contributed to organizational complacency:
1. what are four recommendations that would improve the environmental climate of the university of the west indies to sustain creativity and innovation with the view of corporate entrepreneurship.
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