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Published by: NACRA - North American Case Research Association
Published in: "The Case Research Journal", 2001
Length: 10 pages
Data source: Field research

Abstract

The Anglo-American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic''s new era of independence and market-driven competitiveness. AAC had no trouble attracting students and faculty, but sparse funding kept its administrative staff lean and facilities and student support services poor. By 1993, poor management and conflicts threatened the college''s existence. Jansen Raichl, AAC''s Founder and visionary, had kept AAC afloat with a combination of personal control, financial support, and hard work. Despite his efforts, student and faculty discontent reached crisis proportions during the spring semester of 1994. Most of the founding board had left to found a new, competing college. There is growing faculty unrest and the threat of financial insolvency. The case ends with Raichl at a decision point: should he retain control of AAC or allow a new management team to take over? Could AAC turn itself around with a new leader? Raichl does not understand what is needed to turn things around or what role he should play.

About

Abstract

The Anglo-American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic''s new era of independence and market-driven competitiveness. AAC had no trouble attracting students and faculty, but sparse funding kept its administrative staff lean and facilities and student support services poor. By 1993, poor management and conflicts threatened the college''s existence. Jansen Raichl, AAC''s Founder and visionary, had kept AAC afloat with a combination of personal control, financial support, and hard work. Despite his efforts, student and faculty discontent reached crisis proportions during the spring semester of 1994. Most of the founding board had left to found a new, competing college. There is growing faculty unrest and the threat of financial insolvency. The case ends with Raichl at a decision point: should he retain control of AAC or allow a new management team to take over? Could AAC turn itself around with a new leader? Raichl does not understand what is needed to turn things around or what role he should play.

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