Lecture: Mr.

KELVIN DAVID

Group Members:

1. Emmanuel ANDREW 21201125

2. Israel KAEPA 21201238
3. David GEORGE 21201207
4. Deborah MECK 21201283
1 Contents
1 Introduction ......................................................................................................................................................3
2 Analysis..............................................................................................................................................................4
2.1 Issues and challenges that the current organizational structure creates for Unitech ........................4
2.2 The span of control and level of authority .............................................................................................6
2.2.1 Recommendation to address challenges and issues .......................................................................7
2.3 Background on four schools of management .........................................................................................8
2.3.1 Scientific Management .....................................................................................................................8
2.3.2 Administrative Management ...........................................................................................................9
2.3.3 Bureaucratic Management ........................................................................................................... 10
2.3.4 Human Relation Management. .................................................................................................... 10
2.4 Roles and Responsibilities of Staff in Unitech..................................................................................... 11
2.4.1 Top Level Management................................................................................................................. 11
2.4.2 The Middle-Level Management ................................................................................................... 12
2.4.3 Lower Level Management ............................................................................................................ 13
2.4.4 Centralize or decentralize Unitech ............................................................................................... 14
2.5 Bureaucratic and political professionals in Unitech. .......................................................................... 15
2.6 Factors that impact the authority and functions ................................................................................ 16
2.7 Issues and challenges that hinder Unitech’s ability to deliver services. ........................................... 17
2.7.1 Internal Challenges and Issues ..................................................................................................... 18
2.7.2 External Challenges and Issues .................................................................................................... 19
3 Conclusion .......................................................................................................................................................22
4 References .......................................................................................................................................................24

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Page 2 of 24
1 Introduction
Organizational structure is an essential element of any successful institution, including the Papua New Guinea
University of Technology. The structure of an organization determines the flow of authority, responsibilities, and
communication within it. A well-organized structure leads to better efficiency, improved decision-making, and a
clearer understanding of roles and responsibilities. In this article, we will delve into the organizational structure of
the Papua New Guinea University of Technology, exploring the different levels of management, the roles and
responsibilities of each level, and the communication channels used to ensure effective communication. We will
also examine the challenges faced by the university in maintaining its organizational structure and the steps taken
to overcome them. Join us as we explore the intricacies of the organizational structure of Papua New Guinea
University of Technology.
Therefore, in conclusion, the current organizational structure of the University of Technology is creating various
issues and challenges that are hindering the institution's ability to deliver effective services to its students and
staff. The lack of flexibility and bureaucratic structure are slowing down decision-making, hindering innovation,
and limiting the institution's ability to adapt to changes in the environment. The unequal distribution of resources
is also creating disparities in research opportunities, teaching quality, and student support. These issues need to be
addressed through changes in the organizational structure that promote flexibility, innovation, and equal
distribution of resources. The University of Technology should consider implementing a more decentralized
structure that allows for faster decision-making and greater flexibility to adapt to changes in the environment. The
institution should also work towards equalizing resource distribution across all departments and faculties to
improve the quality of education and research. Addressing these challenges will help the University of
Technology to deliver effective services to its students and staff and achieve its vision and mission.
This report discusses the issues and challenges that the current organizational structure creates for the University
of Technology, based on the conversations and observations gathered from various staff members and students.
The report highlights three main challenges, including the lack of flexibility, bureaucratic structure, and unequal
distribution of resources. Each of these challenges is explored in detail, providing examples and suggestions for
improvement. By the end of this report, it is hoped that the University of Technology can take steps towards
addressing these challenges and creating a more effective and efficient organizational structure.

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2 Analysis
In this report, we’ll discuss the issues and challenges that the current organizational structure of the University of
Technology creates. They identify the lack of flexibility, bureaucratic structure, and unequal distribution of
resources as the main challenges. There are examples provide to illustrate how these challenges negatively impact
the quality of education and research and hinder the university's ability to meet the evolving needs of its students.
The discussion highlights the need for a more flexible and streamlined organizational structure that can respond
quickly and effectively to changes in the environment, to improve the university's effectiveness and efficiency,
there is a need for a more decentralized and flexible structure that promotes collaboration and communication
between different departments or faculties, and provides opportunities for staff and faculty to advance in their
careers and pursue professional development.

2.1 Issues and challenges that the current organizational structure creates for Unitech

Some of the main challenges that are created by the current organizational structure of the University of
Technology are listed below. Most of these challenges and issues are not gathered from the main source but we
list them according to how we see and hear things that are happening in the university. So, listed are a few of
them.

I. Lack of flexibility
The hierarchical structure of the university is making it difficult to implement changes quickly or respond to
emerging needs or trends. At the University of Technology, the vertical organizational structure can make it
challenging to respond quickly and effectively to changes in the environment, such as shifts in student needs or
advances in technology. With decision-making authority concentrated at the top, there may be limited flexibility
to adapt to these changes, as decisions must be passed down through multiple layers of management.
For example, if a new academic program is proposed that would meet a growing demand from students, the
decision to approve the program may take a significant amount of time to work its way through the hierarchy of
positions. This delay could result in missed opportunities, as students may seek out similar programs at other
universities that can respond more quickly to their needs.
Additionally, a lack of flexibility can make it difficult to implement new processes or technologies that could
improve efficiency or effectiveness in the school. With decision-making authority concentrated at the top, there
may be resistance to change, particularly if the proposed changes require significant resources or pose a risk to
established practices.

II. Bureaucratic Structure

The administrative processes in the university are complex and bureaucratic, slowing down decision-making and
hindering innovation. The University of Technology is a large institution with a complex vertical organizational
structure that is designed to ensure efficient service delivery to its diverse student body. This type of structure is
common in universities, where decision-making authority is often concentrated at the top and cascades down
through a hierarchy of positions. However, the bureaucratic nature of this structure can also create challenges that
hinder the university's ability to deliver services effectively.
a) Delayed Decision-Making
The vertical organizational structure of the University of Technology creates a chain of command that must be
followed for any significant decisions to be made. This can result in delays in decision-making and service
delivery. For example, if a student needs a change in their course schedule, they may have to go through several

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 layers of bureaucracy before the change is approved, causing delays that can negatively impact their academic
progress. For instance, a recent email that was sent by one of the staff in Unitech Benjamin Korok Talakam stated
that they were facing a technical maintenance issue with the High-Speed Digital Press and it’s been out of service
for over 2 weeks now, so they are awaiting payments from the Accounts so that they will be able to get parts
needed to rectify the situation. Also, the University Bursary section is to do their due diligence and then rise
payment. This course of delay in decision-making affects the delivery of effective services to the students and
staff.
b) Overreliance on Standardization:
The bureaucratic structure of Unitech often requires the use of standardized procedures and forms to deliver
services to students. While these procedures can ensure consistency in service delivery, they can also create a one-
size-fits-all approach that may not always be suitable for individual students' needs.
c) Limited Flexibility:
The bureaucratic nature of Unitech's vertical structure limits its flexibility to adapt to changes in student needs or
external factors such as new technologies. This negatively impacts service delivery and hinders the university's
ability to meet the evolving needs of its students. For example, the bureaucratic structure of Unitech is slow in
making decisions when it comes to student forums in responding to pentation made by the students, as they often
require multiple levels of approval before a decision can be implemented. Limited flexibility creates this problem,
as the rigid rules and regulations are making it difficult for staff and faculty to make decisions quickly and
efficiently. This results in delays and frustration among staff and students.

I. Unequal distribution of resources

Some departments or faculties in Unitech are receiving more funding or resources than others, leading to
disparities in research opportunities, teaching quality, and student support. The unequal distribution of resources
is a significant challenge in many departments at the University of Technology, and this has a range of negative
impacts on the quality of education and research. Here are some examples to illustrate how unequal resource
distribution can manifest in a university department:
a) Unequal Funding
One of the most significant sources of resource inequality in this university that is created by the university
structure is the unequal funding of departments. All the departments receive different funds depending on their
plans and activities to be carried out, this issue may evolve into resource inequality due to the type of decisions
made by the department heads and other staff at the top level. This type of contributes to the challenges faced by
the school. For example, some departments like engineering departments may receive more funding from the
university administration, donors, or external sources than others. This can result in some departments having
more resources available to hire top talent, purchase state-of-the-art equipment, or conduct cutting-edge research
and improve their teaching.
b) Unequal Staffing
Another source of resource inequality is unequal staffing. At the University of Technology, some departments like
engineering departments have more faculty members, teaching assistants, lecturers, or support staff than others
like the business studies department, where we have fewer lecturers taking different subjects in different courses,
which impacts the quality of education and research. For instance, if one department has fewer faculty members
than another, it may not be able to offer as many courses, and students may not have access to as many areas of
expertise. For example, in the business studies department, we only have a smaller number of lecturers who are

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taking different subjects in all four courses from the first-year program to the final year program (1st – 4th year).
This creates a lot of pressure on the lecturers to work very hard like preparing lecture notes for each program year
and others where they sometimes missed out on their lecture scheduled for other program years.
c) Unequal Facilities
Facilities such as laboratories, libraries, lecture rooms, and halls are essential resources for many university
departments. However, the quality and quantity of these facilities can vary significantly between departments. For
instance, departments in Unitech like the engineering department may have access to more modern labs or more
extensive library collections than others like the business studies department. This may be due to the vertical
organizational structure of Unitech like section heads of business studies decision where some section of the
department is not improved and upgraded and the type of actions which can impact the quality of research and
education.
d) Unequal Recognition
Another consequence of resource inequality in the Unitech organizational structure is unequal recognition of staff
and lecturers. Where departments with fewer resources may find it harder to attract top talent, gain recognition for
their research, or attract funding. This creates a cycle of resource inequality, where departments that are already
struggling to secure resources find it even harder to do so. For instance, like business studies department, has
fewer lecturers which creates a lot of pressure ad workload on the currently available lecturers who are taking the
subject in each course.
All in all, the organizational structure of Unitech can create an unequal distribution of resources that can
significantly impact the quality of education and research in university departments. University administrators
need to identify and address these inequalities to ensure that all departments have access to the resources they
need to provide high-quality education and research.

2.2 The span of control and level of authority

At the University of Technology, the span of control and level of authority has a significant impact on the ability
to better serve the people, including students, faculty, and staff. A wide span of control and a high level of
authority can make it difficult for decision-making, communication, and service delivery to be efficient and
effective. For example, in the office of Pro Vice-Chancellor (Academic), he has a large span of control under his
authority. This wide span of control and high level of authority where sometimes make it difficult for him to make
decisions and communicate with his department heads. As result of slow decision-making and communication, it
leads to a low improvement in departments buildings, students’ learning facilities like in the business studies IT
room where all the computers are damaged and not in good condition for use. Some departments are more
equipped and well organizes whereas some are slow in upgrading their facilities and equipment.
The Unitech structure has a large span of control that has a significant impact on the delivery of services to the
student and staff. A narrow span of control, where managers or administration have fewer staffs and lecturers to
manage, for example in the organizational structure of Unitech, Vice Chancellor is the one who makes the overall
decision for this university. There are a few people that respond to him Deputy Vice-Chancellor, Pro Vice-
Chancellor (Administration), Pro Vice-Chancellor (Academic), Register office, librarian, and Bursar. The span of
control he has is narrow with a high level of authority which led to more effective communication and workload
management. That results in slow delivery of service to students, staff, and faculty that are not efficiently
managed and not able to focus on providing high-quality services.

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For example, in the office of the Vice Chancellor, he has a narrow span of control and a high level of authority.
The Vice-chancellor oversees a large number of administrative departments and committees and has significant
decision-making power over university policies and procedures. This narrow span of control and high level of
authority can lead to slow decision-making processes, reduced communication between departments, and
difficulty implementing changes that would better serve the people.
One study published in the Journal of Higher Education Policy and Management found that a decentralized
administrative structure, with a wide span of control and shared decision-making power, can lead to better
communication, more efficient decision-making, and increased collaboration among university staff and faculty
(Griffiths & Turner, 2017). Conversely, a centralized structure with a narrow span of control and a high level of
authority can lead to communication barriers and slow decision-making processes, limiting the ability of the
University of Technology to serve its community.
The span of control and level of authority within Unitech’s’ structure has a significant impact on its ability to
better serve the people. By striving to simplify the structure, reduce hierarchical barriers, and empower staff and
faculty to make decisions and communicate effectively, your university can improve its ability to serve students,
faculty, and staff more efficiently and effectively.

2.2.1 Recommendation to address challenges and issues

To better solve the issues and challenges created by the Unitech organizational structure to better serve the
students and people who are working in this intuition. Listed here are some of the recommendations that we come
up with.
1. Improve communication and collaboration:
To address the challenge of limited flexibility and communication barriers, we think it’s important to create
opportunities for open communication and collaboration among staff, faculty, and administration. This can be
done by establishing regular meetings, creating shared decision-making processes, and encouraging cross-
departmental collaboration.
2. Re-evaluate resource distribution:
To address the issue of unequal resource distribution, we recommend that it is important to conduct a thorough
analysis of current resource allocation and identify areas where resources are lacking. This can be done by
conducting a needs assessment and working with relevant department heads to create a more equitable
distribution plan.
3. Increase employee empowerment:
To address the challenge of overreliance on standardization and micromanagement, we think it’s important to
increase employee empowerment and trust. This can be done by providing opportunities for professional
development, creating clear job descriptions and expectations, and allowing for more autonomy in decision-
making processes.
Additionally, increasing employee empowerment in Unitech can lead to higher employee satisfaction, where
employees and staff can improve decision-making, enhance creativity and innovation, increase efficiency, better
problem-solving, and a stronger, more effective organization overall. Giving employees more autonomy and
responsibility can contribute to where Unitech can better serve their students and community and ensure that they
are performing at their best.

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 4. Redesign organizational structure
To address the challenge of a narrow span of control and a high level of authority, it may be necessary to redesign
the university's organizational structure. This can involve flattening the structure to reduce layers of management,
widening the span of control to allow for more efficient decision-making, and creating shared decision-making
processes. A decentralized, flatter structure with shared decision-making power and a wide span of control can
lead to better communication, more efficient decision-making, and increased collaboration among staff and
faculty, ultimately resulting in better service delivery. On the other hand, a centralized, hierarchical structure with
a narrow span of control and a high level of authority can create communication barriers, slow decision-making
processes, and limit the ability of the university to adapt to changing needs and better serve its community.
5. Embrace Technology:
To address the challenge of limited flexibility and adaptability in Unitech, it is important to embrace technology
and utilize it to its fullest potential. This can involve implementing digital communication tools, online learning
platforms, and data analytics tools to better understand the needs of the community and adapt to changing
circumstances. Embracing technology can bring numerous benefits to university schools, including enhanced
communication and collaboration, improved accessibility and flexibility, increased efficiency and productivity,
enhanced data analysis, and improved student engagement and satisfaction. Technology can help university
schools to better meet the needs of their students, faculty, and staff, and to operate more efficiently and effectively
in an increasingly digital world.

By implementing these recommendations, we can help to address the challenges and issues within your
university's structure and better serve the needs of your community.

2.3 Background on four schools of management

The four schools of management are:
Scientific Management
Bureaucratic Management
Administrative Management
Human Relations Management

2.3.1 Scientific Management

Frederick Winslow Taylor (1856- 1915) is considered to be the father of scientific operation. Henry Gantt, Frank
and Lillian Gilberth, and Harrington Emerson supported Taylor in his works (Sridhar, 2016). All these votaries of
Taylor came notorious in their own right. Together with Taylor, they revolutionized operation thinking. Scientific
operation is the name given to the principles and practices that grew out of the work of Frederick Taylor and his
followers and that are characterized by concern for effectiveness and systematization in operation. Four
introductory corridors of a series of ideas developed by Taylor are as follows;

• Each person’s job should be broken down into rudiments and a scientific way to perform each clement
should be determined.
• Workers should be scientifically named and trained to do the work in the designed and trained manner.
• There should be good cooperation between the operation and workers so that tasks are performed in the
designed manner.

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 • There should be a division of labor between directors and workers. Directors should take over the work of
supervising and setting up instructions and designing the work, and the workers should be free to perform
the work themselves.
Therefore, the scientific system provides a logical framework for the analysis of problems. It consists of defining
the problem, gathering data, saying the data, developing druthers, and opting the stylish volition. Taylor believed
that following the scientific system would give a way to determine the most effective way to perform work. rather
than renouncing responsibility for establishing norms, the operation would scientifically study all angles of an
operation and precisely set a logical and rational standard. rather than guessing or counting solely on trial and
error, the operation should go through the time-consuming process of logical study and scientific exploration to
develop answers to business problems. Taylor believed unfeignedly that scientific operation practices would
profit both the hand and the employer through the creation of a larger fat and hence the association would admit
further income. He believed that operation and labor had a common interest in adding productivity. (Pressbook,
2021)

2.3.2 Administrative Management

Fayol's administrative management theory can be described as an approach to management and increasing
productivity by emphasizing organizational structure and human behavior. Fayol's theory is grounded in the five
functions that represent management: planning, organizing, command, coordination, and control (Management,
2022).
Fayol’s Unified Concept
As the managing director of a mining company, Fayol developed a unified concept of management and broad
administrative principles applicable to general and higher managerial levels. He used the word ‘administration’
for what we call management. Fayol focused on managerial levels and the organization as a whole. His
perspective extended beyond the shop level and the physical production processes and was macro. In his French
book ‘Industrial and General Management, He writes that all activities of business enterprises could be divided
into six groups:
✓ Technical,
✓ Commercial,
✓ Financial,
✓ Accounting,
✓ Security And
✓ Administrative (or Managerial)
He focused on managerial activity and propounded that the fundamental functions of any manager consist of
planning, organizing, commanding, coordinating, and controlling. He emphasized that the process of management
is the same at any level of an organization and is common to all types of organizations. These fourteen
management principles are;
Division of Work Unity of Direction Order
Authority and Subordination of Equity
Responsibility Individual Interest Stability
Discipline Centralization Initiative
Unity of Command Scalar Chain Esprit de Corps
These fourteen management principles are used to run an organization and are beneficial for forecasting,
planning, decision-making, process organization, management, control, and coordination.

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Apart from a list of basic management principles for achieving good organization and dealing with the numerous
facets of managing an organization, he laid tremendous emphasis on logic, rationality, and consistency. Taylor
worked from the bottom of the hierarchy upward, whereas Fayol worked from the apex downwards, with a
‘management cantered’ philosophy.
This school does not consider sociology, biology, psychology, economics, etc. as relevant and included within the
purview. Further, these principles assume that organizations are closed systems. According to this school of
thought, employees tend to develop an orientation toward their departments rather than toward time whole
organization. Lastly, the rigid structures created by these principles do not work well under unstable conditions.
(Ideas, 2022)

2.3.3 Bureaucratic Management

As organizations became larger and more complex, the authoritarian-paternalistic pattern gave way to increased
functional specialization with many layers of middle and lower management for coordinating the organizational
effort. The result was a bureaucratic approach to organizational structure. Intending to eliminate managerial
inconsistencies and as a reaction to managerial abuses of power, Max Weber propounded a set of principles to
provide grounds for organizing group efforts. The characteristics of a bureaucratic organization are a division of
labor by functional specialization. We defined a hierarchy of authority, a set of rules covering the rights and duties
of employees, a system of procedures or dealing with work situations, impersonal relations between people, and
promotion and selection of employees based on technical competence, Often, public service with a large number
of offices and employees like postal services are cited as examples of bureaucratic organizations. The strength of
such a bureaucratic organization exists in its system of a workable set of rules, policies, and a hierarchy of
authority.
The benefits of bureaucracy are manifold. Besides consistent employee behavior, it eliminates overlapping or
conflicting jobs or tasks, and system behavior is predictable. In turn, consistency and clear job descriptions help
avoid unnecessary actions and improve efficiency. In addition, bureaucracy has the advantage of being based on a
merit-based recruitment and promotion approach, developing employees' expertise, and ensuring organizational
continuity (Narang, 2016). In other words, bureaucracy emphasizes the position rather than the person and the
organization continues even when individuals leave.
Despite the above advantages, the bureaucratic organization has some significant negative and side effects. Too
much red tape and paperwork not only lead to unpleasant experiences but also to inefficient operations. Because
employees are treated objectively and must rely on rules and policies, they are not willing to exercise personal
judgment and avoid risks. As a result, their growth, creativity, development, and even initiative suffer greatly. The
mechanistic treatment makes employees indifferent to the organization and appears indifferent to the organization
and work performance.

2.3.4 Human Relation Management.

This theory analyzes the impact of “what is done, how it is done, and why it is done on everyone in the
organization” (Terry and Franklin). The approach emphasizes that “management does not do; it gets others to do”.
When the focus of management is human beings and human relations, it boosts the morale of employees, and the
productivity and efficiency of the organizations increase.
Human relations refer to how managers interact with their subordinates. Managers should know the factors that
motivate the employees so that good human relations are developed in the organizations (Aradhya, 2012).
The theory considers an organization as a social system that looks after the socio-psychological needs of the
workers. It looks beyond rewarding employees with financial incentives alone. Workers need to feel satisfied in

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the workplace and hence managers accept participatory decision-making, job enrichment, friendly working
relationships, etc. This will promote individual goals, provide them with work satisfaction, and positively
contribute to organizational goals.
Evaluation
1. The human relations theory focused on promoting organizational efficiency through the satisfaction of the
social and psychological needs of workers more than other needs.
2. Workers are part of a group where informal communication and leadership are more effective.
3. Managers get better results by changing their management style; the participative approach is better than
an authoritarian approach; managerial skills are more important than technical skills.
4. Financial incentives are not always as rewarding as non-financial incentives in affecting human behavior.
Therefore, the school of management that would be use to improve the performance of PNGUNITECH will be
Human relation management because of these reasons:
➢ The employees must be provided with a house for shelter within the campus so they can perform their job
effectively.
➢ Payment or wage rate for the workers must increase to a minimum level which is acceptable to them. This
will lead to employees performing their job effectively. For example, the cooks in the mess must be paid
at an increase wage so they will perform their work effectively in order to avoid long queues.
➢ The employees must be praised if their work is done according to the standards set. This comes in form
of bonus or fringe benefits.
➢ Employees must be motivated and work in a stress-free environment.
➢ There must be a participative decision making so that everyone is happy with the result of decision
making at the end.
➢ Every individual employee must be awarded fairly and accordingly.

2.4 Roles and Responsibilities of Staff in Unitech

University officials are responsible for managing and overseeing the operations of a higher education institution,
including academic programs, research activities, student services, and administrative functions. The various
officials within a university's organizational structure have specific roles and responsibilities that are essential for
ensuring the smooth functioning of the institution. The Papua New Guinea University of Technology (PNG
Unitech) has officials who operate at three levels of management; top level, middle level, and lower level, each
with distinct roles and responsibilities. Here is a breakdown of the roles and responsibilities of the university in
line with the three levels of management.

2.4.1 Top Level Management

1. University Council
The university council is the highest governing body in the university. Members of the university Council Board
are often appointed by the government. It is made up of external parties as well as internal parties. Typical roles
found in the council board may include, the chancellor who chairs the council or the pro-chancellor, etc. The

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Unitech Council board has the overall authority in making decisions concerning the university’s top managers and
that includes the vice-chancellor. The PNG Unitech’s council board is responsible for overseeing the overall
governance of the university, setting the mission, vision, and goals, and appointing the president or chancellor.
According to SECTION 1 PAPUA NEW GUINEA UNIVERSITY OF TECHNOLOGY ACT INDEPENDENCE
STATE OOF PAPUA NEW GUINEA No. 31 of 1986, the board is primarily responsible for appointing officers,
professors, Head of Departments of the university, academic, administrative, and other staff of the University.
Additionally, it is in charge of the management and administration of the income, property, and personnel of the
University, and the conduct of all matters relating to the university not otherwise provided for in or under
subordinate legislation made under this Act. The Council is also responsible for approving the annual report,
annual financial statements, audit report heron, and the budget of the University for the next financial (Parks,
2020).
2. Vice Chancellor
Although there is a chancellor on the council board who is considered to be above the VC, the VC is the chief
executive officer of the university who deals with the everyday operations of the university (Olivia, 2011).
According to the PNG Unitech Executive Management Team, the vice Chancellor is the head of the academic and
administration of the university. The general supervision and control over the affairs of the university are done by
the VC. In addition to the main tasks, the VC also;

• Represent the university externally, both within PNG and overseas.

• Ensure an adequate financial base to enable the achievement of the university's mission, goals, and
objectives.
• Perform some important civic and ceremonial duties.
• Join multiple boards and make valuable contributions while listening to suggestions from colleagues.
• Review and improve university programs, budgets, and policies.
• Maintain positive relationships with other academic institutions, organizations, and the wider community.
• Monitor employees and resolve any performance issues.
• Manage a variety of administrative tasks, including preparing reports

2.4.2 The Middle-Level Management

The middle level management involves this group of people;

1. Deputy Vice-Chancellor
The Deputy Vice-Chancellor (DPC) serves as a member of the Vice Chancellor’s executive, the DPC provides
oversight and leadership on behalf of the Vice Chancellor, to the academic field of the University. As it is also
stated in the PNGUnitech’s Executive Management Team, the role of the DPC is to exercise the powers, perform
the functions and discharge the duties of the VC in his/her absence. The DPC provides significant support in
developing and delivering the University's academic strategy and provides visible corporate leadership on issues
assigned and agreed upon by the Vice-Chancellor and following are the divisions that the DPC is responsible for
in which they report directly to him/her;
• Lae Unitech Scholl of Nursing
• Lae Unitech Scholl of Nursing
• Bulolo University College
• Timber and Forestry College
• Medical Services
• Appropriate Technology for Community Development Institute

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 • Bio-Tech Centre
• Simbu Unitech Satellite University
• PNG Environmental Research and Management Canter
• Ensuring university standards are maintained and that academic freedom is protected.

2.4.3 Lower Level Management

Lower-level management is a managerial position at the bottom of the hierarchy in the chain of command. Lower-
level managers focus on controlling and directing daily routines. Their primary duty is to direct and review the
performance of the operating personnel. In addition, they supervise them and control and direct their work to meet
standards and achieve set goals (Nasrudin, 2022).
1. Pro Vice-Chancellor Academic
PVC Academic is a senior academic administrator who reports directly to the VC and is responsible for providing
strategic leadership and direction for the academic mission of the university. Other common roles and
responsibilities of the PVC may include;
• Academic Planning and Development
• Quality Assurance and Enhancement
• Department Recruitment and Development
• Student Affairs
• Academic Policies and Procedures
PNGUnitech’s PVC Academic is in charge of the fourteen (14) departments in providing strategic direction and
oversight for the academic mission of the university and collaborating with other senior administrators, faculty,
staff, and students to achieve the institution's goals.
2. Pro Vice-Chancellor Administration
The PVC for administration is responsible for overseeing a wide range of administrative functions that support the
academic mission of the university. The PNGUnitech’s PVC Administration is responsible for the development
and management of the university’s operating and capital improvement budget, the university’s building and
grounds, security and fire services, stores and transport Union Board, project office, and planning office.
3. Registrar
According to Zip Recruiter Marketplace Research Team, a Registrar is an individual in an office or organization
who is in charge of keeping a register of information or official records. The Registrar is the Secretary to the
Council and Academic Board and is responsible for managing all academic and student administration,
admissions, graduation, welfare services, and all other matters relating to student academic pursuits.
The Registrar is also responsible for University Committees, Human Resources, and Registrar, student Legal
Matters, Governance & Policy unit, and official publications, and is the principal advisor to the Vice Chancellor o
rules and regulations about student administration. (Study Awards, 2022).
It is also stated in the PNG Unitech Executive Management Team that the registrar has the Common Seal of the
University to attach it to;
1) A document issued to any person as evidence and
2) Each Statue is made by the Council.

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4. Bursar
The bursar is in charge of the funds at the university. The Bursar works closely with the bookshop manager to
provide guidance and support for its operations. This may involve regular meetings to discuss financial
performance, inventory management, and other issues, as well as strategic planning to improve the bookshop's
operations and profitability. The specific responsibilities of the bursar include budgeting, financial reporting,
inventory management, staffing (Hiring and managing staff for the bookshop), and ensuring that the bookshop
complies with relevant laws, regulations, and policies related to its operations.

2.4.4 Centralize or decentralize Unitech

In Papua New Guinea the University of Technology has a mixture of centralized and decentralized functions. The
university council is the only governing body that conducts strategic planning, goal setting, budgeting, and setting
policies. In that way, it has a centralized function where what they do is final and everyone in the organization
must be guided by it.
After the University Council is the Vice Chancellor who always has the highest authority in the university and has
a significant centralized decision-making role over academic, administrative, and financial matters. The VC
maybe distribute decision-making power to some areas of the university but ultimately has the final say in many
key decisions. The deputy vice-chancellor is often responsible for specific functions of the university and has
centralized decision-making authority within his area of responsibility.
Additionally, the two pro-vice-chancellors are usually responsible for a certain area of the university such as all
the 14 departments in which the pro-vice-chancellor academic is responsible and the student support services for
which the PVC administration is responsible. They have some centralized decision-making authority in these
specific areas.
Furthermore, the registrar has some centralized decision-making authority within her area of responsibility.
Centralized decision-making authority allows the registrar to take responsibility for the decisions made within her
area of responsibility. This ensures that there is a clear chain of command and that decisions are made in a timely
and responsible manner.
Finally, the bursar also has a centralized function in which he is typically responsible for the finances of the
university and works closely with the bookshop. This is because financial management is a critical aspect of
university operations, and requires a coordinated and strategic approach to ensure that the university's resources
are being used effectively and efficiently. While some departments or areas have some autonomy in managing
their own budgets and financial operations, the bursar is responsible for ensuring that these activities align with
the university's overall financial goals and objectives.

Overall, the functions of these university officials are both centralized and decentralized depending on the degree
of decision that has to be made. This means that the top-level management is the only governing body that sets the
organization’s missions, visions & goals, and policies. Then decision-making authority for each official is
decentralized so that they can make decisions within their area of responsibility. However, in some situations that
go beyond their control, they can always refer to the higher authorities. The officials are experts within their area
of responsibility, and with the given authority to freely make decisions, they can be accountable, consistent, and
efficient in effectively managing their areas of responsibility.

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2.5 Bureaucratic and political professionals in Unitech.
The Department of Higher Education Research, Science and Technology plays a crucial role in supporting and
enhancing the quality of education at Papua New Guinea University of Technology. Here are some of the
significant contributions that the department makes to Unitech:
❖ Governance: Regulation and Management
• Improves and strengthens accountability and transparency of the Governance and Management of
Unitech.
This is achieved by establishing the required mechanisms to monitor the effectiveness and efficiency of the
performance of governing councils. The governing council is required to provide annual submission of
governance and management reports to DHERST and ensures that there is stability within governing councils of
the university.
• Develop capacity-building programs in Governance, Financial Management, and Strategic Planning
for Governing Councils and Management.
Unitech is required to submit and publish annual audited financial and performance statements on websites.
• Support, guide, and mentor Unitech through a quality assurance/quality improvement cycle to meet
national standards.
This involves continuous improvement of quality assurance mechanisms within DHERST to meet international
standards with Agency reviews (both internal and external) for benchmarking purposes.

❖ Teaching and Learning

• Ensure Access to Equitable, Affordable quality higher and technical education and training.
DHERST ensures that Unitech can establish technology and the hard and soft infrastructure to deliver programs
using ICT or with minimal resources. This includes the number and value of ICT infrastructure constructed or
rehabilitated.
• Ensure Teaching and Learning infrastructure is benchmarked against QA Standards.
Through infrastructure maintenance, rehabilitation plans, and the implementation progress of teaching and
learning.
• Accreditation and Quality Assurance:
The department ensures that Unitech meets the standards set by the accreditation bodies. It is responsible for
evaluating the quality of education, research, and other activities at universities and ensuring that they are in line
with national education policies. DHERST ensures that the number of programs is nationally accredited and
internationally recognized.
• Curriculum Development:
The department works closely with Unitech to develop and revise the curriculum to meet the changing needs
of the job market. This ensures that students are equipped with the necessary skills and knowledge to succeed
in their careers.
• Research and Innovation:
The department promotes research and innovation in Unitech by providing funding and other resources. This
enables universities to conduct cutting-edge research and develop new technologies that can benefit society.

❖ RESOURCING
• Effective management and roll-out of the Higher Education Loan Program
DHERST TESAS policy has increased access to loans and scholarships Full disbursement of the loan.
• Funding and Grants:

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The department provides funding and grants to Unitech to support research, infrastructure development, and other
academic activities. This funding is essential to ensure that universities can continue to offer high-quality
education to students.
• Collaboration with Industry:
The department encourages Unitech to collaborate with industry partners to develop innovative solutions to real-
world problems. This helps universities to align their research and education activities with the needs of the
industry, thereby creating more opportunities for students.
• Student Support:
The department provides support to students in state-owned universities in various ways. This includes financial
aid, counseling services, and other support programs that help students succeed academically and socially.

Overall, the Department of Higher Education, Research, Science, and Technology plays a crucial role in
supporting the University by providing funding, accreditation, quality assurance, curriculum development, student
support, research and innovation, teacher training, and collaboration with industry. These contributions are
essential to ensure that the university continues to offer high-quality education and contribute to the development
of society.

2.6 Factors that impact the authority and functions

Internal Government Factors

• Budget allocation
The amount of funding allocated to the Higher Education Department can impact the department's ability to
provide services to the university. A lack of funding can limit the department's ability to hire qualified staff,
provide necessary resources, and implement programs to support universities.

• Staffing
The Higher Education Department's staffing levels can also impact its ability to effectively deliver services to
state-owned universities. A shortage of qualified personnel can lead to delays in processing applications,
providing information, and responding to inquiries.
• Regulatory requirements
The Higher Education Department is responsible for enforcing regulatory requirements for state-owned
universities. The complexity and rigor of these regulations can impact the department's ability to deliver
services effectively.
• Political priorities
The priorities of the government can also impact the Higher Education Department's ability to effectively
deliver services to state-owned universities. For example, if the government is more focused on other areas
such as healthcare or infrastructure, funding and resources for higher education may be limited.
• Internal bureaucracy
The structure and internal bureaucracy of the Higher Education Department can impact its ability to deliver
services effectively. Complex decision-making processes and bureaucratic red tape can delay the
implementation of programs and initiatives that could benefit state-owned universities.

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External Factors
i. Demographic
• Population size and diversity
The population size and diversity of the state can have an impact on the resources required to effectively serve
Unitech. A larger and more diverse population may require more resources to ensure that all students have
equal access to educational opportunities. Increasing population growth exerts pressure on education. The
general increase in population by 2.0% will steadily increase the student population. This will affect access to
quality education. As the government focuses to cater for the growing number of students and increasing the
tertiary spaces from 12,000 to 15,000 (Today, 2022)
• Socioeconomic status
The socioeconomic status of the population served by the university can also impact the resources needed to
provide effective services. Students from low-income backgrounds may require more financial aid and other
support services to ensure that they can succeed in their studies.
Overall, understanding and addressing these demographic factors can help Higher Education departments to
effectively deliver services to state-owned universities and ensure that all students have equal access to
educational opportunities.

ii. Economic
• Budget constraints
Higher education departments often rely on state funding to operate, and if their budgets are cut or reduced,
they may struggle to provide adequate services to universities. This could include funding for research,
faculty and staff salaries, and resources for students. The Department of Higher Education Research Science
and Technology sometimes is faced with challenges due to funding issues that are beyond its control. The
National News Paper published on July 19, 2018, stated that DHERST continues to face challenges to provide
scholarships for a high number of GPA-qualified school leavers, due to inconsistency in budget allocation as
this remains a concern.
• Competition for resources
Higher education departments may also be competing with other state agencies for limited resources, such as
funding for infrastructure, technology, and other equipment. If they are not able to secure the resources they
need, this could impact their ability to provide quality services to Unitech.
• Economic growth
The state's overall economic growth can also impact higher education departments. If the state is experiencing
a period of economic growth, there may be more funding available for higher education, which could enable
the department to provide better services to universities. On the other hand, if the state is experiencing an
economic downturn, higher education departments may struggle to secure adequate funding and resources.

2.7 Issues and challenges that hinder Unitech’s ability to deliver services.

Identified below are Internal and external issues and challenges that can hinder Unitech from effectively
delivering services. Here are some common ones:

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2.7.1 Internal Challenges and Issues
1) Increasing demand
As the demand for higher education grows, the university face challenges in accommodating larger student
populations. This can strain existing facilities, and overcrowded classrooms, and put pressure on support services,
such as academic advising and career counseling. At the beginning of the 2023 academic year, the university had
to deal with accommodation issues for the students. This has been an ongoing issue for the past years, it is mainly
due to the increase in the number of new intakes every year. As a result, the University had to rent the Okari
campus to cater to some students, in which those funds should have been invested in something beneficial for the
University. Furthermore, the administration decided to give away the boys’ dormitory at the SDA college to
accommodate a huge number of girls.

✓ Recommendations
i. Expand capacity
Increase the number of available seats and programs to accommodate a larger student population. This could
involve constructing new facilities, hiring more faculty members, and leveraging technology to offer online or
hybrid learning options.
ii. Improve infrastructure
Enhance existing infrastructure, such as classrooms, libraries, and laboratories, to provide a conducive
learning environment for a growing number of students. Invest in modern technology and equipment to
support innovative teaching methods.

2) Government and Bureaucracy

Complex organizational structures, bureaucratic processes, and slow decision-making can impede effective
service delivery. Universities often have multiple layers of administration, which can lead to inefficiencies
and delays in implementing necessary changes or addressing emerging issues.

✓ Recommendations
i. Streamline Organizational Structure
Evaluate the existing organizational structure and identify areas where unnecessary layers of bureaucracy
exist and simplify reporting lines and reduce hierarchical barriers to promote smoother decision-making
processes
ii. Implement Process Improvement Initiatives
Conduct regular process audits to identify bottlenecks and inefficiencies and streamline administrative
processes by implementing technology solutions, automation, and digitization where possible.

3) Faculty workload and support

Faculty members play a critical role in delivering quality education. However, they often face heavy
workloads that include teaching, research, administrative duties, and student supervision. Insufficient support,
limited professional development opportunities, and work-life balance challenges can impact faculty's ability
to deliver effective services.

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 ✓ Recommendations
i. Foster Collaborative Work

Encourage collaboration among faculty members, both within and across disciplines. Foster a culture of
interdisciplinary research and teaching, promoting joint projects and team-based approaches. Collaborative
work can distribute the workload and create a supportive environment.
ii. Assess and Adjust Workload

Conduct a comprehensive workload analysis to determine the distribution of responsibilities and the amount
of work assigned to each faculty member. Identify areas of overload and areas where the workload can be
reduced. This analysis should consider teaching hours, course preparations, grading, research expectations,
committee work, and administrative duties.
iii. Hire Sufficient Faculty

Evaluate the faculty-to-student ratio and determine if there is a need to hire additional faculty members.
Overburdening existing faculty can lead to burnout and decreased quality of teaching and research. Increasing
the number of faculty members can help distribute the workload more evenly.

4) Infrastructure and Technology

Outdated or inadequate infrastructure and technology can hinder the delivery of service. Insufficient IT resources,
outdated learning management systems limited access to online resources, and aging facilities can impact the
university’s ability to provide a modern and seamless service experience.

✓ Recommendations
i. Upgrade physical infrastructure
Invest in renovating or constructing new buildings to meet the evolving needs of the university. Consider
factors such as classroom space, laboratories, libraries, study areas, and recreational facilities. Ensure that the
infrastructure is designed to accommodate modern technologies, such as high-speed internet connectivity and
wireless access points
ii. Enhance IT infrastructure
Evaluate and upgrade the university's IT infrastructure, including networking equipment, servers, and storage
systems. Ensure that the network can handle increased data traffic and support emerging technologies.
Implement cloud-based solutions to enhance scalability, flexibility, and cost-effectiveness
iii. Improve classroom technology
Equip classrooms with up-to-date technology tools, including smart boards, audiovisual systems, and
interactive learning platforms. Provide faculty with training on how to effectively utilize these technologies to
enhance teaching and student engagement.

2.7.2 External Challenges and Issues

1) Funding constraints
Unitech often faces financial limitations, which can impact its ability to provide adequate resources and services.
Insufficient funding can lead to outdated infrastructure, limited staffing, and inadequate support systems for

Page 19 of 24
students and faculty. Annually the school receives a funding allocation of K44.5 million. However, due expansion
of the school and increase in cost requires additional funds to cover other essential needs. “The university had
been in deficit. Every year we start at K44.5m, which goes through the recurrent expenditure. And based on that,
75% is consumed by salary for staff,” Dr. Kaul Gena ( (National, 2014)

✓ Recommendations

i. Diversify revenue sources

Encourage the university to explore alternative sources of funding beyond government grants and tuition fees.
This can include seeking partnerships with industry, soliciting donations from alumni and philanthropists, and
establishing research collaborations with private companies.
ii. Improve operational efficiency
Conduct a thorough review of university operations to identify areas of inefficiency and implement cost-
saving measures. This can include streamlining administrative processes, optimizing resource allocation,
renegotiating vendor contracts, and embracing sustainable practices to reduce utility expenses.

2) Political Instability and Government Interference

Government interfering in the university’s issues as the major stakeholder responsible for overseeing the
operations and taking matters more seriously by making decisions can have a detrimental impact either for the
good or for the worse. According to Dev-policy a blog, with the article titled “Moving on from PNG’s UNITECH
Saga: an interview with Albert Schram”. Stated that in 2015, during the political unrest and deportation of former
Unitech Vice-Chancellor Dr. Albert Schram. The government decided to cut over three million kinas (1.25
million AUD) to scholarship funding, which would affect about 320 ongoing students. On the other hand, on June
25, 2016, one student was killed and a group of university buildings was set on fire, in Unitech. The attacks
occurred due to political instability, leading to students initiating anti-government protests and the closure of
schools (Risk).

✓ Recommendations
i. Strengthen institutional governance
Establish transparent and robust governance structures within the university. This includes clear policies
and procedures for decision-making, accountability, and the appointment of university leadership.
Transparency and accountability mechanisms help protect against arbitrary interference and ensure the fair
and equitable functioning of the institution.
ii. Foster a culture of open dialogue
Encourage open discussions, debates, and intellectual exchange within the university community. Create
platforms and spaces where diverse viewpoints can be expressed and respected. This helps in cultivating
critical thinking and resilience in the face of political instability.
iii. Maintain academic autonomy
Universities should strive to maintain their independence and academic freedom. They should establish clear
policies and guidelines to protect academic autonomy, ensuring that decisions regarding curriculum, research,
and faculty appointments are based on scholarly merit rather than political interference

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3) Economic Conditions
Economic factors such as recessions or economic instability can impact a university's budget and resources.
Financial constraints may lead to a reduction in service, faculty layoffs, or limitations in infrastructure
development ultimately affecting service delivery. During recessions, it substantially impacts the university
tuition rates and the students' subsequent school selections.

✓ Recommendations
i. Focus on core priorities and Mission
During a recession, the university must define the mission activities that must be maintained at any cost. This
can be achieved through defining goals and the necessary consideration to keep them operating.
ii. Look for opportunities
When identifying areas of expenditure, prioritization is critical, it is equally important to continue seeking
areas for potential development and investment. The university can capitalize on the economic instability of a
recession by customizing its service appropriately.

4) Public Health Crises

Events such as pandemics can significantly disrupt universities' service delivery. Health concerns, campus
closures, and the shift to online learning can pose challenges to universities in providing a seamless
educational experience. In 2021 COVID-19 a global pandemic affected millions of lives across the globe,
causing disruption in the normal operations of business, and schools and forcing the entire world to go down
on lockdown. At Unitech, the pandemic had severe effects, resulting in the loss of lives, cancelation of
classes, and causing students and other stakeholders to go into isolation. According to Loop (PNG, 2021),
“The PNG University of Technology senior management has rescheduled four days of classes into the
second half of the semester as part of the two-week total lockdown on campus”. The decision followed after
the death of two senior academics who had developed signs of COVID-19 before their deaths. All this
resulted due to the pandemic and hindered the school’s ability to effectively deliver its services.

✓ Recommendations
i. Develop a comprehensive plan
To address public health pandemics the University should develop a comprehensive plan to address public
health pandemics. This could include measures for identifying and responding to potential outbreaks,
communicating with stakeholders, and ensuring continuity of academic programs.
ii. Foster a culture of responsibility
The university should foster a culture of responsibility among its community members, encouraging them to
take steps to protect themselves and others from the spread of the virus. This can include education on the
importance of following health and safety protocols, as well as consequences for non-compliance.
iii. Maintain flexibility
The university should maintain flexibility in its response to the pandemic, recognizing that the situation is
constantly evolving and that its plans may need to be adjusted accordingly. They should also be prepared to
adapt to changes in public health guidance and regulations

Page 21 of 24
Addressing these challenges requires universities to adopt a proactive and strategic approach. It involves securing
sustainable funding, embracing technological advancements, promoting diversity and inclusion, fostering student-
centric approaches, supporting faculty development, and streamlining administrative processes. Collaboration
with stakeholders, including students, faculty, staff, and external partners, is crucial to overcoming these
challenges and enhancing the overall effectiveness of university services.

3 Conclusion
The current organizational structure of the University of Technology is creating several challenges and issues that
are hindering the school's ability to deliver services effectively. The hierarchical structure is making it difficult to
implement changes quickly or respond to emerging needs or trends, and the bureaucratic nature of the structure is
slowing down decision-making and hindering innovation. Additionally, the unequal distribution of resources is
leading to disparities in research opportunities, teaching quality, and student support. It is essential for the
university administration to address these challenges and work towards a more flexible, efficient, and equitable
organizational structure to ensure quality education and research for all students and faculty.
The span of control and level of authority at Papua New Guinea's University of Technology (Unitech) has a
significant impact on its ability to serve its community. The report highlights the challenges posed by a wide span
of control and high level of authority, including difficulty in decision-making, communication, and service
delivery. Conversely, a narrow span of control and high level of authority can lead to slow decision-making and
limited ability to serve students and faculty. The report recommends several solutions, including improving
communication and collaboration, re-evaluating resource distribution, increasing employee empowerment,
redesigning the organizational structure, and embracing technology. The report suggests that simplifying the
structure, reducing hierarchical barriers, and empowering staff and faculty to make decisions and communicate
effectively will help Unitech serve its community more efficiently and effectively.
The best schools of management to improve the performance of the university is by using human relation
management. This can help improve the staffs and students who are in the university to deliver the services
effectively.
The Papua New Guinea University of Technology has officials who operate at three levels of management, each
with distinct roles and responsibilities. The top-level management includes the university council which is the
highest governing body in the university, and the vice-chancellor who is the chief executive officer of the
university. The middle-level management is headed by the deputy vice-chancellor who provides oversight and
leadership on behalf of the vice-chancellor to the academic field of the university. The lower-level management
includes the pro vice-chancellors for academic and administration, and the registrar who is responsible for
keeping records of the university. Each of these officials has specific roles and responsibilities that are essential
for ensuring the smooth functioning of the institution.
The Department of Higher Education Research, Science and Technology has proven to be a vital component in
the success of Papua New Guinea University of Technology. Through its various contributions in governance,
teaching and learning, resourcing, and student support, the department has ensured that the university remains at
the forefront of education in the country. It is evident that the Department's dedication and commitment to
improving the quality of education at Unitech have yielded significant positive results. Its efforts have enabled the
university to provide equitable, affordable quality education and training, develop innovative solutions to real-
world problems, and produce graduates with the necessary skills and knowledge to succeed in their careers.
Therefore, the Department's contributions are essential to the development of society, and its continued support is
critical to the growth and success of the University.

Page 22 of 24
The authority and function of the Higher Education Department are impacted by both internal and external
factors. Budget allocation, staffing, regulatory requirements, political priorities, and internal bureaucracy are all
internal factors that can affect the department's ability to provide services to state-owned universities. On the other
hand, external factors such as demographic changes, budget constraints, competition for resources, and economic
growth also have a significant impact. It is crucial for the Higher Education Department to understand and address
these factors to ensure that all students have equal access to educational opportunities and receive high-quality
services from state-owned universities. As such, policymakers must work towards providing adequate funding,
resources, and support for the Higher Education Department to fulfill its mandate and improve the higher
education sector in the state
Unitech also faces several internal and external challenges and issues that can hinder its ability to effectively
deliver services to its students and faculty members. From increasing demand to political instability and
government interference, these challenges require a strategic and proactive approach to ensure that Unitech
continues to provide a quality education to its students. To overcome these challenges, Unitech must consider
expanding its capacity, enhancing its infrastructure, streamlining its organizational structure, and diversifying its
revenue sources. The university must also foster a culture of collaboration, assess and adjust faculty workload,
and invest in upgrading its physical and IT infrastructure to accommodate modern technologies. It is only through
a concerted effort to address these issues and challenges that Unitech can continue to fulfill its mission and
provide a transformative education to its students.

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