Author(s)

John Yaw Akparep

Department of Management Studies, School of Business and Law, University for Development Studies, Wa Campus, Wa, Ghana.

Effective conflict resolution demands that causes of conflicts should be known. University for Development Studies (UDS) over the years had been plagued by many students-management conflicts like other universities in Ghana. This paper therefore examines the causes of those students-management conflicts in UDS from 1999 to 2009. Questionnaires and interview guides were the data collection tools employed and administered to 40 respondents who were purposely selected in a case study design. Data were analyzed qualitatively in narratives and with tables and graphs. The study identified a number of causes of the conflicts which notably included: wide communication gap between students and school management, delay in meeting students’ demand by school management, failure by school management to guarantee security of lives and properties, inadequate facilities such as lecture rooms, laboratories and equipment and drastic and obnoxious rules and regulations. Other causes were: students being forced to pay special fees/hikes in students’ fees, the activities of campus secret cults and differences in the perception of group and organizational objectives. This paper concluded that wide communication gaps between students and university management, infrastructural deficiencies and leadership crises were the major drivers of the conflicts in UDS from 1999 to 2009. The paper recommended that efforts be made to enhance communication at all levels of the University especially between students and management, involve students in decision making, improve students-management dialogues, provide adequate infrastructure and provide effective institutional leadership.

Conflicts, Cause, Organizational Conflicts, Management, Tertiary Institutions, UDS

Akparep, J. (2019) An Examination of the Causes of Students-Management Conflicts in University for Development Studies from 1999 to 2009. Open Journal of Leadership, 8, 75-94. doi: 10.4236/ojl.2019.82005.