ABSTRACT
The management of South Mersey College believed that because the boundary conditions acting upon it were so novel, an hierarchically differentiated structure could constrain growth and development. Since the early 1950s, the College had gained a world-wide reputation for its output of competent and highly-skilled deck officers and marine engineers. Moreover, access to the College buildings was by way of a long unlit drive, which was an inhibitor of evening classes, particularly for women students. The Faculty of Construction was formed from the Department of Construction at Riversdale and the related provision at the Central Liverpool College of Further Education which was to be transferred to South Mersey College. Following the processes of observation and analysis, management had to guide the College’s approach to an appropriate organization structure, to policy objectives and their implementation, and to the co-ordination of effort.
