The changing role relationships that occurred between the faculty and administrators of a university that implemented a decentralized management process over a 5-year period are discussed. The university changed from being highly centralized toward a shared and layered administrative approach. Five changes were instituted: an extensive committee system; upgrading of the authority of the Vice President for Academic Affairs; greater administrataive authority for college deans; greater latitude for department heads in administrative decisions of the department; and individual faculty members' opportunities for greater involvement in policy development. Faculty resistance to change occurred as committee loads increased and responsibility for policy change was more evenly shared among the administrative layers of university governance. Involvement in committees made a difference in the relationships of faculty with department heads, the dean, and the vice-president. Just as many faculty became disenchanted with the responsibility of administrative decision making, department heads became confused about what management skills were needed to function in the decentralized administrative environment. A series of managerial seminars was also adopted. (SW)