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Shakespeare, Einstein, and the Bottom Line : The Marketing of Higher Education

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Title: Shakespeare, Einstein, and the Bottom Line : The Marketing of Higher Education
by David L. Kirp
ISBN: 0-674-01146-5
Publisher: Harvard Univ Pr
Pub. Date: November, 2003
Format: Hardcover
Volumes: 1
List Price(USD): $29.95
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Average Customer Rating: 5 (2 reviews)

Customer Reviews

Rating: 5
Summary: Engaging & Rewarding
Comment: Kirp's book is a rich, engaging, and rewarding read about the new world order of mission, markets, and money in American higher education. Unlike the blind men of the African parable who touch the elephant and can describe the parts but miss the whole, Kirp provides a thoughtful assessment about the evolving parts and the increasingly protean whole. He skillfully weaves together stories about institutions and events to present the big picture: individual institutions and a complex, increasingly segmented system of higher education, anchored in tradition and also struggling to survive and thrive in a new environment of rising expectations, unprotected markets, and real risk. In an academic world too often marked by sum ergo expertise, Kirp serves as the very well informed, very insightful, and very loyal opposition.

Rating: 5
Summary: Top Down
Comment: What an engaging book, neat anecdotes abound. Each chapter presents a case study of some kind to show the sorts of adjustments colleges and universities make to gain and maintain competitive advantage. Much has been written of the packaging of students for display and evaluation by university admissions committees. This book explores the opposite end. Kirp shows how NYU wooed the finest analytic philosophers money can buy in order to gain top students and international reputation, how many public universities are rethinking their commitments to their charter states as the tax-based funding dwindles, and how schools such as DeVry, Phoenix, and many two-year colleges now fill a niche offering IT certification, practical courses most universities choose to ignore.

One of my favorite chapters exhibits the cooperation of several small southern liberal arts colleges in an effort to maximize the utility of the internet and defy the complications of location to offer a world class education in the Classics. The chapter on the University of Chicago's efforts to market itself by emphasizing the rigors and intensity of its offerings at the expense of its reputation as a party school provides some humorous moments.

Kirp seems to know all of the people he needs to know to get the stories straight and compelling. From the brainstorming of catchy college name to the purchase of science departments by the funding dollar, public and private, Kirp explores the variety of decisions, the successes and failures of faculty involvement, and the remarkable institutional overhauls that occur while remaining solvent and functional.

Money changes everything for the college and university. It seems all institutions need more of it, yet Kirp shows how many schools and their leaders are able to adapt to the market without compromising everything of value. The book fascinates so because the institutional norm is an aberration and so much of the success of an institution in its upkeep depends on the personality of the place, its faculty, and alumni. Would that each endowment provided its school with enough to prevent it from having to hire the marketeers for the make-overs. I have never read a book such as this, one that combines the hurt and impetus of wanting money and reputation with the creative and curious ways approaching a fix.

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