000 02646nam a22003258a 4500
001 2003049914
003 DLC
005 20190729102659.0
008 030410s2003 mau b 001 0 eng
010 _a 2003049914
020 _a0674011465 (alk. paper)
040 _aDLC
_cDLC
042 _apcc
043 _an-us---
049 _aEY8Z
050 0 0 _aLB2342.8
_b.K57 2003
082 0 0 _a378.73
_221
100 1 _aKirp, David L.
245 1 0 _aShakespeare, Einstein, and the bottom line :
_bthe marketing of higher education /
_cDavid L. Kirp.
260 _aCambridge, Mass. :
_bHarvard University Press,
_c2003.
300 _avi, 328 p. ;
_c24 cm.
504 _aIncludes bibliographical references (p. 265-314) and index.
520 _aPublisher description: How can you turn an English department into a revenue center? How do you grade students if they are "customers" you must please? How do you keep industry from dictating a university's research agenda? What happens when the life of the mind meets the bottom line? Wry and insightful, Shakespeare, Einstein, and the Bottom Line takes us on across-country tour of the most powerful trend in academic life today--the rise of business values and the belief that efficiency, immediate practical usefulness, and marketplace triumph are the best measures of a university's success. With a shrewd eye for the telling example, David Kirp relates stories of marketing incursions into places as diverse as New York University's philosophy department and the University of Virginia's business school, the high-minded University of Chicago and for-profit DeVry University. He describes how universities "brand" themselves for greater appeal in the competition for top students; how academic super-stars are wooed at outsized salaries to boost an institution's visibility and prestige; how taxpayer-supported academic research gets turned into profitable patents and ideas get sold to the highest bidder; and how the liberal arts shrink under the pressure to be self-supporting. Far from doctrinaire, Kirp believes there's a place for the market--but the market must be kept in its place. While skewering Philistinism, he admires the entrepreneurial energy that has invigorated academe's dreary precincts. And finally, he issues a challenge to those who decry the ascent of market values: given the plight of higher education, what is the alternative?
650 0 _aUniversities and colleges
_zUnited States
_xMarketing.
650 0 _aEducation, Higher
_xPublic relations
_zUnited States.
948 _au164710
949 _hEY8Z
_i33039000698299
596 _a1
903 _a7314
999 _c7314
_d7314