This document discusses using organizational culture and symbolic management theory to market higher education institutions. It reviews literature on how organizational culture develops through shared purpose and is communicated through symbols. The document investigates how American University and Ball State University use symbols aligned with their cultures to differentiate themselves. It proposes applying this framework to Central Michigan University by extensively researching espoused values and symbols, developing integrated messaging around the mission, and gaining stakeholder buy-in.

1. MARKETING HIGHER
EDUCATION
INSTITUTIONS THROUGH
THE LENS OF
ORGANIZATIONAL
CULTURE/SYMBOLIC
MANAGEMENT THEORY
Derek Berger
December 3, 2012

2. Educational Marketing -
Organizational Culture/Symbolic
Management
 Interested in marketing of educational
institutions
 Interested in organizational culture/symbolism
 Program developed from an intersection of
these two interests
Marketing of Higher
Organizational
Education
Culture/Symbolism
Institutions

3. Review of Literature
 Organizational culture/symbolic management
are interrelated theories
 Organizational culture develops when
individuals unite to achieve common purpose
(Schein, 1983)
 Three levels of culture (Schein, 1992)
 Basics Assumptions
 Espoused Values
 Artifacts

4. Review of Literature
 Symbolism is the method through which
organizations communicate their culture, i.e.
espoused values and artifacts (Morgan, 1985)
 Symbols can take a variety of forms (Bolman &
Deal, 2008):
 Logos or images
 Ceremonies or practices
 The use of time or organizational priorities

5. Review of Literature -
Application
 Institutional messages aligned with
organizational culture
 Recruitand retain students, faculty, and staff
 Increases overall efficiency of organization
 Symbols used by institution should be
analyzed to determine external perception
 Mission, vision, and values statement should
direct operations of all functions

6. Program Investigation – American
University
 Reviewed literature on AU’s website
 Private liberal arts, unique campus
environment located in Washington, DC
 “Wonk” campaign - distinguish AU from other
East Coast liberal arts institutions
 Marketing plan focused on unique campus
culture and the type of people involved with
AU

9. Program Investigation – Ball State
University
 Reviewed literature available on Ball State’s
website
 Large public institution, in a region with many
similar institutions
 “Education Redefined” – focused on the type
of education and worked to differentiate BSU
from itself

12. Program Investigation -
Application
 High level of research to drive
strategies, tactics, messages
 Create campus “buy-in” regarding new
messaging
 Merge messaging to speak to the individual
about the educational programs
 Complete integration of messaging
 Develop a brand statement to guide marketing
messaging

13. Application: Mission (Espoused
Values)
 Central Michigan’s mission calls for student-
centered education for a global world.
 This serves as the backbone of the
messaging and all images
 Stories that reflect global perspective and
student experience
 Imagery that emphasizes students engaged in
their education

14. Application: Research
 Minimum of 3 months dedicated to this aspect
of the plan
 Utilize a variety of constituents
 Analysis of the external and internal
(organizational culture) environment

15. Application: Symbolism
 Utilize key symbols to tell the
story or show the culture
 Student-centered
 Globally focused

16. Application: Integrated
Messaging
 Based research – creating a brand statement
and guidelines for consistent integrated
marketing

17. Application: Creating Buy-In
 Individual feedback and input is included
throughout the plan – from research to
evaluation
 Provide opportunities for students and alumni
to be involved with the marketing plan

18. Evaluation
Paul Nowak – Ball State
 Improvements: John Dalton – IU East
 Increase time and
resources for research  Improvements:
 Identify budget before
beginning research  Less focus on paid media
like radio and newspapers
 Focus on students and
parents – guidance  Is “global” focus
counselors are tertiary reasonable?
 Positive Elements:
 Positive Elements:
 Analysis of key audiences
 Brand statement  Use of billboards in key

19. Implications
 Research should lead the process (uncover
espoused values and basic assumptions)
 Messages are consistent (artifacts are
consistent)and are based on mission (basic
assumptions and espoused values)
 Stakeholders should be included in the
process (symbolic management)

20. References
 American University. (2009). American University and the next decade: Leadership for a changing world. Retrieved
from http://www.american.edu/strategicplan/upload/AU-Strategic-Plan-adopted-Nov-2008.pdf
 American University. (2012a). Academic profile. Retrieved from http://www.american.edu/discoverau/academic-
profile.cfm
 Ball State University. (n.d.). Brand position guidelines 3.0. Retrieved from
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&ved=0CC8QFjAC&url=http%3A%2F
%2Fcms.bsu.edu%2FAbout%2FAdministrativeOffices%2FUMC%2FLogosAndTools%2F~%2Fmedia%2FDepartmen
talContent%2FUMC%2Fpdfs%2FBrandGuidelines3.ashx&ei=CxxyUJqIB6O9ywGDzYD4DQ&usg=AFQjCNGZu1We
pdMzP40A1j2oIvIywARdJg&sig2=IQEYYRhKgKSGY0sxXxTIoQ
 Ball State University, (2009). Education redefined: Strategic plan 2007-2012. Retrieved from
https://sitecorecms.bsu.edu/~/media/DepartmentalContent/StratPlan/PDFs/Strategic%20Plan%205%2009.ashx
 Ball State University. (2012e). Immersive learning. Retrieved from
http://cms.bsu.edu/Academics/UndergraduateStudy/BeyondtheClassroom/ImmersiveLearning.aspx?site=default_coll
ection&client=default_frontend&output=xml_no_dtd&proxystylesheet=default_frontend&q=immersive%20learning&s
ort=date:D:L:d1&ie=UTF-8&oe=UTF-8
 Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco:
Jossey-Bass.
 Beckerman, W. (2012). WONK: American University’s institutional brand campaign. Retrieved from
http://www.case.org/Documents/Awards/Circle_of_Excellence/2012_COE_Winners/American_file.pdf
 Central Michigan University. (2012d). University mission, vision, and values. Retrieved from
http://www.cmich.edu/about/Pages/university_goals.aspx
 Morgan, G. (1985). Spinning on symbolism: Some developmental issues in organizational symbolism. Journal of
Management, 11(2), 29. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5692762&site=ehost-live
 Schein, E. H. (1983). The role of the founder in creating organizational culture. Organizational Dynamics, 12(1), 13-
28. Retrieved from http://search.ebscohost.com/login.asp?direct=true&db=buh&AN=4636855&site=ehost-live
 Schein, E. H. (1992). Organizational culture and leadership. San Francisco: Jossey-Bass.
 Tompkins, J. R. (2004). Organization theory and public management. Belmont, CA: Wadsworth Publishing.