Hanging around a representative sample of UCU staff has revealed two perception extremes. There is a section that is passionate about the university and work wholeheartedly every day to see it prosper.
There is also another section whose association with the university is simply an opportunity to get paid at the end of the month.Sadly, the latter are the majority.
To illustrate this, let us refer to the results of the survey conducted by the Career Development and Placement office among 500 new students, representing a quarter of the registered students.
When asked about how they got to know about UCU, 11.2 percent credited career outreaches, 11.4 per cent the press, 22.2 per cent through students and staff of UCU and 55.2 per cent had heard of UCU through friends and relatives who have no history with the university.
From the above statistics, one would wonder how external forces (friends and relatives) can account for the biggest percentage of information to new students, more than staff and students who arguably have a better understanding of the university within which they work and study.
Secondly, how come the media contributes less numbers despite the university’s continued investment in commercial advertisement over the years? And how can these millions of shillings be redirected for better output?
An overriding reaction may be that the university has not invested a lot in its students and staff to partake of the marketing processes. In so doing, the students and staff see marketing as the sole responsibility of the Marketing, Communications and Public Relations offices.
When crisis hits, it becomes easier for a student or staff member to press their ‘ignore’ button and pass on responsibility for cleaning up the mess to the above mentioned offices.
In the short term, this “as long as I get paid attitude” can be sustained but as the effects sink in, especially in the light of dwindling student numbers, is this attitude tenable?
Is it not time for the university administration to adopt an intra-marketing approach through which it can motivate its major stakeholders: students and staff, to promote and defend its image as people who have something to lose?
What if part of what is invested in the newspapers and TV commercials was to be redirected into making students and staff feel significantly involved in the making of university policies so that when the need to discuss them arises, they do not begin pointing fingers elsewhere?
Superimposing policies and resolutions hatched in exclusive boardrooms is what has caused students and staff to feel alienated in policy formulation and implementation. Instead of being contributors, the stakeholders are merely shock absorbers of the outcomes.
If I did not know any better, I would say that this is what caused the strike that resulted in the expulsion of some students last semester. It did not have to get to that had the students been involved in the dialogue process and reasons for the increment explained.
The bigger picture requires a combined effort of students and staff to sail the university to greater heights in their respective capacities. This, however, has to be done in unison, not discord.
Alex is the Managing Editor of The Transparent Magazine, formerly The Standard’s Features Editor.
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