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Education was called a passport in the futurebut the future of higher education in the US is increasingly uncertain. As the With 2026 approaching the cliff of college enrollment, it is more important than ever for universities to be strategic in their management strategies and clearly define their identity. But in many cases, good communication alone is not enough to stabilize the precarious relationship between some institutions and longevity. In addition, cuts in funding, the impact of Covid-19 and more turbulence in higher education, caused many institutions to close their doors or seek mergers.

But a merger is not an easy solution. While it can be a viable way to pool resources, expand reach, and reduce administrative costs, if pre-planning is not done carefully, a university merger can actually threaten the very existence of the institutions involved.

To illustrate the complexity of the process, some Sources compare mergers to an arranged marriage and point to the delicate legal, cultural and financial issues involved. I go one step further and claim that the way to a successful Process can be viewed through the lens of a healthy relationship.

Relationships become damaging when one personality begins to overwhelm the other. In order to avoid a similar institutional turnover, the universities should conduct an evaluation before the merger and assess the size of the institutions, cultures, stakeholder expectations and more. This represents the “getting to know” phase that all lasting relationships must enter.

Perhaps most importantly, this allows institutions to determine whether the merger would take place horizontally or vertically. They say opposites attract, but when it comes to university mergers, opposites don’t directly correlate to success. Horizontal mergers involve ‘complementary’ institutions of relatively equal size, which have higher success rates. Vertical mergers are culturally non-complementary, unequal in size, different in mission, or all together. Due to the large number of actors involved University mergers are already more complex than corporate mergers.

Vertical mergers are not impossible, but the challenges must be recognized and adapted. This is where the importance of really getting to know each other comes into play again. For example, if the merger requires increased commuting, a strategy should be implemented to counteract this Effects of commuting on health, cognitive abilities and performance. Studies have shown that college attendance decreases for commutes of 25 miles or more. In this sense, the travel costs should also be evaluated as a potential access barrier for students. Long-distance relationships take extra effort to sustain, but they can prove to be worthwhile.

The results of the pre-assessment should also be used to create a mix of institutional identities. Compromises are necessary in an enduring union, but neither party involved should have to eliminate key traits in order for the relationship to function. Likewise, if there is a merger, there is a greater likelihood of co-growth based on the strength of integrated goals and visions; It is important that the core components of the Individually identities are preserved. This requires strong communication from start to finish.

Beyond surveys and archival research, it is imperative that leaders engage face-to-face with stakeholders. You don’t get to know anyone on paper alone. Understanding the inner workings of the institutions will enable a fair, shared vision and protect the internal and external perception of the new university.

Semiotics suggests that every action of an institution – what programs are offered, the frequency of communication, the books sold, the decision to merge, etc. – is a sign; turn, like the audience perceives the organization Signs are important predictors of its success. your friend can tell They like your new haircut, but when they buy you a hat and start sending you coupons for a hair salon, it can change your previous interpretation. Just as perceptions fluctuate in the early stages of a friendship, so are the effects of semiotics is intensified in a fusion process; Managing the semiotics is critical to conveying what is being done and how it will affect stakeholders.

For example, as I found in my 2021-22 analysis the merger, Purdue University Northwest was created by the Vertical 2016 Merger of Purdue University North Central and Purdue University Calumet. A lack of pre-merger planning combined with what some considered a The pattern of poor communication throughout their administration has dominated public perception, jeopardizing trust in and within the institution and raising problems survival of the two institutions.

This shows the interconnectedness of communication, trust, organizational culture and adaptation to change. Changes like moving house or a new job can present hurdles in the relationship, but when trust is high, the relationship has the strength to handle them, while doubt can triple the likelihood of a crash. In other words, low morale can cause a merger to fail before it’s even complete – staff and students are the drivers of enrollment through word of mouth, research and community engagement; Institutional leaders need to value their contribution to the merger process.

This will ultimately help retain the students. Even with stable framework conditions, the expectations of many students are unclear, so that the degree is often not achieved. Add breaks and this ambiguity increases; Institutions need to develop incentives to meet these challenges. Students will not be motivated to stay at university if they do not feel valued. Even on commuter campuses, nurturing a caring, encouraging atmosphere results in students Sense of belonging, strengthening endurance. In any relationship, you are more likely to return the effort shown to you.

On the same line, Institutional leaders influence organizational culture by modeling motivating behaviors and in turn creating vibrant organizations of employees with the common goal of a successful institution. leadership should Begin the merger as a guide (e.g. show that pre-assessment has been completed, acknowledge the cultures involved, communicate the path to success) but as the process progresses the leadership style at the top should evolve with it and increasingly open to stakeholder input to foster positive morale, loyalty and trust.

Together, institutions must recognize that actions speak louder than words. However, a positive brand is gradually being built mistrust can be instantaneous. Mistakes and setbacks are likely to happen along the way, but leaders should step away from external finger pointing, prioritize transparency, and invest energy in decisions that go beyond “operational efficiency” (decisions based solely on finance), and a “human voice.” ‘ of mutual interaction.

First impressions set the tone for the whole of a relationship, good or bad. Considering these factors in their entirety for a merger process Maximize efficiency and enable institutions to thrive with stakeholders and thrive.

Kayla Vasilko is a graduate administrator and teaching assistant at Purdue University and Purdue University Northwest (PNW), respectively. She recently completed the first unification impact study that produced PNW, and the study, titled How Not to Unify: A Sociological and Semiotic Analysis of a University Merger, Perceived Actions, and the Resulting Impact, is currently under review by an academic journal .

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