T O R E S T R U C T U R E T H E C O L L E G E O F C O M M U N I C AT I O N S

A PROPOSAL

ADAPTING TO CHANGE

• Fortune Magazine predicts the death of TV in 1958• Advertisers are

abandoning the medium because:• Cost-price squeeze• Buyer’s market• TV market is saturated• Audience is getting choosier• Questioning value of TV

advertising• TV is losing capacity to

excite audiences

A COLLEGE TIMELINE

• Journalism at ASC began in English in 1930s and became a degree program in 1941.

• Broadcast courses began in mid-1950s and became a program in 1961.

• In 1967, ASC became ASU and restructured• Journalism, printing, radio and television became an independent

division.

• The division became the College of Communications in 1973.

• Departments of Journalism & Printing and Radio & Television were created in 1978.

• In 2000-2001, Dept. of Speech Communication was added to the college. It was renamed Communication Studies in 2007.

LEGACY OF EXCELLENCE

• Only College of Communications in Arkansas

• Accredited since 1978• Long serving administration

providing consistent emphasis on excellence• Journalism has had 3 chairs: Tex

Plunkett, Joel Gambill, Gil Fowler• RTV has had 4 chairs: Charles

Raspberry, Rich Carvell, Osa’ Amienyi, Mary Jackson Pitts (interim)

• College has had five deans: Robert Hoskins, Gil Fowler (interim), Russ Shain, Osa’ Amienyi (interim), Brad Rawlins

HONORING THE LEGACY

• The challenge is to adapt to change in such a way that ensures that the college is relevant yet preserves its foundational qualities.• Foundation:• “Studies in the college allow students to learn to gather,

organize, synthesize and communicate information professionally in a democratic, multi-cultural society. They learn to think critically and communicate effectively in preparation for productive roles, for example, in news, radio, television, film, public relations, organizational communication, health communication, advertising, photo-journalism, graphic communications, web and multimedia production and design.”

RELEVANT?

• Are we relevant to what students want and need to compete in a media world that is rapidly changing?

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RELEVANT!

• If we focus on the foundations of the education we provide, which is to produce graduates who can think, communicate and be professional.• Think:• Analytically• Critically• Creatively

• Communicate (tell stories):• Verbally in oral and written form• Visually

• Be Professional:• Ethics, norms and values• Tools of the trade• Work ethic

BUILDING ON FOUNDATION

• Provide a core built on foundational principles• Give training in unique programs of study

(professional norms, values, competencies and tools)• Journalism• Production• Strategic Communication• Communication Studies

• Give students flexibility to build emphases according to their interests

CURRENT STRUCTURE

• Journalism split between two departments, defined by channels rather than function.• Production split between departments defined by

the medium (audio/video vs. print/digital).• Strategic Communications programs built on

journalism core.• Communication Studies program not connected

to the rest of the college.

RESTRUCTURE

• Need to bring journalism programs together to address the converged, multimedia, multiplatform journalism that is in demand.• Bring production programs together to address

digital platforms across media.• Create a unique program in strategic

communication areas of advertising and public relations• University of North Carolina• University of Kansas• University of Texas

RESTRUCTURE IDEAS

• Could the college restructure with four departments, one for each emphasis?

RESTRUCTURE IDEAS

• If not four departments, could it restructure as three departments?• Washington State University as a model because it has

journalism, advertising, public relations, broadcast journalism and production, and communication studies and was structured similarly to ASU before it restructured.• Washington State Model

Washington State Model

ADDITIONAL CONSIDERATIONS

• Graduate program is exploding and needs more attention.

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INSTITUTIONAL SCOPE

• ASU Mission and Strategic Plan• Refine ASU’s mission and identity as an

emerging global research institution.• Continue to Promote the Transformation of

ASU into a Research-Intensive Institution.• This means increased scholarship and grants.

• Faculty need more time to dedicate to scholarship and teaching.• Offload some of the advising responsibilities.

INCREASE STUDENT SERVICES

• Provide quality advising for all students, particularly with regard to check sheets and graduation plans.• Advising center with full-time staff.• Allows faculty to spend more time mentoring and

advising for career plans.

• Students and parents asking what the college is doing to help students find jobs.• Need for a career center that can help manage

mentoring program, internships, recruiting and job opportunities.

RESTRUCTURE IDEAS

• Could the college restructure with four departments, one for each emphasis, and an associate dean for graduate studies, and a director of an advisement/career center?

Elon University

RESTRUCTURE IDEAS

• The answer from ASU administration was that any restructuring we did had to be done with existing resources.• One of the smallest colleges on campus• Some departments in Education and Humanities & Social

Sciences are as big as our college

RESTRUCTURE IDEAS

• Concern with Mass Comm/Comm Studies model is the imbalance of the two departments. • It also would encourage continued disconnect

between the two departments

RESTRUCTURE IDEAS

• Looked at other departments in the University and found that several housed more than one degree program, which were usually closely aligned, but not always.

ASU DEPARTMENTS

NAMES

Media

• Journalism and Media Production• Digital Media• Electronic

Communications• Mass Communications• Media

Communication

• Social and Strategic Communication• Strategic

Communications and Communication Studies• Strategic and

Interactive Communication• Communication