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Perception Management: An Active Strategy for Marketing and Delivering Academic Excellence at Liberal Arts Colleges
Abstract
Too many colleges and universities continue to remain archaic in their outdated administrative structures anchored in faculties that are too self-satisfied and too self-centered to take a lead in bringing about mutual accountability systems and behaviors on their respective campuses. More specifically, numerous liberal arts colleges continue to spend too much time looking inward, planning too much from memory rather than from imagination, suffer from faculty hubris and indifference, and do not demonstrate the market sophistication needed to be viable and visible, let alone excellent, in the changed economic world of the past decade. Therefore, in order to accentuate the contextual anchors, communication techniques, practical realities, benchmark comparabilities, sophisticated interdependence, marketing concepts, and mutual accountability required to move beyond mere survival, this article will describe, develop, and delineate “perception management” as a strategic design and action agenda for turning passive reactions into proactive realities at liberal arts colleges in particular and the public sector in general.
... In addition, it is stated that through successful perception management at school, teachers may become willing to spend more effort for school goals; thus, the effectiveness and efficiency of the school may increase (Konan & Çavuşoğlu, 2018). In other studies conducted on the basis of different businesses, it is also emphasized that successful perception management is a very important managerial skill in organizational effectiveness, quality of organizational functioning, and gaining the interest and satisfaction of other stakeholders (Hargis & Watt, 2010;Stupak, 2001;Johanson & Xiong, 2003 Based on these statements, it can be said that a school administrator who wants to create an agile school should take into account the individual needs and feelings of teachers in a perception management process. Argon (2015) studied "management of emotions" in schools, which is closely related to perception management, and determined whether school administrators take teachers' emotions into consideration or not. ...
The purpose of this research is to determine the role of school administrators' perception management skills on school agility in line with teachers' views. This research begins by recognizing the vital importance of addressing school agility. Perception management is widely regarded as a critical managerial skill for fostering positive organizational behaviors. In this context, the relationships between variables were examined and the level of prediction of perception management on school agility was determined. The research was designed in relational survey model and conducted with 346 teachers working in Uşak. Quantitative techniques were used to analyze the data collected from the participants. The findings of the study showed that the level of school administrators' perception management skills and school agility were at high levels. Additionally, it has been determined that there are positively significant relationships between school administrators' perception management skills and school agility; perception management is identified as a meaningful predictor of school agility. Recommendations based on the research findings have been provided.Keywords: Perception, perception management, agile school, organizational agility, speed, technology, organizational flexibility
... Algı yönetimi, iletişimde kullanılan mesajların insanların algılarına nasıl etki ettiğini değerlendirmekte ve bu etkileri istenilen sonuçlara ulaşmak için optimize etmeye çalışmaktadır (Martemucci, 2007). Stupak (2001) tarafından yapılan tanıma göre, algı yönetimi teknoloji odaklı bir yaklaşımı temsil etmektedir. Bu perspektife göre, algı yönetimi, kişiselleştirilmiş elektronik iletiler ve gelişen iletişim araçları gibi teknolojiyi kullanarak hedef kitleye ulaşma ve etkili iletişim kurma gücünü ifade etmektedir. ...
Dijitalleşme, teknolojik ilerlemelerin hızlı bir şekilde toplumları etkisi altına almasıyla ortaya çıkan bir dönüşüm sürecidir. Bu süreç, bilgi düzeninin şekillenmesinde önemli bir role sahiptir. Dijitalleşmenin yaygınlaşması, bilgiye erişimi demokratikleştirerek herkesin bu kaynaklara daha rahat ulaşabilmesini sağlamıştır. Ancak, bu kolay erişim beraberinde bilgi düzensizlikleri ve çeşitli manipülasyon risklerini de getirmektedir. İnternet üzerinden hızla yayılan bilgiler arasında doğrulanmamış, yanıltıcı veya çarpıtılmış içeriklerin bulunması, kullanıcıları güvenilir kaynakları seçme konusunda güç durumda bırakmaktadır. Bu bağlamda, dijitalleşme ile bilgi düzensizlikleri arasındaki ilişki, bilgi yönetimi stratejilerini gözden geçirme ihtiyacını ortaya koymaktadır. Bu çalışma, dijitalleşmenin bilgi düzeni üzerindeki karmaşıklığını ve bu bağlamda toplumların karşılaştığı zorlukları anlamaya odaklanmaktadır. İnfodemi ve bilgi düzensizlikleri, bilgi ekosisteminin bozulmasında rol oynayan sosyal medya platformları, algoritmalar, filtre balonu ve yankı odaları, internet gazeteciliği, sosyal medyada algı yönetimi ve propaganda gibi bir kavramsal çerçevede açıklanmaktadır.
... Hybridized principles proliferate, resulting in the rise of institutions that often lack "an appropriate academic base" (Stewart & Spille, 1988) and can hardly be called universities. Many of these education providers rely on "perceptions management" (Stupak, 2001), and manipulate the emotional aspects of academic processes (over-emphasizing "customer satisfaction"), instead of increasing competencies for critical inquiry and knowledge building. The demand for "perceptions management" increases when parents encourage their offspring to pursue credentials instead of knowledge, and subsequently become frustrated with their children's failing opportunities for employment following graduation. ...
The academic profession in Cambodia has been under growing pressure to pursue excellence in higher education. Nonetheless, various interpretations of what constitutes excellence persist across the public and private sectors, as lecturers follow disparate goals in teaching and research at various jobs and institutions. For many, the diversity of perspectives creates ambiguity and unclear directions for translating academic excellence into quality contribution to social development in the country. This paper illustrates how multiple interpretations and concerns create challenges, inhibiting progress of the Cambodian academic profession and society at large. Qualitative data from national policy papers, personal observations, focus group and expert interviews, were engaged to shed light on the intricacies of competing priorities, and the deficiencies of institutional and systemic support for the scholarly aspirations of the local faculty. The findings in this paper indicate that the lecturers’ limited capacity for intellectually-stimulating scholarship is often coupled with their own hesitation about committing themselves to inquiry-oriented academic work. This study argues that policies on advancing academic excellence can be effective only when the quest for excellence in service is well-matched with enhanced quality of intellectual engagement.
... Hybridized principles proliferate, resulting in the rise of institutions that often lack "an appropriate academic base" (Stewart & Spille, 1988) and can hardly be called universities. Many of these education providers rely on "perceptions management" (Stupak, 2001), and manipulate the emotional aspects of academic processes (over-emphasizing "customer satisfaction"), instead of increasing competencies for critical inquiry and knowledge building. The demand for "perceptions management" increases when parents encourage their offspring to pursue credentials instead of knowledge, and subsequently become frustrated with their children's failing opportunities for employment following graduation. ...
The academic profession in Cambodia has been under growing pressure to pursue excellence in higher education. Nonetheless, various interpretations of what constitutes excellence persist across the public and private sectors, as lecturers follow disparate goals in teaching and research at various jobs and institutions. For many, the diversity of perspectives creates ambiguity and unclear directions for translating academic excellence into quality contribution to social development in the country. This paper illustrates how multiple interpretations and concerns create challenges, inhibiting progress of the Cambodian academic profession and society at large. Qualitative data from national policy papers, personal observations, focus group and expert interviews, were engaged to shed light on the intricacies of competing priorities, and the deficiencies of institutional and systemic support for the scholarly aspirations of the local faculty. The findings in this paper indicate that the lecturers’ limited capacity for intellectually-stimulating scholarship is often coupled with their own hesitation about committing themselves to inquiry-oriented academic work. This study argues that policies on advancing academic excellence can be effective only when the quest for excellence in service is well-matched with enhanced quality of intellectual engagement.
... It is important to keep in mind that an individual's own perception of the situation is what is most likely to influence his or her behavior. As Stupak (2001) states, perceptions are real; they color what we see, how we interpret situations, and how we behave. " So powerful are our perceptions that many psychologists believe that perception is reality " (p. ...
As practitioners in public organizations undertake place branding and associated communications efforts, scholarship in public management needs to better understand these phenomena. Related disciplines such as business management, tourism management, and corporate marketing help frame “big questions” for this emerging area of research and practice in public administration. Combined, the big questions relate to governance practices to encourage partnerships, participation and a broader understanding of how practitioners can use place branding strategies to manage reputation, as well as how scholars can study these practices. This article identifies these big questions and sets a research agenda in public administration research.
Perception Management is a new management method that became very popular in recent years and it means to control data flowing from outside for supplying information which are imperceptible and more benefical. This method is used first in United States, Ministry of National Defense, as a new method for being adopted to public abaut United States political decisions in the states and in the world. In this study, perception management as important management method in these days will be taken up. In this context, perception, perception process , perception management-organization management relation, public diplomacy, public relations, propaganda subjects will be evaluated. These theoretical informations will help us about formin a new model for security sector.
The purpose of this study is to determine the reputation perceptions’ of external
stakeholders from the Eastern Bloc Countries of hotels they generally visit in the
Antalya Region. To achieve this, first, terms such as perception, perception
management, reputation and reputation management are examined.
The questionnaire utilizes “The Reputation Quotient” scale by Charles J.
Fombrun with the study scale consisting of three parts. First part poses four questions to
find the reasons why external stakeholders choose Turkey for their holiday along with
their number of visits. Second part seeks to identify the corporate reputation perceptions
towards the tourism organization using eleven questions and five drivers addressing
concepts such as emotional appeal, products and services, vision and leadership, work
environment and social responsibility. Third part consists of questions to determine
demographic information. The total sampling number in the study is 562 people,
comprised of visitors from Russia, Moldavia, Ukraine, Romania and Kazakhstan,
identified in this study as “external stakeholders”.
The results of this study indicate that the corporate reputation of the hotels is
perceived at a medium level. However, it was determined that the external stakeholders’
perceptions varied significantly depending on the age variance of the respondent. It was
also determined that the drivers used to determine the corporate reputation of the
tourism organizations are perceived identically by external stakeholders except
Romania.
Key Words: Perception, perception management, reputation, corporate reputation,
reputation management, tourism reputation
Taking advantage of the empirical opportunity supplied by the education service, this work proposesinvestigating two themes related to the analysis of service sequences: the variation in expectations andperceptions over time and their predictive capacity relative to future service quality. Two researchobjectives were defined: (a) to test for possible alterations in perception and expectations as tograduation, by accompanying the evolution of experience with the service, and (b) to test the capacityof expectations and perceptions for forecasting service quality in a future post-graduate situation. Theconvenience sample comprised 71 students, divided into two groups in accordance with the term theyattended to. The research instrument used was a simplified version of the Servqual questionnaire. BothPerceptions and Expectations showed a significant decrease between the groups. The variations in thetwo groups for the three variables were practically the same. Although the individuals are not the sameand have different demographic characteristics, the result suggests that the differences must beassociated with their experience of the service. Finally, current expectations demonstrated positive andsignificant impact on future expectations.
The political, social, and economic environment is crying out for those who can lead, manage, and create with dignity, sensitivity, and integrity on the local, state, and federal levels. It is essential that the "people in the trenches" re-invent the courts. And, it is a fundamental requirement that they re-invent a leadership style based on a rational-and-feeling-integrated-design grounded in a judicial system that will continue to take the lead in effectively nurturing the foundations of constitutional democracy. Judicial and managerial leadership is the critical element in fostering quality performance, productivity, and effectiveness in the 1990s and beyond.
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Unspoken Covenants of Small Public Ivy Colleges
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The Realty Illusion: How You Make the World You Experience
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Influence: The New Psychology of Modern Persuasion
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