Teaching/Communication/Extension/Profession,

Martin, James E.

English

Research Papers in Economics

SOUTHERN JOURNAL OF AGRICULTURAL ECONOMICS  JULY,  1987
LAND-GRANT  ORGANIZATION  TO MEET THE FUTURE
James E.  Martin shortcomings  were  common  to higher  educa-
I am pleased for this opportunity to renew  tion when the land-grant colleges were estab-
friendships  with  many  of  my  former  col-  lished,  and  universities  are  not  immune  to
leagues  in the  field of agricultural  economics  them today.  Thus, administrators  and faculty
here  today.  My  topic  probably  has  as  much  have  to  be  especially  wary  to  avoid  irrel-
personal  interest  as  professional  interest  for  evance  and parochialism  of their institutions.
those  of  you  who  are  at  land-grant  institu-  Land-grant institutions require an effective
tions-I assume that would cover most of the  administrative  and  academic  structure  to
audience.  At any given time,  an academic  in-  accomplish their three-fold mission of instruc-
stitution  is  probably  either  changing  its  tion,  research,  and extension.  Society cannot
organization  or  contemplating  a  change.  As  afford  for  these  institutions  to  produce
members  of  land-grant  institutions,  we  are  graduates  who are ill-prepared  to be produc-
personally affected by the changes made, and  tive citizens.  Therefore,  the  quality  and con-
our professional  interests are frequently pro-  tent of academic offerings should be subjected
voked by the effects  of these  changes  on the  to frequent  review.
traditional land-grant  constituencies.  These  institutions  are  also  the  source  of
The land-grant concept is just as valid today  many  of the nation's most  valuable  research
as in  1862, when the Morrill Act made higher  efforts;  thus, research  programs  designed to
education  available  to  a  broad  spectrum  of  generate  new  information  applicable  to busi-
society-but  neither  society  nor  the  land-  ness,  industry,  agriculture,  and  individual
grant institutions are the same today as they  citizens  need attention.
were  in the  19th century.  Land-grant institu-  The  extension  role also  deserves  emphasis
-tions  have  changed  the  nature  of  higher  to  remove  the  walls  that  academic  profes-
-education  in  this  country,  and  they  remain  sionals tend to build around college campuses.
important  in  today's  information  society.  Extension is often the initial contact between
After  1862,  higher  education  was  no  longer  academic  institutions  and the general  public;
limited  to  the  few  and  the  privileged.  It  it is both unique  and critical to the success of
became  available,  in the words of the Morrill  the land-grant mission.
Act,  to the  "industrial  classes in the  several  There will never be  an ideal administrative
pursuits  and professions  of life."  Land-grant  structure for academic institutions, so univer-
colleges were established with the mandate to  sity  administrators  look for the  best system
educate  the  general  public  instead  of a few.  for their institutions  at a given time.  People
Over  the  years,  as  the  needs  of  society  are  always the  first consideration  for an  ad-
changed,  the  methods  used  to  meet  those  ministration structure. Good people can over-
needs have  also changed.  come a flawed organization, but a perfect plan
Land-grant  colleges  and universities  today  on paper cannot overcome the weaknesses of
are  trying  to  overcome  two  obstacles  that  poor administrators.  A  strong  administrator
point  to  the  need  for  constant  review  and  needs  to be  in  charge  of any reorganization
periodic  reorganization.  First,  they  must  attempt,  and that administrator  should be as
avoid  the  danger  of becoming  locked  into  a  high within the existing organizational  struc-
bureaucratic  administrative  structure that is  ture  as  possible.  Preferably,  that  individual
not relevant to education in a rapidly changing  should report directly to the president,  and he
society.  The  second  danger  is  that  their  or  she  should  be  someone  of the president's
academic  structure  could  become  too  inter-  choosing.
nalized,  ignoring  the  needs  of society.  Such  Properly  managed,  an  institution  can  be
James E. Martin is  President, Auburn  University.
Invited paper presented at the annual meeting of the Southern Agricultural Economics Association,  Nashville, Tennessee, February
1-4, 1987. Invited papers are routinely published in the July SJAE without editorial council review but with review of the copy editor (as
per Executive  Committee action  June 25, 1982).
Copyright 1987,  Southern Agricultural  Economics Association.
31made  stronger  by  combining  the  best  ele-  institutions  nationally  as  these  institutions
ments of a collegial organization  and a hierar-  seek  to  ensure  a  meaningful  education  for
chical  one. Timing and the conduct of changes,  their students and render maximum service to
however,  can be critical  to success. As broad  their states.
an input from the faculty as possible needs to  Some  of  the  changes  were  as  simple  as
be secured, but the process cannot be allowed  changing  the  names  of  some  schools  to  col-
to drag out unduly,  or it can disrupt the mis-  leges  (i.e.,  agriculture,  business,  education,
sion of the university.  engineering,  and veterinary  medicine).  Some
I  will  cite  Auburn's  experience  with  re-  departments  were  named  schools  to  reflect
organization,  but bear  in mind that  other in-  their  size  and  importance  (i.e.,  forestry).
stitutions  have  also  reorganized  through  the  Other  changes were made  to allow emerging
years. What makes Auburn's situation unique  disciplines to better meet the needs of society
is the long time,  approximately 20 years,  be-  and to refocus  some  disciplines  that were  in
tween  the  last major reorganization  and the  danger  of becoming  too  big and  diverse  for
current  one. The delay led to more sweeping  maximum  effectiveness  (i.e.,  the  division  of
changes than might otherwise  have been the  the School of Arts and Sciences into a College
case,  but it enabled  us to organize better for  of Liberal Arts and a College  of Sciences  and
the future than we could have done on a piece-  Mathematics).
meal basis.  Some of the most sweeping changes affected
Auburn's  administrative  structure  met the  agricultural  programs.  We  wanted  to bring
needs  of the  institution  during the  past two  our Extension  programs more into the main-
decades,  but concerns  were being  expressed  stream  of the academic  community while  ex-
about  what  academic  structure  was  needed  panding the services available to the farm and
for  the  future.  Many  of those  concerns  had  agribusiness  community.  A  move toward  ac-
been  raised  during  the  regular  ten-year  complishing that goal involved  abolishing the
accreditation  review  for  the  Southern  vacant  position  of  Vice  President  for
Association of Colleges and Schools in 1982, so  Agriculture,  Home  Economics,  and  Veteri-
I wanted to act quickly to address the problem  nary Medicine,  rather than refilling the posi-
when I took office in early  1984.  tion. The committee recommended  the action,
The  executive  vice  president,  Dr.  George  in part, because  of difficulties  in coordination
Emert, who  came with me from the  Univer-  of  those  three  academic  areas  with  other
sity  of Arkansas  System,  was  named  chair-  academic  schools  and  colleges  on  campus.  It
man of an ad hoc committee  of faculty and ad-  was  also  felt  that  the  Agricultural  Experi-
ministrators  from a variety  of disciplines.  A  ment  Station was critical to the research mis-
comprehensive  network  of  committees  was  sion of the entire university and should report
established  to  study  all  components  of  the  directly to the Vice President for Research, as
university  structure  with  the  objective  of  it  had  already  been  doing  on  a  temporary
developing  an  organizational  structure  to  basis since mid-1984.
serve the future needs of our students and the  Research previously reported as part of the
state of Alabama.  The faculty senate  studied  Agricultural  Experiment  Station  is  now
the proposals,  which were  also distributed  in  reported under the college or school of which
detail through the faculty-staff newspaper.  the researcher  is a member. At Auburn Uni-
B  earl  19  the  reor  wa  esntiall  versity, researchers were already members of By  early  1985,  the  report  was  essentially  the  academic  departments,  and  this
complete, and it was approved by the Board of  the  acde  departments,  and  his
Trustees  on  March of  that  year  Imle-  strengthens  bonds  which  already  existed.
Trustees  on  Maroch  6  e  of thatear.  b  impleg  Research contracts and grants to agriculture,
mentation  proceeded  in  stages beginning  one
July  1,  1985,  with  the  last  major  changes July 1, 1985,  with  the  last  major  changes  have  risen nearly  10 percent in two years, so occurring  on  October  1,  1986,  involving  the  asdisruptive as some had the change was not as disruptive as some had creation of several new colleges,  schools, and  feared
departments.  However,  some changes and re-  A m  m 
finements  have  occurred  since  then  and  will  . "...  "..  ^.  . . reach beyond the finements  have  occurred  since  then  and will  university  to  outside  constituencies  involved continue to do  so as the need arises. Academic  the establishment of a vice presidency for Ex- .n  .dministrative  .tructures  .ust  remain  the establishment of a vice presidency for Ex- and  administrative  structures  must  remain  tension.  The  position  had existed  previously ^• T  ^^  ^  .^^  . . . . tension.  The  position  had existed  previously flexible if they are to meet the changing needs  Coopera- at Auburn but had not included the  Coopera- of university  constituencies. of univey  tive Extension Service.  The position also had
Auburn's  reorganization,  generally,  is  in  been reduced to  a lesser office several  years
keeping  with  current  trends  of  land-grant  before. The committee recommended that the
32Office  of  Vice  President  for  Extension  be  programs  grew  and  new  programs  evolved
reestablished  at  equal  status  with  the  vice  over  the  years,  Auburn's  agricultural,
presidencies  for Research  and  Academic  Af-  forestry,  and  biological  sciences  had  been
fairs  and  that  the  office  include  the  grouped together in a school that was becom-
Cooperative  Extension  Service.  This  move  ing unwieldy and slowly  losing its identity  as
will allow us to deal more effectively with the  well as its students.  One way that institutions
interrelated  problems  of agriculture  and the  are  dealing  with  the  problem  is to  transfer
rest of society.  programs out of colleges  of agriculture if the
Extension  specialists  have  been  brought  programs  can  stand  alone,  as  we  did  with
into their academic departments to encourage  forestry.  We  also  placed our basic  biological
the exchange of information  and ideas among  sciences,  except those that were directly pro-
professionals  in the same disciplines.  The  ex-  duction related,  in a new College  of Sciences
change not only helps make for more relevant  and  Mathematics.  At  Auburn,  such  moves
teaching  and  research,  it  also  keeps  the  allowed  the  College  of  Agriculture  to
specialists up to date  in their disciplines.  reestablish  its  identity as  the  academic  unit
Extension  specialists now on the faculty are  for the agricultural sciences with its teaching,
being given  the  option  of joining the  tenure  research,  and Extension programs  all report-
and  promotion  system  or  remaining  outside  ing through the dean's  office.
that system;  future  specialists  will automati-  The  approach  seems  to  have  stemmed  a
cally go on the tenure and promotion system.  slow  decline  in  agricultural  enrollment.  In
The  standards  for evaluation  and  promotion  fact,  agricultural  enrollment  has  increased
will be based on how effectively the specialists  since  the  reorganization.  The  reorganization
meet the needs of their  constituents.  also enables the faculty to concentrate  on the
In the new organization, teaching, research,  needs of agriculture. In the process, the duties
and Extension personnel assigned to academic  of the Dean of Agriculture  were redefined  to
departments  will  report  to  the  department  allow  for  clearer  lines  of  responsibility.
head  who  in  turn  reports  to  the  college  or  Previously, the  Dean of Agriculture  had con-
school  dean. Each  academic  dean will report  trol over the faculty of his college only so long
to:  (1) the  Office  of  the  Vice  President  for  as  teaching  was  concerned.  Under  the
Academic  Affairs  for  teaching  programs,  (2)  reorganization,  that  duty was assigned  to an
the Office of the Vice President for Research  associate  dean, with the  overall dean  having
for research  programs,  and  (3) the  Office  of  control  over  all  the  functions  of his  college,
the  Vice  President  for Extension  for Exten-  just as in the other colleges.
sion programs.  Quality of instruction  should be the guiding
But  there  is  more  to  outreach  programs  force behind  any structural  changes a univer-
than Extension  specialists.  County agents  in  sity  makes.  Land-grant  institutions,  even
the field have to be kept up to date in rapidly  more  than  others,  should  offer  instructional
changing  rural and urban  environments,  and  programs  that are relevant to the needs of a
effective ways must be found to get business,  complex,  increasingly  technological  society,
technological,  and other  information  to audi-  whether  rural  or  urban.  At the  same  time,
ences which need that information,  every university should require that students
A major  land-grant  institution  needs to be  gain certain skills and cultural  understanding
able to bring large and small groups of people  basic  to Western  society.  The problem  is  to
to  campus for conferences,  short courses, and  balance these requirements so that the typical
meetings.  Land-grant institutions are increas-  student  can  acquire  a  college  education  in
ingly  building  hotel-conference  centers  or  approximately four or five years.
entering into agreements with private enter-  The traditional  four-year  standard  may re-
prise for their construction. Auburn has taken  main the  norm for the  near future,  but it  is
the latter approach  in meeting this  need. To-  caught  in  a  squeeze  between  conflicting
day,  continuing  education  centers  are  con-  demands.  It has  already  been  abandoned  in
sidered as  much  a part of land-grant  institu-  some  professional  programs  such  as  archi-
tions as are classrooms  and laboratories.  tecture  and  is  losing  ground  in  engineering
A major goal of administrative restructuring  and education.  As the technical knowledge  in
is  to  ensure  that  on-campus  academic  pro-  many disciplines increases,  we may  see more
grams  are  adequately  defined  to  prepare  pressure exerted to add to the number of five-
students  for the future. Nowhere is the need  year programs.  Yet the pendulum has swung
for this more evident than in agriculture.  As  back from the 1960s, when core curricula were
33being  dropped or  cut  back  at many  univer-  major at the expense  of a common curriculum.
sities  in  the  name  of  relevance.  Institutions  As  the  pendulum  swings  back  on  college
which  dropped  their  core  curricula  are  campuses  toward  more  emphasis  on  the
reimplementing  them, and universities  which  basics, look for attempts to organize academic
relaxed  their  requirements  are  strengthen-  requirements  along  common  lines  for  all
ing them.  freshmen and sophomores.  That leaves  deans
Although  Auburn never abandoned its core  and  department  heads  with  fewer  available
curriculum,  we  are  looking  for  ways  to  hours for course  requirements as knowledge
strengthen  the  curriculum  so  that  all  in many fields  continues to expand. Some  pro-
graduates possess  certain characteristics that  fessions are meeting that challenge by requir-
are  supposed  to  distinguish  a  college  ing postgraduate refresher courses at periodic
graduate.  A  committee  which  has  drafted  intervals. As the practice spreads in technical
some  far-reaching  recommendations  for  fields, land-grant institutions will play a larger
change  is headed by the  Dean of Veterinary  role than ever in meeting the continuing needs
Medicine  and  is  composed  of members  from  of those they  serve.  The future of land-grant
the sciences,  liberal arts, and professional pro-  institutions  could  depend  on  how  well  they
grams.  The  fact  that  people  from  these  fulfill  that  role.  To  meet  these  future
diverse  disciplines  were  able  to  agree  on  a  challenges,  the  current  organizational  struc-
document  shows  a growing  emphasis  on the  ture for Auburn University (Figure 1)  will cer-
total preparation  of students, instead of on the  tainly  require  continued  review,  evaluation,
continual addition of courses  in the student's  and, when necessary,  modification.
Figure  1. AUBURN  UNIVERSITY  ORGANIZATIONAL  CHART
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LAND-GRANT ORGANIZATION TO MEET THE FUTURE

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