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The campaign, now getting under way, is for the University of California, Los Angeles. The campaign proclaims that U.C.L.A. is the home of “the optimists,” people who are risk-takers, rule-breakers and game-changers.

The campaign is the first for U.C.L.A. from an agency named 160 Over 90, which is based in Philadelphia and recently opened an office in Newport Beach, Calif.

That work underscores the growing presence of universities and colleges as advertisers in the media. Their goals include selling themselves to prospective students and the parents of those students, seeking donations from alumni, recruiting faculty members and improving their standings in various surveys.

look at economic trends

it is becoming more apparent that we may be entering a time when low wage jobs dominate and home prices remain sluggish for a decade moving forward.

looking at the Federal Reserve’s quantitative easing program, growth of lower paying jobs, baby boomers retiring, and the massive amount of excess housing inventory we start to see why Japan’s post-bubble real estate market is very likely to occur in the United States.

Drilling down a bit more, Google has revealed that more than half of those schools involved with cloud computing are either using or considering Google Apps. Currently, 62 of the US News and World Report’s top 100 Universities are using Google Apps for Education.

It takes years of rank and the bitter­sweet experience of extensive committee service to realize that faculty influence on the operation of the university is an illusion, and that shared governance is a myth.

Committees report to administrative officers who are at liberty to accept, reject, or substantially alter faculty recommendations.

One would think that faculty senates exercise jurisdiction over a range of college life and policy. In reality, the right of many senates does not extend beyond making recommendations to the president, who is under no obligation to accept them.

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patchwork collection of online courses that's difficult for students to navigate.

they can improve their online-education efforts to help students find streamlined, affordable pathways to a degree.

Students are referred to as “customers.”

t deploys data analytics for everything from anticipating future demand to figuring out which students are most likely to stumble.

“Public institutions will not see increasing state funding and private colleges will not see ever-rising tuition.”

Is there a model out there, or an institution/student mix that could effectively utilize MOOCs in such a way as to get around this flaw? It’s hard to tell. Recent articles on Inside Higher Ed have suggested that distance education providers (like the University of Maryland’s University College – UMUC) may opt to certify the MOOCs that come out of these elite schools and bake them into their own online programs. Others suggest that MOOCs could be certified by other schools and embedded in prior learning portfolios.

The fatal flaw that I referred to earlier is pretty apparent:&nbsp; the very notions of "mass, open" and selectivity just don’t lend themselves to a workable model that benefits both institutions and students. Our higher education system needs MOOCs to provide credentials in order for students to find it worthwhile to invest the effort, yet colleges can’t afford to provide MOOC credentials without sacrificing prestige, giving up control of the quality of the students who take their courses and running the risk of eventually diluting the value of their education brand in the eyes of the labor market.

In other words, as economists tell us, students themselves are an important input to education. The fact that no school uses a lottery system to determine who gets in means that determining who gets in matters a great deal to these schools, because it helps them control quality and head off the adverse effects of unqualified students either dropping out or performing poorly in career positions. For individual institutions, obtaining high quality inputs works to optimize the school’s objective function, which is maximizing prestige.

Colleges and marketers are just starting to try to understand how to measure the success of their social-media efforts, says Mr. Stoner. Many are counting "touches"—the number of Twitter followers, the hits on a Web site, the number of friends or comments on a Facebook page. The more difficult question, he says, is, What do these measurements mean? Do tweets, blog posts, and Facebook "likes" translate into someone choosing your college, recommending it to a friend, attending an alumni event, or making a donation?

Fifty years ago, 10 of the 50 "top" colleges mandated a Western Civ course, while students at 31 of them could choose a "Western Civilization" course from among a group of courses that would fulfill general education requirements. The situation is different today, according to the report. None of those "top 50" colleges and only one of the 75 public universities, the University of South Carolina, mandates one semester of "Western Civ." The association did not count Columbia University and Colgate University as offering the traditional "Western Civ" course, even though those institutions require two-semester courses on Western thought, because those courses include non-Western texts. Sixteen of the "Top 50" list Western Civ among several choices for a general education curriculum, as do 44 of the 75 large public institutions.

The "traditional Western Civ course," he said, was especially well suited for the student population of the 1960s. But he said today's student body is radically different and might not be as interested in such courses. He also attributed the change to an increasing specialization among professors, which affects how well they can teach broad survey courses and how much they enjoy doing so.

Whereas many colleges in the 1960s had standard core curriculums, more and more universities have moved to a model where students select from a broad range of courses in thematic areas.

With the explosion of online learning, a disruptive innovation, there has been significant attention paid to the likely unbundling of higher education (see Michael Staton’s AEI piece and this University Ventures Fund piece, for example). We’ve written about unbundling ourselves. In every industry, the early successful products and services often have an interdependent architecture—meaning that they tend to be proprietary and bundled. The reason for this is that when a technology is immature, in order to make the products reliable or powerful enough so that they will gain traction, an entity has to wrap its hands around the whole system architecture so that it can wring out every ounce of performance.