Organizational Context

Arizona State University (ASU) is a public research university located in Tempe, Arizona. Founded in 1885, ASU is the largest university by enrollment in the United States, with a total student body of over 120,000. The university is classified as a “R1: Doctoral Universities – Highest Research Activity” by the Carnegie Classification of Institutions of Higher Education.

ASU is a member of the Association of Public and Land-grant Universities (APLU) and the Space Grant Consortium. The university is also a founding member of the Universities of the South Consortium (UNISC), which is a consortium of public universities in the southern United States.

Sector

ASU operates in the higher education sector, which encompasses institutions that provide post-secondary education, including undergraduate and graduate programs. The higher education sector is a complex and diverse landscape, with institutions ranging from small private colleges to large public universities.

Organizational Structure

ASU is governed by a Board of Regents, which is appointed by the Governor of Arizona. The Board of Regents sets the overall policy direction for the university and appoints the President, who is the chief executive officer of the university. The President reports to the Board of Regents.

ASU is organized into 17 colleges and schools, each of which is led by a dean or director. The colleges and schools offer a wide range of undergraduate and graduate programs in a variety of disciplines.

Historical Factors

ASU has undergone significant transformation over its history. The university was founded in 1885 as a teacher’s college, and it remained a small regional institution for many years. However, in the 1960s, ASU began to expand its academic offerings and its student body. In the 1970s, ASU became a major research university, and it has continued to grow and expand ever since.

Key Stakeholders

The key stakeholders for ASU include:

• Students: ASU’s students are the primary beneficiaries of the university’s educational and research activities. Students have a vested interest in the quality of education they receive, the availability of resources, and the overall campus environment.

• Faculty: ASU’s faculty members are responsible for teaching, research, and service. They have a strong interest in the university’s academic reputation, research funding, and support for faculty development.

• Staff: ASU’s staff members provide a wide range of services to the university community. They have an interest in the university’s financial stability, working conditions, and opportunities for advancement.

• Alumni: ASU’s alumni are a valuable resource for the university. They can provide financial support, mentorship to current students, and advocacy for the university.

• Community: ASU is a major economic engine for the Phoenix metropolitan area. The university also provides a variety of services to the community, such as cultural events, educational outreach, and economic development initiatives.

Optimal Performance

Each of ASU’s stakeholders has a different perspective on what constitutes optimal performance for the university. However, some common themes emerge:

• Academic quality: All stakeholders have an interest in ASU maintaining its reputation for academic excellence. This includes providing a rigorous and challenging curriculum, attracting and retaining top faculty, and conducting high-quality research.

• Accessibility and affordability: ASU is committed to providing access to high-quality education to all qualified students, regardless of their socioeconomic background. This means making tuition and fees affordable, providing financial aid, and offering support services to help students succeed.

• Innovation: ASU is a leader in innovation, and stakeholders want the university to continue to push the boundaries of knowledge and discovery. This includes developing new academic programs, conducting groundbreaking research, and finding new ways to address societal challenges.

• Impact: ASU is committed to making a positive impact on the world, and stakeholders want the university to use its resources to address critical issues such as poverty, hunger, and disease.

Conclusion

ASU is a complex organization with a diverse set of stakeholders. Each stakeholder has a different perspective on what constitutes optimal performance for the university. However, there are some common themes that emerge, such as academic quality, accessibility and affordability, innovation, and impact. ASU is committed to meeting the needs of its stakeholders and making a positive impact on the world.