Richard Berendzen is an astronomer who came down to earth.
Berendzen, a Harvard-trained scientist who once served as a teaching assistant to astronomer Carl Sagan, is president of American University, the one located in Washington, D.C.--not the one in Beirut, as people frequently assume.
It is not a cloistered, contemplative job. He doesn't spend much time on the curriculum or other scholarly pursuits, including his specialty.
Changing the Image
In fact, when Berendzen talks about his 80-hour-plus weeks, he sometimes gives the impression that he is working anywhere but a university. That's the way he wants it. He is trying to inject a bit of reality into the popular image of what it's like to be a university president, he says. Skyrocketing liability insurance rates, removal of asbestos from campus buildings and fluctuations in the prime rate are more likely to be on the daily agendas of school administrators than eternal verities, he says.
And it's not likely that higher education will ever regain the "bygone day when, somehow, the real world of the economy didn't seem so much upon us," Berendzen said in an interview. "It's just not there. It's not going to be there, not until the end of this century anyway," he continued. "The demographic decline (in available students) will continue until 1995. Meanwhile, the physical plants get older, the need to revise our curriculum and update and upgrade our standards and become more selective is more real than ever."
Berendzen the realist has chronicled what it's like to be a university president these days in a book, "Is My Armor on Straight?" (Adler & Adler, $17.95). It's a diary of the 1983-84 school year, a slice of life that shows the 47-year-old Texan pursuing a Saudi Arabian billionaire for millions, quelling potential trouble over a rock concert, explaining to sweltering students why the air conditioning can't be turned on during an autumn heat wave, surveying the campus for trees to be trimmed or removed and making endless radio and television appearances to pump up the school profile.
The book's title, by the way, is not pure fancy. Berendzen does own a suit of armor, and once, when he was a young, upstart dean, wore it to a meeting with irate faculty. An assistant announced, "The dean will join you and attempt to defend himself," before Berendzen clanked into the room.
Berendzen, who says he hasn't worn a suit of armor in years, was in Los Angeles recently to recruit students and raise money, two perennial pursuits that have made him a partial stranger to his family and a denizen of his office until midnight or later when he's not on the road.
But Berendzen, president of the university since 1980, said his hectic schedule is "just my silly way of doing things" and frequently uses a joke to lighten up the weighty topics a university president must constantly address.
For instance, money and the media are recurring themes in the Berendzen's book and conversation. Both, he maintains, are going to be preoccupations for academics at private and public universities in an era of educational limits. And if his book has any impact, Berendzen said, he hopes it will be to reduce popular misconceptions about higher education.
It's a Business
"A university in 1986 is in many respects a business," he said. "It's got a product, the product may be education but nonetheless, in a very business-like sense, it is a product. Marketing seems very strange in higher education and yet increasingly universities are doing it, including the most prestigious in the country, for the simple reason that we're all competing for the same shrinking pool of people . . . and for the same dollars. We now have the bizarre competition between public institutions and private because many of the publics are now going out and fund-raising and they're going to the same corporations, foundations and individuals that the rest of us are. . . . We have to assure that our alums will get jobs, which means that we have to somehow or other talk to the business and hiring people and get the name of our institution out."
Often enough, Berendzen conceded, he's met by blank stares or worse when he portrays the nitty-gritty of education. Many private citizens, he said, don't understand "the idea of a university administrator as being an administrator, as being a fund-raiser, as being a policy-maker, an arbitrator with students and staff and employees, and architectural person, somebody dealing with lawyers and underground steam lines."
In fact, he said, stereotypes of academia are so strong that some readers of his book have expressed active dislike for it because it didn't match their preconceptions.