Debating Anchor University’s Vision Frameworks as Syntax of Social Semiotics
Date
2023-12
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Anchor University Journal of Humanities, Management and Social Sciences
Abstract
This study examined the meaning potentials integrated in the communicative devices employed to promote the vision of Anchor University, Lagos (AUL). Six different posters, available within the AUL campus, served as the subjects of analysis. In order to deduce appropriate semantic values from the posters, the concepts of Theme/Rheme and Compositional Meaning were mechanisms of elucidating the AUL vision posters. Specifically, Theme/Rheme provided a platform for the analysts to account for the frequencies of the lexemic structures operationalised to fulfil the vision intention. The study revealed the support of: wordings such as ...Raising worthy leaders, Be a responsible member of the AUL community, and Become self-reliant practitioners; and pictures such as young graduates – male and female – and gold medals to entice the public to consider AUL as the option. The communications propagated direct gazes observable in three of the data samples (POS 1, POS 3, and POS 5) analysed in this work. These gazes demand from the audience an choose AUL as the institution of first choice, considering the gazes as compelling viewers to appreciation of the results of the vision’s application on students. The colours of purple, blue, and white – symbols of confidence, intelligence, royal dominance, and holiness governed the communications to illuminate exemplary lives in the AUL community. Thus, as this study has expounded the nitty-gritty of AUL’s vision modes, it could be suggested that scholars could attempt to explain the visions of institutions; such endeavours could exemplify hidden meaning potentials of several institutions’ visions for better understanding of their values, treasures, and principles.
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Citation
Ogunlusi, G. & Dalamu, T. O. (2023). Debating Anchor University’s Vision Frameworks as Syntax of Social Semiotics. Anchor University Journal of Humanities, Management and Social Sciences. 4; 81-100.