For many years the blessings of the auto and industrial economy in Michigan – where one could earn a good living without a postsecondary education degree, or other credential —created an environment where higher education was desirable, but not essential. All that has changed, with huge implications for the education, skills, and preparation most relevant for individuals to succeed in the labor market.
The number of postdoctoral researchers that burn out at an early stage of their career seems to be increasing, and mental health has been a hot topic at universities and institutes across the world. The scientist in me always wonders why it is this group that is particularly at risk? Funding struggles, job insecurity and pressure to perform are obvious contributors but do they explain the whole picture? In this post, I dare to suggest that dangerous habits of thinking
commonly found amongst the scientific community may also play a role. Do any of the following seem familiar?
Moving into the broader campus community, the campaign builds on the success of 2017's university initiative when more than 20,000 student-athletes from 53 universities led the campus mental health conversation at more than 100 university sports events leading up to Bell Let's Talk Day.
In Germany, strong public and private investments in apprenticeship training have created a well-coordinated and functional apprenticeship system. Its success renders the German apprenticeship system a model that other countries look to for ideas and inspiration. Nevertheless, German governments, businesses, employee groups, researchers, and other stakeholders continue to seek ways to improve the system.
The key mechanism for apprenticeship reform in Germany is the Board of the Federal institute for Vocational Education and training (BiBB). the Board coordinates negotiations among employers, employee groups, the 16 federal states, and the federal government, who work toward a legally mandated consensus on new or revised apprenticeship legislation.
The purpose of this study was to determine the extent of agreement among experts on the impact of e-learning technology in Canadian higher education learning experiences. Fourteen participants who are experts in e-learning in higher education agreed there are contentions about e-learning technologies in the following areas: (1) a platform for ideal speech; (2) greater opportunities for interactions; (3) the extent to which communities of learners can be created; (4) provision of a new kind of learning environment; (5) a platform for discussions; (6) demand for e-learning by students; (7) the degree to which the
environment is equal and equitable; and (8) the quality of the learning experience. The fi ndings of this study indicate that the value of e-learning requires further research before higher education leaders andteacher-practitioners are willing to incorporate them in teaching practices and policy documents.
President Obama’s goal is for America to lead the world in college graduates by 2020. Although
for-profit institutions have increased their output of graduates at ten times the rate of nonprofits over the past decade,
Congress and the U.S. Department of Education have argued that these institutions exploit the ambitions of
lower-performing students. In response, this study examined how student characteristics predicted graduation odds at a large, regionally accredited for- profit institution campus. A logistic regression predicted graduation for the full population of 2,548 undergraduate students enrolled from 2005 to 2009 with scheduled graduation by June 30, 2011. Sixteen independent predictors were identified from school records and organized in the Bean and Metzner framework. The regression model was more robust than any in the literature, with a Nagelkerke R2 of .663. Only five factors had a significant impact on log odds: (a) grade point average (GPA), where higher values increased odds; (b) half time enrollment, which had lower odds than full time; (c) Blacks, who had higher odds than Whites; (d) credits required, where fewer credits increased odds; and (e) primary
expected family contribution, where higher values increased odds. These findings imply that public policy will not increase college graduates by focusing on institution characteristics.
Abstract
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently re-ceiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on sub-stitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the ben-efit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identi-fication of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
For the first time in many years I am teaching a freshman course, Introduction to Philosophy. The experience has been mostly good. I had been told that my freshman students would be apathetic, incurious, inattentive, unresponsive and frequently absent, and that they would exude an insufferable sense of entitlement. I am happy to say that this characterization was not true of most students. Still, some students are often absent, and others, even when present, are distracted or disengaged. Some have had to be cautioned that class is not their social hour and others reminded not to send text messages in class. I have had to tell these students that, unlike high school, they will not be sent to detention if they are found in the hall without a pass, and that they are free to leave if they are not interested. Actually, I doubt that the differences between
high school and university have ever been adequately explained to them, so, on the first class day
of next term, I will address my new freshmen as follows:
Welcome to higher education! If you want to be successful here you need to know a few things about how this place works. One of the main things you need to know is the difference between the instructors you will have here and
those you had before. Let me take a few minutes to explain this to you.
KSU redefined the MOOC value proposition through collaboration of university leadership and faculty. The new proposition shifts measures of success beyond just course completion to include measures that benefit students, faculty, and the institution. Students benefitted through access to open educational resources, the acquisition of professional learning units at no cost, and the potential of college credit at a greatly reduced cost. Academic units benefited through a mechanism to attract students and future revenue while the university benefited through digital impressions, branding, institutionally leveraged scalable learning environments, streamlined credit evaluation processes and expanded digital education.
Nearly 25,700 full-time Ontario college students received tuition refunds after a five-week strike derailed their semester.
Ontario's Ministry of Advanced Education confirmed Tuesday that 10.3 per cent of Ontario's roughly 250,000 full-time college students asked for, and received, their money back after the strike.
Minister Deb Matthews said the figures are still preliminary and could change in the coming weeks as further numbers are reported by Ontario's 24 colleges.
The following Post-Secondary Student Support Program (PSSSP) and University and College Entrance
Preparation Program (UCEPP) National Program Guidelines will be in effect as of April 1, 2015.
These program guidelines include program and eligibility information. Aboriginal Affairs and Northern Development Canada (AANDC) regional offices may provide additional detail for the delivery of the programs and their services.
Universities that set up shop globally should work to uphold principles such as academic freedom, gender equity and freedom of speech -- but they sometimes compromise, scholars argue.
Author of a new book on how family matters for college women's success argues that four-year public institutions are increasingly dependent on active -- and wealthy -- parents, and that can harm students with less-involved parents.
Quiet at School, a new book by Robert J. Coplan and Kathleen Moritz Rudasill, illuminates the complexity of a teacher's work and provides practical strategies for teachers to positively impact the educational experience of shy children. The book begins by helping the reader understand what constitutes shyness and why it is critical that teachers are thinking about how they respond. By clearly describing what shyness is and what it isn’t, the authors dispel common misconceptions and, importantly, resist positioning shyness as a weakness. Instead, they illustrate potential positive and negative outcomes associated with this trait.
here are three basic ways that I hear faculty talk about difficult dialogues—in-class dialogues that were planned ut did not go particularly well; in-class hot moments that were not anticipated and that the faculty member did not eel equipped to handle; and difficult dialogues that happen during office hours or outside of class.
n all three instances, faculty are challenged to use skills they may not have learned at any point in their disciplinary raining. That lack of skill can actually cause them great angst, and in the most extreme situations, cause them to avoid addressing important issues directly.
There is a general misconception that our beliefs are the cause of our actions. Often it is the other way around.
Just like the fox, people will tell themselves a story to justify their actions. This helps to protect their ego during failure or indicate why they committed a certain action. Teachers need to place students in situations where they can persuade themselves that they were intrinsically motivated to behave a certain way or to carry out certain actions.
There can be little doubt that the reliance of community colleges on adjunct faculty has grwon significantly over the past several decades, especially with the cuts in budgets that institutions are being forced to make.
The purpose of this non-experimental, cross-sectional, descriptive research was to survey faculty and staff perceptions of mentorship in a postsecondary institution in order to determine gaps and strengths in the current mentorship
environment. The anecdotal activities we present reflect our educational practice environment through the work of our Mentorship Team. Data were collected utilizing Zachary’s Mentor Culture Audit tool. The culture building block measured 4.65 on a 7-point Likert scale, suggesting the presence of a weak mentorship culture. However, the infrastructure building block measured only 3.41, showing that organizational resources and supports are below average. We also present eight hallmark category results to further identify strengths and gaps. This is the first assessment of our mentoring culture at an organizational level. Other postsecondary institutions may benefit from formally assessing the gaps in and strengths of their mentorship culture toassist them with acquiring adequate resources to further develop and sustain their mentoring activities.
Instructors of large classes must contend with numerous challenges, among them low student motivation. Research in evolutionary biology, echoed by work in other disciplines, suggests that aspects of the classroom incentive structure – such as grades, extra credit, and instructor and peer acknowledgment – may shape motivations to engage in studies and to collaborate with peers. Specifically, the way that incentives are distributed in relative quantity (the slope of competition; the proportion of benefits earned through performance relative to peers) and space (the scale of competition; the proportion of peers with whom one is competing) may affect strategies to cooperate or to compete with others.
There is a huge difference between a boss and a leader. I’d much rather be working for a leader any day.
I’ve been fortunate enough to have worked with both, and it’s amazing what working with someone that you respect and more importantly, respects you, does to boost employee engagement.
Let’s go through each of these one by one and discuss how bosses can become leaders: