With tuition prices continuing to climb and middle-class America’s earnings stagnant for more than a decade, colleges and universities continue to face pressure from government, governing boards, students and their families to provide proof of the value of a bachelor’s degree. Students historically have had little more to go on than anecdotal information when it came to the jobs and earnings they could expect upon graduation from a specific college or university.
How to be a leader video clip
It is heartening to see an increase in the amount of research in pursuit of understanding how best to foster
young children's social, emotional and cognitive development through play-based learning. That said, the field
is replete with varying definitions or purposes regarding play-based learning as there is with the myriad of
differing notions of other related and touted benefits of "early learning". Moving coherently, reliably and validly
from evidence to improving pedagogy, early learning environmental design and policy remains difficult because
of the lack of evidentiary consensus.
The 60-hour, online doctor of education program will begin in August and include coursework in the following three tracks: higher education, college teaching and research.
The University of North Georgia (UNG) has been approved by the Board of Regents to offer a doctor of education degree with a major in higher education leadership and practice, the second doctoral program available at the
university.
"The program will prepare individuals who have had leadership experiences already in K-12 programs and who now seek positions in educator preparation," said Dr. Susan Brandenburg-Ayres, dean of the College of Education at UNG. "Candidates for the program might also be adjuncts with graduate degrees, student affairs professionals or educators with master's or education specialist degrees."
Pending approval from the Southern Association of Colleges and Schools Commission on Colleges, the 60-hour,
online program will begin in August with 12 to 15 candidates and include coursework in the following three tracks:
higher education, college teaching and research.
Residents of Eastern Ontario are most likely to identify "balancing the budget" as the most important issue currently facing the Ontario government.
The Ontario government has indicated its intention to negotiate individual mandate statements with each of Ontario’s public postsecondary institutions and to amend funding formulas to focus resources on what each institution does best. These actions signal the government’s desire to pursue a policy of greater institutional differentiation within the Ontario public postsecondary system. The purpose of this paper is to inform and assist the development of a differentiation framework for the university sector by describing the diversity of Ontario universities on variables that other jurisdictions have used to differentiate their university systems. These variables are important to consider first because they are globally accepted, and therefore influence the way the rest of the world will judge the Ontario system and its quality.
To make the comparison that one should never properly make, Higher Degree Research (HDR hereafter) supervision shares with parenting its status as that topic about which every person has an opinion. Watching other people supervise can be as exacerbating as observing a nonchalant parent whose child is throwing food in a café. When a postgraduate student takes directions that one could never possibly recommend, it is easy to imagine that better training was possible, that bad choices were made at crucial junctures, and that somewhere sits a parent reading the newspaper while the floor gets covered in spaghetti. The neglectful supervisor, like the neglectful parent, is easily viewed as a person of a certain type, such that quotidian discussions of supervision practices easily deteriorate into a moral commentary on personal virtues and vices. Although providing short-lived pious pleasures, the urge to judgment can be damaging to higher degree research cultures. Supervision practices need to be understood not as expressions of a moral disposition (friendly, mean, forgiving) or achievements of profound intelligence (the cult of the inept genius), but as institutionally responsive practices within a
broader tertiary system that remains unclear about what higher degree research should achieve, and apprehensive about what its graduates should aspire to afterwards.
In any Ph.D. job search, if there is an application process, you should read the instructions before you do anything,writes Natalie Lundsteen. You should take your time, be thoughtful and follow directions.
The university as workplace has been imaginatively described by many observers of higher education: at any one university we might find Sanskrit scholars, accountants, glass blowers, philosophers and curators of pregnant hamsters (Henry Wriston, Academic Procession: Reflections of a College President, 1959). However, the quaintness of these occupations (barring the accountants) belies the full reality of the working university in that it fails to include all members of the campus community.
Investigation into Cambrian College’s administration of its Health Information Management Program and the oversight provided by the Ministry of Training, Colleges and Universities
In order for teacher education programs to act as significant scaffolds in supporting new teachers to become informed, creative and innovative members of a highly complex and valuable profession, we need to re-‐‑imagine ways in which teacher education programs operate. We need to re-‐‑imagine how courses are conceptualized and connected, how learning is shared and how knowledge, not just “professional”, but embedded knowledge in authentic contexts of teaching and
learning is understood, shaped and re-‐‑applied. Drawing on our collective case study of instructors’ lived experience of a locally developed program in secondary teacher education called Transformative University of Victoria (TRUVIC), we offer a relational approach to knowing as an alternative to more mechanistic explanations that limit teacher growth and
development. To ground our interpretation, we draw on complexity as a theory of change and emergence that supports learning as distributed, relational, adaptive and emerging.
School leaders are faced with stress as part of their daily jobs; however, left unaddressed, stress has the potential of becoming mentally and physically exhausting. School leaders need opportunities for stress reduction as well as the means to predict and anticipate stress in an effort to minimize its effects. This commentary discusses leadership-related stress and offers strategies to minimize and cope with stress.
Employers and higher ed institutions have acknowledged the value that this type of experience could bring to the
country’s workforce. But only 3.1% of full-time university students and 1.1% of full-time college students have studied abroad as part of their postsecondary education.
Existing research shows that Canadian students are generally interested in studying abroad, yet they face a number of obstacles. These obstacles have been categorized as the four Cs: cost, curriculum, culture, and circumstance.
Multiple and competing priorities within a dynamic and changing academic environment can pose significant challenges for new faculty. Mentorship has been identified as an important strategy to help socialize new faculty to their roles and the expectations of the academic environment. It also helps them learn new skills that will position them to be successful in their academic ca-reer. In this article, the authors report on the implementation and evaluation of a mentorship circle initiative aimed at supporting new faculty in the first two years of their academic appointment. Participants reported that the men-torship circle provided them with a culture of support, a sense of belonging, and a safe space to discuss concerns and learn strategies from both mentors and fellow mentees as they adjusted to their new position. The interdisci-plinary nature of the mentorship circle further facilitated faculty members’ capacity to navigate their role as new faculty and foster colleagueship.
Even among the business savvy, it’s not at all uncommon for these marketing terms to be thrown around almost interchangeably, when they actually mean very different things and play very different roles in business development and promotion. So we thought it was high time to clear it up and help you know and understand the difference so you can be better informed buyers and users of marketing, design and branding services.
What will it take for students to succeed beyond high school? How are schools preparing students for the reality of
college-level work?
One method that has gained popularity in the United States is allowing students to take college-level courses that apply toward their high school credits and can also be transferred to colleges, if they choose to pursue postsecondary education. This is known as a dual-credit program, and it is widely used and popular in the United States.
Whether we can actually teach students critical-thinking skills is one of the most overlooked and misunderstood issues in higher education today, argues John Schlueter.
All of us have had major classroom disruptions that try our patience and push our limits. These incidents can threaten our sense of control and generate fear of looking weak to other students. We fear that other students might do the same thing if we don't take a strong stance. Couple these feelings with the possibility of taking the disruption personally, and we have a recipe for disaster. It's important that we divide our response into two parts:
1. Immediate stabilization
2. Intervention to resolve these issues
Making work-integrated learning a fundamental part of the Canadian undergraduate experience is one of several commitments recently made by Canada’s Business/Higher Education Roundtable – a year-old organization representing some of the country’s leading companies and post-secondary institutions.
Faculty development has its own set of fundamentals. More than 20 years ago, I co-authored a grant establishing the faculty development center at the University of Central Arkansas. Over the years, I have served as faculty coordinator, co-director, and director. My experiences may benefit others who are working in the field or plan to in the future.