Increasingly, graduate teaching assistants serve as the primary instructors in undergraduate courses, yet research has shown that training and development for these teaching assistants is often lacking in programs throughout the United States and Canada. Providing mentoring and skill development opportunities for graduate teaching assistants is vital, as many will become the next generation of faculty. This paper discusses the literature on effective training programs, which underscores the importance of consistent feedback from mentors, intrinsic motivation, and practical applications. Afterwards, we examine an existing training program at the University of North Carolina Wilmington. Specifically, we focus on an institute for teaching assistants that helps graduate students understand applied learning as an effective pedagogical modality and helps them implement applied learning lesson plans tailored to their disciplines. Suggestions for strengthening training programs are discussed.
The Ontario Undergraduate Student Alliance (OUSA) is proud to release the 2018 edition of Habitats: Students in Their Municipalities. This annual publication is comprised of a series of case studies on municipal-level topics and issues affecting undergraduate students. Written by students from OUSA’s member institutions, these submissions aim to highlight both successes and challenges in municipalities across Ontario, providing insight into how students feel about issues within their communities.
Hosting international students has long been admired as one of the hallmarks of internationalization. The two major formative strands of internationalization in Canadian universities are development cooperation and international students. With reduced public funding for higher education, institutions are aggressively recruiting international students to generate additional revenue. Canada is equally interested in offering incentives for international students to stay in the country as immigrants after completing their studies. In its 2011 budget, the Canadian federal government earmarked funding for an international
education strategy and, in 2010, funded Edu-Canada—the marketing unit within the Department of Education and Foreign Affairs (DFAIT)—to develop an official Canadian brand to boost educational marketing, IMAGINE: Education in/au Canada. This model emulates the Australian one, which rapidly capitalized on the recruitment of international students and became an
international success story. Given current Canadian higher education policy trends, this paper will address the cautionary lessons that can be drawn from the Australian case.
When I recently returned to my department after a decade in administration, I looked forward to reconnecting with former colleagues, getting to know the grad students, going to lectures and colloquia, teaching undergrads, and yes, even serving on departmental committees. But when I moved into my faculty office and began my work schedule, I had only one question as I looked around my department: Where did everybody go?
The Strategic Mandate Agreement (SMA) exercise was intended to address at least three desired
outcomes:
1. To promote the government’s stated goal1 of increasing the differentiation of the Ontario
postsecondary system by asking each Ontario postsecondary institution to articulate an
institutional mandate statement identifying its distinctive strengths or aspirations and to
identify key objectives aligned with that aspiration.
2. To advance and inform the discussion about how the Ontario system could increase its
productivity to deliver a quality education to more students within the financial constraints
expected in the public sector.2
3. To elicit the best thinking from institutions about innovations and reforms that would support
higher quality learning and, in its most ambitious form, transform Ontario’s public
postsecondary system.
I'll be the first to admit that I haven't been teaching at my best this semester. Oh, there have been some good classes. And I think I'm finally getting a handle on the one group of students who don't want to speak up in class. But in general it feels like I'm going through the motions a little bit, not fully reaching as many students as I have in the past, talking too much from the front of the room. I have a theory as to why this is happening.
This is my fourth semester at the University of Iowa teaching rhetoric to mostly first-year students. After years of adjuncting, it's great to be able to teach the same course again and again. I'm able to learn from my mistakes and improve semester to semester. Even better, prepping for class takes less and less time each semester. I keep an archive of class activities from previous semesters in Scrivener, and I can quickly arrange a few of them to make up a whole class period. It's great.
During the past year and a half, our faculty development unit has been gathering data from students about how engaged they felt in their online courses. We wanted to use this data to develop a variety of strategies for faculty to use to better engage their students. Research provides evidence for the connection between higher student engagement and persistence and retention in online programs (Boston, et al., 2010; Wyatt, 2011). Encouraging student engagement is especially important in the online environment where attrition rates are higher than in the face-to-face setting (Allen & Seaman, 2015; Boston & Ice, 2011).
Kathryn DeWitt conquered high school like a gold-medal decathlete. She ran track, represented her school at a statewide girls’ leadership program and took eight Advanced Placement tests, including one for which she independently prepared, forgoing the class.
Expectations were high. Every day at 5 p.m. test scores and updated grades were posted online. Her mother would be the first to comment should her grade go down. “I would get home from track and she would say, ‘I see your grade dropped.’ I would say, ‘Mom, I think it’s a mistake.’ And she would say, ‘That’s what I thought.’ ” (The reason turned out to be typing errors. Ms. DeWitt graduated with straight A’s.)
Students cheat. Educators struggle to respond, sometimes blaming themselves for not making courses sufficiently interesting or relevant and sometimes engaging in a battle of wits or technologies with their students to prevent cheating. Sometimes we in higher education try to address cheating as a moral problem and sometimes as a pedagogical one. Another way to understand cheating, however, is to borrow an insight from Bill Clinton's 1992 presidential campaign, namely, “It’s the economy, stupid.”
Names … why do we have such trouble learning them? For those of us who struggle with names, it never gets easier, no matter how many tricks we try. It can be embarrassing—to ourselves and to others. I remember once visiting a mall while out of town and hearing someone calling my name.
Soon, a vaguely familiar person was greeting me with enthusiasm. “I am so happy to see you! It’s
been so long? How are you?”
Who is this?, I’m thinking to myself. Course rosters roll through my mind. Nothing. No associations. No connections. Finally, in embarrassment I admit. “I’m terribly sorry but I can’t remember your name.
Context: There is growing interest in the integration of meditation in higher education.
Purpose: Here, we review evidence bearing on the utility of meditation to facilitate the achievement of traditional educational goals and to enhance education of the “whole person.”
Research Design: We examine how meditation practices may help foster important cognitive skills of attention and information processing, as well build stress resilience and adaptive interpersonal capacities through a review of the published research literature.
Conclusions/Recommendations: We offer directions for future research, highlighting the importance of theory-based investigations, increased methodological rigor, expansion of the scope of education-related outcomes studied, and the study of best practices for teaching meditation in educational settings.
Just a tiny minority of Canadian students choose to study abroad, and that’s a problem. Here’s what some
universities are doing to try to reverse the trend.
Caitlyn Ryall had her doubts – and her fears. Then a third-year material art and design student at OCAD University,
Ms. Ryall weighed the pros and cons of heading abroad for a semester at the University of Southampton in Winchester, England. On the one hand, she felt an excitement and fascination due to her upbringing – her father is a travel writer, and she shared his wanderlust and curiosity about the world. On the other hand, she faced serious challenges: the costs were almost unthinkable (upwards of $15,000), the initial administrative processes seemed to be moving as slow as molasses, and the payoff, in terms of transfer credits, was uncertain. And it would be her first time abroad, without her traditional network of friends and family.
Many senior faculty members take on an administrative position, serving as chair of their department, undergraduate or graduate program director, or in upper administrative levels outside the department. Academic leaders step up for many reasons, including because they believe they can make a positive difference. Yet academic leadership comes with substantial challenges.
Such administrators often find themselves exhausted as they burn the candle at both ends. Leading is not only timeconsuming
but also unpredictable. Concerns, requests and demands come from every side -- students, staff members, faculty members -- and from administrators above them. Finding balance as an academic leader may seem impossible. As one chair told us, “My balance is that I’ll be done chairing after three years, so I’m just trying to ride this out.”
Education Pays 2013: The Benefits of Higher Education for Individuals and Society documents differences in the earnings and employment patterns of U.S. adults with different levels of education. It also compares health-related behaviors, reliance on
public assistance programs, civic participation, and indicators of the well-being of the next generation. Financial benefits are easier to document than nonpecuniary benefits, but the latter may be as important to students themselves, as well as to the society in which they participate. Our goal is to call attention to ways in which both individuals and society as a whole benefit
from increased levels of education.
Humor is one of my favorite teaching tools. I rely on it—when the room feels tense, when I sense learner drift, if I aspire to make a point more memorable. Humor doesn’t cause learning, but it does help create conditions conducive to it. It doesn’t make hard content easy, but it can make learning it feel easier.
After struggling for months to receive the accommodations she was entitled to, one student shares her story as a lesson for university administrators, faculty members and front-line staff.
As a minority group on university campuses, the unique needs of mature students can be easily overlooked. It is important that the term “mature students” does not disguise the heterogeneity of this group: “…it is erroneous to speak of ‘the adult learner’ as if there is a generic adult that can represent all adults.”1 However, amongst this varied group of students, there are common concerns that they share. This policy sets out students’ priorities in increasing the visibility of mature students on campus as well as optimizing their educational experience.
Mature students need more recognition of the different hurdles they face in achieving success. These can include situational barriers like a lack of time, lack of money, health issues, or dependant care,2 as well as attitudinal or dispositional barriers, including the fear of failure or alienation. Lastly, they also face systemic barriers such as restrictive course offerings and availability of instructors or support services outside of regular business hours
While binge drinking isn’t a new issue for universities and colleges, a more collaborative effort has emerged.
Thirty-six universities and colleges have teamed up with the Canadian Centre on Substance Use and Addiction and Universities Canada in an effort to curb high-risk drinking. The Postsecondary Partnership – Alcohol Harms (PEPAH), as it’s called, is connecting students and administrators with health experts to create campus programs to reduce harms related to binge drinking.
One of the most frequent questions faculty ask about the flipped classroom model is: “How do you encourage students to actually do the pre-class work and come to class prepared?”
This is not really a new question for educators. We’ve always assigned some type of homework, and there have always been students who do not come to class ready to learn. However, the flipped classroom conversation has launched this question straight to the top of the list of challenges faculty face when implementing this model in their classrooms. By design, the flipped model places more emphasis on the importance of homework or pre-class work to ensure that in-person class time is effective, allowing the instructor and the students to explore higher levels of application and analysis together. If students are unprepared, it leads to frustration, stress, and anxiety for everyone.
Every morning, before the coffee kicks in, I unload the dishwasher. This is more or less mindless work, but there often comes a moment when I'm forced to pause. I take out the silverware basket, put it on the counter, and look at the disorganized jumble: forks and spoons and knives sticking out every which way. For a split second, I am overwhelmed with a kind of paralysis — I don’t know where to begin. Of course, I soon snap out of it and start putting everything away.
That strikes me as similar to what instructors — particularly novice ones — face at the beginning of the fall semester.
It can be overwhelming to think of all of the objectives you have for your students. In my own writing courses, I want my students to learn how to construct an argument and how to write good sentences. I want them to understand the place of research, and how to integrate outside sources into their writing. Of course to become good writers, they need to be good readers, understanding how other writers create. And what about learning how to draft and revise? Trying to balance that glut of important skills, my head can become very muddled, very quickly.