Ask most people who don't teach online about the likelihood of academic dishonesty in an online class and you will likely hear concerns about the many ways that students could misrepresent themselves online. In fact, this concern about student representation is so prevalent it made its way into the Higher Education Opportunities Act (HEOA). Passed into law in 2008, the act brought a few big changes to online education, including a new requirement to “ensure that the student enrolled in an online class is the student doing the coursework Although there'ome disagreement as to whether distance education is more susceptible to academic dishonesty than other forms of instruction, what isn't up for debate is the fact that for as long as there's been exams, there's been cheating on exams. The online environment simply opens up a different set of challenges that aren't typically seen in traditional face-to-face courses.
Promoting Academic Integrity in Online Education was developed to help you understand the latest tools and techniques for mitigating cheating and other unethical behaviors in your online courses. The report features nine articles from Distance Education Report, including:• Combating Online Dishonesty with Communities of Integrity
. 91 Ways to Maintain Academic Integrity in Online Courses
. The New News about Cheating for Distance Educators
. A Problem of Core Values: Academic Integrity in Distance Learning
. Practical Tips for Preventing Cheating on Online Exams
Online education didn't invent cheating, but it does present unique challenges. This report provides proactive ways for meeting these challenges head on.
This paper explores the nature of complexity theory and its applications for educational reform. It briefly explains the history of complexity theory and identifies the key concepts of complex adaptive systems, and then moves on to define the differences between simple, complicated, and complex approaches to educational reform. Special attention is given to work currently underway in the fields of healthcare, emergency management and ecology that draws on complexity theory to build more resilient and robust response systems capable of adapting to changing needs and of identifying key pressure points in the system. Finally, this paper presents several examples of educational reform programmes undertaken worldwide that have implemented complexity theory principles to achieve positive results. It also recommends involving multiple stakeholders across the different levels of governance structure, increasing lateral knowledge-sharing between schools and districts, and transforming policy interventions to bring greater flexibility to the reform process. This move toward feedback-driven adaptive reform allows for better targeting of programmes to specific contexts and may prove a key way forward for educational policymakers
The third stream agenda is a critical strategy in the pursuit of enriched learning, enhancing student employability and much needed revenues. Voices of support of the third stream agenda resonate across political parties, the business community and universities. Academic journals have also reflected a scenario in which the academic community of practice have transformed its rational into ‘can do’ mission statements and strategic policies with a clear focus to source, convert and embed third stream activities. In return, universities seek quarries such as more marketable programmes of studies, committed and commercially
aware academics, improved business interchange and in light of the economic recession and subsequent austere measures, the replenishment of new revenue streams.
I f you want to be a chair, dean, provost, or even president, you must ace every step of the hiring process, or you will not advance to the next. Each stage has its own nuances and peculiarities.
So far in the Admin 101 series, we have covered the initial decision to seek a leadership position, the ways to prep for the job hunt, the challenges of working with search consultants, and the tricks to assembling your application.
Now we turn to a crucial intermediate step before you are a full-fledged candidate: getting your name in the pool that matters. That is, either: (a) the pool of people that an executive-search firm will present to the hiring committee or, (b) where no outside consultant is used, the pool taken seriously by the campus search committee. In both cases, your goal is to be selected for the next step — a first-round interview, often held at an airport or on Skype.
Tinto vita
SOME HIGHLIGHTS & KEY CONCLUSIONS…
1. Transition from “elite” to “universal” higher education
2. The emergence of a new research paradigm
3. Average total funding has not declined…
4. Ontario undergraduate teaching uses the world’s most expensive model but…
5. The current reality is very different
6. Funding drives university behaviour – One-size-fits- all
In the wake of student suicides, universities are reflecting on how to respond, and on their approaches to dealing
with mental health.
It can sometimes feel like the final days of a semester can’t come soon enough. Compounding that feeling, because
of where the Easter long weekend fell on the calendar this past academic year, the final exam period at the
University of Guelph ended on a Monday instead of the Friday before. Across the undergraduate residences,
advisers made extra efforts to check in with students to see how they were doing.
Are books a condition of our labour? Do we need libraries with stacks and physical collections? Recent discussions within libraries across the country have highlighted faculty anxiety and displeasure with the fate of university libraries, as cuts are made to purchasing and operating budgets, collections culled, and the very nature of acquisitions transformed by changes in the
methods of conducting and disseminating our research. Are libraries not an intrinsic part of our working conditions? How can we teach a student about the history of slavery, for example, if they do not have access to a wide range of interpretive sources that reflect changes in the writing of history over time? How can we encourage students to seek out many different kinds of evidence and to ask new and innovative questions, if libraries do not offer a variety of materials from a variety of different time periods? How can we encourage students to be venturesome and curious if they can no longer browse shelves? Those of us at smaller institutions long ago gave up the idea of having a ‘research’ library, but we do need very basic book collections, as well as collections of government documents and other sources that have not been digitized and, in fact, may never be. Without these, our teaching will be impoverished and our students’ learning will too.
Preventing youth suicide is an issue that naturally garners support from everyone including parents, policy makers and youth directly and indirectly affected. Schools can play a positive role in suicide prevention because they offer consistent, direct contact time with large populations of young people. There are other important reasons why schools should be involved in suicide prevention:
Maybe they didn’t think of this back in 2006 when the province scrapped mandatory retirement.
Ten years later, baby boomers in big numbers are blowing past the old retirement age of 65, some working into their
70s.
They can defer pensions for a while, but at 71, they’re forced to collect work and government pensions along with
their paycheques.
Who would want to work that long? You might be surprised.
The role of academic deans is critical to the success of higher education academic institutions. This study
illustrates the leadership approach of Ohio’s academic deans. This quantitative study researched and analyzed
whether differences exists between the leadership styles of academic deans and the independent variables of age,
number of faculty supervised, and the number of years of experience.. Blake and Mouton’s Managerial Grid was utilized for this study. Blake and Mouton theory is based on five predominate leadership styles: Data for this study was gathered using a researcher designed instrument along with the Styles of Leadership Survey to gather information about the academic deans. The surveys were administered through U.S. mail to the deans’ office
address. ANOVA methodology was used to analyze the data. It appears from the results of this study that no
significant independent differences exist among the leadership styles and the independent variables.
Keywords: Leadership, Academic Deans, Managerial Grid, Chief Academic officer, University
Drawing from the National Survey on Drug Use and Health (NSDUH; N 611,880), a nationally representative survey of U.S. adolescents and adults, we assess age, period, and cohort trends in mood disorders and suicide-related outcomes since the mid-2000s. Rates of major depressive episode in the last year increased 52% 2005–2017 (from 8.7% to 13.2%) among adolescents aged 12 to 17 and 63% 2009–2017 (from 8.1% to 13.2%) among young adults 18–25. Serious psychological distress in the last month and suicide-related outcomes (suicidal ideation, plans, attempts, and deaths by suicide) in the last year also increased among young adults 18–25 from 2008–2017 (with a 71% increase in serious psychological distress), with less consistent and weaker increases among adults ages 26 and over. Hierarchical linear modeling analyses separating the effects of age, period, and birth cohort suggest the trends among adults are primarily due to cohort, with a steady rise in mood disorder and suicide-related outcomes between cohorts born from the early 1980s (Millennials) to the late 1990s (iGen). Cultural
trends contributing to an increase in mood disorders and suicidal thoughts and behaviors since the mid-2000s, including the rise of electronic communication and digital media and declines in sleep duration, may have had a larger impact on younger people, creating a cohort effect.
This report is a summary of research undertaken for Gabriel Dumont Institute Training and Employment, a branch of the Gabriel Dumont Institute, about the Gabriel Dumont Institute’s Aboriginal Apprenticeship Initiative. The initiative was administered by Gabriel Dumont Institute Training and Employment.
The report is divided into five sections. The next section (Section 2) provides a general overview of the labour market in Saskatchewan with particular emphasis on Aboriginal people and the skilled trades. Included in that section is a short-term outlook for employment in the apprenticeable trades. Section 3 describes the Saskatchewan apprenticeship system including statistics about the total number of apprentices and the number of Aboriginal apprentices in Saskatchewan.
Ontario's colleges of applied arts and technology (CAATs) were granted authority to offer bachelor degrees in 2000, and the first degree programs were offered in 2002. The rationale for granted colleges permission to offer degrees was threefold: first it was to meet the needs of a higher skilled workforce in a changing economic, social and political environment; second, it was to widen access to degrees for Ontarians overall, but particularly for students from disadvantaged backgrounds who are more likely to attend a college than a university; and third, it was anticipated that college degrees would be less expensive than university degrees for students and governments (Skolnik 2016b).
Vision
Durham College is the premier postsecondary destination for students who succeed in a dynamic and supportive learning environment. Our graduates develop the professional and personal skills required to realize meaningful careers and make a difference in the world.
Mission
The student experience comes first at Durham College.
This study examines 143 graduate assignments across 12 faculties or schools in a Canadian university in order to identify types of writing tasks. Based on the descriptions provided by the instructors, we identified nine types of assignments,
with scholarly essay being the most common, followed by summary and response, literature review, project, review, case analysis, proposal, exam, and creative writing. Many assignments are instructor-controlled and have specific content requirements. Some are also process-oriented, providing students with teacher or peer feedback on outlines or initial drafts, suggestions for topic choices, and examples of good writing. With an overview of the types of writing tasks across campus, the study has implications for English for Academic Purposes (EAP) or graduate writing program designers,
material developers, educators working within and across disciplines, and researchers interested in the types of university writing assignments in Canada.
Three years ago, Schreiner University recognized a need for nursing education in south central Texas. Many registered nurses at local hospitals lacked a bachelor’s of science in nursing -- a degree that would open the door to higher salaries and greater responsibilities.
Schreiner decided to address this issue by building an online nursing program. There was just one problem: the private university didn't have the internal expertise and start-up capital to create such a program.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
While community colleges have existed more than a century, their role began to shift in the late 1940s from primarily serving as a transfer/junior college to that of supporting the greater community in addressing the need for highly skilled talent required by a 21st century economy. Community colleges remain a vehicle to transfer students to “senior” colleges and universities, but also provide an essential bridge to employment in local communities and beyond. As a result, community colleges are now major players in providing businesses with the talent they need to compete in local, regional, and national economies.
Faculty and staff are the heart of an institution. Colleges and universities have hundreds and sometimes thousands of employees who each day deliver on the institution’s brand promise to students and others. But have we truly invested in understanding and articulating our institution’s employer brand, with prospective and current employees in mind?
During my dissertation research on higher education multi-campus brand coherence, I studied a peer institution of my university. The qualitative data collection included one-on-one interviews with more than 20 senior administrators (starting with the president), whose areas of responsibility were closely connected to the university’s brand. Participants often asked who
else I was meeting with and responded with surprise when I mentioned the vice president for human resources. “Oh, that’s interesting. Why would you want to meet with HR?”