OUSA asked students to answer questions about their experience with high-impact learning, active and participatory learning, work-integrated learning, and online courses. Students were also asked to provide their impressions about what resources should be prioritized within their university, as well as how they viewed the balance between teaching and learning at their institution.
This paper presents the findings from a research study on the implementation of an alternative evaluation strategy into a third-year class, which changed the learning environment by allowing students to choose how they would be evaluated. The specific objective of the study was to determine if the implementation of this evaluation strategy would improve student engagement, the quality of the learning experience and address challenges associated with increased diversity in student capabilities.
During the Winter 2012 and Winter 2013 semesters, PSY3523: Psychologie de la famille (Psychology of the Family) was taught at the University of Ottawa as a course offered to a maximum of 100 students per semester. The course incorporates various teaching methods, including traditional lectures, the use of documentaries and group discussions, as well as student-led mini-classes. The course implemented an evaluation strategy that combined traditional examinations (midterm and final exams) with the option of completing a term project. If students elected to complete a term project, they could choose from two different options (i.e., to prepare a mini-class or to participate in the Community Service Learning program at the University of Ottawa). Additionally, teaching assistant (TA)-led tutorials were scheduled throughout the semester to help students succeed in both the traditional examinations and the term project. Finally, material presented in the tutorials, as well as weekly quizzes, were made available online for students to consult as needed throughout the semester to support their engagement and success in the course.
Immigrants will represent nearly 100 per cent of net labour market growth in Canada by the year 2011.1 More than ever, employers recognize the need to effectively integrate immigrants into the workplace and they seek solutions to leverage the talents and contributions immigrants bring to the Canadian economy.
From January to March 2009, Colleges Ontario and 12 colleges consulted with employers, ethno-cultural business organizations, business associations and unions to find out their views on employing immigrants and how colleges can support the transition of immigrants to the province’s workforce. Input was obtained through a variety of formats including facilitated round-table discussions, one-on-one dialogues, and an online questionnaire. The purpose of these consultations was to obtain advice from employers on how colleges can better address language needs for the workplace and support immigrant integration.
Colleges engaged in discussions with 218 organizations. These organizations represented a wide cross-section of large, medium and small businesses in five industry sectors that included health care, hospitality, science and technology, construction and manufacturing. Many of these organizations were interested in participating because they understand the valuable role of immigrants in helping companies respond to current labour and consumer market realities.
This report presents the findings from these consultations, offering a snapshot of the experiences of the participants, and outlining some suggestions on how colleges can play an even greater role in effectively integrating immigrants into the workplace.
This is a multiple case study of seven colleges using field methods research to examine institutional life and organizational context. This study determines that community colleges in both Canada and the United States exhibited educational and work behaviors in the 1990s consistent with the globalization process. Education was oriented to the marketplace, and the needs of business and industry received high priority in educational programming. Work within these institutions was valued for and carried out with economic ends: to realize productivity and efficiency.
International education is becoming an increasingly competitive sector within the field of postsecondary education. Tomorrow’s leaders will be expected to speak multiple languages, work in foreign countries, and bridge cultural differences to achieve social, economic and political objectives. Governments around the world are responding to this trend by intensifying the internationalization of their higher education systems — both attracting a greater number of international students and ensuring their citizens are able to pursue studies beyond national boundaries. In our globalized world, the demand for international education and experience continues to grow rapidly.
Within the context of my Ph.D. dissertation, I am interested in (1) the impact of superiors management skills and subordinates’ working skills on the building of their (hierarchical) relationship and (2) the impact this hierarchical relationship has upon the mental health of workers (i.e. both superiors and subordinates). Research to date has revealed the potentially negative consequences that hierarchical relationships can have on mental health; thus, for
example, Brun, Biron, Martel & Ivers (2003) found that poor relations with the supervisor constitutes a significant risk factor for mental health. Leiter and Maslach (2004) report similar findings, that is to say, that the quality of social interactions at work is a major risk factor for mental health.
Some of Ontario’s universities may have to reconsider their plans to expand master’s and PhD programs as the province tries to encourage the sector to focus on training students who graduate with skills that are in demand.
Over the next few months, the Liberal government will begin negotiations with the province’s universities that will ultimately lead to a higher portion of funds being linked to each institution’s outcomes, such as graduation or employment rates.
As part of those talks, the government will hold discussions on how and where it provides grants for graduate-level programs. In an earlier round of agreements, the province had agreed to support a certain number of spots at each university. Universities that have not yet attracted enough students to meet those targets will have to explain how they plan to fill the spots or face losing them to programs that are running at capacity, sources said.
For college and university presidents, the process of apologizing after high-profile missteps can seem to take as long as a tortoise walking a mile.
As a result, the actions Wednesday of University of California, Irvine, Chancellor Howard Gillman stand out as noteworthy. Days after news broke that the university revoked admission offers from 499 students, Chancellor Howard Gillman issued a public statement offering a personal apology. The university would admit all accepted students except for those who dropped below its academic standards, he said.
The relative speed and decisiveness with which Gillman acted raise the question of why more university presidents don’t step in so swiftly. Higher education’s recent history is littered with instances of leaders who seemingly hesitated to offer forceful apologies. Instead of pleasing the public by uttering two little words and a promise to fix
things, such presidents have been seen as incompetent, stonewalling or hemming and hawing.
What's the worst college major for your career, according to Forbes? Anthropology and archaeology. Kiplinger's says to stay away from religious studies, music, anthropology and art history.
Such warnings are common these days. And liberal arts professors and admissions deans at liberal arts colleges will tell you that plenty of students (and an even larger share of parents) believe them. Many colleges with liberal arts roots are rushing to add preprofessional programs.
Despite the tremendous growth of distance education, retention remains its Achilles’ heel. Estimates of the failed retention rate for distance education undergraduates range from 20 to 50 percent. Distance education administrators believe the failed retention rate for online courses may be 10 to 20 percent higher than for face-to-face courses.
As an increasing number of colleges and universities identify online education as a critical component to their long-term strategy, the issue of retention can no longer be ignored. It is mandatory for everyone who touches the distance learner to understand why these students leave their online courses, and what it will take to keep them there.
Higher education is experiencing more change than ever before. For those in higher education, change is coming at lightening speed and from multiple directions. On a macro level, we’re experiencing change in terms of greater accountability and regulation from our individual states, the federal government, and our accrediting bodies. At the same time, at the micro level, we are experiencing demographic shifts and changing workforce needs in our local communities and districts. The term “sea change” is used frequently to describe the events shaping higher education, particularly community colleges, today. In so many ways, this is an apt description of the swiftly changing landscape we face.
Every developed country is racing to keep up with profound and fundamental changes in the 21st century. The new knowledge economy is creating unprecedented demands for higher levels of expertise and skills, while, at the same time, changing demographics will significantly reduce the numbers of qualified people available in the economy.
The cumulative impact presents great opportunities and great challenges to Ontario.
This article examines the impact of culturally responsive pedagogy in an introduction to university course developed in collaboration with local and place-based First Nations communities, Aboriginal Access Studies and the Faculty of Education of the University of British Columbia’s Okanagan Campus. In keeping with requests that Indigenous worldviews be incorporated into curriculum, the content of EDUC 104, modelled on the University of South Carolina’s University 101 Programs, was adapted to incorporate Indigenous traditions of teaching and learning. The introductory course included a holistic approach aimed at supporting the social and emotional well-being of students. Facilitated by peer mentoring, collaborative circles of learning introduced seminal concepts and facilitated the progressive use of newly learned skills. As part of a longitudinal research, the following presents the content of interviews conducted at the conclusion of the courses. Analysis indicated that three themes emerged emphasizing the importance of the circles of learning, peer mentoring, and the relationship with the instructor. In particular, the results demonstrated the perceived value of the course from the students’ perspectives.
A DISCUSSION of educational leadership in these troublous times might concern itself with an attempt to review our social and economic ills, to show their relationship to education, and to propose the way out by means of economic and social reconstruction. I shall assume that all of you are familiar with current discussion concerning the maladjustments in our society. I shall take it
for granted, as well, that you are conversant with the opposed points of view of those who see the
need for complete reorganization of our economic life, our government, and indeed the whole social
order, and those who believe that progress lies in the more gradual evolution of our society. I
feel sure that you will agree with me that leaders in education and in all other walks of
life will need to cooperate in finding and putting into effect those changes which will contribute to the common good. I take it, as well, that you would agree that those of us who work in the field of education must depend for guidance on experts in economics, in government, in psychology, in sociology, and in anthropology if we are to have a sound basis in fact for our thinking with respect to social change.
Love or hate it, group work can create powerful learning experiences for students. From understanding course content to developing problem solving, teamwork and communica-tion skills, group work is an effective teaching strategy whose lessons may endure well beyond the end of a course. So why is it that so many students (and some faculty) hate it?
The number of students with disability in higher education is increasing. National data reveal differences in the retention and success of these students across Australian higher education institutions but the reasons for this are not clear. The overarching aim of this study was to explore the relationship between supports and university adjustment for students with disability, and their retention and success.
The purpose of this research study was to investigate if and how mobile devices could be used to support the required program outcomes in a blended pre-service teacher education degree. All students enrolled in an educational technology course during the fall 2011 semester were provided with ViewSonic tablets. Through faculty interviews, student online
surveys, and a post- course focus group, the study participants indicated that mobile devices could be useful for supporting future professional responsibilities (e.g., career-long learning, collaboration) and facilitating student learning but less effective for planning, assessment, and managing the classroom environment.
This pilot study examines alternative entrance pathways into York University undergraduate degree programs for students who apply from outside the formal education system. These alternative pathways are designed to facilitate university access for students from under-represented populations (for example, low-income, first-generation, Aboriginal, racialized minorities, differently abled, newcomers to Canada, sole-support caregivers, students with incomplete high school education, or some combination of the preceding).
According to Beghetto, there are three major perspectives for including creativity in the classroom. The first is the “radical change” view that requires entirely rethinking the goals of the K–12 curriculum and the ways in which teachers teach. The second approach, the “additive change,” incorporates “extra” or “new” creativity activities to the current curriculum. Finally,
the third perspective, which the author argues for and illustrates in this book, is the “slight change” one. More specifically, the goal of the book is to show that teachers do not have to make radical changes in their present academic responsibilities to incorporate creativity in their classrooms; instead, “teachers [can] develop an understanding of the role of creativity in the
classroom, common challenges that get in the way of including creativity in one’s classroom, and practical insights for addressing those challenges in the context of one’s everyday teaching” (p. xii).
There are about 420 registered private career colleges (PCCs) in Ontario – the number is in constant flux. 60% of schools are ten years of age or younger. They serve 53,000 full time equivalent (FTE) students, or about 1 in 15 Ontario postsecondary students. Their overall vocational revenues are in the order of $360M annually. They are mostly small; 70% have total revenues under $1M and average enrolment is under 200.