Results are based on telephone interviews with –1,025– national adults, aged 18+, conducted October 5-6, 2013. For results based on the total sample of National Adults, one can say with 95% confidence that the margin of error is ±4 percentage points.
Interviews are conducted with respondents on landline telephones and cellular phones, with interviews conducted in Spanish for respondents who are primarily Spanish-speaking. Each sample of national adults includes a minimum quota of 50% cell phone respondents and 50% landline respondents, with additional minimum quotas by region. Landline and cell phones numbers are selected using random digit dial methods. Landline respondents are chosen at random within each household on the basis of which member had the most recent birthday.
Social networking use among internet users ages 50 and older has nearly doubled—from 22% to 42% over the past year.
While social media use has grown dramatically across all age groups, older users have been especially enthusiastic over the past year about embracing new networking tools. Although email continues to be the primary way that older users maintain contact with friends, families and colleagues, many users now rely on social network platforms to help manage their daily communications—sharing links, photos, videos, news and status updates with a growing network of contacts.
Half (47%) of internet users ages 50-64 and one in four (26%) users age 65 and older now use social networking sites.
Half of online adults ages 50-64 and one in four wired seniors now count themselves among the Facebooking and LinkedIn masses. That’s up from just 25% of online adults ages 50-64 and 13% of those ages 65 and older who reported social networking use one year ago in a survey conducted in April 2009.
Young adult internet users ages 18-29 continue to be the heaviest users of social networking sites like Facebook and LinkedIn, with 86% saying they use the sites. However, over the past year, their growth paled in comparison with the gains made by older users. Between April 2009 and May 2010, internet users ages 50-64 who said they use a social networking site like MySpace, Facebook or LinkedIn grew 88% and those ages 65 and older grew 100% in their adoption of the sites, compared with a growth rate of 13% for those ages 18-29.
Spending on research and development (R&D) in Canada's higher education sector increased 2.3% on a fiscal year basis between 2011/2012 and 2012/2013 to $12.1 billion. The higher education sector is composed of universities and affiliated research hospitals, experimental stations and clinics.
When adjusted for inflation, higher education R&D spending rose 0.6% in 2012/2013, the smallest constant dollar increase in a decade. Provincially, Newfoundland and Labrador, Nova Scotia, Ontario, Alberta and British Columbia increased spending
on R&D in the higher education sector in 2012/2013. While Newfoundland and Labrador posted the largest year-over-year percentage increase in spending, Ontario accounted for most of the national gain in 2012/2013.
Total expenditures on R&D are classified into two fields of science: natural sciences and engineering as well as social sciences and humanities. Overall, about 80% of total R&D expenditures were concentrated on natural sciences and engineering, which rose 2.2% from 2011/2012 to $9.7 billion. Spending on social sciences and humanities R&D increased 2.6% to $2.4 billion.
ABSTRACT. I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to build- ing social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global
stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a multitude of stakeholder claims and have to build enduring and mutually beneficial
relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest,
third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups.
Education is a crucial enabler in the modern world, giving children skills that are essential in later life. Parents expect these skills to be learned at different stages of education, with confidence (47%) and competency in the core skills of Maths, Science and English (43%) the most important outcomes of a good primary education.
At secondary school, parents want a good education to deliver skills in core subjects (40%) and in key areas such as problem solving (35%), computer literacy (32%) and analytical thinking (32%). University is seen as a springboard for success. More than two in five (43%) parents around the world say the ability to compete in the workplace is a key expectation of a good university education.
However, parents are united in having high aspirations for their children. Nearly nine in 10 (89%) parents want their child to go to university. Just over three in five (62%) want their child to study to a postgraduate level.
Just as goods, services, products, and daily news gradually become widespread going beyond borders due to mass media, and global free movement, so do scientific publications, books, and academic work. As a result of the mind-blowing developments in publishing industry and communication, a piece of information, comments, or inventions belonging to a nation, country,
university, or an academic ach the furthest country immediately and be shared with other societies and scientists.
An important consequence of intensification of economic, political, and cultural relations among countries is that scientific and educational cooperation has increased. Only 30-40 years ago, there was only a handful of books and articles published abroad
by Turkish scientists, yet today, hundreds of articles are published in magazines, and many books are printed by foreign publishing houses, which gives various nations information on science, arts, sports, politics, education, and inventions in Turkey.
EXECUTIVE SUMMARY
This report is based on findings from a pair of Pew Research Center surveys conducted this spring. One is a telephone survey taken among a nationally representative sample of 2,142 adults ages 18 and older. The other is an online survey, done in association with the Chronicle of Higher Education, among the presidents of 1,055 two-year and four-year private, public, and for-profit colleges and universities.
Here is a summary of key findings:
Survey of the General Public
Cost and Value. A majority of Americans (57%) say the higher education system in the United States fails to provide students with good value for the money they and their families spend. An even larger majority—75%—says college is too expensive for most Americans to afford. At the same time, however, an overwhelming majority of college graduates—86%—say that college has been a good investment for them personally.
Monetary Payoff. Adults who graduated from a four-year college believe that, on average, they are earning $20,000 more a year as a result of having gotten that degree. Adults who did not attend college believe that, on average, they are earning $20,000 a year less as a result. These matched estimates by the public are very close to the median gap in annual earnings between a high school and college graduate as reported by the U.S. Census Bureau in 2010: $19,550. A more detailed Pew Research Center analysis (see Chapter 5) shows that this gap varies by type of degree and field of study.
Student Loans. A record share of students are leaving college with a substantial debt burden, and among those who do, about half (48%) say that paying off that debt made it harder to pay other bills; a quarter say it has made it harder to buy a home (25%); and about a quarter say it has had an impact on their career choices (24%).
Why Not College? Nearly every parent surveyed (94%) says they expect their child to attend college, but even as college enrollments have reached record levels, most young adults in this country still do not attend a four-year college. The main barrier is financial. Among adults ages 18 to 34 who are not in school and do not have a bachelor’s degree, two-thirds say a major reason for not continuing their education is the need to support a family. Also, 57% say they would prefer to work and make money; and 48% say they can't afford to go to college.
Millennials have gotten a bad rap for their habit of moving in with their parents after post-secondary school. There's even a disparaging term for the phenomenon — "failure to launch syndrome."
Over the last decade, Ontario has had great success increasing high school graduation rates (5 year rates have improved from approximately 68% to 82%1), and sending more graduates on to university, college, or apprenticeships. But some students—Aboriginal, low-income, disabled, and those from the English-speaking Caribbean and Central and South America—still do not share equally in educational success.
Improved graduation rates stem largely from the province’s Student Success Strategy, which has created more caring,
motivating environments for students in grades 7 to 12, with focused support for at-risk learners and at key transitions.
Ontario has also expanded co-operative education, developed ways to make up components of failed courses through a
system known as “credit recovery,” created focused programs called Specialist High Skills Majors, and designed programs
that let students earn dual credits that count toward both their high-school diploma and a post-secondary diploma, degree or
certification.
School Finder
Review of Colleges and Universities and other educational issues.
Let’s quickly look at the difference between the two:
IQ is a score based on a standardized test of your intelligence EQ is a measure of a person’s level
of emotional intelligence
Emotional intelligence, or EQ, is more important than IQ.
This study examines the TERTIARY educational needs in Kosovo. Review of past studies revealed limited information on specific needs or suggestions on how to solve the problem. A total of 24 experts from various industries, organizations, and government were interviewed. Gaps in fields of study as well as skills were identified. The fields identified as most needed are Accounting, IT, Marketing, Human Resource Management, and Agricultural Engineering and Management. While some of these fields of study exist already in the university system in Kosovo, the experts showed concern over lack of various business and entrepreneurial skills currently provided. Lack of education in International Relations was related to inability to create a sustainable global exporting system across all industries. This assessment leads to a further conclusion that several basic skills expected from college graduates are missing. The skills identified as most important included Organizational Management, Efficient Planning, Critical Thinking, Analytical skills, Positive Attitude, Work Ethic, Time Management, Writing Reports, Self-Discipline, Self-Motivation, Teamwork, and Team Motivation.
The first day of class is critical. What happens on the first day, even in the first moments, sets the tone for the entire course. The impression you make will last the entire semester, and today’s students are not shy about sharing their opinions. In fact, they are savvy consumers who want classes that meet their needs and that are taught by organized, competent instructors who engage them from the minute they walk into their room. Most students will make up their minds about the course and the instructor in that first class period.
There is a lot at stake that first day. Your first impression helps students determine whether they will stay in your class or whether they will switch to a different section—with a different instructor—or drop it. That is why you must use the first day, the first moments of class, to inspire confidence in your abilities.
Students also want to feel welcome and prepared for success. They do not want to stay in a class where they feel out of place or ill-equipped for the subject matter. The challenge is to create a classroom atmosphere where the rules are clear; expectations are high; and yet students feel welcome, comfortable, and engaged.
This premise might sound daunting, but it is not impossible. Instructors have the power and the tools to make that first day matter and to set the tone for the entire term.
It is important to be deliberate about classroom management. An instructor’s job is to teach, and creating an effective learning environment is necessary for students to learn. While it might seem heavy-handed to focus so much energy on procedures and expectations, the first-day strategies in this report will actually lead to less time spent on classroom management throughout the term. Remember that your classroom will develop its own distinct environment and culture. If you don’t make a concerted effort to set the tone, the students will. Most everyone has been in or in front of a class with an adversarial dynamic, yet no one wants to feel at odds with students. A tense, disorganized, or, worse, hostile atmosphere interferes with your pedagogy
and impedes student learning. It wastes time and disengages students. It leads to poor evaluations. Moreover, it is unnecessary and easily avoidable.
College professors, instructors, and teaching assistants are subject matter specialists, but many have never had training in classroom instructional management. By learning instructional management strategies for the college classroom, instructors can improve and control classroom climate as well as student participation. The preparation strategies and easy-to-implement procedures contained in this report will enable you to remain in calm command of the class on the very first day and for the duration of the course.
The traditional pathway into postsecondary education (PSE) is to enter college or university directly after graduating from high school. Not all students follow the traditional pathway into PSE. The Ontario government recently set a goal “to raise the postsecondary [attainment] rate to 70 per cent” (Speech from the Throne, 2010). In 2011, 64 per cent of Ontario residents aged between 25 and 64 held a PSE credential.1 One way to help reach the target educational attainment rate of 70 per cent is for Ontario colleges and universities to attract and retain learners who follow non-traditional pathways. Therefore, one of the priorities of the Higher Education Quality Council of Ontario (HEQCO) is to evaluate the adequacy and efficiency of non-traditional pathways in obtaining a PSE credential. This study mainly examined one non-traditional pathway, delayed entry into PSE. Graduates who have taken more years than expected to graduate are also included in the discussion. The purpose of this paper is to address the following research questions:
• What is the demographic profile of these non-traditional graduates?
• Are their program choices and pathways through PSE different from those of direct entrants?
• Do their labour market outcomes differ from those of direct entrants?
It is generally understood that skills make critical contributions to Canada’s prosperity. However, there is uncertainty about precisely which skills are needed to thrive in tomorrow’s economy, how skills directly contribute to innovation and productivity, whether some skills are more connected to these goals than others, and whether there is an optimal combination of skills that fosters growth. Many skills are required to advance human knowledge and social and economic development. However, in a complex and uncertain global economy, science, technology, engineering, and mathematics (STEM) skills are in the spotlight, as countries aim to maximize their economic competitiveness and productivity. As a result, governments, policy-makers, educators, and business leaders are particularly concerned about how well equipped Canada is with the STEM skills needed to fulfil labour market demands and promote innovation.
One of my primary research interests is the design of higher education systems, a subject on which I did background papers for recent commissions on postsecondary education in Ontario and British Columbia. I am interested in both factors that influence the design of higher education systems and in the implications of different system designs for accessibility, quality, innovation, and the effectiveness of higher education in meeting societal needs. An example of analysis of the design of a higher education system is found in a recent book that I co-authored (Clark, Moran, Skolnik, and Trick, 2009). We concluded that the design
employed in Ontario for the provision of baccalaureate education is inefficient, because it attempts to provide almost all baccalaureate education through a system of publicly funded research universities, the most expensive model for the provision of bachelor’s programs. In our recommendations we emphasized the need for greater institutional differentiation among
providers of baccalaureate credit activity. This would include having a few predominantly teaching universities that concentrate on baccalaureate programming; an open university; and making credit transfer a major function of the colleges.
Since the Higher Education Quality Council of Ontario (HEQCO) was launched, it has completed and published more than 140 research studies – and funded dozens more that are currently underway – that explore a wide range of trends and issues involving Ontario's postsecondary system. Drawing mainly from HEQCO's own research, this @Issue paper:
. Describes how the definition of student success has gradually broadened at Ontario colleges and universities;
. Summarizes some of the underlying institutional and student population factors that also impact on most current measures of student success;
. Provides broad observations about some recent findings as they relate to the awareness, utilization and impact of various student service, course-based and other initiatives designed to promote student success;
. Recommends what can be measured – as well as how and what outcomes can be expected – when it comes to initiatives and interventions designed to improve student success.
Some readers will be looking for the "silver bullet" within this paper. They will want to be told about a best practice that has been proven to be most effective at improving academic achievement, retention or engagement at an Ontario college or university, and that can be replicated to equal effect elsewhere. This @Issue paper does not identify “silver bullets.†As explained in the pages that follow, the scope and scale of an intervention may make it difficult to measure – or even expect – considerable impacts on student success, especially in the short term.
This paper does provide broad lessons, however, that are likely to be applicable across a wide range of student service, course-based and other interventions currently offered at Ontario colleges and universities.
Defining “Student Successâ€
For several decades, both governments and colleges/universities in Ontario and across Canada have tried to broaden access to postsecondary education (PSE) In particular, it was believed that a wide variety of barriers – family and social background, financial resources, information about options, etc. – needed to be overcome to encourage broader PSE participation, especially by those from traditionally under-represented groups (low income, first-generation, Aboriginal, visible
minority, rural, etc.).
Much has been written about the challenges of teaching an online course. While not discounting the unique (and sometimes frustrating) aspects of the online learning environment, it could be said that, despite the numerous differences, many of the same course management strategies that are essential to success in a traditional classroom also apply in the online classroom. These strategies include the importance of a strong syllabus, clear directions, well-organized materials, and timely feedback.
Of course, the big challenge for online instructors is that the very nature of online education amplifies the importance of properly addressing these management issues, while throwing a few more additional obstacles into the mix. Choosing the right communication tools and protocols, addressing technology problems, managing student expectations, and building community are just some of issues that can stretch online instructors to the breaking point.
11 Strategies for Managing Your Online Courses was created to help online instructors
tackle many of the course management issues that can erode the efficiency and effectiveness
of an online course. It features 11 articles pulled from the pages of Online Classroom,
including:
• Syllabus Template Development for Online Course Success
• The Online Instructor’s Challenge: Helping ‘Newbies’
• Virtual Sections: A Creative Strategy for Managing Large Online Classes
• Internal or External Email for Online Courses?
• Trial by Fire: Online Teaching Tips That Work
• The Challenge of Teaching Across Generations
It’s important to keep in mind that you’re not the only one who may be a little anxious
about going online. Students often have anxiety when taking their first online course. It’s
up to you to help them feel more confident and secure, all the while keeping your
workload at a manageable level. The course management tips in this report will help.
Rob Kelly
Editor
Online Classroom
While there is broad consensus that literacy skills are essential for work and life in general,
there is less consensus about numeracy, even though both are defined as essential skills by a number of sources,
including provincial and national governments and international agencies. As a part of HEQCO’s
continuing examination of learning outcomes in Ontario’s postsecondary sector, this report reviews the available data on numeracy skills and revisits the postsecondary sector’s understanding and treatment of numeracy as an
essential skill.
The 2011 Meeting of the OECD Council at Ministerial level is the first milestone in the Gender Initiative, which was launched by the OECD to help governments promote gender equality in Education, Employment and Entrepreneurship (the “three Es”). Reducing persistent gender inequalities is necessary not only for reasons of fairness and equity but also out of economic
necessity. Greater economic opportunities for women will help to increase labour productivity, and higher female employment will widen the base of taxpayers and contributors to social protection systems which will come under increasing pressure due to population ageing. More gender diversity would help promote innovation and competitiveness in business. Greater economic empowerment of women and greater gender equality in leadership are key components of the OECD’s wider agenda to
develop policies for stronger, better and fairer growth.