Whenever I assign a long reading for homework or offer to peruse one collectively, a tremendous
sigh can be heard filling up the room. Groans of “Do we have to?” or “I’ve never read anything that
long in my life” punctuate the anticipated boredom, and everyone settles in to (grudgingly) do the
work.
For instructors, that isn’t a rare occurrence. Our roles require us teach basic tenets of literature, engage students in thinking about rhetoric and symbolism, and ideally guide them as they evolve into better writers and critical thinkers. However, as we try to reach students who are reading increasingly shorter and shorter pieces, or not at all, one question arises: Do we need to change how and what we teach in English courses, or is it already too late?
The provincial government is taking steps to address the Truth and Reconciliation Commission of Canada's (TRC) Calls to Action regarding education and training, including introducing mandatory Indigenous cultural competency and anti-racism training for every employee in the Ontario Public Service (OPS) and implementing mandatory learning expectations in Ontario's public education system curriculum.
On university campuses across Ontario, students who are LGBTQ+ face varying levels of discrimination, exclusion, and increased health and safety risks. In the Fall of 2014, OUSA conducted focus groups, interviews, and an online survey designed to gain insight into some of the experiences of LGBTQ+ students and to explore possible policy interventions. Guided by these student voices - and informed by best practices highlighted in existing literature - this paper offers recommendations to improve equity, safety, and inclusion.
Through the writings and research of pre-eminent online learning expert, Dr. Tony Bates
For almost 50 years, Tony Bates has been a consistent, persistent and influential voice for the reform of teaching and learning in post-secondary education, notably through the effective use of emerging technologies. Author of 11 books and 350 research papers in the field of online learning and distance education, Tony Bates is also an advisor to over 40 organizations in 25 countries, and publisher of what is arguably the most influential blog on online learning (link is external) with over 20,000 visits a month. A Contact North | Contact Nord Research Associate, Dr. Bates has helped educators, academic administrators and policy makers grasp key concepts, trends and challenges in online learning This posting is one of a series that looks at Tony’s perspectives and advice on key issues in online learning.
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.
The rapid turnover of technology and ever expanding network of data and information which underpin the knowledge economy have led to a reevaluation of the importance of knowledge to the economic process. Economists now conclude that human capital - the ideas, skills, and expertise of people - is a fundamental driver of economic growth. Demand for employees that possess a mix of both “hard” and “soft” skills is rising
During this latest recession the enormous losses being incurred by university endowment funds received extensive media attention. Ontario university administrators were sounding the alarm, warning that their institutions would have to cut expenses and take a hard line at thebargaining table as a result of endowment fund losses.
A leader is assumed to be someone entrusted by his/her followers to lead, behave responsibly and be accountable for his actions. He/she would be someone righteous, with a high level of moral judgement and a good reputation, and thus, be held to a higher moral standard.
Keywords
leadership, performance, responsible, framework
The focus of the article is to provide recommendations for how to design learning environments to foster
greater creativity. I bring together art education research, creativity research, and learning sciences research to provide recommendations for how to design learning environments to foster creative learning outcomes.
Over the past year Canadians have borne witness to some of the greatest economic uncertainty in our history. As the global economy fell into a deep recession, many Canadians were laid off or unable to continue to work full-time, while others left the labour market, retiring early or heading back to school.
In hard times Canadians look to their government for leadership. In response to this demand the federal government embarked on one of the most expensive spending programs in Canada’s history. The 2009 budget included over $50 billion in stimulus spending. Despite this massive investment–arguably the biggest re-engagement of the federal government in decades–there was nothing offered to make college and university more affordable or help the thousands of students and graduates with mortgagesized debt loads.
For many years the blessings of the auto and industrial economy in Michigan – where one could earn a good living without a postsecondary education degree, or other credential —created an environment where higher education was desirable, but not essential. All that has changed, with huge implications for the education, skills, and preparation most relevant for individuals to succeed in the labor market.
Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge-oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of knowledge-producing organizations. This conceptual framework includes three entangled leadership roles (i.e., adaptive leadership, administrative leadership, and enabling leadership) that reflect a dynamic relationship between the bureaucratic, administrative functions of the organization and the emergent, informal dynamics of complex adaptive systems (CAS).
Keywords: leadership, complexity theory, complex adaptive systems (CAS), Knowledge Era, creativity, adaptive organizations, bureaucracy
One of the advantages of academic-occupational integration is that it provides an opportunity to teach reading and writing skills in the context of the workplace applications, permitting literacy skills and content knowledge to develop simultaneously. This approach, a form of contextualized instruction (Mikulecky, 1998) is distinctly different from traditional approaches which see literacy skills as a prerequisite to learning content (Sticht, 1995). The purpose of this segment is to provide descriptions of a variety of ways in which instructors in community colleges are contextualizing literacy instruction in occupational content. The instructional activities are discussed in Perin (2000a).
The primary objectives of the Pan-Canadian Education Indicators Program (PCEIP) are to develop and maintain a set of statistics that provide information about education and learning in Canada and to support evidence-based policy making. PCEIP has been doing this since publishing its first set of education indicators for Canada and its jurisdictions in 1996. In September 2009, a set of international indicators was introduced in the first edition of Education Indicators in Canada: An International Perspective. Each year, this PCEIP series presents indicators for Canada and its provinces/territories, placing them in a broader international context. The report has been designed to complement and expand upon the information for Canada that is provided annually to the Organisation for Economic Co-operation and Development (OECD) for publication in its Education at a Glance (EAG) report. The international context provided by the report supports the mission of the Canadian Education Statistics Council (CESC) to “create and commit to comprehensive and long-term strategies, plans, and programs to collect, analyze, and disseminate nationally and internationally policy-relevant and comparable statistical information.”
Faculty are the critical labor element in the pursuit of the economic goals of community colleges, yet they are not central to institutional decision-making. Their views and values are not consistent with the goals and actions of their colleges. Instead, these goals and actions are aligned with business and industry, directed by government and college administrators. Although there is a misalignment of faculty values and institutional actions, faculty do not comprise an oppositional culture within their colleges. This multi-site qualitative study addresses the presence of tensions between educational values of faculty and the economic values of faculty work.
September 1987 and Blaine Favel was sitting in a lecture hall at Queen’s University in Kingston, Ont., a long way from his home on Poundmaker Cree Nation, northwest of Saskatoon. Already he had an advocate’s leanings honed from growing up in a family of chiefs and protected by the thick skin he’d developed facing racial intolerance in Saskatchewan. So when his professor opened her lecture on property law with the pronouncement that all land in Canada belonged to the Queen, Mr. Favel’s hand shot up. “I asked her, ‘How did the Queen get the land?’”
The question left the rookie professor so flustered that she cancelled the rest of the class to reconsider her curriculum. Some students hissed at Mr. Favel, but he had made his point. When class resumed the next day, the professor began by teaching about aboriginal title.
High expectations are an essential condition for student success. Simply put, no one rises to low expectations. But establishing high expectations is no simple matter. It requires more than just words, more than telling students that the community college holds high expectations for them. It also requires the establishment of policies and practices — and in turn, patterns of faculty, staff, and
student actions — that reinforce those words in everyday practice. High expectations have to be experienced, not simply heard.
David Kolb published his learning styles model in 1984 from which he developed his learning style inventory.
Kolb's experiential learning theory works on two levels: a four stage cycle of learning and four separate learning styles. Much of Kolb’s theory is concerned with the learner’s internal cognitive processes.
Kolb states that learning involves the acquisition of abstract concepts that can be applied flexibly in a range of situations. In Kolb’s theory, the impetus for the development of new concepts is provided by new experiences.
This article analyzes the topic of leadership from an evo-lutionary perspective and proposes three conclusions that are not part of mainstream theory. First, leading and following are strategies that evolved for solving social coordination problems in ancestral environments, includ-ing in particular the problems of group movement, intra-group peacekeeping, and intergroup competition. Second, the relationship between leaders and followers is inher-ently ambivalent because of the potential for exploitation of followers by leaders. Third, modern organizational struc-tures are sometimes inconsistent with aspects of our evolved leadership psychology, which might explain the alienation and frustration of many citizens and employees. The authors draw several implications of this evolutionary analysis for leadership theory, research, and practice.
Keywords: evolution, leadership, followership, game the-ory, mismatch hypothesis
The myth that online education courses cost less to produce and therefore save students money on tuition doesn’t hold up to scrutiny, a survey of distance education providers found.
The survey, conducted by the WICHE Cooperative for Educational Technologies (WCET), found that most colleges harge students the same or more to study online. And when additional fees are included, more than half of distance ducation students pay more than do those in brick-and-mortar classrooms.
The higher prices -- what students pay -- are connected to higher production costs, the survey found. Researchers sked respondents to think about 21 components of an online course, such as faculty development, instructional esign and student assessment, and how the cost of those components compares to a similar face-to-face course. he respondents -- administrators in charge of distance education at 197 colleges -- said nine of the components cost more in an online course than in a face-to-face course, while 12 cost about the same.