Glaser presents profiles and interviews with women across the country who have found success on their own terms and offers these empowered people as updated role models.
Based on interviews with female managers, and featuring helpful charts and lists, this intelligent blueprint for managerial achievement presents new techniques for success in corporate America that rely on traditional "feminine" strengths--nurturing, caring, motivating and other characteristics that empower managers and help employees thrive.
Formative assessment is one of the best ways to increase student learning and enhance teacher quality. But effective formative assessment is not part of most classrooms, largely because teachers misunderstand what it is and don't have the necessary skills to implement it. In the updated 2nd edition of this practical guide for school leaders, authors Connie M. Moss and Susan M. Brookhart define formative assessment as an active, continual process in which teachers and students work together—every day, every minute—to gather evidence of learning, always keeping in mind three guiding questions: Where am I going? Where am I now? What strategy or strategies can help me get to where I need to go? Chapters focus on the six interrelated elements of formative assessment: (1) shared learning targets and criteria for success, (2) feedback that feeds learning forward, (3) student self-assessment and peer assessment, (4) student goal setting, (5) strategic teacher questioning, and (6) student engagement in asking effective questions. Using specific examples based on their extensive work with teachers, the authors provide - Strategic talking points and conversation starters to address common misconceptions about formative assessment; - Practical classroom strategies to share with teachers that cultivate students as self-regulated, assessment-capable learners; - Ways to model the elements of formative assessment in conversations with teachers about their professional learning; - "What if" scenarios and advice for how to deal with them; and - Questions for reflection to gauge understanding and progress. As Moss and Brookhart emphasize, the goal is not to "do" formative assessment, but to embrace a major cultural change that moves away from teacher-led instruction to a partnership of intentional inquiry between student and teacher, with better teaching and learning as the outcome.
Why is it critical for faculty development centers to reexamine their core mission today?The core argument of this book – that a necessary and significant role change is underway in faculty development – is a call for centers to merge the traditional responsibilities and services of the past several decades with a leadership role as organizational developers. Failing collectively to define and outline the dimensions and expertise of this new role puts centers at risk of not only marginalization, but of dissolution. When a TLC is busy and in demand, it is hard to believe that it may be, despite all the activity and palpable array of daily outcomes, institutionally marginalized. The actual and increasing potential of marginalization and center closings may help motivate this field to recognize the danger of complacency or remaining stuck in an old paradigm that exclusively defines itself as instructional development or supportive service. Proposing a newly defined organizational development role for academic and faculty developers and directors of teaching and learning centers, Coming in from the Margins examines how significant involvement in broader institutional change initiatives is becoming a critical aspect of this work. Although undefined and unrecognized as a significant dimension of this work, the organizational development role increasingly demanded of developers is far more attuned with the demand for change facing higher education than ever before. The book provides evidence-based research into what directors of centers are currently doing as organizational developers, and how they shape, influence, and plan institutional initiatives that intersect with teaching and learning. Directors of centers, their supervisors, and leaders in the field provide models, from a wide range of institutional contexts, as well as the strategies they have employed to successfully engage in significant organizational development. They also demonstrate how they handled the challenges that ensued. The strategies in each chapter provide a practical resource and guide for re-examining the mission and structure of existing centers, or for designing new centers of teaching and learning and, most importantly, to develop their role as change agents.The book covers such topics as: Center mission statements; Center staffing; Center advisory boards; committee involvement; unique expertise, knowledge and skills; embedding Centers in strategic planning; Center vision; organizational change processes; collaboration and partnerships; institutional priorities and initiatives; relationships with upper administration.
This book provides a comprehensive examination of the many factors that influence the internationalisation of SMEs into China. SMEs represent more than 50 percent of the economic activity and employment in China. This book explores the experiences of SMEs that have internationalised to China from Australia. Australian SMEs are at the forefront of foreign SMEs in China with over 5000 Australian SMEs currently operating in China and a long history of association. The book is unique in that it presents a multidisciplinary perspective of the subject, considering seven different discipline perspectives (internationalisation, innovation, entrepreneurship, networks, resources, human resource management and barriers and liabilities). This makes the book one of the most comprehensive treatments of internationalisation to China so far. Each chapter in the book deals with a different perspective and includes own separate analysis. The chapters commence with a consideration of the current knowledge on internationalising to China for each perspective, analyse the interviews of representatives of 35 SMEs operating in China and then draw conclusions which are relevant to students, scholars and professionals. Each chapter includes extensive examples from the interviews. This integrated book is particularly useful for small business owners, international business management consultants, instructors and students.
Cancer Nursing: Principles and Practice, Eighth Edition continues as the gold standard in oncology nursing. With contributions from the foremost experts in the field, it has remained the definitive reference on the rapidly changing science and practice of oncology nursing for more than 25 years. Completely updated and revised to reflect the latest research and developments in the care of patients with cancer, the Eighth Edition includes new chapters on the biology of cancer, sleep disorders, and palliative care across the cancer continuum. The Eighth Edition also includes significant updates to the basic science chapters to reflect recent increases in scientific knowledge, especially relating to genes and cancer. Also heavily revised are the sections devoted to the dynamics of cancer prevention, detection, and diagnosis, as well as treatment, oncologic emergencies, end of life care, and professional and legal issues for oncology nurses.
Glaser presents profiles and interviews with women across the country who have found success on their own terms and offers these empowered people as updated role models.
Presenting an intelligent blueprint for managerial achievement based on exploiting feminine strengths, the authors of More Power to You! guide women through the corporate terrain with hands-on advice, useful tips, and practical charts and lists.
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