EAWOP 2015: The Influence of Future Time Perspective on Work Engagement via J...Jos Akkermans
We presented this paper during the EAWOP 2015 conference in Oslo, Norway. The paper features the mediating role of job crafting in the relationship between future time perspective and work engagement.
Introduction
Elements and school activities
Relationship of the School and Community
Staff Management
Resource Management
Curriculum Management:
Institutional Performance
School Management
Institutional
Culture/Environment
Co-curricular Activities
Supervision
Arranging the Class
Seating Arrangements
Student Placement
Use of Modern Technology
Classroom Decoration
EAWOP 2015: The Influence of Future Time Perspective on Work Engagement via J...Jos Akkermans
We presented this paper during the EAWOP 2015 conference in Oslo, Norway. The paper features the mediating role of job crafting in the relationship between future time perspective and work engagement.
Introduction
Elements and school activities
Relationship of the School and Community
Staff Management
Resource Management
Curriculum Management:
Institutional Performance
School Management
Institutional
Culture/Environment
Co-curricular Activities
Supervision
Arranging the Class
Seating Arrangements
Student Placement
Use of Modern Technology
Classroom Decoration
The world around us filled a myriad of high performing, large throughput systems that we can borrow ideas from to help our IT teams and organizations perform and higher levels. Join us for a thought experiment where we examine several examples from our everyday world that can help us achieve unprecedented levels of flow and scale within our organizations.
Institutional Change at Manchester Metropolitan University - Curriculum Desig...johnroseadams1
Slides from a short presentation made by Peter Bird and Rachel Forsyth of Manchester Metropolitan University on institutional change at the University. Presentation given at the Open University hosted workshop 'Curriculum Design - Opening up the Game'.
http://cloudworks.ac.uk/cloud/view/6389
Everyone agrees that academic departments and central services need to apply joined-up procedures and to work collaboratively, but in reality, frustrating misunderstandings often come between these two interdependent parts of the university. This session will describe a number of initiatives developed at the University of Kent, under the common banner of “Excellence through Partnerships”, which are all aimed at fostering a better understanding between academic schools and central services by enhancing the relationships between professional colleagues in both areas. The presenter will show why and how these initiatives were developed and implemented, discuss their degree of success and suggest learning points that have emerged from the experience. One of the initiatives presented will be a job-shadowing scheme which, the project team believe, proved successful on a second attempt, thanks to its innovative format. Participants will also be given an opportunity to share similar schemes or initiatives introduced in their own institutions and to describe the success and/or problems they have encountered.
For many managers, there is a real challenge both in managing remotely, and having confidence about the quality of remote or online delivery. Most managers have years of experience of managing campus based learning, and have had the benefit of peer and specialist support on site. However, few managers have the experience of teaching remotely, so supporting staff and recognising good delivery is a greater challenge. This session looks at adjustments to their management approach that may be helpful, and identifies some of the key characteristics of well delivered on line activity.
Presentation delivered by Dr John Laird, HMI, Education Scotland, as part of the Virtual Bridge Session series.
Follow along at https://twitter.com/Virtual_Bridge and see what's coming up next at https://bit.ly/VBsessions
The world around us filled a myriad of high performing, large throughput systems that we can borrow ideas from to help our IT teams and organizations perform and higher levels. Join us for a thought experiment where we examine several examples from our everyday world that can help us achieve unprecedented levels of flow and scale within our organizations.
Institutional Change at Manchester Metropolitan University - Curriculum Desig...johnroseadams1
Slides from a short presentation made by Peter Bird and Rachel Forsyth of Manchester Metropolitan University on institutional change at the University. Presentation given at the Open University hosted workshop 'Curriculum Design - Opening up the Game'.
http://cloudworks.ac.uk/cloud/view/6389
Everyone agrees that academic departments and central services need to apply joined-up procedures and to work collaboratively, but in reality, frustrating misunderstandings often come between these two interdependent parts of the university. This session will describe a number of initiatives developed at the University of Kent, under the common banner of “Excellence through Partnerships”, which are all aimed at fostering a better understanding between academic schools and central services by enhancing the relationships between professional colleagues in both areas. The presenter will show why and how these initiatives were developed and implemented, discuss their degree of success and suggest learning points that have emerged from the experience. One of the initiatives presented will be a job-shadowing scheme which, the project team believe, proved successful on a second attempt, thanks to its innovative format. Participants will also be given an opportunity to share similar schemes or initiatives introduced in their own institutions and to describe the success and/or problems they have encountered.
For many managers, there is a real challenge both in managing remotely, and having confidence about the quality of remote or online delivery. Most managers have years of experience of managing campus based learning, and have had the benefit of peer and specialist support on site. However, few managers have the experience of teaching remotely, so supporting staff and recognising good delivery is a greater challenge. This session looks at adjustments to their management approach that may be helpful, and identifies some of the key characteristics of well delivered on line activity.
Presentation delivered by Dr John Laird, HMI, Education Scotland, as part of the Virtual Bridge Session series.
Follow along at https://twitter.com/Virtual_Bridge and see what's coming up next at https://bit.ly/VBsessions
Final slides for the Narrative Matters conference looking at how process philosophy might present a new way of understanding the complexities and flow/fluidity of narratives
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
"Protectable subject matters, Protection in biotechnology, Protection of othe...
Pgce session on workload
1. Thinking about time in schools -
an alternative view on workload
Phil Wood
@HEReflections1
2. Reflecting on Workload and Time
WorkIntensity
Time
1. Begin by drawing a line for
overall work intensity across a
year
2. Add any lines for sub-
categories you wish to add
3. Annotate/exemplify any points
on the graph you think are
important
3. • Organisations are increasingly changing from a character of ‘stable and
durable’ to ‘ephemeral and temporary’.
• Organisations are underpinned by the understanding and meaning of
time
• The acceleration in organisations is in part the result of the ‘efficiency’
narrative.
• Workload = efficiency measure = cost
• Rise of Homo efficientius
• Leads to the creation of workload allocation models (WAMs)
“In the past the man has been
first; in the future the system
must be first.”
4. 2000 2003 2004 2005 2006 2007 2008 2009 2010 2013 2016
Primary
classroom teachers
52.5 52.0 52.5 50.5 50.0 52.0 52.5 51.0 50.0 59.0 55.5
(23.2)
Secondary
classroom teachers
51.0 50.5 50.0 49.5 49.5 49.0 50.0 50.5 50.0 55.5 53.5
(20.7)
Perceptions of workload %
Workload is a very serious problem 52
Workload is a fairly serious problem 41
Workload is not a very serious problem 5
Workload is not a serious problem at all 0
Don’t Know 2
Government Measurement of Workload
5. Assumptions
• Time is understood as ‘clock time’ – but highly abstract
• Workload calculations are less focused on time than economic cost
• Focus on ‘clock time’ can lead to a fixation with ‘efficiency’
6. Reflecting on the Complexity of Time
Rhythm
Temporal Density
Intensification
Fragmentation/incoherence
Acceleration
7. Rhythms
Low
Temporal
Density
High
Temporal
Density
• Seeing time as rhythmic
• How do rhythms fit together across the
academic year?
• Increasing level of high temporal densities as
more ‘efficiency’ is sought
• Lack of low temporal density – less ‘slow’
time and ‘excess’ time
8. Time and Autonomy
• Constraint in work practices leads to a
feeling of time pressure
• Greater professional autonomy leads to a
lesser perception of time pressure
• Hence, giving teachers greater opportunity
to work collaboratively, and on issues they
feel are important, the less time pressured
they will feel
10. Consequences • Accelerated existence – attempts to fit in
as much as possible in a given time slice.
Hence severe intensification of work
• State sanctioned black market in
professional time
• Reliance on the ‘ethic of care’ which is at
the centre of the values and philosophy of
majority of teachers
• Unsustainable timescapes being created –
retention and recruitment issues
Need to begin to think about time in other
ways……
11. Potential Impacts
• May start out enthusiastic and keen to develop ideas/practice/provision
• We end up doing more than we should per contract because we enjoy it
• Feelings of agency and professionalism
• Strong ethic of care – but impossible to ‘complete’ teacher work!?
• Organisations continue to catch us up – the enjoyable extra becomes mandatory
• Reach a threshold beyond which agency disappears
• Loss of autonomy
• Often loss of relationships and support structures – staffrooms like the Mary Celeste
12. • Zombie innovation
• Lack of time for development. Impact on
teacher identity
• Stress/Anxiety
• Overwork
• Burnout
• Impact on sleep and then mental state
13. Finding a Way Forward
Organisational Level
• Understand complexity of time – move away from ‘efficiency’ models
• Foster autonomy
• Make time for relationships
• Foster dialogue
• Honest and more accurate understanding of the time it takes to complete activities
Personal Level
• Re-evaluate our ethic of care
• Develop dialogues and practices focusing on temporal cultures (e.g. e-mail, work-life balance,
resource, sustainability, support levels to students)
