<p> Without education, many South Sudanese will continue living in poverty. There are numerous factors that limit their educational opportunities including tribal warfare, colonialism, missionary malpractice, civil wars, a high illiteracy rate, low government funding, and threats of war. These factors have left a substantial deficiency in available training for teachers. The purpose of this study was to determine the pedagogical needs of the teachers of South Sudan. Within a conceptual framework of participatory action research, this qualitative study examined educators&rsquo; view of the effectiveness of the teacher education that they had received, the pedagogical needs of teachers, and the ideal training models for teachers given the country&rsquo;s current situation. The research design was a case study focusing on 5 primary and secondary schools. The mode of data collection was interviews and observations among 15 K-16 educators and educator leaders selected by snowball sampling. Observations and interviews took place in school classrooms and campuses, best suited for data collection as South Sudanese are, for the most part, a preliterate people who value listening and storytelling. Themes found related to classroom management, lesson planning, differentiated instruction, and motivation to teach. Key results indicated that the teachers had little to no preparation, varied in their motivation to teach, and perceived challenges and needs differently based on their level of education. A 5-day teacher-training project was developed. Social change will be achieved by improving teachers&rsquo; ability to successfully educate the next generation of leaders for South Sudan.</p>

<p> The hospital setting provides an environment for patients to receive medical care, for medical professionals to provide treatment, and for medical students and residents to learn the practice of medicine through supervised patient encounters. Education provided at the point of care allows students and residents to apply knowledge and develop clinical skills needed for medical practice. The hospital environment is also a confluence of learning and work, where applied learning takes place in an integrated and simultaneous manner with work duties. This setting, referred to as the clinical learning environment (CLE), is a focus for educators, scholars, administrators, regulators and accrediting agencies to understand, measure and improve it. While several instruments have been developed to measure the CLE, they suffer from great variation in subscales and content. The purpose of this study is to deconstruct the CLE, apply theories from related fields, and frame those theories in the context of the hospital setting to develop a conceptual framework for the CLE. A systematic review of the literature and thematic synthesis of existing research about the CLE provided evidence to inform and test a learning environment framework in the clinical setting. Data from qualitative CLE assessments, the ACGME Clinical Learning Environment Review (CLER) <i>Pathways to Excellence</i>, and existing CLE measurement instruments informed these results. Findings showed that a CLE framework consists of three mediating factors: <i>learning</i>, <i>people</i>, and <i> change.</i> As the clinical setting is a unique environment for learning, the <i>people</i> dimension (as a community of practice) was found to be the most influential on learning outcomes for students. The dimension of <i>change</i> was found to be most influential from the perspective of improving organizational or work outcomes, including patient care, clinical quality and patient safety. Findings from this study provide researchers and scholars with a framework to for developing measures of clinical learning environment effectiveness, and informing practitioners of CLE components and relationships that impact both learning and organizational outcomes.</p>

<p> Scenario-based instructional design is ideal for workplace training, as it promotes practical and performance-based learning through the use of realistic situations. The research problem is a need for well-defined heuristics, what Gibbons (2014) called operational principles and what York and Ertmer (2011) called rules of thumb, being basic guidelines that promote and characterize expertise, in the area of scenario-based online instruction. The purpose of this Delphi study was to gather expert feedback on ideas in the form of a set of best practices for scenario-based online instructional design for the workplace. The research questions break down the topic into four basic areas: identifying a learning problem, discovering scaffolds or learning resources, maintaining project momentum, and essential concerns for instructional development. Experts in workplace scenario-based instructional design, with particular emphasis on professionals with an online or academic presence, were recruited as subjects. A detailed review of the literature gathered forty-two original statements that were organized into five categories. Per Delphi methodology, the study was conducted as a three round iterative online instrument. Subjects were asked to rate each statement and to provide additional statements to clarify and expand on their best practices based on their experience. Twenty-nine subjects completed all three rounds of the research study. While the statements express a wide variety of best practices for the field, recommendations for further research generally focused on thoughtful consideration of the learner, the instructional development team, and a focus on the integrity or realistic authenticity of the learning scenario, throughout the instructional experience.</p>

<p>How master of business administration (MBA) graduates influence themselves to achieve their objectives in their careers can be linked to how well they identified with academics throughout their education. It is important that scholars understand this relationship between academic and career performance. The ability to self-regulate, self-motivate, and set goals, among other traits of self-leadership and academic identification, has been proven to increase personal and professional outcomes. Current research suggests that the two constructs, identification with academics and self-leadership, share similar qualities. This quantitative study used multiple linear regression to test the relationship between identification with academics and self-leadership while exploring the control variables age, gender, race, instructional modality, and years since graduation. To represent the population under study, the random sample consisted of MBA graduates who were employed. This population proceeded to take the School Perception Questionnaire, the Abbreviated Self-Leadership Questionnaire and answer questions regarding specific demographic information needed for the control variables. Detailed analyses were implemented on the collected data. It was determined from these analyses that MBA graduates? perception of identification with academics while attending their MBA program had a relationship to their perception of self-leadership in their current careers. Additionally, it was determined that gender had a controlling relationship between the two constructs. The multiple regression coefficient data showed that identification with academics was statistically significant at the p < 0.05 level and gender was statistically significant at the p < 0.05 level.

<p> This study investigated the construct of the learning organization in the restaurant industry. Descriptive accounts of learning were gleaned from face-to-face interviews, focus groups, observations, document analysis, and data from the Dimensions of the Learning Organization Questionnaire (DLOQ) from 52 participants employed in three US non-national chain restaurants in the Suburban Maryland / Washington D.C. area. This multiple-site case study extends the conversation of the learning organization by focusing on an industry that was not previously explored and offers new insight by providing a qualitative picture of how learning occurs in restaurants. </p><p> Five overall themes emerged from the data. Participants cobble together learning experiences from pre-shift meetings, formal training, learning from mistakes, and being thrown into the fire. Participants learn from customers through conversation and through trial and error as they adapt their service behaviors. Managers at each restaurant served as a learning champion by promoting dialog and prompting questions often in conjunction with food and beverage tastings. Informal and incidental learning was ever-present as participants naturally shared bits of knowledge through everyday interactions. Learning also took place off-the-clock as participants discussed their personal learning pursuits, such as accessing mobile apps or websites related to food and beverage, going to wineries, breweries, and specialty food markets, as well as reading cookbooks and magazines. Lastly, job rotation is a frequent learning practice during new hire training to expose individuals to the various roles within the restaurant. Cooks often rotate through different stations as they acquire and build up their technical skills. </p><p> In consideration of the evidence gathered, three conclusions are offered: (1) collaborative, informal learning practices are well pronounced learning strategies in restaurants; (2) leaders encouraging the development of new products (e.g., beverage / food) facilitate learning and experimentation in restaurants; and (3) a climate of consistent learning practices and procedures exist in restaurants. Overall, Watkins and Marsick&rsquo;s (1993; 2003) learning organization model did not fully depict the learning culture in restaurants. Future learning organization research is needed to better capture the unique workplace realities of high employee turnover, tip-based compensation, and more narrowly defined jobs (e.g., bartender, cook, server) that comprise the occupational culture of restaurant workers.</p>

published_or_final_version / Education / Master / Master of Education

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No description available.

The purpose of this study was to determine if andragogy (adult education) and pedagogy (youth education) are separate disciplines demanding specialized training as many educators contend. Feedback from 12 of the largest school districts in the United States and 12 Fortune 500 industries concerning their educational philosophies, purposes, teaching methodologies and evaluation techniques was used as the basis for comparison. The study addressed three major questions: Question 1. Can a model be developed to determine if there are differences between andragogy and pedagogy? Response. A parallel pairs model can facilitate comparisons between the categories of andragogy and pedagogy and among the variables of philosophy, purpose, teaching methodology and evaluation technique. Question 2. Do "training" (business) and "education" (public school) programs use different philosophical biases, purposes, teaching methodologies and evaluation techniques? Response. It appears from the data collected that there is a great deal of similarity between schools and businesses concerning philosophy, purpose, methodology and evaluation. The conditions that authors contend separate adult students and children, such as experience, discipline, and application of learning, may exist but apparently have little impact on the actual teaching process as practiced by schools and businesses today. Question 3. What are the implications of the findings on teacher training and education program development? Response. The data indicate that a teacher could make the transition from public school teaching to industry and vice versa as both of these institutions share the same basic philosophies, purposes, teaching methodologies and evaluation techniques. The differences are greater within the institution itself, depending on the type of educational program in which the student is engaged, rather than between the institutions. Therefore, public school educators and industrial trainers should be encouraged to work more closely together, sharing their expertise for the benefit of both institutions.

No description available.