Program Assessments: Success Strategies for Three Canadian Teaching Centers

Program assessments are an essential part of the ongoing survival of teaching centers performed by faculty development personnel at institutions of higher education. Little research is available to guide developers in performing these assessments. In this article we describe assessments conducted at three Canadian universities and highlight the theoretical models used to guide the process. Reflections on the strengths and challenges are discussed for each program assessment for the purpose of assisting faculty developers in performing similar program assessments of their faculty development offices.

Architektur und Theoriestile in der Erziehungswissenschaft

Architekturstile sind nicht selten Ausl?ser oder Ausdruck theoretischer Entwicklungen in den Wissenschaften gewesen. In der Erziehungswissenschaft tendierte die Theorieproduktion im 20. Jh. dazu, architektonischen Innovationen eher z?gerlich zu folgen. Künftig besteht die Chance, dass sie im Zeichen des Neuen Rationalismus und eines „empirical turn“ aufholt.     

AEG-Telefunken TR 440: Unternehmensstrategie, Markterfolg und Nachfolger

Zusammenfassung  AEG-Telefunken entwickelte seit 1957 Rechner. Neben den Prozessrechnern spielten die Gro?rechner TR 4 und TR 440 eine wichtige Rolle. Von 1969 bis 1976 wurden 46 TR 440 installiert, bei einem Gesamtumsatz von 730 Mio. DM (370 Mio. Euro) [2]. In der Produktpolitik spielten die Rechner keine zentrale Rolle, obwohl eine ausgezeichnete technologische Ausgangsposition bestanden hatte und die Telefunkenrechner sp?ter nachdrückliche technologiepolitische Unterstützung erhielten. Die Entwicklung des Systems TR 440 hatte mit wesentlichen konzeptionellen und technologischen Schwierigkeiten zu k?mpfen, wozu der Mangel an qualifizierten Zulieferern und erfahrenen Mitabeitern kam. Trotzdem gelang es, bis 1970 den bislang schnellsten in Europa entwickelten Rechner [6] fertig zu stellen und Systemsoftware zu entwickeln [9], die den Produkten der Mitbewerber um Jahre voraus war. Von Anfang an hatte das Unternehmen nach geeigneten Kooperationspartnern gesucht. Mit dem Verkauf des Gro?rechnergesch?ftes an Siemens gingen die bereits laufenden Planungen für einen TR 440-Nachfolger zu Ende.

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AEG-Telefunken developed computers since 1957. Besides process control computers, the large scale computers, TR 4 and TR 440, played an important role. 46 TR 440 computers were installed from 1969 to 1976, summing up to a sales volume of 730 Mio. DM (370 Mio. Euro) [2]. AEG-Telefunken did not consider computers as a strategic part of its product policy, though the company had had an excellent technological position for this business and the Telefunken computers got vigorous political support. The development of the TR 440 system had to defeat essential conceptual and technological difficulties, besides lack of qualified suppliers and experienced personnel. Nevertheless, the company could, by 1970, develop the fastest European computer so far [6], with system software ahead of competitors by years [9]. From the beginning, the company had been looking for business partners. With the sale of the large scale computer business to Siemens, all activities on a TR 440 successor were stopped. AEG-Telefunken computer business strategy is also subject of a paper to appear in the IEEE Annals of the History of Computing.

     

Rethinking knowledge hierarchies – bridging the gulf between theory and practice: the case of Frankfurt airport’s billing department

This paper examines the value of concrete empirical data in enhancing our understanding of knowledge hierarchies (KHs). Theoretical debate has generated different insights and perspectives, but the term (KH) remains a misconstrued principle. In today’s age of austerity, managing complex administrative processes in an airport billing environment, while striving for effectiveness and efficiency is challenging. These billing processes are influenced by the existing organisational KH. This study sheds light on the hybrid forms of KH: first, the theoretical impact: through data, information and knowledge as KH; second, the stakeholders’ understanding of their role within business processes. The method adopted for this study is influenced by the nature of the problem to be addressed. It uses a qualitative approach, analysing the billing processes and conducting interviews to gauge the stakeholders’ perceptions in order to demonstrate that there are significant variations in understanding organisational key roles.