Advice to doctoral guidance committees from alumni at two universities

This investigation provided a comparative analysis of results of follow-up studies of graduates of doctoral programs at Ohio State and Michigan State universities. The same questionnaire survey and similar sampling procedures were used in both settings. The survey considered alumni perceptions of guidance committee activities, course work, comprehensive examinations, and dissertations. Most findings were consistent across both institutions (e.g., about one-fifth of the graduates from both universities wish they had taken more course work in research methodology). However, some striking contrasts were also found (e.g., the proportion of graduates who published articles based on their dissertations was 40% at one university and 23% at the other). The report offers recommendations for doctoral guidance committees suggested by the findings.     

How and why the CAUT became involved in collective bargaining

Despite a persistent belief to the contrary, most Canadian universities prior to the 1960s did not operate collegially. They were run autocratically. Collective bargaining arose as a means of ensuring true collegiality through negotiations between equals, legally entrenching due process and academic freedom, and providing a clearer and stronger mechanism for dealing with salaries and benefits. This was a revolution from below in the governance of universities. Although the sixties are widely regarded as the age of student revolt, in Canada it was the faculty, not the students, who secured a dramatic change in the power structure of the university through collective bargaining.     

Aligning the culture and strategy for success

One way to define culture is “the way a group of people prefer to behave.” The trick for organizational leaders is to find ways to ensure that the company culture, that is the way their people prefer to behave, is supportive of what is needed to successfully deliver the company strategy. Using a criteron‐referenced approach, we can first examine our strategy and mission to determine what results we want. Then working backward from results, we can define a set of practices that best support the attainment of those results. The organizational alignment model can then be used to establish the operational values that should make up the company culture. Finally, using a series of systemic change applications, we can implement an HPT program of strategy and culture alignment. The key to this change is that the resulting culture is clearly aligned with the goals of the organization.     

Using Internet delivered video cases,to support pre-service teachers' understanding of effective early literacy instruction: An exploratory study

This preliminary study explores the effects ofusing CTELL (Case Technologies EnhancingLiteracy Learning) cases on preserviceteachers' learning. Students participated inone of three instructional treatments:traditional, traditional plus video, andtraditional plus CTELL cases. A pre-postconcept web, describing students' understandingof effective reading instruction, served as themajor outcome measure. This was supplementedwith a unidimensional confidence measure,journal entries, and student interviews. Nosignificant differences were found for any ofthe three treatment conditions on the conceptmapping task or the confidence measure.However, the journal entries and interview datahighlight important issues, challenges andbenefits, with respect to the use of multimediacases. Implications for teacher education areexplored.     

Instructing adolescents with learning disabilities: converting a meta-analysis to practice

A previous meta-analysis indicated that eight instructional factors--Questioning, Sequencing and Segmentation, Skill Modeling, Organization and Explicit Practice, Small-Group Setting, Indirect Teacher Activities (e.g., homework), Technology, and Scaffolding-captured the majority of successful intervention programs for adolescents with learning disabilities (LD). Most important was the Organization/Explicit factor, which contributed significant variance (16%) to effect size. This factor included two important instructional components: advance organization and explicit practice. In this article, we convert these findings into practical guidelines to direct instructional practice.