Clues to how some music can send chills down yourspine are being sought in the moods of chickens. Austrian and U.S.researchers have found that inyoung domestic chicks,the effects of music can be seenin behavioral changes.The experiment reveals:not so muchchicks’musical appreciadon,but hints(暗示,提示)at how the“language of emotions”might have evolved hand-in-handwith emotions. 相似文献
Using an experience sampling methodology, the everyday lives of 153 adolescents with low, middle, or high levels of attention-deficit/hyperactivity disorder (ADHD) characteristics as assessed by either parent or teen were examined. Twice each hour, across two 4-day recording intervals, participants in a longitudinal study of stress and health risks logged their behaviors, moods, and social contexts. Those with high, in contrast to low, ADHD symptom levels recorded more negative and fewer positive moods, lower alertness, more entertaining activities relative to achievement-oriented pursuits, more time with friends and less time with family, and more tobacco and alcohol use. Fewer associations emerged with parent-defined than with teen-defined subgroups, although the differences in alertness, peer and family contexts, entertainment versus achievement activities, and substance use were consistent across sources. Even at subclinical levels, ADHD characteristics were associated with behavioral patterns and contexts that may promote peer deviancy training, unhealthy lifestyle behaviors, and vulnerability to nicotine dependence. 相似文献
Conclusion This article focused on developing a conceptual framework for the mentoring process. The model is based on the premise that mentoring is not a single event in the life of a worker but rather several events with different levels of mentoring. Each level of mentoring requires a different type of mentor with different types of skills and knowledge, similar to Len Nadler's HRD training model. Therefore, people may need special training to assume the different mentor levels (i.e., Training, Education, and Development Mentors), and workers may need to be trained to recognize that such experiences and people exist to help in their career progression. Counselors can be in the forefront as far as accepting and advocating the use of the Multiple Mentor Model for this training 相似文献
What can be learned about assessment from what educators in the creative practices focus their studio publications on? What should form the focus of assessment in architecture, art and design studios? In this article we draw on 118 journal articles on studio published over the last decade in three disciplines; architecture, art and design to inform the focus of studio assessment. We believe that what is published by educators themselves in these disciplines reveals what matters most to them. In addition, we argue that regardless of the primary emphasis placed in each discipline, assessment in studio should encompass a broad set of indicators. Within the wider literature including in architecture, art and design, a view of assessment is emerging that recognises the process and the person, beyond a view that positions the product or art/design arte‐fact above all else. Therefore, drawing on what educators in architecture, art and design mentioned most in the journal publications analysed, as well as the literature on good assessment, we offer a holistic model to guide and take studio assessment in the creative disciplines further. 相似文献
This paper reports on the second phase of a multi-country study examining cross cultural perspectives of gender and management in Higher Education Institutions (HEIs). It examines the broader labour market context and legislative frameworks for higher education in each country and then analyses the literature on women in university management. The paper presents the findings of research with male and female senior managers about their perceptions of women as HEI managers within changing organisational and management structures. It concludes that although HEI’s are now largely aware of barriers to women getting into and on in senior management, they have not addressed the organisational structures and cultures that perpetuate this inequity.