黑暗苏醒勇气系统揭秘

在仰仗剑与魔法拓展生存空间的奇幻大陆--<天堂Ⅱ>,深谙PVP艺术的玩家懂得:克敌制胜的法宝,往往在于出其不意.当偷袭、秒杀型职业在战场上横穿直插,即便是盾牌、血牛也无从阻挠.     

What every worker wants? Evidence about employee demand for learning

In order to boost learning, recent UK governments have invested in trade union‐led workplace learning. Investing in the supply of learning is useful but ignores the demand for learning by workers, about which there is little research. This paper addresses this lacunae by analysing worker demand for learning, which workers want learning, what learning is demanded and why, and what factors might best lever learning. Data come from two surveys of potential learners and union learning representatives. Findings reveal a large demand for learning and that unions can lever this learning. Findings also suggest further policy development to address problems associated with union‐led learning.     

Curriculum Balance,Curriculum Review and Curriculum‐led Staffing: A Response

There are an increasing number of research studies concerned with the realm of middle management in schools. However, few of these studies have adequately defined what might be considered middle management in schools, or have clarified which posts constitute those of middle managers. In addition, these studies have rarely considered the way in which different departmental cultures and structures affect leadership style and departmental performance. This article acknowledges the importance of the role of the head of department in secondary schools in school wide change and outlines some of tensions and dilemmas facing those who manage from the middle. It considers the leadership tensions facing heads of department in secondary schools and points towards the variety of departmental contexts, structures and cultures in which heads of department, or subject leaders operate. The article offers an analysis of the dynamic between leadership and culture within the departmental context. It concludes by suggesting that heads of department have a major contribution to play in managing cultural change at both the department and whole school level.     

The Teachers' Centre's INSET Role: A Primary Headteacher's Perspective

This paper reports some of the findings from an evaluation of the New Visions programme, piloted by the National College for School Leadership in 2002–2003. The programme is targeted at school leaders in their first three years of headship and has a strong emphasis on experiential learning. The evaluation evidence is deployed against an earlier literature review on leadership development in education. The findings show that participants were mostly very positive about their New Visions experience. The conclusion suggests that the process-rich approach of New Visions could be widened to include other leadership development programmes, within and beyond NCSL.     

The ‘Reality’ of School Organization

Five headteachers formed a group for the purpose of school evaluation. The approach used involved inter‐visiting and the sharing of the evaluation of each other's schools. The headteachers decided to evaluate the systems operating in their schools, evaluating each other in turn having involved the deputy in collecting staff views. All schools made changes as a result of the evaluations. The need for commitment by LEA or DES to such school evaluation was considered to be important.