Navigating the turbulent waters of academia: the leadership role of programme managers

The focus of our paper is the leadership role of programme managers in the higher education sector. In particular, we highlight the complex and paradoxical nature of the programme leader’s role, and provide an insight into leadership in this challenging and dynamic environment. We identify cognitive and behavioural complexity as necessary capabilities for programme managers to ensure they can navigate the turbulent river system of academia. The Integrated Competing Values Framework describes some leadership behaviours appropriate for the programme manager’s role. We also argue how critical observation skills, reflection and self-awareness can assist programme managers to provide leadership in this uncertain environment. Our paper concludes with a discussion of areas for future research and important practical implications for universities.     

Universities and sustainable development: the necessity for barriers to change

In June 2015, the Higher Education Funding Council for England (HEFCE) proposed a lighter touch quality assessment regime that would place greater reliance on institutions' own governance arrangements. In July 2015 the Minister for Higher Education announced a Teaching Excellence Framework (TEF) parts of which appear inconsistent with HEFCE's proposals. In August the Quality Assurance Agency for Higher Education (QAA) responded to HEFCE's proposals envisaging some developments to its present quality assessment arrangements. This article analyses the key issues and principles that will supposedly govern the design of a new quality assessment regime from 2017. It proposes points of reference against which to evaluate the proposals for that new regime; these are whether the approach to review that is adopted: a) differentiates between institutions on the basis of their capacities to manage their responsibilities; b) shows the regulator's willingness to trust institutions to discharge their responsibilities (with verification) and willingness by institutions to accept their responsibilities; c) adopts an approach to risk and its management that is forward-looking and enables pre-emptive actions to forestall negative outcomes; and d) makes greater use of metrics that are interpreted by experts qualified to make judgements on academic matters.     

Creating a Research Center: Space for Collaborations and Conversations

This report describes the creation of a library research center, where a team of librarians provide flexible, convenient, and personalized research assistance to students. A research center creates a positive user experience for students and places collaboration—both among librarians and students—at its core. Next-generation reference models must provide spaces and environments for students and librarians to engage in meaningful and deep information literacy conversations as outlined in the ACRL Framework for Information Literacy for Higher Education.     

The Divide and Conquer Exercise: Finding the Essence of Difficult Readings

Objective: In this exercise, students collectively summarize a long and perhaps difficult reading into a shorter, more condensed version of itself; in the process, students experience the virtues of teamwork (the divide and conquer approach), gain valuable reading and note-taking skills, and collectively distill the essence of a reading in class.

Courses: This exercise works best in any course with theoretical or complex readings assigned to students as outside reading, e.g., introductory courses in communication, communication theory, special topics in communication; the exercise requires 20–40 students.     

Distribution of the sensible within the Salamanca Statement and Framework for Action: maintaining patterns of inclusion and exclusion?

ABSTRACT

This paper revisits The Salamanca Statement and Framework for Action through Jacques Rancière’s writing about the distribution of the sensible. It questions the supports provided within the Maltese state education system and asks readers to ‘think again’ by asking what has been left out. The Salamanca Statement is seen as reflected within the Maltese education system, both of which, however, position people and services in particular spaces. As systems, they have a totalising quality, which disables thought or any possibility outside that which is given. They also make assumptions about equality that is achieved, whereas Rancière writes about equality as a starting point and a presupposition. This is what gives democracy and politics a possibility, two values that are at the heart of inclusion.     

面向文化传承的学科融合教育(C-STEAM):价值定位与分类框架

以传承中国优秀传统文化为目标导向的学科融合教育是一种具有本土特色的STEAM教育(即C-STEAM)。就核心价值而言,C-STEAM具有培养学生核心素养的育人价值、传承优秀传统文化的载体价值、打造区域特色文化的社会价值。立足于此,该文进一步剖析了C-STEAM教育的培养途径,从培养方式(“重过程—重结果”)和能力发展(“低阶—高阶”)两个维度出发,构建了ETIC框架,进而区分出感受体验型、技艺训练型、探究学习型、创新创作型四种典型的C-STEAM项目模式。每一类项目均有独特的内涵、特征、教学策略和相关案例,不仅可以独立使用,也可以根据需要交叉组合和迭代应用。籍此为C-STEAM项目设计提供指导性思路,为构建系统合理的C-STEAM教育奠定基础。     

数据驱动教育治理现代化:实践框架、现实挑战与实施路径

大数据时代,教育治理面临新的机遇和挑战,如何使大数据与教育治理有机结合,促进教育治理现代化,是一个全新而重要的时代命题。数据驱动的教育治理现代化是指以与教育治理有关的数据为核心,通过利用大数据技术、资源、政策等,构建政府、学校与社会的新型关系,实现教育治理数据与教育治理业务的全面深度融合,发挥多元教育治理主体的积极性,进而提升教育治理水平。就实践框架而言,数据驱动教育治理现代化需考虑三个层次(宏观国家教育治理、中观区域教育治理和微观学校教育治理)、四个环节(教育决策、教育执行、教育监督和教育评估)、三大目标(底线目标、重要目标、终极目标)和N类数据(人口、教育、经济、医疗卫生等)。就现实挑战而言,当前我国数据驱动教育治理现代化仍然面临相关制度不健全、治理主体数据素养低、专业人才匮乏、平台条件不完善、研究薄弱等问题。为此,我国应实施制度优化工程、数据素养提升工程、基础平台建设工程、研究引领工程、治理模式改革工程等五大工程来切实推进和实现数据驱动的教育治理现代化。