大学的有效领导--《大学运行模式--大学组织与领导的控制系统》述评

在《大学运行模式——大学组织与领导的控制系统》一书中，“大学的领导”是贯穿始末的重要问题。基于大学的组织特性，大学的领导具有不同于其它组织领导的特征。如何使大学的领导趋于有效，可以考虑控制性的领导与管理；领导者的复杂化与正确学习；平衡管理。作者的思想对于我们研究大学的领导问题具有借鉴意义，同时也有其局限性。     

Animating critical action learning: process-based leadership and management development

Increasing attention is focusing on the value of critical approaches to enhancing leadership and management development processes. This paper examines how a critical action learning perspectives can be harnessed to produce valuable learning and development through critically reflective practise. Critical action learning approaches not only explore underlying power and control issues, but actively engage in an examination of political and cultural processes affecting leadership development. The aims of this paper are to explore approaches to critical action learning, to elucidate its principal features, to highlight how it can be applied in leadership and management development contexts and, finally, to illuminate some of the complexities and challenges of working with critical action learning in practice.     

工学结合模式下领导实务课程体系构建研究

工学结合模式下高职领导实务课程体系构建应由传统的学科理念转变为现代的职业教育理念,按照典型工作任务提炼、学习情境设计、课程内容体系安排的思路构建了领导实务课程体系。     

当前北京市中学教研组长素质状况及其影响因素研究

本研究从专业领导者素质的角度,调查分析当前北京市中学教研/备课组组长的素质状况。调研发现,教师心目中的教研/备课组长的素质基本达到了专业领导的水平,但并不十分令人满意。表现在组长拥有优秀教师的基本素质、专业领导者的多数品质,但其专业领导力尚显不足。大多数的组长认可自己的专业领导力,但认为作为专业领导者的素质仍需要提高。究其原因,本文认为学校的行政组织构架,教研组半行政半专业的组织性质,以及培训渠道狭窄等是造成组长素质有待提高,专业领导作用发挥有限的主要因素。     

毛泽东、邓小平领导思想比较研究

邓小平同志长期跟随毛泽东领导中国革命和社会主义建设，并在20世纪80年代初成为党的第二代领导集体的核心，特殊的经历与环境，使他对毛泽东的成功和失误既有切身的感受，又有深刻的思考，继承和发展了毛泽东的领导思想，主要表现在领导本质、领导基本原则、领导方法、领导作风、领导的选才用人、领导制度等方面。     

The historical context of science and education at the American Museum of Natural History

In this article I critically examine the historical context of science education in a natural history museum and its relevance to using museum resources to teach science today. I begin with a discussion of the historical display of race and its relevance to my practice of using the Museum’s resources to teach science. I continue with a critical review of the history of the education department in a natural history museum to demonstrate the historical constitution of current practices of the education department. Using sociocultural constructs around identity formation and transformation, I move to the present with a case study of a teacher who transforms the structure of science education in her classroom and school as a result of her identity transformation and association with a museum-based professional education program.

Multiple Outcomes of Class Visits to Natural History Museums: The Students’ View

The purpose of this study was to describe and understand the range of outcomes of class visits to natural history museums. The theoretical framework is based on the multifaceted process of learning in free choice learning environments, and emphasizes the unique and individual learning experience in museum settings. The study’s significance is in highlighting several possible cognitive as well as non-cognitive learning effects in museums class visits, by providing the student’s point of view. Data was collected by semi-structured interviews with 50 students in grades 6–8 on the day following the visit. We present evidence that students expressed several learning outcomes, connected directly and indirectly to the scientific content of the visit. Content oriented outcomes included acquiring scientific knowledge and making connections to prior knowledge; social oriented outcomes were identified in students’ statements regarding communicating knowledge and social aspects of learning; and interest oriented outcomes were evidenced by students’ expressions about emotions, interest and curiosity. The aggregate data addressed the common outcomes and the impact of class visits to natural history museums in the short term. Comparisons between two types of museums show significant differences in several aspects, regarding the exhibit and/or the activity type. Practical ideas for structuring the ultimate experience are included.     

Organizational culture,values, and routines in Iranian medical schools

In Iran, restructuring of medical education and the health care delivery system in 1985 resulted in a rapid shift from elite to mass education, ultimately leading to an increase in the number of medical schools, faculties, and programs and as well as some complications. This study aimed to investigate views on academic culture, values, and routines held by faculty members. A nation-wide survey conducted in six public medical schools in Iran. The research findings show weak organizational culture and values, together with routine behaviors sensed as a negative and low satisfaction with academic leadership. The research evidence suggests bureaucracy, politicization, conservativeness, and centralization as common features of medical schools in Iran and also suggests suitable supervisory skills to tackle the tension between governmental management and academic leadership with cultural changes, the creation of new values, and adoption more efficient routines.     

中国共产党领导下的大连福岛纺织株式会社工人大罢工

1926年4月27日,因无法忍受日本资本家的残酷压榨和剥削,大连福岛纺织株式会社1000余名工人举行了声势浩大的罢工。罢工过程中,日本资本家采取了种种惨无人道的压迫手段逼迫工人复工。在中国共产党的领导下,工人们团结一致,坚定信念,最终取得罢工斗争的胜利,充分展示了中国工人阶级的强大力量,而中国共产党的领导对此次罢工的胜利起到了决定性的作用。     

Leadership Reflections: Complexity and Our Adaptable Minds – Collaborative Inquiry and Presence-Based Leadership

Abstract

Our guest columnist is Tim Schlak who, like many of us, is on a journey continuing to challenge ourselves to be better leaders and to more effectively serve our organizations. This column presents several of the latest leadership development frameworks that are novel to library literature. Where many leaders assume our minds and identities are fixed, this paper presents theories and anecdotal evidence that our minds and identities are flexible and adaptable to the causes we choose. Complexity is offered as the central feature of organizational life and the responses we make can be intentionally crafted to help us hold our knowledge and our senses of self more loosely. In so doing, we create room to grow and to muster more effective and authentic responses to the complexity we all face in our libraries.