Editor’s Note: Today we feature part 2 of Dr. Greenstreet’s “10-Point Survival Guide to Being, and Staying, an Academic Leader.” If you missed part 1, please click here for yesterday’s post.
6. Talk straight: Someone once said: “Sincerity is the key to good leadership — if you can fake that, you’re in.”
While entering the administrative ranks of academia might seem a formidable task, staying there presents a whole other series of challenges. The average length of stay for a dean, vice chancellor, or chancellor can often be fewer than five years and in some programs, the duration of leadership has been known to be considerably shorter.
When learners reflect, they thoughtfully consider (or reconsider) an experience. If the reflection is critical, it challenges the customary ways of understanding or explaining an experience. Critical reflection questions meanings and looks at assumptions. The opportunity to reflect on experiences develops critical thinking skills and helps students to learn things for themselves.
Personnel review binders used for retention, promotion, and tenure decisions may go the way of the typewriter as electronic portfolio systems continue to gain ground as effective, paperless solutions.
As more and more courses go online, interaction and knowledge building among students rely primarily on asynchronous threaded discussions. For something that is so central to online learning, current research and literature have provided instructors with little support as to how they can facilitate and maintain high-quality conversations among students in these learning environments. This article responds to this need by offering three strategies instructors can use to ensure educationally valuable talk in their online classes.
We are bombarded with information about online course supplements and the newest interactive multimedia components, all touted as the best approach to engage today’s learners in the online environment. Dedicated practitioners puzzle over how, when, and where to incorporate multimedia within their online courses and further agonize over the potential effects of choosing not to do so.
The number of adjunct faculty teaching at colleges and universities continues to rise dramatically. According to the National Center for Education Statistics (NCES), 44 percent of faculty and instructional staff at all institutions in fall 2003 were part-time employees compared with 33 percent in 1987, the first year of data collection.
I bring a box to the first day of class — especially if it’s a course with beginning students. At precisely the time class starts, I walk into the room with my box filled with random, quirky objects. I like to include a small Alf doll, a pad of Post-its, some scissors, perhaps a can of Slim-Fast, a candle, a rock, a comb, and maybe six or seven other objects indiscriminately gathered as I leave for class. As soon as I enter the room, I put the box on the table; take each article out; place it on the table; and finally, when all of them are out, return them to the box. Then I ask the students to take out a piece of paper and write down as many of the items as they can remember.
A common phrase uttered during the first day of class is: “You will be graded on class participation.” As instructors we know what we expect. But what exactly do our students think we mean by that statement? The longer I’ve taught the more I’ve come to realize that students may not really know.
The problem of academic dishonesty has become one of staggering proportions. In a recent paper on the subject, Robert Kitahara, assistant professor in the business programs at Troy University, and co-author Frederick Westfall, associate professor and regional chair of business programs for Troy University, detail a growing problem in distance learning in which students cheat on tests and assignments, then seek redress for wrongs against them when they are caught.
