...Teachers’ College of Jamaica The effects of the Cooperative Learning Strategies on students’ performance in Science By Jason Smith-Samuels SJTC20102990 A Research Proposal submitted to the department of Professional Studies in partial fulfilment of the requirements for the Bachelor of Education in Primary Education. Table of Contents Chapter 1: Introduction………………………………………………………………………….4 Background and Statement of the problem……………………………………………………4-5 The purpose of the study………………………………………………………………………5-6 Research questions……………………………………………………………………………6 Operational Definitions………………………………………………………………………6-7 Delimitations……………………………………………………………………………………7 Limitations…………………………………………………………………………………….7 Significance of the study……………………………………………………………………7-8 Theoretical base……………………………………………………………………………….8-9 Chapter 2: Review of literature….…………………………………………………..………10-14 Chapter 3: Methodology and procedure……………………………………..…………………15 Role of the researcher…………………………………………………………..………………16 Population and sample………………………………………………………………………16-17 Description of action plan………………………………………………………………….17-18 Data collection………………………………………………………………………………18 Data presentation analysis……………………………………………………………………19 Methods of verification………………………………………………………………………19 Ethical issues…………………………………………………………………………………19 Time line……………………………………………………………………………………..20 Summary…………………………………………………………………………….………21 List of references……………………………………………………………………………22-25 ...
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...arts Play and creative arts are important aspects of children’s learning that are being used in kindergartens. This action research project explores the using of play and creative arts in a kindergarten classroom. The purpose of this study is to evaluate and analyze how play and creative arts activities enhance and support children’s learning in literacy and numeracy lessons. Qualitative methods were used to gain data that reflect on the implementation of play and creative arts strategies and activities in teaching and the interpretation collected from participants. The three types of tools that used to collect data are observations, interviews and a reflective journal to ensure validity of results. After analyzing the data, two interrelated themes emerged. The first theme highlights the benefits of play and creative arts in early childhood. The second theme shows the benefits of using them can support literacy and numeracy development. Consequently play and creative arts seems to promote development in children’s learning processes and they also offer the learners’ confidence in their learning. To conclude, this study shows that play and creative arts may have positive effect in improving the children’s overall performance and attitudes. Play and creative arts are important aspects of children’s learning that are being used in kindergartens. This action research project explores the using of play and creative arts in a kindergarten classroom. The purpose of this study is to evaluate...
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...Using Student Self-Reflections to Improve Student Study Habits in the Mathematics Classroom A Capstone Project Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Arts in Teaching: Mathematics Nancy Daly Department of Mathematics and Computer Science College of Arts and Sciences Graduate School Minot State University Minot, North Dakota Summer 2011 ii This capstone project was submitted by Nancy Daly Graduate Committee: Dr. Laurie Geller, Chairperson Dr. Cheryl Nilsen Dr. Rebecca Anhorn Dean of Graduate School Dr. Linda Cresap Date of defense: Month day, year iii Abstract Type the abstract here. Do not indent. It should be one block paragraph. The abstract is a summary of your paper. iv Acknowledgements Type your acknowledgements here. Indent each paragraph 0.5 inch. You can thank whomever you choose. v Table of Contents Page Abstract .................................................................................................................. iii Acknowledgements ................................................................................................ iv List of Tables ....................................................................................................... viii List of Figures ........................................................................................................ ix Chapter One: Introduction ................................................................
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...History of Organizational Development Organizational Development A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. OD Values: 1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation History of OD Relatively new field of study – 50’s & 60’s No unifying theory – just models of practice Emerged from study of group dynamics & planned change. Late 40’s T-groups – training groups, behavioral skills and individual insight into problem solving Kurt Lewin at MIT – RCGD, Teachers College/Columbia Four Trunk Stems of OD Laboratory Training Survey research and Feedback Action Research Sociotechnical Approaches How does OD Work? Lewin’s 3 Phase OD Model UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed) MOVING From old behaviour to the new (Changes) REFREEZING Change made permanent Laboratory Training NTL – Nat’l Training Laboratory T-Group L-Group RCGD Other universities set up training labs Invention of flip chart Next 10 years were tough – frustration at inability to transfer NTL to real world – began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt.(L-Group) Chris Argyris 1957, Yale, First to conduct team building sessions with CEO’s. Douglas McGregor...
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...15 Organizational Change LEARNING OBJECTIVES After reading this chapter, you should be able to: 1. Describe the elements of Lewin’s force field analysis model. 2. Outline six reasons why people resist organizational change. 3. Discuss six strategies for minimizing resistance to change. 4. Outline the conditions for effectively diffusing change from a pilot project. 5. Describe the action research approach to organizational change. 6. Outline the “Four-D” model of appreciative inquiry and explain how this approach differs from action research. 7. Explain how parallel learning structures assist the change process. 8. Discuss three ethical issues in organizational change. 444 Part Four Organizational Processes Umpqua Bank’s transformation from a sleepy community bank to a regional leader illustrates many of the strategies and practices necessary to successfully change organizations. It reveals how CEO Ray Davis created an urgency to change, minimized resistance to change, built the new model from a pilot project that was later diffused throughout the organization, and introduced systems and structures that reinforced employee behaviors consistent with the new banking model and company culture. Although Umpqua’s transformation sounds as though it was a smooth transition, most organizational change is messy, requiring considerable leadership effort and vigilance. As we will describe throughout this chapter, the challenge of change is not so much in deciding which...
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...student feedback and leadership a report on the 2006 leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect...
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...Organization Development: An Instructor’s Guide for Effective Teaching by Joan V. Gallos Purpose of this Instructor’s Guide The purpose of this instructor’s guide is to support and energize individuals who use Organization Development: A Reader in their teaching – instructors who teach courses on organizational change, OD, the history of the field, leading change, consulting skills, and organizational effectiveness and health in undergraduate and graduate programs in management, the professions, and the administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels...
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...human behavior in efforts to modify individual and group behavior to increase organizational efficiency and performance. The objective of this paper is to examine organizational development by providing an explanation of the process followed by identifying the theories associated with organizational development. In addition, the paper will illustrate which specific conditions are necessary for successful organizational change and development. Close assessment of the objective will lead to a clear understanding of the bond between organizational development and organizational psychology. Process of Organizational Development Organizational development is the systematic process to implement planned and effective change using technologies, research, theories, and behavioral science in effort to promote change that will “improve” the performance and overall health of an organization. More specifically, “organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges”(University of Virginia Leadership Development Center, n.d., ¶ 1). The primary step in the process of organizational development is for the organization to do a self-reflection of its current state, and then plan on what specific interventions they wish to apply to make changes. The next step is to hire an organizational-development consultant to help in the intervention process;...
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...1.) Dave Keller is faced with two problem areas at NOGO Railroad Company that has affected the company as a whole. The reduction of current employee expenses necessary to run the day to day operation, and the improving attitude of the employees to except the necessary changes to increase productivity and the continued growth of NOGO Railroad Company. With the current operation system at NOGO Railroad Company, the threat of layoffs could be in the near future. 2.) Dave Keller doesn’t seem to be receiving any backing from management to help him solve the current problems in his department at NOGO Railroad Company. David doesn’t have the authority to make such changes. He is missing the motivational force of his manager and the company owner to implement these changes. The current issue he is faced with has been ongoing and has not been handled by the previous manager. Currently at NOGO Railroad Company low morale has also been an issue. Most employees don’t feel that have to do extra work, so other employees are overworked. 3.) What needs to change is reduce crushing employee expenses, and improve the attitude of employees to accept necessary changes. 4.) I would start with training and development programs: adequate training must be provided to all the employees to ensure that there is smooth functioning of operations. Human resource planning and forecasting: HR planning will ensure that right number of people are available in the organization at the right time Proper...
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...August 26, 2013 Ernesto Flores Organizational Development 661 Richard Stackman The Past, present and future of organization development: Taking the long view ‘Find your voice in OD’ was the one quote I took away from my first graduate course in my program. I had never considered having a voice in OD before until then. Prior to reading this course my understanding of organization development (OD) derived from a few quick Google, Wikipedia searches to water cooler conversations with a current colleague/MSOD student. As I delved into the different readings I noted one specific passage that resonated with me due to the nature of my profession. ‘Changing Higher Education Institutions and Nonprofit Organizations’ spoke constant change in both the nonprofit and higher education sectors (Burke P. 18). As I highlighted and starred this section I knew that’s where I wanted begin the search for my voice in OD. Throughout this reading time relevance was a constant bookmark for me in understanding the thought process of the current state of OD in which ideas were being presented. I found myself jotting down the years where change occurred and what insight it brought to OD. After I noted the year I made a reference to historical events happening during that era to really get a sense of the national or even global perspective of where OD evolved. * 1939 the emergence of OD practices lay its foundation * 1940’s the birth of T-Groups to learn about human behavior *...
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...HR07 Managing Change through Organisational Development Assignment No.I Assignment Code: 2013HR07A1 Last Date of Submission: 15th April 2013 Maximum Marks:100 Attempt all the questions. All the questions are compulsory and carry equal marks. Section-A Ques. 1 Explain underlying values and assumptions of OD? Can OD cope with the challenge of managing radical change? Ques. 2 Is the Action Research model of planned change better than Lewin’s changed model? Justify your stand vis-à-vis the short comings of planned change. Ques. 3 OD interventions need to be well planned and structured to promote learning and change. What factors should OD practitioners consider while structuring their interventions? Ques. 4 Discuss the meaning of organizational development. What are the various purposes for which organizational development is used? Section-B Case Study The team leader always comes just as the meeting is scheduled to begin and spreads folders and other materials across one end of the table. Team members leave two chairs on either side of that end of the Table and no one ever sits there. This allows the leader approximately one-third of the table space while the groups sits around the other two-thirds of the table. The team always waits for the leader to express before anyone speaks. The leader often begins with ten minutes review of the progress. The team is assigned the task of collecting data from the manufacturing...
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...used in this case was the Action Research Model. The organizational development practitioner facilitated a lot of steps that this model discussed. Stating that the organization due to new law has to transfer the operation of San Diego’s airport to the SDCRAA by January 2003 identified the problem identification step. Thella Bowens also consulted with a Behavioral Science Expert when she participated in the Aviation division’s strategic planning process in 2001. Another step that identifies this model was used is how “data gathering and preliminary diagnosis” was done by Ms. Bowens putting twelve functional teams together responsible for collecting data, establishing new or parallel functions for the new SDCRAA and highlighting any issues related to the startup of that particular function. “Feedback to key clients or groups” step was also used. i. Discuss whether or not the correct model was chosen, and how the situation in this case may have varied from the models discussed in your text. The model chosen in order to undergo the planned change initiative of transferring the operation of San Diego’s International Airport to that of the SDCRAA by January 2003 was a good choice for Thella Bowen and her interim advisory board—Action Research Model. It was discussed that data was collected in order for Bowen to familiarize herself with the issue at hand. Also, it was told that Bowen “[revised] the existing strategic plan, [hired] staff to research, [discussed], and create[d]...
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...jointly developed with the client, thereby the client relies on his expertise and guidance at every step in the change process. Without professional values and ethics to guide the ODP’s every interaction, communication, and activity, he may find it difficult to navigate the client relationship as both client and ODP roles and goals may often come into conflict or become clouded by ambiguity. Values and ethics help the keep the ODP’s his role in focus and act to guide him as he works jointly with the client to identify the challenges facing the organization, recommend a solution and assist in their implementation resulting in increased organizational effectiveness and performance. The case was fraught with examples of how the Action Research Model (ARM) was not followed and professional values and ethics were questionable. In the ARM, planned change...
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...Organizational Development Introduction Organizational development can be defined as “a set of behavioral science-based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson, 1992). In our text Jex, Britt, 2008 stated that one of the most common motivating factors behind organizational-development programs can best be described as survival. This paper will examine the process of organizational development, the theories associated with organizational development. I will also go over the conditions that are necessary for organizations to have successful change and development. Process of Organizational Development The process of organizational development is a systematic, integrated, and planned approach to improving the effectiveness of a company” (Jex, Britt, 2008).Organizational development has certain phases that it goes through in order for organization to become successful. In theses phases the organizations focuses on organizational change that will help the company and t employees with their performance and individual development. The process for OD is done through assessments, interventions, implementing and gathering data. The organization utilizes all the information to measure the progress that the company has made and also...
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...jointly developed with the client, thereby the client relies on his expertise and guidance at every step in the change process. Without professional values and ethics to guide the ODP’s every interaction, communication, and activity, he may find it difficult to navigate the client relationship as both client and ODP roles and goals may often come into conflict or become clouded by ambiguity. Values and ethics help the keep the ODP’s his role in focus and act to guide him as he works jointly with the client to identify the challenges facing the organization, recommend a solution and assist in their implementation resulting in increased organizational effectiveness and performance. The case was fraught with examples of how the Action Research Model (ARM) was not followed and professional values and ethics were questionable. In the ARM, planned change begins...
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