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Notes that professionals in education have learned from those in industry with regard to quality management concepts. Suggests that, with regard to quality concepts in universities, there are four main issues, including aspects such as incorporation of quality concepts in the curriculum and using quality concepts to improve educational administration. Notes likely improvement paths, namely: improving the business operations side of schools, and shortening the time taken to identify failing students. Lists six quality concepts for education based on quality management principles in areas such as leadership, understanding stakeholders and involvement of people. Also lists some management concepts required to provide the necessary linkages for the improvement of education, including identification of critical processes for improvement, and reporting improvements in terms meaningful to process stakeholders.

This chapter highlights the underlying complexities of the concept of “curriculum” in recent decades and the different definitions given to the concept in curriculum studies by scholars of education in general and ISATT members in particular. After describing the fuzziness of the curriculum concept and seeking to resolve fragmentation through returning to its value and avoiding misunderstandings, this work briefly addresses the “curriculum design” concept and presents some recent developments in ISATT research – “curriculum making” and “vertical curriculum” – that reevaluate the role of teachers. The outcomes of the such investigations converge around teachers' roles as “curriculum makers” and not as mere “implementers”; specifically, they allow explorations of teacher's “best-loved self,” through narratives and metaphors to reaffirm principles – such as decision-making and collegiality – which are necessary for teachers' practices and teaching and teacher education research.

Developing followers is just as important as developing leaders. This brief outlines strategies for integrating material on followership into three leadership course units: introduction to leadership, leadership theories, and leadership ethics. Instructors can highlight the importance of followership by emphasizing that (a) leaders and followers have an interdependent relationship, (b) followers are essential to group success, (c) followers are an important component in many leadership theories, and (d) followers are responsible for their moral choices and face their own set of ethical challenges.

This paper examines instructional coaching as a means to support teachers at all levels in primary and secondary schools in implementing new and innovative practices using the Universal Design for Learning (UDL) framework as a design guide.

This mixed-methods study compared the impact of an instructional coaching intervention around the implementation of the UDL framework on educators versus the UDL implementation efforts of educators who did not receive the coaching intervention. Coached participants shared their experiences with the coaching cycle. These qualitative data were collected through teacher interviews, self-assessments, and observations. The data assisted in the interpretation of the quantitative findings from a quasi-experimental pre-test–post-test comparison group design.

The results of this study revealed positive outcomes for teachers in knowledge and application of UDL, although not at statistically significant levels. The qualitative data collected supported the positive gains and revealed that teachers valued and changed their practices from the use of coaching as they navigated the implementation of UDL in their learning environments.

One limitation to be noted includes the district site that participated in this study had used the UDL framework for several years and maintained high expectations for teachers to increase their UDL-aligned practices each year. Therefore, all teachers who participated in this study were under the same district evaluative expectations to participate in professional development at some level to increase proficiency with UDL implementation, whereas a district in the beginning stages of UDL implementation might serve as a better gauge of growth. Additionally, the control participants were self-identified and not randomly assigned.

This study is one of the first conducted that investigates the effect of instructional coaching on teachers' increased understanding and implementation of the UDL framework. This study examines instructional coaching as a stand-alone professional development in supporting teachers' use of UDL in design-inclusive classrooms. Written into US law, the UDL framework is a scientifically valid framework that supports teachers with the design of flexible and accessible classrooms for an increasingly diverse population of students.

Top officials at Enron abused their power and privileges, manipulated information, engaged in inconsistent treatment of internal and external constituencies, put their own interests above those of their employees and the public, and failed to exercise proper oversight or shoulder responsibility for ethical failings. Followers were all too quick to follow their example. Therefore, implications for teaching leadership ethics include, educators must: (a) share some of the blame for what happened at Enron, (b) integrate ethics into the rest of the curriculum, (c) highlight the responsibilities of both leaders and followers, (d) address both individual and contextual variables that encourage corruption, (e) recognize the importance of trust and credibility in the leader-follower relationship, and (f) hold followers as well as leaders accountable for ethical misdeeds.

The chapter examines the storied experiences of a preservice teacher in India who transitioned to become a beginning year teacher over the course of this study. Multiple threads unraveled the complex interweaving of her personal and professional selves in her scholarship of teaching, further suggesting that teachers teach who they are. Through the course of this research, I explored the following questions about my participant: What was the source of her energy and passion for working with her students? What did her story reveal about the development of her personal practical knowledge? What were those experiences in the teacher education program which enabled her to intervene and connect with her students at a deeper level? As the inquiry travels back and forth on the temporal dimension, including various social spaces and interactions, my participant demonstrated an evolving understanding of her self-as-a-thinking being with an agency and social justice perspective.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).