Search results

A personal narrative of my escape with my mother and siblings from South Sudan as refugees is presented. The narrative then chronicles the time in Egypt applying for refugee status and eventual resettlement in the United States. In the United States, resettlement began in Newark, New Jersey. I then document my move from Newark to San Diego, California to, eventually, New York City. In New York my life as a model, DJ, actress, and founder of Stand for Education is narrated.

BUSINESS SCHOOL GRAFFITI is a highly personal and revealing account of the first ten years (1965–1975) at Britain’s University Business Schools. The progress achieved is documented in a whimsical fashion that makes it highly readable. Gordon Wills has been on the inside throughout the decade and has played a leading role in two of the major Schools. Rather than presuming to present anything as pompous as a complete history of what has happened, he recalls his reactions to problems, issues and events as they confronted him and his colleagues. Lord Franks lit a fuse which set a score of Universities and even more Polytechnics alight. There was to be a bold attempt to produce the management talent that the pundits of the mid‐sixties so clearly felt was needed. Buildings, books, teachers who could teach it all, and students to listen and learn were all required for the boom to happen. The decade saw great progress, but also a rapid decline in the relevancy ethic. It saw a rapid withering of interest by many businessmen more accustomed to and certainly desirous of quick results. University Vice Chancellors, theologians and engineers all had to learn to live with the new and often wealthier if less scholarly faculty members who arrived on campus. The Research Councils had to decide how much cake to allow the Business Schools to eat. Most importantly, the author describes the process of search he went through as an individual in evolving a definition of his own subject and how it can best be forwarded in a University environment. It was a process that carried him from Technical College student in Slough to a position as one of the authorities on his subject today.

Twenty-first century education has been reconfigured to keep up with growing societal shifts in an effort to support a wide variety of learners. As changes occur, the workload for teachers continues to expand with little to no support and resources within classroom spaces to keep up with the current times. Post pandemic, the expectations and systems have shifted emphasizing the need for more programming around social emotional learning and systems to help mitigate the learning disruption. The insurmountable pressure placed on teachers has led to a robust and persistent departure of the profession causing the entire education system to rethink the policies, structures, and systems that influence teacher burnout.

Explores the developmental role and meaning of executive degree programmes in the lives of working executive participants. Uses Levinson’s concepts of developmental stages, the central components of the life structure, and Mead’s concept that meaning is found in the response of the other, as the theoretical framework. Data were gathered using semi‐structured interviews that explored respondents’ work life, biographical and family influences, and the educational experience. A short questionnaire was used to gather demographic data. The subjects were executive participants in the Executive Program at The Claremont Graduate School. The sample of 12 ranged from 36 to 55 years of age. The respondents were equally distributed by gender. The data supported Mead’s notion that the meaning of the degree programme would be found in the response of significant others. The interview data indicated that respondents enjoyed a high level of support for their educational goals from significant others at home and at work. There was no support for Levinson’s model where the role/meaning of the programme would be different for participants at different stages of adulthood. However, the experience did effect life structures in predictable ways.

The purpose of this paper is to examine the development of family protective factors in participants of Help Me Grow Utah (HMGU), a community-based system that promotes child development, seeks early detection of developmental delays, and links families to services.

In this paper, standard quasi-experimental survey design was utilized. HMGU and control group participants completed the FRIENDS Protective Factors Survey, which was slightly modified into a retrospective pre-test and post-test format to address previous survey concerns of response-shift bias, self-serving assessments, and family maturation. Participants were asked to respond to ten questions at present and then again from the perspective of two years previous.

Participants in HMGU had statistically significant increases in protective factor scores in all but one subscale, with dramatic increases in two subscale questions on knowledge of parenting and child development. Control group scores statistically increased in four subscales, albeit at lower rates than HMGU participants. Interestingly, control group scores on two subscale questions relating to child maltreatment risk were significantly lower on post-tests as compared to their retrospective pre-test scores.

Participants in HMGU clearly increased in the development of protective factors. Replication of this study is recommended and the need for a control group in protective factor studies is imperative.

Findings from this study suggest that child services focused on enhancing knowledge of parenting and child development might also expect to improve protective factors. One-on-one care coordination with families seems particularly effective. The findings might also benefit other social programs as they utilize retrospective pre-test, post-test, and control groups in their evaluations.

HMGU is the first affiliate to utilize retrospective pre-test/post-test methodology, which can overcome confounding results attributable to response-shift bias. Also, the use of a control group affords inclusion of natural maturation in considering findings.

“My introduction into Higher Education was not my plan, but clearly it was ‘The plan’” (Russell, 2016). This simple statement is loaded, bearing in mind the things that I have experienced, what I now know, and what I continue to learn on a journey still in progress. When I reflect on my journey thus far, I am often amazed considering what I thought that I was preparing for, as compared to where I have landed professionally. It is not that my vision was small; perhaps, it was limited based on my exposure at the time. However, it remains that I am a licensed psychologist who is a first-generation graduate and a black woman on the tenure track, and while I have enjoyed successes along the way, the road has not been without obstacles. I have encountered potholes, blind spots, and rerouting. Although I cannot say that my lessons to date have me coasting on “cruise control,” I can confidently say that mentors and their mentoring have made the difference in the quality of my ride. There are key moments, relationships, and experiences that I am privileged to share so that they may light the pathway for others traveling similar roads.

In this chapter, I will share about my personal journey, highlighting key moments, personal experiences, and relationships encountered at different points along the way. Hindsight provides so many lessons. When recounting my story, I tend to contextualize my experience as a “First.” A First is an individual who was once a first-generation college student, who successfully matriculated through their undergraduate degree programs, and now find themselves navigating life in their respective personal and professional spaces (Russell, 2018). For some, this may be inconsequential; however, for me, it is salient to my faculty identity because it is relevant to many things that I did not know coming into the role. To that end, I will start by referencing what I have considered to be missed opportunities or misuse of resources at the graduate level while being focused on the “here and now” and nonacademic professional pursuits. I will share how outreach to mentors at a significant point in my career contributed to my uncharted entry into higher education, and how I came to realize the currency embedded within mentoring relationships. This narrative will include discussion of “mentoring moments” or what I call the “mentors in my mind,” “the council” (key players and relationships), “jumping in the deep end” (being open to something new, being “in search of” looking to fill the gaps in knowledge through formal mentorship opportunities), and “practicing what I preach” – building the network and using my resources to further my career and to develop students.

The purpose of this paper is to provide a profile of Stacey Withington.

In this case study, Stacey provides a short account of her life and is then interviewed by Jerome.

Stacey details how she was able to transform her life, despite the traumas experienced in her life.

Although many of us will not have experienced the difficulties that Stacey has, we are all able to empathise with her story. We now have the gift of her story, to borrow the phrase from Dr Julie Leibrich (Leibrich, 1999).

How many times must people complain about the delay in accessing counselling and mental health services before something is done to tackle the problem?

A mother, a partner and a son, backed up by wonderful tutors and friends, helped Stacey find the strength and talent that she possessed within.

Stacey is the first person featured in this series to be called a SHEro. In truth and as Patricia Deegan has stated, “try and see the person with mental health problems that you are working with as a hero” (Deegan, 1996). As Pat also says, “Could you have survived what that person has survived?” Stacey has not just survived, she is now flourishing!

Anti-globalization and protectionism movements have transformed strategic internationalization, international business (IB) student engagement and enrollment growth into very complex endeavors. Whereas the literature is rather scarce on solutions, this paper aims to offer some best practices at a highly ranked IB program that can be very useful to business school leaders.

Descriptive case study of the Fox IB program (Temple University, USA) is based on an inductive approach and the Quality Function Deployment framework to design and internationalize the curriculum.

Listening to the voice of the customers through student and employer testimonials, the author found the elements that make an IB program and curriculum successful. Even senior students who are “between opportunities” feel that the new IB curriculum have prepared them well for their career.

While the case study methodology is well-suited to understand strategies and processes, this research has natural limitations in terms of generalizability.

Academic Directors and business school leaders can use these best practices to innovate, engage their stakeholders and grow enrollments. By increasing job placement opportunities and enrollments, they create a virtuous cycle of success and can obtain additional resources for their program.

The value of management education to society is almost incalculable. IB is an integrative management discipline that is instrumental to the success of the global economy and society.

The best practices of the highly ranked Fox IB program and the 21 student and employer testimonials in this case study have never been shared before.