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1 – 4 of 4Festus E. Obiakor, Sunday O. Obi, Cheryl A. Utley, Jessica Graves and Tachelle Banks
Children with disabilities are made to be invisible, excluded from school, hidden by their families, and abandoned by their governments, especially in developing countries. These…
Abstract
Children with disabilities are made to be invisible, excluded from school, hidden by their families, and abandoned by their governments, especially in developing countries. These children are less likely to start school; and if they do, they are unlikely to transition to secondary school. Access to quality programs or schools for children with disabilities is often limited by the lack of understanding about their needs, well-prepared or trained teachers, classroom supports, learning resources, and facilities. Denying these children their right to education has a lifelong impact on learning, achievement, and employment opportunities, and thus hinder their potential economic, social, and human developments. To ensure that all children enjoy their basic human rights without discrimination, the inclusion of children with disabilities should be promoted in all programs and schools. In addition, they must be included to ensure their presence, participation, and achievement. Regardless of ability, all children have a right to reach their full potential. It is critical to build the political will, policies, and infrastructure for truly inclusive programs. In this chapter, we examine historical trends, important relevant issues, and legislations that protect young learners with disabilities (the 13 categories) and the challenges and advances made in special education advocacy and policy to enable or enhance positive direction for the education of young learners with disabilities.
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David B. Szabla, William Dardick and Jennifer A. Devlin
The Perception of Change Strategy Scale (PCS) measures an individual’s perception of the change strategies being used by change agents during an organizational change. To ground…
Abstract
The Perception of Change Strategy Scale (PCS) measures an individual’s perception of the change strategies being used by change agents during an organizational change. To ground the reader in the tool’s history, two published studies are briefly discussed: one in which the measure was developed and a second in which the tool’s reliability was appraised. In a third study presented here a confirmatory factor analysis was conducted to test the theoretical framework and to select the best fitting model amongst several competing models of the constructs identified in the PCS. The results support a three-factor model as the best fit for a change strategy framework based on Chin and Benne’s (1961) three-part conceptualization for leading change: empirical-rational, power-coercive, and normative-re-educative.
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Kaitlyn DeGhetto, Zachary A. Russell and Gerald R. Ferris
Large-scale organizational change, such as seen through mergers and acquisitions, CEO succession, and corporate entrepreneurship, sometimes is necessary in order to allow firms to…
Abstract
Large-scale organizational change, such as seen through mergers and acquisitions, CEO succession, and corporate entrepreneurship, sometimes is necessary in order to allow firms to be competitive. However, such change can be unsettling to existing employees, producing considerable uncertainty, conflict, politics, and stress, and thus, must be managed very carefully. Unfortunately, to date, little research has examined the relationships among change efforts, perceptions of political environments, and employee stress reactions. We introduce a conceptual model that draws upon sensemaking theory and research to explain how employees perceive and interpret their uncertain environments, the politics in them, and the resulting work stress, after large-scale organizational change initiatives. Implications of our proposed conceptualization are discussed, as are directions for future research.
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