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Purpose – This study aims to describe the planning of learning, learning organizing implementation, and evaluating the learning of Bahasa in a high school in Lhokseumawe.…
Purpose – This study aims to describe the planning of learning, learning organizing implementation, and evaluating the learning of Bahasa in a high school in Lhokseumawe.
Methodology – The research method was descriptive analysis with a qualitative approach. Data collection used the techniques of observation, interview, and literature review. The subjects of research were the principal, vice principal, Chairman of Department, and Bahasa teachers in the high school. The data obtained were analyzed with the technique of reduction, display, and verification.
Findings – The results showed that the lessons plan in the high school have been compiled by the Indonesian language/Bahasa teachers, including analyzing subjects, drawing up the annual and semester programs, and syllabus. All the planning of learning Bahasa have been well structured and documented. The implementation of the orientation direction or Bahasa Learning is adapted to the needs and level of education. The implementation of study conducted showed the positive things in accordance with the school-based curriculum.
Research Limitations/Implications – Organizing learning Bahasa also showed the positive things based on the management system. Bahasa teachers carried out their roles and their responsibilities based on their job description. This condition has brought positive influence on the quality of learning Bahasa which shows an increase from year to year.
Practical Implications – Activities and aspects of the Bahasa learning adapted to the assessment are based on the syllabus and compiled lesson plan. The evaluation phase is applied to improve the learning activities. This form of evaluation was done either by oral or writing.
Originality/Value – This is the first research to identify learning management of Bahasa in senior high schools in Lhokseumawe.
In this paper, we consider the ways that global leaders can promote global learning in their companies. Global learning occurs when ideas cross organizational boundaries, so that managers in all parts of the company can learn from each other. Through global learning, effective business practices can be identified and spread across the company, insuring that good ideas are adopted, regardless of their origin. These ideas become “global best practices” when they define an idea that can be applied globally, with some local modification if required.
In the first section, we ask four questions to help you determine if your company is prepared for global learning. Answering “yes” means that your company has a global orientation, which provides the foundation for global learning. Second, we present a model of global learning. Third, we suggest ways that you can build the capacity for global learning in your own company.
Chapter 1 builds a shared understanding of the definition and role of curriculum in learning. The attributes of a curriculum are presented and described with the research literature. The role and function of these attributes in the design of an effective learning experience are examined in detail.
As there are multiple meanings of the word “curriculum” in use, it is necessary to define this term as used in this work. This definition is not meant to suggest that this is the “one,” “true,” or “only” way to conceive of the term, but instead to suggest a useful and practical conceptual framework for curriculum as a multidimensional, dynamic, and causal component of the instructional system. This definition provides the conceptual framework for curriculum as used in this work.
The term derived from a Latin word (currere) denotes “a race course” (Etymology Online, 2018). Educators in the sixteenth century borrowed this denotation for what is now higher education to increase “order” in the learning processes and enhance learning (Hamilton, 2013). The term now describes the collection of learning experiences in a prescribed instructional unit of study, leading to a defined outcome.
The purpose and function of the curriculum in the learning process are to organize, order, and structure the learning process to facilitate learning. In this system of design, three global dimensions are differentiated to promote and enhance the learning of all individuals who pursue it. These global dimensions determine a learner’s ability to engage with, learn from, and demonstrate authentically the intended learning articulated in the curriculum.
The attributes of an effective curriculum are extracted from the educational literature and converted into criteria with which to evaluate a completed curriculum. These criteria include externally valid content, coherence, alignment, interconnectedness, complexity, and the inclusion of opportunities to demonstrate the expected outcomes. Additionally, the structure of the course groupings is evaluated by the criteria of structure, integration, sequence, and consistency. Each of these standards is discussed and explained as it applies to the design of effective curricula.
This paper aims to provide an overview of the development of learning organization concepts from the perspective of Nancy Dixon, who has been at the forefront of the…
This paper aims to provide an overview of the development of learning organization concepts from the perspective of Nancy Dixon, who has been at the forefront of the learning organization discussion since the 1980s.
Through a conversation with Dixon, and a scan of some of her works, this paper discusses several topics pertaining to the evolution of the learning organization debate, from Dixon’s perspective.
Dixon’s understanding of learning organizations was influenced by concepts related to action learning where people in organizations learn through meeting and talking about their problems. What distinguishes her understanding from others in that it is built more on the perspective of psychological safety, as inspired by Amy Edmonson's work.
Dixon acknowledges that her work has had more impact on the practitioner side. Dixon maintains that learning organizations are more egalitarian and move away from hierarchy. There are ethical underpinnings to this understanding as, with psychological safety, people are willing to speak up in those situations when their voices are needed to be heard.
Reviews many of the published studies of the application of action‐learning strategies to management and executive development in North American organizations. Concludes…
Reviews many of the published studies of the application of action‐learning strategies to management and executive development in North American organizations. Concludes that there are few meaningful examples of action learning that have been analysed for their organizational or developmental effects. Examples that are published seem to assess action learning more for its team‐building applications, with little attention being paid to using this process to facilitate individual or organizational learning.
The purpose of this paper is to examine how online discussion can be used in work‐integrated learning as a vehicle for students to demonstrate their learning in the…
The purpose of this paper is to examine how online discussion can be used in work‐integrated learning as a vehicle for students to demonstrate their learning in the workplace and to facilitate collaborative learning where face‐to‐face classes are not feasible.
The paper evaluates the use of assessable online discussion in facilitating collaborative learning and scaffolding reflection in work placement subjects. It reviews the literature regarding the use of online discussion, particularly for work placement subjects, and evaluates the use of an online discussion forum in a case study subject in the Queensland University of Technology (QUT) undergraduate law course.
The paper suggests that assessable online discussion forums are appropriate to facilitate student collaboration and collaborative learning in work placement subjects.
The paper is original in its examination of the assessment of online discussion in a work‐integrated learning context.
Advances the view that learning is a strategic variable inindividual and organizational effectiveness; discusses the processesinvolved in learning; proposes ways in which…
Advances the view that learning is a strategic variable in individual and organizational effectiveness; discusses the processes involved in learning; proposes ways in which organizations can be more supportive of learning; advocates action learning.