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1 – 4 of 4Jasvir Kaur Nachatar Singh, Swati Nagpal, Susan Inglis and Jubin Jacob-John
The purpose of this paper is to explore undergraduate international students’ experiences in a flipped classroom environment in an Australian university.
Abstract
Purpose
The purpose of this paper is to explore undergraduate international students’ experiences in a flipped classroom environment in an Australian university.
Design/methodology/approach
In total, 32 in-depth interviews were conducted with undergraduate international students at one Australian university by three researchers.
Findings
The learning experiences of international students in a flipped classroom environment include increased flexibility in learning; enhanced engagement with content and; more confident participation in face-to-face workshops. In addition, the analysis further illustrates that international students intrinsically develop soft skills (e.g. increased confidence and communication skills), learning skills (e.g. research and critical thinking) and employability skills (e.g. time management and accountability).
Research limitations/implications
These findings focus only on the positive learning experiences of undergraduate international students in one Australian university.
Originality/value
The study contributes to the literature by identifying learning experiences of undergraduate international students in a flipped classroom environment and the connection with their development of soft skills, learning skills and employability skills.
Details
Keywords
Meena Galliara, Swati Sisodia and Pragya Nagpal
The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted…
Abstract
Learning outcomes
The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted by NGOs in attaining the organization’s mission and creating a social impact, corporate social responsibility, inclusion, labor market, social enterprise, strategy and vocational learning; to apply social business canvas for analyzing the business model deployed by NGOs to develop market linkages; to analyze the challenges in setting and scaling NGO programs and strategies designed to address the same; and to enable students to brainstorm in creating future growth options for scaling up and replicating NGO programs.
Case overview/synopsis
The case describes the journey of Salaam Bombay Foundation (SBF), a national-level NGO registered in 2002 in Mumbai, India. In March 2020, SBF had an annual budget of INR 13.98 crores (US$1.84m). It addresses the challenging environments children from economically constrained families face by engaging them in continuing school education and providing vocational training. Since its inception, SBF has launched and executed many in-school and after-school programs. To successfully transit skilled adolescents and teenagers into the labor market and help them make informed career decisions, SBF launched “DreamLab,” a stipend-based “internship” model, in August 2018. Gaurav Arora, Vice President SBF, was assigned the responsibility to scale up skills@school and DreamLab internship programs. With disruptions caused by the pandemic in March 2020, Arora struggled to operationalize DreamLab as initially planned. The case is at a crucial decision point where clouds of uncertainty have made Arora and his team anxious about their future course of action.
Complexity academic level
The case is intended for students of undergraduate and graduate programs in Business Management, Social Entrepreneurship and Social Work programs. Executives of management development programs can also use the case to analyze the effectiveness and management of the skill development program.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details
Keywords
The COVID-19 crisis presents significant leadership and governance challenges and opportunities for organisations. This is a reflective commentary on how leaders and boards are…
Abstract
Purpose
The COVID-19 crisis presents significant leadership and governance challenges and opportunities for organisations. This is a reflective commentary on how leaders and boards are responding to the crisis.
Design/methodology/approach
Drawing on personal experiences as an employee, non-executive director and observing leaders.
Findings
That leaders emphasise values and purpose and communicate with clarity, meaning and empathy is paramount. It is organisations which continue to be agile and to adapt and change proactively with “out of the box” thinking who will thrive in the next normal.
Originality/value
The lessons learned from this unique crisis for business continuity and success in the next normal.
Details