Wednesday, 6 March 2024

Development of modern concept of Educational Management- Unit:1

 EVOLUTION OF MANAGEMENT THOUGHT

How to manage activities involving large number of people must have been known even in the ancient past. There are evidence all over the world about the practice of management since the dawn of civilisation. Without proper management it would have been impossible to undertake consrruction of the Egyptian pyramids, or the Great Wall and the irrigation canals of China. However, organised activities in earlier times mainly required engaging people for manual operations and getting work done under strict supervision. On the other hand, work in cottage industries which flourished during the middle ages mainly involved engagement of family members and apprentices and application of traditional skills with simple tools and implements. ' 

Far reaching changes took place in the organisation of economic activities with the industrial revolution at the turn of the 18th century. Scientific and technical inventions paved the way of large scale factories using mechanical power and employing hundreds Approaches to the Study of of people. The systems of transport and communication were also transformed in the ' Management process and enabled producers to undertake distribution of goods in ever widening markets. With the growth in size and increasing complexity of organisations, the nature and scope of managerial functioils have also undergone considerable changes. The task of management no longer consists of supervising simple operalions and taking routine . decisions. It involves procurement of physical, human and monetary resources as well as their effective use for achieving the organisational objectives. The process of management and the various functions involved have thus received increasing attention of management experts over time. 

Early Thinkers 

 Thinking on management as a separate field of learning and practice began early in the 19th centuiy. It was at this time that persons like Robert Owen, Charles Babbage, Metcalf and Towne expressed their ideas on the. ways and means of making management practices more effective and efficient. 

Robert Owen, who owned and managed several textile mills in Scotland, emphasised the importance of human relations in' management. He was very much against the existing practices of workers being employed in factories to perform manual work for as long as thirteen hours per day, employment of child workers even below the pge of ten, absence of housing facilities, etc. ltle introduced many reforn~s in his own factories, reducing working hours, improving working conditions providing housing facilities, and arranging ' supply of goods at cheaper rales through company stores. On the bisis of his own experience, he advocated that investment in human resources was more profitable than investmenl in nlachinery and other physical resomces. He, therefore, recorninended that indusrtialists should change their attitude towards the workers and devote more attention to their well-being. 

Charles Babbage was a professor at Cambridge. Having studied the management of factories in the United Kingdom and France, .he observed that einployees and owners were totally ignorant of the basic tools of scientific melhods, they were guided purely by tradition, estimates and imagination and the owner-managers never took decisions on the basis of factual analysis. According to Babbage, it is essential to apply scientific principles to work processes for increasing productivity and reducing expenses. In his writings, Babbage emphasised the importance of division of labour on the basis of skills, and also stressed the necessity of replacing manual operations by machinery. As the manager of an army arsenal, 

Henry Metcalf held the view that the science of adniinistralion ought to be based on principles evolved by recording observations and experiences. The art of management, according to him, should be based on accumulated observitions which are on record and are presented systematically. His book on cost of manufactures and administration of workshops suggested a iystem of control with the help of work records maintained in Time Cards and Material Cards and a method of automatic actions: Henry Robinson Townc was the chief execulive of a manufacture company. His contribution to management lay in defining the role of a manager as a combination of the roles of an administrator, an engineer, and R statistician. Management of industrial work, according to Towne, required combination of different qualities of good businessmen and good engineers. He succeeded in motivating engineers to study . management, and advised them to be cost-conscious. At the same time, he emphasised that the process of management has multiple dimensions and ehgineer-managers must be aware of it. 

Early thinker on management made an attempt to suggest improvements in the. functioning of manufacturing organisations by different means. In that process the thinkers also provided a new background for manageinen[ in practice. Growth of business and industry proceeded at a rapid pace in the Western European countries and the USA throughout,the 19th century, Increased competitiorr in the domestic and'intemational rnaikets during this period drew the attention of management towards the necessity of improving productivity and efficiency of theil undertakings.

Reference:

UNIT 2:  APPROACHES TO THE STUDY OF MANAGEMENT https://egyankosh.ac.in/bitstream/123456789/13282/1/Unit-2.pdf

Wednesday, 28 February 2024

Characteristics of Good mangement

 CHARACTERISTICS OF GOOD MANAGEMENT 

Management is characterized by a few elements. They are: 

1 Management is a group activity : Since the organization reflects the social dimension, where individuals interact with each other in getting things done, individual efforts alone doesn’t guarantee results. Moreover, management cannot be done in isolation and hence, includes group activity. Management is thus seen as integrating individual efforts through organized group activity. 

2 Management is Universal in its application :Management applies to government, business enterprises, education institutions, military, medical and non-governmental organizations in equal measure. The principles of management suggested by the German industrial Psychologist Henry Fayol, are considered as guiding principles which could be adapted to specific organizational context. 

3 Management is a continuous activity: Management is dynamic in nature and hence is continuous. The ever changing organizational activity provides continuity to management functions. 

4 Management as an Integrated Effort :The process of management integrates the human and other resources in the achievement of the objectives of the organization. In the process, the individual goals and the organizational goals get aligned for effective functioning of the organization. 

5 Management as a well-defined process: Management is considered unique because of the well-defined and clear cut process of getting things done through the various functions of management. 

6 Management is objective-driven and result-oriented: Organizations have clearly marked objectives and goals, the accomplishment of which is systematically driven by the management function. 

7 Management as a set of roles and skills :It refers to an individual or a group of individuals who are actively involved in managerial function.The individuals are designated as managers and the Introduction to Management 12 group as management. The managers are expected to learn the managerial skills to perform their managerial roles effectively. 

8 Management as a function :The management process is characterized by the functions that the manager performs. They are planning, organizing, staffing, directing, coordinating, controlling and budgeting. 

9 Management as a discipline :Management as a discipline refers to a body of knowledge with unique pedagogical tools as taught in various educational institutions to impart the basic concepts and principles relating to the practice of management. Its importance is demonstrated by the glut on the growth of B-School across the globe and in India and the way it enjoys a prominent place in popular perception.


Reference:

https://www.egyankosh.ac.in/bitstream/123456789/79140/3/Unit-1.pdf

https://deb.ugc.ac.in/Uploads/SelfLearning/HEI-P-U-0543/HEI-P-U-0543_SelfLearning_20210729103348.pdf 

Concept of Management- Definitions

 MEANING AND DEFINITION OF MANAGEMENT 

It is not an exaggeration to state that everyone is a manager in some measure or the other in our daily lives. People confront different situations/contexts forcing them to manage the otherwise messy situations in a planned and organized way so as to achieve the goals. The levels, however, vary depending on the actors and actions. Thus, management could be understood as an activity with a goal accomplishment and results orientation.

Since an organization is imbedded with groups of people working together towards an objective, management is characterized by the interaction with others in the accomplishment of the task. It is in this context that Mary Parker Folletthas defined “management as the art of getting things done through the efforts of others”. Although this definition relates to the accomplishment of the task and the people dimension, it has been elaborated further by Herald Koontz and O’Donnel, when they brought the organized group into the definition. According to them, “management is the process of getting things done though the organized group efforts”. The people dimension has been the focus of Harold Koontz, when they said “Management means Manage Men tactfully” to label itManage/Men/T As the meaning and definition evolved, the focus on the process gained importance. F W Taylor defined management “as the art of knowing what you want to do in the best and cheapest way”In spite of various definitions, the dynamic nature of management makes it difficult to have a universally accepted definition encompassing all its dimensions in its entirety. In summary, the essence of management revolves around managing people and other resources in an organization both internal and external, leading to the achievement of the objectives of the organization. The meaning could be better understood by examining the nature of management. Management: 


1.3 NATURE OF MANAGEMENT 

 A debate continued for quite long on what exactly is the nature of management. One school of thought argues that management is a science, which the other school of thought disagrees and views as an art. Science represents a systematic body of knowledge with underlying principles that have universal application. Scientific procedure depends on reliability and validity based on experimentation and generalization. One of the principles of science also is to explain the cause and effect phenomenon with disciplined imagination. Appling these principles, management over the years has developed certain principles, laws, theories and generalizations which could be applied universally in a variety of organizations. Luther Gullick argues that management has a body of knowledge with underlying principles and is in the process of being called a science. He also contended that the interrelationship in the business scenario was being scientifically and systematically explained with emerging theories tested and proven and improved by logic and the facts on the ground.Scientific management proposed by F W Taylor was termed as scientific management, which is proof enough for the status of a science based on a numbers of experiments on the human beings on the shop floor using management techniques. As the field does not enjoy the status of an exact science in the nature of pure sciences like physics, chemistry etc., some argue it as an inexact science. Management deals with human beings and hence it is difficult to verify and predict the complex human behavior. The dynamic nature of management, complicates it all the more in terms of verifiability, reliability, predictability and generalization. Further, management has to account for the contextual variation, which also makes a difficult to prove the exactness of a science. However, the scientific procedure, systematic analysis and methodological rigor used in management research along with advanced tools and techniques provides the field the much needed status to the discipline. Research in the allied areas like mathematics, statistics, Psychology have added the scientific fervor to the discipline. 

 In contrast, the other school of management thought argues that management cannot be equated with the logical, sequential and scientific methodology of basic sciences and hence, views management as an art. George Terry, a management thinker, states that “management is bringing about desired Introduction to Management 10 results through the application of skills”. Art relates to the application of theories and principles in problem solving activities. The manager applies his skills and competency built through his experience/exposure coupled with the intuition and judgment while discharging the functions of managerial decision making. Continuous effort and deliberate practice makes the managers successful managers and they try to develop this art though skillful practice. The creativity and innovation that could be seen in the managerial function could be attributed to the mastery of this art by the managers. While the debate of management as a science or an art still continues, a third group of scholars contend that management could be a combination of both art and science. They argue that managerial activity is a creative art although, it is becoming more scientific in nature. In addition, the theories and practice acknowledge unique characteristics which make it a distinct field.


Reference:

https://egyankosh.ac.in/bitstream/123456789/9524/1/Unit-1.pdf

https://egyankosh.ac.in/handle/123456789/49032

https://deb.ugc.ac.in/Uploads/SelfLearning/HEI-P-U-0543/HEI-P-U-0543_SelfLearning_20210729103348.pdf

The need of management MED 401- educational management

 

The need of management

      (1)      Optimum utilisation of resources,

      (2)      Expansion and diversification,

      (3)      Reduction of employers absenteeism and turnover,

      (4)      Utilises the benefits of science and technology,

      (5)      Encourages initiative and innovation,

      (6)      Minimises wastages,

      (7)      Team work,

      (8)      Motivation,

      (9)      Reduction in labour turnover,

    (10)    Higher efficiency,

    (11)    Improves the quality of life of the workers,

    (12)    Cordial industrial relations,

    (13)    Corporate image,

    (14)    Promotes national development,

    (15)    It helps society.

1. Optimum utilisation of resources

Management brings all the available resources together. All these available resources are important for achieving the objective of the organization which are:

Men,

Money,

Machines,

Methods,

Optimum (best)

Utilization (use)

2. Expansion and diversification

Management helps the organization to achieve its objectives efficiently, systematically, easily and quickly. It helps the organization to face the cut-throat competition to grow, expand and diversify.

3. Reduction of employers absenteeism and turnover

Management motivates people. It provides different incentives to the employees. This includes positive, negative, monetary and non financial incentives. These incentives increase the willingness and efficiency of the employees. This increases the productivity and profitability of the organization.

Management also develops team spirit and increases the efficiency within the organization. It in addition reduces labor turnover and absenteeism.

4. Utilises the benefits of science and technology

Man has made rapid progress within the field of Science and Technology. Management utilizes the benefits of this progress. It provides industries with the latest machines. It provides the consumers with the newest products.

5. Encourages initiative and innovation

Management spurs initiative. This means it initiative the employees to make their own plans and to execute these plans. It inspires the employees to give their suggestions. Initiative gives satisfaction to the laborers and success to the organization.

Management in addition encourages innovation. It brings innovative ideas, modern methods, latest techniques to the organization.

6. Minimises wastages

Management minimizes the wastages of human, waste materials and monetary resources. Work is done through arrangement, proper manufacturing and Control. Managers motivate subordinate to reduce wastages. Reduction in wastage's brings a higher return to firm.

7. Team work

Management always builds a team spirit in the organization. The combine effort of work and unity lead to the prosperity within the organization. Team work plays an important part in the success of organization.

8. Motivation

Management motivates employees by sharing their profits by the mean of bonus. They also give a good amount of incentives to the employees. This motivation zeal the employee to work harder, which results in higher efficiency in production.

9. Reduction in labour turnover

Management helps to reduce labor turnover in the organization. Employee turnover takes place when some employees leave the organization, and others join in their place. Frequent labor turnover increases selection and training cost.

Management creates a sense of responsibility among the employees who brings down labor turnover.

10. Higher efficiency

Management always wants that his employees should produce higher efficiency. Productivity is the relationship between returns and costs. Higher returns at minimum investment then the organization is said to be more proficient.

11. Improves the quality of life of the workers

Management provides bonus and incentive to the employees for their work. It gives a healthy work environment to the workers. It also provides medical and insurance faculties to worker and their families. It provides a financial stability which helps in boosting life of the workers.

12. Cordial industrial relations

Management ensures industrial peace. It gives more importance to the ‘Human Element’ in business. It applies positive motivation. All this improves the relations between the employees and the employers.

13. Corporate image

Efficient and effective management maintains a good image and goodwill of organization. This is because of quality of products and services offered by the organization and also due to the social responsibility of organization towards society.

14. Promotes national development

Management is regarded as a key to the economic development of nation. It puts resources to the optimum use. It leads to capital formation and tech advancement. It generates handsome revenue for government. It increases national income and standard of living of people. Thus, it leads to development across all sectors, and significant growth throughout the nation.

15. It helps society

In management, profit is not only the objective of business. Today, the managers are combining profit objective with social purposes. They are providing society with a regular supply of good quality goods and services at reasonable prices. They are also providing employment opportunities to people. They in addition pay high taxes to the government. These taxes are used for improving nations. Nowadays, managers are using part of their profits to build hospitals, schools, colleges, etc. for civilization. So it is helping humanity in many ways.

Conclusion:

The need and importance of Management are universally accepted. The survival progress and success of an organization greatly depend on its management. There is a wide gap between Europe and Asia. This gap is called the ‘Science and Technology Gap.’ Even so, in reality, it is the ‘Management Gap.’ Japan and Germany were totally destroyed in the second world war but today these countries are highly developed. This is because these countries are well managed.

 

So, management is required in all aspects of life.

 

 

 

 

 

Monday, 12 August 2019

COLLABORATIVE AND CO-OPERATIVE LEARNING


COLLABORATIVE  AND  CO-OPERATIVE   LEARNING

Collaborative learning
Collaborative learning is an educational approach that involves groups of learners working together to solve a problem, complete a task, or create a product. It is based on the idea that learning is a naturally social act. Learning occurs though active engagement among peers, either face-to-face or online.
The main characteristics of collaborative learning are: a common task or activity; small group learning, co-operative behaviour; interdependence; and individual responsibility and accountability (Lejeune, 1999).
Collaborative learning is similar to, but not the same as, cooperative learning. In cooperative learning the task is divided vertically (i.e., members work more or less concurrently on different aspects of a project), whereas in collaborative learning the task is divided horizontally (i.e., members work together more or less sequentially on different aspects of a project) (Dillenbourg, 1999).

Cooperative learning
Learning work in a group and share idea is a great strength, one which began in a young age and is carried through in to adult life and the work place. Social Development Theory suggests that community and collaboration play a central role in the learning process as well as social interaction and behaviour.
Sharing idea however, is not easy for everyone as specially when there is a complex interplay of differing personality type – shy, extrovert, chatty or an un willingness to speak in front of the group, or individuals with stronger personalities who can don’t allow others to participate. Through collaborative learning, individuals can learn to develop more tolerance towards one another and through cooperative and encouragement, all members can successfully learn to share ideas.

Meaning collaborative learning
Collaborative learning is a situation in which two or more people learn or attempt to learn something together unlike individual learning, people engaged in collaborative learning capitalize on one another's resources and skills (asking one another for information, evaluating one another's ideas, monitoring one another's work, etc.). More specifically, collaborative learning is based on the model that knowledge can be created within a population where members actively interact by sharing experiences and take on asymmetric roles put differently, collaborative learning refers to methodologies and environment in which learners engage in a common task where each individual depends on and is accountable to each other. These include both face-to-face conversations and computer discussions (online forums, chat rooms, etc.). Methods for examining collaborative learning processes include conversation analysis and statistical discourse analysis
Thus, collaborative learning is commonly illustrated when groups of students work together to search for understanding, meaning, or solutions or to create an artefact or product of their learning. Furthermore, collaborative learning redefines the traditional student-teacher relationship in the classroom which results in controversy over whether this paradigm is more beneficial than harmful. Collaborative learning activities can include collaborative writing, group projects, joint problem solving, debates, study teams, and other activities. The approach is closely related to cooperative learning.

Strategy of Collaborative learning (Learning Techniques)
Think/Write, Pair, Share:
The think/write, pair, share strategy is a cooperative learning technique that encourages individual participation and is applicable across all grade levels and class sizes. Students think through questions using three distinct steps:
 1. Think/Write: Students think independently about a question that has been posed, forming ideas of their own and write them down.
 2. Pair: Students are grouped in pairs to discuss their thoughts. This step allows students to articulate their ideas and to consider those of others.
3. Share: Student pairs share their ideas with a larger group, such as the whole class. Often, students are more comfortable presenting ideas to a group with the support of a partner. In addition, students' ideas have become more refined through this three-step process.
Round Table:
Round Table is a collaborative learning technique that allows students to assess prior knowledge, recall information and practice communication skills. The steps are:
1. Write: Each student writes one (or two or 3) sentences about a given topic (or this could be an answer to a question) on a piece of paper.
 2. Share: The paper is passed around to one group member at a time. Each group member responds in writing.
3. Summarize: When the original is returned, the student reads the comments from the group and shares what the collective sense of what was said in the group about the topic (or question)
Jigsaw:
Jigsaw is a collaborative learning technique that gives students practice in the acquisition and presentation of new material, in review, and in informed debate. Interdependence and status equalisation are developed.
The method is:
1. Each student on the team becomes an “expert” on one topic
 2. “Experts” group with members from other teams assigned the corresponding expert topic.
 3. Upon returning to their teams, each one, in turn, teaches the group.
4. Students are all assessed on all aspects of the topic.
Concept Mapping:
 Concept mapping is a collaborative learning technique that allows students working in groups a way of illustrating the connections that exist between terms or concepts covered in course material.
The method is:
 1. Students write terms from the course on a large piece of paper
 2. Lines are drawn connecting individual terms to indicate the relationships between terms. Most of the terms in a concept map have multiple connections.
3. Developing a concept map requires the students to identify and organize information and to establish meaningful relationships between the pieces of information.

Meaning of Cooperative learning
Cooperative learning is a teaching method where small groups of learners work collaboratively towards a goal. It can be a very effective teaching model that allows students to interact with each other and be an active participant in their learning. Not all situations warrant a cooperative learning model though, so we’ll explore the advantages and disadvantages of this teaching method.

Advantages to Cooperative Learning

·        Students actively participate in their education by exploring and learning from each other. They are able to experience a wide range of thoughts and opinions on a subject from working with their peers. More importantly, they arrive at their own conclusions after having done research or exploring a topic thoroughly.
·        Students are able to practice and hone social skills such as working in a group, resolving conflict, problem solving, and taking directions from a peer leader to name a few. These important, life long skills are needed in the workplace but are rarely practiced in a typical lecture style classroom.
·        Cooperative learning is a teaching model that is heavily supported by research as being very effective. It can be used along with a variety of other teaching strategies, which we’ll address in a later post.
·        The teacher becomes a facilitator instead of a lecturer. They can work with the small groups individually, assisting and intervening when needed.
·        A deeper level of understanding can take place within groups as students delve into subjects they are interested in.
·        Groups can be assigned topics based on skill level or difficulty. This form of differentiation enables students of all abilities to be successful, even if their subjects or products may be different from their peers’.

Disadvantages to Cooperative Learning

Not all students work well with others, and may cause conflict within a group. This can potentially sabotage a cooperative learning environment.

  • Not all lessons are ideal for group work. Easy or straightforward concepts may not be as interesting or successful in a cooperative learning assignment.
  • Groups will finish at different times. This can add a layer of classroom management complexity for the instructor.
  • Cooperative learning groups can create a level of noise within the classroom that the teacher might not be comfortable with, or know how to manage well.
  • Some students may not do their fair share of work, or certain students may monopolise the task. This can lead to challenging grading situations for the teacher.
We will address many of these disadvantages in the coming series of posts, and discuss how to work around these challenging aspects. We’ll also look at which class situations are most suitable for cooperative learning methods. Stay tuned!
Benefits of Cooperative Learning
 How can cooperative learning benefit you and your group?
Cooperative Learning helps to:
  • Raise achievement of students.
  • Build positive relationships among students - important for creating a learning community that values diversity.
  • Provide experiences that develop both good learning skills and social skills.
 Research shows cooperative learning helps to produce:
  • Higher achievement.
  • Increased retention.
  • More positive relationships and a wider circle of friends.
  • Greater intrinsic motivation.
  • Higher self-esteem.
  • Greater social support.
  • More on-task behaviour.
  • Better attitudes toward teachers.
  • Better attitudes toward school.
Hopefully you have already had some successful experiences with cooperative learning and you can relate to many of the benefits listed above. If you haven't had any experiences with team or group work, or if you have only had bad experiences, don't worry! Becoming skilled in cooperative learning takes time, patience, and persistence. The more you learn about cooperative learning and the more you practice your skills, the better you will become and the more benefits you will experience. It takes time.

Five Basic Elements of Cooperative Learning

There are five fundamental elements involved in cooperative learning. In fact, these five elements distinguish cooperative learning from other forms of group learning. These elements can be thought of as pieces in a puzzle. When all of these elements are present in a learning situation, the result is a cooperative learning group. The five basic elements of cooperative learning are:
  • Positive interdependence
  • Individual and group accountability
  • Interpersonal and small group skills
  • Face-to-face primitives interaction
  • Group processing
Positive interdependence :
This means the group has a clear task or goal so everyone knows they sink or swim together. The efforts of each person benefit not only the individual, but also everyone else in the group. The key to positive interdependence is committing to personal success as well as the success of every member of the group.
Individual And Group Accountability:
The group is accountable for achieving its goals, and each member must be accountable for contributing a fair share of the work toward the group goal. No one can "hitchhike" on the work of others. The performance of each individual must be assessed and the results given back to the group.
Inter personal and small group skills:
Interpersonal and small group skills are required to function as part of a group. These are basic teamwork skills. Group members must know how to - and be motivated to - provide effective leadership, make decisions, build trust, communicate, and manage conflict. 
  • Completing tasks
  • Communicating
  • Decision making
  • Managing conflict
  • Appreciating group members
Face to Face primitives Interaction:
This means that students promote each other's success by sharing resources. They help, support, encourage, and praise each other's efforts to learn. Both academic and personal support are part of this mutual goal. 
Group processing:
Group members need to feel free to communicate openly with each other to express concerns as well as to celebrate accomplishments. They should discuss how well they are achieving their goals and maintaining effective working relationships.
To help you understand cooperative learning a little better, here are some ideas and activities that could help team members develop better skills in each of the areas listed above.
Ways to Ensure Positive Interdependence:
  • The group has only one pencil, paper, book, or other resource.
  • One paper is written by the group.
  • A task is divided into jobs and can't be finished unless all help.
  • Pass one paper around the group on which each member must write a section.
  • Each person learns a topic and then teaches it to the group (Jigsaw method).
  • Offer a reward (e.g. bonus points) if everyone in the group succeeds.
 Ways To Ensure Individual and Group Accountability:
  • Students do the work before bringing it to the group.
  • One student is chosen at random and questioned on the material the group has studied.
  • Everyone writes a paper; the group certifies the accuracy of all their papers; the instructor chooses only one paper to grade.
  • Students receive bonus points if all do well individually.
  • Instructor observes students taking turns orally rehearsing information.
 Ways to Ensure Interpersonal and Small Group Skills:
  • Be on time for group meetings and start them on time.
  • Listen to others. Don't be so busy rehearsing what you are going to say that you miss other group members' points and ideas.
  • Don't close the road to mutual learning by interrupting or using language that can be regarded as a personal attack.
  • Make sure everyone has the opportunity to speak.
  • Don't suppress conflict, but do control and discipline it.
 Ways to Ensure Face-to-Face Primitives Interaction:
  • A student orally explains how to solve a problem.
  • One group member discusses a concept with others.
  • A group member teaches classmates about a topic.
  • Students help each other connect present and past learning.
 Ways To Ensure Group Processing:
  • Group members describe each other's helpful and unhelpful behaviours and actions.
  • As a group, make decisions about which behaviours to continue and which behaviours to change.
Additional Elements of Effective Groups
Although team dynamics (how the individual team members work together) can differ from team to team, effective teams share the following characteristics:
Full participation - All team members contribute their time and energy to the project. More importantly, all team members participate in the decision making process.
Trust - Members trust that each member will add value to the project, and members work to ensure that everybody contributes and that appreciation is expressed for different contributions.
Open communication - Communication is the glue that holds a team together. Communication is effective when all members:
  • Contribute ideas.
  • Provide feedback constructively.
  • Ask for clarification on anything that might be confusing.
  • Provide frequent updates.
  • Listen to each other carefully.
Social/business balance - Although teams shouldn't socialize 100% of the time, it shouldn't be all business either. Casual conversation allows members to know each other better, leading to better working relations.

Reference:
Dr. Spencer Kagan (1999) , Cooperative Learning: Seventeen Pros and Seventeen Cons plus Ten Tips for Success, Kagan Online Magazine. Retrieved from: https://www.kaganonline.com/free_articles/dr_spencer_kagan/ASK06.php




Wednesday, 7 August 2019

Unit :1 Government Policies and practice in Inclusive education


Historical Developments of Special and Inclusive Education in the Education of Students with Disabilities in India :
               The UN General Assembly's declaration of 1981 as the international Year of Disabled Persons; proclamation of 1983-1992 as the Decade of  the Disabled by UN; followed by the UNESCAP Decade of the Disabled Persons from 1993-2002; and subsequently the World Conference on Special Needs Education in Salamanca in June 1994, have all played an important role in bringing the spotlight on to people with disabilities, especially on education as a vehicle for integration and empowerment. Not surprisingly, many of these mandates have shaped new national legislation and policies, undertaking an analysis of two Government reports, nearly two decades apart - the Sargent Report produce in 1944 and written prior to independence (Central Advisory Board of Education, 1944) and the Kothari Commission (Education Commission 1966) - highlights the government's approach towards the education of children with disabilities. Both these reports recommended the adoption of a "dual approach" to meet the educational needs of these children. These reports suggested that children with disabilities should not be segregated from normal children;  rather, integrated education should be adopted. The Kothari Commission observed that "many handicapped children find it psychologically disturbing to be placed in an ordinary school"  ( Education Commission, 1966, p.109 )  and in such cases they should be sent to special schools. The Sargent Report also endorsed similar recommendations.
            Thus both these reports stressed the need to expand special and integrated facilities. This dual approach continued for the next 20 years and was reaffirmed in the National Policy of Education (MHRD, 1986).  Section IV of the National Policy of Education entitled "Education for Equality" state that" states that "where feasible children with motor handicaps and other mild handicaps will be provided for in special residential schools" )MHRD, 1986; 6).  A similar focus is articulated in the Persons with Disabilities Act, 1995 (Ministry of Law and Justice, 1996), which notes that, "it [the Act] endeavours to promote the integration of students with disabilities in the normal schools" (p 12 ) and also promotes the "establishment and availability of special school across the nation" (p 12) in both Government and Private sector.
      Over the years, the government has launched various programmes and schemes to meet its commitments towards the education of children with disabilities. Among the first of these efforts was the Project integrated Education of the Disabled Children (PIED) launched in 1987 in collaboration with UNICEF, in 10 blocks in 10 States and Union Territories across the nation. Taking note of the outcomes and recommendations of PIED, the integrated  Education for Disabled Children (IEDC) scheme, which was initially launched in 1974, was subsequently revised in 1992.  This scheme was shifted from the Ministry of Welfare to the Department of Education and greater assistance was provided to children with disabilities in mainstream schools. The IEDC is currently operative and offeres financial assistance towards the salary of teachers, assessment and provision of aids and appliances training of special teachers, removal of architectural barriers, provision of instruction materials, community mobilisation, early detection and resource support (MHRD, 1992). It covers 15,000 schools and has enrolled a  total of 60.000 children (RCI,2000).
         With India becoming signatory to the Salamanca Statement (UNESCO,1994), the 1990s saw the rapid incorporation of the term 'inclusive education' in various official documents, reports published by institutions such as the NCERT and media. The background  paper of workshop organised by the RCI stated: while special education began in India with the establishment of special schools, It was in 1960s-1970s that integrated education began to be advocated; however, after 1994, inclusive education is strongly recommended'(RCI, 2001: 2). This focus on inclusive education is evident in the approach adopted by the District Primary Education Programme (DPEP). At a national workshop organized to discuss the role of inclusive education, the Director of Elementary Education and Literacy argued;\:
               Zero rejecation policy had to be adopted as every disabled child had to be educated. But multiple option could be used.... [thes] include inclusive education, distance education, home-based education, itinerant model and even alternative schooling (DPEP, 2001: 3)
                The Sarva Siksha Abhiyan, SSA ( into which DPEP was incorporated) thus extends the dual approach historically adopted towards the education of children with disabilities, by propagating a "multi-optional delivery system".  It categorically brings the concerns of children with disabilities, or those it terms as  "children with special needs  (CWSN)"  under the framework of "inclusive education" (IE):
                SSA will ensure that every child with special needs, irrespective of the kind, category and degree of disability, is provided education in an appropriate environment.  SSA will adopt 'zero rejection' policy so that no child is lift out of the education system. (SSA, 2007:1)
                SSA further extends the range of options from special and mainstream/ 'regular' schools to Education Guarantee Scheme /Alternative and innovative Education ( EGS/AIE) and  Home Based Education  (HBE).  Therefore the implicit assumption that inclusion should strengthen or enable mainstream educational participation of children with disabilities does not necessarily hold true in the model proposed by SSA.  Rather it seems to advocate a stance that education should be imparted in an environment that is most suited to the child's needs and there should be flexibility in planning, While the SSA objectives are expressed  nationally, it is expected that various states and districts will endeavour to achieve universalization in their own respective contexts and by 2010. It therefore offers each district, flexibility to plan for activities aimed at educating CWSN, depending on the number of children identified and the resources available to effectively implement the IE programmer. While such flexibility might be regards  as a positive step. It is not surprising that this has resulted in many different models of inclusive education operative across the country - raising concerns about the quality and effectiveness of provision.


Reference:
John Beattie, LuAnn Jordan, Robert Algozzine,(2006). Making Inclusion Work: Effective Practices for All Teachers. SAGE Publication, California Retrieved from https://books.google.co.in/books?id=TqD3a5LTAjYC&pg=PA250&dq=approaches+of+inclusion&hl=en&sa=X&ved=0ahUKEwiu8uL79cLjAhXq4HMBHQ-zBuQ4FBDoAQgpMAA#v=onepage&q=approaches%20of%20inclusion&f=true
Rita Cheminais (2002). Inclusion and School Improvement: A Practical Guide. David Faltin Publisher, USA. Retrieved from https://books.google.co.in/books?id=IttkAgAAQBAJ&pg=PT74&dq=approaches+of+inclusion&hl=en&sa=X&ved=0ahUKEwiu8uL79cLjAhXq4HMBHQ-zBuQ4FBDoAQhMMAU#v=onepage&q&f=false