FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W73758781> ?p ?o ?g. }

• W73758781 startingPage "349" @default.
• W73758781 abstract "In his signature article for this issue of Education, Raising teacher salaries: funds are there, Haberman asserts that Where there is no accountability there is neither high quality nor improvement. He further states in a discussion about licensing teachers that, The solution is not complex and the process for reaching that solution already exists in the systems the various state governments use for licensing teachers, for approving their teacher education programs and for funding higher education. No existing state departments, organizational structure or funding levels have to be transformed or even changed to solve this problem. only obstacle is the historical unwillingness to hold traditional university based programs of teacher education accountable for their graduates. A system of accountability for traditional teacher education could readily be administered by the state education departments which currently oversee preparation programs. While there are many factors that affect the quality of teacher education programs, one specific related factor, a culture of accountability, will be addressed in this reflection of Haberman's work. A culture of accountability. quality of teacher education programs cannot be legislated. Benchmarks may be established, course curricula may be mandated, and faculty qualifications may be scrutinized. But the culture of the faculty within the unit (department, school, or college) charged with the preparation of teachers is the core of accountability. It is the faculty who must embrace the notion that the mentoring and induction of new professionals into the teaching profession rises above the minimum standards set by legislative mandates (No Child Left Behind) or state licensing requirements. It is the faculty who must provide the leadership to breathe life into these otherwise empty standards. Likewise, faculty responsibilities within the unit vary with experience, training, interests, and abilities. departmental Chair is the person charged with the responsibility to assess faculty performance and, thus. help guide the faculty toward a culture of high performance based on teaching effectiveness, professional development (research), and professional service. While this paradigm of faculty responsibility is a well-worn model, evaluating faculty performance and accountability must recognize the various assignments and abilities of faculty members. Table One shares a basic rubric for assessing faculty performance in a teacher education environment. As one examines this information, it is important to note the distinctions expected among the academic ranks for each performance area. As discriminating observations are made, a few fundamental questions emerge. For example, are faculty expectations for performance the same across all academic ranks? answer is an emphatic no. One expects more from a veteran full professor than from a beginning assistant professor. latter is just beginning a professional career, still has basic teaching responsibilities and has probably not yet developed expertise in a line of research that would of define the level of performance expected of associate professors or full professors. This basic model of expectation holds true across all ranks and in all areas to be assessed. In academic advising, one would expect a full professor to demonstrate leadership in mentoring and knowledge of multiple areas of certification, while the beginning assistant professor is expected to begin to master these fundamental areas of responsibility. associate professor would be expected, for example, to begin to be known for a line of research, while the full professor would have significant experiences as a principal investigator in an area of interest for which she may have earned a national reputation. Defining specific expectations for faculty is helpful for individual faculty members who seek detailed guidance as well as for the departmental Chair who must eventually determine the relative contribution of each faculty member to unit (department). …" @default.
• W73758781 created "2016-06-24" @default.
• W73758781 creator A5075287142 @default.
• W73758781 date "2005-03-22" @default.
• W73758781 modified "2023-09-23" @default.
• W73758781 title "Faculty Performance Reviews: Accountability in Teacher Education." @default.
• W73758781 hasPublicationYear "2005" @default.
• W73758781 type Work @default.
• W73758781 sameAs 73758781 @default.
• W73758781 citedByCount "3" @default.
• W73758781 crossrefType "journal-article" @default.
• W73758781 hasAuthorship W73758781A5075287142 @default.
• W73758781 hasConcept C111472728 @default.
• W73758781 hasConcept C11413529 @default.
• W73758781 hasConcept C138885662 @default.
• W73758781 hasConcept C144024400 @default.
• W73758781 hasConcept C17744445 @default.
• W73758781 hasConcept C19417346 @default.
• W73758781 hasConcept C199539241 @default.
• W73758781 hasConcept C2776007630 @default.
• W73758781 hasConcept C2779530757 @default.
• W73758781 hasConcept C2780805685 @default.
• W73758781 hasConcept C3116431 @default.
• W73758781 hasConcept C39549134 @default.
• W73758781 hasConcept C41008148 @default.
• W73758781 hasConcept C47177190 @default.
• W73758781 hasConcept C48103436 @default.
• W73758781 hasConcept C509550671 @default.
• W73758781 hasConcept C71924100 @default.
• W73758781 hasConcept C83009810 @default.
• W73758781 hasConceptScore W73758781C111472728 @default.
• W73758781 hasConceptScore W73758781C11413529 @default.
• W73758781 hasConceptScore W73758781C138885662 @default.
• W73758781 hasConceptScore W73758781C144024400 @default.
• W73758781 hasConceptScore W73758781C17744445 @default.
• W73758781 hasConceptScore W73758781C19417346 @default.
• W73758781 hasConceptScore W73758781C199539241 @default.
• W73758781 hasConceptScore W73758781C2776007630 @default.
• W73758781 hasConceptScore W73758781C2779530757 @default.
• W73758781 hasConceptScore W73758781C2780805685 @default.
• W73758781 hasConceptScore W73758781C3116431 @default.
• W73758781 hasConceptScore W73758781C39549134 @default.
• W73758781 hasConceptScore W73758781C41008148 @default.
• W73758781 hasConceptScore W73758781C47177190 @default.
• W73758781 hasConceptScore W73758781C48103436 @default.
• W73758781 hasConceptScore W73758781C509550671 @default.
• W73758781 hasConceptScore W73758781C71924100 @default.
• W73758781 hasConceptScore W73758781C83009810 @default.
• W73758781 hasIssue "3" @default.
• W73758781 hasLocation W737587811 @default.
• W73758781 hasOpenAccess W73758781 @default.
• W73758781 hasPrimaryLocation W737587811 @default.
• W73758781 hasRelatedWork W119946190 @default.
• W73758781 hasRelatedWork W1606991604 @default.
• W73758781 hasRelatedWork W2010495418 @default.
• W73758781 hasRelatedWork W2011576599 @default.
• W73758781 hasRelatedWork W2020459911 @default.
• W73758781 hasRelatedWork W2023717328 @default.
• W73758781 hasRelatedWork W2038584261 @default.
• W73758781 hasRelatedWork W2093368794 @default.
• W73758781 hasRelatedWork W2131537429 @default.
• W73758781 hasRelatedWork W2192539159 @default.
• W73758781 hasRelatedWork W2342697369 @default.
• W73758781 hasRelatedWork W241985094 @default.
• W73758781 hasRelatedWork W284432753 @default.
• W73758781 hasRelatedWork W2912607017 @default.
• W73758781 hasRelatedWork W294956299 @default.
• W73758781 hasRelatedWork W304893868 @default.
• W73758781 hasRelatedWork W315344337 @default.
• W73758781 hasRelatedWork W342288172 @default.
• W73758781 hasRelatedWork W347675116 @default.
• W73758781 hasRelatedWork W98658719 @default.
• W73758781 hasVolume "125" @default.
• W73758781 isParatext "false" @default.
• W73758781 isRetracted "false" @default.
• W73758781 magId "73758781" @default.
• W73758781 workType "article" @default.