Importance of Stakeholders in Curriculum Development

Importance of Stakeholders in Curriculum Development Curriculum development requires the input of different stakeholders such as teachers, school heads, parents, community members, students, district administrators and school boards. The role of the teachers involves defining different course components that are considered relevant, in line with the latest technological development in the education sector. In addition to developing the curriculum, teachers help in executing the curriculum development findings. Teachers continuously contribute to the development of school curriculums by developing periodic course teaching plans and giving consideration to the special needs of the students (Dillon, 2009). Therefore, having a good curriculum without the input of teachers cannot help in achieving the learning objectives and goals. Although modern technology is quickly finding its root into the education system, teachers still remain at the center of the students learning progress. In other words technology must be integrated into the curri culum but it cannot provide a perfect substitute for the roles played by teachers in curriculum development and the general learning process. The other important group of stakeholders is the school administrators. Their role in curriculum implementation cannot be underestimated since they are the people that monitor the implementation of the curriculum. In addition, they employ teachers (in the case of private schools). Furthermore, they are responsible for purchasing learning materials which is an essential requirement in curriculum implementation. In other words, school administrators may influence the extent to which the school curriculum is implemented by regulating the release of the necessary learning resources. The school administrators may get information from teachers, students and even the community regarding the success of the curriculum implementation process. In addition, they can also employ the services of professional to evaluate the performance of the curriculum. The parents on the other hand support and influence the implementation of the curriculum through financial resources, that is, payment of school fees. In addition, the parents may help in monitoring and evaluating the implementation of the curriculum by keeping a close check at the lessons learnt in school and monitoring the childs home assignments (homework). Moreover, the parent may stand in the gap between the child and school administration by providing the student with resources that may be required in the curriculum but are not available in school. Furthermore, the parents may help teachers to monitor the behavior and social development of the child, especially for children with special education needs. The parents can get reliable information on curriculum development by enquiring from their children or by enquiring from the teachers or school administrators. In addition, professionals such as psychologists and social workers may offer contribution on the various ways of dealing with students with special needs. For instance, professional counselors may provide various useful options of dealing with student of foreign origin or those with disabilities. Community members can assist the school administration in the implementation of the curriculum by co-operating and providing the necessary resources that may not be available in the school setting but are found within the community setting. In addition, the community members can also volunteer and act as school board members. Other stake holders in the curriculum development include the government and the professional regulation commission that provides license to graduates of different colleges and universities. Professionals and community members can source information on curriculum development and progress from government reports on the performance of schools or by enquiring from teacher s, students and school administrators. Organization of Various Curriculum Development Stake Holders The parents are usually organized into parent association. All parents are required to register with the relevant parents association where they are required to democratically elect their leaders. The parents, through this association, give their views regarding the curriculum development to the district curriculum development team. The relevant professional body such as the district association of professional counselors and psychologists, through their advisory boards, also provides their recommendations and suggestions in the curriculum development process. On the other hand, teachers have organized themselves into curriculum drafting and evaluation teams. Such teams are usually charged with the responsibility of drafting, evaluating and amending the curriculum in line with the latest technological development in the education sector. In addition, the teachers curriculum teams are also involved in the evaluation of the output of the curriculum. The various groups work well because there exists a systematic way of engaging every stake holder in the curriculum development process. First and fore most, the teachers and the curriculum development leaders provide guidance and opinions regarding what should form the content of the curriculum. Because students spend most of their learning hours with the teachers, it is assumed that teachers understand the unique academic and social needs of the students better. The teachers start by analyzing the current curriculum, that is, the strengths and weaknesses and possible areas that needs to be amended. Thereafter, opinions from the parents, community leaders and other stake holders are considered before a final draft of the curriculum is compiled. The parents curriculum development team consists of all the members of the parents association teams. However, such parents are required to register with the district curriculum development committee before their views could be considered as valid. The members of the parents team are given the mandate to choose their leadership. Through the parents leadership team, their opinions are sought and taken into consideration by the district curriculum development team. Similarly, the professional counselors association is given the mandate to elect their leaders. However, the leadership of the professional bodies supporting the curriculum development process must be approved by the district curriculum development committee. This is because professional bodies acts as advisory agents on major policy issues related to curriculum development in schools. Therefore, the district curriculum development team must ensure that such professional bodies are led by a credible team. In addition, such professional bodies work closely with the teachers and curriculum development leaders during the evaluation of the curriculum and academic performance. Other community members such as community administrators and religious leaders are also answerable to the district curriculum development team. Such community leaders must however be registered for their concerns to be given attention by the curriculum development team. They are also required to elect their leaders through which their contributions are channeled to the district curriculum development team. In addition to the reports obtained from the various groups of stakeholders in the curriculum development process, the district curriculum development team organizes a curriculum development forum every year where all members of the public are welcome to participate. Such a forum is aimed at collecting information and concerns that may not have been handled by the existing and participating curriculum development stakeholders. In addition, the district curriculum development team has put in place structures that ensure that information flows from the various stake holders to the district curriculum team in an orderly manner. Although the development of the curriculum is the responsibility of all the stake holder (the parents, teachers, community members, members of professional bodies and the school administration), the execution or implementation of the curriculum is often left to the district curriculum development team, headed by the district director of curriculum, in collaborati on with teachers and school administration. Designing a Structure for Stakeholder Involvement In Curriculum Work The designing of a comprehensive structure for stakeholder involvement in curriculum work entails a careful consideration of various factors that contributes to effective learning process both inside and outside the classrooms. Because the size of my district is considerably large with a student population of 13,000, the curriculum development team must considerably be large in order to effectively represent the big student population. The leader of the district curriculum development team would be the district curriculum director who will be charged with the responsibility of chairing all the curriculum development committees as well as providing general direction and leadership in the curriculum development process in the district. In addition, there would be a curriculum director who shall deputize the district curriculum director and would help him/her in discharging his/her duties. The district curriculum development team would also comprise other curriculum development specialists in every subject area such as mathematics and science. Such curriculum specialists would help the district curriculum director in making important decisions during the curriculum development process. The district curriculum development team would seek information and fully engage professionals, parents, the community and other relevant stakeholders when designing the school curriculum. The district curriculum development team would organize for a curriculum development research week every year in which a continuous data collection and evaluation of curriculum in schools would be evaluated. Interview Questions The planned interview with the district curriculum director made the day unique. The interview, as scheduled, commenced at noon and took about three hours, ending at around three oclock in the afternoon. The material day for the interview was 2nd January, 2013. As the chief academic researcher in the district, responsible for careers and student development in high schools, the information from the interviewee, the district curriculum director and the findings of the interview would be very important in helping me to understand the role of different stakeholders in the curriculum development process. The first question of the interview was about the defining elements of a good curriculum. I found that putting focus on the academic development of the student was a key element in developing an effective student centered curriculum. The district curriculum director explained that all the stake holders including teachers, school heads and other professionals in the curriculum development process must put the student at the center of every step in curriculum development. In addition the curriculum director explained the importance of having in place a comprehensive curriculum leadership for a successful execution and implementation of the curriculum objectives. The director mentioned two main types of curriculum leadership, that is, static or managerial curriculum leadership and a dynamic kind of curriculum leadership. He went further to explain that static curriculum leaders try to produce a certain level of predictability and routine in the day to day operations of the school. On the other hand, a dynamic kind of curriculum leadership entails a continuous process of integrating critical thinking and modern technology in the development of a visionary and goal oriented curriculum. However, the director was quick to emphasize on the need to continuously focus on aligning the curriculum to suit the modern technologically advanced world, that is, employing the dynamic kind of curriculum leadership for the realization of a learner centered and progress oriented curriculum. He explained that although teachers and school heads enjoy independence in disseminating knowledge, they must remain conscious to the dynamic work place environments and information communication technology so that the learners may be effectively packaged to adapt to the technological dynamics of the modern world. The second question of the interview session was about which groups of people or stakeholders should be involved in the curriculum development process. The director stated that a good school curriculum should cover all aspects of learning, including academic, social and physical aspects. Therefore, all relevant groups of professionals and stakeholders should be involved in the development of a curriculum that meets the expectation of both the students and the community. He added that parents, teachers, school heads, social workers, psychologists and the community should all be involved in the curriculum development process. In addition, he pointed out the need to address the interest of students with special needs when developing the curriculum. For instance, students of foreign origin or those with disability must be accorded special consideration and care in their learning endeavor. However, the director noted that the curriculum development leader must be competent when coordinating and organizing various ideas into a comprehensive curriculum development policy statement. The other question of the interview was about how to gauge the effectiveness of a good school curriculum, that is, how to assess whether the curriculum is centered on the needs of the learner. Achieving a fruitful learning experience, he posed, should be the main objective of any curriculum developer or curriculum leader. In other words, the strength of a good curriculum development does not lie in the number of policy statements it contains but it does lie in the ultimate classroom experience gained by the learner. In response to the question that was seeking a clarification on the best method to engage the input of all teachers in the curriculum development process, the district curriculum director explained that a new method of training some teachers to be curriculum development leaders is quickly gaining acceptance. Such an approach ensures that those teachers who have undergone such training shares the skills with their colleagues hence effectively disseminating curriculum devel opment skills to all teachers. The findings of the interview were found to be in line with the class readings. For instance, Wiles (2008), explains the importance of curriculum development leadership in the development of a good curriculum. He further pointed out that static curriculum leadership entails the maintenance of all the programs that are already in place. In addition, he emphasized that curriculum leadership should target the impartation of specific, knowledge, attitude and behaviors for students and at the same time help in engineering the school programs to achieve all important aspects of the learning process. Wiles added that curriculum developers should embrace change as an essential variable in the curriculum development process. In other words, curriculum development should be the principle guide to all other activities carried out in the school program. As pointed out in the interview, a more advanced approach to curriculum development where some teachers pursue special training in curriculum development and thereafter work closely with colleagues is gaining momentum. Such an approach is more effective since the curriculum leaders work both as teachers and curriculum developers (Wiles, 2008). In addition, a good curriculum development team must include teachers, community leaders and parents as analyzed during the interview. Furthermore, for the curriculum to be managed effectively there must be a detailed plan showing the time periods within which various curriculum targets are to be achieved and the roles of every participant in the curriculum development and management process. Tallerico (2012) emphasizes on the need of curriculum development leaders to provide direction .Furthermore, the curriculum leader must continuously monitor and review the outcome of the curriculum management and where possible draw up a control program. In general, the interview findings informed me on the importance of an effective curriculum in the execution of learning objectives. In addition, a dynamic approach to curriculum development is more suitable for a learner centered curriculum development because such an approach takes into account the modern technological advancement when developing the curriculum (Dillon, 2009). Furthermore, the interview informed me of the need to involve parents, teachers, school heads, the community and all other stakeholders in the curriculum development process. In addition, the interview findings further stressed on the need to have a continuous evaluation framework that helps in analyzing the success of the developed school curriculum in satisfying the learners needs.

Lady Audleys Secret Essay -- essays research papers

The Style and Genre of Lady Audley’s Secret   Ã‚  Ã‚  Ã‚  Ã‚  Lady Audley’s Secret, by Mary Elizabeth Braddon, is a novel of many elements. It has been placed in many different style or genre categories since its publication. I feel that it best fits under the melodrama or sensational genre, and under the subgenre of mystery. It contains significant elements of both types of writing, so I feel it is best to recognize both, keeping in mind that melodrama is its main device and mystery is a type of Victorian melodrama. In order to understand how the story fits into these categories, it is necessary to explore the Victorian characteristics of each, and apply them to the text. In addition to establishing the genres, it is important to explain why and how these genres fit into Victorian culture.   Ã‚  Ã‚  Ã‚  Ã‚  The term melodrama has come to be applied to any play with romantic plot in which an author manipulates events to act on the emotions of the audience without regard for character development or logic (Microsoft Encarta). In order to classify as a Victorian melodrama, several key techniques must be used, including proximity and familiarity to the audience, deceit rather than vindictive malice, lack of character development and especially the role of social status. The sensational novel is usually a tale of our own times. Proximity is indeed one great element of sensation. A tale which aims to electrify the nerves of the reader is never thoroughly effective unless the scene be laid out in our own days and among the people we are in the habit of meeting. In keeping with mid-Victorian themes, Lady Audley’s Secret is closely connected to the street literature and newspaper accounts of real crimes. The crimes in Braddon’s novel are concealed and secret. Like the crimes committed by respected doctors and trusted ladies, the crimes in Lady Audley’s Secret shock because of their unexpectedness. Crime in the melodrama of the fifties and sixties is chilling, because of the implication that dishonesty and violence surround innocent people. A veneer of virtue coats ambitious conniving at respectability. Lady Audley’s Secret concludes with a triumph of good over evil, but at the same time suggests unsettlingly that this victory occu rs so satisfyingly only in melodramas (Kalikoff, 9... ...r with seemingly no real purpose in the novel turns out to be the key to unlocking the whole plot. This technique was very popular in Victorian mystery. By using the elements of both melodrama and mystery fiction, Mary Elizabeth Braddon was able to create her most famous work of her long lasted career, Lady Audley’s Secret. Her ability to construe a mystery and keep the reader involved in her work shows the talent she had for writing. Mary Braddon would not have been a popular Victorian novelist if she had not engaged in a certain amount of sentimentality (melodrama) in her fiction (Peterson, 165-166). Her choice of the mystery made her famous and revered by many of her colleagues. Robert Louis Stevenson wrote to her once that he wished his “days to be bound each to each by Miss Braddon’s novels';, and Tennyson declared that he was “simply steeped in Miss Braddon'; (Peterson, 161). By exploring the elements of both melodrama and mystery, it becomes clear that Lady Audley’s Secret fits into both. Using these genres, Braddon was able to create a successful novel of her time that incorporated both reader em otion and Victorian culture.

NASA’s Love Triangle Approach

In the workplace, consensual personal activities of individuals always affect the working relationship in undesirable ways. Often intimate relationships between co-workers emit preferential treatment at its best and discriminatory acts at its worst. Although Title VII does not declare intimate relationships in the workplace as an immoral, unethical and distasteful act, enough room for discrimination often produce a resultant effect when persons are disadvantaged due to a preferential treatment of another. There is a potential for hostility when widespread favoritism exists between male and female employees. In a professional working relationship, the workplace would be ideally free from intimate relationships to prohibit favoritism and thereby banning nepotism. Office romances though are not illegal and discriminatory given the increased amount of time spent together by co-workers giving value to their work. However, work is a serious business and management requires workers to act rationally while doing their job. This phenomenon should be a cause for concern when personal issues interfere with work-related issues. The three-way love triangle situation between Lisa Nowak, Bill Oefelein and Corlean Shipman threaten the traditional ideas of anti-nepotism and non-fraternization in the workplace. NASA capitalizes on its human workforce to proffer its interests. Although it’s governing code of conduct according to NASA’s Shana Dale upon interview (Orlando Sentinel, 2007) do not necessarily insisted regulations that guard and meddle on astronauts and other federal employee’s personal lives. No matter how we try to justify this explanation for NASA’s lapses I continue to insist that American companies have a natural desire to keep personal relationships at bay in the workplace in the face of corporate dilemmas over discrimination and harassments. Often management sees that relationships within the company lead to a conflict of interests and inefficiency resulting from spending time and energy on non-work related activities (Avelenda, 1998: 691). Under the guise of protecting employees from claims of sexual harassment, policies would often widen to informally restrict fraternization and intra-organizational intimate interaction. It was therefore a shock to learn how NASA completely disregarded the personal lives of its employees. Astronauts are usually subjected to stringent rules and equally invasive medical procedures. Nowak no doubt had undergone extensive medical and psychological examinations if protocols were followed prior and after her July 4, 2006 on the STS-121 mission which included a trip to the International Space Station according to NASA (2006). Her NASA bio declared her as a flight engineer with a rank of captain who logged almost 13 days in space and garnered the honor as the first Italian American in space. Her confrontation with a fellow NASA employee who was reportedly a rival for the affections of another space shuttle pilot definitely exhibits her gullibility to submit to effects of an emotional strain that is aggravated by strained relationships. NASA’s lapses in the face of the current situation involving the triangle love affair of their employees indicated the organization’s past disinterest over interpersonal issues involving their own working family. NASA has forgotten that Nowak at the age 43 and likely at the prime of her life after her shuttle trip last summer may have felt a bleak end to her career as an astronaut whose second and third spaceflights would be tough to get after space shuttles are scheduled for retirement in 2010(Orlando Sentinel, Feb.,2007). Bouts of depression are also not uncommon to astronauts who come home and are considered as heroes and overachievers. To recall, Edwin â€Å"Buzz† Aldrin as the second man to step on the moon after Neil Armstrong had alcohol problems after their successful return from their mission. NASA has therefore dismissed the complexities of an unpredictable human emotional response in the face of scientific calculable predictability. In response to Nowak’s arrest NASA should review the procedures involved in their psychological evaluations. The military have been instrumental in submitting their personnel particularly pilots for psychological intervention following extraordinary stress like divorce or deaths in the family (Christian Science Monitor; September, 2004). NASA may not have been helpful on this aspect. They may have forgotten how catastrophic consequences are brought about by a human element of error. It would therefore be beneficial for NASA and its employees to understand the stress of working in the space program and at least delegate focus on the personal relationships among its astronauts. Mccurdy (1999) once said that astronauts, like police officers, treat their profession as a way of life, not just a job. Despite any self-discipline, astronauts are enjoined to focus on their goals and keep on pursuing such goals which was seen in Nowak’s single-minded pursuit against a foe. It would help NASA if it should also establish protocols and policies that treat the grievances of their own personnel. A professional independent body that provides proper psychological help and emotional assistance and counseling for its personnel should be made available for its employees. This body’s aim is for the recognition of possible emotional and psychological trauma experience by its key personnel without being used to leverage employment standing in the organization. Any official involvement into the diagnosis and treatment would alert and divert employee-patients away from the program. Secondly, NASA must also work to regulate workplace fraternizing relationships through a less authoritative disapproval of intra-organizational romance. This would be properly implemented when put into writing for NASA to be able to eliminate its involvement in the future as an employer liability. Further, when inter-organizational romance and sexual relationships are frowned upon naturally, the well-discipline NASA astronauts would be consistent in their efforts to refrain from intimate relationships with their co-workers. Another alternative also is for NASA to require employees to report any consensual relationships within its initiation and aftermath through the proper human relations body. In the face of the current scenario between Lisa Nowak, Bill Oefelein and Corlean Shipman, given the organization’s growing exposure and in conjunction with being held liable for its apparent disregard for the well-being of its employees; I feel that NASA has an ethical and moral responsibility to support Nowak through her misdemeanor and refrain from painting her faults and deviant behavior. After all, Bill Oefelein seemingly exercised his dominion by maintaining two romantic relationships at the same time with two different women in the same organization thereby causing trouble for both. To restrict this trend, it would serve NASA if Oefelein should face a temporary suspension as well. Corlean Shipman is entirely the innocent party and ould not benefit any organizing body to involve her in any internal disciplinary measure that Oefelien shall face. Lisa Nowak is already facing criminal charges and yet, NASA is duty-bound to support her through this ordeal after all it has been remiss in its duties towards its employees and the whole scientific community and the public. Society must therefore scrutinize the various policies involve in National scientific and military organizations and regulate the intimate relationships of employees within their organization. This is to ensure that employees are not placed in an unnecessary position that requires them to choose between duty and relationship to enhance productivity and protect them from any emotional turmoil. Title VII may not be so keen on fraternization within official work and duty but somehow this has provided an avenue for harassment and discrimination in the past (Avelenda, 693). NASA as a healthy organization geared towards training personnel for space excellence must also recognize the full potential of allowing people to deal with their emotional problems with the assistance and help of independent human relations services that provide psychological evaluation, treatment and counseling for personnel particularly the ones who are involved in missions. Works Cited Willoughby, Mariano, Cabbage, M., Lundy, S. and Hunt, A. (2007).The Orlando Sentinel. February 7. Avelenda, Saily M. (1998).Comment: Love and Marriage in the American Workplace: Why No-Spouse Policies Don't Work. PA. J. LAB. ; EMP. 691, 693 . United States. NASA. (2006) Astronaut Biography: Lisa Nowak. Accessed : 04 April, 2007 http://www.jsc.nasa.gov/Bios/htmlbios/nowak.html Editorial. (2004). Anyone Ever Prepared To Kill? Christian Science Monitor Magazine, September 29. McCurdy, Howard. (1999). Space and the American Imagination, new ed.   Smithsonian. ;

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