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E.C. Wragg 《Teaching and Teacher Education》1985,1(3):199-208
The Teacher Education Project was a research and development project, funded by the Department of Education and Science, which analyzed over 1000 lessons given by novice and experienced teachers in secondary schools. There were 23 research studies which focused principally on class management and control, questioning and explaining, and the teaching of mixed-ability groups. In the case studies of student teachers, effective class managers were seen to have good personal relationships with their students, be well prepared and organized and be able to ask questions skilfully and explain clearly. Most disorder in students' lessons consisted of excessive noise and there were few serious disruptions. Teachers were asked to keep a log of questions they asked and a number of strategies were elicited from their self-reports. Experimental work on explaining showed that the most successful explainers made more varied cognitive demands on pupils, used more framing and focusing statements, and more visual aids. The project produced sets of workbooks which were rated “helpful” or “very helpful” by 90% of users, as well as sets of slides on class management and group work. 相似文献
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For the first time, the performance of teachers in England and Wales is being directly linked to their pay. This article traces the introduction and implementation of one strand of the UK government's performance-related pay strategy, Performance Management, from the perspective of 12 primary and secondary headteachers of schools located in three different regions of England. The empirical data gathered by the Teachers' Incentive Pay Project team, based at the University of Exeter, suggested while heads may not be against performance-related pay in principle, its practical application is seen as fraught with difficulties. The lack of guidance and clarification regarding funding arrangements, the absence of nationally agreed criteria for judging whether post-Threshold teachers should progress up the upper pay scale, and the potential divisiveness, if it is not effectively implemented, of the scheme in a culture that depends on co-operation and collaboration, meant that heads were anticipating the implementation of the link between pay and performance with some trepidation. 相似文献
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