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This book examines the challenges of cross-professional comparisons and proposes new forms of performance assessment to be used in professions education. It addresses how complex issues are learned and assessed across and within different disciplines and professions in order to move the process of “performance assessment for learning” to the next level. In order to be better equipped to cope with increasing complexity, change and diversity in professional education and performance assessment, administrators and educators will engage in crucial systems thinking. The main question discussed by the book is how the required competence in the performance of students can be assessed during their professional education at both undergraduate and graduate levels. To answer this question, the book identifies unresolved issues and clarifies conceptual elements for performance assessment. It reviews the development of constructs that cross disciplines and professions such as critical thinking, clinical reasoning, and problem solving. It discusses what it means to instruct and assess students within their own domain of study and across various roles in multiple contexts, but also what it means to instruct and assess students across domains of study in order to judge integration and transfer of learning outcomes. Finally, the book examines what it takes for administrators and educators to develop competence in assessment, such as reliably judging student work in relation to criteria from multiple sources. "... the co-editors of this volume, Marcia Mentkowski and Paul F. Wimmers, are associated with two institutions whose characters are so intimately associated with the insight that assessment must be integrated with curriculum and instructional program if it is to become a powerful influence on the educational process ..." Lee Shulman, Stanford University
This book provides analysis of 650 jobs, based on 20 years of research using the McClelland/McBer job competence assessment (JCA) methodology. It includes generic job models for entrepreneurs, technical professionals, salespeople, service workers and corporate managers. Defines JCA and describes in detail how to conduct JCA studies. Suggests future directions and uses for competency research.· The Concept of Competence· A Competency Dictionary· Developing a Model· Findings: Generic Competency Models· Competency-Based Applications
This volume explores the competence/performance distinction with reference to second language acquisition.
How does a parser, a device that imposes an analysis on a string of symbols so that they can be interpreted, work? More specifically, how does the parser in the human cognitive mechanism operate? Using a wide range of empirical data concerning human natural language processing, Bradley Pritchett demonstrates that parsing performance depends on grammatical competence, not, as many have thought, on perception, computation, or semantics. Pritchett critiques the major performance-based parsing models to argue that the principles of grammar drive the parser; the parser, furthermore, is the apparatus that tries to enforce the conditions of the grammar at every point in the processing of a sentence. In comparing garden path phenomena, those instances when the parser fails on the first reading of a sentence and must reanalyze it, with occasions when the parser successfully functions the first time around, Pritchett makes a convincing case for a grammar-derived parsing theory.
What People Have Said About Human Competence: "Among the ideas bulging from this classic work: performance exemplars, potential for improving performance, behavior-accomplishment distinction, performance matrix, ACORN troubleshooting test, performance audits, states, Worth = Value - Cost, knowledge maps, mediators, and job aids. The great accomplishments Gilbert left behind will continue to profit behavior analysis and performance improvement for a long, long time." --Ogden Lindsley, Behavior Research Company "Human Competence is probably the most borrowed and least returned book in my library. It?s good to have it in print more than once, so that I can keep replacing it, and rereading it for new insights from the original master of HPT." --Rob Foshay, TRO Learning, Inc. "Human Competence stands not only as a tribute to Tom's genius, but also as the best single source of ideas about performance technology. It is a 'must have' for anyone serious about changing the performance of individuals or organizations." --Dick Lincoln, Centers for Disease Control
This book centers on the idea that some verbs and other argument structure constructions have an inherently different propensity to realize lexically unfamiliar arguments, independently of lexical semantic meaning. This notion is explored both qualitatively using selected examples, and quantitatively using large amounts of corpus data, in both cases primarily from English and German.
Inspiring Peak Performance is the seventh volume in the Director's Toolbox -- A Management Series for Early Childhood Administrators. It presents five strategies--developmental supervision, teacher induction, individual learning plans, peer learning teams, and 360-degree feedback--to help early childhood administrators achieve a program of excellence.
Offers an empirical, ``total'' system approach that determines which characteristics of managers enable them to be effective in various management jobs. Presents a large-scale, intensive study (2,000 managers holding 41 different jobs in 12 organizations) that provides a context for identifying the special characteristics, as well as assessing and developing managerial talent. Develops a logical, integrated model of managerial competence that explains the relationship of these characteristics to each other, to the functions of the management job, and to the key aspects of the internal organizational environment. Also introduces a model of individual competence.
For companies to be successful, the management of an organization needs to understand how competence evolves and how it can be utilized and linked to the organization’s goals. When executive managers understand this, there is a higher probability that the people working in the organization will be more satisfied with their working situation. Satisfaction increases because competence will likely be central in the organization, with focus on motivating people to develop new competence, healthy internal mobility, and organizational learning. Positively managing competence in most cases leads to a win–win situation for the company and the individual. This book describes how we as individuals, as well as organizations, can be efficient in the development and utilization of competence. It takes two perspectives of competence and connects them in a project-intensive and knowledge-intensive context. The first perspective is the "Lemon," which focuses on individual competence and the role of organizational culture. The Lemon framework takes the concept of competence based on knowledge and experience and explains how a person can apply knowledge and experience to different contexts. It changes the concept of competence from being static to being agile and dynamic. The second perspective of competence is the "Loop," which models how organizations can manage not only to the benefit of organizational strategies and goals but also to an individual’s future career. The Lemon and the Loop are the basic tools to make competence and performance management agile and effective. This book presents practical ways to acquire new knowledge and skills. One method is REPI (Reflection, Elaboration, Practicing/Participation, and Investigation), which can be used for training, coaching, competence development, agile performance management, and much more. Readers of the book are given new insight into the concept of competence and how both people and organizations can be more competitive, innovative, and open to learning. In addition, the readers get practical tools and advice on how to act in different situations to manage both organizational and individual learning. Managing Project Competence: The Lemon and the Loop breaks old views of looking at competence and brings competence into the knowledge-intensive age.
THESE HABITS WILL MAKE YOU EXTRAORDINARY. Twenty years ago, author Brendon Burchard became obsessed with answering three questions: 1. Why do some individuals and teams succeed more quickly than others and sustain that success over the long term? 2. Of those who pull it off, why are some miserable and others consistently happy on their journey? 3. What motivates people to reach for higher levels of success in the first place, and what practices help them improve the most After extensive original research and a decade as the world’s leading high performance coach, Burchard found the answers. It turns out that just six deliberate habits give you the edge. Anyone can practice these habits and, when they do, extraordinary things happen in their lives, relationships, and careers. Which habits can help you achieve long-term success and vibrant well-being no matter your age, career, strengths, or personality? To become a high performer, you must seek clarity, generate energy, raise necessity, increase productivity, develop influence, and demonstrate courage. The art and science of how to do all this is what this book is about. Whether you want to get more done, lead others better, develop skill faster, or dramatically increase your sense of joy and confidence, the habits in this book will help you achieve it faster. Each of the six habits is illustrated by powerful vignettes, cutting-edge science, thought-provoking exercises, and real-world daily practices you can implement right now. If you’ve ever wanted a science-backed, heart-centered plan to living a better quality of life, it’s in your hands. Best of all, you can measure your progress. A link to a free professional assessment is included in the book.