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A classroom is a complex world that contains a relatively heterogeneous group of students. Despite their innate skills and abilities, some students get unrecognized or neglected due to teachers' failure in making proper assessments. As a result, many students who could be potential scientists or experts in any other field become dropouts or underachievers. When classroom instructors only rely on test results without being very keen on using their observational skills to assess their students comprehensively, they jeopardize the future of so many children during their careers. Hence, it would be apt to say that a child's future partially lies in the hands of their early educators. This book specifically addresses the problems faced by slow learners in the English classroom. It analyses the reasons that make a student a slow learner and provides valuable insights about the strategies and tools English language instructors need to employ to identify and support slow learners in their classes. Although this book is intended for use by the teachers of English, it will be a helpful guide for all teachers, student teachers, teacher trainers, researchers, and policymakers.
Discusses problems and behavior of slow learners and suggests training activities designed to further a child's development and encourage creativity.
Contents: Concept of Slow Learners, Identifying Slow Learners, Intellectual Development of Slow Learners, Emotional Development of Slow Learners, Educational Programmes for Slow Learners, Teaching Language to Slow Learners, Teaching Mathematics to Slow Learners, Teaching of Vocational Education and Physical Education to Slow Learners, Developing Creativity and Social Competence in Slow Learners, Research on Slow Learners.
The untold story of the root cause of America's education crisis--and the seemingly endless cycle of multigenerational poverty. It was only after years within the education reform movement that Natalie Wexler stumbled across a hidden explanation for our country's frustrating lack of progress when it comes to providing every child with a quality education. The problem wasn't one of the usual scapegoats: lazy teachers, shoddy facilities, lack of accountability. It was something no one was talking about: the elementary school curriculum's intense focus on decontextualized reading comprehension "skills" at the expense of actual knowledge. In the tradition of Dale Russakoff's The Prize and Dana Goldstein's The Teacher Wars, Wexler brings together history, research, and compelling characters to pull back the curtain on this fundamental flaw in our education system--one that fellow reformers, journalists, and policymakers have long overlooked, and of which the general public, including many parents, remains unaware. But The Knowledge Gap isn't just a story of what schools have gotten so wrong--it also follows innovative educators who are in the process of shedding their deeply ingrained habits, and describes the rewards that have come along: students who are not only excited to learn but are also acquiring the knowledge and vocabulary that will enable them to succeed. If we truly want to fix our education system and unlock the potential of our neediest children, we have no choice but to pay attention.
Approche des caractéristiques et problèmes des enfants ayant des difficultés d'apprentissage. Controverses sur la manière de préparer ces enfants à l'apprentissage de la lecture. Description des méthodes pédagogiques utilisées. Etat de la recherche dans ce domaine.
Drawing on a wide body of research, including extensive in-depth interviews, THE ONE THING YOU NEED TO KNOW reveals the central insights that lie at the core of: Great Managing, Great Leadership and Great Careers. Buckingham uses a wealth of relevant examples to reveal that at the heart of each insight lies a controlling insight. Lose sight of this 'one thing' and all of your best efforts at managing, leading, or individual achievement will be diminished. For great managing, the controlling insight has less to do with fairness, or team building, or clear expectations (although all are important). Rather, the one thing great managers know is the need to discover and then capitalize on what is unique about each person. For leadership, the controlling insight is the opposite - discover and capitalize on what is universal to all your people, regardless of differences in personality, race, sex, or age. For sustained individual success, the controlling insight is the need to discover what you don't like doing, and know how and when to stop doing it. In every way a groundbreaking work, THE ONE THING YOU NEED TO KNOW offers crucial performance and career lessons for business people at every level.