The Learning University: Towards a New Paradigm? |
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˹éÒ viii
He suggests that pressures in this direction may be combining to centralize the
development and management of continuing education . However , as they are
currently understood , they may work against government aims for expansion and
...
He suggests that pressures in this direction may be combining to centralize the
development and management of continuing education . However , as they are
currently understood , they may work against government aims for expansion and
...
˹éÒ 29
Barnett 1990 : 4-5 The subject matter of this book undoubtedly leans in the
instrumental direction . We are about to see what the UFC sought of universities
by way of planning statements , and what it received . Planning and bidding to
such a ...
Barnett 1990 : 4-5 The subject matter of this book undoubtedly leans in the
instrumental direction . We are about to see what the UFC sought of universities
by way of planning statements , and what it received . Planning and bidding to
such a ...
˹éÒ 51
They thus obscure any broader shift within regular university education in the
direction of recurrence and lifelong learning . They leave another technical
problem . This has to do with where work belongs and is counted , as degree
courses ...
They thus obscure any broader shift within regular university education in the
direction of recurrence and lifelong learning . They leave another technical
problem . This has to do with where work belongs and is counted , as degree
courses ...
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Old Assumptions and New Practices I | 1 |
Change and Higher Education the New Discourse | 15 |
Mission Aims and Objectives What May Be New? | 28 |
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academic academic staff activities adult aims appear appraisal areas arrangements association become bids British central centres Chapter claim colleges commitment competence concerned continuing education Council courses culture curriculum demand departments direction distinct especially examine formal full-time funding further Government groups HEIs higher education idea important increase individual industry initial institutions kinds less lifelong learning look major mature means measures ment mention mission modularization nature needs non-traditional numbers objectives offers older Open organization paradigm part-time partnership perhaps planning statements polytechnics practice present professional programmes questions refer regional require responsibility role sense separate shift social society staff development standards success teaching tion traditional undergraduate Unit universities widening wider young