Improving Board Communication An Assessment Of: Fill & Download for Free

Thanks for the A2A Aditya.First thing to be done is take humanities seriously, especially the teachers. In reality, teaching humanities properly is more difficult at school level than natural sciences. The situation is reverse in colleges and universities. Humanities as a social science requires analysis and interpretation skills at school level, i.e. very different type of interpretation skills. Unfortunately most of our teachers lack this skill. If such skills are found wanting in a fairly well-established subject like literature, I don’t even want to talk about economics and political science. Unlike pure science teachers, most of the humanities teachers DO NOT understand humanities as interpretative subject.Let us take economics as an example. Find below TN 11th syllabus and equivalent Cambridge A level syllabus. I have taken Cambridge because my daughter studies it and I am familiar with it.[Source - Tamil Nadu State Board, 11th standard economics][Source - Cambridge A/AS Level economics text book]While it will not be fair to compare government school syllabus with Cambridge, the difference is way too big. My niece studies in government school in UK and her books are close to this. That is the difference. Now look at the first chapter - Why would I even start with micro economics instead of introducing economic ideas first?The biggest challenge is in how the students are tested. Here is an example:Look at the glaring difference. In the first test, you just have to mug up stuff. In the second test, you actually have to think. And you need to be a thinker to become an economist.Look at this example, this is a subject called Global Perspectives:And this is how this course is evaluated:You actually have to work in a team, then alone and learn to communicate your ideas. And this is for 6th standard. I know this really well because this is what my daughter studies :) and comes running to me for ideas for her PPT. Some people do not believe these things happen in 6th grade, so a real sample below:Sure, this was information collected from Internet, arranged and formatted. But my daughter has to present this to the class, meaning you may have copied it (which is not a problem at 6th level), but you actually have to understand it and explain it to peers.So what needs to be done to improve humanities at schools:Redesign the syllabus so that it encourages critical thinking instead of rote learning.Learning outcomes should be measured based on real world examples. If an economics paper does not ask the student to interpret data in exam, it is not economics test at all.Train the teachers, humanities teachers should go through a refresher at least once a year to stay current with teaching methodology.Syllabus should be designed in a such a way that it has real world relevance, i.e. job prospects. This is how an assessment should look like:I understand we have our limitations, but some of these changes are not that big to carry out. The problem is with the teachers, they don’t take the subject seriously and neither do the students. Otherwise, we will not have crap like the one below from 11th standard text bookFirst two lines are trying their very best to define political science and fail miserably and end up being gibberish. This is what we are “teaching” the kids. And I am not even going to discuss about the late revenge we took on British by murdering their language as above. “It cannot be claimed a status…”. No one is even proofreading our textbooks and that is the status of humanities in this country.

Well, the answer is is pretty straight forward, but with a big caveat. A Communication Learning plan is simply a set of measurable goals developed after an evaluation and assessment of a student that is designed to develop / improve communication skills through writing and oral presentation. It can include specific communication skills such as sign language, assistive technology like speaking boards, etc.The Caveat? Special Education is not a monolithic uniform system put in place throughout the world. Each school (let alone district, state, etc.) tends to be different in how they deal with special needs students. It is ENTIRELY possible that a school has developed a "Communication Learning plan" for a specific purpose for a specific student that has virtually nothing to do with the above answer. Not probable, but still possible.Experience: Seven years teaching special education / Masters Degree in Special Education.

A complete answer to your question won't from a post Quora, and might actually take several months, including an assessment of the organization, business and IT strategy before you develop your new action plan. Furthermore, there are no universal answers to this kind of question, as every enterprise has unique challenges. That said, there are a few universal items that a new CIO should be mindful of in order to improve the odds of success.Make sure you fully understand what "success" looks like to the business stakeholders to whom the CIO will be responsible. Depending on the organization, this may be the CEO, COO, CFO and/or Board of Directors, and in a privately held company it could be one or more owners, investors or a private equity firm. Be explicit about this in discussions with them. This is very much like a "pre-sales" exercise that a good consulting firm would invest in prior to pitching a project. It's your chance to help your stakeholders vocalize and visualize what "success" really means, come to an agreement about it with you, and to help you - and them - agree on objective measures of success. Note: this is crucial up front, but is NOT a one-time exercise. As the enterprise evolves, you'll want to revisit this with them periodically; this will help them remember why you are doing what you are doing, help you demonstrate progress against the agreed-upon definition of success, and allow you and them - working as partners - to make course corrections along with way if deemed necessary. Explicit communication between the CIO and stakeholders / bosses is critical at all times.Assess the enterprise: present the need for assessment to your stakeholders right up front, and make sure you have agreement on the need for this. Lacking such agreement, and lacking an assessment, your odds of success would be greatly diminished. Assuming the business is an ongoing operation, you have to understand any risks to the enterprise in the event that some portion of the IT environment were to fail or be compromised. What is the impact, for example, if your company email system, data warehouse, BI platform, ERP or your plants' MES system were to go offline? You may not have the luxury of implementing a comprehensive disaster recovery plan before doing anything else, but you must understand the risks - so doing a technology risk assessment and business impact analysis is crucial early on. Let your stakeholders know you will be doing this, and whatever you come up with, don't sugarcoat it. Share the truth - but also take the time to work out risk mitigation plans, and make sure that you include Disaster Recovery and Business Continuity in your roadmap. Make sure you address key topics sucy as reliability, availability, security (penetration, malware, sabotage, PCI / HIPAA compliance, etc.) and more.Along with Risk, you'll need to assess and map out a roadmap to address topics such as governance (ITSM / ITIL / COBIT are good places to start), architecture (Enterprise Architecture - both software and infrastructure), platform strategy (premises, cloud, hybrid cloud, DevOps, etc.), software and hardware lifecycle, organization (how much of your team is in-house / FTE, cross-training, how much onshore consultants, whether offshore support is a plus or minus in your enterprise - no obvious answers to any of these), demand management (relates very strongly to ITSM / ITIL concepts of Service Management). As a CIO, you are typically working as a peer / partner with other C-level executives, and are considered responsible for success of the business, not just technology operations. As such, you must understand how technology dovetails with business objectives and strategy, and you must treat technology as a strategic investment for the business. This means that you must truly understand - and communicate - the impact of investing in technology, what the outcomes will be, and what ROI can be expected - as well as tracking and reporting on all of this going forward.You will want to create a Technology Roadmap that includes all of the factors above. This must be in enough detail so that you - and your stakeholders - can truly envision the IT capabilities and operation that you plan to establish. Set the expectation that future dates are approximate (more so the further out you go), and update the roadmap as you revisit it periodically with your stakeholders; this doesn't imply that you can simply keep changing dates, but if they need to change, document this and walk through stakeholders through the reasons for the change.Examine your current organization - closely. Some of the folks who have been there a long time may be part of the current problems. Or they may have longed to improve the situation but weren't able to due to the prior management regime. You will have to do some very close examination of the IT management team to truly understand the people who can help you succeed and those who are a detriment. Figure out who you can lean on to help you. Until you have the ability to confidently start delegating work, you cannot leverage yourself. If nobody inside really fits the bill, come to terms with that quickly, and figure out what roles you need to hire so that you can start to build a functional team that actually lets you function as a CIO.As a new CIO or CTO, you probably have 3 to 6 months during which you may get away without being blamed for the current state of IT operations. This is your runway in which to do an assessment, present your findings, and negotiate your roadmap with your stakeholders and company leadership. Set the expectation up front that you'll be doing this. Unfortunately, your job will likely be analogous to the idea of changing the tires on a car while racing down the track at 100 mph. You'll need to do the assessment, develop a roadmap, negotiate buy-in and support, all while keeping the business chugging along with minimal interruption.A CIO role is not for the faint of heart, but it can be incredibly rewarding for those who enjoy complex challenges and leading organizations through transformative change.