senarai bacaan 2010

8/14/2019 Senarai Bacaan 2010

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Senarai BacaanSenarai Bacaan

20102010(Bidang Pengurusan)(Bidang Pengurusan)

Chia Song ChoyChia Song Choy

Pengetua SMT Perdagangan JBPengetua SMT Perdagangan JB


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Types of School ?Types of School ?

MovingMoving

CruisingCruisingStrollingStrolling

StrugglingStrugglingSinkingSinking

pes of effective schools from Stoll & Fink, 1997 (Institute of Education, Univ Lo


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The Learning GapThe Learning Gap

(Stevenson & Stigler, 1992)(Stevenson & Stigler, 1992)

Why Our Schools are failing and whatWhy Our Schools are failing and what

we can learn from Japanese &we can learn from Japanese &

Chinese Education?Chinese Education?

Socialization & AchievementSocialization & Achievement

Effort & AbilityEffort & Ability

Satisfaction & ExpectationSatisfaction & ExpectationThe Profession of TeachingThe Profession of Teaching

The Practice of TeachingThe Practice of Teaching


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FutureFuture

Howard GardnerHoward Gardner1.1. The Disciplinary MindThe Disciplinary Mind -Mastery of-Mastery ofmajor schools of thought, at least 1major schools of thought, at least 1professional craft.professional craft.

2.2. The Synthesizing MindThe Synthesizing Mind -Ability to-Ability tointegrate ideas from differentintegrate ideas from differentdisciplines into a coherent whole,disciplines into a coherent whole,communicate integrations to otherscommunicate integrations to others

3.3. The Creating MindThe Creating Mind -Capacity to-Capacity touncover and clarify new problems,uncover and clarify new problems,questions and phenomenaquestions and phenomena


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5 Minds for the Future5 Minds for the FutureHoward GardnerHoward Gardner

4.4. The Respectful MindThe Respectful Mind -Awareness of-Awareness of

and appreciation for differencesand appreciation for differences

among human beingamong human being

5.5. The Ethical MindThe Ethical Mind -Fulfillment of ones-Fulfillment of ones

responsibilities as a worker and aresponsibilities as a worker and a

citizencitizen


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Capacity BuildingCapacity Building

Michael FullanMichael Fullan Strategies that increases theStrategies that increases thecollective effectiveness of a groupcollective effectiveness of a group

ToTo

raise the bar and close the gapraise the bar and close the gap

ofof

student learningstudent learning

Nothing will count unless peopleNothing will count unless people

build new capacitiesbuild new capacities


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LLeadershipeadership PPracticesractices IInventorynventory

KKouzes & Posnerouzes & Posner

Mengupayakan orang lain bertindakMengupayakan orang lain bertindak((ENABLING OTHERS TO ACTENABLING OTHERS TO ACT))

Tunjukkan TeladanTunjukkan Teladan

(MODELING THE WAY)

Menginspirasikan visi yang dikongsiMenginspirasikan visi yang dikongsibersamabersama((INSPIRING A SHARED VISIONINSPIRING A SHARED VISION))

Merangsang hatiMerangsang hati(ENCOURAGING THE HEART)(ENCOURAGING THE HEART)

Mencabar prosesMencabar proses

(CHALLENGING THE PROCESS)(CHALLENGING THE PROCESS)


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The Kouzes and PosnerThe Kouzes and Posner

Five Practices of ExemplaryFive Practices of ExemplaryLeadershipLeadership

1.1. Modeling the wayModeling the way

2.2. Inspiring a shared visionInspiring a shared vision3.3. Challenging the processChallenging the process

4.4. Enabling others to actEnabling others to act

5.5. Encouraging the heartEncouraging the heart


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(J.R.P. French & B. Raven,

1959)

LegitimateLegitimate

ExpertiseExpertise RewardingRewarding

CoerciveCoercive ReferentReferent


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6 Gaya kepimpinan6 Gaya kepimpinan

(Hay McBer 2000(Hay McBer 2000))

Authoritative: This is where we are going and whyAuthoritative: This is where we are going and why

Coercive: You must do this now!Coercive: You must do this now!

Democratic What are your views on the matter?Democratic What are your views on the matter?

Pacesetting: This is the way to do itPacesetting: This is the way to do it

Affiliative: Its important that we all get onAffiliative: Its important that we all get on

Coaching: How can I support your learning?Coaching: How can I support your learning?


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1.1. Idealized influenceIdealized influence2.2. Inspirational MotivationInspirational Motivation

3.3. Intellectual StimulationIntellectual Stimulation

4.4. Individualized ConsiderationIndividualized Consideration

Bass, B. M. (1985). Leadership and performance beyondexpectation. New York: Free Press.

Bass, B. M. (1990). From transactional to transformationalleadership: Learning to share the vision. Organizational Dynamics,

(Winter): 19-31.


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TEACHINGTEACHING

CharacteristicsCharacteristics Al GuentherAl Guenther

11.. EXPERIENCED-BASEDEXPERIENCED-BASED

hands-on, empirical, interactivehands-on, empirical, interactive

2.2. CONCEPTUALCONCEPTUALconcepts first, jargons last, less memorizingconcepts first, jargons last, less memorizing

of facts, greaterof facts, greater depth of understanding,depth of understanding,

emphasis on the big pictureemphasis on the big picture

3.3. INVESTIGATIVEINVESTIGATIVE

science process skills, open-ended, thinkingscience process skills, open-ended, thinking

skillsskills

Al G th S it


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Al Guenthers Scienceuent er s c enceSolutionsSolutions

4.4. APPLIEDAPPLIED

technology, inventiveness,technology, inventiveness,

creativitycreativity5.5. RELEVANTRELEVANT

relate to everyday experiencesrelate to everyday experiences

and to other subject areasand to other subject areas6.6. ANTICIPATORYANTICIPATORY

use of the discrepant eventuse of the discrepant event


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FlowFlowby Mihalyby MihalyCsikszentmihalyiCsikszentmihalyi An euphoric state of concentrationAn euphoric state of concentration

and complete involvementand complete involvement

Turn all Learning experiences intoTurn all Learning experiences into

moment for joy and self-fulfillmentmoment for joy and self-fulfillment

Use flow to release our students fromUse flow to release our students from

anxiety and boredomanxiety and boredom

Steps towards enhancing the qualitySteps towards enhancing the qualityof Teaching & Learning Experiencesof Teaching & Learning Experiences


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Iktibar kisahIktibar kisah TITANICTITANIC

a)a) Kegagalan menerima nasihat subordinatKegagalan menerima nasihat subordinatb)b) Terlalu yakin akan pertimbangan danTerlalu yakin akan pertimbangan dan

keputusan sendirikeputusan sendiri

c)c) Terlalu percaya dan yakin kecanggihanTerlalu percaya dan yakin kecanggihandan kehebatan kapaldan kehebatan kapal

d)d) Tidak menyedari ancaman persekitaranTidak menyedari ancaman persekitaran

e)e) Membuat terlalu sedikit dan terlaluMembuat terlalu sedikit dan terlalulambatlambat

((doing too little too late)doing too little too late)

- Victor S.L. Tan- Victor S.L. Tan Change to WinChange to Win


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SekianSekianTerimaTerima

KASIHKASIH

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