The Teaching Assistant (TA) job is typically filled by an upper-level university student or graduate student. It’s a job that requires one to play several different roles. First and foremost, the TA is a student and must complete all responsibilities to maintain this status. Second, the TA has a responsibility to the hiring professor. To the professor, the TA is the assistant and must abide by the requirements set out by the professor. Third, the TA has a responsibility to the students in the class. The role here is that of teacher, tutor, and occasionally advisor.
HIGHER ED TEACHING STRATEGIES FROM MAGNA PUBLICATIONS
The most common approach to cheating involves trying to prevent it—multiple versions of a test, roving observation during tests, software that detects plagiarism, policies that prohibit it. However, if we look at cheating across the board, what we’re doing to stop it hasn’t been all that successful. Depending on the study, the percentage of students who say they’ve cheated runs between 50% and 90% with more results falling on the high side of that range. Can we be doing more? Here are some ideas.
A colleague at another institution, “Bill,” recently contacted me with a problem. Bill’s program is under fire for low exam scores and cognitive learning achievement in one of its largest general education courses. Campus administrators had generated a variety of theories: Test items were biased against non-white students, the reading level of the required textbook was too high for this school’s population, classes were too large. Most upsetting to Bill was the speculation that his department was unqualified to teach the course!
We know that strong leaders empower and genuinely care for those whom they lead. That empowerment and care is not expressed by the words they speak, but by their everyday interactions with the people around them.
In academic settings, leaders serve as models for how faculty can more effectively empower students. If these leaders are simply calling it in, then their faculty, especially new faculty, may experience dissatisfaction in the workplace and may eventually follow those negative examples. In the online world where facial expressions and body language are not visible, it is vital that online faculty deans adopt a ‘virtual body language’ that demonstrates a genuine interest in their faculty. Here are some tips for online faculty deans that may lead to a more positive faculty experience and even stronger faculty engagement and performance.
Recruiting and hiring new faculty is time intensive and expensive. Despite the difficulties, hiring decisions are clearly among the most important that academic administrators ever make. The success of college programs and universities is directly correlated with hiring the right people and then providing them with the essential resources to succeed and excel in their work.
If you serve in a leadership role on campus, here’s your chance to get involved in a conference developed just for academic leaders.
Brought to you by Magna Publications, producers of Academic Leader newsletter and the Teaching Professor Conference, the Leadership in Higher Education Conference is accepting speaking proposals for its 2nd annual conference, Oct. 19–21 in Baltimore.
In the same way a classroom’s climate is created jointly by teacher and student actions, a department’s teaching climate results from collective contributions. Of course, department chairs and other administrators play key leadership roles, but they alone are not responsible for creating the teaching climate. We all contribute by what we say and do regarding teaching. Sometimes we say and do nothing, and this too becomes part of the culture.
If you serve in a leadership role on campus, here’s your chance to get involved in a new conference developed just for academic leaders.
Brought to you by Magna Publications, producers of Academic Leader newsletter and the Teaching Professor Conference, the Leadership in Higher Education Conference is accepting speaking proposals for its inaugural conference, Oct. 6-8 in Atlanta.
During a conversation about evidence-based teaching, a faculty member piped up with some enthusiasm and just a bit of pride, “I’m using an evidence-based strategy.” He described a rather unique testing structure and concluded, “There’s a study that found it significantly raised exam scores.” He shared the reference with me afterward and it’s a solid study—not exceptional, but good.
I’m imagining that this department head works at an institution where budgets are tight, everyone works hard at recruitment and retention, and teaching is an important part of the institution’s mission. The wishes aren’t in any particular order.