Características estructurales de las Secondary Grammar Schools inglesas.I.

Continúa en el n. 18, p. 19-24 y en el n. 19, p. 92-99

Características estructurales de las Secondary Grammar Schools inglesas.II.

Se trata la organización de los planes de enseñanza y programas de estudios en las Secondary Grammar Schools inglesas, cuyo factor más destacado es la división del alumnado en grupos de aptitud según sus dotes personales. Se comparan los planes de estudio de las Secondary School pública con las Public Schools privadas. Se concluye que la enseñanza en las escuelas secundarias inglesas carecen de uniformidad, cada centro se forma su propio programa de estudios individual y libérrimo, utilizándose todos los cauces educativos viables y todas las posibilidades docentes en todas las Grammar Schools, que exige fuertes necesidades presupuestarias, y gran número de profesorado especializado. s continuación del artículo con el mismo título del n. 17, p. 194-169 y continúa en el n. 19, p. 92-99.

Características estructurales de las Secondary Grammar Schools inglesas.III.

Es continuación de los artículos, con el mismo título, del n. 17, p. 164-169 y del n. 18, p. 19-24

El Schools Council : una institución para la reforma de la educación en Inglaterra.

Síntesis de la creación y evolución del Schools Council, institución inglesa que realiza trabajos de investigación pedagógica que, posteriormente, publica para la mejora de la práctica didáctica. Se analizan los orígenes, fines, organización y funciones, publicaciones, sistema de financiación, método de trabajo y estructura de los proyectos, como modelo ejemplar para la actividad docente, a pesar de las críticas sobre sus métodos y rentabilidad.

Habilidades sociales y acoso escolar : un estudio en centros de Enseñanza Secundaria de Madrid. 'Social skills and school bullyng : a study in Secondary Schools in Madrid'.

Resumen tomado de la publicación. Con el apoyo económico del departamento MIDE de la UNED

Barreras en el acceso a la dirección escolar : diferencias entre profesoras y directoras de centros de Educación Infantil y Primaria. 'Barriers in the access to school management : differences between teachers and head-teachers from early childhood and elementary education schools'.

Resumen tomado de la publicación. Con el apoyo económico del departamento MIDE de la UNED

Schools and Web 2.0 : a critical perspective.

Resumen de la revista. - El artículo pertenece a una sección monográfica dedicada a la escuela en la sociedad digital

Choice, chance or compulsion : the recruitment of career advisers into New Zealand Secondary Schools. 'Elección, azar o compulsión : la selección de orientadores para la carrera en Institutos de Educación Secundaria de Nueva Zelanda'.

Resumen basado en el de la publicación

Effective schools, equity and teacher effectiveness : a review to the literature. 'Escuelas eficaces, equidad y eficacia docente : una revisión de la literatura'.

Monográfico con el título: 'Eficacia escolar y equidad'. Resumen basado en el de la publicación

Experiences of technology-rich innovation in European schools within the Open Discovery Space project

Resumen tomado de la publicaci??n

Online community building in classrooms and schools : using the internet to extend teachers??? face-to-face community practices

Resumen basado en el de la publicaci??n

Efficiency and Equity in Learning Communities and schools

Traditionally, school efficiency has been measured as a function of educational production. In the last two decades, however, studies in the economics of education have indicated that more is required to improve school efficiency: researchers must explore how significant changes in school organization affect the performance of at-risk students. In this paper we introduce Henry Levin’s adoption of the X-efficiency approach to education and we describe the efficient and cost-effective characteristics of one Learning Communities Project School that significantly improved its student outcomes and enrollment numbers and reduced its absenteeism rate to zero. The organizational change that facilitated these improvements defined specific issues to address. Students’ school success became the focus of the school project, which also offered specific incentives, selected teachers, involved parents and community members in decisions, and used the most efficient technologies and methods. This case analysis reveals new two elements—family training and community involvement—that were not explicit parts of Levin’s adaptation. The case of the Antonio Machado Public School should attract the attention of both social scientists and policy makers

Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.