Higher Education (Globalization)
Singh, M.K. (n.d.). Challenges of Globalization on Indian Higher Education. Retrieved October 27, 2009, from http://aserf.org.in/presentations/globalization.PDF/
This work maintains that knowledge holds a central role in a globalized world structure. It also acknowledges that the effect of globalization remains to be debatable at this point with some group arguing that global policies are in line with the interests of the global capitalists while others maintain that it addressed the needs of particular societies in general, and disadvantaged groups in particular. The article also presented views on globalization by leading sociologists and economists. In the work's focus, the Indian context, it has been noted that the Indian educational system has expanded; however it was offset by the growth spur of the relevant age group. Resources are strained and the quality of education has been questionable. Singh concludes by arguing that a reform in the educational system, on a system-wide level through liberalization of higher education may be advantageous for India. Moreover, privatization of education is recommended, still line with the author's espoused liberalization strategy.
Much like the argument of Carnoy (2005), Singh asserts the huge importance of education in a globalized structure. This article also resonates the disagreements of Carnoy (2005) and Kwiek (2001) -- i.e. The positive and negative effects of globalization in higher education with the author taking the side of Carnoy in the belief that higher education positively implicates a nation's economy. Unlike McPherson & Schapiro (2002), who argued against privatization of educational institutions, Singh believes that higher education should be privatized as part of the liberalization policy that he posits to work advantageously for India. Method-wise, this work is a good example of how fruitful research on higher education and globalization would be if we put it in a particular context, like in this case, the Indian societies. This prods us to look at societal specificities to better understand the interplay of social factors in furthering our understanding of higher education in the light of globalization.
Retention in Higher Education Evolution across the Globe Challenges of Institutes Factors Influencing Student Retention Alignment of expectations and experience Social and academic integration Affordability Academic Performance Attitudes and Satisfaction Academic Engagement Measures to Improve Student Retention Curriculum development Orientation and Induction Authentic Curriculum Student-Centered Active Learning Integration of Study Skills Students from Under-represented Groups Organization of Program Cultural Issues in Classrooms Role of Presidency in Dealing with Retention Accepting the Change Retention Strategies Reasons Given by Students for Withdrawal Conclusion References Abstract This paper is designed to figure out the reasons which cause the failure
India and U.S.: Poverty and Millennium Development Goals in relation to Globalization India is selected as the welfare state under study in this paper, with a focus on poverty, one of the key Millennium Development Goals (MDG), and highlights the question of how globalization contributes to, or ameliorates poverty in India. The conditions in India are analyzed herein, and compared with those in the United States (U.S.). This paper concentrates on
The business culture of the United Kingdom is characterized by the value of free economy and private property (Rendtorff, 2009). At another level, it is marked by a desire to manage work and life issues. The employees in British organizations have long been marked out for their relatively leisurely pace of work and their priority for relationship issues over work related issues. Compared with their American counterparts, employees in UK
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These practices include: selective hiring, employment security, self-managed team, extensive training, sharing information, diminution of status differences, and stipulation of high pay contingent on organizational performance. Other authors analyzed by Chang and Huang sustain that SHRM benefits company both directly and indirectly as it modifies passivity into initiative by clearly communicating organizational goals and encouraging the participation of line-managers. In addition, by generating structural cohesion, defined as "an employee-generated synergy
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