Supervised work experience within courses of post‐school education has grown rapidly over the last 40 years. A strong commitment to the principle of “sandwich” education has been…
Abstract
Supervised work experience within courses of post‐school education has grown rapidly over the last 40 years. A strong commitment to the principle of “sandwich” education has been matched in recent years by an increasing concern about how to manage the placement period to help the students involved to gain most value from the experience. Looks at the problem from the perspective of the academic institution. Specifically, it suggests an answer to the question: how can the academic institution manage the sandwich placement experience of students more effectively? Considers the application of a management development approach called action learning to support sandwich placement students and enhance their learning from the sandwich experience.
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Supervised work experience within courses of post‐school educationhas grown rapidly over the last 40 years. A strong commitment to theprinciple of “sandwich” education has been…
Abstract
Supervised work experience within courses of post‐school education has grown rapidly over the last 40 years. A strong commitment to the principle of “sandwich” education has been matched in recent years by an increasing concern about how to manage the placement period to help the students involved to gain most value from the experience. Looks at the problem from the perspective of the academic institution. Specifically, it suggests an answer to the question: how can the academic institution manage the sandwich placement experience of students more effectively? Considers the application of a management development approach called action learning to support sandwich placement students and enhance their learning from the sandwich experience.
Details
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Seeks to assess the effectiveness of introducing action learning into sandwich placements. Builds on the rationale for, and organization of, the initiative established in Part 1…
Abstract
Seeks to assess the effectiveness of introducing action learning into sandwich placements. Builds on the rationale for, and organization of, the initiative established in Part 1 and discusses feedback from the main parties involved. Provides evidence that suggests that action learning could offer a solution to the problem of insufficient integration between the sandwich and the academic periods of courses and the danger that sandwich placements can become an excessively specialized experience. Concludes that the evidence is sufficiently encouraging to recommend further development of the scheme.
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Seeks to assess the effectiveness of introducing action learning intosandwich placements. Builds on the rationale for, and organization of,the initiative established in Part 1 and…
Abstract
Seeks to assess the effectiveness of introducing action learning into sandwich placements. Builds on the rationale for, and organization of, the initiative established in Part 1 and discusses feedback from the main parties involved. Provides evidence that suggests that action learning could offer a solution to the problem of insufficient integration between the sandwich and the academic periods of courses and the danger that sandwich placements can become an excessively specialized experience. Concludes that the evidence is sufficiently encouraging to recommend further development of the scheme.
Details
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Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis…
Abstract
Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.