Wednesday, 22 August 2012

Degrees Are Earned, Not Sold

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There is an old saying that, “Education is the only purchase people make where they complain if they get too much for their money.”  Although everyone can complain about something relative to higher education, in my opinion, the largest problem today is the decline in the level of education provided compared to 20 or 30 years ago.  We, as educators, have allowed the students to determine how much education is enough in any given course.  We have also, in many cases, allowed grade inflation which, to some extent, has fueled the decline in the level of instruction.

Thirty years ago the volume and depth of material covered in an introductory class was much greater than it is today.  Students complain if they are required to research and write a 20 page paper written in proper English with proper punctuation. The common complaint heard is, “This is not an English class.” We, as professors, have coddled our students, given them grades they did not truly earn, and written them recommendations they did not deserve.  We do all of this for several of reasons. First, the student goes away happy and we have less hassle.  Second, if the students go away we can get back to our research which will earn us a raise and promotion while teaching gets us neither. Third, the department head/dean gets no complaints and therefore believes all is well. Fourth, it is easier.
We need to make students more responsible for their education.

 We need to give only grades that are truly earned and we need to have the guts to tell a student, “I cannot write you a glowing recommendation because you did not perform well in my class and that is the only basis I have for recommending you.”  These are not fun things to do and they do not lead to raises and promotions.  But, if we are to provide quality education we need to begin doing these things again.

We also must stop being afraid that our students will say we are not fun in class.  In this light, however, we must be sure that we speak coherent English, cover the material in full, and keep it from being boring.  We need to accept that those students who do assimilate most of what we try to teach will use only what we provide. The students will sleep during class if it is boring or not attend class at all.  And, most of all, if we bore them to death, we need to know they will not learn

Because this country has decided that everyone is entitled to a college education, we have bent over backwards to make it possible for all students to get a college degree.  That should not be what we do.  We should agree that everyone who wishes has an opportunity to earn a college degree.  However, we should not provide college degrees to those who do not earn it.  There is a huge difference between providing an opportunity to earn a college degree and ensuring that everyone who wishes gets a college degree

We need to ensure that students take more responsibility for their education. What happened to telling the students, “Look to your right and look to your left, only one of your will be here on graduation day.”  Yes, as an entering freshman that was a scary message. But, it did encourage the students to take responsibility for their education and degree.  It also let the faculty and staff know that it was okay to fail a student who is not producing.

Both faculty and students have to stop believing that because a student enters college, they are entitled to a degree.  We need to provide valid and interesting information.  We need to grade what is appropriate and we need to admit that not everyone who enters college will earn a degree.  We also need to remember that degrees are supposed to be earned and not sold.

Main Campus and Continuing Education: Together Again

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Nowadays there is a shadow over post-secondary education in Canada. Most people who work and teach at universities feel the pressure: insufficient institutional funds, over-crowded classrooms, difficulties with students’ transitions to university and—more seriously—to the workforce after graduation, questions about the relevance of academic research and teaching, and many other issues and problems that reflect a growing disconnect between the university and its many constituencies. And, alarmingly, the situation is likely to get significantly worse in the coming decade. One section of the university, however, is in a position to show what can be done in lean times.

Continuing education units, once held up by institutions as critical to universities’ connections with their communities, have also faced difficulties in the last decade. Financial shortfalls have meant that traditional academic pursuits of research, teaching and graduate supervision have been funded at the expense of less central functions. The continuing education enterprise has often responded by generating a greater share of its own funding. This, in turn, has made these units more engaged, more pro-active and much more market savvy than the much more conservative disciplinary-based departments. In the long run, this process of compulsory self-reliance and entrepreneurship might well end up serving both the continuing education sector and the universities as a whole extremely well.

Academic entrepreneurship has typically not flourished in the Canadian academy. The most high profile practitioners—business schools—are often flush with cash and contacts, but have trouble being fully accepted on campus. Continuing education units, in contrast, have campus-wide responsibilities, are able to draw on expertise wherever they find it at the university, and have community-wide outreach capabilities. Moreover, these units have, of necessity, developed the market awareness and cost-recovery mentality that must inevitably become the hallmark of the university system as a whole.

If continuing education divisions were wise, they would carefully but aggressively integrate their operations across campus as widely as possible. If the universities as a whole were equally wise, they would be reaching out to the continuing education units for advice, guidance and educational partnerships.

Continuing education units have some of the best, if not the best, off-campus connections, market-based programming, and entrepreneurial cultures within contemporary Canadian universities. The national university system urgently needs a healthy dose of these same elements. If Canadian universities do not learn how to communicate with their local and regional audiences, if their programming is not more responsive to local economic opportunities and challenges—and if cost-recovery, fee-for-service programming is not expanded dramatically—the traditional university functions will soon find themselves short of cash and largely detached from the citizenry.
At present (at least in my experience at Canadian universities) continuing education divisions have allowed themselves to become too separate from the rest of the academic enterprise. This is perhaps by necessity, as they are often the only units on campus that have to fund a large portion of their salaries and expenses from “profitable” course, workshop, training and program activities. They do, nonetheless, hold a crucial key to the revitalization of the Canadian university system.

Where traditional academic departments can be aloof and inwardly focused, continuing education reaches out. Where the academy, in general, runs with an entitlement mindset, continuing education has learned to flourish through entrepreneurship and responsiveness. Where universities are slow moving, programmatically conservative and largely unresponsive to a fast changing economic and social reality, the successful continuing education divisions are fast-acting, creative and attentive to market needs.

The biggest question, however, is how to ensure that mutual learning and mutual respect emerge in the coming years. When the base budget cuts came to many continuing education units in Canada, the traditional departments rarely rushed to their defense. Now, as the traditional departments feel the budget squeeze and worry how to bridge the relevance gap, it is hardly surprising that the continuing education enterprise does not see it as its responsibility to rush to help.

Both sides of the divide need to appreciate that the pace and direction of societal change around post-secondary education is going to bring them closer and closer together. The client-based department of the university is going to want more and more of their academic programming in continuing education-type packages. Career-ready training is rapidly taking over from traditional academic preparation.

The university world is shifting. Continuing education, having been pushed to the margins of the academy and forced substantially to fend for itself, will be drawn increasingly into the middle of the campus. After all, the institution needs its expertise, community awareness and academic entrepreneurship in order to attract students, public support and government investment. It appears likely that the university will have to adjust significantly to meet the needs of a rapidly changing world.

Continuing education units can and must play a lead role in outlining the possibilities, processes and pedagogy of working with people where they are, rather than assuming students will simply adapt to campus realities. Done properly, the next decade can see the expansion of continuing education and the transformation of traditional academic programs and delivery models. Done poorly, both the continuing education units and the universities themselves will suffer severely.

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A recent study showed that about 55 per cent of students used their mobile phones to cheat in high-school exams. Photograph: Will Baxter/Phnom Penh Post

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Tuesday, 21 August 2012

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Mission Letter to Germany on June 1-9, 2025