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D'Angelo, Anne Marie – ProQuest LLC, 2010
Internationalization is a multi-faceted, multi-dimensional and complex concept described most notably as a higher educational process that integrates an international perspective into its organizational leadership, vision, and curricular goals. Success is dependent upon ongoing engagement of a multitude of internal and external stakeholders with…
Descriptors: Higher Education, Systems Approach, Global Approach, Educational Change
Steiner, Lucy – National Comprehensive Center for Teacher Quality, 2009
The National Comprehensive Center for Teacher Quality asked Public Impact to conduct a study exploring the change processes in the creation and implementation of teacher evaluation systems. This TQ Research & Policy Brief provides an overview of Public Impact's preliminary findings as they relate to the impetus for change and the political and…
Descriptors: Teacher Effectiveness, Teacher Evaluation, Accountability, Educational Change
Bhatt, Monica P.; Behrstock, Ellen – Learning Point Associates, 2010
This policy analysis explains the need for a system approach to educator talent management. The report analyzes how state policies in the Midwest support the development of effective teachers and leaders throughout their career. The report focuses on state policies in teacher preparation including certification and licensure, recruitment and…
Descriptors: Strategic Planning, Teacher Effectiveness, Incentives, Policy Analysis
Chase, Richard – Wilder Research, 2008
This summary describes the current status of Minnesota's early childhood care and education system. It is based on a review of several dozen plans and reports produced since 2000, and group discussions and interviews around the state with about 175 early childhood stakeholders. It also provides recommendations for how to improve upon assets and…
Descriptors: Early Childhood Education, Young Children, Educational Change, Child Care
Jenni, Roger W.; Mauriel, John – International Journal of Leadership in Education, 2004
An eight-year study of 49 schools purporting to practice and apply Quality Management (QM) techniques and processes uncovered some revealing differences between what respondents thought "should be" happening in these schools and what they reported was happening. The gaps uncovered could be recognized as differences between rhetoric and…
Descriptors: Longitudinal Studies, Educational Research, Total Quality Management, Administrative Principles