Suchergebnisse

The UK Government and large employers have recognised the skills gap between learners leaving the education system and the requirements of employers. The current system is seen to be failing significant numbers of learners and has been accused of schooling but not educating our young people. University-led technical colleges are one part of the solution being developed to provide outstanding engineering education. This paper focusses on the learning experience that the Aston University Engineering Academy, the first University-led University Technical College (UTC), has created for entrants to the Engineering Academy in September 2012, when it opens in brand new buildings next to the University. The overall aim is to produce technically literate young people that have business and enterprise skills as well as insight into the diverse range of opportunities in Engineering and Technical disciplines. The project has brought University staff and students together with employers and Academy staff to optimise the engineering education that they will receive. The innovative model presented has drawn on research from across the world in the implementation of this new type of school, as well as educational practices from the USA and the Scandinavian countries. The resulting curriculum is authentic and exciting and expands the University model of problem-based learning and placements into the secondary school environment. The benefits of this close partnership for University staff and students, the employers and the Academy staff are expanded on and the paper concludes with a prediction of progression routes from the Academy.

This micro‐level view of information and communication technology (ICT)‐related decision‐making processes in particular female "knowledge" firms offers areas for further review, research and discussion. Internally focused, these firms reflect earlier studies recommending support for female networking to develop competitive advantage, since fewer sources of ideas, advice, and information may mean that options are limited when problems arise outside previous organisational experience. ICT adoption relied on family and friends rather than professional support. Similarly, Internet use to scope the market or source information was also limited. Further research is suggested to explore management practices within established female‐run firms, and in firms run by teams rather than single owners, to develop deeper understanding of the processes at work and how to support change and development in such firms.