This is part three of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will go through the concrete planning process.
Continue ReadingHow Do I Create an Online Course? – Part 3: Planning Learning Activities
This is part two of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will discover the process of planning your learning design.
Continue ReadingHow Do I Create an Online Course? – Part 2: Planning Process and Practical Tips
As with face-to-face courses, online courses also require targeted planning of the learning process and the learning environment, not to mention the fact that, teachers have already developed their own teaching style tailored to the needs of the learners.
Continue ReadingHow Do I Create an Online Course? – Part 1: The Importance of Learning Design
Games are not only an integral part of our everyday routine from the early days of our life, but they are also regarded as an effective teaching method in (higher) education. Previous research has shown that business or simulation games in the classroom support problem-based learning.
Continue ReadingPlaying Culture in Intercultural Trainings and the Role of Simulation Games
The main objective of this article is to determine the threefold relationship between intercultural training research and professional training practice from three perspectives based on a positioning of the concept of experience in the context of social and cultural studies.
As part of the boundary-crossing transformations in the education sector forced by the Bologna Reform and increased needs for (re-) accreditation intercultural communication and competence has become an acute issue for the development of study programmes at the University of Cooperative Education in Saxony (Berufsakademie Sachsen). Within the tertiary education sector this academic institution awards Bachelor of Arts degrees, mainly in the field of economics, engineering and social work and with high relevance for professional practice (so-called dual training). An “Additional Qualification of Intercultural Competence” will from now on contribute to the improvement of quality in teaching and learning along with an implementation of a transferable study module at all campuses of the university. After successful evaluation at the campus Breitenbrunn the mentioned qualification will eventually be implemented at six campuses of the University of Cooperative Education. Intercultural competence is an integral learning item and objective in the curriculum. After successful completion of the programme students are enabled to understand, reflect and analyse intercultural encounters and cultural differences in perception, thinking, feeling, judgement, action, etc. with regard to their own and other cultures. The module imparts to students not only profound knowledge of other cultures, countries and living and working conditions, but also provides training for various occupational situations, especially such of uncertainty, stress or conflict. Last but no least, students are enabled to apply cultural knowledge to complex issues in professional practice and to link such knowledge with other academic fields and disciplines.
Intercultural Trainings have been regarded as an integral and effective preparation for international assignments. This book takes into account the current situation in Germany and highlights the missing theoretical basis…
Whilst the Hyflex model—teachers teaching to both in-class students and others calling in via the internet—the global pandemic sweeping the planet has certainly accelerated the need for classroom transformation and innovation.
Since the 1990s, change management has received considerable attention as the new paradigm for the management of organisational transformations as well as behavioural and motivational changes within both for-profit and non-profit organisations. As such, constant changes have also become the new “normality” in educational and social service organisations.