Winner of the Guardian Award for UK Teacher of the Year 2008; Winner of Scottish Teacher of the Year 2008; Fellow of the Royal Society of the Arts; Committee Member RSA Scotland; National Teaching Fellow of the UK Teaching Awards; Associate of Independent Thinking; Consultant – BBC Learning; Member of Government Excellence Group in English; Consultant – Osiris Educational; Visiting Tutor (Masters in Teaching and Learning) – Edge Hill University; SQA Marker for Advanced Higher English; Visiting Lecturer (PGDE) – Glasgow University Faculty of Education; TES Advisory Panel in English; Judge for the UK Teaching Awards, Scottish Education Awards, Debating Matters (Institute of Ideas), Jamie’s Dream Teacher … Currently involved in an EU Lifelong Learning Programme looking at Digital Storytelling and the use of emerging technologies in the English Classroom. Twitter: <a href="http://twitter.com/#!/davidmiller_uk
Archives for May 2011
Do any paricipants have pictures, diagrams etc that would enhance the front page – or any other page on this site. It would be good if we had other pictures so the the “Dawn” picture on the front page could be supported by a series of pictures displayed in a rolling fashion.
I would contend that it is essential for managers to know the difference between extrinsic and intrinisic motivation and be aware of the benefits and disadvantages of each type of motivation. With this knowledge they can make informed decisions as to which type of motivation should be used in which circumstances. Without this knowledge then they are surely exposing themselves to chance with the likelihood of getting it wrong.
Second Question – can we improve the description of “motivation” on this UL site (see The Importance of Knowledge)
Is our practice of management getting worse? Kenneth and William Hopper in their book “The Puritan Gift” considered that there had been a marked decline since the 1970s. They had a high regard for American management of the mid twentieth century, in particular because their CEOs would have what they called “domain knowledge.” In other words they were steeped in the actual process of their firms – if it was manufacturing then they were very familiar with the actual manufacturing process that produced the goods. But from the 1970s, Universities starting promoting MBAs, and a perception crept in that University educated people could manage any organisation. One manifestation of this was the UK banking industry where not one of the CEOs of the top 7 banks had any banking qualification.
Other ares of concern has been that, through our computers, companies can produce any number of “stats” to the extent that managers fall into the trap of managing the whole from visible figures alone. We now have the commonly used phrase “If it cannot be measured it cannot be controlled. In fact those processes that provide measures amount to only 3% of the whole (from Edward Baker – of the Ford Motor Company) They other 97% – particularly the relationship between the parts – does have to be managed. “It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth (W Edwards Deming)
A further concern is the use of standards or regulations. The standards have now become the customer. Instead of focusing on the customer, the service user, we have a tendency to think that meeting the standard is sufficient.
So may I open the discussion – Is “management” getting worse?