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Journal articles on the topic 'Education management'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

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1

Vachhani, Dr Jayesh. "The Impact of Management Education on Executive’s Management Effectiveness." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 140–42. http://dx.doi.org/10.15373/2249555x/dec2012/42.

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2

Kamphuis, J. William. "COASTAL ENGINEERING EDUCATION AND COASTAL MODELS." Coastal Engineering Proceedings 1, no. 33 (December 28, 2012): 30. http://dx.doi.org/10.9753/icce.v33.management.30.

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This paper discusses how coastal engineers are educated and how that must be changed in order to be able to meet the future demands for coastal engineers. It also addresses the use of coastal models as a vital tool to demonstrate concepts and processes that are not innately familiar to the students.

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3

Willmott, Hugh. "Management Education." Management Learning 25, no. 1 (March 1994): 105–36. http://dx.doi.org/10.1177/1350507694251008.

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4

Grey, Christopher, and Nathalie Mitev. "Management Education." Management Learning 26, no. 1 (March 1995): 73–90. http://dx.doi.org/10.1177/135050769502600105.

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5

Fife, Patricia. "Management Education." AJN, American Journal of Nursing 119, no. 7 (July 2019): 10. http://dx.doi.org/10.1097/01.naj.0000569356.58153.e5.

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6

Manjunatha, K. "Management Education." Vikalpa: The Journal for Decision Makers 34, no. 2 (April 2009): 149–57. http://dx.doi.org/10.1177/0256090920090211.

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7

Ph.D, TamukongNdifor Mariana Ngeche,. "Educational Leadership: Implications for Quality Management in the Development of Cameroon Higher Education." International Journal of Trend in Scientific Research and Development Volume-2, Issue-2 (February 28, 2018): 756–68. http://dx.doi.org/10.31142/ijtsrd9534.

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8

Jani, Tejal, and Himani Sardar. "UNDERGRADUATE MANAGEMENT EDUCATION: A DEPARTURE FROM CONVENTIONAL MANAGEMENT EDUCATION." International Journal of Advanced Research 6, no. 11 (October 31, 2018): 32–35. http://dx.doi.org/10.21474/ijar01/7967.

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9

Kellie, Jean. "Management education and management development." Journal of European Industrial Training 28, no. 8/9 (October 2004): 676–88. http://dx.doi.org/10.1108/03090590410566598.

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10

M. Meenakshisundaram, M. Meenakshisundaram, G. P. Raja G. P. Raja, and Dr A. R. Saravanakumar Dr. A R. Saravanakumar. "Perspectives of Stress Management In Education System." Indian Journal of Applied Research 1, no. 5 (October 1, 2011): 75–76. http://dx.doi.org/10.15373/2249555x/feb2012/27.

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11

Malipatil, Goudappa. "Development of Management Education System in India." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 157–58. http://dx.doi.org/10.15373/2249555x/jun2012/56.

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12

Sharma, Prof Nirmal Kumar, and Dr Vijay Pithadia. "Application of Information Technology in Management Education." International Journal of Scientific Research 1, no. 6 (June 1, 2012): 104–6. http://dx.doi.org/10.15373/22778179/nov2012/39.

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13

Katrodia, Ankit, and Dr Vijay Pithadia. "Application of Information Technology in Management Education." International Journal of Scientific Research 1, no. 6 (June 1, 2012): 111–12. http://dx.doi.org/10.15373/22778179/nov2012/42.

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14

Bobyleva, Alla, and Alexandra Sidorova. "Crisis management in higher education in Russia." Perspectives of Innovations, Economics and Business 15, no. 4 (December 17, 2015): 156–68. http://dx.doi.org/10.15208/pieb.2015.16.

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15

Gupta, Dr Rakesh. "Role of Total Quality Management in Education." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 7–8. http://dx.doi.org/10.15373/22778160/february2014/86.

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16

Omelyanenko, Vitaliy, Inna Semenets-Orlova, Olena Khomeriki, Lyudmyla Lyasota, and Yuliia Medviedieva. "Technology transfer management culture (education-based approach)." Problems and Perspectives in Management 16, no. 3 (September 20, 2018): 454–63. http://dx.doi.org/10.21511/ppm.16(3).2018.36.

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Research deals with the analysis of theoretical aspects of increasing the competence of scientists and experts, whose task is to work with technology as a good promotion of technology on the market with a view to its commercialization or search for technological solutions according to the tasks of the organization and to examine the startup methodology as a tool of improving the technology transfer skills efficiency. The new specifics of technology transfer management within the Education 3.0 paradigm are considered. In the paper, the authors analyze the technology transfer as important source of innovation creation and an integral part of business development. Target result of technologies introduction, implemented within limited period with limited resources as an innovative purpose of technology transfer, which is aimed at the best possible development of organization, is identified. The paper also suggests consider¬ing processes of technology development and technology transfer based on startup methodology.

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17

Gaikwad, Yogesh, and Nilesh Berad. "Rejuvenating management education." South Asian Journal of Marketing & Management Research 7, no. 1 (2017): 37. http://dx.doi.org/10.5958/2249-877x.2017.00004.2.

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18

Delbecq, Andre L., Robert French, and Christopher Grey. "Rethinking Management Education." Administrative Science Quarterly 44, no. 2 (June 1999): 439. http://dx.doi.org/10.2307/2667010.

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19

Godemann, Jasmin, Christian Herzig, and Jonas Haertle. "Responsible Management Education." WiSt - Wirtschaftswissenschaftliches Studium 43, no. 7 (2014): 384–86. http://dx.doi.org/10.15358/0340-1650_2014_7_384.

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20

Brassil, Ellen C., and Haworth Continuing Features Submission. "Information Management Education:." Medical Reference Services Quarterly 4, no. 1 (April 1985): 91–95. http://dx.doi.org/10.1300/j115v04n01_08.

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21

Allegri, Francesca, and Virginia Tiefel. "INFORMATION MANAGEMENT EDUCATION." Medical Reference Services Quarterly 7, no. 4 (February 22, 1989): 77–86. http://dx.doi.org/10.1300/j115v07n04_07.

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22

&NA;, &NA;. "MANAGEMENT EDUCATION PROGRAM." Health Care Management Review 13, no. 2 (1988): 96. http://dx.doi.org/10.1097/00004010-198801320-00026.

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23

Dayal, Ishwar. "Globalizing Management Education." Global Business Review 12, no. 3 (September 6, 2011): 473–78. http://dx.doi.org/10.1177/097215091101200309.

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24

Dyck, Dianne E. "Disability Management Education." Workplace Health & Safety 64, no. 2 (November 20, 2015): 65–69. http://dx.doi.org/10.1177/2165079915609951.

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25

Paton, Rob, and Jill Mordaunt. "Nonprofit Management Education." Public Performance & Management Review 25, no. 1 (September 2001): 57–73. http://dx.doi.org/10.1080/15309576.2001.11643645.

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26

Riad Shams, S. M. "International education management." Journal for Multicultural Education 11, no. 3 (August 14, 2017): 206–23. http://dx.doi.org/10.1108/jme-11-2015-0034.

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Purpose International students, who have a non-English speaking background (NESB), encounter many difficulties, in comparison to their local fellows of an English-speaking country. Literature demonstrates that leveraging various relational perspectives in a multicultural teaching environment has favourable implications to manage the NESB international students’ academic experience. Based on the observation and introspection approaches and a relevant literature review in relationship management, an ethnographic analysis is conducted to realise how such relational perspectives can be nurtured, in a way that the NESB international students expect and accept in a foreign country. Design/methodology/approach A literature review in relationship management and an ethnographic analysis based on observation and introspection methods was conducted. Findings Findings show that universities could assist the NESB international students by designing, delivering and monitoring innovative teaching and learning approaches and taking care of the associated academic and non-academic issues of the students, while leveraging the social, psychological and academic relational perspective(s). Originality/value Leveraging relational perspectives offers global implications. The implications of relational perspectives can be used from any setting. However, the relational appeal should be focused on the presented circumstances of a targeted setting only (e.g. the issues of a particular multicultural classroom).

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27

Mathews, Vinitia E., Joan B. Rivera, and Rodley C. Pineda. "Management Education Abroad." Journal of Teaching in International Business 12, no. 4 (June 14, 2001): 1–14. http://dx.doi.org/10.1300/j066v12n04_01.

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28

Gammie, Bob. "Undergraduate management education." International Journal of Educational Management 9, no. 4 (August 1995): 34–40. http://dx.doi.org/10.1108/09513549510088435.

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29

Waddock, Sandra, Melissa Baucus, James E. Post, and Lawrence J. Lad. "Management Education 2001." Proceedings of the International Association for Business and Society 11 (2000): 587–93. http://dx.doi.org/10.5840/iabsproc20001156.

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30

KRMPOTIC, DEB, and JOANN CLOUGH. "Resource Management Education." Nursing Management (Springhouse) 24, no. 4 (April 1993): 68???72. http://dx.doi.org/10.1097/00006247-199304000-00014.

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31

Braddick, W. A. G. "European Management Education." Industry and Higher Education 5, no. 3 (September 1991): 138–42. http://dx.doi.org/10.1177/095042229100500303.

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The different national approaches to management education in Europe are described and the philosophical and structural differences are outlined. The article highlights the trend towards greater internationalization of courses and the need for harmonization of the accreditation system. Particular attention is paid to the role of business and industry in shaping the new European management education system.

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32

Emiliani, M. L. "Improving management education." Quality Assurance in Education 14, no. 4 (October 2006): 363–84. http://dx.doi.org/10.1108/09684880610703956.

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33

Förster, Kati, and Ulrike Rohn. "Media Management Education." Journalism & Mass Communication Educator 70, no. 4 (August 19, 2015): 367–81. http://dx.doi.org/10.1177/1077695815593983.

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34

Raelin, Joseph A. "Whither Management Education?" Management Learning 25, no. 2 (June 1994): 301–17. http://dx.doi.org/10.1177/1350507694252009.

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35

Moratis, Lars. "Decoupling Management Education." Journal of Management Inquiry 25, no. 3 (December 15, 2015): 235–39. http://dx.doi.org/10.1177/1056492615616693.

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36

Noyes, Betty J. "Midlevel Management Education." JONA: The Journal of Nursing Administration 32, no. 1 (January 2002): 25–26. http://dx.doi.org/10.1097/00005110-200201000-00008.

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37

Lorig, Kate. "Self-Management Education." Medical Care 41, no. 6 (June 2003): 699–701. http://dx.doi.org/10.1097/01.mlr.0000072811.54551.38.

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38

Dill, William R. "Books: Management Education." Change: The Magazine of Higher Learning 21, no. 2 (April 1989): 54–57. http://dx.doi.org/10.1080/00091383.1989.9939843.

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39

Perriton, Linda, and Michael Reynolds. "Critical Management Education." Management Learning 35, no. 1 (March 2004): 61–77. http://dx.doi.org/10.1177/1350507604041165.

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40

Satia, J. K. "Reshaping Management Education." Vikalpa: The Journal for Decision Makers 17, no. 4 (October 1992): 25–28. http://dx.doi.org/10.1177/0256090919920405.

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According to J K Satia, there is a gap between the promise and the performance of management education. Therefore, educators have a responsibility to reorganize and redesign management education if the schism is to be narrowed.

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41

Jones, Helen, Lori D. Berard, Gail MacNeill, Dana Whitham, and Catherine Yu. "Self-Management Education." Canadian Journal of Diabetes 37 (April 2013): S26—S30. http://dx.doi.org/10.1016/j.jcjd.2013.01.015.

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42

Meshieva, Mata Salambekovna, Zarema Salkhudinovna Musayeva, and Rukiyat Sarapovna Gairbekova. "MANAGEMENT IN EDUCATION." Industrial Economics 5, no. 5 (2022): 495–502. http://dx.doi.org/10.47576/2712-7559_2022_5_5_495.

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43

Efremkina, Irina Nikolaevna, Elena Vladimirovna Liksina, Valerii Liusev, and Natalia Vladimirovna Osipova. "Positive Management Tools in Education Management." SHS Web of Conferences 79 (2020): 02004. http://dx.doi.org/10.1051/shsconf/20207902004.

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The purpose of the study is to identify the problem areas in education management and the opportunities to apply positive management tools. The authors believe that it is possible to diminish the issues related to authoritarian education management by using the tools and principles of positive psychology, specifically, positive management connected to addressing the human factor. The authors note the inefficiency of strict and regulated methods of education management as it often requires unorthodox, original solutions. The article contains the results of the pilot study of education workers’ subjective perception of a positive management tool – engagement. The survey method has been utilized for the study. The analysis of the data has resulted in the following conclusions: 1) it has been found that the positive management tools identified through the analysis are insufficiently used in education management; 2) the identified problem areas in education management are related to expectations for work, satisfaction with the evaluation and feedback, interpersonal relations, as well as career and development.

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44

Abdullaeva, Nafisa. "Management of Preschool Education System in Cluster Approach." Revista Gestão Inovação e Tecnologias 11, no. 3 (June 30, 2021): 1671–80. http://dx.doi.org/10.47059/revistageintec.v11i3.2040.

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45

Krymets, Liudmyla V. "Methodology for Ensuring Quality Management of Higher Education." Revista Gestão Inovação e Tecnologias 11, no. 3 (June 30, 2021): 945–59. http://dx.doi.org/10.47059/revistageintec.v11i3.1988.

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46

Mamontova, N., and A. Novak. "Management accounting of higher education institutions: implementation stages." Economics, Entrepreneuship, Management 2, no. 2 (2015): 39–44. http://dx.doi.org/10.23939/eem2015.02.039.

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47

Raheem, Mr Khatik Abdul. "Building a Quality Management System in Higher Education." International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (June 30, 2019): 977–79. http://dx.doi.org/10.31142/ijtsrd23986.

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48

Mehta, Dr Adarsh Preet. "New Paradigms in Contemporary Management Education in India." Paripex - Indian Journal Of Research 3, no. 5 (January 15, 2012): 57–58. http://dx.doi.org/10.15373/22501991/may2014/86.

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49

Okutan, Mehmet. "Democracy in classroom management in Turkish education system." International Journal of Academic Research 5, no. 5 (October 15, 2013): 463–67. http://dx.doi.org/10.7813/2075-4124.2013/5-5/b.72.

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50

Antoniuk, Larysa, Iryna Kalenyuk, Olena Tsyrkun, and Mariia Sandul. "Rankings in the higher education competitiveness management system." Problems and Perspectives in Management 17, no. 4 (December 25, 2019): 325–39. http://dx.doi.org/10.21511/ppm.17(4).2019.27.

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The modern approaches towards higher education systems management often tend to focus on separate universities’ performance, lacking the systemic view of the overall higher education systems’ competitiveness. Thus, the policymakers often fail in tailoring the higher education strategies to the mission of higher education in contemporary society. The article focuses on providing a systemic insight into the global competitive positioning of the national higher education systems. Based on the suggested ranking methodology, the authors perform the evaluation and ranking of 94 higher education systems, highlighting the limitations of this method, and the cluster analysis, identifying 3 types of their competitive positioning: leaders, followers, and underperformers. Based on Pearson coefficients of skewness and kurtosis calculation, the article shows that globally the inequalities in terms of higher education enrolment rate are decreasing, while those of R&amp;D institutions quality and university-industry collaboration in research remain unchanged. Therefore, upgrading higher education quality assurance systems becomes the main strategic priority for the developing countries in terms of ensuring their higher education systems’ competitiveness. Given the levelling of higher education attainment and its quality worldwide, the authors anticipate further specialization of the universities and broadening of their role within the national innovation system. The article shows that the more comprehensive the approach for evaluating the higher education systems performance – the better the policymakers may benefit in terms of higher education strategic management.

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