to many, however, it constantly appears as an instructional problem. The final two chapters serve as excellent summary statements. Chapter 13 emphasizes the application of previous text material to the classroom situation. Of great significance is the author's discussion of commonly defined independent, dependent, and moderator variables. The final chapter focuses on evaluation in the overall sense, particularly as it relates to programs of study. The principles of measurement and research design are applied to the evaluation process through several ex-

Educational Research: Competencies for Analysis and Application:

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

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The New Meaning Of Educational Change

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

/pdf/organizational-commitment-job-satisfaction-and-turnover-1m9aenmhzm.pdf

Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

A definite idea of the university is the product of the times. As university s social being has been changeable, its-idea must be changed as time goes on. Futuristic universities must be re-classified: one is so-called brand-name university, uses of which are to contribute knowledge; another so-called mass-provider university, uses of which are provide trained personnel, namely, to train learned, skilled and numerous workers. It is the key to understand the uses of university when we discuss the ideas of university.

The Uses of the University

Pendidikan di Malaysia Sejarah, Sistem, Dan Falsafah

This qualitative inquiry aims at identifying the main issues in Malaysian higher education (HE) system and its sectors from the perspectives of Malaysian academic leaders For this purpose, four op

https://journals.sagepub.com/doi/pdf/10.1177/2158244018755839

Issues in Malaysian Higher Education: A Quantitative Representation of the Top Five Priorities, Values, Challenges, and Solutions From the Viewpoints of Academic Leaders

Quality in Higher Education: A Variety of Stakeholder Perspectives

/pdf/school-based-management-sbm-opportunity-or-threat-education-3hh4qsw9ri.pdf

School-Based Management (SBM), Opportunity or Threat (Education systems of Iran)☆

It is generally known that the general goals of universities are to produce high-quality graduates for the job market, to continuously advance the frontier of knowledge in all the disciplines, and ultimately to advance human civilization There can, however, be numerous specific goals which differ from one university to the other Whatever it is, in order to achieve the desired goals, universities need to design a realistic strategic development plan, which must include, among others, the important logistical components and factors of university development In Malaysia, little is known about university development planning process as a subject area Annual reports and calendars published by universities do not provide sufficient information about the elements and aspects of high priorities in their strategic development plan As such, we decided to conduct a study on eleven (11) foremost public universities in Malaysia—a country with a centralized education system—in order to examine the goals, components, and factors considered by university top-management in planning university development We administered a checklist to 296 respondents, comprising deputy vice-chancellors or deputy rectors, registrars, deans, and directors The checklist required the respondents to rate the consideration level on a scale of 1 (least considered) to 5 (highly considered) for each of the items on goals, components, and factors This article reports the main findings of our study Among other things, the most obvious result revealed by the study was that universities were very concerned with the relevancy of academic programs offered and their performance in research It was rather surprising, however, that the top-management of public universities in Malaysia placed the goal of providing quality infrastructure and facilities at the lowest ranking Also, this study revealed that the government, as a factor, exerted its prominence only in terms of university budget and research grants and the execution of some policies of national interest, but university expansion and development was largely driven by the university organization itself, ie, on where, what, and how it wants to expand and grow In this regard, public universities in Malaysia still enjoy a large degree of academic autonomy and a strong support by the government

Sufean Hussin

Papers

Pendidikan di Malaysia Sejarah, Sistem, Dan Falsafah

Issues in Malaysian Higher Education: A Quantitative Representation of the Top Five Priorities, Values, Challenges, and Solutions From the Viewpoints of Academic Leaders

Quality in Higher Education: A Variety of Stakeholder Perspectives

School-Based Management (SBM), Opportunity or Threat (Education systems of Iran)☆

Goals, components, and factors considered in university development