Online Degree

Knowing Our child's learning ability - Each and every child is different and so also is their learning ability.

Some may learn and understand faster than others. Some children, whether they are in school, junior college or university, may require some additional help to grapple with their school or college work. Often it is not that the child isn't capable, it is just that he might not be able to fully understand what he heard in class and may need to revise what he has learnt or get further explanations on the subject. Such a child should consider taking extra tuition in that particular subject to enable him cope.

Although home tuition in Singapore is expensive, it has several advantages. It helps your child improve his or her performance in class. If your child is lacking in confidence or independence, then giving him home tuition may assist him reach his full potential. Some children have uncertainties and problems with certain subjects. By taking home tuition, the tutor is able to identify the child's strengths and weaknesses and will be able to tailor the tuition to focus on the needs of the child without neglecting the child's strengths. Also this allows the tutor to go at the child's pace and allows him to focus on the areas that need the most attention.(see HERE) Having a home tutor could also be less intimidating for a student who is shy and finds it difficult to speak in front of a group. Taking tuition at home provides the child the flexibility of choosing the preferred time and days when to have his tuition and he gets to have it in the comfort of his home.

Why Students lag in financial literacy - The Wall Street meltdown of 2008 and the ensuing recession did little to help make high school seniors In real terms, that might mean that students might have difficulty understanding the impact of a poor credit rating, the relationship between consumer spending and higher unemployment or how inflation can eat away at pay raises.
Students’ scores of economic literacy changed little between 2006 and 2012, suggesting that the national discussion about the millions of jobs that were lost and homes that were foreclosed didn’t translate to

Source : www.spokesman.com

Internship Hunt, Students choose Boston for Jobs - Due to the various types and sheer number of
internship opportunities in Boston, students come to the city to get a taste of their desired careers.

“There’s a great number of schools in the Boston area [and] there are many fine employers looking for the best talent,” saidJames French, assistant dean for career services at the Boston University School of Management. “We have an excellent relationship with the companies in the area, but also across the country and across the world, and employers know the quality of our students and are very much attracted to them.”



French said in the BU Feld Career Center, he helps connect students with business internships in the city. (see HERE)

“In the past 12 months, 230 employers have visited us to meet our students,” he said. “They’ve posted over 1,600 jobs and some of those are internships and others become permanent jobs.”

Cesare Grieci, manager of staffing and employee relations at American Students Assistance, said ASA started seeking younger interns who could provide more insight on how students are dealing with educational loans and debt.

“In the beginning we started hiring the upperclassmen who were toward the end of their college years,” he said. “But we found that we weren’t giving ourselves enough exposure to the people entering into school.”

French said students who get the best internships have high academic standing but also know how to interact in social situations.

“Being very prepared for interviews, knowing how to interact with a potential employer, knowing how to behave and how to be productive all show that you can add value [to the company,]” he said.

Some students said they came to BU specifically for its internship programs and opportunities.

Morgan Perry, a College of Communication junior, said she transferred to BU because there were several internships in the city for her major. (see HERE)

“I was attending school at the University of Pittsburgh and realized that there were not as many opportunities for internships in my field there,” she said. “Not to mention that [BU has] one of the best communication schools in the country.”

Perry said she completed two internships and plans to intern for Digita in Boston this summer.

“My internship at Digita was really competitive to get, but my two other internships were less competitive because they are smaller companies,” she said. “Getting an internship in Boston has been relatively easy, [so] long as you are persistent and not too picky.”

Chloe Conceicao, a College of Fine Arts sophomore, said her previous internship at Mazda helped her gain valuable experience in the workforce.

“It makes you take responsibility because you have to be there on time every day,” she said, “and you don’t leave until you get your work done.”

Source : dailyfreepress.com

Tepper Launches an Online MBA for 2013 - Carnegie Mellon University’s Tepper School of Business is
becoming the latest business school to jump into the online education business as it enrolls the first class for a FlexMBA program that will begin in August.

Tepper’s three-year program, which will be conducted partially online and partially in person, offers the same faculty and curriculum—and the same admission and graduation requirements—as its highly regarded full-time and part-time MBA programs. It follows similar programs at Indiana University’s Kelley School of Business and the Kenan-Flagler Business School at the University of North Carolina, Chapel Hill. (see HERE)

Students who enroll in the FlexMBA program will be able to enter either the traditional part-time or full-time MBA programs at Tepper after the first year if they choose, says Robert Monroe, director of the FlexMBA.

The first set of acceptance letters for the initial round of applications recently went out to applicants. Monroe expects to have from 30 to 60 students in the first class. Although the school will cap the program’s attendees at 60, it will accept fewer students if applicants do not show they are qualified.

Those who enroll in the FlexMBA will spend five weekends with their classmates on the Tepper campus in Pittsburgh, as well as in New York and Silicon Valley. In-person meetings will include classes, workshops, leadership coaching, and career development. In between, students will spend six weeks participating in online education, which will include live classes, video, readings, and exercises.

Professors will determine the best use of technology based on the nature of the courses they are teaching. For example, students in the negotiations class might negotiate with one another via e-mail or Skype, says Monroe.

“We’ve come up with all sorts of neat ideas to meet the same objective but take advantage of the new technology,” he says. Professors are hoping to use the knowledge gained from operating the new online program to improve the other MBA programs at Tepper, he says. (see HERE)

Students who enter the program in 2013 will pay $118,080 for all three years, which is the same price as Tepper’s part-time MBA program but nearly $25,000 more than the UNC online program, MBA@UNC. They will also pay their own transportation expenses for each of the five on-campus weekends, though the school will provide hotels, meals, and shuttles during their stay.

While prospective students remain concerned about how employers and others might view their participation in an online program—many of which are considered sub par when compared to brick-and-mortar courses, Tepper promises to deliver the same rigorous education.

Ultimately, Tepper wants to embrace technology and reach more students with this degree, says Monroe. “We really see this as part of the future of MBA degrees,” he says. “Clearly, we want to be part of the trend.”

Ohio State Men's Basketball Student Managers - The squeaking of brand new Nikes against polished hardwood fills the expansive interior of an empty Schottenstein Center. Bouncing basketballs, blowing whistles and exhausted grunts combine to form the soundtrack of a Buckeye basketball practice. Some of the members of the Ohio State men’s basketball program stand drenched in sweat, hands on their hips and watch as others participate in drills.

These spectators and participants combine to comprise an indisposable crew on the floor, but they aren’t the basketball team. They’re the seven members of the Ohio State men’s basketball managerial staff.

While the actual team wins the games and earns the headlines, the staff supporting the team is happy to sit behind the bench on game days, out of the spotlight. They’re OK with the idea that the outside world has no clue how important they were to coach Thad Matta and his teams’ preparations for victory.

“A lot of people just think we’re all ‘water and towels’ and just kind of there,” said Weston Strayer, manager and a fourth-year in marketing. “But they don’t understand just how much time and work we put in each week to the program.”

Their contributions are noticed by those who pay attention though.

“The managers do everything you really don’t want to do, and they do it with a smile on their face,” said senior forward Evan Ravenel. “They’re one of the key components to our team, and we wouldn’t be half as good without those guys.”

A typical OSU student gets up, goes to class, maybe goes to work afterward and then juggles homework with a social life. The managers have those same obligations, but in addition to their school obligations, they deal with between 35 and 40 hours a week of unpaid work for basketball activities.

They show up for 10 a.m. practice an hour before to set up. They stay two hours after to rebound for players who want to get extra shots up or to run errands for coaches. It can end up being a five-hour shift. On game days, they’re there for the pre-game shootaround five hours before tip-off and will stay at the arena for the next eight hours, through the pre-game team meal and the game itself.

During the games, they take advanced stats for the coaches, set up chairs on the court for the team during timeouts and manage Matta’s play-calling whiteboard.

“Once the game starts, nothing we have done is going to change anything, but preparation-wise, we definitely help them out where we can,” Strayer said. “We try and do our best to help them prepare and make everything a little bit easier for them.”

The man in charge of the managers is David Egelhoff, director of basketball operations. He’s been on the OSU staff for 10 years and in his current position for seven. In addition to handling the day-to-day, off-court activities of the basketball team, he handles the application and hiring process of the team’s managers and serves as their boss.

It’s a position his past has qualified him for.

Egelhoff served as a student manager for OSU’s basketball team from 1998 to 2002 under former OSU coach Jim O’Brien. He said his times as a manager make up some of his favorite college memories.

“I’ve made lifelong friendships, not only with the managers but the coaching staffs and players I’ve worked with as well,” Egelhoff said. “We had a really enjoyable time doing a lot of things … those experiences we had were pretty special to me.”

The sheer quantity of time the managers spend with each other has allowed them to form a special bond.

“It’s a great group of guys, we joke and mess with each other and it’s a lot of fun,” Strayer said. “We kind of joke when we walk out of the tunnel (during home games), they announce the ‘three-time defending Big Ten champions’ and then we all kind of just come out before everyone, so I always wonder what people think when they see us in the suits walking out by the team.”

Evan Kurt, a third-year manager and a fourth-year in marketing, said the experiences of going to the Final Four and to different venues around the country have made managing the “best time” of his life.

While the managers know they will never make the game-winning shot, they also are aware that their weeklong contributions before the 40-minute games are vital.

“There’s a lot that goes on at practices that people don’t see. If you don’t know all about what goes on behind the scenes, you don’t really understand,” Kurt said. “Game to game, it’s players and coaches who determine success, but behind the scenes, it’s us helping everybody improve and helping everybody get better.”

The managers’ reward for the hours upon hours of dirty work isn’t fame, money or recognition. It’s something less tangible, but something the managers say is much more important.

“The sense of being a part of the team,” Strayer said. “It’s one thing to be a fan, but to be emotionally involved, and to be with the team all the time and to be a part of the team is something I’ll never forget.”

Ravenel, a player who has played on three Big Ten championship teams and two Final Four teams, expressed the team’s gratitude for its managers.

Boston Marathon bombing victims : A Boston University Grad Student - While the name of the third

"The student was one of three friends who watched the race near the finish line," the university said on its website. "Another of the three students, also a BU grad student, was injured and is in stable condition at Boston Medical Center."

The third person in the group was unharmed, the statement added.

As STEM education programs take hold, Colorado seeks common vision - Students in Travis O'Hair's Creative Engineering class at Skyline High School had grown accustomed to designing solutions to problems stemming from hypothetical hurricanes or earthquakes.

Then he introduced them to a 10-year-old girl from a neighboring elementary school whose debilitating joint condition made it impossible for her to operate a water fountain. She became their "client," and their adaptive-technology project became more than just a school assignment.

"They became very invested in their product," said O'Hair. "They felt like they had a mission, or vision, around what they were building."

O'Hair's class, and its project-based learning, represent just one cog in a burgeoning approach to STEM education — shorthand for science, technology, engineering and math — embraced by the St. Vrain Valley School District and many others.

While a proliferation of grass-roots efforts isn't necessarily bad, stakeholders from education and business are seeking to apply greater coordination to dozens of disparate STEM programs whose popularity spiked in recent years.

Experts such as Brad McLain, who co-directs the XSci Experiential Science Education Research Collaborative at the University of Colorado Denver, said agreement on a set of common goals could streamline what's now a collection of scattered initiatives.

"Having the ability to go after what you're interested in, or even compete for the grant money that's out there, is a healthy thing, like a competitive marketplace in the private sector," he said. "But pulling in the same direction is important, so we can do our own thing in service to larger goals."

The Colorado Department of Education created a new state position last May, financed by federal Race to the Top funds, that administers $500,000 in federal grant money for STEM programs.

But at this point, the definition of a STEM program in K-12 education can mean almost anything, from programs that emphasize math and science, to schools that offer an engineering course, to districts that want to integrate STEM throughout the curriculum.

"We need a vision that moves us forward instead of everyone doing their own thing," said Violeta Garcia, Colorado's newly minted STEM education coordinator. "To have a vision with common goals seems appropriate at this time, but it's not happening yet."

It's getting closer, though.

Colorado Legacy Foundation, in conjunction with the governor's office and a variety of other groups, has been working on a project to more clearly define criteria for quality initiatives and collaboration. Once that framework has been established, both public and private entities can determine how to replicate and grow successful programs — and where industry partners can invest resources.

An online portal will help students and educators connect the dots between those programs and illuminate STEM pathways through school to workforce. Organizations looking to fund STEM initiatives could also use the information to determine which gaps in the pipeline they'd like to fill.

"So how can we take what's good about everything, how can we harness that energy and find common ground and purpose and get everybody moving in the same direction?" said Heather Fox, spokeswoman for the Colorado Legacy Foundation. "That's where there's renewed energy and push."

Even at the federal level, there's a push to consolidate and coordinate. President Barack Obama's proposed 2014 budget, while pumping up funding for STEM education by nearly 7 percent, calls for trimming the number of federally funded programs in half to more precisely target the money.

Launched amid concern over the ability to fill the growing ranks of science- and engineering-related jobs, particularly as those fields expand in Colorado, STEM education has gained traction in the K-12 arena as schools have pursued initiatives both large and small.

DSST Public Schools have grown since 2004 to enroll more than 2,000 students at six STEM charter schools — with big plans for expansion that will more than double enrollment.

CEO Bill Kurtz last week testified before a U.S. House of Representatives education subcommittee on the factors that have contributed to those schools' high performance.

St. Vrain Valley, aided by associations with the University of Colorado at Boulder and IBM, has constructed a STEM program that begins in preschool and encompasses six elementary schools and two middle schools that feed into Skyline High School.

Students who successfully complete the prescribed courses of the "STEM Academy" can earn guaranteed admission to CU's engineering school. That's one reason enrollment has more than tripled from 40 to 130 over the last four years.

"We'll have changed the culture of that whole feeder," said Regina Renaldi, an assistant superintendent in the district. "If we have the success we think we'll have, it will be easy to replicate and sustain in another feeder."

The efforts, aided by a $16.6 million grant from the Race to the Top program and $3.6 million from Investing in Innovation, also have attracted lots of outside interest. Sporadic visits from other districts have turned into a steady stream that necessitated a twice-a-month tour schedule.

It hasn't hurt St. Vrain Valley to have a big hitter like IBM, with many employees in the Longmont area, as a partner.

"The public is realizing the need to start early, not wait until high school or middle school," said Ray Johnson, IBM's corporate citizenship manager. "I was hearing 6-year-olds use the word 'prototype.' "

The district drew on collaboration with Adams 12 Five Star Schools, which three years ago launched its STEM Magnet Lab, one of the first K-8 public STEM schools in Colorado, said Kellie Lauth, the district's science and STEM coordinator.

It started small, with only 250 students. By year's end there were 483 families on the waiting list, and the school expanded to double its original enrollment.

Last year, Adams 12 closed a failing middle school and reopened it with an identical K-8 STEM model with 920 students. The wait list exceeded 300 families.

As students from the K-8 model now move on to high school, Lauth has been working on turning Northglenn High School into a comprehensive STEM high school that will begin operation next fall.

In all, Adams 12 will have more than 4,000 students in its K-12 STEM pipeline at three sites identical in design and with more than 50 strategic partnerships. The district did it all without grant money and at a time of severe budget constraints

Lauth said she's asked all the time how STEM can remain relevant in a few years, when some other initiative becomes education's flavor of the month.

"It's because we don't define it by four letters, but by a teaching and learning vision directly tied to workforce readiness and the promise to have children well prepared," she said. "That need is never going to be gone. We stay relevant because we're constantly hitching ourselves to industry and to what they need, to their problems, to their different careers."
Source : Denver Post