Stakeholders In Education Quotes

The emotional transformation of engineering education isn’t magical thinking. Nor is it a vague abstraction or a series of touchy-feely practices. It is based on a philosophy of education that is grounded in the real world and in the lives of the students we serve. It’s available to everyone. It isn’t expensive. It can’t be accomplished in the old paradigm under the old assumptions about how education change happens, but in the right atmosphere, the change flows organically from the students themselves. That atmosphere requires systematic language change, culture change, and personal change by students, faculty, and all the stakeholders in education.

A fundamental step in this challenging of structures is to think about new ways for all education stakeholders—particularly those who are not from the communities in which they teach—to engage with urban youth of color. What new lenses or frameworks can we use to bring white folks who teach in the hood to consider that urban education is more complex than saving students and being a hero? I suggest a way forward by making deep connections between the indigenous and urban youth of color.

Assessment can be either formal and/or informal measures that gather information. In education, meaningful assessment is data that guides and informs the teacher and/or stakeholders of students' abilities, strategies, performance, content knowledge, feelings and/or attitudes. Information obtained is used to make educational judgements or evaluative statements. Most useful assessment is data which is used to adjust curriculum in order to benefit the students. Assessment should be used to inform instruction. Diagnosis and assessment should document literacy in real-world contexts using data as performance indicators of students' growth and development.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

Perhaps the greatest obstacle to systemic reform was that it required numerous stakeholders - textbook publishers, test publishers, schools of education, and so on - to change, which turned out to be an insurmountable political obstacle.

Student success, and the success of the American k-12 education system, will be based on collaborative and cooperative efforts by all stakeholders....

Vision and mission statements must align with the expectations and educational objectives of the school's stakeholders and target audience.

Curriculum development is a collaborative endeavour, involving teachers, administrators, parents, and other stakeholders, all working together to provide the best possible education for students.

In a crowded educational landscape, branding serves as a beacon, guiding stakeholders towards a school that resonates with their values, aspirations, and educational needs.

The digital revolution is not a spectator sport. It demands a proactive approach from all stakeholders, especially governments. By fostering a culture of continuous learning through a National Initiative for Education, we can unlock a future brimming with possibilities. Upskilling, reskilling, and cross-skilling will equip our workforce with the tools they need to not only adapt to the ever-evolving landscape but also leverage advanced technologies to become more productive, innovative, and competitive. A skilled and adaptable workforce is the cornerstone of a thriving digital economy. By empowering our citizens to embrace lifelong learning, we pave the way for a future where humans and machines work together, not just towards a brighter tomorrow, but a more prosperous and innovative one for all.

Given the significant role of education in shaping the workforce of the future, its incumbent upon stakeholders to evaluate and enhance the systems readiness to confront the challenges of the digital age.

All over the world there are students, teachers and parents that face serious challenges every day. They need help with real problems that have life-altering consequences—and a group of intelligent professionals brought together to advise and educate stakeholders in need of help ought to be able to do so without behaving like a middle school drama queen.

universities are not doing enough to engage with the national and regional stakeholders that give them life and meaning, or to convey the importance of international exchanges or the role of their universities as agents of progress.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

In curriculum design, collaboration is key, as diverse stakeholders come together to set clear goals and create a framework that ensures meaningful and engaging learning experiences for all students.

Effective educational technology integration requires a culture of collaboration and continuous learning, where educators, administrators, students, parents and all stakeholders work together to leverage technology for positive educational outcomes.

I would love to see more women in the area of digital transformation. If women have improved access to skills development in this area, I believe it will have a positive impact for many generations to come. The skills acquired in digital transformation are transferrable to other sectors as well. The skills are practical and can lead to scientific breakthroughs. Because of this I believe there can be a generational impact. The generational impact is important because we live in an age of commoditized information. As a society, we are relatively new to this reality and while cyber threats are the root of information security challenges, information security challenges are increasingly becoming the root of global threats. There needs to be increased involvement of more international stakeholders with the goal of improving digital transformation skills for everyone. These skills are powerful and for that reason I will continue to promote cyber knowledge-sharing and greater access to cybersecurity education. For more women to enjoy the digital world full of surprises and rewards!