Browsing by Author "Sang, James K."
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Ayiro, Laban P.; Sang, James K. (Journal of Science and Technology Education Research, September 1, 2010)
[more][less]Abstract: The 21st century has ushered in a new revolution in education leadership structures which have become the occasion of less hierarchical - more flattened, more fluid organizations. Today's management and leadership are driven by relationships that make the most of people's knowledge and enabled by networks with improved connectivity. Changing management structures, flatter organizations and new partnering arrangements implies more roles for 21st Century leader, multiple stakeholders and an increasingly fragmented job where they continually face trade-offs in time, energy and focus. Their challenges include matching their leadership style to a fast-moving, complex, technology enabled education sector; holding multiple points of view without being overloaded; working with others in virtual teams, globally; articulating a compelling future vision; guiding distinct groups of people to deliver education goals. A leader in the 21st Century must of necessity embrace persuasion and negotiation in order to obtain support from those under their supervision. Such leaders must be able to motivate, empower, articulate and innovate. This paper examines and highlights some of the skills. It argues out the necessity of developing and employing these skills in the Kenyan education sector for quality outcomes. URI: http://repository.daystar.ac.ke/xmlui/handle/123456789/2832 Files in this item: 1
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Ayiro, Laban Peter; Sang, James K. (Emotional Intelligence – New Perspectives and Applications, 2012)
[more][less]Abstract: The notion of quality is hard to define precisely, especially in the context of tertiary education where institutions have broad autonomy to decide on their own visions and missions. Any statement about quality implies a certain relative measure against a common standard; in tertiary education, such a common standard does not exist. Various concepts have evolved to suit different contexts ranging from quality as a measure for excellence to quality as perfection, quality as value for money, quality as customer satisfaction, quality as fitness for purpose, and quality as transformation (in a learner) (SAUVCA 2002). Some institutions have adopted the International Standards Office (ISO) approach in some of their activities. Depending on the definition selected, quality implies a relative measure of inputs, processes, outputs or learning outcomes. Institutions, funders, and the public need some method for obtaining assurance that the institution is keeping its promises to its stakeholders. This is the primary goal of quality assurance. The leadership of the quality assurance directorates in universities has therefore come into sharp focus. URI: http://repository.daystar.ac.ke/xmlui/handle/123456789/2837 Files in this item: 1
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Ayiro, Laban Peter; Sang, James K. (FIRE: Forum for International Research in Education, 2016)
[more][less]Abstract: Abstract This study explores why nomadic children in the counties of Turkana and West Pokot are left behind in the primary education process despite free primary education (FPE), and considers the variables that contribute to high dropout rates, low enrollment, poor attendance, and unsatisfactory academic achievement with a view of bringing out possible strategies to mitigate against these factors of discontinuity. Based on a study conducted in two counties in Kenya, results suggest that formal education in Kenya has not effectively served the nomadic communities. Education indicators in these counties revealed that nomadic groups are at the bottom in national statistics pertaining to enrollment rates, school participation, classroom performance, gender balance, student achievement, progression to the next level of education and by extension training. URI: http://repository.daystar.ac.ke/xmlui/handle/123456789/2831 Files in this item: 1
Now showing items 1-3 of 3