Peer-feedback as a Translation Training Tool in Web-based Communication

Teaching web-based communication involves website analysis, website design and webcopy writing, often in multiple languages for different target audiences. Localization and foreign language webcopy writing require training in the area of translation, in addition to other skills related to web communication. Such training might be didactically supported with peer-feedback assignments. Surprisingly few studies in the area of localization/translation and web-based communication report about classroom practice of this kind. Drawing on theory from Educational Psychology, Writing Research in L2 and Translation Studies, this paper explores common notions in peer-feedback research. It discusses peer-feedback and its implementation as a translation training tool in the context of web-based communication with a focus on localization as a form of text production. Student feedback and the revisions performed on its basis are investigated. The data reported here derive from an undergraduate web-based communication course, where students produced a translation and an academic translation review. The paper discusses possible future peer-feedback practices, including suggestions for feedback scaffolding tailored to the needs of future language professionals in the area ofweb-based communication

The End-Purpose of Teaching Social Sciences and the Curricular Inclusion of Social Problems

The most recent scientific literature on the treatment of social problems or controversial social questions in the Social Sciences classroom, and their inclusion into curricula, emphasizes the need to introduce students into large-scale social debates where different points of view exist, different interests are at stake, and where it is desirable that they construct their own opinions in that respect from a critical and reasoned perspective. Work with social problems permits a typology of analysis that includes the relative experience of the past and the expectations for the future in a present that is lived, and to consider the temporal relation on the basis of an analysis of changes and continuities that are observable from a comparative perspective. In the comprehension and interpretation of the historicity of the present and in planning the social future, social problems would have to represent a fundamental curricular tenant that gives relevance to the contemporaneousness of the student. In view of the scarcity of studies in this area, this monograph offers a rich collection of studies aimed at answering two structural research questions: What are the purposes of teaching history and social sciences at today’s schools? What is the place of social thought formation and social problems in learning/teaching in Social Sciences

The End-Purpose of Teaching Social Sciences and the Curricular Inclusion of Social Problems

The most recent scientific literature on the treatment of social problems or controversial social questions in the Social Sciences classroom and their inclusion into curricula emphasizes the need to introduce students into large-scale social debates where different points of view exist, different interests are at stake, and where it is desirable that they construct their own opinions in that respect from a critical and reasoned perspective. Work with social problems permits a typology of analysis that includes the relative experience of the past and the expectations for the future in a present that is lived, and to consider the temporal relation on the basis of an analysis of changes and continuities that are observable from a comparative perspective. In the comprehension and interpretation of the historicity of the present and in planning the social future, social problems would have to represent a fundamental curricular tenant that gives relevance to the contemporaneousness of the student

Annual Report of the University, 2000-2001, Volumes 1-4

Message from the President Thank you for joining me in this look back over the past year at the University of New Mexico. It was a year filled with activity, accomplishment and challenge, and this is our opportunity to reflect back on that year. In 2000-2001 we engaged in a University-wide strategic planning process that called on the energies and talents of hundreds of individuals- faculty, staff, students and members of our broader community. The plan, which will be completed in Fall 2001, will serve as our roadmap for the future and will guide our efforts to capitalize on the opportunities and to meet the challenges of the next several years. This process has encouraged us to examine closely our mission and our values, who we are and what we aspire to become. It has given us reason to be proud of our past and cause to think seriously about how we must change in the future. While this was a year for looking ahead, it was also a year of significant accomplishment. For example, we launched a comprehensive set of programs designed to enrich the academic and social experiences of our undergraduate students. We began the implementation of Freshman Learning Communities where small cohorts of students study and learn together in a common set of courses under the guidance of a senior faculty scholar. We reorganized our advisement systems, we undertook the construction or renovation of student-centered facilities on campus, and we created new support systems to enhance student academic success. It was a year in which our support of faculty, staff and students was our highest priority. Through the support of the New Mexico Legislature, faculty and staff received significant salary increases. A new health benefits plan for graduate assistants was implemented. Our Staff as Students program enabled more than 40 staff members to obtain UNM degrees. And, a Center for Scholarship in Teaching and Learning was established to assist faculty in their efforts to develop more effective teaching skills. Finally, this was a year in which UNM dramatically expanded its role in the local community and throughout the state. Never before has the University been as active or as visible in meeting its public responsibility as it was in 2000-2001. From its active participation in economic development initiatives, to its involvement in K-12 educational improvement efforts, to its significant leadership role in health care delivery, UNM demonstrated its ability to help the state meet its most pressing social challenges. And, as UNM took on a more visible role in supporting the state\\u27s citizens, the support for UNM was returned in kind. This year, annual giving to the University rose to a record 35.3 million dollars, a 40% increase over just two years ago. All told, it has been a gratifying and successful year. However, we cannot allow our past accomplishments to mask the continued challenges facing this University. Neither will we allow these challenges to dominate our thinking and diminish out pride in what the University has achieved. So we will savor our successes and continue to move forward. As always, we thank you for sharing our dreams and for supporting the University of New Mexico. Sincerely, William C. Gordon, Presiden

Annual Report of the University, 2005-2006, Volumes 1-7

PROPOSED POLICIES The Office of Government & Community Relations is in charge of advancing the University\u27s interests at all levels of federal, state and local government. The following policy guidelines for working with University units will achieve a coordinated and effective institutional advancement program. • To inform the Office of Government & Community Relations of all planned contacts and correspondence with elected officials and policy-making employees of federal, state and local government, including those who are alumni or friends of the University. Those items which pertain to sponsored research should be coordinated with the Vice President for Research. • To consult the Office of Government & Community Relations on any verbal or written statements made on behalf of the University that concern federal, state or local policies, legislation or regulations. • To advise the Office of Government & Community Relations on any activities, conferences, seminars, lectures or projects that involve the community and/or impact the University area. • Faculty or staff members who contact federal, state or local policy-making employees as experts in a specific field, or who act on behalf of themselves or another organization, should include a disclaimer which clearly states that they are not acting on behalf of the University