58 research outputs found

    A Case Study on Recognition of Prior Experiential Learning at Higher Education Institution of Korea

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    이 μ—°κ΅¬λŠ” μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ •μ„ μ‹œλ²” μš΄μ˜ν•˜κ³  μžˆλŠ” SλŒ€ν•™μ˜ 사둀 연ꡬλ₯Ό 톡해 μš°λ¦¬λ‚˜λΌ κ³ λ“±κ΅μœ‘κΈ°κ΄€μ—μ„œμ˜ μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ • μ œλ„μ˜ λ„μž… κ°€λŠ₯μ„± 및 ν•œκ³„λ₯Ό νƒμƒ‰ν•˜λŠ” 데 λͺ©μ μ΄ μžˆλ‹€. 이λ₯Ό μœ„ν•˜μ—¬ μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ •μ— λŒ€ν•œ 이둠적 κ³ μ°°κ³Ό ν•¨κ»˜ SλŒ€ν•™μ˜ μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ • 사둀λ₯Ό λΆ„μ„ν•˜κ³  κ·Έ 적용 κ°€λŠ₯μ„±κ³Ό ν•œκ³„λ₯Ό λ…Όμ˜ν•˜μ˜€λ‹€. κ²°λ‘ μ—μ„œλŠ” μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ •μ œλ„ λ„μž…μ„ μœ„ν•΄ μ •λΆ€μ°¨μ›μ—μ„œ κ²€ν† ν•΄μ•Ό ν•  과제λ₯Ό μ œμ‹œν•˜μ˜€λ‹€. 이 연ꡬ κ²°κ³ΌλŠ” κ³ λ“±κ΅μœ‘κΈ°κ΄€μ—μ„œ μ„ ν–‰κ²½ν—˜ν•™μŠ΅μΈμ •μ˜ 운영 μ‹€μ œλ₯Ό 사전에 μ κ²€ν•¨μœΌλ‘œμ¨ μ œλ„ λ„μž…μ— λ”°λ₯Έ μ‹œν–‰μ°©μ˜€λ₯Ό μ΅œμ†Œν™”ν•˜κ³  μ œλ„μ˜ 성곡적인 μš΄μ˜μ„ μœ„ν•œ κ³Όμ œκ°€ 무엇인가λ₯Ό νŒŒμ•…ν•˜λŠ” 데 μ€‘μš”ν•œ 정보λ₯Ό μ œκ³΅ν•΄ 쀄 κ²ƒμœΌλ‘œ κΈ°λŒ€λœλ‹€.The purpose of this study was to represent the outlines of pilot project of RPL(Recognition of Prior Experiential Learning, especially workplace experience) and some of the issues that have arisen through the case study of a higher education institute in Korea. The case study has been chosen to identify the issues and investigate the problems through RPL project. To meet the purpose of the study, the theoretical perspective of RPL was reviewed and RPL policy and implementation process of PRL project was analysed. Also the possibilities and constraints that emerged from the case study were identified and the policy tasks of government to promote RPL in higher education were proposed. The results of the study will provide information to resolve key problems regarding RPL implementation and highlight a few significant factors facilitating the introduction of RPL in higher education institutions in Korea

    A Study on the Role of Government and the Current Trends of Vocational Qualification System toward LifelongΒ·Learning Society in Japan and its Suggestions

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    I. μ„œλ‘  II. 일본 μ§μ—…κ΅μœ‘ν›ˆλ ¨μ œλ„μ˜ νŠΉμ§• III. 일본 μžκ²©μ œλ„μ˜ 운영과 μ •λΆ€μ˜ μ—­ν•  1. ν‰μƒν•™μŠ΅μ‚¬νšŒ μ‹€ν˜„μ„ μœ„ν•œ λ¬ΈλΆ€μ„±μ˜ μžκ²©μ œλ„ 2. 평생직업λŠ₯λ ₯개발 체제 ꡬ좕을 μœ„ν•œ λ…Έλ™μ„±μ˜ μžκ²©μ œλ„ IV. ν‰μƒν•™μŠ΅μ‚¬νšŒ ꡬ좕을 μœ„ν•œ 일본 μžκ²©μ œλ„μ˜ νŠΉμ§• 및 μ‹œμ‚¬μ The purpose of this study is to review the role of government in the current trends of vocational qualification system for building life learning society in Japan and to provide useful suggestions for the future directions to develop vocational qualification system in Korea. The vocational education and training system of Japan has been operated on the basis of ministry of education(Munbuso) and ministry of labor(Nodouso)is responsible for human resource development. But there has not been any partnerships between them to operate vocational education and training. Recently, Japan has been tried to actualize lifelong learning society at large. So ministry of education and ministry labor have supported and developed it's own vocational qualification system toward the lifelong learning society. In relation to that, they begin to take little partnerships and form a loose alliance. This is reason why lifelong learning society needs strong links between general and vocational education, vocational education and vocational training, learning and work. Nevertheless, Japan's dual vocational qualification system is limited for actualizing lifelong learning society. Korea's vocational education and training system and vocational qualification system are similar with those of Japan. So, it is necessary for us to understand the implications of the current trends of vocational qualification system in Japan to build and develop vocational qualification system toward lifelong learning society

    [해외동ν–₯] μ£Όμš”κ΅­μ˜ μ§μ—…κ΅μœ‘κ°œν˜ 동ν–₯κ³Ό μ‹œμ‚¬μ 

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    κ·Έ λ™μ•ˆ 우리 λ‚˜λΌ μ§μ—…κ΅μœ‘μ€ 경제 μ‚°μ—… λ°œμ „μ— ν•„μš”ν•œ 인λ ₯을 κ³΅κΈ‰ν•˜λŠ” μ£Όμš” ν†΅λ‘œλ‘œμ„œ κΈ°λŠ₯ν•΄ μ™”λ‹€. κ·ΈλŸ¬λ‚˜ 경제 ν™˜κ²½ λ³€ν™” 및 μ§€μ‹Β·κΈ°μˆ λ°œμ „ 속도가 λ‹¨μΆ•λ˜λ©΄μ„œ μ§μ—…κ΅μœ‘μ΄ 본래적 κΈ°λŠ₯을 μžƒκ³  μžˆλ‹€λŠ” λΉ„νŒμ„ λ°›κ³  μžˆλ‹€. κ²½μ œμ‚¬νšŒ μ „λ°˜μ— 걸쳐 νŒ¨λŸ¬λ‹€μž„μ˜ λ³€ν™”κ°€ μ΄λ£¨μ–΄μ§€λ©΄μ„œ μ‚¬νšŒκ΅¬μ‘° μ „λ°˜μ˜ 근본적인 개혁과 ν•¨κ»˜ μ§μ—…κ΅μœ‘μ˜ 개혁 ν•„μš”μ„±μ΄ μ§€μ†μ μœΌλ‘œ μ œκΈ°λ˜μ–΄ μ™”λ‹€. κΈ‰λ³€ν•˜λŠ” μ§μ—…μ„Έκ³„μ—μ„œ 개인이 μœ μ—°ν•˜κ²Œ μ μ‘ν•˜λŠ” λŠ₯λ ₯을 갖좔도둝 μ§€μ›ν•˜κ³ , κ΅­κ°€κ²½μŸλ ₯ 확보λ₯Ό μœ„ν•œμš°μˆ˜ 인λ ₯을 μ–‘μ„±ν•˜κΈ° μœ„ν•΄μ„œλŠ” ν˜„ν–‰ μ§μ—…κ΅μœ‘μ˜ 개혁이 λΆˆκ°€ν”Όν•˜λ‹€. 이미 선진 μ™Έκ΅­μ—μ„œλŠ” ν‰μƒν•™μŠ΅μ‚¬νšŒ μ‹€ν˜„κ³Ό κ΅­κ°€ μΈμ μžμ›κ°œλ°œμ„λͺ©ν‘œλ‘œ μ§μ—…κ΅μœ‘μ„ μ€‘μ‹¬μœΌλ‘œ κ΅­κ°€ κ΅μœ‘ν›ˆλ ¨μ²΄μ œ μ „λ°˜μ— λŒ€ν•œ λŒ€λŒ€μ μΈ κ°œν˜μ„ μΆ”μ§„ν•˜κ³  μžˆλ‹€. 이듀 ꡭ가듀은 κ³΅ν†΅μ μœΌλ‘œ ꡭ가적 μˆ˜μ€€μ—μ„œ μ „ κ΅­λ―Ό λŒ€μƒμ˜ 평생λŠ₯λ ₯κ°œλ°œμ„ μ§€μ›ν•˜κ³ , 경쟁λ ₯을 확보할 수 μžˆλŠ” μš°μˆ˜ν•œ 인λ ₯ 양성을 μœ„ν•˜μ—¬ ꡐ윑의 질 제고 및 닀양화에 λ…Έλ ₯ν•˜κ³  μžˆλ‹€. μ§μ—…κ΅μœ‘μ˜ 개혁이 μ ˆμ‹€νžˆ μš”μ²­λ˜λŠ” 이 μ‹œμ μ—μ„œ μ™Έκ΅­μ˜ μ„ ν–‰ 사둀 뢄석은 μ§μ—…κ΅μœ‘ 개혁의 λ°©ν–₯μ΄λ‚˜ λ‚΄μš©μ„ λͺ¨μƒ‰ν•΄ λ³Ό 수 μžˆλŠ” μ€‘μš”ν•œ μž‘μ—…μ΄ 될 수 μžˆλ‹€. μš°λ¦¬λ‚˜λΌμ—μ˜ λ„μž… κ°€λŠ₯μ„± 및 타당성 μ—¬λΆ€λ₯Ό ꡬ체적으둜 λ…Όμ˜ν•˜κΈ°μ— μ•žμ„œ 각 ꡭ이 μ–΄λ– ν•œ λ°©ν–₯κ³Ό λͺ©ν‘œ, μ „λž΅μœΌλ‘œ μ§μ—…κ΅μœ‘ κ°œν˜μ„ 좔진해 λ‚˜κ°€κ³  μžˆλŠ”κ°€λ₯Ό λΆ„μ„ν•˜λŠ” 것 μžμ²΄κ°€ μ •μ±… λ‹΄λ‹Ήμžλ‚˜ μ—°κ΅¬μžμ—κ²Œ μ€‘μš”ν•œ μ˜λ―Έμ™€ 정보λ₯Ό μ œκ³΅ν•œλ‹€

    Effective Acquisition and Deployment System of Military Human Resources

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    λ³Έ μ—°κ΅¬λŠ” κ΅° μ°¨μ›μ—μ„œλŠ” 개인의 λŠ₯λ ₯κ³Ό 적성을 적극 λ°œκ΅΄Β·ν™œμš©ν•¨μœΌλ‘œμ¨ κ΅° μΈμ μžμ› 개발의 νš¨μœ¨μ„±μ„ μ œκ³ ν•˜κ³ , μž…μ˜μž 개인 μ°¨μ›μ—μ„œλŠ” κ΅° 볡무 쀑 μ§€μ†μ μœΌλ‘œ λŠ₯λ ₯을 κ°œλ°œν•˜κ³  κ·Έ μ„±κ³Όλ₯Ό μ‚¬νšŒμ μœΌλ‘œ ν™œμš©ν•˜λŠ” κ²ƒμœΌλ‘œ λͺ©ν‘œλ‘œ κ΅° μΈμ μžμ›μ˜ νšλ“Β·λ°°μΉ˜ 체계λ₯Ό νš¨μœ¨ν™”ν•˜λŠ” λ°©μ•ˆμ„ λ§ˆλ ¨ν•˜λŠ” 데 λͺ©μ μ΄ μžˆλ‹€.1. Outline of this study The purpose of this study was to provide policy directions and assignments that should be pursued for the improvement of military acquisition and deployment system to develop and utilize military human resources efficiently. To accomplish this purpose, firstly, we reviewed the internal and external environmental changes needed to improve military acquisition and deployment system. Secondly, the operation status of military acquisition and deployment by Military Manpower Administration(MMD) and Army were analysed. Thirdly, the military acquisition and deployment systems in Israel and United Nations were reviewed. Fourthly, the perceptions and needs of soldiers toward the current status and problems of the military acquisition and deployment systems were surveyed. Lastly, the policy directions and measures to improve the military acquisition and deployment systems were suggested. This study executed analysis of literature and materials, expert councils and discussion meetings, questionnaire surveys, and interview surveys. 2. Current Status and Problems of the military acquisition and deployment system A. Supply and demand management system Firstly, the Military Manpower Administrations system is not very effective in managing human resources according to their aptitudes and predicting the aptitudes and skills of the future servicemen. There is an imbalance between availability of and demand for human resources. Secondly, the plans for the manpower supply and demand are drawn up annually. Thus, human resources are not efficiently provided to the place where they are needed. B. Classification of aptitudes and special skills The aptitudes of servicemen are classified to match their aptitudes and their divisions. Their special skills are also classified to effectively assign human resources to the place where they are needed. Firstly, the army classification of special skills are different from that of the Military Manpower Administration. Secondly, the socioeconomic changes are not reflected in the aptitude classification system. Thirdly, the difference in the time of the aptitude classification and the time of the enlistment cause more costs. Fourthly, in the process of conscription and classification of special skills, the aptitude tests and formal interview or counselling needed to accommodate individual needs and wishes are not conducted. 3. Policy Directions and Measurement of the improvement of the military acquisition and deployment system A. Fundamental Directions β—‹ Making the maximum use of potential capacities of individuals β—‹ Actively utilizing supporting human and material resources in society β—‹ Strengthening efficiency of acquisition and deployment of military men β—‹ Strengthening military services centered on military men β—‹ Supporting individual ability development through life-span β—‹ Enhancing social equity under the draft system B. Measurement for improving the military acquisition and deployment system β–‘ Improvement of the military demand and supply system β—‹ MMA needs to recruit and manage soldiers nationwide β—‹ MMA and Army needs to construct the military acquisition and deployment system to support individual ability development with seamlessness through lifetime by predicating the enlistment time and job areas before they enter the army. β—‹ Army needs to formulate the period of service flexibly to acquire qualified manpower and enlarge the recruitment system to actively secure soldiers with diverse special abilities. β—‹ Army needs to diagnose the problems and evaluate outcomes of the recruitment system. β—‹ Army and MMA needs to change the soldiers acquisition system gradually from dual system, namely, draft and recruit system, to an integrated system and formulate the unified acquisition system without classifying Army, Navy and Airforce. β–‘ Improvement of the aptitudes and special skills classification system β—‹ MMA's aptitudes classification criteria needs to be integrated with Army's special skills classification criteria. β—‹ There is a need to have reclassifications take place by examining the feasibility and the appropriateness of the aptitude-classification system to reflect the socio-economic changes in the knowledge-based economy. β—‹ Guidance and counseling or interviews need to accommodate the needs and wishes of enlistment resources. β–‘ Improvement of recruit training system and special skills training system β—‹ The recruit training system needs to be improved and recruit satisfaction survey needs to be implemented. β—‹ The relevance of special skills training needs to be enhanced and investment in training equipment and facility for practical training is necessary. β–‘ Rebuilding military job specifications system β—‹ The military job specifications system needs to be rebuilt through job analysis to modernize and build top military. β–‘ Strengthening military public relations and information system β—‹ Such military-related information as the methods and procedures of recruit, training and deployment needs to be actively provided. β—‹ The military service support systems for raising the level of satisfaction among recruits needs to be enhanced. β–‘ Building military career development and management system β—‹ A military career record system needs to be developed to make a record of the military education and training outcomes, self-development activities, certificates and licenses, and job competencies achieved during the military services to support the smooth transition from military to work. β—‹ A vocational guidance and information system needs to be built to support career development of the military human resources. β–‘ Efficient acquisition of military human resources through introduction of assessment and recognition system β—‹ Training program undertaken during the period of military services needs to be assessed and recognized.μš” μ•½ 제1μž₯ μ„œλ‘  제1절 연ꡬ ν•„μš”μ„± 및 λͺ©μ  1 1. 연ꡬ ν•„μš”μ„± 1 2. μ—°κ΅¬μ˜ λͺ©μ  4 제2절 연ꡬ λ‚΄μš© 5 1. μ—°κ΅¬μ˜ μ ‘κ·Ό ν‹€ 5 2. μ—°κ΅¬μ˜ λ‚΄μš© 7 제3절 연ꡬ 방법 9 1. κ΄€λ ¨ λ¬Έν—Œ 및 자료 뢄석 9 2. μ „λ¬Έκ°€ ν˜‘μ˜νšŒ 개졜 9 3. 섀문쑰사 10 4. 좜μž₯ 면담쑰사 12 5. μ„Έλ―Έλ‚˜ 개졜 16 제4절 μ—°κ΅¬μ˜ λ²”μœ„γ†18 1. μ—°κ΅¬μ˜ λ²”μœ„ 18 2. μš©μ–΄μ˜ μ •μ˜ 18 제2μž₯ κ΅° μΈμ μžμ›μ˜ 효율적 νšλ“ 및 배치의 ν•„μš”μ„±κ³Ό λ°°κ²½ 제1절 λ³‘μ—­μ œλ„μ˜ μ™ΈλΆ€ ν™˜κ²½ λ³€ν™” 23 1. λ³‘μ—­μžμ›μ˜ λ³€ν™” 23 2. κ΅­λ°©κ³Όν•™κΈ°μˆ μ˜ 선진화 28 3. ν‰μƒν•™μŠ΅μ‚¬νšŒμ˜ λ„λž˜μ™€ κ΅° μΈμ μžμ›κ°œλ°œ μš”κ΅¬ 29 제2절 λ³‘μ—­μ œλ„μ˜ λ‚΄λΆ€ ν™˜κ²½ λ³€ν™” 30 1. κ΅° λ³΅λ¬΄κΈ°κ°„μ˜ 단좕 30 2. λ³‘μ—­μžμ›μ˜ 적극 ν™œμš© 및 ν˜•ν‰μ„± κ°•ν™” 31 제3μž₯ κ΅° μΈμ μžμ›μ˜ νšλ“ 배치 체계 μ‹€νƒœ 뢄석 제1절 윑ꡰ의 νšλ“γ†λ°°μΉ˜ 체계 μ‹€νƒœ 35 1. μ§•μ§‘λ³‘μ˜ νšλ“ 체계 36 2. λͺ¨μ§‘λ³‘μ˜ νšλ“ 체계 50 3. μž…μ˜ ν›„ νŠΉκΈ°λΆ„λ₯˜ 및 ꡐ윑 65 4. 윑ꡰ의 νšλ“γ†λ°°μΉ˜ μ²΄κ³„μ˜ μ£Όμš” 문제 및 κ°œμ„  사항 80 제2절 μ™Έκ΅­ 사둀 뢄석 88 1. 각ꡭ의 λ³‘μ—­μ œλ„ μœ ν˜• 88 2. λ―Έ 윑ꡰ의 νšλ“ 및 배치 체계 90 3. μ΄μŠ€λΌμ—˜ ꡰ의 νšλ“ 및 배치 체계 μ‹€νƒœ 96 4. μš”μ•½ 및 μ‹œμ‚¬μ  104 제4μž₯ κ΅° μΈμ μžμ›μ˜ μž…μ˜κ²½λ‘œ μ‹€νƒœ 뢄석 제1절 인적 사항 108 제2절 μž…μ˜μ€€λΉ„ 109 제3절 지원 및 μ„ λ°œ κ³Όμ • 116 제4절 신병 적응 ꡐ윑 및 특기 ꡐ윑 126 제5절 개인의 적성 및 μ†Œμ§ˆκ³Ό κ΅° 직무간 연계 μ—¬λΆ€ 130 제6절 κ΅° 볡무에 λ”°λ₯Έ 만쑱 및 평가 136 제7절 쑰사 κ²°κ³Ό μš”μ•½ 및 μ‹œμ‚¬μ  142 1. μž…μ˜μ€€λΉ„ 142 2. 지원 및 μ„ λ°œ κ³Όμ • 144 3. 신병 μ μ‘κ΅μœ‘ 및 특기ꡐ윑 146 4. 개인의 적성 및 μ†Œμ§ˆκ³Ό κ΅° 직무간 연계 μ—¬λΆ€ 147 5. κ΅° 볡무에 λ”°λ₯Έ 만쑱 및 평가 148 제5μž₯ κ΅° μΈμ μžμ›μ˜ νšλ“ 배치 체계 κ°œμ„  λ°©μ•ˆ 제1절 κΈ°λ³Έ λ°©ν–₯ 151 1. 개인의 잠재적 μ—­λŸ‰μ„ μ΅œλŒ€ν•œ ν™œμš© 151 2. μ‚¬νšŒμ˜ κ°€μš©μžμ›μ„ 적극 ν™œμš© 152 3. νšλ“ 및 배치 μ—…λ¬΄μ˜ νš¨μœ¨μ„± κ°•ν™” 152 4. μˆ˜μš”μž μ€‘μ‹¬μ˜ λ³‘μ—­μ„œλΉ„μŠ€ κ°•ν™” 153 5. 개인의 평생λŠ₯λ ₯개발 지원 153 6. κ΅­λ―Όκ°œλ³‘μ œμ— μ˜ν•œ μ‚¬νšŒμ  톡합 제고 154 제2절 좔진 과제 154 1. κ΅° μΈμ μžμ› μˆ˜κΈ‰μ²΄κ³„ κ°œμ„  154 2. 적성과 νŠΉκΈ°λΆ„λ₯˜μ²΄κ³„μ˜ κ°œμ„  159 3. 신병 및 특기ꡐ윑 κ°œμ„  161 4. κ΅° μ§λ¬΄μ²΄κ³„μ˜ μž¬μ •λ¦½ 163 5. 홍보 및 μ •λ³΄μ²΄μ œ ꡬ좕 163 6. κ΅° κ²½λ ₯ 섀계 지원 체계 ꡬ좕 165 7. 인증제 λ„μž… 운영 166 제3절 과제 좔진 방식 168 제4절 좔진 주체별 μ—­ν• κ³Ό κΈ°λŠ₯ 171 1. μœ‘κ΅°λ³ΈλΆ€ 171 2. 병무청 172 3. κ΅­λ°©λΆ€ 173 4. μ •λΆ€ κ΄€λ ¨ λΆ€μ²˜(노동뢀, κ΅μœ‘μΈμ μžμ›λΆ€, λ³΄ν›ˆμ²˜ λ“±) 174 5. 기타 전문연ꡬ기관(ν•œκ΅­μ§μ—…λŠ₯λ ₯κ°œλ°œμ› λ“±) 174 SUMMARY 175 섀문지 183 μœ‘κ΅°λ³‘ κ΅°μ‚¬νŠΉκΈ° μΌλžŒν‘œ 192 μžμœ μ‘λ‹΅ 202 μ°Έκ³ λ¬Έν—Œ 25

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    Degree System Feform Trends of Tertiary Education in the English-Speaking Countries and Its Implications

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    이 글은 μš°λ¦¬λ‚˜λΌμ™€ 같이 μ „ν†΅μ μœΌλ‘œ ν•™κ΅κ΅μœ‘μ„ ν†΅ν•œ μ§μ—…κ΅μœ‘μ˜ 기반이 λ―Έμ•½ν•˜κ³  λ‹¨μ„ ν˜• ν•™μ œλ₯Ό κ°–λŠ” 영미ꢌ ꡭ가인 λ―Έκ΅­, μΊλ‚˜λ‹€, μ˜κ΅­μ„ λŒ€μƒμœΌλ‘œ, 고등단계 μ§μ—…κ΅μœ‘ λΆ€λ¬Έμ˜ ν•™μœ„μ œλ„ 개편 사둀λ₯Ό λΆ„μ„ν•˜κ³  μ‹œμ‚¬μ μ„ μ–»λŠ” 데 λͺ©μ μ΄ μžˆλ‹€. ν•™μœ„μ œλ„μ˜ μ£Όμš” λ³€ν™”λ₯Ό 보면, 미ꡭ은 졜근 일뢀 μ§€μ—­μ‚¬νšŒλŒ€ν•™μ„ μ€‘μ‹¬μœΌλ‘œ ν•™μ‚¬ν•™μœ„λ₯Ό μˆ˜μ—¬ν•˜κ³  있으며, μΊλ‚˜λ‹€λŠ” μ§€μ—­μ‚¬νšŒλŒ€ν•™ 및 μ „λ¬ΈκΈ°μˆ ν•™κ΅λ₯Ό μ€‘μ‹¬μœΌλ‘œ μ‘μš©ν•™μ‚¬ν•™μœ„κ³Όμ •μ„ μ‹ μ„€ μš΄μ˜ν•˜κ³  μžˆλ‹€. μ˜κ΅­μ€ νŒŒμš΄λ°μ΄μ…˜ ν•™μœ„μ œλ„λ₯Ό κ°œλ°œν•¨μœΌλ‘œμ¨ λŒ€ν•™, FE칼리지, μ§€μ—­μ‚¬νšŒλŒ€ν•™, 산업계 λ“±μ˜ μ»¨μ†Œμ‹œμ—„μ„ 기반으둜 ν•™μœ„κ³Όμ •μ˜ 섀계, 운영, 평가λ₯Ό μ‹€μ‹œν•˜λ©°, FE 칼리지 μ€‘μ‹¬μœΌλ‘œ ν•™μœ„κ³Όμ •μ΄ 제곡되고 μžˆλ‹€. μ΄λŸ¬ν•œ 변화듀은 μ’…μ „ μΌλ°˜λŒ€ν•™κ³Ό μ „λ¬ΈλŒ€ν•™ κ°„μ˜ 전톡적인 μ—­ν•  λΆ„λ‹΄ 및 경계가 약해지고 μžˆμŒμ„ 보여쀀닀. 영미ꢌ κ΅­κ°€μ˜ ν•™μœ„μ œλ„ κ°œνŽΈμ€ 고등단계 μ§μ—…κ΅μœ‘μ˜ μœ„μƒ κ°•ν™”, ν•™μ‚¬ν•™μœ„μ— λŒ€ν•œ μ‚¬νšŒμ  μˆ˜μš”λ₯Ό ν˜„μž₯성이 κ°•ν•œ μ§μ—…κ΅μœ‘λΆ„μ•Όλ‘œ 수용, 계속 μ§μ—…κ΅μœ‘κΈ°νšŒ 보μž₯, μˆ™λ ¨κΈ°μˆ μΈλ ₯ μˆ˜μš”μ—μ˜ λŒ€μ‘ 등을 λͺ©ν‘œλ‘œ μΆ”μ§„λ˜μ–΄ μ™”λ‹€. μ™Έκ΅­μ˜ ν•™μœ„μ œλ„ 개편 μ‚¬λ‘€λŠ” 법령 κ°œμ •μ„ 톡해 μ „κ³΅μ‹¬ν™”κ³Όμ •μ˜ ν•™μ‚¬ν•™μœ„μ œλ„ν™”κ°€ ν˜„μ‹€ν™”λ˜κ³  μžˆλŠ” 우리의 μƒν™©μ—μ„œ μ „κ³΅μ‹¬ν™”κ³Όμ •μ˜ 운영 λ°©ν–₯은 λ¬Όλ‘  쀑μž₯기적으둜 고등단계 μ§μ—…κ΅μœ‘ λΆ€λ¬Έμ˜ ν•™μœ„μ œλ„ 개편 λ°©ν–₯ 섀정에 μ€‘μš”ν•œ μ‹œμ‚¬μ μ„ μ œκ³΅ν•œλ‹€.The purpose of this study was to review the degree system reform trends of tertiary education in English-speaking countries: US, Canada and England and suggest some implications for the improvement of Korean tertiary education system. To accomplish this purpose, the trends of community colleges that have recently obtained specific authority to award baccalaureate degrees in US, the development of new four-year applied degree program in colleges and technical institutes in Canada, and of two-year foundation degree as employer-focused higher education qualifications in England were reviewed as good samples which have changed the non-university system to meet more competitive economic environment. The purposes of their reforms were to raise the standard of vocational education in tertiary education sector, to react to changing needs for skilled workers, to widen the opportunities of lifelong vocational education, and to integrate academic studies and work-based learning by providing bachelor degree in technical and applicable academic area. Korean government needs to reexamine fundamentally the reform directions of vocational education degree system in tertiary education including advanced degree course will be providing bachelor's degree in vocational colleges

    [νŠΉμ§‘] ꡐ윑 κ΄€μ μ—μ„œ λ³Έ μ²­λ…„μ‹€μ—…

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    μ²­λ…„μ‹€μ—… ν•΄μ†Œλ₯Ό μœ„ν•œ 평생 μ§μ—…κ΅μœ‘μ˜ μ€‘μš”μ„± λŒ€λ‘ μ²­λ…„μ‹€μ—…κ³Ό ꡐ윑 문제 진단 1. μ²­λ…„μΈ΅μ˜ 높은 μœ νœ΄ν™”μœ¨ 2. ν•™κ΅μ—μ„œ 직업세계 μ΄ν–‰μ˜ μž₯κΈ°ν™” 3. ν•™κ΅κ΅μœ‘κ³Ό 산업계 μˆ˜μš”κ°„ 뢈일치 4. μ²­λ…„μΈ΅μ˜ λŒ€κΈ°μ—… μ„ ν˜Έ 및 μ€‘μ†ŒκΈ°μ—… κΈ°ν”Ό μ˜μ‹ 5. μ²­λ…„μΈ΅μ˜ μ§μ—…κΈ°μ΄ˆ νƒœλ„ 및 κ°€μΉ˜κ΄€ λΆ€μ‘± μ²­λ…„μ‹€μ—… ν•΄μ†Œλ₯Ό μœ„ν•œ ꡐ윑 λŒ€μ±… 1. μ΄ˆλ“±κ΅μœ‘ λ‹¨κ³„μ—μ„œ λŒ€ν•™κΉŒμ§€μ˜ μ§μ—…Β·μ§„λ‘œκ΅μœ‘ 및 μ§€λ„μ²΄μ œ ꡬ좕 2. 고ꡐ μ§μ—…κ΅μœ‘μ˜ λ‚΄μ‹€ν™”Β·λ‹€μ–‘ν™” 3. μ‚°μ—…ν˜„μž₯의 μš”κ΅¬μ™€ 학ꡐ κ΅μœ‘κ³Όμ • 연계 κ°•ν™” 4. μ‚°μ—…ν˜„μž₯의 μˆ˜μš”μ™€ ν‰μƒν•™μŠ΅ μš”κ΅¬λ₯Ό λ°˜μ˜ν•˜λŠ” μžκ²©μ œλ„ κ°œμ„  5. ꡭ가적 μˆ˜μ€€μ˜ μ‚°ν•™ν˜‘λ ₯ 지원체계 ꡬ좕 6. κ΅° 볡무 쀑 μ§μ—…κΈ°μ΄ˆλŠ₯λ ₯ ν”„λ‘œκ·Έλž¨κ³Ό 취업·직업정보 및 상담 제곡 7. VK21(μ§μ—…κ΅μœ‘κ°œν˜μ‚¬μ—…) 좔진 및 μ§μ—…κ΅μœ‘ νˆ¬μžκ°•

    [해외동ν–₯] 호주의 μΈμ μžμ›κ°œλ°œμ„ μœ„ν•œ 평생 직업 κ΅μœ‘ν›ˆλ ¨ 개혁 동ν–₯

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    졜근 λͺ‡ λ…„ μ „λΆ€ν„° μ§μ—…κ΅μœ‘ν›ˆλ ¨ κ΄€λ ¨ μ •μ±… μ—°κ΅¬λ‚˜ 학문적 λ…Όμ˜μ˜ μž₯μ—μ„œ 호주 사둀가 μ‹¬μ‹¬μΉ˜ μ•Šκ²Œ κ±°λ‘ λ˜μ–΄ μ™”λ‹€. 이같은 관심은 호주 μ •λΆ€κ°€ μ•½ 10μ—¬ λ…„ μ „λΆ€ν„° μ—°λ°© μˆ˜μ€€μ—μ„œ μ§μ—…κ΅μœ‘ν›ˆλ ¨ κ°œν˜μ„ 체계적이고 μ§€μ†μ μœΌλ‘œ 좔진해 μ™”μœΌλ©° OECDλ‚˜ ILO와 같은 κ΅­μ œκΈ°κ΅¬μ—μ„œλ„ 호주의 개혁 μ„±κ³Όλ₯Ό μΈμ •ν•˜κ³  μžˆλŠ” λ°μ„œ λΉ„λ‘―λ˜μ—ˆλ‹€κ³  μƒκ°λœλ‹€. 특히 κ΅μœ‘μΈμ μžμ›λΆ€μ˜ 개편과 ν•¨κ»˜ κ΅­κ°€ μΈμ μžμ›κ°œλ°œμ˜ μ€‘μš”μ„±μ΄ κ°•μ‘°λ˜λ©΄μ„œ, μ†Œμœ„ ꡭ가적 μˆ˜μ€€μ˜ μΈμ μžμ›κ°œλ°œ 및 ν›ˆλ ¨(National Human Resource Development and Training) κ°œν˜μ„ 좔진해 온 λŒ€ν‘œμ μΈ κ΅­κ°€λ‘œμ„œ 호주의 μ§μ—…κ΅μœ‘ν›ˆλ ¨ κ°œν˜μ •μ±…μ€ μƒˆλ‘œμš΄ μ •μ±… λŒ€μ•ˆμ„ μ°ΎλŠ” 데 촉각을 기울이고 μžˆλŠ” μ •λΆ€ μ •μ±… λ‹΄λ‹Ήμžλ‚˜ μ—°κ΅¬μž μž…μž₯μ—μ„œ 맀λ ₯을 갖도둝 ν•˜λŠ” 데 μΆ©λΆ„ν•˜λ‹€κ³  ν•  수 μžˆλ‹€. ..
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