Listening to the Voices in Professional Development Schools: Steering Committee as Promoting Partnership

The article discusses the role and importance of the steering committee in professional development schools in advancing the partnership between the teacher education college and schools. Content analysis of the minutes of steering committee meetings held over a period of 10 years was carried out. The findings reveal the potential of the steering committee as a framework for building a relationship of trust among the partners and promoting discourse about different needs. The findings indicate changes that took place in the content discussed - from focusing on procedures to focusing on the needs of the partners and from ad hoc problem solving to a long-term design and from passivity to activity of the schools\u27 representatives. Over the years, the steering committee became very significant in leading the policy in the professional development schools

Are they Genuinely Novice Teachers? - Motivations and Self-Efficacy of those who Choose Teaching as a Second Career

The research is based on the trend of broadening unique teacher training programs. It is a mixed-method research aiming to explore the motives of three groups of Graduate-Retraining-Program (GRP) who opted for teaching as a second career and their self-efficacy The research population comprises 82 participants from three specialized teacher\u27s education programs. Tools include a closed self-efficacy and a semi-structured motivation questionnaires and interviews. Findings: motives relate mostly to psycho-ideological aspects; three efficacy dimensions relating to Teaching Tasks (TT), Teacher-Student Relations (TSR), and Influence in the Organization (IO); The TT dimension is the highest, while the IO dimension is the lowest. A clear difference between the groups is reflected in the TT dimension. The research expands the viewpoint of the decision-makers as regards the benefit of unique teacher education paths in assisting the absorption of academics into teaching as a second career

Unpacking the Clinical and Participatory Dimensions of the Trump Math-Teacher-Residency-Program

Abstract: The research presents a Residency Math teacher education program that has been developed in Israel in search of transforming initial teacher preparation on the Clinical-Participatory continuum. It is a \u27multi-phase\u27 mixed-method research aiming to present the clinical and participatory dimensions of the TMR: the way in which they are reflected in the curriculum planning program, how Student Teachers (STs) in the program perceive the program\u27s clinical and participatory dimensions and the nature of the challenges that arise in the program. Tools include: Documents of the programs; observations of the practical school experiences; A closed clinical social-interactive Questionnaire and a semi-structured clinical participatory (CP) questionnaire. The findings reflect clinical-participatory concept in teacher education, both in the curricular and the socio-interactive aspects. The analysis of the clinical-participatory dimensions, including their different aspects and components can be a guiding framework for diagnosing, planning, investigating and evaluating teacher education programs.

Organisation of marketing activities in hotels companies

Kreiranje efikasne strategije marketinga za receptivni turistički subjekt predstavlja pretpostavku uspješnom pozicioniranju na globalnom emitivnom turističkom tržištu. Iz tog je razloga vrlo važno kontinuirano praćenje ciljnih emitivnih tržišta. Polazište efikasne strategije marketinga postiže se utvrđivanjem karakteristika, specifičnosti i potreba ciljnog tržišta. Poduzeće se mora shvaćati kao marketinška organizacija kako bi se ostvarilo dosljedno vođenje poduzeća s tržišnom orijentacijom. Opisane su marketinške aktivnosti, u koje se ubrajaju elementi marketinškog miksa koji su obrađeni kroz dva odabrana poduzeća. Primjena strategije marketinga u hotelskom poslovanju nije usmjerena tek realizaciji postavljenih poslovnih ciljeva, već predstavlja i konstantu poticanja poboljšanja i proširenja ponude temeljene na praćenju aktualnih trendova, ali i zahtjeva postojeće i potencijalne klijentele. Strategija razvoja koju poduzeće „Zlatni rat“ d.d. provodi podrazumijeva da se postojeći kapaciteti ne povećavaju, već da se poboljšava kvaliteta i iskorištenost, snižava zavisne troškove poslovanja i održava stabilne cijene, poboljšava strukturu ponude, potiče inozemnu i domaću potražnju na odabir hotela te potiče stručnost i gostoljubivost zaposlenog kadra. Poduzeće „Maistra“ d.d. poznato je kao vodeće hotelijersko poduzeće, koje u budućnosti želi stvoriti savršene doživljaje za svoje goste i osigurati vrhunski smještaj i osobnu uslugu s osmijehom u Rovinju i Vrsaru. Snažan investicijski ciklus, uz dodatni naglasak na direktne kanale prodaje, rezultirao je rastom prosječnih cijena i blagim produljenjem sezone. Do 2020. godine planirana su nova ulaganja koja će omogućiti da cjelokupna ponuda bude na razini 4 i 5 zvjezdica.Creating an effective marketing strategy for a receptive tourist subject is a prerequisite for a successful positioning on the global emitting tourist market. For this reason, it is highly important to continuously monitor targeted emission markets. The starting point for an efficient marketing strategy is to identify the characteristics, the specifics and the changing needs of the targeted market. In order to achieve consistent management leardership with market orientation, companies need to be concidered as maketing organisation. Marketing activities are described, including the marketing mix elements which are processed through two selected companies. The application of the marketing strategy in hotel business is not only focused on the realization of the set business goals, but also represents the constant stimulation of the improvement and expansion of the offer based on the current trends, as well as the demands of existing and potential clients. The development strategy which the Hotel "Zlatni rat" d.d. conducts implies that the existing capacitieshave not been inceased, but that the quality and utilization is improved, dependable operating costs are reduced and stable prices are maintained, the supply structure is improved, foreign and domestic demand is encouraged on hotel selection, and staff skills and hospitality are promoted. Company "Maistra" d.d. is known as a leading hotel company, which in the future wants to create the perfect experience for its guests and provide top accommodation and personalized service with a smile in Rovinj and Vrsar. A strong investment cycle, with an additional focus on direct sales channels, resulted in rising average prices and a slight prolongation of the season. Until 2020, new investments are planned in order to enable the overall offer to be at the 4 and 5 star level

Organisation of marketing activities in hotels companies

Kreiranje efikasne strategije marketinga za receptivni turistički subjekt predstavlja pretpostavku uspješnom pozicioniranju na globalnom emitivnom turističkom tržištu. Iz tog je razloga vrlo važno kontinuirano praćenje ciljnih emitivnih tržišta. Polazište efikasne strategije marketinga postiže se utvrđivanjem karakteristika, specifičnosti i potreba ciljnog tržišta. Poduzeće se mora shvaćati kao marketinška organizacija kako bi se ostvarilo dosljedno vođenje poduzeća s tržišnom orijentacijom. Opisane su marketinške aktivnosti, u koje se ubrajaju elementi marketinškog miksa koji su obrađeni kroz dva odabrana poduzeća. Primjena strategije marketinga u hotelskom poslovanju nije usmjerena tek realizaciji postavljenih poslovnih ciljeva, već predstavlja i konstantu poticanja poboljšanja i proširenja ponude temeljene na praćenju aktualnih trendova, ali i zahtjeva postojeće i potencijalne klijentele. Strategija razvoja koju poduzeće „Zlatni rat“ d.d. provodi podrazumijeva da se postojeći kapaciteti ne povećavaju, već da se poboljšava kvaliteta i iskorištenost, snižava zavisne troškove poslovanja i održava stabilne cijene, poboljšava strukturu ponude, potiče inozemnu i domaću potražnju na odabir hotela te potiče stručnost i gostoljubivost zaposlenog kadra. Poduzeće „Maistra“ d.d. poznato je kao vodeće hotelijersko poduzeće, koje u budućnosti želi stvoriti savršene doživljaje za svoje goste i osigurati vrhunski smještaj i osobnu uslugu s osmijehom u Rovinju i Vrsaru. Snažan investicijski ciklus, uz dodatni naglasak na direktne kanale prodaje, rezultirao je rastom prosječnih cijena i blagim produljenjem sezone. Do 2020. godine planirana su nova ulaganja koja će omogućiti da cjelokupna ponuda bude na razini 4 i 5 zvjezdica.Creating an effective marketing strategy for a receptive tourist subject is a prerequisite for a successful positioning on the global emitting tourist market. For this reason, it is highly important to continuously monitor targeted emission markets. The starting point for an efficient marketing strategy is to identify the characteristics, the specifics and the changing needs of the targeted market. In order to achieve consistent management leardership with market orientation, companies need to be concidered as maketing organisation. Marketing activities are described, including the marketing mix elements which are processed through two selected companies. The application of the marketing strategy in hotel business is not only focused on the realization of the set business goals, but also represents the constant stimulation of the improvement and expansion of the offer based on the current trends, as well as the demands of existing and potential clients. The development strategy which the Hotel "Zlatni rat" d.d. conducts implies that the existing capacitieshave not been inceased, but that the quality and utilization is improved, dependable operating costs are reduced and stable prices are maintained, the supply structure is improved, foreign and domestic demand is encouraged on hotel selection, and staff skills and hospitality are promoted. Company "Maistra" d.d. is known as a leading hotel company, which in the future wants to create the perfect experience for its guests and provide top accommodation and personalized service with a smile in Rovinj and Vrsar. A strong investment cycle, with an additional focus on direct sales channels, resulted in rising average prices and a slight prolongation of the season. Until 2020, new investments are planned in order to enable the overall offer to be at the 4 and 5 star level

Kejadian Stunting Pada Bayi Usia 6-24 Bulan di Wilayah Kerja Puskesmas Patikraja

Latar Belakang: Stunting memberikan dampak yang sangat merugikan bagi individu, keluarga, maupun negara berupa morbiditas dan mortalitas bayi atau balita, rendahnya intelektualitas dan perkembangan kemampuan kognitif, gangguan pertumbuhan, rendahnya kualitas sumber daya manusia dan penyakit degeneratif. Angka stunting di Puskesmas Patikraja mengalami peningkatan 47,27% pada tahun 2018. Penelitian ini bertujuan mendeskripsikan kejadian stunting pada bayi usia 6-24 bulan. Metodologi: Penelitian deskriptif kualitatif ini menggunakan pendekatan fenomenologi pada sembilan ibu bayi stunting yang dipilih secara purposive sampling. Data kualitatif diperoleh melalui wawancara mendalam, dilakukan triangulasi sumber data dan triangulasi teknik. Hasil Penelitian: Kejadian stunting dipengaruhi faktor keluarga dan rumah tangga (pengetahuan dan pekerjaan ibu, keadaan fisik serta kondisi kesehatan bayi), perilaku ibu selama kehamilan, pola asuh (ASI Eksklusif, pemberian MP-ASI, penyiapan dan penyimpanan makanan, praktik higiene dan sanitasi), dan sosial budaya. Kesimpulan: Kondisi yang mempengaruhi terjadinya stunting pada bayi usia 6-24 bulan antara lain faktor keluarga dan rumah tangga yaitu kurangnya pengetahuan ibu tentang pengertian, penyebab, dampak, dan kondisi anak stunting; perilaku ibu selama proses kehamilan yaitu peningkatan kuantitas pangan tanpa disertai peningkatan kualitas pangan; pola asuh tidak tepat; adanya kepercayaan pantangan makan ibu hamil yaitu belut, udang, daun pepaya, daun so, lele, dan pepaya