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The Value of Voice in Shared Leadership and Organizational Behavior

為了解決Exchange students的問題，作者Long, Jamey M.,Pisani, Joseph A. 這樣論述：

In the world of education and business, there is a disconnect between stakeholders, their roles and responsibilities in guiding and leading organizations in a shared leadership model. Currently, leaders have a conceptual understanding of shared leadership but lack the tools to effectively guide t

heir staff in enacting the dynamic exchange of ideas and voice among all members of the organization to promote the development of a strategic plan focused on best outcomes.There is a disconnect between the perceived and actual value of shared leadership on affecting change in an organization / educ

ational institution. In The Value of Voice in Shared Leadership and Organizational Behavior Jamey Long and Joseph Pisani demonstrate that the members of an organization or educational institution at any level do not possess sufficient understanding or resources related to the dynamic of shared leade

rship and the value of voice (VoV) in determining what is known, what the plan will be and the action(s) step(s) each is responsible for completing to form a symbiotic relationship within all levels of the organization/ educational institution. The VoV Model will build on previous models but will im

prove the process by creating a duality of flow of understanding and actionable steps to create for the organization/institution its best outcomes. Previously, business and education models or structures primarily focused on a top-down leadership approach. The VoV drives the Know, Plan, Act of share

d leadership in a way where the leaders can share with their staff while allowing the Know, Plan, Act of the staff to symbiotically interface through the learning of roles with all the leaders. Therefore, leaders/administration and staff/employees must learn their roles to create an enclosing symbio

tic organization. Finally, the cornerstone principle of the VoV is to build a strong foundation of shared leadership and voice within the organization/institution so that all stakeholders (including students, workforce, outside businesses) can benefit from a higher quality resource due to the new co

hesive mission and vision.

Exchange students進入發燒排行的影片

運用同儕協助學習策略發展台灣國小五年級學生之英語閱讀能力之研究

為了解決Exchange students的問題，作者劉慧玲 這樣論述：

眾人普遍認同閱讀教學法能有效防止兒童閱讀困難。其中一種閱讀教學法是同儕輔助學習策略(Peer-assisted learning strategies,PALS)，其廣泛運用於各領域以增進學生閱讀技巧。因此本研究目的在比較同儕輔助學習策略與傳統閱讀教學應用在台灣五年級學生英語閱讀正確性、流暢性及理解力之效用。本實驗採用準實驗設計，招募兩個班級，共49人。兩個班隨意分配為實驗組及對照組。實驗組學生兩兩一組學習；對照組學生接受教師主導之傳統閱讀教學。兩組學生接受每週兩次共17週之實驗。本實驗兼採取量化及質化研究法，蒐集前後測驗量化資料，並透過教室觀察、實地筆記及與四位PALS組學生半結構式訪談蒐

集質性資料。本實驗結果顯示兩種閱讀教學法對於增進學生閱讀正確性同樣有效，然而PALS閱讀教學並未優於傳統閱讀教學。相似於閱讀正確性實驗結果，PALS閱讀教學在閱讀順暢性並未優於傳統閱讀教學。至於閱讀理解性方面，兩種閱讀教學法的後測平均分數略劣於前測，然而，只有PALS組達到統計性顯著。此預料之外及驚人的結果有以下可能原因，詳述如下。首先，可能是這些五年級初級英語閱讀者在閱讀及理解長篇文章上遭遇困難及學生間顯著英語能力差異。其次，閱讀及理解長篇文章更需要密集練習以發展技巧，特別是以英語為外語者。第三，有可能是本實驗測驗工具無法測量出PALS組學生在早期閱讀發展階段微小的進步。另一個可能因素是此特

定的教學法與測驗教材之差異，導致學生並未具備適當的閱讀技巧。最後，本實驗並未實施複述活動(retelling)於”夥伴閱讀與複述”(Partner Reading with Retell)活動中，因為本實驗著重於訓練學生改正單字識別錯誤，而忽略檢查學生的短文閱讀理解。雖然，此實驗結果與之前的PALS實驗結果不同。但是，質化資料顯示PALS幫助學生獲得更高的閱讀學習興趣及透過同儕輔助教學強化學生自身學習。基於本實驗發現PALS可被視為增進學生合作行為及改變學生對於閱讀學習態度的一種實用的學習工具。建議未來實施閱讀的老師能增進實驗的密集度及降低測驗難度以符合學生閱讀發展。關鍵字: 同儕學習策略、閱

讀正確性、閱讀順暢性、閱讀理解力

Microeconomics

為了解決Exchange students的問題，作者 這樣論述：

Bowles and Halliday capture the intellectual excitement, analytical precision, and policy relevance of the new microeconomics that has emerged over the past decades. Drawing on themes of the classical economists from Smith through Marx and 20th century writers - including Hayek, Coase, and Arrow

- the authors use twenty-first century analytical methods to address enduring challenges in economics. The subtitle of the work - Competition, conflict, and coordination - signals their focus on how the institutions of a modern capitalist economy work, introducing students to recent developments in

the microeconomics of credit and labor markets with asymmetric information, a dynamic analysis of how firms compete going beyond price taking, as well as bargaining over the gains from exchange, social norms, and the exercise of power. The new benchmark model proposed by Bowles and Halliday is based

on an empirical approach to economic actors and problems. They start from the premise that contracts are incomplete, and that as a result market failures, rather than being a special case illustrated by environmental spillovers, are to be expected in markets for labor, credit, knowledge and through

out the economy. They explain how experiments show that human motivations include ethical as well as other-regarding preferences (rather than entirely self-interested) and explain why the technologies of knowledge-based economies are a source of winner-take-all rather than stable competition. The au

thors also consider the intrinsic limits of mechanism design and governmental interventions in the economy. Teaching recent developments in microeconomic theory allows the authors to provide students with the tools to analyze and engage in informed debate on the issues that concern them most: climat

e change, inequality, innovation, and epidemic spread. Tradeoffs are highlighted by providing models in which capitalism can be seen as an innovation machine that raises material living standards on average, while at the same time sustaining levels of inequality that many find to be unfair. Digital

formats and resourcesThis title is available for students and institutions to purchase in a variety of formats and is supported by online resources. The e-book offers a mobile experience and convenient access to a variety of features that offer extra learning support. It allows students to engage in

self-assessment activities, watch video material that further explains figures and mathematics, and offers the opportunity to work with interactive graphs to understand how the models work. Drawing on the authors’ decades of teaching the new microeconomics, this title is supported by a range of onl

ine resources for students and lecturers including multiple-choice-questions with instant feedback, further mathematical and discussion-based questions, a fully customizable test bank for lecturer use, PowerPoint slides to accompany each chapter, worksheets that can be assigned to the class, and ans

wers to the problems set in the book.

教練型領導組織承諾的關係:以組織創新活力為中介變項

為了解決Exchange students的問題，作者賴世耕 這樣論述：

教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(

β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組

織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。