加拿大教育论文 [12]
论文作者:jessica论文属性:学期论文 termpaper登出时间:2014-11-29编辑:jessica点击率:31291
论文字数:14270论文编号:org201411282103469981语种:英语 English地区:中国价格:免费论文
关键词:教师教学信仰工作态度课堂
摘要:关于教师的第一年的心酸教学历程,作为教师应该有什么样的信念呢?教师究竟会有什么样的福利和津贴呢
Will you be working on a professional development plan together? If she seems open to conversation and willing to help do not hesitate to ask her what kinds of things helped her in first year of teaching. Knowing who she is and what she expects will not only aid you on your reviews but will also support your growth as an educator.
It is rare, but you may run across administrators, for reasons of lack of time, to chain of command, who would prefer not to have to deal with new teacher whoas. Hopefully, and they most certainly should have assigned you to a mentor. If not seek one out. Find a veteran teacher who has been employed at that particular school for some time and is willing to answer your questions. Usually the faculty who have been around for awhile can guide you in understanding what's expected from the administration. Just make sure your questions do not turn into gossip sessions about your administrator as they easily may.
Again, finding an administrator who is not willing to be of assistance is rare. In fact they have often been new teachers themselves and should completely understand and welcome your willingness to learn and grow. As the year goes They mostly like have a solution for many rookie predicaments.
Dealing With Difficult Administration
They are rare, but they exist. New teachers will invariably hear chilling tales of administration preferably avoided. Demanding, micromanaging, malevolent, unmotivating nightmares who do not hesitate to throw their screaming-for-mercy new teachers to a den of fanged, PTO panther parents. Or perhaps the anarchy creating assistant principal who allows their disrespectful student 'peeps' to run hellaciously through the hallways creating mayhem and insolence instead of order and respect. First let it be said that these stories are usually exaggerated. The old adage that there is good in the worst of us and bad in the best of us holds true for principals too. They are human beings human beings with children and grand children, husbands, and brothers and sisters. They just may not have developed a leadership style that works for many teachers.
The good news is often if principals cannot lead a school to higher performance each year they are eventually replaced. Sometimes moved, sometimes never to be heard of again. Principals are under as much if not more pressure to keep their schools well managed behaviorally and the scores of all students making gains on the continuum of assessment testing. This usually requires fairly competent educational supervisiory skills. Principals who do not have those abilities will be replaced.
However, since there has yet to be an obnoxious bosses 101 course offered among most colleges and universities, they are sometimes a fact of life so here arehelpful hints to help new teachers stay motivated and successful.
Firstly, new teachers on who are currently considering where to work and have not already accepted a position, should do their best to avoid landing in a school where there may be problem administrations. Calling the local teachers union and finding out which schools have the highest turnover is a telling sign of the teacher satisfaction. If turnover is significantly higher than other schools it is therein that you will probably find the den of the mythical, malevolent administrator who has been the topic of discrete discussions among the faculty lunches
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