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Implementing a nondirective model fo...
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Hung-Yeh, Yuli.
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Implementing a nondirective model for educational consulting in a Taiwanese university.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
Implementing a nondirective model for educational consulting in a Taiwanese university./
作者:
Hung-Yeh, Yuli.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 1993,
面頁冊數:
309 p.
附註:
Source: Dissertation Abstracts International, Volume: 55-02, Section: A, page: 2200.
Contained By:
Dissertation Abstracts International55-02A.
標題:
School counseling. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9418416
Implementing a nondirective model for educational consulting in a Taiwanese university.
Hung-Yeh, Yuli.
Implementing a nondirective model for educational consulting in a Taiwanese university.
- Ann Arbor : ProQuest Dissertations & Theses, 1993 - 309 p.
Source: Dissertation Abstracts International, Volume: 55-02, Section: A, page: 2200.
Thesis (Ed.D.)--Indiana University, 1993.
The major theme of the study is to investigate how a nondirective model for educational consulting, in which the consultant is a facilitator and a co-researcher, would function in the higher education culture in Taiwan.Subjects--Topical Terms:
2144793
School counseling.
Implementing a nondirective model for educational consulting in a Taiwanese university.
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Implementing a nondirective model for educational consulting in a Taiwanese university.
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Source: Dissertation Abstracts International, Volume: 55-02, Section: A, page: 2200.
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Director: Thomas Schwen.
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Thesis (Ed.D.)--Indiana University, 1993.
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The major theme of the study is to investigate how a nondirective model for educational consulting, in which the consultant is a facilitator and a co-researcher, would function in the higher education culture in Taiwan.
520
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In accordance with Reason and Rowan's view, collaborative development groups were initiated. From Summer 1990 to Spring 1992, one Faculty Development (FD) group and two subgroups met in pursuit of professional development. Group meetings, interviews, and a Faculty Development questionnaire were the methods for data-collecting. A case report is presented along with the conceptional analysis of the study. As concluding remarks, theoretical elements of the nondirective model and practical suggestions for implementing the model are presented.
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The following are theoretical elements of the nondirective model: (1) a major purpose for growth and development; (2) an internal consultant who does not possess power in the institution; (3) group formation, and participation in decision-making; (4) "tieing-in-willedness" which links the members together; (5) naturally-evolved expressive leadership; and (6) incentives which include verbal recognition, promotion-related productivity, more share in decision-making, and sense of achievement.
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Limitations of the model lie mainly in the implementation of the model, that is, problems in forming groups and facilitating group processes. The lack of (1) (a) major purpose(s), (2) rapport and relationships, and (3) adequate time resources is a major limitation. In addition, factors such as the culture of the organization, leadership and decision-making, genuine voluntary participation, member characteristics, and various problems such as sense of insecurity, trust and openness, topic selection, "face" problem, health, power, and logistical difficulties also could significantly affect the group processes.
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Recommendations for practitioners include employing an instrument for needs assessment, prolonged initiation phase, and more time in investigating the compatibility of potential group members. Recommendations for researchers provide issues for future studies.
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