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The editors believe that this is an “exciting time” for all involved in multimedia applications and research. This book will strongly appeal to scholars, classroom practitioners and the wider education community.
This is precisely the challenge undertaken in this book. The editors state specifically (in the preface) that, given the new media-rich literacy environment and its implications for young children’s cognitive and literacy development, they hope to go beyond “print-only” experiences of reading to encounters with multimedia. Their aim is to explore the potential of multimedia to improve achievement for all young learners, including children at risk— hence the title and sub-title of the book.
An appealing aspect of the book is the editors’ avowed optimism about and enthusiasm— with appropriate caveats—for the potential of the new multimedia environment. In addition, many of the contributors insert a note of urgency into the ongoing discourse with predictions of the imminent demise of the book and references to the advent of “toddler netizens” or “digital insiders” who do not know what it is like to live in a world without multimedia and who will soon be filling our nonformal and formal learning environments.
No abstract is available for this article.
The coaching toolkit—sub-titled “A practical guide for your school”—is perfect for beginners to the coaching process, and is set in the context of the school environment. There are many generic coaching books available, but what is great about this one is that it firmly places coaching into school life and language. The authors are a head teacher and an assistant head teacher who both have extensive experience in coaching in the school context and responsibility for continuing professional development. They put coaching into the school improvement cycle, showing how it can benefit subject action plans, the school’s self evaluation process, and individual performance development. Having coaching contextualised in thisway can really help sell it within your school, linking it so closely with its existing improvement plan.
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