classicality

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classicality <<<¹ØÓÚ½ÌʦÆÀ¼ÛµÄ˼¿¼¡º×ªÌù¡» | Ê×Ò³ | ÆÀ¼Û×Ô¼º>>> part for C2 finished long time ago Background: ÁìÓòר¼Ò·½·¨ subject ¨Cmatter expert approach ¼¨Ð§¼¼Êõ·½·¨ performance technology approach ½ÌѧÉè¼Æʦһ°ãϲ»¶¼¨Ð§¼¼Êõ·½·¨£¬¼´¸ù¾ÝÒª½â¾öµÄÎÊÌâ»òÃæ¶ÔµÄ»úÓöÀ´ÉèÁ¢½ÌѧĿµÄ Instruction designers favor the performance technology approach where instruction goals are set in response to problems or opportunities. Éè¼ÆʦÊ×ÏÈÒª½øÐÐÐèÇó·ÖÎö£¬Ã÷È·ÎÊÌâËùÔÚ£¬ÕâÏ×÷²¢²»¼òµ¥£¬Êµ¼ÊµÄÐí¶àÎÊÌâÍùÍù²¢²»Ïñ±íÃæ¿´µ½µÄÄÇÑù¡£ Designers engage in needs assessment and analysis processes to specifically identify the problem, which is not always an easy task. The real problem is not alwayswhat it initially appears to be. ÕâÀàÄ¿µÄÃèÊöÓï¾ä³£³£Ê¹Óá° ½â¾ö ¡±¡¢¡° ÔËÓà ¡±¡¢¡° ¹ÜÀí ¡±µÈ¶¯´Ê£¬ÖØÔÚ Ñ§Ï°ÕßѧÍêºóÄܹ»×öʲô £¬ÒÔ¼° ÔÚʲôÑùµÄÕæʵ»·¾³ÖÐ ÔËÓÃÐÂѧ¼¼ÄÜ¡£ This type of goal statement usually includes such verbs as solve , apply , and manage . The focus on what learners will be able to do when they complete the instruction, and the real-world context in which they will have to use their new skills. Two examples ÐèҪעÒâµÄÊÇÄ¿µÄÓ¦¸Ã¼¯ÖÐÔÚѧϰÕßÒªÄÜ×öʲô It should be noted that the goal focuses on what learners will be able to do. ×¢Ò⣬ĿµÄÃèÊöµÄÊǽÌѧµÄÊä³ö£¬¶ø²»ÊǽÌѧµÄ¹ý³Ì Notice also that the goal describes the outcomes of instruction and not the process of instruction. Concepts: Performance analysis A performance analysis is a study conducted to determine the exact nature of an organizational performance problem and how it can be resolved. Quite often the original problem and how it can be resolved. ¼¨Ð§·ÖÎö¾ÍÊÇÑо¿È·¶¨×éÖ¯µÄÔËÐÐÎÊÌ⣬ÒÔ¼°Ñо¿ÈçºÎ½â¾öÕâ¸öÎÊÌâ¡£³õʼµÄÎÊÌâÍùÍùÖ»ÊÇÒ»¸ö¸ü´óÎÊÌâµÄ±íÏó£¬Ò²¿ÉÄܸù±¾²»ÊÇÎÊÌâ¡£ The analyst now compares the gaps in performance between the should be and is , and attempts to determine the causes. ÏÖÔڵķÖÎö¾ÍÊÇÒª±È½ÏÏ£ÍûµÄ±íÏÖºÍÏÖÔÚµÄÇé¿öÖ®¼äµÄ²î¾à£¬ÕÒ³öÔ­Òò The shoulds, in contrast to the ares, are descriptions of what the situation out to be Ïà¶ÔÓÚÏÖÔÚ״̬£¬Ô¤Ïë״̬¾ÍÊÇÏ£Íû´ïµ½µÄ״̬£¬µ«²»ÊǾ¡Éƾ¡ÃÀµÄÍêÃÀ״̬£¬¶øÊÇÏÖʵµÄ¿ÉÒªÇó´ïµ½µÄÐÐΪˮƽ£¬Ò²¿ÉÒÔÊÇ×éÖ¯µÄÄ¿µÄˮƽ¡£ A gap is defined as should status minus is status. The gap of greatest consequence is that in organizational results. This gap is then associated with a gap in organizational performance( i.e., the behaviors that people in the organization are exhibiting). If it turns out that there is no gap, then no change id required, and obviously there is mo requirement for new training. Á½ÕߵIJî¾à£¬¼´Ô¤Ïë״̬¼õÏÖÔÚ״̬µÄ²î£¬¿ªÊ¼·´Ó³Îª×éÖ¯½á¹ûµÄ²î¾à£¬ËæºóÕÛÉäΪ×éÖ¯ÐÐΪµÄ²î¾à£¬¼´×éÖ¯ÖÐÈËËùÕ¹ÏÖµÄÐÐΪ¡£Òò´Ë£¬Èç¹ûûÓÐ֤ʵ´æÔÚ²î¾à£¬ÄÇô¾Í²»ÐèÒª×öÈκθı䣬Òò´ËÒ²¾Í²»ÐèÒª×öÐÂÅàѵ¡£ Should status ¡ª Is status = A gap So I think the important is what id the gap and how to find the gap and how to eliminate the gap. And we must be conscious of that the outcome of a performance analysis study is a clear description of a problem in terms of failure to achieve desired organizational results and the corresponding desired and actual employee behaviors, evidence of the causes of the problem, and suggested cost-effective solutions. classicality ·¢±íÓÚ 2004-03-20 10:57 ÒýÓÃ(Trackback0) ÆÀ¼Û×Ô¼º ÎÒÒªÆÀ¼Ûʲô£¿£¿£¿ Ðж¯Ñо¿·¨×÷Òµ£¬³õ Ðж¯Ñо¿·¨×÷Òµ ÎÄÏ××ÛÊöµÄд×÷ ÍøÂç¿Î³ÌÍøÖ·£¨1£© ½ÌÓýÐÅÏ¢»¯µÄ¸ÅÄîÓëÌØÕ÷ ³¤´ºÒ»ÖÐѧ³¢ÊÔÈ¡Ïû°àÖ÷ÈÎ ¸÷°à³ÉÁ¢Ö´Ðаàί»á(ת) ÍƼö----½ñÌìË­ÓÐȨÆÀ¼Û½Ìʦ ½ÌÓýÆÀ¼ÛÓëѧУµÄ¿Æѧ¹ÜÀí ¡ùÎÒ¡ù classicality@blogcn ѧϰµÄblog¡ùclassicality@etc Ê®ÔÂÆßÈÕ£º£º¹ÅµäÒôÀֵĽÇÂä ET³¯ÑôÐÇ»ð-ѧϰ¡¢Ñо¿½ÌÓý¼¼Êõ life growing ¡¾¿Ì¼Ê•Klogs_Blog¡¿ ÈáÈ͵ÄÔ­Ïç xiuli'Blog of Online-edu Learning, Thinking & Researching ¶«ÐÐ¼Ç jiahou's blog Á÷¶¯µÄÈÕ¼Ç ÃÎÏëÓë»ÃÏëÖ®µº ¡ù¿Î³Ìѧϰ¡ù ½ÌÓýÐÅÏ¢´¦Àí ½ÌÓý²âÁ¿Óë½ÌѧÆÀ¼Û(¿Î³Ì½ÌÓëѧ) ½ÌÓý¼¼ÊõÑо¿·½·¨