Managing Supportive Learning Environments Mode Of Enrolment: Essay

¶ … Managing Supportive Learning Environments Mode of Enrolment: ONC (Toowoomba) or WEB (Highlight one).

A central message from this advancement is that successful behaviour change requires identification of the events that predict and maintain problem behaviours. Historically, the problem behaviours have been seen as inherent in the child, behaviours which must be controlled and managed. The idea of support proactively focuses on prevention and educating students in different, more appropriate forms of behaviour. The challenge is to teach that poor behaviour goes beyond breaking rules and getting caught -- that it deprives others of their right to feel safe and respected, and to learn without distractions (Rogers, 2007). In practice, behaviour support involves "interventions that consider the contexts within which the behaviour occurs . . . that address the functionality of the problem behaviour . . . that can be justified by the outcomes . . . [and] that are acceptable to the individual, the family, and the supportive community" (Haring and De Vault 1996).

Implication 2: The other challenge to teachers is redesign of the environment and their own behaviour. It is much more difficult to see what is wrong with you and your methods than it is to see what is wrong with your students (Sugai, Horner, Dunlap, et al., 2000).

Question 2

1. The two most important things to establish are the rules of expected behaviour (and the disciplinary measures for breaking them) and the routines for efficient and respectful movement through the day (Rogers & McPherson, 2008).

2. I would add to this the idea of follow-through. When a teacher effectively establishes rules and routines, the children will expect them in the specified situations, and to omit them undermines the discipline you worked so hard to establish in the first place (Rogers, 2006).

Question 3

Negative outcome: According to Levin (2007), food, safety, belonging, and security are prerequisites for appropriate classroom behaviour (pg. 42). Belonging specifically is the feeling of being a welcome, worthwhile contributor. The degree of sense of school membership can inhibit or support academic participation (Goodenow, 1992). One consequence of not feeling a sense of community is the crippling fear of failure. Instead of risking failure, a student...

...

Then the teacher can draw on Gardner's (1983) multiple intelligences and alter his/her way of teaching a concept to suit the student's learning style. The teacher can also focus on past achievements and emphasize the value of hard work over success (Charles, 2002). There are two further ideas that Linda Albert suggests in Charles (2002) that I particularly like: accomplishment portfolios and talks about yesterday, today, and tomorrow. Students can have tangible evidence of what they're capable of and can see themselves progressing (pg. 73).
Question 4

Finding 1: An effective teacher would identify the lulls in disruptive behaviour and take advantage of them to encourage defiant students -- smother them with positive reinforcement and compassion. The longer you can maintain the calm phase, the better (Walker, 1995).

Finding 2: Secondly, a teacher would do well to examine their own teaching whenever encountering low level disruptive behaviour. It is neither fair nor reasonable to expect students to be engaged in the classroom if the instruction is not engaging. Teaching to the students' skill level and learning style, as well as incorporating their interests will go far toward grabbing their attention (Walker, 1995).

Question 5

1. Beginning of the lesson: The first thing a teacher can do to manage low-level disruptive behaviour is to establish a routine. Routines give a security to students with emotional problems, and previewing the daily routine at the beginning of each lesson will reorient problem students to safe expectations.

2. Group work: During group work, a teacher can take advantage of physical proximity to discourage off-task behaviour. The teacher can linger for as long as it takes for the student to focus without saying a single confrontational word.

3. Question & Answer session: During whole class discussions, a teacher can use a disruptive student's name -- whether by asking the student a question, to do something, or using the student's name in a scenario (Walker, 1995).…

Sources Used in Documents:

References:

Charles, C. (2002). Linda Albert's cooperative discipline. In Building classroom discipline (7th ed., pp. 67-84). Boston, MASS: Allyn and Bacon.

Goodenow, C. (1992). Issues in the creation and coordination of an academic computing help desk. American Educational Research Association: Paper presented at the AERA annual meeting, San Francisco, CA. Retrieved from http://eric.ed.gov/PDFS/ED349364.pdf

Horner, R., & Sugai, G. (2005). School-wide positive behavior support. [Web Slideshow]. Retrieved from http://ea.niusileadscape.org/docs/FINAL_PRODUCTS/LearningCarousel/SchoolWidePBS08 .pdf

Jones, V., & Jones, L. (2007). Comprehensive classroom management: creating communities of support and solving problems (8th ed., pp. 73-119). Boston, MA: Pearson Allyn and Bacon.
Lewis, R. (2006). Classroom discipline in australia. In M.C. Evertson & C.S. Weinstein (Eds.), Handbook of Classroom Management (pp. 1193-1213). New Jersey: Lawrence Erlbaum Associates, Inc. Retrieved from http://www.google.com/url?sa=t&source=web&cd=1&ved= 0CC8QFjAA&url=http://www.aiz.vic.edu.au/Embed/Media/00000019/Classroom-Discipline-in-Australia-2006.pdf&rct=j&q=Classroom Discipline in Australia&ei=TsmVTtTUAYH30gGfmf3WBw & usg=AFQjCNE-w6SLUc14LWa45G5kubQBaccZcA&sig2=HWizYppvbO0U6swgJyZGLg&cad=rja
Ministerial Advisory Committee for Educational Renewal (2005). Smart schools smart behaviour. from http://education.qld.gov.au/publication/production/reports/pdfs/2005/macer_report.pdf.
Rogers, B., & McPherson, E. (2008). Critical first steps: behaviour management in the early years. (pp. 6-9). Melbourne: Curriculum Corporation. Retrieved from http://www.curriculumpress .edu.au / sample/pages/9781742003085.pdf
Sugai, G., Horner, R.H., Dunlap, G., et al. (2000). Applying positive behavior support and functional behavioral assessment in schools. Journal of Positive Behavior Interventions, 2(3), 131-143. Retrieved from http://digitalcommons.calpoly.edu/cgi/viewcontent.cgi?article=1031&context= gse_fac&sei-redir=1&referer=http://scholar.google.com/scholar?q=positive+behavior+ supports&hl=en&as_sdt=0&as_vis=1&oi=scholart
Williams, J.D. OECD, (2003). Student engagement at school: a sense of belonging and participation. Retrieved from http://www.oecd.org/dataoecd/42/35/33689437.pdf


Cite this Document:

"Managing Supportive Learning Environments Mode Of Enrolment " (2011, October 13) Retrieved April 18, 2024, from
https://www.paperdue.com/essay/managing-supportive-learning-environments-52415

"Managing Supportive Learning Environments Mode Of Enrolment " 13 October 2011. Web.18 April. 2024. <
https://www.paperdue.com/essay/managing-supportive-learning-environments-52415>

"Managing Supportive Learning Environments Mode Of Enrolment ", 13 October 2011, Accessed.18 April. 2024,
https://www.paperdue.com/essay/managing-supportive-learning-environments-52415

Related Documents

Reducing Turnover in New Graduate Residence Program Introduction- The process of recruiting and training, particularly in high-impact fields like healthcare, has become increasingly complex and expensive. Turnover is the rate at which an organization gains or loses employees. High turnover means that more employees are leaving more rapidly, which can be harmful to productivity and finances. Real costs of hiring including recruitment time, opportunity costs, and investment in both the new

, 2010). The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective and looks at leadership in more of a comprehensive way than focusing on one individual. Such perspectives have suggested that when employees become involved in the decision making processes then this can strengthen leadership. Transactional Leadership Transactional leadership is the leadership model that represents what

Among the research findings in this regard was the view that field independent student are often more successful in the distance learning environment. Other factors such as introversion and extroversion were discussed and introverted personality types were seen to be more successful in the distance teaching environment. It was also found that extracurricular concerns can have both positive and negative course completion outcomes. Support from family or employer was

NPSAS was the only study in 1996 that encompassed the people who enrolled in the for-profit institutions which is why not even the very basic criteria of the for-profit sector and its educational setup has been well-recognized (Breneman, Pusser and Turner 2000; Chung, 2006). The confirmation that the students who had some sort of shortcoming whether in the financial sector, minority aspect or admittance-timeline factor were the ones who mainly

Special Education Teachers Special Education Vacancies Recruitment, Hiring, and Retention Barriers to Hiring Barriers to retaining special education personnel. Incentives used to improve retention. Recommendations to Improve Recruitment and Retention Adequate Supply of Special Education Professionals Resources Teachers today are subject to more stress than ever. Increasing certification requirements, re-certification, assessments, federal standards, demanding children, apathetic parents and an unsupportive administration are just the tip of the iceberg. Special education teachers have special circumstances. While other schoolteachers have

Nursing Education
PAGES 40 WORDS 10931

Cross-Sectional Study to Determine Factors in the Educational Advancement of the Licensed Practical Nurse to the Registered Nurse in the State of North Carolina According to the Harvard Nursing Research Institute, United States nursing school enrollments dropped by 20.9% from 1995 to 1998 (Healthcare Review, 2000). Behind headlines such as this one are the overwhelming issues which threaten the nursing workforce: 1) staffing cuts, 2) mandatory overtime, and 3) the