Gap Dress 7 - Bookshelf
... 162-63; year-round schedule, 162 Kentucky: black-white achievement gap, 209 KIPP (Knowledge Is Power Program) Academies, 6—7, 139—45; behavioral standards, 140—41, 147-49; composition of student body, 140; dress code, 146; ...
About this book
The achievement gap between white students and African American and Hispanic students has been debated by scholars and lamented by policymakers since it was first documented in 1966. The average black or Hispanic secondary school student currently achieves at about the same level as the average white student in the lowest quartile of white achievement. Black and Hispanic students are much less likely than white students to graduate from high school, acquire a college or advanced degree, or earn a middle-class living. They are also much more likely than whites to suffer social problems that often accompany low income. While educators have gained an understanding of the causes and effects of the education achievement gap, they have been less successful in finding ways to eliminate it—until now. This book provides, for the first time in one place, evidence that the achievement gap can be bridged. A variety of schools and school reforms are boosting the achievement of black and Hispanic students to levels nearing those of whites. Bridging the Achievement Gap brings together the findings of renowned education scholars who show how various states, school districts, and individual schools have lifted the achievement levels of poor and minority students. The most promising strategies include focusing on core academic skills, reducing class size, enrolling students in more challenging courses, administering annual achievement assessment tests, creating schools with a culture of competition and success, and offering vouchers in big-city school districts. While implementing new educational programs on a large scale is fraught with difficulties, these successful reform efforts offer what could be the start of widespread effective solutions for bridging the achievement gap.
A Complete Military History and Record of the 108th Regiment N.Y. Vols., from 1862 to 1894, Together with Roster, Letters, Rebel Oaths of Allegiance, Rebel Passes, Reminiscences, Life Sketches, Photographs, Etc., Etc
M., when we halted two miles south of Bloomfield, a small village; we passed Snicker's Gap and are four miles from ... Went grand rounds with Lieutenant Hutchinson on the picket lines; dress parade this evening; orders to drill from 7 to 8 A. M. ...
This book is chock-full of meaningful and effective strategies for getting the most out of this critical talent component." —Sue Unvarsky, Senior Vice President, Operations, Prudential Retirement "Managers and leaders will find Bruce's ...
About this book
Solve the number one problem with today's young workforce—the soft skills gap The number one challenge with today's young talent is a problem hiding in plain sight: the ever-widening soft skills gap. Today's new, young workforce has so much to offer—new technical skills, new ideas, new perspective, new energy. Yet too many of them are held back because of their weak soft skills. Soft skills may be harder to define and measure than hard skills, but they are just as critical. People get hired because of their hard skills but get fired because of their soft skills. Setting a good example or simply telling young workers they need to improve isn't enough, nor is scolding them or pointing out their failings in an annual review. However you can teach the missing basics to today's young talent. Based on more than twenty years of research, Bruce Tulgan, renowned expert on the millennial workforce, offers concrete solutions to help managers teach the missing basics of professionalism, critical thinking, and followership—complete with ninety-two step-by-step lesson plans designed to be highly flexible and easy to use. Tulgan's research and proven approach has show that the key to teaching young people the missing soft skills lies in breaking down critical soft skills into their component parts, concentrating on one small component at a time, with the help of a teaching-style manager. Almost all of the exercises can be done in less than an hour within a team meeting or an extended one-on-one. The exercises are easily modified and customized and can be used as take-home exercises for any individual or group, to guide one-on-one discussions with direct-reports and in the classroom as written exercises or group discussions. Managers—and their young employees—will find themselves returning to their favorite exercises over and over again. One exercise at a time, managers will build up the most important soft skills of their new, young talent. These critical soft skills can make the difference between mediocre and good, between good and great, between great and one of a kind.