When discussing the animal kingdom,
each creature resides on a species scale
of generalists to specialists. Specialist
creatures like the koala bear can only survive on an
extremely limited set of conditions: diet (eucalyptus),
climate (warm), environment (trees). Generalists, on
the other hand (think mice) are able to survive just
about anywhere. They can withstand heat and cold,
eat your organic breakfast cereal or seeds and berries
foraged in the wild.
As a result, specialist species thrive only when
conditions are perfect. They serve a very specific
purpose within their particular ecosystem and are
extremely adept at navigating it. However, should
those conditions change –as a result of nature or,
more commonly, an outside force– specialist species
often become extinct. In contrast, mice can move
from spot to spot on the globe, adapt to different cultures,
diets and weather systems. And most importantly,
stay alive.
In a professional setting, employees operate on a
similar spectrum. We are either specialists (not just a
historian, but a historian of Civil War powder muskets)
or generalists. In recent decades, particularly as
the American workforce has moved towards technology
firms, specialists have become a hot commodity.
In Silicon Valley, for example, employers wage wars
for much-coveted technical engineers and coders
who build the search engines and social networks we
value so highly.
This makes sense: once again referring to nature,
environments with more competition breed more
specialists. Rainforests, for example, are chock-oblock
full of diversity and competition for survival,
which results in hundreds of thousands of highly
specialized species. Silicon Valley, New York City and most of the other highly-productive, highlycompetitive
business landscapes, operate similarly.
Instead of countless species of spider, the modern
workforce has become a highly specialized mass of
MicroNuclear Physicists, Fiber Optics Engineers and
Java Developers who all function brilliantly when
conditions are perfect.
But what happens when the ecosystem shifts?
Despite the corporate world’s insistence on
specialization, the workers most likely to come
out on top are generalists –but not just because of
their innate ability to adapt to new workplaces, job
descriptions or cultural shifts. Instead, according to
writer Carter Phipps, author of 2012’s Evolutionaries
generalists will thrive in a culture where it’s becoming
increasingly valuable to know “a little bit about
a lot.” Meaning that where you fall on the spectrum
of specialist to generalist could be one of the most
important aspects of your personality –and your
survival in an ever-changing workplace.
“We’ve become a society that’s data rich and
meaning poor,” he says. “A rise in specialists in all
areas –science, math, history, psychology– has left
us with tremendous content but how valuable is that
knowledge without context?” Context, he says, which
can only be provided by generalists whose breadth
of knowledge can serve as the link between the hardwon
scientific breakthroughs (think the recent Higgs-
Boson discovery) and the rest of the world.
Only by understanding the work within fields to
the right and the left of your own can you understand
the bigger picture, he says, whether you’re talking
about a corporation (sales analysts understanding
the supply chain as well as internal operations)
or the world as a whole. “We’ve become so focused
on specialization, but just as there are truths that can only be found as a specialist,” he says, “There are
truths that can only be revealed by a generalist who
can weave these ideas in the broader fabric of understanding.”
He references the historian David Christian
whose 2011 TED talk presented a “Big History” of
the entire universe from the big bang to present in 18
minutes, using principals of physics, chemistry, biology,
information architecture and human psychology.
Generalism at work.
In other arguments for the rise of the generalist,
consider this research from the University of Pennsylvania’s
Professor Phillip Tetlock, as referenced in
a recent Harvard Business Review blog post. Tetlock
studied 248 professional forecasters over 20 years
to determine whether experts or non-experts make
more accurate predictions in their areas of expertise.
After collecting more than 80,000 forecasts he
concluded that when seeking accurate predictions,
the non-experts were the best bet. It’s better, he said,
to turn to those who “know many things, draw from
an eclectic array of traditions and accept ambiguity
and contradictions” than so-called experts. Relying
on a single perspective, he found, was problematic,
even detrimental to predicting an accurate outcome.
Why? Quite simply because a single-minded person
can’t predict variables they don’t know anything
about.
Readers: Do you buy it? Will generalists become
more than just winners of Trivial Pursuit and excellent
makers of dinner table conversation in the
future? What has been more beneficial in your career
–being a hyper-focused “expert” or a wide-ranging
“generalist”?
For clues on whether I’m a specialist or generalist,
follow my feeds on Facebook and Twitter.
Although this is a techno-social trend for 2014, it is also
important in the field of education. The “generalism” is the
idea that in times of change as we live, broad professional
profiles become more valuable than those limited to a
single specialty. As we have seen, the intellectual resources
abound, as well as the chances of learning in the new
universal library (and nearly University) of the world wide
web. Facing so much data, so much information in times
of change, we need people who can “make sense” of
all this to establish patterns, to sense trends and to seek
answers that take into account the possible nuances.
The generalist is a new professional profile specially
equipped to unravel the complexity (almost chaotic) that
characterize the post-modernity, or the current crisis.
While this new profile –the humanist of the digital era,
reminiscent of the Renaissance–, the issue is much more
powerful.
Many of us think that
to change the world
you need to start with
education. Salman Khan
agrees in the Ted conferences
of 2011, in the USA.
The founder of the Khan
Academy has thousands of
videos uploaded to You-
Tube to teach math and
other subjects in audiovisual
format and thus has
proposed an entirely new
learning methodology.
His academy, with
hundreds of thousands of
daily visits and over one
million regular users is
being valued to supplement
or even improve
formal education. In this
respect the arguments are
categorical: if we explain
the theoretical concepts
through video format,
which on the other hand is
more familiar to children,
we can use the time children
spend in the institution
in things as important
in the present time as
personalized attention,
dialogue, participation in
education or collaborative
construction.
The video format has
several advantages, among
which is the possibility of
adapting the learning to
the student’s pace or the
chance to practice without
the presence of teachers or
classmates. Working with
Youtube allows, in addition
to wider broadcasting,
to create engagement
through dialogue, and
build communities around
its channels.
All this supports the
current concept of “Flipped
Classroom”, a model of
learning that “inverts” the
time spent in the classroom
and at home. Here,
the protagonist of learning
is the student. After the
class, students manage the
contents, pace and style
of learning as well as how
they demonstrate their
knowledge. The teacher
goes from being the star
of the act of learning, to
become a simple guide
regarding to personalizing
of learning, to concrete
instruction for each student,
and to other needed
support.
So, if the teacher used
the space to give master
class lectures to dispense
information, in the “flipped
classes” the student form
themselves, after school
and through videos,
podcasts, e-books, books
and any other information
resource. They do this
collaboratively, usually
accompanied by their peers
from online communities,
social networks, etc,
acquiring at he same time
collaborative skills that
are central to the citizens
of the 21st century. Briefly
the model recognizes that
the contents are already
available abundantly in the
Internet. The model also
recognizes that learning
is a core competency for
the students of the digital
era, which they will have
to learn continuously,
throughout their lives.
Thus, the guide is usually
the project, the proactive
learning, leaving more
time for tutoring, learning
personalizing, curriculum
advice and guidance.
The MOOC (Massive
Open Online Courses) are
open and free courses
offered via the Internet.
The characteristics of this
form of distance education
–the most prestigious
international universities
have incorporated into
their supply in recent
years– provide access
to training thousands of
people around the world,
while raising questions
and reticence.
Accustomed to understand
education as linear,
time-limited and closed in
sacred temples, forms of
learning “informally” –but
no less real and powerful
than “formally” which
arise with the development
of related Internet
technologies– are criticized
since its inception.
First come the reluctance
towards virtual learning
(so-called e-learning) ,
although early experiences
and platforms conform to
reflect the closed environments
of classrooms.
Shortly after, and parallel
to the quantitative and
qualitative increase of Internet
resources that begin
to reproduce the Asimovpredicted
universal library,
begins to speak of the
“Googleisation” learning,
the superficiality of what
people can learn freely,
using Google, or any other
search engine, and sharing
interests through intellectual
social networks (Facebook,
Twitter, blogs, etc).
The Mooc reflect the
evolution, the systematization
of it. The addition
of pedagogical methods
and the support of
traditional institutions
(Universities, Business
Schools), clarify the above
susceptibilities.
Let’s hear it for purple hair!
Odd way to begin
a text perhaps, but purple hair needs all the
support it can get. This exclamation arises
from a recent exchange among the heads of some
private schools in which dress codes were the topic.
There seemed a consensus that cracking down
on unnatural hair color was good policy. My take?
Channeling John McEnroe –you can’t be serious!
There may be some “codes” necessary in a school environment.
Offensive, revealing or commercial clothing
certainly might be restricted. As should always
be the case in setting rules or policy for children, a
thoughtful adult could easily explain the rationale
for those prohibitions.
But I’ll invite any reader to offer a justification
for “cracking down” on something as irrelevant as a
young man or woman’s choice of hair color. Enforcing
this kind of silly rule can only have these consequences:
the student will feel humiliated, the student
will withdraw and rebel or the student will, with some
justification, consider the adult foolish and rigid.
While hair color or its prohibition may seem
an insignificant matter, it is symptomatic of an
education culture that emphasizes control and conformity,
often to the exclusion of nearly everything
else. My blood pressure gradually dropped after the
hair color spike, but soon raised again as I read Sunday’s
New York Times piece on Emotional Intelligence
and Social-Emotional Learning (S.E.L).
Therein,
and in the accompanying comments, all manner
of educators, parents, psychologists and researchers
made the case for S.E.L. in schools, arguing that these
attributes can be taught just like arithmetic and that
America’s impulsive, ill-mannered children must
be tamed. In one particularly dreadful example, a
kindergarten teacher invited students to bring family
problems into the classroom. He then role-modeled
the responses a boy might give to his mother, who
supposedly screams at him at home. There is insufficient
space to itemize how many things are wrong
with that exercise.
As with all things that have a kernel of truth, our
profit-hungry culture will find a way to turn it into acres
of corn.
The article cited the first wave of packaged
programs for S.E.L, Second Step, Path and Ruler among
them. The Ruler program has a “mood meter” with
color codes for emotions, leading children, for example,
to self-describe as, “I’m in the yellow right now!”
Social and emotional learning are indeed important
parts of child development. It is inarguably a
good thing that so-called emotional intelligence is
given a place among Howard Gardner’s multiple
intelligences, which helped release the stranglehold
that IQ tests, reading, writing and arithmetic have
had on our assessment of human worth. But give
the educational establishment an inch of insight and
they’ll create a mile of new, profitable programs.
Both of these examples are representative of the
privileged place conformity and control hold in our work with children. Even the
Common Core drives conformity.
While the standards are sensible
or harmless, the practices and
tests that flow from the standards
are designed to reward only a
certain kind of thinking and expression.
“Show your work,” is a
haunting mantra from my childhood.
Teachers for generations
have been minimally interested
in original ways a student might
solve a problem and maximally
devoted to assuring that it was
just as the teacher instructed.
The standards and assessment of
humanities subjects are similarly
controlling. The students’ responses must conform to the test writers’ interpretations
of, and judgments about, the passage provided.
While the Common Core and its sidecars might
be marginally better than No Child Left Behind, the
intent to control students and reward conformity is
undeniable.
In the admission process at my school I sometimes
ask parents to cite the qualities they most
value in others and hope to see nurtured in their
children. The responses are always similar and
include: a sense of humor, imagination, creativity,
originality, individuality, compassion, passion... you
might add your own. Why, I then ask, would you
send your child to a school that fails to recognize
and celebrate the things you admire and hope for? In
today’s schools, public and private, particularly the
horrifying charter schools that draw highest praise
from politicians, these qualities are not nurtured
–they are scorned. Children must conform in dress
and behavior, marching from class to class, obeying
commands like, “Eyes on teacher,” and suppressing
every impulse to say or do anything that might vary
from the script.
I’m not interested in helping to create a homogeneous
generation of common children, raised on
the Common Core and marched through a regime of
controls and conformity. And I certainly don’t care to
see children’s complex and powerful emotions subdued
by a program that takes authentic feelings and
corrals them into a contrived box of “mood meters”
and catch phrases.
I cherish uncommon children who dye their hair
purple, ask uncomfortable questions and solve problems
in ways that I’d never considered. The world needs
more artists, eccentrics, rebels and dreamers, not more
cookie cutter adults who mindlessly follow all the rules.
Source: “The World Needs
Uncommon Children, Not More
Conformists”, by Steve Nelson.
www.huffingtonpost.com
Sept. 16, 2013
These are just some of the features that the New
Section incorporates. We strive to always improve
your experience and academic growth. Remember
whether you have the new or old student section, the
education and assistance we provide is the same. Our
goal is to help you reach the finish line and graduate!
01 A modernized
and simplified
appearance.
02 The ability to work on your
assignments online and submit
directly to your advisor.
03 The flexibility
to still complete
assignments offline
with a simplified way
to submit them.
04
Easier and faster way to view and download all PDF files.
05
Easy and centralized communication section so you can interact with your Tutor, Advisor and Student Services.
“Earn £800 a week tutoring in Kazakhstan,”
read one email I received earlier
this year. Another began, “Do you fancy
going to the Bahamas for three months?”
Summers in St. Tropez, Hong Kong and
Tuscany were also up for grabs.
Some may dismiss these emails as
spam. In fact, they are a few of the “international
opportunities” offered by Bright
Young Things, a British agency specialising
in “private bespoke tuition”. In Kazakhstan
the successful applicant would be
provided with “accommodation 10 minutes
from the family home”; on a Hong Kong
placement, a tutor would have to settle
for “the (spectacular) family home”. Such
assignments require at least four hours of
work a day –teaching English, for example,
or preparing children as young as five for
entrance exams to a British private school.
Private tutoring is that rare thing: a
booming British industry, in demand at
home and abroad. Some agencies have
even expanded overseas –Holland Park
Tuition and Education Consultants
opened a Dubai office in October last year.
The online education resource EdPlace
estimates, not entirely convincingly, that
British parents spend as much as £6bn a
year on private lessons for their children. A
recent Ipsos Mori poll for the Sutton Trust
found that 24% of all young people in the
UK have received private tuition at some
point; in London, the figure rises to 40%.
Across the country, and especially in
the capital, agencies have sprouted in the
hope of benefiting from this boom. Some
have prospered. But more significantly,
tutoring has become a career –and for
young people working in the arts, it is
increasingly a second career, supplementing
their creative endeavours.
As a young journalist who has just
started working freelance, I recently
joined these ranks. Last month I attended
a training day alongside postgraduate
students, former teachers and
recent graduates at a loose end –as well
as young writers, actors and journalists.
Few had formal teaching qualifications.
Almost all had degrees from Oxbridge or
other elite universities.
The Bachelor of Human Resource
Management program is offered
online via distance learning. After
evaluating both academic record and
life experience, AIU staff working in
conjunction with Faculty and Academic
Advisors will assist students in
setting up a custom-made program,
designed on an individual basis. This
flexibility to meet student needs is
seldom found in other distance learning
programs.
Our online program
does not require all students to take
the same subjects/courses, use the
same books, or learning materials.
Instead, the online Bachelor of Human
Resource Management curriculum is
designed individually by the student
and academic advisor. It specifically
addresses strengths and weaknesses
with respect to market opportunities in
the student’s major and intended field
of work. Understanding that industry
and geographic factors should influence
the content of the curriculum
instead of a standardized one-fits-all
design is the hallmark of AIU’s unique
approach to adult education.
This
philosophy addresses the dynamic and
constantly changing environment of
working professionals by helping adult
students in reaching their professional
and personal goals within the scope of
the degree program.
Important:
Below is an example of
the topics or areas you may develop
and work on during your studies. By
no means is it a complete or required
list as AIU programs do not follow a
standardized curriculum. It is meant
solely as a reference point and example.
Want to learn more about the
curriculum design at AIU? Go ahead
and visit our website, especially the
Course and Curriculum section:
whttps://www.aiu.edu/course-curriculum/
Employee Relations
Recruitment and Selection
Benefits and Compensation
Performance and Reward
Training and Development
Business Statistics
Human Resources Management:
Industry Specific I
Human Resources Management:
Industry Specific II
International Management
Introduction to Economics
Environmental Management
Decision Making
HRM Techniques
Principles of Managerial Accounting
International Business Law
Legal Context of Employment
Relations
Project Management
Strategic Human Resource
Management
Human Resource Information Systems
Strategic Management
Communication & Investigation
(Comprehensive Resume)
Organization Theory (Portfolio)
Experiential Learning (Autobiography)
Academic Evaluation (Questionnaire)
Fundament of Knowledge
(Integration Chart)
Fundamental Principles I
(Philosophy of Education)
Professional Evaluation
(Self Evaluation Matrix)
Development of Graduate Study
(Guarantee of an Academic Degree)
Submit your Online Application, paste
your resume and any additional comments/
questions in the area provided.
https://www.aiu.edu/register-for-a-program/
Bachelor Thesis Project
MBM300 Thesis Proposal
MBM302 Bachelor Thesis (5,000 words)
Each Bachelor of Human Resource
Management graduate is encouraged
to publish their research papers either
online in the public domain or through
professional journals and periodicals
worldwide.
Account Representative
Affirmative Action Coordinator
Arbitrator
Compensation Manager
Conciliator
Dispute Resolution Specialist
EEO Representative
Employee Benefits Manager
Employment Counselor
Employee Relations Representative
Employee Welfare Manager
Federal/State Mediator
Human Resources Administrator
Industrial Relations Director
Job Analyst