an investigative analysis of the psychological characteristics and job ...
an investigative analysis of the psychological characteristics and job ... an investigative analysis of the psychological characteristics and job ...
At work, the tenn "role" describes the part to be played by individuals in fulfilling their job requirements. Roles therefore indicate the specific fonms of behaviour required to carry out a particular task or the group of tasks contained in aposition or job. The role of the CEl in tenns of his duties and responsibilities relative to his relationships with students, employers and faculty is referred to as the Dynamics of Co-ordination (Rgure 2.2). The CEl serves as the middleman in the Dynamics of Co-ordination because it is his responsibility to promote harmony and teamwork among all participants in the programme. CCHlperative Institution (Porter, 1981:16) CCHlperative student Figure 2.2: The Dynamics of Co-ordination CCHlperative Employer Eakins (2000:67) notes that the partnership and communication between the educational institution, students and employers must be strongly established. The reason for this is that the context of the work place and the opportunities it provides for student learning, must be clearly understood by all the partners in co-operative education. Weisz and Kimber (2001:46) add to the above. They explain that co-operative education strengthens the relationship between academic institutions, employers, industry groups and 21
professions and builds on the need to interact and be inter-dependent in co-creating education and work. According to Pienaar (1990:105) the task of co-ordinating does not consist of the supervision of co operative education activities alone. The co-operative education programme must be organised, co-ordinated and monitored effectively, otherwise the system will not stand the test of time. The GEL can make or break the programme. The GEL is totally responsible for bridging the gap that exists in modem society between the world of education and the world of work. Therefore the GEL is the person that takes on full responsibility for the administration and co-ordination of the co-operative education programme and he is the person to whom the students are accountable at all times. Davis and Davis (1998:364) concur and supplement it when they state that experience-based learning refers to sponsored or guided experiences identified or established for the express purpose of bringing about learning. In most cases this involves procedures for selecting or assigning the experience, planning for it, supervising it and making provisions for participants to reflect on the experience. It is apparent that the GEL has a wide variety of roles and responsibilities. He will be obligated to be accountable for these roles and responsibilities in order to ensure client satisfaction. The client in this case is the student the studenfs employer or the academic institution. The role and responsibility of the GEL will be discussed in detail in the following four sections. For the sake of clarity the roles and responsibilities of a GEL will be divided into four categories, namely: • Role and responsibility relative to students. • Role and responsibility relative to employers. • Role and responsibility relative to the institution. • Role and responsibility relative to administration. 22
- Page 1 and 2: AN INVESTIGATIVE ANALYSIS OF THE PS
- Page 3 and 4: DECLARATION I hereby declare that t
- Page 5 and 6: Voordat die navorser hierdie studie
- Page 7 and 8: ABSTRACT SUPERVISORS FACULTY DEGREE
- Page 9 and 10: TABLE OF CONTENTS Acknowledgements
- Page 11 and 12: 2.3.8 Creative 34 2.3.9 Diligent 35
- Page 13 and 14: 2.4.26 Ability to Manage Time 65 2.
- Page 15 and 16: 4.8 Guidelines 104 4.8.1 Recruitmen
- Page 17 and 18: Figure 4.8: Types of Experience in
- Page 19 and 20: LIST OF APPENDICES Appendix A: Dend
- Page 21 and 22: students). Models that emphasise a
- Page 23 and 24: Chapman, Call & Meech (1999:26) are
- Page 25 and 26: • Skills development "Interviewin
- Page 27 and 28: 1.4.3 Objectives An up-to-date prof
- Page 29 and 30: The questionnaire conformed to the
- Page 32: The following figure (Rgure 1.1) il
- Page 35: 1.6.11 Mentor The mentor is the per
- Page 38 and 39: CHAPTER TWO LITERATURE STUDY 2.1 IN
- Page 42 and 43: 2.2.1 Role and Responsibility Relat
- Page 44 and 45: Fumharn (1992:90) defines the CEl's
- Page 46 and 47: It is important that the CEl nurtur
- Page 49 and 50: Personality is further defined by G
- Page 52 and 53: to act assertively, rather than agg
- Page 54 and 55: simply from being involved in their
- Page 56 and 57: 2.3.13 Energetic The GEL should be
- Page 58 and 59: change over time and that employers
- Page 60 and 61: Graharn and Bennet (1998:114) add t
- Page 62 and 63: The GEL must have the ability to pe
- Page 64 and 65: 2.3.33 Responsible According to Rue
- Page 66 and 67: 2.3.38 Sympathetic Whitaker (1995:1
- Page 68 and 69: 2.4 ABILITIES AND CHARACTERISTICS A
- Page 70 and 71: 2.4.3 Willing to Tackle and Solve P
- Page 72 and 73: A good sense of humour can only ben
- Page 74 and 75: Communication occurs in many forms,
- Page 76 and 77: Ashcroft and Foreman-Peck (1994:30)
- Page 78 and 79: Carrel, et al. (1997:477) feel tha1
- Page 80 and 81: 2.4.19 Ability to Criticise Tactful
- Page 82 and 83: Robbins and Hunsaker (1989:34-35) a
- Page 84 and 85: Carrel, et al. (1997:489) are of th
- Page 86 and 87: The four levels of qualifications a
- Page 88 and 89: The ideal CEl will have just the ri
At work, <strong>the</strong> tenn "role" describes <strong>the</strong> part to be played by individuals in fulfilling <strong>the</strong>ir <strong>job</strong><br />
requirements. Roles <strong>the</strong>refore indicate <strong>the</strong> specific fonms <strong>of</strong> behaviour required to carry out a<br />
particular task or <strong>the</strong> group <strong>of</strong> tasks contained in aposition or <strong>job</strong>.<br />
The role <strong>of</strong> <strong>the</strong> CEl in tenns <strong>of</strong> his duties <strong>an</strong>d responsibilities relative to his relationships with<br />
students, employers <strong>an</strong>d faculty is referred to as <strong>the</strong> Dynamics <strong>of</strong> Co-ordination (Rgure 2.2). The<br />
CEl serves as <strong>the</strong> middlem<strong>an</strong> in <strong>the</strong> Dynamics <strong>of</strong> Co-ordination because it is his responsibility to<br />
promote harmony <strong>an</strong>d teamwork among all particip<strong>an</strong>ts in <strong>the</strong> programme.<br />
CCHlperative<br />
Institution<br />
(Porter, 1981:16)<br />
CCHlperative<br />
student<br />
Figure 2.2: The Dynamics <strong>of</strong> Co-ordination<br />
CCHlperative<br />
Employer<br />
Eakins (2000:67) notes that <strong>the</strong> partnership <strong>an</strong>d communication between <strong>the</strong> educational<br />
institution, students <strong>an</strong>d employers must be strongly established. The reason for this is that <strong>the</strong><br />
context <strong>of</strong> <strong>the</strong> work place <strong>an</strong>d <strong>the</strong> opportunities it provides for student learning, must be clearly<br />
understood by all <strong>the</strong> partners in co-operative education.<br />
Weisz <strong>an</strong>d Kimber (2001:46) add to <strong>the</strong> above. They explain that co-operative education<br />
streng<strong>the</strong>ns <strong>the</strong> relationship between academic institutions, employers, industry groups <strong>an</strong>d<br />
21