This article explores the intersection between institutional hierarchies and learning at a UK conservatoire. Conceptualizing learning as a social practice situated in a hierarchical social space, the article draws on the theorization of Bourdieu to understand how students are positioned in the conservatoire field and what this means in terms of their learning. Working within a social constructionist framework, the study adopted qualitative research with two case students, making use of a trilogy of methods: semi-structured interviews, participant self-documentation and participant-verification interviews. Findings reveal that as students participate in the conservatoire field they appear to learn their position in the conservatoire’s hierarchies, and that their position relates to what and how they learn. The conservatoire’s hierarchical organization can thus be considered an important factor in shaping student learning, illuminating the need for further research to explore how learning experiences and opportunities can be maximized for all conservatoire students.
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The Internet is changing the way we organise work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
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Recent collection display practices signal what has been described as a “comeback” for the integration of broad-ranging object categories in which the boundaries between these previously separated objects resolve.Mixing objects from different object categories can take many forms, and occurs not only at the level of the objects themselves, but also at institutional levels. For categories such as painting, drawing, and applied arts, or the subcategories within, such as Renaissance drawings, porcelain, or twentieth-century art, are akin to the divisions in curatorial departments, galleries, or exhibition spaces and the people that work within them. Also, museums that were initially not “disciplined” have been re-staged to reflect the originally mixed display, such as the Bode Museum, Berlin. Moreover, even in homogenous collections, a mixing of value and status becomes possible when chronology, subject matter, style, or school are not the guiding principle. Such display strategies of mixing therefore typically create new connections and enable collections of varying values, periods, and object categories to merge and their individual artifacts to meet in new and meaningful ways
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The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
MULTIFILE
The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organizational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
MULTIFILE
The Internet is changing the way we organize work. It is shifting the requirements for what we call the “schedule push” and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organizational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits, and the Internet is making it redundant. The question I put forward in this Article, after a short description of how I envision “the change,” is what new requirements should be met by software in order to meet the requirements of the networked economy. Business will develop from Business-to-Consumer (B2C) to Consumer-to- Business (C2B) to People-to-People (P2P), customers more and more taking control over business activities, overhead being replaced by customer focus. This is also a new reality for the software world.
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Inaugurele rede uitgesproken in verkorte vorm bij de aanvaarding van de positie van lector Meertaligheid en Geletterdheid aan de NHL Stenden Hogeschool. In deze rede gaat Joana Duarte dieper in op het thema meertaligheid in het onderwijs vanuit een sociolinguïstisch perspectief op het noorden van Nederland.
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The Internet is changing the way we organise work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
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In on editorialization: structuring space and authority in the digital age, Marcello Vitali-Rosati examines how authority changes in the digital era. Authority seems to have vanished in the age of the web, since the spatial relationships that authority depends on are thought to have levelled out: there are no limits or boundaries, no hierarchies or organized structures anymore. Vitali-Rosati claims the opposite to be the case: digital space is well-structured and material and has specific forms of authority. Editorialization is one key process that organizes this space and thus brings into being digital authority. Investigating this process of editorialization, Vitali-Rosati reveals how politics can be reconceived in the digital age.
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As educational institutions, conservatoires remain largely unresearched and, crucially, relatively unchallenged. In particular, research has paid little attention to in-depth studies of culture, so that not enough is known of the cultural practices that characterise and shape a conservatoire education. This article addresses this gap through seeking to understand the constructed nature of the ‘learning cultures’ - the cultural practices through which students learn - of a UK conservatoire. Working within an ethnographically-informed case study, multiple qualitative methods were employed to collect in-depth data. Key findings from a four-phased analysis procedure reveal that the conservatoire’s learning cultures are constructed across four intertwined features: (1) learning cultures of performing specialism, (2) learning cultures of social networking, (3) learning cultures of musical hierarchiesand (4) learning cultures of vocational position taking. Implications of the study are discussed, and recommendations made for the introduction of creative and reflective spaces for learning in the conservatoires of the future.
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