Building Teacher Skills in Emerging Economies-1

There is a worrisome perception among parents and other stakeholders about the declining quality of school education in emerging economies.  This is attributable to numerous factors but the more serious among faculty is a lack of adequate and contemporary post-entry training or continuous professional updating  for teachers.

Poor quality of  teachers means children are provided with weak inputs. Student learning is sub-optimal. Teachers may have the basic skills, but not much more. The cost of this failure to meet student needs on monetary and development and psychological angles could be substantial.  Thus investing in teachers'human resource development is the single most important challenge. 

There is a learning crisis at hand unless the teachers are adequately trained. There is need for focused attention on updating professional competences through technological intervention among teachers so that quality delivery of education is possible. 

Steps may include:

• Establish an IT based information system  to inventory skills of teachers. 
• Estimate demand and supply of skilled workforce in relation to education needs at a macro level and at the granular level.    
• Match supply with demand at granular level. Identify deficits and work towards rebuilding teacher competences. 
• Leverage modern technology to ensure  reaching out to teachers, particularly those needing scaling up in course content. 
• Technology to be leveraged for designing  and developing tech driven pedagogical techniques.
• An open platform for e-content on skill development of teachers to be aimed at. 
• Crowd source content for this platform from among the practitioners and experienced to keep costs low. Affordability has to be ensured. 
• High quality content aggregation by an expert team essential prior to release of content. 
• Teachers must utilize the contents of this platform through Massive Open Online Courses (MOOC) and virtual classrooms . 
• Have teacher innovation hubs at  regional and administrative unit levels. Learning has to be simultaneously decentralized. 
• The Internet of Things (IoT)—the networked connection of people, process, data, and things—must be exploited to become the Internet of Learning Things. 
• The target should be improvements in infrastructure / device availability which make  24/7 connectivity possible  for teachers to benefit and for the teachers to use techniques ranging from Cloud Computing to Big Data integration with the IoT 
• Ease of delivering content to be ensured. 

Note: This is the first of a series on Teacher Skill Building in Emerging Economies by the author. 

From the Managerial Zoo- 6 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Rogue Elephant (RE)

Managers who have lost out in the organizational battle (say for example promotions) are the mirror image of a rogue elephant. They consider themselves as thrown out of the herd. They wallow in self pity, are desolate and lonely. They are depressed with disgusting feelings about office matters and people and are irrational in approach owing to what they feel is a trauma. 

They feel they have lost positions to upstarts and young professionals-'yuppies'. They attack the organization in a hundred ways. Some of these desperate managers tear or blitz through offices and could be termed as 'tornado managers.' In their eternal destructive wisdom, they run through the office as wreckers.  They trample on,  remorseless,  on others or on documents, but are pretentiously oblivious of this. They are often tranquillized by the organization through darts of sops. These quell temporarily. They may eventually leave the organizations, well aware that they are on to exit but prior to that they leave a trail of destruction. They are not so loyal to the organization. 

Keep out of his way. Keep your programme contents away from him or he could mess it up. In case he attempts to attack you, go around  in circles if you really must take him on. He takes quite a bit of time to turn around. Escape in the time frame of his moves! An exit is a good strategy so that some ranger could tranquillize him. 

White Elephant (WE)

Best described as public relations officers, these managers are ornamental pieces who are maintained by someone in the hierarchy. They are kept on for being polished  to the outside world but contribute very little internally. Organizations carry disguised unemployed with some guilt.  Some of them are influential. They sit through pompously without contribution. Yet they are in demand for ceremonial duties.

Keep them smiling! They love good food and give them that 



  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo -5 Managers in the Days of Internet of Things

The Lion Manager (LM)

Young technocrats may have to work with a number of different types of managers - some supportive, some obsolete. This author tries, in this series,  to portray these   managers in these days of  the digital manager. 

These managers are regal and highly distinctive managers. They are  well groomed and carry themselves with dignity. They are majestic. They carry on their appearances with a flair and a fashion. They stay aloof from others. They are a cut above the others. Treated by subordinates with awe, they do not indulge in small talk. They do not need to play politics. They command respect. They work smarter, activity being interspersed with logical think time. They are strategists. They like tigers,  have a 'pride area' of operations and no other department can interfere in their jurisdiction. They are autonomous managers.  Lion Managers  often expect personal loyalty from among the subordinates. 

Lions like to design effective strategy, policies, plans, standards, processes, tools, and techniques. They take logical decisions on when, and how  to source to external providers. They monitor and align the processes, tools, and techniques. They create value in deliverables. They stress on evidence- data analysis and IT/technology architecture . Under their guidance , there is an effective cycle of information within the organization.

However, these majestic lions  have  unbelievable flaws as they are scavengers; they might eat the kill of others. ( my idol has feet of clay!!!). They might misuse power quietly to their advantage. None dares question the lord of the land. Managers,  are intensely sensitive when it comes to themselves.

(Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo- 4 - Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers - some supportive, some obsolete. This author tries, in this series,  to portray these   managers in these days of  the digital manager. 

Tigers (TM)

Tiger managers have confident notions of themselves. They set themselves on a higher cliff and look down on others- most often 'the prey'.  Leading largely successful but  solitary lives, except for requirements of official communion, these managers are cooped up in offices behind mahogany  type desks in style.

They have their fiefdoms and territorial ranges earmarked. They will combat anyone who enters their fiefdom. They hold on to their principles. Interdepartmental or inter jurisdictional boundaries are drawn up; any encroachment (perceived defence threat)  is guarded against with utmost alacrity.

They are in command and is wary of intrusion. During  presentations, they prance up and down, they snarl and pounce on opponents but with intelligent thought. The TM  manager authentically and assertively,  (roars emphatically triumphant and a lesson for all) finishes off his opponent. This type of a manager permits his cronies (his followers, his disciples) to share his booty. He expects huge bonuses  and gives his department staff good increments too. This type scowls when annoyed, bares their fangs, and  moans when tensed up. They cannot let their anxiety be known to the outside world. They are loners, quietly assertive for themselves. 

What would Tiger Managers like young professionals  to do?

o   Keep positive attitudes

o   Train (business and technical); groom with authenticity

o   Ensure tooling (computers, workstations, etc.)

o   Let others participate in management decisions until it affects them.

o   Seek value in service.

o   Trust colleagues.

o   Respect colleagues

o   Be security conscious.

o   Data privacy assuring.

o   Permits you to be  on flex time as he is result driven

o   Insist on  accountability where possible

o   Lead through example.

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo- 3 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Animal 3 : The Jackal 

The Great Pretender (GP) -  the Pretentious Manger:  The Jackal

He has no illusions. He knows he does not know. He is  totally aware of his limitations. Originally from a great lineage of opportunism, he belongs to an ilk of predators, preying on subordinates while currying favors with superiors. He has to cover up his ignorance. 

This type  is careful not to antagonize anybody in power. He normally tags himself to one big boss. On the sly, he lets it be known or rather, proudly exhibits,  that his boss has failings. Any problems, he whispers (whines) are to be blamed on these failings. In today's context,  professionalism is often substituted by envy. 

It  may be true that he may have been a good student during his youth. He is possibly into difficulties in more recent times as he has not up dated. He seeks accelerated career progression commensurate with his brilliant past not the decadent present. He therefore feels that he needs to be showing off his intensity for the systems and procedures. He is keen to ensure that his systems approach is acknowledged as good if not great. Fact of the matter is, he really does not care for either.  The Internet of Things is another farce for him. But he quotes Sundar Pitchai. 

He excels in pretending to the contrary and indulges in theatrics just to protect his ignorant flanks. He likes to lord over; always attempting to imitate  the boss,  who to him,  is lion. 

You,  as a young professional,  see through him but you can be either helpless or be indifferent, given the organizational context. In desperation, you may have to reluctantly watch this type's howls, barks, growls, whines and cackles; but remember-  none of these make a roar! The jackal manager knows a little about technology and pretends he knows quite a bit. 

A jackal cannot be a lion. So let him be.

From the Managerial Zoo- 2 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 


Animal 2- 

The 'Most Knowledgeable' (MK)  Manager- the Hyena.

Leadership in technology companies is different from other companies. The base of the technology is a techno structure. It needs high level managerial skills to keep this highly qualified flock together. Many managers fail to manage. They 'just boss over'.

The MK manager, the hyena,  believes he is a know all - a 'walking encyclopaedia'. Considers it his right that others admire him. No one within the organization, he believes, can match him in his knowledge or in his sophistication. He is of the firm belief  that he has done great work by the company; long tireless years of exertion. He has seen it all: from the tech bubble to the great recession. He claims he has studied the impact of Internet and web based services. He claims to be the chief contributor to the e commerce strategy of the organization.  Internally, he feels that he is somewhat of an unrecognised talent. He seethes internally. He does not care that cannot foster or retain talent.

Though inwardly, he has contempt for his  superior or peer (forget a subordinate),  MK shrinks at the sound or sight of his boss. If the boss calls, he grabs the telephone in a hurry. If the boss expects him to be on a Google talk at an appointed hour, he is around most day and even evenings  just to show his deferential obedience. His sole intent is to keep his position intact and earn as much money,  by means fair or otherwise,  as he can. He is discreetly ambitious; knows he has frailties but to overcome these he is arrogant to those lower in the hierarchy. He laughs at subordinates as if they were unworthy human beings; treats them even as slaves or as doormats. He seems a colonial master who strongly believes imperialism produces results. 

The hyena accelerates 'official killing'  of any targeted employee so that he can share the kill with the scavenging boss. The latter uses him effectively to obtain information or to hunt people whom he (the boss) is loathe to carry along. The boss lets hyena kill so that he can enjoy the kill. The boss knows the hyena delivers. So he lets him be.

Tactics to beat away the hyena:

Do not just communicate,  make sense of organizations through effective communication. (including prolonged silence to the hyena's laughter)   

Keep on focusing on customer needs. The companythen needs you then more than the hyena.

Hunt on the basis of data; the hyena cannot match you there- he goes by instinct.

Think to a pattern. 

Work to a pattern.

Tread not on the hyena. He might have the support of the big boss.

Concentrate on the team  effort. Remember 3 dogs may beat a hyena.  IT is a collaborative platform.

Develop interpersonal skills to match the hyena's laughter.  

Show depth in knowledge; the MK hyena then knows he cannot trifle with you.

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo-1 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Animal 1: The Porcupine-Dog Cross (PDC) Manager

What happens when you work with a barking, bully manager? He is not so knowledgeable on technology, yet claims he is (MK- most knowledgeable). He has delusions about himself. 

He uses vulgar, hurtful language unbecoming of your expectation of a senior. In his stentorian tone, he lets the world know of his ' virtual, logical' knowledge. He unabashedly states that he is the repertoire of accumulated wisdom. 

Communication  from him , whether it be on the mobile or on Google talk, is  a series of lacerating jabs- . He avoids face to face meetings and takes no explanation. With prickly quills, he tramples on your ego, and your self respect. He dances on your organizational opes in a destructive disregard of your knowledge or of your effort. He bruises you to such an extent that you are rendered   incoherent even as you attend to his phone call.  The bully manager has the temerity to terrorize you through organizational hurt. At heights of his victorious  spear hurling exercises, he lets you know that  'you are good for a golden handshake' but he reiterates that he compassionately does not fire you in these days of recession. He challenges your professional etiquette to the hilt. 

To add to your  commiseration, he sometimes goes public with the brutality of his arrogance. The bully manager is convinced that he is smart. It could well be that he really might be an expert at some relevant area,  which for you is  difficult. .He marks email copies to other colleagues to show them he has cut you to size. Some in the organization applaud him - some loud with envy at your professionalism, others whimpering in whispers. seeking to curry favour with the powerful boss  You  hear all; these negative sounds hurt you even more.  Many of his minions who are self seekers in the office flatter him; (them hangers on) some of your peers look up to him  as a demi-god. That is because he  wields power. 

Think for a moment: he intimidates   because you are   a soft guy who lets him so do. He treats you as 'an exemplary weakling' with whom he can get away. It is possible that you are so subsumed by him that your personality goes in to a shell. You, with a hundred thousand wounds, un-detachable quills on your psyche  are a grievously hurt person. Do not be so upset: remember you are technologically proficient. If you are not, gather your wits and enroll yourself for a higher learning programme on line. It is degrading to be tormented.The bristles hurt all over but be wise to bide your time. It is a great risk to go out into a technologically rapid world where there are not enough jobs. So plan and execute. 

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

Skills for the Internet of Things Manager

Current Manager's  Skills	The IoT Manager's Skills
Critical Thinking	Analytic, data driven, mechatronic thinking
Communication	Communicating across Disciplines, Processes and with Machines
Creativity	Collaborative, computational Creativity.
Problem Solving	Problem Sensor
Collaborative	Interdisciplinary Integrative
Leadership	Social Sensitivity
Work Cultural	Cross Cultural ; Clinical
Entrepreneurial	Group Entrepreneurial
Presentation	Social Sensitivity
Planning	Simulation
Human resources	People and Processes (Of Men and Machines)

 Copyright vests with the author. He can be contacted at jaynayar@gmail.com 

Digitalizing Educational Throughput in Emerging Economies in the Days of The Internet of Things

The convergence of the digital and the physical realms induced by the Internet of Education (IoEd) in the educational  world is the new big trend in education.

Under the scheme of IoEd, a connected series of devices assist learning and teaching. A smart phone with a student, when interconnected on the internet, performs beyond its original, primary  function of receipt and transmission of calls. This connectivity although a secondary function, assumes import in the Age of IoT. The smart phone is equipped with technology that helps the students to source from several channels of information and knowledge which have networked knowledge sharing function such as  (access to video- films (You Tube, Khan Academy, Ted Talks), social networks, (forum of Edunext, MOOCS)  e-library (EBSCO); teaching/ learning education delivery platforms (Blackboard, Moodle) and general news  (from Reuters to Bloomberg alerts). 

This forward and backward linkages machine 2 machine (M2M) and Machines to Men (M2m) are transforming the education field in gargantuan proportions. Online learning is acquiring space and reducing the distance to education. In emerging economies, IoEd is more equitable and avoids elitism. The Internet of Education induced advanced digital learning transforms student lives by linking machines and systems to teaching and learning processes. As these machines and systems are interconnected, there are huge resultant learning economies and economies of scale at a macro-level for huge sized emerging countries like China and India. Inaccessibility ceases to be an issue, given the pervasiveness of digital  devices like smart phones. The technological transformation in the education landscape will  result in a 'big skill push' to the economy (compare the Make in India campaign of India Government) with emphasis on 'across the board' skill development.

The thinning of lines between online learning - click and mouse- and teaching services in brick and mortar schools will open up hitherto untapped dimensions in studies. Digital and physical learning would work in tandem. The inter-connectivity will help reduce the time to learning for the students. The less performing student will have a technical aid round the clock. Doubts are cleared in real time and the learning cycle is shortened. Human interventions (which are rather boring in actuality) are minimized thus augmenting productivity and value creation in education. Teacher talk time is reduced. In MacAulay's language 'the agony is abated' for the student!

Machine induced responsiveness leads to higher student satisfaction. The need for emerging economies is to blend educational expertise with technological expertise. A plethora of  digital-educational  companies must spring up (Let a thousand flowers bloom as Mao said) so that so that emerging economies run the race to be ahead of the learning and experience curve.

  

Innovation, design and learning need to be closely intertwined to learn from each other and adapt to each other,   Software development must be guided by the futuristic needs of education. They must juxtapose with the objectives and horizons of the educational hardware. Emerging economies may have to invest  in software centres exclusively for education. Software ought to be compatible with hardware availability as also be adaptable to a diverse and huge country (say as in China or India).  Connectivity is the contemporaneous confluence of communication (machine 2 machine; machine to human), collaboration (between hardware and software; between various education providers) and compatibility (of systems and with jurisdictions).

Platforms are essential to enable new learning.  A powerful platform would have the following features:

·         receipt of data

·         analytical abilities;

·         predictive abilities;

·         culling out insights from information;

·         interpreting data patterns on an ongoing basis;

·         simulative capabilities

·         optimal solution suggestions

·         it must be cyber - secure.  

How will the platform help the teacher?

·         It will equip him/ her with analytics, simulation, and optimization solutions.

·         It will help by sending across real time feedback;

·         It will assist in optimizing and real timing decisions.

·         It will help him strategize his approach;

·         It will help exception management such as top performer expectations and least performing student anxieties.

What should be the deliverables the education  sector should be looking for?

·         Prediction revealing education solutions

·         collecting real time education data

·         providing education intelligence

·         providing actionable insights  to teachers, administrators  and regulators

·         Smart software tools

·         analytics' abilities

·         algorithms to help achieve higher levels of efficiency  

·         A secure and reliable cloud-based platform  

·         monitoring and control management systems with real-time visibility  

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References for this Article:-

Annunziata, Marco ' The Value of Interconnectedness: Toward a new kind of industrial company '  General Electric

G´omeza Jorge, Hueteb Juan F., Hoyosa Oscar, Perezc Luis, Grigorid , Daniela 'Interaction System Based on Internet of Things as Support for Education' Procedia Computer Science 21 ( 2013 ) 132 – 139

Hannon, Valerie , Patton, Alec and Temperley, Julie : 'Developing an Innovation Ecosystem for Education' Cisco

Selinger , Michelle, Sepulveda, Ana and Buchan, Jim 'Education and the Internet of Everything How Ubiquitous Connectedness Can Help Transform Pedagogy' Cisco

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Note : These strands of thought are a part of the research work being undertaken by the author on the Internet of Education. Copyright of this material vests with the author, Jayaram Nayar. He can be contacted at jaynayar@gmail.com