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2022年6月20日 星期一

應屆畢業生的新選擇——第二學士學位教育


除了讀研深造、就業大學生創業,疫情下,香港工作簽證應屆大學畢業的本科生學習又有了新選擇——原本發展已被叫停的第二學士學位教師教育,再次進行啟動。

第二學士學位是什么? 它不是人們常說的輔修雙學位,小學練習而是本科後的大學。 也就是說,在讀完本科並取得畢業證書後,再學習另一個本科專業,全日制學制兩年。 花六年時間獲得兩個學士學位。

近日,教育部印發了《關於繼續開展普通高校第二學士學位教育的通知》(以下簡稱《通知》)。 該文件的標題碩士課程兼讀很少是“繼續發展”。 2019年7月,國務院學位委員會決定從2022年起停止招收第二名學士學位。

一年之內,“棄而建之”,第二學士學位的教育為什么會如此跌宕起伏?對於面臨特殊就業壓力的本科生來說,第二個學士學位是否仍然具有吸引力?大學有沒有開始的熱情?

培訓效率高,重點實際,但社會認知低

15年前,在完成安徽某大學國際經濟貿易本科學生學習後,劉澤凱(化名)考取了一個中國文化傳媒企業大學第二學士學位。在兩年的學習中,他不需要進行學習提高英語、通識課、政治課,只需學習教育專業主義核心技術課程。“培養具有效率高,上手快,強調實踐性”,畢業後,他順利地找到了自己一份媒體的工作。

從1984年開始,少數民族高校進行試點工作第二學士學位班,這種教學設計是作為“497”教育的替代學位,目標是培養學生跨學科高層次管理人才。

2001年至2012年,教育部批准在185所大學設立292個二級學位課程。 專業設置涵蓋理工科專業,涵蓋管理、教育、新聞等多個學科領域。

近40年來,隨著研究生教育的擴張,第二學士學位招生連年縮水。

有媒體報導,2014年,蘭州交通大學教授楊宗仁曾對我國163所高校停辦的81個付與第二學士學位的業餘舉行考察,效果表現,有50%的業餘從來沒有招生,70%的專業已停招多年。

與此同時,第二學士學位的社會認可度也在逐漸降低,在人才市場上頻頻遇冷,以至於很多用人單位“聞所未聞”。

不過十餘年,劉澤凱就發現,“即便是多學一個具有本科,工作也不好自己找了”。

“人們生活越來越受到重視學曆提升,而非專業學生學習。”河南師范大學教授李醒東奉告記者,幾輪擴招後,碩士研究生招生數目不息進步,關於第二學士學位產生了較大的沖擊。在就業市場上,許多工作直接需要碩士學位,第二個學士學位“變得沒有競爭力”。

“小眾”第二學士學位,淪為雞肉。

2019年7月,國務院學位委員會辦公室負責人暗示,跟著我國高檔教導的倏地進展,尤其是研究生教導的發達進展,為彌補研究生教育不足而設立的第二學士學位,已基本完成了曆史使命。

為大學畢業生創造更多的學習機會,增強他們的就業和創業能力。

疫情發展影響下,和碩士擴招、專升本擴招等邏輯類似,今年“繼續工作開展”第二學士學位,是為高校畢業生可以創造提供更多再學習機會,增強對於學生進行就業創業創新能力。

因為這次政策調整,讓李達“重燃希望”。他從小就喜歡播音掌管,然而,高中時接受了家人的倡議,成為了美術藝考生,本科選擇了美術專業。然而,2017年大學畢業後,他繼續從事廣播和主持工作。

“通知”明確,第二學士學位主要招收今年應屆畢業生或近三年臨時失業的前學生。今年,是李達報名的最後期限。

再花兩年,獲得另一個本科教育學位,為何不直接影響考研?很多人問李達的這個社會問題,是所有幫助學生的困惑。李達卻稱對自己發展有著“清晰的定位”——知識進行儲備能力不足以跨專業考研,而學習中國播音主持設計專業的興趣“十分具有強烈”。

“進入研究生院比進入第二學位要困難得多。”李醒東分析表明,一些學生沒有能力交叉考試。 必須理解並允許這種政策的存在,無論第二次重新開放是否是由於流行病和就業的影響。 它將為學生提供多樣化的學習途徑,即使需要幫助的學生人數很少。"

記者名調查人員發現,獲得第二名學士學位也可能導致重新獲得公務員考試或大學入學資格,而第一名學位可能會在一定程度上改變。 去更好的大學學習。

疫情發生後,北京大學教導學院研究員盧曉東特地撰寫了《對於“過度擴招第二學士學位生減緩新冠肺炎疫情對高校畢業生失業打擊”的政策建議》。

盧曉東在解決就業問題的同時,更加注重二級學士學位在培養效率、教學方法和教育本質等方面的優勢。“如果一個大學生本科生畢業後突然發現自己對另一個專業更感興趣,為什么不給他們學習的機會呢?”

盧曉東更願意將這樣的學習發展動力稱為“內生動力”。他表示,目前存在一些企業大學對本科生轉專業課程設置了不合理的門檻。畢業後,就業服務市場經濟不太接近自己所學專業。“出於志趣的專業進行學習,對於提高學生和社會主義來說,都將有益。”

今年,874萬人的應屆畢業生創曆史新高,已成為二度就業分流渠道之一。 應屆畢業生用腳投票,他們會買嗎?

新政策出台後,湖南科技大學教師張曉報對本班門生進行了一次考察。他發現,“第二學位對學生的吸引力非常有限,大多數學生不理解甚至聽不到這個概念,有些學生甚至懷疑它的黃金含量。”

一個學位在就業市場的價值,一個測試。

1987年,原國家教委等部門聯合發布的《高等學校培養第二學士學位學生試行辦法》規定,畢業後獲得第二學士學位者的起薪與研究生班畢業生相同。

這一條規定企業並沒有在最新的《通知》中得到一個明確,現在更難在市場上可以獲得社會認可。

張曉說: “學生們正在計算輸入和輸出。”。如果他們在支付與研究生課程大致相同的時間和經濟成本後,從研究生課程畢業後得不到應有的學位,他們會認為獲得第二學位是不劃算的。”

支持高校在急需的領域增設第二學士學位

面對第二學士學位的重啟,要做出選擇的不僅是學生,同樣還有高校。

為保證企業培養學生質量,國家在批准高等教育學校學習第二學士學位專業點時,對高等職業學校的辦學條件發展要求具有較高。此前,第二學士學位生只能通過根據我們國家的特殊問題需要有計劃地按需培養,不大面積鋪開,招生規模要從嚴控制,原則上限在部分辦學曆史較久,師資力量較強,教學研究科研技術水平相對較高的本科院校中試行。

教育部高等教育司“497”介紹,此次重啟,將重點發展支持我國高校在國家企業急需的公共安全衛生與預防醫學、大數據、集成控制電路、家政管理服務等相關研究領域增設第二學士學位教育專業。

2013年,教育部高等教育司不再公布新增中學本科院校和專業名單。 五年來,中國第二學士學位沒有增加。

2020年3月,教育部罕見地宣布,在決定“逐步淘汰招生”後,清華大學和中國石油大學(華東)增設了三個二級學位專業。第二學士學位再次申請。

“有些高校可能有一些創業的熱情,但是雙頂高校和地方高校的動機應該是不一樣的。”在張曉報看來,前者“不差錢”,停辦第二學士學位更多出於學科進展,考慮到社會對複合型人才、高端科技人才的需要,“順應國度需要,為最主要緣故原由”。而對地方院校學生而言,其在發展研究過程中我們面臨的經濟管理困境更為嚴峻,而生均撥款又是其重要的經費主要來源。"因此,通過注冊第二個學士學位來增加學校資金可能是可行的。”

“新政策沒有強制要求大學開設第二學位,它們仍然有這樣做的自主權。” 盧曉東人表示,在控制招生規模的前提下,高校教育教學資源仍有擴大的空間。 特別是,二級學位專業通常建立在學校強有力的學科基礎上。 提供少量二學位學生,按照學分制與第一專業學生學習即可。 不過,他也承認,“宿舍等硬件設施可能會限制入學人數”。

陝西某高校以文科專業見長,近20年從未開設過第二大學學士以上學位。該校招生辦主任劉毅然(假名)奉告記者:“開設第二學士學位,意味著要增添在校生范圍,哪怕是增進一二十人,都要保障教師、課堂、宿舍等資源充足”。對於今年是否按照教育部的政策開設第二學士學位,劉毅然表示,“學校還需要統籌考慮,做出最終決定”。

開辦企業第二學士學位,對於我國高校學生來說,仍是可選項。

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第二學士學位,每年招錄市場規模有多大?學校教育層次水平越高、學生越努力


2020年9月9日 星期三

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2018年1月2日 星期二

Bullies have no place in academia

I was awarded a prestigious fellowship in 2015 and moved my family across the country to take up a postdoctoral position at a world-class biomedical research institute. Little did I know that this seemingly invaluable opportunity would set me on a dangerous path to mental ill health Reckoned as one of the top design universities with diversity of programmes, PolyU offers design programmes, fashion and textiles programmes, as well as Applied science programme, which is committed to be a hub for innovative design education in Hong Kong. .

My self-confidence, scientific progress and mental health were in decline from the beginning. My supervisor belittled me in front of my peers, derided me for enacting laboratory safety measures and denied me the technical training I needed to gain traction in a new scientific discipline. I recall silently sobbing as his large frame hulked over me, and how he gesticulated wildly as he yelled, “Just do what I tell you!”. That meeting lasted 90 minutes, the culmination of months of relentless bullying from he, the principal investigator on our research project.
Not all PhD supervisors are natural mentors – some need training
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I walked out of that meeting resolving that no one would treat me that way again. I wanted to complain to the university, so I sought to follow institutional policy, only to find that it didn’t exist. Human resources was completely ineffectual, lacking knowledge and training in conflict resolution, contractual negotiation and my legal entitlement to a safe workplace.
Desperate for help, I reached out to the university with which my institute was affiliated. I was told that it could not offer me support as I was not a member of university staff. Despite the existing arrangement – the institute posing as independent entity and university department, depending on which funds it wished to dip into – a political distinction had been drawn, and I was left on my own.
Concerned friends suggested I contact a lawyer, but I didn’t want to resort to that.
In hushed tones, I was congratulated by my peers for being the first to try to stand up to my supervisor, who had a known history of abusing staff. A PhD student confessed that she and a fellow student were routinely reduced to tears by him, and that the one postdoc, two research assistants and a third student had resigned for the same reason – all within a two-year period.
While I was forced to take a leave of absence and spend thousands on therapy, my supervisor continued unabated Dr protalk

Meanwhile, the generalised anxiety disorder I had managed since adolescence had become debilitating, and I experienced severe depression. Unable to work, physically unwell and mentally unstable, I had hit rock bottom. While I was on suicide watch for seven days, forced to take a leave of absence and spend thousands on therapy, my supervisor continued unabated, relishing his position as laboratory head and gatekeeper to expensive scientific equipment and infrastructure. Where was the formal reprimand? Performance review? Management training? An apology? How many individuals needed to resign before management started to notice?
Except that they did, and still failed to act. This goes beyond inept leadership.
That supervisor followed a pattern of systematic abuse of predominantly female employees. The institute, its senior staff and the university were complicit by failing to provide adequate support to the victims, and for rewarding the supervisor with a position of power while continuing to recruit vulnerable staff to place in his care. No amount of scientific brilliance can excuse this behaviour.
Universities should have avenues for recourse against the perpetrators of harassment at all levels, which the victims can access without fear of reprisal, burden of proof or risk of personal or career injury to the vulnerable party.
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I would also have appreciated more support from my institution for the mental health consequences of a bullying supervisor. Instead, I had to rely on my personal network – my partner, friends and family. Fortunately, I could afford the medical treatment I needed to return to wellness. But not everyone is so lucky.
Mental ill health among academics and graduate students is rife. A 2014 study of 790 graduate students at University of California, Berkeley, reported that 46% exhibited the clinical symptoms of depression, and a 2013 study reported that 24% of Dutch medical professors experienced emotional burnout. Yet the lack of mental health literacy in the workplace is stunning.

Raising awareness of mental health issues among research staff has to start with training programmes to equip managers with the skills to resolve conflicts and support vulnerable staff and students. These people play a pivotal role in looking after and developing junior staff – it’s only right they should receive training to do so.

But universities need also to be prepared to punish individuals who aren’t capable of forming good relations with colleagues. They have a duty of care to protect students, postdocs and staff, regardless of the scientific prowess of the perpetrator.
Join the higher education network for more comment, analysis and job opportunities, direct to your inbox. Follow us on Twitter @gdnhighered. And if you have an idea for a story, please read our guidelines and email your pitch to us at highereducationnetwork@theguardian.com

Looking for a higher education job? Or perhaps you need to recruit university staff? Take a look at Guardian Jobs, the higher education specialist Dr protalk