An investigation into the effect of systematic design methods in craft,design and technology (CDT)

This paper has grown out of a long standing personal concern that the current approaches to design teaching are too narrowly based and that they can distort the very activity that they set out to encourage. A survey of the comments made in Examiner's Reports of pupil's work in public design examinations during 1986 & 1987 provides some insight into the difficulties that pupils experienced in carrying out their design activities.Design activity in schools developed from the beginnings initiated by the curriculum development projects of the late 1960's and early 1970's. These put forward methodical approaches to designing which have become widely used in UK secondary schools and which are now firmly embedded in the publications and project assessment framework of the current national examinations.The present study suggests that, while these methodical approaches clearly work, they imply a logical progression of thought which does not necessarily parallel the pattern of human thinking. It is recognised that pupil's design folios written up at the end of a project can be made to describe a logical, systematic procedure which has more to do with the assessment framework than the actual developments of design ideas during the project. Indeed, teachers and candidates were being actively encouraged to base their work on these structured frameworks:The actual style and quality of the folder presentation is also important. This is particularly so when working to a detailed mark scheme. Certainly it is easier to mark a folder which broadly follows the pattern of the mark scheme than one which is very erratic. Teachers are advised as to the advantages of using the mark scheme as a teaching tool and as a guide for folder presentation. NEA, 1986.Finally, the paper examines some more recent developments in the procedural models of design activity and the way in which professional designers approach their work. These insights provide an indication of the way forward for school design work and its assessment.     

Who's in charge here? You or your computer?!

To pinpoint problems, look at hardware, software, support training and the user. The problem may reside in any one, or several, of these areas.     

Educated guesswork

Just about everyone applauds the use of cost estimates for federal programs as a way to curb the federal government's tendency to spend in the face of rising budget deficits. But a nagging question arises: Just how good are these cost estimates?     

The role of extension in the development of the farmer as entrepreneur

Different viewpoints were expressed at the 1990 annual national conference of the South African Society for Agricultural Extension regarding the role of extension in the development of the farmer as entrepreneur. It is expected that public funding will increasingly be limited to functions of general public interest. To achieve independence farmers should be willing to expose themselves to entrepreneur development stimuli. it is in the public interest to develop scarce human, economic and natural resources. Research findings indicate distinct behavioral differences between entrepreneurs of differing perceptions. A comprehensive interdisciplinary education is recommended for agriculturalists. Because needs change, education programmes must be re‐evaluated from time to time. It serves little purpose to educate people in extension who do not have a technical message to communicate. The state extension service seeks closer cooperation and liaison with agricultural co‐operative and private sector know‐how. Departmental policy will probably be less rigid in future.

A clear distinction should be made between information and extension services. The adoption of an ethical code for extensionists may be opportune. Relevancy is an important contributing factor to extensionist credibility.     

The growth of UK companies and their contribution to job generation, 1985–1987

Theories of firm growth are reviewed and various models examined. The firm growth and job generation process in the UK over the period 1985–87, is examined empirically, by using the very large data files of the Dun and Bradstreet credit rating organisation. In the analysis, four computer processes were carried out; the sorting and matching of files, the cleaning of the data, the validation of the cleaned data, and the scaling up the results. The final adjusted data were grossed-up to provide an overview of the growth and job generation potential of UK firms. This is compared with past results for the periods 1971–81, and 1982–84. Small firms performed well, providing 48% of all new jobs, although consisting of only 21% of all employment in 1985. The 1000+ employee range provided only 13% of all new jobs over the period, although consisting of 37% of all employment in 1985. An overall trend of positive performance in smaller firms, and negative in larger firms was apparent. The 20–49 employee cohort performed unusually poorly in firm and job creation, against the expected pattern. The effect of takeovers, mergers and rationalisations on employment was examined. As expected, there was negligible restructuring of small firms, but over 5% of employees in the largest 1000+ cohort were involved in some form of reorganisation.In this and the two previous studies for 1971–81 and 1982–84, we found a consistent pattern of small firms as net generators of jobs, and large firms as net losers. This overall net behaviour is essential for the overall stability of the population, and can not be seen in good or bad terms. Bolton in 1971 found that the UK had an unduly small and weak small-firm sector. That trend to concentration is being reversed.This research was supported by the Department of Employment, Small Firms Division.     

Identifying the employee of the future

Hewlett-Packard evaluated its future marketing needs and compared it to the capabilities of current employees. This case study is an example of how other companies can ensure they have the best people to meet their strategic goals.