@about 4pm we went to canary wharf (known as Central London) touring the area with high building occupied by All the Big Banks located in central London. Canary Wharf is a business district in dockland with the underground/overground train and shopping centres were beauty to behold.
We then move to the British Parliament (House of Parliament). Were we meet with a Member of Parliament name Mark Tami MP our host who inaugurate “latest Innovation in Optical Network Technology” and the speaker was Mr. Ed Viazey who is the Minister for culture and digital Economy.
British house of parliament buiding
DAY 32
WEDNESDAY, 13TH APRIL 2016 @11am, It was an award ceremony for ECDL qualified students who pass ECDL Exam including all fellows. We visited Stratford Campus, UEL, UK and attended the award ceremony. The program started with our presentation followed by certificate distribution. We all fellows received the certificates from John Joughin, Vice-Chancellor of UEL, UK.
DAY 33
Thursday 14th April 20016 @9am, TCO06 Library Building Down Floor , our training Kulvinder Kalsey take us through a TOPIC: MOODLE AND MAHARA TRAINING. She explain that:
--Mahara is an independent open source software.
An electronic portfolio or ePortfolio is a generic term encompassing as wide a range of types and products as there are reasons for using them. The simplest starting point is to consider an ePortfolio as an extension of the paper based-portfolio, bringing with it the obvious benefit of making a portfolio of evidence portable and shareable anywhere that you have Internet access – "the new generation of the three ring binder" JISC My World Project Final Report, Roberts. 2006
In fact, an ePortfolio has a much broader scope as an online collection of reflections and digital Artefacts (such as documents, images, blogs, resumes, multimedia, hyperlinks and contact information). Learners and staff can use an ePortfolio to demonstrate their learning, skills and development and record their achievements over time to a selected audience.
"ePortfolios... are personal online spaces for students to access services and store work. They will become ever more useful as learners grow up and start moving between different types of learning and different institutions" Secretary of State for Education and Skills, UK, January 2006.
They have the potential to provide a central, linking role between the more rigid, institution-led learning management system and the learners’ social online spaces.
There are sound applications for the learner, the teacher, the institution – and sometimes combinations of the three. A teacher and learner for example can be one and the same person, with differing requirements from the same ePortfolio. It can be used to create collections of artefacts to share with fellow students, peers, family and friends, to present to potential employers and to complement applications for research funding. In short, it is an online space from which to manage your life, learning and goals.
Learning - Reflective learning, personalized learning, lifelong learning
An ePortfolio is an ideal tool for meeting the needs of established and emerging pedagogy and approaches to learning.
Reflective learning is "...a form of mental processing that we use to fulfil a purpose or to achieve some anticipated outcome. It is applied to gain a better understanding of relatively complicated or
unstructured ideas" HE Academy Guides for busy academics, no 4, Moon 2005
An ePorfolio allows for building in reflective activities for learners and staff, through blog functions and the creation of 'Critical incident diaries' in which users reflect on their learning and experiences over a given period or activity. For example, this could be reflections on how a student dealt with a problem, or processed some new information on a given topic. This can become a two way process with a tutor or peer providing feedback via the same diary.
It works as a user-centred, personalized learning space allowing the user to shape the way they present themselves to the world. Content and layout can be personalized to create multiple Views which meet the specific, differing or changing requirements of the user. This ties in with one of the key tenets of personalized learning, that students become key partners in the design of learning to suit their needs.
"Personalizing learning involves thinking about knowledge as an active process. Students get to be informed, active participants in their own learning, they contribute to decisions about what learning can work best for them, and they have a much better understanding of how they are progressing."
@2PM MEEETING WITH GURDISH SANDHU, She talk on COMMUNICATION STYLES, How people communicate tends to reflect how they are processing information in their brains. We all have different types of communication so it can sometimes feel as though your employees are literally speaking a different language!
All of us click with some people quicker than others. A lot of this has to do with our style of communication.
There are essentially four types of communication - visual, auditory tonal, kinaesthetic & auditory digital. Some people prefer to process information in pictures, some as sounds, others as feelings etc.
Whilst everyone uses all of these systems to some extent, most people will have a dominant style that they prefer to use.
Each one of the different types of communication has certain characteristics. Good communicators are able to notice these in other people and adapt their own way of communicating accordingly.
Summary of the four types of communication:
1. Visual: People who are visual tend to be thin with an erect posture and high voice. They are very fast talkers and they use visual words such as bright, focus, perspective, colourful, seems, look etc.
When a visual person tells you ‘oh, I see what you’re saying’ they mean it literally. To them they have to ‘see’ an internal picture of what you’re saying to understand and memorize it.
Visual people struggle to follow long verbal instructions, their minds tend to wander off.
2. Auditory: People who are auditory often have nice melodic voices and tend to tilt their heads to one side as they listen. They like to use words like harmonious, loud, ‘sounds like’ etc. When they say “I hear what you’re saying” they mean it literally.
Auditory people find it easier to follow verbal instructions that others but are more easily distracted by noise.
3. Kinesthetic: Kinesthetic people are often fuller figured and round shouldered. They speak very slowly compared to the other communication styles because when they process information they have to get a sense or a feeling about it which is a much slower process than looking at or hearing something.
The words kinesthetics use include touchy feely words like heavy, grasp, feel, warm, get a handle on, pull some strings etc. Team members who are kinesthetic will need to do or walk through something to memorize it.
4. Auditory Digital: People who are predominantly auditory digital tend to speak in monotone, clipped voices. They also like to fold their arms, hold their head up and gaze over your head.
Under pressure they often use super convoluted sentences with lots of big words that make no sense to anyone else. They’ll say things like ‘statistically speaking’, reasonable and logical.
Team members who are auditory digital will memorize things by steps and procedures.
The implications of these different types of communication are:
· We tend to have more instant rapport and a liking for people using the same style
· We tend to struggle to communicate with those people who have different types of communication to us
· When we’re talking to teams we need be aware of adapting what we say for each style
· The way to quickly build rapport with others is to match and mirror their style of communication
· When we’re stressed we tend to revert to our own preferred style
Influencing styles: Prepare for the person, not the task
When you are going to talk: Think of
Purpose – why you want to have this conversation?
Process – what can the other person expect to happen in this conversation?
Payoff – what’s in it for the other person to engage in this conversation?
People
 Analytical
Process oriented
Quiet
  Detail, methodological, slower
|
Driver
Task driven, outcome focused, energetic, decisive, big picture (not interested in detail),
Bullet points less detail
|
Amiable
Ask, talk more
People oriented, team player,
Harmony, keeping everybody happy
Risk avert
Avoid conflicts
|
Expressive
Inspiring
High energy, full of ideas, stories, driving creativity, expressive
|
People
If you are going to influence Analytical, you need to slow down and talk at their level. You should go with facts as they are not interested in stories. They do not like wasting their time on stories.
Task driven people are very focused and interested in getting things done.
So prepare for the person rather than the task. Focus on them rather than just focusing on yourself.
Good Book: People Styles at Work...And Beyond: Making Bad Relationships Good and Good Relationships Better by Robert Bolton
3 Influencing strategies
11 Influencing tactics: Influencing tactics are actions taken by an individual to change the attitude or beliefs or behaviour of the other person.
Modway 1978 – identified 5 influence tactics
1. Threats
2. Appeals to legitimate authority
3. Persuasive arguments
4. Rewards or exchange of favours
5. manipulation
Kippins added three more:
6. Sanctions
7. Friendliness
8. Coalitions
Yukl identified 11 proactive influencing tactics
1. Collaboration
2. Consultation
3. Rational persuasion
4. Inspirational appeals
5. Ingratiation
6. Exchange
7. Personal appeals
8. Apprising
9. Pressure
10. Coalition
11. Legitimating
Madam Gurdish further take us through DIGITAL STRATEGY FOR UEL. The Digital Strategy sets out how UEL will redesign its digital services to make it so convenient to all the staff and students in the University of East london campuses. Much of that investment concentrated on applying new technologies to existing products, practices and processes. In that sense digital strategy was much like IT strategy – a process of selecting which technologies you will invest in and where those investments would go. This approach to strategy results in a plan or in the digital world a roadmap. A digital-edge strategy is different for three reasons:
First, the nature of digital technologies like mobile, social and analytics is different. These technologies compliment rather than compete with current systems and information, enabling greater leverage with less disruption.
· Second, a digital edge brings together digital and physical resources resulting in business innovation rather than business disruption.
· Finally, successful digital strategies concentrate on specific business outcomes rather than implementing grand strategies. This gives the effort a clear and manageable focus.
DAY 34
FRIDAY 15TH APRIL 2016 @9am I was in the training room in the library were I was working on updates my Blog with all activities.
