Matching Items (2)
Description
Career and technical education was founded on the common practice of apprenticeships integrated into the public schools at the beginning of the 20th century as manual arts, which continued to evolve into a culture and practice of its own as vocational education, and into what is now career and technical education,with an evolving focus on college and career readiness. This study sought to collect and compare the perceptions of superintendents, principals, assistant principals, and deans who were affiliated with ten Northeastern Arizona high schools, which were members of Northern Arizona Vocational Institute of Technology (NAVIT) to seven similar sized high schools in rural Arizona, which were not affiliated with NAVIT. The NAVIT schools were members of the Joint Technological Educational District. The member schools were required by intergovernmental agreement to operate their career and technical education programs by specific guidelines and curriculum.This study also compared the combined average academic achievement of the 2011 CTE concentrators of the NAVIT high schools, the non-NAVIT high schools, and all Arizona statewide CTE concentrators. Both NAVIT and non-NAVIT administrators were administered a survey, designed to measure perceptions of college/postsecondary preparation, career guidance and counseling,academic tracking, and curriculum. Results revealed that both NAVIT and non-NAVIT administrators were supportive of career and technical education, but for different reasons. The NAVIT administrators tended to view students in career and technical education programs as more mainstream, with college opportunities. The non-NAVIT administrators supported career and technical education as a system of programs that offered students opportunities for success, whether college bound or not. A significant number of NAVIT and non-NAVIT administrators opted for no opinion responses for several potentially controversial survey questions, which suggested discomfort with the topics. The academic achievement of the NAVIT, non-NAVIT, and statewide CTE concentrators as measured by the Arizona Instrument to Measure Standards pass rates were marginal between groupings. The statewide average was highest, followed by NAVIT, and non-NAVIT. Recommendations for further research include conducting personal interviews of administrators to better assess leaders' perceptions of career and technical education and their influences on the academic and postsecondary career successes of students.
ContributorsHaussman, Charles E (Author) / Spencer, Dee Ann (Thesis advisor) / Appleton, Nicholas (Committee member) / Mckinnon, Jeri (Committee member) / Arizona State University (Publisher)
Created2012
Description
Neurotact x Exotact is the product developed by Team Kensho in response to Adidas's primary research question, "How can Adidas embrace a true circular economy with far more reuse and recycling incorporated, while ensuring that all products travel from factory to foot in a more sustainable way while providing an engaging consumer experience?" Neurotact x Exotact is a modular football helmet chinstrap with an added compression neckband that has built-in motion monitoring capabilities. Neurotact x Exotact reduces development of CTE through updating football coaches on player condition through a mobile app in real time. Using motion centers installed in the chin cup, Neurotact x Exotact measures potential brain trauma received while the compression neckband reduces brain trauma through decreasing angular rotation of the head during high-risk scenarios. This thesis documents Team Kensho's attempt at proving the business model of Neurotact x Exotact. The final business report on Neurotact x Exotact is the culmination of all the research and business development conducted in order to validate Neurotact x Exotact as a valid product that meets stakeholder expectations, makes global impact, generates savings, creates sustainability, and improves the world through sport. Neurotact x Exotact is proven through the lean startup business model, where various assumptions on customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure are examined and confirmed through market research and analysis. In addition to the final business report, additional documents include the Fall 2017 business report to give background on the development process behind Neurotact x Exotact as well as a reflection paper on the W.P Carey academic experience and the role this experience had in the creation of Neurotact x Exotact.
ContributorsSkolkov, Ilya (Author) / Trujillo, Rhett (Thesis director) / Hedges, Craig (Committee member) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05