The research investigates the possibility that people in managerial positions in organisations in the former Soviet Union may not match western models of management, and may not be well suited to the new environment. The research finds many differences in psychological profile between FSU managers and western managers, and finds a common Soviet manager profile, which is a poor match to western models of management. The implications of this difference are discussed, and suggestions for coping with the difference, by management development, and by improved selection, are made.

The nature of professional development for the sustained implementation of assessment for learning (AfL) is a pressing and perennial challenge. So too is pupil transfer between schools. This chapter explores how cross-phase collaborative learning supports the development of AfL practice. Teachers from a secondary school and its seven feeder primary schools worked together using three principles of AfL derived from previous research to assist analysis of existing practices, to plan developments, and to scaffold discourse. The value of this approach was revealed by data gathered through questionnaires and interviews with teachers in the working group, along with observations of workshops at which participant teachers shared their work with other teachers, who were also invited to complete a questionnaire. It is suggested that AfL, underpinned by the principles of making learning explicit, promoting learning autonomy, and focusing on learning, can act as a pedagogical unifier across age ranges and subjects and thus aid pupil transfer. Recommendations are proposed for teachers, policymakers, and particularly school leaders.

This paper describes a multi-case study which linked conceptions and practices of assessment for learning to developing learner autonomy within UK primary mathematics classrooms. The project explored the use of assessment for learning in mathematics lessons with Year 5 (9–10 years old) children and their teachers. Four cases were studied in depth to understand how conceptions and practices impacted upon autonomy and control for teachers and learners. A typology of assessment for learning in mathematics is proposed, along with what this might mean for both teachers and learners in terms of the balance between control and autonomy. One case in particular, that of teacher Alex, is highlighted as it exemplified the expert teacher through the conceptions and use of assessment for learning, which led to the children becoming expert learners of mathematics. The class ethos was one of value for personal autonomy. Responsibility and control of learning was a shared endeavour within a community of learners. Community in this respect was broadened to include the environment and resources within the classroom and so demonstrated learners working within an expert classroom. This article was developed from a paper first presented at the ICME 13 conference (O’Shea, 2016).

This article examines the theoretical frameworks of valuing practices and emotional labour in relation to a managerial position within a Higher Education setting. Positive aspects of these frameworks are explored along with challenges that can be faced by those striving to implement these management strategies in their practice. The methods used provided both qualitative and quantitative data via key vocabulary and phrases related to valuing practice and emotional labour as identified through observation and semi-structured interview, and the frequency of key vocabulary being used. The study takes the form of a case study. There is one participant who is a Higher Education employee working in a senior managerial position, line managing a small number of staff. This individual was chosen in order to explore their use of valuing practices and emotional labour within his management approaches. Analysis of the data identified a higher range of vocabulary relating to valuing practices than emotional labour. Overall conclusions are that valuing practices support the well-being of both leaders and staff through the motivation that is inspired by knowledgeable praise. Yet the possible risks of valuing practices should also be considered, such as non-engagement of staff. Emotional labour risks the well-being of leaders more so due to a difference in organisation and individual believes and ethos.