Distance Learning As Innovation Technology of School Geographical Education
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1 Questions for the Record from the Honorable David N. Cicilline, Chairman, Subcommittee on Antitrust, Commercial and Administra
Questions for the Record from the Honorable David N. Cicilline, Chairman, Subcommittee on Antitrust, Commercial and Administrative Law of the Committee on the Judiciary Questions for Mr. Kyle Andeer, Vice President, Corporate Law, Apple, Inc. 1. Does Apple permit iPhone users to uninstall Safari? If yes, please describe the steps a user would need to take in order to do so. If no, please explain why not. Users cannot uninstall Safari, which is an essential part of iPhone functionality; however, users have many alternative third-party browsers they can download from the App Store. Users expect that their Apple devices will provide a great experience out of the box, so our products include certain functionality like a browser, email, phone and a music player as a baseline. Most pre-installed apps can be deleted by the user. A small number, including Safari, are “operating system apps”—integrated into the core operating system—that are part of the combined experience of iOS and iPhone. Removing or replacing any of these operating system apps would destroy or severely degrade the functionality of the device. The App Store provides Apple’s users with access to third party apps, including web browsers. Browsers such as Chrome, Firefox, Microsoft Edge and others are available for users to download. 2. Does Apple permit iPhone users to set a browser other than Safari as the default browser? If yes, please describe the steps a user would need to take in order to do so. If no, please explain why not. iPhone users cannot set another browser as the default browser. -
Higher Education in China, a Paradigm Shift from Conventional to Online Teaching
Higher Education Studies; Vol. 11, No. 2; 2021 ISSN 1925-4741 E-ISSN 1925-475X Published by Canadian Center of Science and Education Higher Education in China, a Paradigm Shift from Conventional to Online Teaching Wang He1, 2, 3 & Gao Wei4, 5 1 DBA Candidate of University of Wales Trinity Saint David London Campus, UK 2 Vice President, Hankou University, Wuhan, China 3 Associate Professor & Dean of College of Media, Hankou University, Wuhan, China 4 PhD Candidate, Wuhan University of Technology, China 5 Dean of College of International Exchange, Hankou University, Wuhan, China Correspondence: Gao Wei, Dean of College of International Exchange, Hankou University, Wuhan, China. E-mail: [email protected] Received: February 6, 2021 Accepted: March 4, 2021 Online Published: March 6, 2021 doi:10.5539/hes.v11n2p30 URL: https://doi.org/10.5539/hes.v11n2p30 Abstract The entire education system, from elementary school to higher education, distorted during the lockdown period. The latest 2019 coronavirus disease (COVID-19) is not only recorded in China, but also globally. This research is an account of the online teaching paradigm assumed in the teaching method by most of universities in China and subsequent tests over the course. It looks forward to offering resources rich in knowledge for future academic decision-making in any adversity. The aim of this research paper is to explain the prerequisites for online education and teaching during the COVID-19 pandemic and how to effectively turn formal education into online education through the use of virtual classrooms and other main online instruments in an ever-changing educational setting by leveraging existing educational tools. -
List of Brands
Global Consumer 2019 List of Brands Table of Contents 1. Digital music 2 2. Video-on-Demand 4 3. Video game stores 7 4. Digital video games shops 11 5. Video game streaming services 13 6. Book stores 15 7. eBook shops 19 8. Daily newspapers 22 9. Online newspapers 26 10. Magazines & weekly newspapers 30 11. Online magazines 34 12. Smartphones 38 13. Mobile carriers 39 14. Internet providers 42 15. Cable & satellite TV provider 46 16. Refrigerators 49 17. Washing machines 51 18. TVs 53 19. Speakers 55 20. Headphones 57 21. Laptops 59 22. Tablets 61 23. Desktop PC 63 24. Smart home 65 25. Smart speaker 67 26. Wearables 68 27. Fitness and health apps 70 28. Messenger services 73 29. Social networks 75 30. eCommerce 77 31. Search Engines 81 32. Online hotels & accommodation 82 33. Online flight portals 85 34. Airlines 88 35. Online package holiday portals 91 36. Online car rental provider 94 37. Online car sharing 96 38. Online ride sharing 98 39. Grocery stores 100 40. Banks 104 41. Online payment 108 42. Mobile payment 111 43. Liability insurance 114 44. Online dating services 117 45. Online event ticket provider 119 46. Food & restaurant delivery 122 47. Grocery delivery 125 48. Car Makes 129 Statista GmbH Johannes-Brahms-Platz 1 20355 Hamburg Tel. +49 40 2848 41 0 Fax +49 40 2848 41 999 [email protected] www.statista.com Steuernummer: 48/760/00518 Amtsgericht Köln: HRB 87129 Geschäftsführung: Dr. Friedrich Schwandt, Tim Kröger Commerzbank AG IBAN: DE60 2004 0000 0631 5915 00 BIC: COBADEFFXXX Umsatzsteuer-ID: DE 258551386 1. -
Releasenote 2Q 2020 Final
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Online Learning During COVID Date Conducted: 04-21-2020 Submitted By: the PTC Number of Responses: 38
PTCNET SURVEY RESULTS - 2020 Topic: Online learning during COVID Date conducted: 04-21-2020 Submitted by: The PTC Number of responses: 38 School Our school is What digital platforms, if any, is your school ChecK all that apply What is the biggest challenge # currently using to deliver online lessons? Platforms that teaching online is posing? delivering designed by your school? Outside providers curriculum fully such as: Learning Management Systems online due to such as Schoology, Canvas etc.; Student unexpected Information Systems such as Managebac, school closure VeraCross, PowerSchool; Online digital or other platform such as Office 365, Google Drive , circumstances. etc.? 1 No We are preparing to base any emergency Blended learning is We anticipate: closure online instruction in Google encouraged but not 1. Thinking about how we might Classroom. required. manage teachers and students across multiple time zones if we have to close and people head to home countries. 2. Maintaining a sense of community when working online. 2 No Google Hangouts, Google Drive Drive We haven't started yet, but we are anticipating the need as we approach elections in Chile. One of the challenges, we believe, is ensuring that elementary aged children have the appropriate support at home to be able to work on their assignments (especially if there are several children in the family online at the same time). 3 No Unified Classroom (PowerSchool) Blended learning is Age-Appropriate activities to encouraged but not continue learning online in the required. event of a closure and level of teacher responsibility with this tasK. 4 Yes Dragons Gate, Managebac, office 365, Blended learning is Teachers and students lacKing Dragons Tube encouraged but not laptops and some connectivity required. -
State of Edtech 2019-2020:The Minds Behind What's Now
EDITOR’S LETTER rational thought and human improvement reigned. Today’s schools STATE OF EDTECH ON THE CUSP OF A of thought and practice—have an 2019-2020:THE MINDS BEHIND NEW AGE IN LEARNING opportunity to draw deeply from such an age of reason, and even more Something magical is afoot in the WHAT’S NOW & WHAT’S NEXT deeply from the sort of science seen ‘a realm of learning and education. It long time ago in a galaxy far, far away’ EDITOR-IN-CHIEF Victor Rivero relates to the idea, famously posed by and increasingly appearing in our LEAD AUTHOR Mark Gura Arthur C. Clarke, “Any sufficiently midst. But with one exception: now, advanced technology is indistinguishable we have an opportunity to do it better from magic.” It coincides with a greater than before. On the cusp of a new awareness of what it means to be age, let’s make our learning come human in a machine age. And it has alive to serve us all better, and in so everything to do with the realization of doing, may we draw most deeply not LEAD AUTHOR our own humanity in the face of forces from our devices, apps, and Mark Gura that might attempt to subvert that platforms, but from the inexorable Mark taught at New York City public schools in East Harlem for through nefarious means. There was two decades. He spent five years as a curriculum developer for power of each other. —VR once a great enlightenment where the central office and was eventually tapped to be the New York City Department of Education’s director of the Office of Instructional Technology, assisting over 1,700 schools + TOP 100 INFLUENCERS in edtech FIND OUT WHY page 39 serving 1.1 million students in America’s largest school system. -
Distance Learning Solutions Recommended by UNESCO
Distance Learning Solutions recommended by UNESCO Distance Learning Solutions recommended by UNESCO Distance Learning Solutions recommended by UNESCO https://en.unesco.org/themes/education-emergencies/coronavirus-school-closures/solutions Digital learning management systems Blackboard …………………………………………………………………………..….3 CenturyTech ………………...……………………………………………..………..….4 ClassDojo ……………………………………...………………………….………...…. 5 Edmodo ……………………………………………………………………..……….….6 Edraak ………………………………………………………………………….…….….7 EkStep …………………………………………………………………………..……….8 Google Classroom ………………………………………………………..…………….9 Moodle ………………………………………………………………………….……….11 Nafham ………………………………………………………………………….……….12 Schoology …………………………………………………………………….………….13 Seesaw ……………………………………………………………………………..…….14 Skooler ………………………………………………………………………..………….15 Study Sapuri …………………………………………………………………………….16 Systems purpose-built for mobile phones Cell-Ed …………………………………………………...…………………………….17 Eneza Education …………………………………………...………………………….19 Funzi ……………………………………………………………..…………………….20 KaiOS ………………………………………………………………….……………….21 Ubongo ……………………………………………………………………..………….22 Ustad Mobile …………………………………………………………………………..2 3 Systems with strong offline functionality Can’t wait to Learn ……………………...…………………………………………….24 Kolibri ………………………………………………………………………………….25 Rumie ……………………………………….………………………………………….26 Ustad Mobile ………………………………….……………………………………….26 Massive Open Online Course (MOOC) Platforms Alison ……………………………………………………………………….………….27 Coursera ……………………………………………………………………………….28 EdX ……………………………………………………………………………………..3 -
Capital Flows to Education Innovation 1 (312) 397-0070 [email protected]
July 2012 Fall of the Wall Deborah H. Quazzo Managing Partner Capital Flows to Education Innovation 1 (312) 397-0070 [email protected] Michael Cohn Vice President 1 (312) 397-1971 [email protected] Jason Horne Associate 1 (312) 397-0072 [email protected] Michael Moe Special Advisor 1 (650) 294-4780 [email protected] Global Silicon Valley Advisors gsvadvisors.com Table of Contents 1) Executive Summary 3 2) Education’s Emergence, Decline and Re-Emergence as an Investment Category 11 3) Disequilibrium Remains 21 4) Summary Survey Results 27 5) Interview Summaries 39 6) Unique Elements of 2011 and Beyond 51 7) Summary Conclusions 74 8) The GSV Education Innovators: 2011 GSV/ASU Education Innovation Summit Participants 91 2 1. EXECUTIVE SUMMARY American Revolution 2.0 Fall of the Wall: Capital Flows to Education Innovation Executive Summary § Approximately a year ago, GSV Advisors set out to analyze whether there is adequate innovation and entrepreneurialism in the education sector and, if not, whether a lack of capital was constraining education innovation § Our observations from research, interviews, and collective experience indicate that there is great energy and enthusiasm around the PreK-12, Post Secondary and Adult (“PreK to Gray”) education markets as they relate to innovation and the opportunity to invest in emerging companies at all stages § Investment volume in 2011 exceeded peak 1999 – 2000 levels, but is differentiated from this earlier period by entrepreneurial leaders with a breadth of experience including education, social media and technology; companies with vastly lower cost structures; improved education market receptivity to innovation, and elevated investor sophistication. -
Workstation Software Installation Guide (Windows)
Workstation software installation guide (Windows) Program Categories Adobe Reader DC PDF reader Adobe XD Editor tool WinRAR Compression tool 7Zip Compression tool WPS Office Office softwares OpenOffice Office softwares PDFreDirect PDF file editor CutePDFwriter PDF Printing tool GotoMeeting Conference tool Skype Messenger QQ Messenger Wechat Messenger Whatsapp Messenger Line Messenger Dropbox File Sharing GoogleDrive File Sharing MySQL workbench SQL editor Notepad ++ Editor tool Putty SSH tool WinSCP SFTP tool FileZilla SFTP tool Google Chrome Web browser Safari Web browser Mozilla Firefox Web browser Teamviewer Remote desktop tool VNC viewer Remote desktop tool Screenpresso Printscreen tool Ultraviewer Remote desktop tool Anydesk Remote desktop tool MySQL server SQL editor Microsoft OLE DB -VisualFoxPro SQL editor Mozilla Thunderbird Mail client SQLyog SQL editor Visual Studio Express 201x (Community edition) Editor tool Genymotion Android Emulator (Personal edition) Android emulator Sonarqube (Free & Open Source; Community edition) Coding tool Appium (Free & Open Source) Automation tool Jenkins (Free & Open Source - Rupyn-tester installed in own office notebook) Automation tool Android Studio (Free & Open Source) Application tool Ingress In House tools Timetec Web Installer In House tools Biztrak In House tools Netbeans Coding tool Visual Studio Code Coding tool Sublime Coding tool Eclipse Coding tool PDFSam PDF file editor DingTalk Messenger Microsoft Team Conference tool Zoom Meeting Conference tool Workstation software installation -
Bridging the Domain Gap: Improve Informal Language Translation Via Counterfactual Domain Adaptation
The Thirty-Fifth AAAI Conference on Artificial Intelligence (AAAI-21) Bridging the Domain Gap: Improve Informal Language Translation via Counterfactual Domain Adaptation Ke Wang,1,2 Guandan Chen,3 Zhongqiang Huang,3 Xiaojun Wan,1,2 Fei Huang3 1Wangxuan Institute of Computer Technology, Peking University 2The MOE Key Laboratory of Computational Linguistics, Peking University 3DAMO Academy, Alibaba Group fwangke17, [email protected] fguandan.cgd, z.huang, [email protected] Abstract A natural solution to this problem is domain adaptation, Despite the near-human performances already achieved on which aims to adapt NMT models trained on one or more formal texts such as news articles, neural machine transla- source domains (formal texts in our case) to the target do- tion still has difficulty in dealing with ”user-generated” texts main (informal texts in our case). Domain adaptation meth- that have diverse linguistic phenomena but lack large-scale ods can be roughly categorized into model-based and data- high-quality parallel corpora. To address this problem, we based ones (Chu and Wang 2018). The model-based meth- propose a counterfactual domain adaptation method to better ods make explicit changes to NMT model such as designing leverage both large-scale source-domain data (formal texts) new training objectives (Luong, Pham, and Manning 2015; and small-scale target-domain data (informal texts). Specifi- Chu, Dabre, and Kurohashi 2017), modifying the model ar- cally, by considering effective counterfactual conditions (the chitecture (Kobus, Crego, and Senellart 2017; Johnson et al. concatenations of source-domain texts and the target-domain 2017; Dou et al. -
A Blueprint for Remote Working: Lessons from China
McKinsey Digital A blueprint for remote working: Lessons from China As home to some of the world’s largest firms, China offers lessons for those that are just now starting to embrace the shift to remote working. by Raphael Bick, Michael Chang, Kevin Wei Wang, Tianwen Yu March 2020 From Alibaba to Ping An and Google to Ford, 1. Designing an effective structure companies around the globe are telling staff to work Teams or whole business units working remotely from home1 in a bid to stem the spread of COVID-19. can quickly result in confusion and a lack of clarity. Being isolated leads to uncertainty about who to Such remote working at scale is unprecedented and talk to on specific issues and how and when to will leave a lasting impression on the way people approach them, leading to hold-ups and delays. live and work for many years to come. China, which felt the first impact of the pandemic2, was an early That’s why establishing a structure and architecture mover in this space. As home to some of the world’s for decision making and effective communication largest firms, it offers lessons for those that are just is key. Here, smaller cross-functional teams can be now starting to embrace the shift. helpful, each with a clear mission and reporting line, where directions and tasks are easy to implement. Working from home sky-rocketed in China3 in This also simplifies onboarding new hires, who can the wake of the COVID-19 crisis as companies integrate faster in a tight-knit group, at a time when told their employees to stay home. -
“Walled Gardens: Tencent Vs Alibaba”
Ph: (8621) 5404-3999 Fax: (8621) 5404-7759 Email: [email protected] www.SSBG.com.cn “Walled gardens: Tencent vs Alibaba” 2 companies. 2 cultures. 2 ecosystems. Which one will your business choose? Both companies started from humble origins in the early 2000s and decided to take head on big competitors (Alibaba competing against Ebay, Tencent competing with instant messaging companies like Yahoo messenger). And they succeeded big time building 2 big ecosystems based on their biggest strengths: 1. Instant messaging and value added services for Tencent (i.e. online gaming and add ons) 2. E-commerce for Alibaba (i.e. Taobao) In the recent years their growth trajectory has pushed the 2 companies to step into the areas of expertise of each other due to development and investment strategies. Development strategies Alibaba: buys controlling stakes in businesses that are a fit with its commerce platform and plenty of times assigns C level executive(s) in the board of the acquired company. Their objective is to set an operating mindset in line with Alibaba. Tencent: buys minority stakes in very diverse businesses to build new partnerships and gain access to their technology. They tend to give money / technology to the company, but decide to leave the management team in place. In exchange, the partners have to use Tencent tools. Prolific investments in the last 3 years Tencent: 280 deals Alibaba: 174 deals Examples of overlapping. Tencent invested in e-commerce (JD.com) supermarkets (Carrefour) Web hosting (email / data centers) Alibaba Instant messaging for SMEs (i.e. Dingtalk: https://www.dingtalk.com/en/) Social media (i.e.