
See full article at: https://www.ijlter.org/index.php/ijlter/article/view/980
I’m pleased to share my latest article, which has been published in the International Journal of Learning, Teaching and Educational Research.
Abstract
ESL programs at post-secondary institutions must often generate revenue in addition to teaching students English. Institutions often impose explicit expectations on these programs to generate profit, creating unique challenges for those who administer them. This qualitative case study investigated challenges faced by ESL program directors at one university in Canada. Semistructured interviews were used to collect data from program directors (N = 3) on topics relating to administration, marketing, the mandate to generate revenue, and the complexities of ESL program legitimacy and marginalization in higher education contexts. Five key themes emerged from the data: (a) the necessity for directors to be highly qualified and multilingual, as well as have international experience; (b) a general lack of training, support, and resources for program directors; (c) institutional barriers such as working with marketers and recruiters with little knowledge of ESL contexts; (d) program fragmentation and marginalization on campus; and (e) reluctance to share information and program protectionism. Findings point to the need for increased training and support for ESL program directors, along with the need for institutions to elevate the profile of these programs so they are not viewed as having less value than other academic programs on campus.
Keywords: TESOL; TESL, ESL, EFL, language program management; administration; leadership; profit; revenue; marketing
Check out the full article here: https://www.ijlter.org/index.php/ijlter/article/view/980
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Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.
Posted by Sarah Elaine Eaton, Ph.D. 
In one of the graduate level courses I teach, students learn to develop a proposal for their thesis. One of the elements we talk about has nothing at all to do with the content or format of the proposal (both of which are important). It is developing a work plan for the proposal. I tell my students that in turn, the proposal work plan can be expanded upon and adapted to develop a work plan for your thesis.
A couple of months ago I took on the role of Interim Associate Dean, Teaching and Learning, for a six-month term. It has been an exciting time, with lots to learn and many new people to meet. I have been eager, but have learned already that some days there is a fine line between eagerness and exhaustion.
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