In an effort to establish an innovative academic program in the Middle East, the USC School of Cinematic Arts has officially reached an agreement to work with Effat University in Saudi Arabia for the development of an academic program in Media and Digital Production, SCA announced Tuesday.Digital · A collaboration between USC’s Institute of Multimedia Literacy and Effat University in Saudi Arabia aims to increase media literacy through a new program. – Joseph Chen | Daily TrojanUSC has started the process of undergoing a major project on implementing media programs in Saudi Arabia, culminating in the announcement to collaborate with Effat University, an all-female school located in the heart of Saudi Arabia.Beginning in September 2013, USC’s Institute for Multimedia Literacy will lead the project, developing the program’s curriculum. According to a statement from the School of Cinematic Arts, both USC and Effat “will work hand-in-hand to train mediamakers in the use of the moving image to convey stories, experiences and information to advance the scholarship of news media.”IML Academic Director Holly Willis said the prospective program began when representatives of Effat University contacted USC about pursuing a curriculum in relation to the evolving digital age.“They were interested in pursuing a curriculum that would not only be a mix of digital story-telling and journalism, but also thinking more broadly about digital media, including game design and immersive media,” Willis said.Willis explained that the mission of this collaboration is to help people abroad become more digitally literate, especially at a time when technology is booming.“The main goal of the program is to create an undergraduate curriculum for the women who attend Effat University in order to help the students become skilled in communicating with diverse forms of media,” Willis said.Echoing Willis, USC’s Alan Baker, associate dean for international projects, said the program’s main purpose is to train students to get more practical digital media experience.“The primary goal is to train the young women in various areas of multimedia so that they will have professional opportunities when they graduate,” Baker said. “It will give them an enormous amount of skills that they could use to work in a variety of areas in both electronic and print media.”Effat University has welcomed the collaboration with open arms. Her Royal Highness Princess Lolowah bint Faisal Al Saud explained the significance of this collaboration as a vitally important step forward in keeping up with the digital age, according to a press release.“It is very important to us, as a very old country, to be working with something new. We have boosted education to a very high level and I know how important this is to the future,” Al Saud said.Many USC students were equally excited about collaborating with an all-female school.“I think it’s awesome,” Elizabeth Sebastian, a sophomore majoring in critical studies, said. “This says so much about how women are just as important and talented as men and are just as helpful in society.”Shannon Currie, a junior majoring in psychology with a minor in cinematic arts, however, had concerns about safety but believes USC has taken that factor into consideration.“I trust that USC established a program that is safe and thought-out,” Currie said.“I don’t think they’d do something like this unless they’ve gotten the grasp of what the ramifications would be.”These concerns, however, remain an issue for the school, as journalism can often carry negative connotations in the Middle East.An expert in the politics and culture of the Middle East, professor of international relations Laurie Brand, emphasized the concerns USC must take into consideration to preserve academic freedom for the program’s students and faculty.“There aren’t as many protections for students and faculty over there as compared to here,” Brand said. “Academic freedom in the region is tentative at best.”At this early point of developing the program, however, administrators are focused on developing the curriculum for the women of Effat University.Willis said they hope to forge an innovative collaboration where both students and faculty gain from the two-way communication between USC and Effat University.“We’re learning as much from our students in the sense of global leadership as they’re learning from us,” said Willis.
On the second night of the Virginia Challenge track meet, SU competed in the men’s 1500-meter and the men and women’s 5000-meter.Save for senior Philo Germano’s fourth place finish in the 1500-meter, Syracuse came up empty. In the men’s 1500-meter race, Germano placed fourth with a 3:43.46 time. Behind him in 20th and 38th were teammates Simon Smith (3:47.32) and Nathan Henderson (3:58.01).Iliass Aouani, Colin Bennie, Kevin James, Joe Dragon and Dominic Hockenbury all ran the men’s 5K race, but none of them cracked the top-15. Aouani and James crossed three seconds apart at 20th and 21st, respectively. Dragon finished right behind them at 23rd and Hockenbury placed 27th. Bennie did not finish.Sophomore Madeleine Davison, the only SU runner to compete in the women’s 5000-meter invitational, finished in 16th place, last among runners who crossed the finish line. Comments AdvertisementThis is placeholder text Published on April 21, 2018 at 9:58 pm Contact Danny: email@example.com | @DannyEmerman Facebook Twitter Google+
50 Highest Paying College Majors The Best Cities for Jobs in 2018 Every new manager messes up at some point. What really matters is whether he or she responds with grace and humility, is quickly able to formulate and enact a recovery plan and learns from the mistakes — things that not everyone does.In our research at Jhana, we’ve identified 10 of the most common new manager pitfalls.1. Doing instead of managing.Although there’s nothing wrong with rolling up your sleeves from time to time to help your team accomplish a pressing goal, you’re now being paid to direct and oversee others’ work — not do it yourself. So don’t keep doing what made you successful as an individual contributor. Instead, focus on helping others do their jobs well.2. Overcommitting.It’s natural to want to please others, establish credibility and make a big splash. But target those wins carefully. Try to get comfortable saying, “I don’t know yet, but I’ll get back to you.” Promising too much too soon will backfire and erode your credibility.3. Failing to manage and communicate in all directions.Your direct reports are your most important priority. True or false? False! They are very important but don’t make the fatal mistake of forgetting about your new boss and peer managers. You need to manage and communicate up as well as down — not to mention sideways, so your team doesn’t become siloed.4. Changing things that are better left alone.Finally, you have your chance to do things your way. You can’t wait to make some big changes and show how great you are at this whole manager thing. Not so fast! Just because something seemed like a good idea from where you sat as an individual contributor — or just because something worked in your previous company — doesn’t mean it’s the right approach.10 Things I Wish I Knew About Managing On Day One5. Relying on your newfound power to get the job done.Expecting good results simply because people are supposed to listen to you might seem to work at first. But those results will be built on a foundation of resentment and fear, rather than goodwill and trust.Set high expectations, but actively welcome alternate ideas, and integrate that feedback into your plans. Also, explain why you’d like people to do things. You don’t want to be the managerial equivalent of a parent who says, “Do it because I said so.”6. Badmouthing the previous manager.Regardless of whether you’re replacing someone terrific or terrible, keep your opinions to yourself. Dragging someone else through the mud usually sullies the dragger as much as — if not more than — the draggee!7. Aligning yourself early on with any one person or group.Don’t assume you understand the politics of your new situation, even if you were promoted from within. Instead, spend the first few weeks getting to know key stakeholders and their relative political standing in the organization.Who has been successful selling their ideas? Who hasn’t? Who influences big issues like budgets? Once you know the answers to these questions, you can position yourself accordingly.7 Skills to Develop Now To Become An Awesome Manager8. Falling prey to “analysis paralysis.”Some new managers get overwhelmed by all of the options and information coming at them and just freeze.Take a week or two to get a lay of the land, and then decide on a course of action. It’s better to move forward with something that’s 80 percent of the way there than spend precious time crafting the “perfect” plan.9. Acting like another one of the gang.Don’t pretend that the new power dynamic that goes along with your job doesn’t exist. It does. While you can still have great rapport with your team, you need to put fairness above fraternizing.Be careful about going to lunch with the same crew every day (if you want company, invite everyone on your team). If you socialize with direct reports outside of work, try not to talk about it around others, who might feel marginalized and wonder if it’s going to hurt them on their performance reviews. You get the idea! You’re the manager now. Act like one.10. Unknowingly repeating one of your past managers’ bad behaviors.It’s natural when something goes wrong, we draw on memories of things we’ve seen before. If you had good managers, no problem. But many of us have had bad managers (whether we realize it or not). Beware of replicating negative behaviors instead of forging a healthier path.Avoiding major mistakes is the beginning of the new manager’s journey, not the end. It takes years of small steps and daily effort to become a truly great manager. In the meantime, there are three things every new manager can do to improve: get a mentor, do a lot of reading on the topic of management and practice, practice, practice.Rob Cahill is the co-founder and CEO of Jhana, which provides bite-sized performance support for people leaders to build the skills they need to be successful, in a simple, on-demand format they’ll love. Rob started Jhana to help millions of people get the great manager they deserve, but often don’t have. He currently serves on the Board of Directors for Teach For America’s Bay Area region. This article was originally published by Jhana. Reprinted with permission. Also on Glassdoor: