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What Is ACCSTP?
ASEAN Common Competency Standards for Tourism Professional
Purpose of ACCSTP
The general objectives for developing the ACCSTP are: To determine the potential for manpower mobility and the establishment of an MRA within ASEAN. To develop a strategic plan for the regional implementation of ACCSTP and a sustainable network to facilitate the application of an MRA.
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(2) Intensifying the sharing of resources and facilities for tourism education and training programs;
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Upgrading tourism education curricula and skills and formulating competency standards and certification procedures, thus eventually leading to mutual recognition of skills and qualifications in the ASEAN Region:
Strengthening public-private partnerships in human resource development; and Cooperating with other countries, groups of countries and international institutions in developing human resources for tourism.
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7. Health Care 8. Rubber-based product 9. Textiles and apparels 10. Tourism 11. Wood based products 12. Logistic Service
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Objectives
The objectives of this initiative are to :
Achieve full integration of the Tourism sector across all ASEAN Member Countries in moving towards the end-goal of an ASEAN Economic Community as directed by Leaders at the Bali Summit in October 2003.
Strengthen regional integration effort through liberalisation, facilitation, and promotion measures to ensure full integration of the Tourism sector by 2010
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TRADE IN SERVICES
Member States shall integrate trade in services by :
1. Setting clear targets and schedules for progressive liberalisation for each round of negotiations towards achieving freer flow of trade in services earlier than 2020;
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Competence Is
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Why CBT?
The Background
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The Background
1960s
Business environment relatively stable Organization concentrated on the best way of doing things Competence was seen in terms of mastering specific techniques----- mastering skills and knowledge in a specific field was the order of the day General Motivational Theories based on broad human needs
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The Background
1970s early 1980s
The uncertainty of business atmosphere No best way of doing things--- it depended on what we want to be achieved & Strategy Employees seen as cost of doing business Reduce the cost reduce the organization to hard core of effective employees/ cutting the deadwoods Organization wanted flexible workers Understanding of human motivation stress on individual differences.
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The Background
Mid of 1980s
Business Environment --- competitive threat Workforces were slimmed down --- levels of supervision were reduced, resulted the need to give individual more control over their own activities Employees were viewed as asset --- investment needed to add value to them
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The Background
1990s Present
Balancing Act by Management Individual who can help to define the situation is needed Managers to be able to confront, understand and deal with the forces outside the organization Managers to produce combination of excellence and manage tension within the organization constructively
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Why Competencies?
In general: Competencies provide a common
language
Performance Management
Development
Cert.IV TAA-4010-.I.Turnbull.ver2006 21
CBT
Competency based
Performance based Emphasize on output Individual need Unit/ Modular RPL is an integrated part Train the facilitator/ mentor
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CBT
Criteria referenced
Final result
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Assessment
Qualification Framework
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(ACCSTP)
CBT
Assessment (CATC)
Learning Strategy & Learning Material
Process to judge if people have the required skills, knowledge and attitude
(CATC)
Qualification Frameworks
Types Of Standard
Industry Standards (Hotel & Restaurant Std, Garment Std.,Automotive Std., etc.) Enterprise ( Company) Standards (Mandarin Hotel, Hyatt Hotel,Toyota Std., Fiat Std., Etc.) Cross- Industry Standards (Unit Competency : Assessment, Training, etc)
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A Competent Worker
Task skills
Skill
Transfer skills
Task Management Skills
Attitude Knowledge
Environment Skills
COMPETENT
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Applied competence
Can we see from the persons behaviour that they KNOW what to do, UNDERSTAND what they are doing and can APPLY this combination of knowledge and understanding to their work?
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Evidence Guide : Underpinning Skills and Knowledge Context of Assessment Critical Aspects of Assessment Linkages to Other Units
Key Competency
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Learning Strategy: guidance on how training program may be organized to assist individuals to achieve the required competencies. Learning Materials: information to teachers and trainers on how to develop training program
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Module Title
Module Objective Time Required
Passing Grade
Pre-condition Summary of Research
Element
Performance Criteria
Range of Variable
Evidence Guide
Method of Evaluation
34 Ref: National Education Dept. Of Rep.Indonesia-ILO.Indo.ver.2004
Assessment is a systematic process of collecting evidence, then comparing this evidence against the competency standards and making a judgement about whether a person has achieved the competency. Evidence
Criteria
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ASSESSMENT PROCEDURES
STEP ONE PLAN & ORGANISE STEP TWO PREPARING CANDIDATE STEP THREE COLLECT & JUDGE EVIDENCE STEP FOUR RECORD ASSESSMENT
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CCS
CTAC Project
CBAMT (Phase II)
VET
Competent worker
MRA
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