This article provides a descriptive account of the evolution of the Bhutanese monarchy, and normative claims about its endurance and its nature, suggesting that the monarchy is both the expression of as well as the guardian of the country’s constitutional identity. Bhutan became a democratic constitutional monarchy by adopting the written Constitution in 2008 after a successful 100 years of hereditary monarchy. The willingness of successive monarchs to evolve based on changing times, their ability to ensure stability and continuity, and work for the benefits of the people and country guided by the principles of Buddhist kingship seem to have contributed not only in them benefitting from unqualified support of the people, but also in attaining the status of an expression of Bhutanese constitutional identity.
The importance of educational transition towards its reform from traditional way to modern way in teaching learning is in much demand for effective teaching and learning process for the 21st century children in school.
This study begins with a discussion on the features of the 21st century pedagogy in effective teachings and learnings. It then analyses the finding of the surveys done for the students of grade IV- VI students (38 boys and 48 girls) of Rinchengang Primary School on the impact of 21st Centuray pedagogy.
It was mainly focused on the general interest of the children on the new 21st century pedagogies and the old traditional pedagogies. Since the study being focused on the impact, the quantitative method has been adopted to collect data and the purposive sampling with dialectic action research spiral techniques was used for the selective groups from each section.
The result was highly significant with difference between the old and new teaching learning pedagogy. For this particular study the four major components of Kagan’s 21st century Pedagogies like the CL structures, sitting arrangement, brain breaks and traffic signals were found effective in teaching and Learning.
The Druk Holding and Investments (DHI), a government holding company in Bhutan that owns and manages majority of the state owned enterprises and holds government shares in many of the publically listed companies, has been initiating corporate governance and performance management reforms over the last eight years since its establishment in November 2007. Introduction of corporate governance practices in line with international good practices and introduction of performance management system in the state owned companies called for managing change. This paper, after a general introduction of the concept of change management, shares the experiences in change management. The paper highlights some of the initiatives undertaken by DHI and its companies, and underscores that success of introducing a new system is more certain when changes are introduced through a consultative process.Â
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