Developing Fluency Requires A Balance And Connection...

Developing fluency requires a balance and connection between conceptual understanding and computation proficiency. Computational methods that are over-practiced without understanding are forgotten or remembered incorrectly. Understanding without fluency can inhibit the problem solving process. (NCTM, Principles and Standards for School Mathematics, 2000). Adding It Up (National Research Council, 2001), and influential research review on how children learn mathematics, identifies the following five strands of mathematical proficiency as indicators that someone understands (an can do) mathematics (Van de Walle, Lovin, Karp, Bay-Williams, 2014, p. 2). The five strands the National Research Council (2001) identified are: Conceptual understanding, procedural fluency, strategic competence, adaptive reasoning, and productive disposition. These five strands are interdependent and interwoven, as the development of one strand aids the development of the other strands. Conceptual understanding is an important component of proficiency, along with factual knowledge and procedural competence. O’Connell SanGiovanni (2013) noted there are no â€Å"tricks† in math and the understanding math makes it easier (p. 6). Setting up opportunities for students to discover rules or generalizations allows them to exercise reasoning skills as they are making sense of math concepts. Once students understand the process of multiplication they are ready to focus on the number patterns andShow MoreRelatedFundamentals of Hrm263904 Words   |  1056 PagesChapter 2 UNDERSTANDING HRM The Dynamic Environment of HRM 2 Fundamentals of Strategic HRM 28 PART 2 Chapter 3 Chapter 4 THE LEGAL AND ETHICAL CONTEXT OF HRM Equal Employment Opportunity 56 Employee Rights and Discipline 84 PART 3 Chapter 5 Chapter 6 Chapter 7 STAFFING THE ORGANIZATION Human Resource Planning and Job Analysis 110 Recruiting 132 Foundations of Selection 154 PART 4 Chapter 8 Chapter 9 TRAINING AND DEVELOPMENT Socializing, Orienting, and Developing EmployeesRead MoreProject Mgmt296381 Words   |  1186 Pagessystem (.1) 6.6 .2.1 Time performance 7.2.3.1 Cost baseline development 7.3.2.1 Earned value system (F.4) 7.3.2.4 E.V., performance status report 7.3.2.2 E.V., forecasts 7.3.2.3 EV., to complete index (EAC) 7.3.2.5 Schedule and cost variance Developing a Project Plan 4.2.2 Planning tools 6.2 Sequence activities [1.2] 6.5.1 Bar and milestone charts 6.5.2 Critical path method (.2) 6.5.2.6 Lead and lag activities [6.2.3] F.3 Project duration Chapter 14 Project closure Closure report 4Read MoreStrategic Human Resource Management View.Pdf Uploaded Successfully133347 Words   |  534 Pages............................................... 720 xi STRATEGIC HUMAN RESOURCE MANAGEMENT Table of Contents xii SECTION ONE STRATEGIC HUMAN RESOURCE MANAGEMENT Section One An Investment Perspective and Human Resources The conceptual framework for this text begins with an investment perspective for guiding managerial strategic decisions regarding human resources. Human resource management practitioners and management scholars have long advocated that human resources should be