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A Handbook for Teaching and Learning in Higher Education Enhancing academic and Practice

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11<br />

Supervis<strong>in</strong>g projects<br />

<strong>and</strong> dissertations<br />

Stephanie Marshall<br />

When consider<strong>in</strong>g what constitutes good project <strong>and</strong> dissertation supervision the waiter<br />

analogy is useful: a good waiter <strong>in</strong> a good restaurant is around enough to help you when<br />

you need th<strong>in</strong>gs but leaves you alone enough to enjoy yourself (Murray, 1998). Readers<br />

will undoubtedly agree with the sentiments expressed above, as would students reflect<strong>in</strong>g<br />

on their desired role <strong>for</strong> their supervisors <strong>in</strong> the supervision of projects <strong>and</strong> dissertations<br />

as an <strong>in</strong>tegral part of taught programmes (<strong>for</strong> research student supervision, see Chapter<br />

12). But how is such a f<strong>in</strong>e balance achieved, <strong>and</strong> is it really possible <strong>for</strong> a supervisor to<br />

atta<strong>in</strong> the ideal of know<strong>in</strong>g when to be ‘h<strong>and</strong>s-on’ <strong>and</strong> when to be ‘h<strong>and</strong>s-off’? This<br />

chapter seeks to explore this question, first by provid<strong>in</strong>g a background to the use of<br />

projects <strong>and</strong> dissertations <strong>in</strong> teach<strong>in</strong>g, mov<strong>in</strong>g on to consider a work<strong>in</strong>g def<strong>in</strong>ition; <strong>and</strong><br />

second, by mapp<strong>in</strong>g out the terra<strong>in</strong> – that is, the key issues supervisors need to th<strong>in</strong>k<br />

through <strong>and</strong> be clear about prior to <strong>in</strong>troduc<strong>in</strong>g such a strategy <strong>for</strong> promot<strong>in</strong>g learn<strong>in</strong>g.<br />

F<strong>in</strong>ally the chapter will summarise the key management <strong>and</strong> <strong>in</strong>terpersonal skills required<br />

of the supervisor <strong>in</strong> order to promote efficient <strong>and</strong> effective supervision of projects <strong>and</strong><br />

dissertations.<br />

WHY PROJECTS AND DISSERTATIONS?<br />

Over the past decade, the use of projects <strong>and</strong> dissertations <strong>in</strong> university curricula, both<br />

undergraduate <strong>and</strong> taught postgraduate, has been seen as <strong>in</strong>creas<strong>in</strong>gly important. First,<br />

projects <strong>and</strong> dissertations have been seen as a means of encourag<strong>in</strong>g more students to<br />

th<strong>in</strong>k about ‘stay<strong>in</strong>g on’ as research students <strong>and</strong> thus contribut<strong>in</strong>g to the research<br />

productivity of departments <strong>and</strong> schools. Second, projects <strong>and</strong> dissertations are deemed<br />

to be an important means of br<strong>in</strong>g<strong>in</strong>g about an effective research culture to underp<strong>in</strong> all<br />

undergraduate <strong>and</strong> postgraduate curricula. Third, projects <strong>and</strong> dissertations have come<br />

to be seen as an important component of degree programmes across the discipl<strong>in</strong>es,<br />

because of the clear emphasis they place on the learners tak<strong>in</strong>g responsibility <strong>for</strong> their own<br />

learn<strong>in</strong>g, <strong>and</strong> engag<strong>in</strong>g with the production of knowledge. The importance of students<br />

❘<br />

150<br />

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