JETAA organisations. There have been future developments for JETs, however JET has had its criticisms. Problems facing JET The initiation of JET was not without flaws. It drew a much criticism from the participants who vented to the media (Japan Times, Mainichi, Daily Yomiuri (McConnell, 2000: 74) about the handling of inequalities of gender and race by CLAIR and the Ministry of Education. Many of the earlier JETs who were unfamiliar with the Japanese language and culture had many complaints about the programme’s assertive opinions, which caused cultural misunderstandings within the programme. Most of these criticisms were sent to the managing department with most of the roles occupied by former MEF and BET participants. CLAIR only had a small department whose employees comprised around 20 individuals who did not work as a cohesive administration. The officials appointed to CLAIR from the Home Affairs Ministry were not used to handling problems related to internationalisation. The problem with CLAIR in its early stages was that it was unmethodical and weak, probably due to a lack of knowledge and experience. This made it hard to designate a clear aim for the programme. Many officials did not want to join CLAIR, as it represented a step down, instead of a step ahead on the career path (McConnell, 2000: 65). Mr. John Campbell stated that the organisations running the JET programme are akin to, ‘” pseudo-uchi” that cross-ministerial jurisdictions to deal with recurring or permanent problems (McConnell, 2000: 66). ' The programme's trajectory became less bleak. Cominos (1991, 1992) reported that it took five years for the programme to take off. Officials within the ministry were occupied in the earlier stages for the schools to adopt JETs into their curriculum. Another issue arises May of 2010.
JETAA organisations. There have been future developments for JETs, however JET has had its criticisms. Problems facing JET The initiation of JET was not without flaws. It drew a much criticism from the participants who vented to the media (Japan Times, Mainichi, Daily Yomiuri (McConnell, 2000: 74) about the handling of inequalities of gender and race by CLAIR and the Ministry of Education. Many of the earlier JETs who were unfamiliar with the Japanese language and culture had many complaints about the programme’s assertive opinions, which caused cultural misunderstandings within the programme. Most of these criticisms were sent to the managing department with most of the roles occupied by former MEF and BET participants. CLAIR only had a small department whose employees comprised around 20 individuals who did not work as a cohesive administration. The officials appointed to CLAIR from the Home Affairs Ministry were not used to handling problems related to internationalisation. The problem with CLAIR in its early stages was that it was unmethodical and weak, probably due to a lack of knowledge and experience. This made it hard to designate a clear aim for the programme. Many officials did not want to join CLAIR, as it represented a step down, instead of a step ahead on the career path (McConnell, 2000: 65). Mr. John Campbell stated that the organisations running the JET programme are akin to, ‘” pseudo-uchi” that cross-ministerial jurisdictions to deal with recurring or permanent problems (McConnell, 2000: 66). ' The programme's trajectory became less bleak. Cominos (1991, 1992) reported that it took five years for the programme to take off. Officials within the ministry were occupied in the earlier stages for the schools to adopt JETs into their curriculum. Another issue arises May of 2010.
VivaupdateafterdissertationJuly2117.docx