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Innovative Research on Course Ideological and Political Education in Spanish Major Based on the CBI Concept

Tian Xu

Abstract


Since the Ministry of Education issued “The Guidelines on Ideological and Political Construction of Curriculum in Higher
Education” in 2020, the fi eld of foreign language education has produced a lot of research results. However, most of these studies focus on English
teaching, but do not pay attention to the specifi c path of ideological and political construction of Spanish courses. Based on this background and
the concept of CBI, this study focuses on the teaching mode of local colleges and universities, taking into account the characteristics of regional
development and the characteristics of colleges and universities, organically integrates the revolutionary spirit and times value represented by Lu
Xun and his works into the course of Translation Theory and Practice, and validates the practical eff ectiveness of constructing a mixed ideological
and political teaching mode of minority language courses with local cultural characteristics. And provide reference for related research.

Keywords


Curriculum thought and politics; Teaching innovation; CBI concept; Spanish teaching; Local culture

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References


[1] Cheng Wei. Simultaneous Development of Daoshu and integration of Knowledge and Action: Reflections and practice on Ideological and Political

Construction of Translation major courses [J]. Chinese Journal of Translation,2021(4):57-60.

[2] Qi Weiyan. Ideological and Political Construction of Translation Courses for English Majors based on CBI Concept -- A case study of Prose Translation

for Intermediate Translation Course [J]. Western Quality Education,2023(20):64-68.

[3] Yu Guihua Exploration of the Teaching Practice Path of Course Ideology and Politics [J]. Educational Theory and Practice, 2020 (40): 27-29.

[4] Ning Kang. Thinking and Exploration of curriculum Ideological and political development for Spanish majors in Colleges and Universities [J]. Modern

Communication,2021(8):50-52.




DOI: http://dx.doi.org/10.18686/modern-management-forum.v8i8.13851

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