SlideShare a Scribd company logo
CONTINUING EDUCATION UNITS
AND ACADEMIC CREDIT
Many industry boards, accreditation agencies and associations have established mandatory
continuing professional education (CPE) requirements for licensure or certification. For example,
the American Institute of Certified Public Accountants (AICPA) has established mandatory
continuing professional education (CPE) for all members. Most state boards of accountancy have
also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice
units. Research has supported this trend. In an empirical study of the Texas State Board of
Public Accountancy, researchers found evidence of an association between results of an
employee's quality review and levels of continuing professional education in the profession
(Thomas, Davis, and Seaman, 1998). Other organizations have established a certification
process for their respective field such as the Society for Human Resource Management (SHRM),
which has partnered with educational institutions to deliver the Professional Human Resource
Management (PHRM) content and certification test nationally. Non-credit continuing education
courses often carry state-board or association Continuing Education Units (CEU). Participants
generally receive a certificate of completion and should maintain personal records of the units
earned.
Post-secondary higher education also falls within the sphere of Continuing Education. As entry-
level requirements continue to increase such as the 150 hour accounting program and demand
for graduate level credentials, employers and employees search for flexible degree programs.
Many employers offer a tuition reimbursement program for employees enrolled in college level
degree programs when applicable to the workplace. Colleges and Universities recognize the
growing demand from adult learners for academic degree programs, and many offer academic
courses off campus, on-line or at the workplace in accelerated and non-traditional formats.
CORPORATE UNIVERSITIES
The corporate university is generally some blend of higher education and organizational training
and development. "The first corporate colleges appeared almost 80 years ago, but their ranks
have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or
universities are characterized as institutions that may grant degrees, academic credit or non-
credit training and are chartered by a parent company whose primary mission is not education.
Some corporate universities have evolved from a mission to serve the corporation's training and
development needs to a full-service private higher education institution. Northrop University
began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering
undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew
out of General Motors. Many corporations identify a university or college partner to customize
training and academic degree programs specifically to the corporation's business practices.
Corporations are using these customized programs as a source for developing future corporate
leaders and a means to focus on content areas that are critical to the company's strategic
business plans. Multinational companies are developing corporate universities that allow
employees around the world to participate in training and educational programs with cost
effective delivery methods. The American Council on Education (ACE) consistently evaluates
corporate college or university credits that are offered independent of a regionally accredited
institution. ACE establishes recommendations for transfer credit to regionally accredited
universities and colleges. Most of the individuals participating in corporate college or university
programs are employed full-time which requires that the educational programs are offered in
flexible formats. Generally, employees do not have the luxury of attending academic programs on
a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats
as well as weekend and distance education designs address the needs of working adult learners.
DISTANCE EDUCATION
Distance Education is an all-encompassing phrase for education and training that occurs away
from the traditional classroom. Distance Education may occur in synchronous (real) or
asynchronous time which allows both employers and learners to determine the best time for
participation.
Distance Education began with correspondence study and has grown significantly as technology
advancements create new opportunities for learning and content delivery. As computer
technology became prevalent in business, the print based correspondence courses progressed
to computer based training, which included simulations and ultimately interactive course content
that provided participant feedback and enhanced learning. At the end of the twentieth century,
educators and employers invested in telecommunication equipment that distributed educational
or training activities from one video conferencing site to another. These interactive television
programs allow companies to synchronously connect employee groups regardless of their
physical distance. The tremendous growth of internet technology has created the most recent
version of distance learning which is online or eLearning.
The internet is an information rich resource. Because the internet contains more information than
any individual could ever process, it is important that individuals and organizations develop
knowledge management strategies to sort, categorize and maximize the benefits the internet's
wealth of information. Online learning is one component of knowledge management within the
information technology environment.
Online learning content ranges from one-hour courses to complete bachelor, master or doctorate
degree programs. Internet delivered courses have the benefits of serving multiple groups at
multiple locations without the expense of equipment infrastructure at each location, and the
course material can be delivered either synchronously or asynchronously which affords
multinational operations the opportunity to connect individuals regardless of time zone or
geographical location.
The online training and education market is very competitive offering many choices for
organizations and learners. Colleges and Universities throughout the world are offering online
courses as well as thousands of training and consulting groups. Organizations either select
educational programs and courses ala carte or build a portfolio of eLearning options. Many large
organizations have integrated eLearning into their corporate university entity. These groups
generally have a planned web presence that includes a portal and learning management system
(LMS) or course management system (CMS).
Online learning has created many new products and support options. In addition to the
organization's web presence, portal and LMS, the organization also needs to assess the
technology infrastructure that supports the eLearning initiative. The fundamental needs in this
area are servers that provide redundancy and acceptable uptime. This is often referred to as
hosting in the eLearning environment as well as technology support in the form of a help desk.
Organizations interested in growing their own portfolio of online learning options should first
develop a vision for their eLearning initiative prior to making any financial investments in
equipment or software. Once the vision is established the organization should assess their
existing technology capabilities and determine if there is capacity to support the eLearning
initiative, or is it more cost effective to outsource all or some of the technology infrastructure.
When the technology infrastructure has been addressed the organization should determine how
content will be developed for the eLearning environment. Quality online courses are developed
so that the technology optimizes the content. Many vendors offer digitized content and others
specialize in specific areas of content development such as simulations or multimedia graphics
and enhancements. Having a clear vision for the course content and understanding the learning
needs will help to ensure that courses are developed efficiently and effectively.
Blended learning refers to online learning that is integrated with traditional classroom or training
instruction. This blend provides the benefits of reduced travel costs and time with the positive
relational aspects of face-to-face learning. Once an organization or an individual has established
a clear vision for their educational needs they should consider all of the available online
resources as tools to ensure that the "best fit" is created.
GLOBAL ECONOMY
The global economy has increased the need for organizations around the world to understand
the culture and business practices of their peers, competitors and partners. Both foreign and
domestic organizations abroad are implementing continuing education experiences in an effort to
enhance cultural understanding and address skill and knowledge gaps. U.S. universities are
partnering with both U.S. and foreign companies around the world to deliver educational courses
and programs that are critical to organizational competitiveness. A central ministry of education in
collaboration with a ministry of commerce generally drives these programs. For instance, China
has placed a high priority on the field of Human Resource Development and Entrepreneurship as
well as encouraging Chinese organizations to partner with foreign organizations in an effort to
implement vocational and applied skill training. India has created a new industry as an outsource
venue for customer service which creates customer service training opportunities in India. Korean
manufacturers have a solid history of identifying corporate and educational partners that satisfy
their organizational educational needs. Continuing Education helps global companies to connect
the workforce with the organizational vision.
THE FUTURE OF CONTINUING
EDUCATION
The abundant access of information, rapid technology changes, increased global interactions,
industry shifts as well as increasing entry level credentials and skill requirements ensures that
Continuing Education will remain a valuable resource for managers in the future.
Managers will continue to depend on continuing education as a tool for ensuring a highly skilled
and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward
career mobility, job enhancements and enriched quality of life.
The increased interest in lifelong learning coupled with rapid technology advancements and
demands on individual personal time will guarantee that educational options will continue to be
flexible and fit within the constraints of personal time and organizational priorities. The growing
global economy will continue to drive the development of learning activities that span
geographical regions and time zones allowing individuals around the world to collaborate and
learn together.
Organizations around the world will depend on continuing education to maintain competitive
positions and adopt current innovations. Managers will depend on lifelong learning to produce a
workforce with the knowledge and solution based skill-set that is required for organizational
growth.
Dawn Malone Gaymer
CONTINUING EDUCATION UNITS
AND ACADEMIC CREDIT
Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE)
requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has
established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased
in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an
empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an
employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998).
Other organizations have established a certification process for their respective field such as the Society for Human Resource
Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management
(PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association
Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of
the units earned.
Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to
increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for
flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree
programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for
academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non-
traditional formats.
CORPORATE UNIVERSITIES
The corporate university is generally some blend of higher education and organizational training and development. "The first corporate
colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987).
Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and
are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission
to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University
began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate
degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or
college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations
are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that
are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow
employees around the world to participate in training and educational programs with cost effective delivery methods. The American
Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally
accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of
the individuals participating in corporate college or university programs are employed full-time which requires that the educational
programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time
basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education
designs address the needs of working adult learners.
DISTANCE EDUCATION
Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom.
Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine
the best time for participation.
Distance Education began with correspondence study and has grown significantly as technology advancements create new
opportunities for learning and content delivery. As computer technology became prevalent in business, the print based
correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content
that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in
telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These
interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The
tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning.
The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it
is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the
benefits the internet's wealth of information. Online learning is one component of knowledge management within the information
technology environment.
Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered
courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each
location, and the course material can be delivered either synchronously or asynchronously which affords multinational operati ons the
opportunity to connect individuals regardless of time zone or geographical location.
The online training and education market is very competitive offering many choices for organizations and learners. Colleges and
Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations
either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have
integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal
and learning management system (LMS) or course management system (CMS).
Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS,
the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in
this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning
environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online
learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or
software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is
capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When
the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning
environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content
and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements.
Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed
efficiently and effectively.
Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the
benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an
individual has established a clear vision for their educational needs they should consider all of the available online resources as tools
to ensure that the "best fit" is created.
GLOBAL ECONOMY
The global economy has increased the need for organizations around the world to understand the culture and business practices of
their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education
experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with
both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational
competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For
instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging
Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has
created a new industry as an outsource venue for customer service which creates customer service training opportunities in India.
Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational
educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision.
THE FUTURE OF CONTINUING
EDUCATION
The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing
entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the
future.
Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce.
Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life.
The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will
guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational
priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and
time zones allowing individuals around the world to collaborate and learn together.
Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations.
Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for
organizational growth.
Dawn Malone Gaymer
CONTINUING EDUCATION UNITS
AND ACADEMIC CREDIT
Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE)
requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has
established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased
in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an
empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an
employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998).
Other organizations have established a certification process for their respective field such as the Society for Human Resource
Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management
(PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association
Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of
the units earned.
Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to
increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for
flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree
programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for
academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non-
traditional formats.
CORPORATE UNIVERSITIES
The corporate university is generally some blend of higher education and organizational training and development. "The first corporate
colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987).
Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and
are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission
to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University
began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate
degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or
college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations
are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that
are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow
employees around the world to participate in training and educational programs with cost effective delivery methods. The American
Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally
accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of
the individuals participating in corporate college or university programs are employed full-time which requires that the educational
programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time
basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education
designs address the needs of working adult learners.
DISTANCE EDUCATION
Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom.
Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine
the best time for participation.
Distance Education began with correspondence study and has grown significantly as technology advancements create new
opportunities for learning and content delivery. As computer technology became prevalent in business, the print based
correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content
that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in
telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These
interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The
tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning.
The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it
is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the
benefits the internet's wealth of information. Online learning is one component of knowledge management within the information
technology environment.
Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered
courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each
location, and the course material can be delivered either synchronously or asynchronously which affords multinational operati ons the
opportunity to connect individuals regardless of time zone or geographical location.
The online training and education market is very competitive offering many choices for organizations and learners. Colleges and
Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations
either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have
integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal
and learning management system (LMS) or course management system (CMS).
Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS,
the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in
this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning
environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online
learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or
software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is
capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When
the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning
environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content
and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements.
Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed
efficiently and effectively.
Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the
benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an
individual has established a clear vision for their educational needs they should consider all of the available online resources as tools
to ensure that the "best fit" is created.
GLOBAL ECONOMY
The global economy has increased the need for organizations around the world to understand the culture and business practices of
their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education
experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with
both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational
competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For
instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging
Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has
created a new industry as an outsource venue for customer service which creates customer service training opportunities in India.
Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational
educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision.
THE FUTURE OF CONTINUING
EDUCATION
The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing
entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the
future.
Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce.
Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life.
The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will
guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational
priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and
time zones allowing individuals around the world to collaborate and learn together.
Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations.
Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for
organizational growth.
Dawn Malone Gaymer
CONTINUING EDUCATION UNITS
AND ACADEMIC CREDIT
Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (C PE)
requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has
established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased
in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an
empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an
employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998).
Other organizations have established a certification process for their respective field such as the Society for Human Resource
Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management
(PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association
Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of
the units earned.
Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to
increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for
flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree
programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for
academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non-
traditional formats.
CORPORATE UNIVERSITIES
The corporate university is generally some blend of higher education and organizational training and development. "The first corporate
colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987).
Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and
are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission
to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University
began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate
degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or
college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations
are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that
are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow
employees around the world to participate in training and educational programs with cost effective delivery methods. The American
Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally
accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of
the individuals participating in corporate college or university programs are employed full-time which requires that the educational
programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time
basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education
designs address the needs of working adult learners.
DISTANCE EDUCATION
Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom.
Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine
the best time for participation.
Distance Education began with correspondence study and has grown significantly as technology advancements create new
opportunities for learning and content delivery. As computer technology became prevalent in business, the print based
correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content
that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in
telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These
interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The
tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning.
The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it
is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the
benefits the internet's wealth of information. Online learning is one component of knowledge management within the information
technology environment.
Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered
courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each
location, and the course material can be delivered either synchronously or asynchronously which affords multinational operations the
opportunity to connect individuals regardless of time zone or geographical location.
The online training and education market is very competitive offering many choices for organizations and learners. Colleges and
Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations
either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have
integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal
and learning management system (LMS) or course management system (CMS).
Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS,
the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in
this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning
environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online
learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or
software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is
capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When
the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning
environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content
and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements.
Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed
efficiently and effectively.
Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the
benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an
individual has established a clear vision for their educational needs they should consider all of the available online resources as tools
to ensure that the "best fit" is created.
GLOBAL ECONOMY
The global economy has increased the need for organizations around the world to understand the culture and business practices of
their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education
experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with
both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational
competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For
instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging
Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has
created a new industry as an outsource venue for customer service which creates customer service training opportunities in India.
Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational
educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision.
THE FUTURE OF CONTINUING
EDUCATION
The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing
entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the
future.
Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce.
Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life.
The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will
guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational
priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and
time zones allowing individuals around the world to collaborate and learn together.
Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations.
Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for
organizational growth.
Dawn Malone Gaymer
CONTINUING EDUCATION UNITS
AND ACADEMIC CREDIT
Many industry boards, accreditation agencies and associations have established mandatory
continuing professional education (CPE) requirements for licensure or certification. For example,
the American Institute of Certified Public Accountants (AICPA) has established mandatory
continuing professional education (CPE) for all members. Most state boards of accountancy have
also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice
units. Research has supported this trend. In an empirical study of the Texas State Board of
Public Accountancy, researchers found evidence of an association between results of an
employee's quality review and levels of continuing professional education in the profession
(Thomas, Davis, and Seaman, 1998). Other organizations have established a certification
process for their respective field such as the Society for Human Resource Management (SHRM),
which has partnered with educational institutions to deliver the Professional Human Resource
Management (PHRM) content and certification test nationally. Non-credit continuing education
courses often carry state-board or association Continuing Education Units (CEU). Participants
generally receive a certificate of completion and should maintain personal records of the units
earned.
Post-secondary higher education also falls within the sphere of Continuing Education. As entry-
level requirements continue to increase such as the 150 hour accounting program and demand
for graduate level credentials, employers and employees search for flexible degree programs.
Many employers offer a tuition reimbursement program for employees enrolled in college level
degree programs when applicable to the workplace. Colleges and Universities recognize the
growing demand from adult learners for academic degree programs, and many offer academic
courses off campus, on-line or at the workplace in accelerated and non-traditional formats.
CORPORATE UNIVERSITIES
The corporate university is generally some blend of higher education and organizational training
and development. "The first corporate colleges appeared almost 80 years ago, but their ranks
have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or
universities are characterized as institutions that may grant degrees, academic credit or non-
credit training and are chartered by a parent company whose primary mission is not education.
Some corporate universities have evolved from a mission to serve the corporation's training and
development needs to a full-service private higher education institution. Northrop University
began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering
undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew
out of General Motors. Many corporations identify a university or college partner to customize
training and academic degree programs specifically to the corporation's business practices.
Corporations are using these customized programs as a source for developing future corporate
leaders and a means to focus on content areas that are critical to the company's strategic
business plans. Multinational companies are developing corporate universities that allow
employees around the world to participate in training and educational programs with cost
effective delivery methods. The American Council on Education (ACE) consistently evaluates
corporate college or university credits that are offered independent of a regionally accredited
institution. ACE establishes recommendations for transfer credit to regionally accredited
universities and colleges. Most of the individuals participating in corporate college or university
programs are employed full-time which requires that the educational programs are offered in
flexible formats. Generally, employees do not have the luxury of attending academic programs on
a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats
as well as weekend and distance education designs address the needs of working adult learners.
DISTANCE EDUCATION
Distance Education is an all-encompassing phrase for education and training that occurs away
from the traditional classroom. Distance Education may occur in synchronous (real) or
asynchronous time which allows both employers and learners to determine the best time for
participation.
Distance Education began with correspondence study and has grown significantly as technology
advancements create new opportunities for learning and content delivery. As computer
technology became prevalent in business, the print based correspondence courses progressed
to computer based training, which included simulations and ultimately interactive course content
that provided participant feedback and enhanced learning. At the end of the twentieth century,
educators and employers invested in telecommunication equipment that distributed educational
or training activities from one video conferencing site to another. These interactive television
programs allow companies to synchronously connect employee groups regardless of their
physical distance. The tremendous growth of internet technology has created the most recent
version of distance learning which is online or eLearning.
The internet is an information rich resource. Because the internet contains more information than
any individual could ever process, it is important that individuals and organizations develop
knowledge management strategies to sort, categorize and maximize the benefits the internet's
wealth of information. Online learning is one component of knowledge management within the
information technology environment.
Online learning content ranges from one-hour courses to complete bachelor, master or doctorate
degree programs. Internet delivered courses have the benefits of serving multiple groups at
multiple locations without the expense of equipment infrastructure at each location, and the
course material can be delivered either synchronously or asynchronously which affords
multinational operations the opportunity to connect individuals regardless of time zone or
geographical location.
The online training and education market is very competitive offering many choices for
organizations and learners. Colleges and Universities throughout the world are offering online
courses as well as thousands of training and consulting groups. Organizations either select
educational programs and courses ala carte or build a portfolio of eLearning options. Many large
organizations have integrated eLearning into their corporate university entity. These groups
generally have a planned web presence that includes a portal and learning management system
(LMS) or course management system (CMS).
Online learning has created many new products and support options. In addition to the
organization's web presence, portal and LMS, the organization also needs to assess the
technology infrastructure that supports the eLearning initiative. The fundamental needs in this
area are servers that provide redundancy and acceptable uptime. This is often referred to as
hosting in the eLearning environment as well as technology support in the form of a help desk.
Organizations interested in growing their own portfolio of online learning options should first
develop a vision for their eLearning initiative prior to making any financial investments in
equipment or software. Once the vision is established the organization should assess their
existing technology capabilities and determine if there is capacity to support the eLearning
initiative, or is it more cost effective to outsource all or some of the technology infrastructure.
When the technology infrastructure has been addressed the organization should determine how
content will be developed for the eLearning environment. Quality online courses are developed
so that the technology optimizes the content. Many vendors offer digitized content and others
specialize in specific areas of content development such as simulations or multimedia graphics
and enhancements. Having a clear vision for the course content and understanding the learning
needs will help to ensure that courses are developed efficiently and effectively.
Blended learning refers to online learning that is integrated with traditional classroom or training
instruction. This blend provides the benefits of reduced travel costs and time with the positive
relational aspects of face-to-face learning. Once an organization or an individual has established
a clear vision for their educational needs they should consider all of the available online
resources as tools to ensure that the "best fit" is created.
GLOBAL ECONOMY
The global economy has increased the need for organizations around the world to understand
the culture and business practices of their peers, competitors and partners. Both foreign and
domestic organizations abroad are implementing continuing education experiences in an effort to
enhance cultural understanding and address skill and knowledge gaps. U.S. universities are
partnering with both U.S. and foreign companies around the world to deliver educational courses
and programs that are critical to organizational competitiveness. A central ministry of education in
collaboration with a ministry of commerce generally drives these programs. For instance, China
has placed a high priority on the field of Human Resource Development and Entrepreneurship as
well as encouraging Chinese organizations to partner with foreign organizations in an effort to
implement vocational and applied skill training. India has created a new industry as an outsource
venue for customer service which creates customer service training opportunities in India. Korean
manufacturers have a solid history of identifying corporate and educational partners that satisfy
their organizational educational needs. Continuing Education helps global companies to connect
the workforce with the organizational vision.
THE FUTURE OF CONTINUING
EDUCATION
The abundant access of information, rapid technology changes, increased global interactions,
industry shifts as well as increasing entry level credentials and skill requirements ensures that
Continuing Education will remain a valuable resource for managers in the future.
Managers will continue to depend on continuing education as a tool for ensuring a highly skilled
and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward
career mobility, job enhancements and enriched quality of life.
The increased interest in lifelong learning coupled with rapid technology advancements and
demands on individual personal time will guarantee that educational options will continue to be
flexible and fit within the constraints of personal time and organizational priorities. The growing
global economy will continue to drive the development of learning activities that span
geographical regions and time zones allowing individuals around the world to collaborate and
learn together.
Organizations around the world will depend on continuing education to maintain competitive
positions and adopt current innovations. Managers will depend on lifelong learning to produce a
workforce with the knowledge and solution based skill-set that is required for organizational
growth.
Dawn Malone Gaymer
LIFELONG LEARNING
Throughout the last decade the concept of life-long learning has continued to gain popularity.
Organizations in the twenty-first century are challenged to quickly adapt to industry changes and
rapidly identify solutions for obstacles or barriers that the organization encounters. Through the
lifelong learning process, individuals develop the capacity for addressing this organizational
need. Key characteristics of lifelong learning include duration, learner-centered perspective,
multi-level and multi-subject learning, and open access.
The core concept of lifelong learning is that individuals learn from cradle to grave and that each
individual progresses from one learning level to the next throughout their lifetime. Each learning
event is a continuous progression to the next learning event and never isolated or a means to an
end in itself.
Lifelong learning also focuses on the learner rather than an instructor or trainer. The learning
process often involves a facilitator but the facilitator should be skilled at providing an educational
environment that allows the individual to enhance and engage in his or her own learning
objectives. The learning format and content should be designed with the learner in mind. Lifelong
learners require choices and educational experiences that fit within their lifestyle. The educational
activity should balance the needs and convenience of the organization with individual learner's
need in order to maximize the learning outcome. Lifelong learning activities are also designed for
multiple learning styles. Experiential and applied learning as well as tutorials and self-directed
content are often embraced by lifelong learners.
Lifelong learning encompasses all levels of educational acquisition and in an infinite number of
subjects. It includes skill training, credential requirements, as well as social interests. This
education may be in the form of formal education or training that is offered both as credit and
non-credit in a variety of venues. It also occurs through non-formal means such as libraries,
museums, manuals and mentors.
Lifelong learning should be accessible to all individuals regardless of age, race, ability, prior
qualifications, workplace role or sociodemographics. Innovative delivery formats help to ensure
that the learning activities are accessible to anyone that is interested in participating.
DIAGRAM
Liveright and Haygood Prosser Townsend Coles lowe Marvellous
Remedial Formal General Remedial
Individual
Health, Welfare Foundation Competence
Vocational, Tech Vocational Vocational Workers
Profession
Civic, Political Liberal Civic/Social Social and Liberal
Community
Education
Self-fulfilment Self-fulfilment

More Related Content

What's hot

Staff Training: Get More From Your Staff Via e-Learning
Staff Training: Get More From Your Staff Via e-Learning Staff Training: Get More From Your Staff Via e-Learning
Staff Training: Get More From Your Staff Via e-Learning
Webanywhere Ltd
 
Accreditor september2019
Accreditor september2019Accreditor september2019
Accreditor september2019
AdrianGearld
 
Cloud Campus
Cloud Campus Cloud Campus
Cloud Campus
Subham Dey
 
CareerTech Did You Know - Vision 2020
CareerTech Did You Know - Vision 2020CareerTech Did You Know - Vision 2020
CareerTech Did You Know - Vision 2020
Jeremy Zweiacker
 
Benchmarking Executive Education
Benchmarking Executive EducationBenchmarking Executive Education
Benchmarking Executive Education
FAIR PLAY AD / @VeronicaRRSouza
 
Black Clute 2008
Black Clute 2008Black Clute 2008
Black Clute 2008
blackr
 
Suny IT NITYAS Consortia Implementation(5)
Suny IT NITYAS Consortia Implementation(5)Suny IT NITYAS Consortia Implementation(5)
Suny IT NITYAS Consortia Implementation(5)
Rob Wilson
 
Pres sup sys-en-2012
Pres sup sys-en-2012Pres sup sys-en-2012
Pres sup sys-en-2012
Ove Jobring
 
E-MM Learning Business Model
E-MM Learning Business ModelE-MM Learning Business Model
E-MM Learning Business Model
Mita Hadi
 
FE Vision Development
FE Vision DevelopmentFE Vision Development
FE Vision Development
Becta FE and Skills
 
Opening propositions for on-line vision debate
Opening propositions for on-line vision debateOpening propositions for on-line vision debate
Opening propositions for on-line vision debate
Becta FE and Skills
 
eLearning Presentation
eLearning PresentationeLearning Presentation
eLearning Presentation
Charles Forchu
 
Education and Training Position Paper December 2012 - EN - Final
Education and Training Position Paper December 2012 - EN - FinalEducation and Training Position Paper December 2012 - EN - Final
Education and Training Position Paper December 2012 - EN - Final
Brian O'Reilly
 
Fe And Skills Workforce Channel Lsis Consultation
Fe And Skills Workforce Channel Lsis ConsultationFe And Skills Workforce Channel Lsis Consultation
Fe And Skills Workforce Channel Lsis Consultation
Becta FE and Skills
 
This time it's personal
This time it's personalThis time it's personal
This time it's personal
eXact learning
 
Causes and driver of corporate e learning
Causes and driver of corporate e learningCauses and driver of corporate e learning
Causes and driver of corporate e learning
Padmanabha Bangera
 
Use mooc for k college
Use mooc for k collegeUse mooc for k college
Use mooc for k college
Ooi Kok Hor (Ellem)
 
Occupational information guide for employers
Occupational information guide for employersOccupational information guide for employers
Occupational information guide for employers
Suad Alhalwachi
 
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
ijceronline
 
Global E-learning Market 2016 - 2020
Global E-learning Market 2016 - 2020Global E-learning Market 2016 - 2020
Global E-learning Market 2016 - 2020
Market Research Reports, Inc.
 

What's hot (20)

Staff Training: Get More From Your Staff Via e-Learning
Staff Training: Get More From Your Staff Via e-Learning Staff Training: Get More From Your Staff Via e-Learning
Staff Training: Get More From Your Staff Via e-Learning
 
Accreditor september2019
Accreditor september2019Accreditor september2019
Accreditor september2019
 
Cloud Campus
Cloud Campus Cloud Campus
Cloud Campus
 
CareerTech Did You Know - Vision 2020
CareerTech Did You Know - Vision 2020CareerTech Did You Know - Vision 2020
CareerTech Did You Know - Vision 2020
 
Benchmarking Executive Education
Benchmarking Executive EducationBenchmarking Executive Education
Benchmarking Executive Education
 
Black Clute 2008
Black Clute 2008Black Clute 2008
Black Clute 2008
 
Suny IT NITYAS Consortia Implementation(5)
Suny IT NITYAS Consortia Implementation(5)Suny IT NITYAS Consortia Implementation(5)
Suny IT NITYAS Consortia Implementation(5)
 
Pres sup sys-en-2012
Pres sup sys-en-2012Pres sup sys-en-2012
Pres sup sys-en-2012
 
E-MM Learning Business Model
E-MM Learning Business ModelE-MM Learning Business Model
E-MM Learning Business Model
 
FE Vision Development
FE Vision DevelopmentFE Vision Development
FE Vision Development
 
Opening propositions for on-line vision debate
Opening propositions for on-line vision debateOpening propositions for on-line vision debate
Opening propositions for on-line vision debate
 
eLearning Presentation
eLearning PresentationeLearning Presentation
eLearning Presentation
 
Education and Training Position Paper December 2012 - EN - Final
Education and Training Position Paper December 2012 - EN - FinalEducation and Training Position Paper December 2012 - EN - Final
Education and Training Position Paper December 2012 - EN - Final
 
Fe And Skills Workforce Channel Lsis Consultation
Fe And Skills Workforce Channel Lsis ConsultationFe And Skills Workforce Channel Lsis Consultation
Fe And Skills Workforce Channel Lsis Consultation
 
This time it's personal
This time it's personalThis time it's personal
This time it's personal
 
Causes and driver of corporate e learning
Causes and driver of corporate e learningCauses and driver of corporate e learning
Causes and driver of corporate e learning
 
Use mooc for k college
Use mooc for k collegeUse mooc for k college
Use mooc for k college
 
Occupational information guide for employers
Occupational information guide for employersOccupational information guide for employers
Occupational information guide for employers
 
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...
 
Global E-learning Market 2016 - 2020
Global E-learning Market 2016 - 2020Global E-learning Market 2016 - 2020
Global E-learning Market 2016 - 2020
 

Similar to Diagram of continuous life long learning.

Learning and Knowledge Alignment
Learning and Knowledge AlignmentLearning and Knowledge Alignment
Learning and Knowledge Alignment
KM Chicago
 
Learning and Development at workplace: Changing Paradigms, Emerging Trends
Learning and Development at workplace: Changing Paradigms, Emerging TrendsLearning and Development at workplace: Changing Paradigms, Emerging Trends
Learning and Development at workplace: Changing Paradigms, Emerging Trends
24x7 Learning
 
Learning
LearningLearning
Learning
learnonline4
 
Sector cop session 1 overview
Sector cop session 1 overviewSector cop session 1 overview
Sector cop session 1 overview
Council for Adult & Experiential Learning
 
Interorg task-force-9-20-12
Interorg task-force-9-20-12Interorg task-force-9-20-12
Interorg task-force-9-20-12
Alfredo Calderón
 
Top Education Marketing Companies.pdf
Top  Education  Marketing  Companies.pdfTop  Education  Marketing  Companies.pdf
Top Education Marketing Companies.pdf
leesageorgina
 
Blackboard Be taught 9
Blackboard Be taught 9Blackboard Be taught 9
Blackboard Be taught 9
5onlinelearning
 
Education transformation framework
Education transformation frameworkEducation transformation framework
Education transformation framework
Dr.Mohamed Attia Mohamed Ali
 
Education transformation framework
Education transformation frameworkEducation transformation framework
Education transformation framework
Dr.Mohamed Attia Mohamed Ali
 
ISBM - NEW PROSPECTUS
ISBM - NEW PROSPECTUSISBM - NEW PROSPECTUS
ISBM - NEW PROSPECTUS
Vincy Ajosh
 
Education and Training Position Paper June 2013 EN (Final)
Education and Training Position Paper June 2013 EN (Final)Education and Training Position Paper June 2013 EN (Final)
Education and Training Position Paper June 2013 EN (Final)
Brian O'Reilly
 
Education course marketing guide ePravesh.com
Education course marketing guide  ePravesh.comEducation course marketing guide  ePravesh.com
Education course marketing guide ePravesh.com
Splashgain Technology Solutions Pvt Ltd.
 
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docxRunning head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
todd521
 
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docxRunning head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
jeanettehully
 
learner-centered-credentials-for-employability
learner-centered-credentials-for-employabilitylearner-centered-credentials-for-employability
learner-centered-credentials-for-employability
Xuan Ma
 
Please use these sources httpswww.washingtonpost.comsports.docx
Please use these sources httpswww.washingtonpost.comsports.docxPlease use these sources httpswww.washingtonpost.comsports.docx
Please use these sources httpswww.washingtonpost.comsports.docx
stilliegeorgiana
 
Prevention
PreventionPrevention
Prevention
5onlinelearning
 
Chapter TenSocial Responsibility Legal Issues, Managing
Chapter TenSocial Responsibility Legal Issues, ManagingChapter TenSocial Responsibility Legal Issues, Managing
Chapter TenSocial Responsibility Legal Issues, Managing
JinElias52
 
ISA backed technology skills platform
ISA backed technology skills platformISA backed technology skills platform
ISA backed technology skills platform
Mamoon Ismail Khalid
 
DMI-PPT
DMI-PPTDMI-PPT
DMI-PPT
Vikram Rana
 

Similar to Diagram of continuous life long learning. (20)

Learning and Knowledge Alignment
Learning and Knowledge AlignmentLearning and Knowledge Alignment
Learning and Knowledge Alignment
 
Learning and Development at workplace: Changing Paradigms, Emerging Trends
Learning and Development at workplace: Changing Paradigms, Emerging TrendsLearning and Development at workplace: Changing Paradigms, Emerging Trends
Learning and Development at workplace: Changing Paradigms, Emerging Trends
 
Learning
LearningLearning
Learning
 
Sector cop session 1 overview
Sector cop session 1 overviewSector cop session 1 overview
Sector cop session 1 overview
 
Interorg task-force-9-20-12
Interorg task-force-9-20-12Interorg task-force-9-20-12
Interorg task-force-9-20-12
 
Top Education Marketing Companies.pdf
Top  Education  Marketing  Companies.pdfTop  Education  Marketing  Companies.pdf
Top Education Marketing Companies.pdf
 
Blackboard Be taught 9
Blackboard Be taught 9Blackboard Be taught 9
Blackboard Be taught 9
 
Education transformation framework
Education transformation frameworkEducation transformation framework
Education transformation framework
 
Education transformation framework
Education transformation frameworkEducation transformation framework
Education transformation framework
 
ISBM - NEW PROSPECTUS
ISBM - NEW PROSPECTUSISBM - NEW PROSPECTUS
ISBM - NEW PROSPECTUS
 
Education and Training Position Paper June 2013 EN (Final)
Education and Training Position Paper June 2013 EN (Final)Education and Training Position Paper June 2013 EN (Final)
Education and Training Position Paper June 2013 EN (Final)
 
Education course marketing guide ePravesh.com
Education course marketing guide  ePravesh.comEducation course marketing guide  ePravesh.com
Education course marketing guide ePravesh.com
 
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docxRunning head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
 
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docxRunning head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
Running head STRATEGIC ENROLLMENT PLAN 1STRATEGIC ENROLLMENT P.docx
 
learner-centered-credentials-for-employability
learner-centered-credentials-for-employabilitylearner-centered-credentials-for-employability
learner-centered-credentials-for-employability
 
Please use these sources httpswww.washingtonpost.comsports.docx
Please use these sources httpswww.washingtonpost.comsports.docxPlease use these sources httpswww.washingtonpost.comsports.docx
Please use these sources httpswww.washingtonpost.comsports.docx
 
Prevention
PreventionPrevention
Prevention
 
Chapter TenSocial Responsibility Legal Issues, Managing
Chapter TenSocial Responsibility Legal Issues, ManagingChapter TenSocial Responsibility Legal Issues, Managing
Chapter TenSocial Responsibility Legal Issues, Managing
 
ISA backed technology skills platform
ISA backed technology skills platformISA backed technology skills platform
ISA backed technology skills platform
 
DMI-PPT
DMI-PPTDMI-PPT
DMI-PPT
 

Recently uploaded

MathematicsGrade7-Presentation-July-12024.pptx
MathematicsGrade7-Presentation-July-12024.pptxMathematicsGrade7-Presentation-July-12024.pptx
MathematicsGrade7-Presentation-July-12024.pptx
nolicaliso1
 
C Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdfC Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdf
Scholarhat
 
How to Empty a One2Many Field in Odoo 17
How to Empty a One2Many Field in Odoo 17How to Empty a One2Many Field in Odoo 17
How to Empty a One2Many Field in Odoo 17
Celine George
 
Parent PD Design for Professional Development .docx
Parent PD Design for Professional Development .docxParent PD Design for Professional Development .docx
Parent PD Design for Professional Development .docx
AntonioJarligoCompra
 
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
Nguyen Thanh Tu Collection
 
How to Manage Shipping Connectors & Shipping Methods in Odoo 17
How to Manage Shipping Connectors & Shipping Methods in Odoo 17How to Manage Shipping Connectors & Shipping Methods in Odoo 17
How to Manage Shipping Connectors & Shipping Methods in Odoo 17
Celine George
 
The Cruelty of Animal Testing in the Industry.pdf
The Cruelty of Animal Testing in the Industry.pdfThe Cruelty of Animal Testing in the Industry.pdf
The Cruelty of Animal Testing in the Industry.pdf
luzmilaglez334
 
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
National Information Standards Organization (NISO)
 
How to Manage Line Discount in Odoo 17 POS
How to Manage Line Discount in Odoo 17 POSHow to Manage Line Discount in Odoo 17 POS
How to Manage Line Discount in Odoo 17 POS
Celine George
 
Java MCQ Questions and Answers PDF By ScholarHat
Java MCQ Questions and Answers PDF By ScholarHatJava MCQ Questions and Answers PDF By ScholarHat
Java MCQ Questions and Answers PDF By ScholarHat
Scholarhat
 
Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.
DrRavindrakshirsagar1
 
3. Maturity_indices_of_fruits_and_vegetable.pptx
3. Maturity_indices_of_fruits_and_vegetable.pptx3. Maturity_indices_of_fruits_and_vegetable.pptx
3. Maturity_indices_of_fruits_and_vegetable.pptx
UmeshTimilsina1
 
MATATAG CURRICULUM sample lesson exemplar.docx
MATATAG CURRICULUM sample lesson exemplar.docxMATATAG CURRICULUM sample lesson exemplar.docx
MATATAG CURRICULUM sample lesson exemplar.docx
yardenmendoza
 
Odoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List ScanningOdoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List Scanning
Celine George
 
Introduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal UseIntroduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal Use
Excellence Foundation for South Sudan
 
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
Dr. Nasir Mustafa
 
How to Manage Access Rights & User Types in Odoo 17
How to Manage Access Rights & User Types in Odoo 17How to Manage Access Rights & User Types in Odoo 17
How to Manage Access Rights & User Types in Odoo 17
Celine George
 
Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17
Celine George
 
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdfPRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
nservice241
 
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
MANIVALANSR
 

Recently uploaded (20)

MathematicsGrade7-Presentation-July-12024.pptx
MathematicsGrade7-Presentation-July-12024.pptxMathematicsGrade7-Presentation-July-12024.pptx
MathematicsGrade7-Presentation-July-12024.pptx
 
C Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdfC Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdf
 
How to Empty a One2Many Field in Odoo 17
How to Empty a One2Many Field in Odoo 17How to Empty a One2Many Field in Odoo 17
How to Empty a One2Many Field in Odoo 17
 
Parent PD Design for Professional Development .docx
Parent PD Design for Professional Development .docxParent PD Design for Professional Development .docx
Parent PD Design for Professional Development .docx
 
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
BỘ ĐỀ THI HỌC SINH GIỎI CÁC TỈNH MÔN TIẾNG ANH LỚP 9 NĂM HỌC 2023-2024 (CÓ FI...
 
How to Manage Shipping Connectors & Shipping Methods in Odoo 17
How to Manage Shipping Connectors & Shipping Methods in Odoo 17How to Manage Shipping Connectors & Shipping Methods in Odoo 17
How to Manage Shipping Connectors & Shipping Methods in Odoo 17
 
The Cruelty of Animal Testing in the Industry.pdf
The Cruelty of Animal Testing in the Industry.pdfThe Cruelty of Animal Testing in the Industry.pdf
The Cruelty of Animal Testing in the Industry.pdf
 
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
Lange and Roberts "DEIA in the Scholarly Landscape Session 5: DEIA in Peer Re...
 
How to Manage Line Discount in Odoo 17 POS
How to Manage Line Discount in Odoo 17 POSHow to Manage Line Discount in Odoo 17 POS
How to Manage Line Discount in Odoo 17 POS
 
Java MCQ Questions and Answers PDF By ScholarHat
Java MCQ Questions and Answers PDF By ScholarHatJava MCQ Questions and Answers PDF By ScholarHat
Java MCQ Questions and Answers PDF By ScholarHat
 
Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.
 
3. Maturity_indices_of_fruits_and_vegetable.pptx
3. Maturity_indices_of_fruits_and_vegetable.pptx3. Maturity_indices_of_fruits_and_vegetable.pptx
3. Maturity_indices_of_fruits_and_vegetable.pptx
 
MATATAG CURRICULUM sample lesson exemplar.docx
MATATAG CURRICULUM sample lesson exemplar.docxMATATAG CURRICULUM sample lesson exemplar.docx
MATATAG CURRICULUM sample lesson exemplar.docx
 
Odoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List ScanningOdoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List Scanning
 
Introduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal UseIntroduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal Use
 
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"
 
How to Manage Access Rights & User Types in Odoo 17
How to Manage Access Rights & User Types in Odoo 17How to Manage Access Rights & User Types in Odoo 17
How to Manage Access Rights & User Types in Odoo 17
 
Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17
 
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdfPRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdf
 
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
slidesgo-mastering-the-art-of-listening-insights-from-robin-sharma-2024070718...
 

Diagram of continuous life long learning.

  • 1. CONTINUING EDUCATION UNITS AND ACADEMIC CREDIT Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE) requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998). Other organizations have established a certification process for their respective field such as the Society for Human Resource Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management (PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of the units earned. Post-secondary higher education also falls within the sphere of Continuing Education. As entry- level requirements continue to increase such as the 150 hour accounting program and demand
  • 2. for graduate level credentials, employers and employees search for flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non-traditional formats. CORPORATE UNIVERSITIES The corporate university is generally some blend of higher education and organizational training and development. "The first corporate colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non- credit training and are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow employees around the world to participate in training and educational programs with cost effective delivery methods. The American Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally accredited institution. ACE establishes recommendations for transfer credit to regionally accredited
  • 3. universities and colleges. Most of the individuals participating in corporate college or university programs are employed full-time which requires that the educational programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education designs address the needs of working adult learners. DISTANCE EDUCATION Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom. Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine the best time for participation. Distance Education began with correspondence study and has grown significantly as technology advancements create new opportunities for learning and content delivery. As computer technology became prevalent in business, the print based correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning. The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the benefits the internet's
  • 4. wealth of information. Online learning is one component of knowledge management within the information technology environment. Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each location, and the course material can be delivered either synchronously or asynchronously which affords multinational operations the opportunity to connect individuals regardless of time zone or geographical location. The online training and education market is very competitive offering many choices for organizations and learners. Colleges and Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal and learning management system (LMS) or course management system (CMS). Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS, the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is capacity to support the eLearning
  • 5. initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements. Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed efficiently and effectively. Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an individual has established a clear vision for their educational needs they should consider all of the available online resources as tools to ensure that the "best fit" is created. GLOBAL ECONOMY The global economy has increased the need for organizations around the world to understand the culture and business practices of their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has created a new industry as an outsource
  • 6. venue for customer service which creates customer service training opportunities in India. Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision. THE FUTURE OF CONTINUING EDUCATION The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the future. Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life. The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and time zones allowing individuals around the world to collaborate and learn together. Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations. Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for organizational growth.
  • 7. Dawn Malone Gaymer CONTINUING EDUCATION UNITS AND ACADEMIC CREDIT Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE) requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998). Other organizations have established a certification process for their respective field such as the Society for Human Resource Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management (PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of the units earned. Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non- traditional formats. CORPORATE UNIVERSITIES The corporate university is generally some blend of higher education and organizational training and development. "The first corporate colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations
  • 8. are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow employees around the world to participate in training and educational programs with cost effective delivery methods. The American Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of the individuals participating in corporate college or university programs are employed full-time which requires that the educational programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education designs address the needs of working adult learners. DISTANCE EDUCATION Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom. Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine the best time for participation. Distance Education began with correspondence study and has grown significantly as technology advancements create new opportunities for learning and content delivery. As computer technology became prevalent in business, the print based correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning. The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the benefits the internet's wealth of information. Online learning is one component of knowledge management within the information technology environment. Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each location, and the course material can be delivered either synchronously or asynchronously which affords multinational operati ons the opportunity to connect individuals regardless of time zone or geographical location. The online training and education market is very competitive offering many choices for organizations and learners. Colleges and Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have
  • 9. integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal and learning management system (LMS) or course management system (CMS). Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS, the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements. Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed efficiently and effectively. Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an individual has established a clear vision for their educational needs they should consider all of the available online resources as tools to ensure that the "best fit" is created. GLOBAL ECONOMY The global economy has increased the need for organizations around the world to understand the culture and business practices of their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has created a new industry as an outsource venue for customer service which creates customer service training opportunities in India. Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision.
  • 10. THE FUTURE OF CONTINUING EDUCATION The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the future. Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life. The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and time zones allowing individuals around the world to collaborate and learn together. Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations. Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for organizational growth. Dawn Malone Gaymer CONTINUING EDUCATION UNITS AND ACADEMIC CREDIT Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE) requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998). Other organizations have established a certification process for their respective field such as the Society for Human Resource Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management (PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of the units earned.
  • 11. Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non- traditional formats. CORPORATE UNIVERSITIES The corporate university is generally some blend of higher education and organizational training and development. "The first corporate colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow employees around the world to participate in training and educational programs with cost effective delivery methods. The American Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of the individuals participating in corporate college or university programs are employed full-time which requires that the educational programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education designs address the needs of working adult learners. DISTANCE EDUCATION Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom. Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine the best time for participation. Distance Education began with correspondence study and has grown significantly as technology advancements create new opportunities for learning and content delivery. As computer technology became prevalent in business, the print based
  • 12. correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning. The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the benefits the internet's wealth of information. Online learning is one component of knowledge management within the information technology environment. Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each location, and the course material can be delivered either synchronously or asynchronously which affords multinational operati ons the opportunity to connect individuals regardless of time zone or geographical location. The online training and education market is very competitive offering many choices for organizations and learners. Colleges and Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal and learning management system (LMS) or course management system (CMS). Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS, the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements. Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed efficiently and effectively. Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an
  • 13. individual has established a clear vision for their educational needs they should consider all of the available online resources as tools to ensure that the "best fit" is created. GLOBAL ECONOMY The global economy has increased the need for organizations around the world to understand the culture and business practices of their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has created a new industry as an outsource venue for customer service which creates customer service training opportunities in India. Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision. THE FUTURE OF CONTINUING EDUCATION The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the future. Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life. The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and time zones allowing individuals around the world to collaborate and learn together. Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations. Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for organizational growth. Dawn Malone Gaymer
  • 14. CONTINUING EDUCATION UNITS AND ACADEMIC CREDIT Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (C PE) requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998). Other organizations have established a certification process for their respective field such as the Society for Human Resource Management (SHRM), which has partnered with educational institutions to deliver the Professional Human Resource Management (PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of the units earned. Post-secondary higher education also falls within the sphere of Continuing Education. As entry-level requirements continue to increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non- traditional formats. CORPORATE UNIVERSITIES The corporate university is generally some blend of higher education and organizational training and development. "The first corporate colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non-credit training and are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or college partner to customize training and academic degree programs specifically to the corporation's business practices. Corporations are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow employees around the world to participate in training and educational programs with cost effective delivery methods. The American
  • 15. Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of the individuals participating in corporate college or university programs are employed full-time which requires that the educational programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education designs address the needs of working adult learners. DISTANCE EDUCATION Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom. Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine the best time for participation. Distance Education began with correspondence study and has grown significantly as technology advancements create new opportunities for learning and content delivery. As computer technology became prevalent in business, the print based correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content that provided participant feedback and enhanced learning. At the end of the twentieth century, educators and employers invested in telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning. The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the benefits the internet's wealth of information. Online learning is one component of knowledge management within the information technology environment. Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each location, and the course material can be delivered either synchronously or asynchronously which affords multinational operations the opportunity to connect individuals regardless of time zone or geographical location. The online training and education market is very competitive offering many choices for organizations and learners. Colleges and Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal and learning management system (LMS) or course management system (CMS).
  • 16. Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS, the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements. Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed efficiently and effectively. Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an individual has established a clear vision for their educational needs they should consider all of the available online resources as tools to ensure that the "best fit" is created. GLOBAL ECONOMY The global economy has increased the need for organizations around the world to understand the culture and business practices of their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has created a new industry as an outsource venue for customer service which creates customer service training opportunities in India. Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision. THE FUTURE OF CONTINUING EDUCATION
  • 17. The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the future. Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life. The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and time zones allowing individuals around the world to collaborate and learn together. Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations. Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for organizational growth. Dawn Malone Gaymer CONTINUING EDUCATION UNITS AND ACADEMIC CREDIT Many industry boards, accreditation agencies and associations have established mandatory continuing professional education (CPE) requirements for licensure or certification. For example, the American Institute of Certified Public Accountants (AICPA) has established mandatory continuing professional education (CPE) for all members. Most state boards of accountancy have also phased in mandatory CPE as prerequisites for licensure of accounting and auditing practice units. Research has supported this trend. In an empirical study of the Texas State Board of Public Accountancy, researchers found evidence of an association between results of an employee's quality review and levels of continuing professional education in the profession (Thomas, Davis, and Seaman, 1998). Other organizations have established a certification process for their respective field such as the Society for Human Resource Management (SHRM),
  • 18. which has partnered with educational institutions to deliver the Professional Human Resource Management (PHRM) content and certification test nationally. Non-credit continuing education courses often carry state-board or association Continuing Education Units (CEU). Participants generally receive a certificate of completion and should maintain personal records of the units earned. Post-secondary higher education also falls within the sphere of Continuing Education. As entry- level requirements continue to increase such as the 150 hour accounting program and demand for graduate level credentials, employers and employees search for flexible degree programs. Many employers offer a tuition reimbursement program for employees enrolled in college level degree programs when applicable to the workplace. Colleges and Universities recognize the growing demand from adult learners for academic degree programs, and many offer academic courses off campus, on-line or at the workplace in accelerated and non-traditional formats. CORPORATE UNIVERSITIES The corporate university is generally some blend of higher education and organizational training and development. "The first corporate colleges appeared almost 80 years ago, but their ranks have grown, relatively speaking by leaps and bounds" (Wilcox, 1987). Corporate colleges or universities are characterized as institutions that may grant degrees, academic credit or non- credit training and are chartered by a parent company whose primary mission is not education. Some corporate universities have evolved from a mission to serve the corporation's training and development needs to a full-service private higher education institution. Northrop University began in 1942 as a training division of Northrop Aircraft and evolved to an institution offering undergraduate and postgraduate degrees. Kettering Institution (an independent university) grew out of General Motors. Many corporations identify a university or college partner to customize
  • 19. training and academic degree programs specifically to the corporation's business practices. Corporations are using these customized programs as a source for developing future corporate leaders and a means to focus on content areas that are critical to the company's strategic business plans. Multinational companies are developing corporate universities that allow employees around the world to participate in training and educational programs with cost effective delivery methods. The American Council on Education (ACE) consistently evaluates corporate college or university credits that are offered independent of a regionally accredited institution. ACE establishes recommendations for transfer credit to regionally accredited universities and colleges. Most of the individuals participating in corporate college or university programs are employed full-time which requires that the educational programs are offered in flexible formats. Generally, employees do not have the luxury of attending academic programs on a full-time basis or in a traditional fifteen to eighteen week semester format. Accelerated formats as well as weekend and distance education designs address the needs of working adult learners. DISTANCE EDUCATION Distance Education is an all-encompassing phrase for education and training that occurs away from the traditional classroom. Distance Education may occur in synchronous (real) or asynchronous time which allows both employers and learners to determine the best time for participation. Distance Education began with correspondence study and has grown significantly as technology advancements create new opportunities for learning and content delivery. As computer technology became prevalent in business, the print based correspondence courses progressed to computer based training, which included simulations and ultimately interactive course content that provided participant feedback and enhanced learning. At the end of the twentieth century,
  • 20. educators and employers invested in telecommunication equipment that distributed educational or training activities from one video conferencing site to another. These interactive television programs allow companies to synchronously connect employee groups regardless of their physical distance. The tremendous growth of internet technology has created the most recent version of distance learning which is online or eLearning. The internet is an information rich resource. Because the internet contains more information than any individual could ever process, it is important that individuals and organizations develop knowledge management strategies to sort, categorize and maximize the benefits the internet's wealth of information. Online learning is one component of knowledge management within the information technology environment. Online learning content ranges from one-hour courses to complete bachelor, master or doctorate degree programs. Internet delivered courses have the benefits of serving multiple groups at multiple locations without the expense of equipment infrastructure at each location, and the course material can be delivered either synchronously or asynchronously which affords multinational operations the opportunity to connect individuals regardless of time zone or geographical location. The online training and education market is very competitive offering many choices for organizations and learners. Colleges and Universities throughout the world are offering online courses as well as thousands of training and consulting groups. Organizations either select educational programs and courses ala carte or build a portfolio of eLearning options. Many large organizations have integrated eLearning into their corporate university entity. These groups generally have a planned web presence that includes a portal and learning management system (LMS) or course management system (CMS).
  • 21. Online learning has created many new products and support options. In addition to the organization's web presence, portal and LMS, the organization also needs to assess the technology infrastructure that supports the eLearning initiative. The fundamental needs in this area are servers that provide redundancy and acceptable uptime. This is often referred to as hosting in the eLearning environment as well as technology support in the form of a help desk. Organizations interested in growing their own portfolio of online learning options should first develop a vision for their eLearning initiative prior to making any financial investments in equipment or software. Once the vision is established the organization should assess their existing technology capabilities and determine if there is capacity to support the eLearning initiative, or is it more cost effective to outsource all or some of the technology infrastructure. When the technology infrastructure has been addressed the organization should determine how content will be developed for the eLearning environment. Quality online courses are developed so that the technology optimizes the content. Many vendors offer digitized content and others specialize in specific areas of content development such as simulations or multimedia graphics and enhancements. Having a clear vision for the course content and understanding the learning needs will help to ensure that courses are developed efficiently and effectively. Blended learning refers to online learning that is integrated with traditional classroom or training instruction. This blend provides the benefits of reduced travel costs and time with the positive relational aspects of face-to-face learning. Once an organization or an individual has established a clear vision for their educational needs they should consider all of the available online resources as tools to ensure that the "best fit" is created. GLOBAL ECONOMY
  • 22. The global economy has increased the need for organizations around the world to understand the culture and business practices of their peers, competitors and partners. Both foreign and domestic organizations abroad are implementing continuing education experiences in an effort to enhance cultural understanding and address skill and knowledge gaps. U.S. universities are partnering with both U.S. and foreign companies around the world to deliver educational courses and programs that are critical to organizational competitiveness. A central ministry of education in collaboration with a ministry of commerce generally drives these programs. For instance, China has placed a high priority on the field of Human Resource Development and Entrepreneurship as well as encouraging Chinese organizations to partner with foreign organizations in an effort to implement vocational and applied skill training. India has created a new industry as an outsource venue for customer service which creates customer service training opportunities in India. Korean manufacturers have a solid history of identifying corporate and educational partners that satisfy their organizational educational needs. Continuing Education helps global companies to connect the workforce with the organizational vision. THE FUTURE OF CONTINUING EDUCATION The abundant access of information, rapid technology changes, increased global interactions, industry shifts as well as increasing entry level credentials and skill requirements ensures that Continuing Education will remain a valuable resource for managers in the future. Managers will continue to depend on continuing education as a tool for ensuring a highly skilled and knowledgeable workforce. Individuals will engage in lifelong learning as a means for upward career mobility, job enhancements and enriched quality of life.
  • 23. The increased interest in lifelong learning coupled with rapid technology advancements and demands on individual personal time will guarantee that educational options will continue to be flexible and fit within the constraints of personal time and organizational priorities. The growing global economy will continue to drive the development of learning activities that span geographical regions and time zones allowing individuals around the world to collaborate and learn together. Organizations around the world will depend on continuing education to maintain competitive positions and adopt current innovations. Managers will depend on lifelong learning to produce a workforce with the knowledge and solution based skill-set that is required for organizational growth. Dawn Malone Gaymer
  • 24. LIFELONG LEARNING Throughout the last decade the concept of life-long learning has continued to gain popularity. Organizations in the twenty-first century are challenged to quickly adapt to industry changes and rapidly identify solutions for obstacles or barriers that the organization encounters. Through the lifelong learning process, individuals develop the capacity for addressing this organizational need. Key characteristics of lifelong learning include duration, learner-centered perspective, multi-level and multi-subject learning, and open access. The core concept of lifelong learning is that individuals learn from cradle to grave and that each individual progresses from one learning level to the next throughout their lifetime. Each learning event is a continuous progression to the next learning event and never isolated or a means to an end in itself. Lifelong learning also focuses on the learner rather than an instructor or trainer. The learning process often involves a facilitator but the facilitator should be skilled at providing an educational environment that allows the individual to enhance and engage in his or her own learning objectives. The learning format and content should be designed with the learner in mind. Lifelong learners require choices and educational experiences that fit within their lifestyle. The educational activity should balance the needs and convenience of the organization with individual learner's need in order to maximize the learning outcome. Lifelong learning activities are also designed for multiple learning styles. Experiential and applied learning as well as tutorials and self-directed content are often embraced by lifelong learners. Lifelong learning encompasses all levels of educational acquisition and in an infinite number of subjects. It includes skill training, credential requirements, as well as social interests. This education may be in the form of formal education or training that is offered both as credit and
  • 25. non-credit in a variety of venues. It also occurs through non-formal means such as libraries, museums, manuals and mentors. Lifelong learning should be accessible to all individuals regardless of age, race, ability, prior qualifications, workplace role or sociodemographics. Innovative delivery formats help to ensure that the learning activities are accessible to anyone that is interested in participating. DIAGRAM Liveright and Haygood Prosser Townsend Coles lowe Marvellous Remedial Formal General Remedial Individual Health, Welfare Foundation Competence Vocational, Tech Vocational Vocational Workers Profession
  • 26. Civic, Political Liberal Civic/Social Social and Liberal Community Education Self-fulfilment Self-fulfilment