RPS has Best-in-the Market capability to design, develop, implement and deploy large scale training nationwide, worldwide and in over 60+ languages on multiple mobile platforms.
Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
The University of Pennsylvania Models of Excellence program encourages excellence, provides inspiring role models for emulation, and recognizes innovative staff accomplishments that reflect initiative, leadership, collaboration, increased efficiency, and a deep commitment to service.
RPS has Best-in-the Market capability to design, develop, implement and deploy large scale training nationwide, worldwide and in over 60+ languages on multiple mobile platforms.
Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
The University of Pennsylvania Models of Excellence program encourages excellence, provides inspiring role models for emulation, and recognizes innovative staff accomplishments that reflect initiative, leadership, collaboration, increased efficiency, and a deep commitment to service.
CPA Vision 2025 - Vision of CPA in the future with Vision, Purpose, Values & Competencies & Top Trends to Watch (and the time to address is NOW).
The Top 10 trends identified by grassroots CPAs from across the country who participated in 30 future forums including over 1,000 participants. Using the i2a: Insight to Action Future Forums process to engage and develop the trends. Part of the AICPA's CPA Horizons 2025 Project.
Kuali Student Kuali Days 2011 Project UpdateCheryl
Project team leads for the Kuali Student Project gave a presentation at Kuali Days 2011 in Indianapolis to update the Kuali community on the Kuali Student Project.
Thinking Aloud: University Enterprise Architecture Themes and HorizonsAlison Pope
. It provides some of my thinking and research on ideas and themes for looking at technology trends over three horizons (2011, 2015 and 2020), business strategy and enterprise architecture, application architectures and themes and how we might … just might begin take all of this forward. It is essentially a list of the things I will be thinking about, reading about, working on and blogging about in 2011 all mixed up together to hopefully understand better as the year progresses.
Traditional Training MethodsThe communication of learne.docxjuliennehar
Traditional Training Methods
“The communication of learned capabilities is primarily one way, from the trainer to the audience (Noe, 2017).”
Technology-based Training Methods
“…content is provided stand-alone, using software or DVDs with no connection to the Internet (Noe, 2017).”
References
Noe, R. (2017). Employee Training & Development, 7th
Edition. Retrieved from https://devry.vitalsource.com/#/
books/1260428028 /cfi/6/38!/4/2/16/8/8/2/
4/[email protected]:54.3
Chapter Eight
Technology-Based Training Methods
Objectives
After reading this chapter, you should be able to:
1. Explain how new technologies are influencing training.
2. Evaluate a web-based training site.
3. Explain how learning and transfer of training are enhanced by new training technologies.
4. Explain the strengths and limitations of e-learning, mobile learning training methods (such as iPads), and simulations.
5. Explain the different types of social media and the conditions conducive to their use for training.
6. Describe to a manager the different types of distance learning.
7. Recommend what should be included in an electronic performance support system.
8. Compare and contrast the strengths and weaknesses of traditional training methods versus those of technology-based training methods.
9. Identify and explain the benefits of learning management systems.
Time and Location Don’t Stall Learning at Nissan
Nissan has more than 150,000 people working around the world, including automobile production locations in twenty countries and product markets in more than 160 countries. To ensure that the company could meet its global plans for growth and expansion, Nissan identified sixty high-potential employees who needed to develop the skills and competencies that would prepare them to be successful in their careers. The high-potential employees worked in different functional areas, levels, and locations, including Latin America, Europe, Africa, the Middle East, Asia, and Australia. For these employees, face-to-face interaction in a classroom would be invaluable because it would help them develop and expand their professional network and work together on group projects. Also, classroom instruction would ensure that the employees would receive a consistent message and approach to developing leadership skills and competencies based on Nissan’s core business principles and331their questions could be immediately answered by the instructor or facilitator. But face-to-face classroom instruction was unrealistic because these employees could not be away from their work for an extended period of time and traveling to one location for training from sites around the world was too expensive.
To gain the benefits of face-to-face instruction and overcome time and travel challenges, Nissan created an e-learning program, which included a virtual classroom. This allowed Nissan to combine the strengths of a classroom experience, including relationship building ...
CPA Vision 2025 - Vision of CPA in the future with Vision, Purpose, Values & Competencies & Top Trends to Watch (and the time to address is NOW).
The Top 10 trends identified by grassroots CPAs from across the country who participated in 30 future forums including over 1,000 participants. Using the i2a: Insight to Action Future Forums process to engage and develop the trends. Part of the AICPA's CPA Horizons 2025 Project.
Kuali Student Kuali Days 2011 Project UpdateCheryl
Project team leads for the Kuali Student Project gave a presentation at Kuali Days 2011 in Indianapolis to update the Kuali community on the Kuali Student Project.
Thinking Aloud: University Enterprise Architecture Themes and HorizonsAlison Pope
. It provides some of my thinking and research on ideas and themes for looking at technology trends over three horizons (2011, 2015 and 2020), business strategy and enterprise architecture, application architectures and themes and how we might … just might begin take all of this forward. It is essentially a list of the things I will be thinking about, reading about, working on and blogging about in 2011 all mixed up together to hopefully understand better as the year progresses.
Traditional Training MethodsThe communication of learne.docxjuliennehar
Traditional Training Methods
“The communication of learned capabilities is primarily one way, from the trainer to the audience (Noe, 2017).”
Technology-based Training Methods
“…content is provided stand-alone, using software or DVDs with no connection to the Internet (Noe, 2017).”
References
Noe, R. (2017). Employee Training & Development, 7th
Edition. Retrieved from https://devry.vitalsource.com/#/
books/1260428028 /cfi/6/38!/4/2/16/8/8/2/
4/[email protected]:54.3
Chapter Eight
Technology-Based Training Methods
Objectives
After reading this chapter, you should be able to:
1. Explain how new technologies are influencing training.
2. Evaluate a web-based training site.
3. Explain how learning and transfer of training are enhanced by new training technologies.
4. Explain the strengths and limitations of e-learning, mobile learning training methods (such as iPads), and simulations.
5. Explain the different types of social media and the conditions conducive to their use for training.
6. Describe to a manager the different types of distance learning.
7. Recommend what should be included in an electronic performance support system.
8. Compare and contrast the strengths and weaknesses of traditional training methods versus those of technology-based training methods.
9. Identify and explain the benefits of learning management systems.
Time and Location Don’t Stall Learning at Nissan
Nissan has more than 150,000 people working around the world, including automobile production locations in twenty countries and product markets in more than 160 countries. To ensure that the company could meet its global plans for growth and expansion, Nissan identified sixty high-potential employees who needed to develop the skills and competencies that would prepare them to be successful in their careers. The high-potential employees worked in different functional areas, levels, and locations, including Latin America, Europe, Africa, the Middle East, Asia, and Australia. For these employees, face-to-face interaction in a classroom would be invaluable because it would help them develop and expand their professional network and work together on group projects. Also, classroom instruction would ensure that the employees would receive a consistent message and approach to developing leadership skills and competencies based on Nissan’s core business principles and331their questions could be immediately answered by the instructor or facilitator. But face-to-face classroom instruction was unrealistic because these employees could not be away from their work for an extended period of time and traveling to one location for training from sites around the world was too expensive.
To gain the benefits of face-to-face instruction and overcome time and travel challenges, Nissan created an e-learning program, which included a virtual classroom. This allowed Nissan to combine the strengths of a classroom experience, including relationship building ...
A presentation at AgileTour 2012 Ho Chi Minh City, 8-9/11/2012
This is a reflection on how we can innovate higher education in VN with the ideas from Agile.
Transforming Training with Scenario-based Learning ServicesDaisy Wilson
The role of realistic scenario-based learning services is to provide learners with a context that closely mirrors their work environment. By presenting learners with relatable scenarios, they can better understand the application of knowledge and skills in practical situations.
Similar to Education service delivery presentation (20)
Si estás por terminar la licenciatura y buscas opciones de egreso, conoce por qué titularte por maestría puede ser la mejor elección para ti. Conoce las maestrías cuatrimestrales de la UNITEC y combina compromisos laborales y horas de estudio.
Conoce más acerca de las oportunidades laborales que tiene un egresado de la Licenciatura de Turismo de Reuniones en México, así como su panorama laboral. Conoce la oferta académica de la UNITEC.
Si deseas estudiar una Licenciatura en Gastronomía, hay algo que debes saber: Lo que significa la vestimenta de un chef. Conoce más del tema a través de esta infografía
El deseo de mejorar en el trabajo, es cuestión de una actitud correcta, de éxito, de confianza, con la capacidad de superarnos y aprender ante la adversidad.
Financiamientos
¿Cómo funciona un financiamiento?
¿Qué opciones de financiamiento existen?
Otras opciones además del crédito.
Bolsa de trabajo
¿Cómo combino las opciones?
Se alumno UNITEC
¿Cuál es el proceso de inscripción en la UNITEC?
Las Licenciaturas, Diplomados y Maestrías de Campus en Línea de la UNITEC están diseñados para personas con deseos de crecer profesionalmente, que necesitan superar las distancias y combinar el estudio con su vida personal y profesional. Tú eliges el momento para tomar tus clases, desde cualquier lugar y en el horario que decidas. Respaldada por 50 años de experiencia educativa.
La Profesión de la Ingeniería es un reto por sí solo, sin embargo si realmente existe una vocación, los obstáculos que se presentan en el camino, desde la formación del aspirante al gremio hasta el ejercicio de la profesión, se reducen exponencialmente gracias a la pasión por lo que se va a ejercer. En una palabra la inversión y esfuerzos requeridos contra las satisfacciones obtenidas, bien valen la pena.
¿Cómo funciona un financiamiento?
¿Qué otras opciones existen además del crédito?
¿Cómo combino las opciones?
¿Cuál es el proceso de inscripción en la UNITEC?
Si estudiaste o estudias en una institución de educación media superior o superior dentro de la República Mexicana o en el extranjero, puedes revalidar las materias que la autoridad educativa en México considere equivalentes.
2. Agenda
1. Main question
2. Education service components
3. People education service entities
4. 5WH scheme
5. Zachman architecture in education service
6. Zachman architecture features
7. A way of deriving policies
8. Resulting policies
9. Example
10. A case study
11. Questions and answers? 2
3. Main question about delivering
education service
SOCIETY /
EDUCATION
What to do?
REQUIREMENTS
What should an institution of education do to implement,
operate, monitor, supervise, and control its provided
education service in order to pass from the achievement
of opening requirements to satisfy students’
expectations?
3
4. Education service components
30 communication
EDUCATION SERVICE channels
INFRASTRUCTURE /
PEOPLE
TECHNOLOGY
Each component must
communicate and agree
with itself as well as
INFORMATION PROCESSES
other 4 components …
Adapted from: Dominguez, A. Calidad en el desarrollo de proyectos. Contacto Empresarial, año 14, 163. Sep. 4
2004.
5. Education service components
… and must also be
EDUCATION SERVICE
aligned to institution's
mission, vision, &
objectives
PEOPLE
MISSION, INFRASTRUCTURE /
TECHNOLOGY
VISION, &
OBJECTIVES
INFORMATION PROCESSES
5
6. People: Education service entities
Entity Description Type of Model
It detects the society requirements related to education
Academic Contextual
service and also defines its scope when service is on
Planning Entity Model
implementation and operation phases
Academic It conceptualises, defines, and develops education model to
Conceptual
Development be put in practice when the service is on implementation and
Model
Entity operation phases
Implementation It defines the logic to offer education service when it is on
Logic Model
Entity implementation and operation phases
Academic
Physical
Coordination It defines how education service is operated in practice
Model
Entity
It offers directly education service and is in contact with the Detailed
Lecturers
user of this service Model
Students It uses education service User's Model
6
7. 5WH scheme
Question Indicator Description
It is information to define and understand education service
What (Information)
requirements
They are processes to translate education service requirements
How (Processes)
into more detailed implementation and operation definitions
Where (Place / It is related to physical distribution of places where education
Infrastructure) service will be implemented and operated
Who (Other Entities, It defines who is related to education service, and also defines
Infrastructure / infrastructure and technology required to implement and to
Technology) operate it
When (Time) It describes how time perturbs education service
Why (Motivation /
It translates education service strategies and objectives into
Mission, Vision, &
specific meaning
Objectives)
7
8. Zachman architecture
Who Why
Where
What How (Other Entities, When (Motivation /
(Place /
(Information) (Processes) Infrastructure / (Time) Mission, Vision,
Infrastructure)
Technology) & Objectives)
Academic
Planning Entity
(Contextual
Model)
Academic
Development
Entity
(Conceptual
Model)
Implementation
Model
(Logic Model)
Academic
Coordination
Model
(Physical Model)
Lecturers
(Detailed Model)
MEETING POINT OF EDUCATION SERVICE
Students
(User’s Model) 8
Adapted from: Hay, D. C. The Zachman Framework: An Introduction. www.tdan.com/i001fe01.htm.
9. Who Why
Where
What How (Other Entities, When (Motivation /
(Place /
(Information) (Processes) Infrastructure / (Time) Mission, Vision, &
Infrastructure)
Technology) Objectives)
List of participating and
List of society List of places where
Academic Planning List of general significant entities, List of significant List of objectives and
requirements education services
Entity processes to offer infrastructure, and events to offer strategies to offer
important to define will be implemented
(Contextual Model) education service technology to offer education service education service
education service and operated
education service
Academic Semantic model of Relational model
Development requirements to offer Process model to among places where Event model to
Workflow model to offer Plan to offer
Entity education service offer education education service will offer education
education service education service
(Conceptual (Programme Plan and service be implemented and service
Model) Syllabus) operated
Distribution
List of general architecture of places Event
Application Interaction architecture
Implementation internal requirements where education architecture to Rules model to offer
architecture to offer among participants in
(Logic Model) to offer education service will be offer education education service
education service offering education service
service implemented and service
operated
Implementation and
Academic List of specific Relationship diagram
operation Interaction diagram among Event diagram to
Coordination internal requirements of places where Rule design to offer
navigation diagrams participants in offering offer education
Model to offer education operation service will education service
to offer education education service service
(Physical Model) service be implemented
service
Detailed process to
Lecturers Places versus List of lecturers, lab
Requirements fulfil operate syllabus Time-table Objectives of courses
(Detailed Model) lecturer assignation equipment, and technology
components
MEETING POINT OF EDUCATION SERVICE
Processes to
Reception and Attend classrooms, Interaction with
Students develop Need of education
assimilation of course labs, library and classrooms, labs, library Attend time-table
(User’s Model) assignments, task, service
topics other facilities and other facilities 9
and lab practices
10. Zachman architecture features
It is a communication tool
It allows communication among participants related to education service
It glues components
It allows making components of education service stay glued together as a whole
It is simple
Its structure is not technical but logical: go from strategic notions to detail
description and use
It is expressive
It helps communicating in a non-technical precise way complex concepts about
education service
It helps planning
It allows taking better decisions in planning education service
It is a problem solving tool
It enables abstraction and simplification without neglecting the complexity of the
education service as a whole
It is “product” neutral
It does not depend on any methodologies or tools 10
11. A way of deriving policies
Who Why
Where
What How (Other Entities, When (Motivation /
(Place /
(Information) (Processes) Infrastructure / (Time) Mission, Vision,
Infrastructure)
Technology) & Objectives)
Academic
Planning Entity
(Contextual
Model)
Academic
Development
Entity
(Conceptual
Model)
Implementation
Model
(Logic Model)
Academic
Coordination
Model
(Physical Model)
Lecturers
(Detailed Model)
MEETING POINT OF EDUCATION SERVICE
Students
(User’s Model) 11
Adapted from: Hay, D. C. The Zachman Framework: An Introduction. www.tdan.com/i001fe01.htm.
12. Resulting policies: Top-down arrangement
according with delivery
Question Indicator Associated Set of Policies
Why (Motivation /
Mission, Vision, & Policies related to type, mission, and vision of education service
Objectives)
Policies related to public information of education service
What (Information)
Policies related to promotion of education service
Where (Place /
Policies related to where education service is offered
Infrastructure)
When (Time) Policies related to when education service is offered
Policies related to who manage academic coordination
Who (Other Entities,
Policies related to student candidates, and students
Infrastructure /
Policies related to lecturer candidates, and lecturers
Technology)
Policies related to requirements and use of infrastructure and technology
Policies related to programme management, courses and syllabus
Policies related to operate, monitor and control of education service
How (Processes)
Policies related to finishing education service
Policies related to other academic processes
12
13. Example: Policies to deliver postgraduate
programmes
1.Policy context
2.Policy control
1.Controlling functional area
2.Review controls
3.Policy management
1.Policies application functional areas
2.Policies purpose and scope
3.Policies application responsible
4.Distribution list
5.Preliminary definitions
4.Policy statements
1.Policies related to type, mission, and vision of postgraduate programmes
2.Policies related to public information of postgraduate programmes
3.Policies related to promotion of postgraduate programmes
4.Policies related to where postgraduate programmes are offered
5.Policies related to when postgraduate programmes are offered
6.Policies related to academic coordination manager
7.Policies related to student candidates, and students
8.Policies related to lecturer candidates, and lecturers
9.Policies related to requirements and use of infrastructure and information technology
10.Policies related to postgraduate programmes management, courses and syllabus
11.Policies related to operate, monitor and control of postgraduate programmes
12.Policies related to finishing postgraduate programme studies
13.Policies related to other academic processes 13
14. A Mexican case - Problems
Creation of a new centralised School of Postgraduate
Studies (SPS)
Problems before creation of SPS
No unified postgraduate mission, vision, and model
No standardised lecturers and students selection
No standardised information management
No standardised education and administrative processes
No standardised infrastructure and IT
No standardised education service delivery
Immediate problem after SPS creation
Approve accreditation by external and governmental entities
14
15. A Mexican case - Solution
A policy manual was created for delivering education service
First versions of manual were used
To perform a self-assessment on postgraduate area
To approve a certification evaluation performed by external entities
As a reference to standardise education service when implemented and
operated in other university campi (10 campi)
Particularly, policies have permitted to that Mexican university:
Acquire criteria to act in similar events occurring when offering education
service
Make easy to take decisions on recurrent events when offering education
service
Act as a self-defined entity when offering education service
Accelerate and improve quality in activities related to education service
15