The document discusses the changing landscape of managing online education programs. It notes an increasing variety of online programs offered by more institutions using diverse models. This has led to greater competition and complexity in managing specialized services across decentralized organizations. Effective management requires assessing trends, prioritizing goals and resources, leading organizational change, and supporting faculty and community building. Managers must balance growth, quality, and sustainability while navigating limited resources and high expectations.

1. Managing online programs:Challenges, opportunities and recommendationsStella C.S. Porto(sporto@umuc.edu)Graduate School of Management & TechnologyUniversity of Maryland University College

2. Where are you in the landscape ?What is your role as a manager?What kind of organization you work for?Universities, community colleges, k-12, corporate, military, government, non-profit…Centralized vs decentralizedOnline is mainstream or off-road?What does your students’ profile look like?How about your faculty: full-time, tenured or adjunct?

3. The landscape for online program managersGrowthGreater competitionMore institutionsWithin the same institutionDifferent groupsLarger spectrum of programs and modelsIssues of quality still in the horizonScalability and costsGrowth in part-time faculty

4. The landscape for online program managersMore complex supply chainSpecialized servicesCompetitionOrganizations are more complexCentralization vs decentralizationInternationalization, partnerships, etc. DE is the response to government challengesCan it live up to the challenge with quality?

5. The landscape for online program managersIncreasing variety of technologiesMajor shift to user generated contentPush for greater accessibility to informationOpen content & open sourceThe force of mobile technologies

6. Management and leadership have never been so important!

7. Administration & LeadershipInstructional design & supportConsulting / ResearchingTeachingIT support Distance EducatorA formidable repertoire of skills…

8. A myriad of dutiesneeds assessmentmarket analysisstrategic planningfitting technology needsoperationalizing ideasresource mobilizationintroducing online infrastructurepolicy formulation, training and support for facultycollaborating with partnersprogram evaluation and accreditationmentoring the next generation of leaders

9. Highlights for managers

10. Learn the theories and develop as a practitioner…

11. Learn the theories and develop as a practitioner…In distance education it is still true that…There is a complex balance between Theory & PracticeThere is confusion between competencies and skillsThe needs of the market are still blurredMost employers’ are lacking the knowledge to understand the field and hire professionals There is a culture of trial and error

12. Learn the theories and develop as a practitioner…

13. Lead the way… strategically

14. Lead the way… strategicallyMoving too quicklyReactive modeNeed for planningNeed for reflection

15. Defining vision, mission, goals and objectivesDetermining prioritiesScanning the landscape trends and issuesTracking emerging and sustainable technologiesAssessing available resources and financial needsLead the way… strategicallyLeading organizational change

16. Understand your level of influence and explore optionsHow big of a say do I have?Staff developmentmarketingtechnologybudget

17. Understand your level of influence and explore optionsLimited resourcesHigh expectations for growthMultiple and opposing goalsDistinct stakeholdersBe creativeWell-developed personal and communication skillsFind support in unexpected places

18. Manage growth versus quality

19. Learn the technology and use it well“Technology is expensive, unpredictable and essential”Risk of dependence on technologyDichotomy between innovation and sustainabilityImpact on support functions, maintenance and trainingDealing with fear

20. Learn the technology and use it wellField changing rapidly with increased demands on the institutionThere needs to be space for experimentation alongside with strategies for adoption and sustainabilityAs an example, social media can be a catalyst tool…Managers can become catalysts for change

21. Focus on and support community buildingIncreased sense of ownershipPR & marketingSupport for successAvoid feelings of isolationTracking professional landscape

22. Final remarkschanges in the landscape of distance education+rapid advancements in technologies+managing adjunct faculty at a distance+sharing of scarce institutional resources +growing competition from for and not for profits+high quality and global perspective or outreach reality check on the challenges is a reminder of the work that continues

23. managers can affect directly many of the outcomes.

24. need for a process of critical self-reflection creative and efficient management strategies on all fronts