The document discusses the development of online supportive systems to facilitate continuous professional development. It notes that traditional training is insufficient given demands for flexible competencies. The SupSys project aims to create an alternative through a supportive online system aligned with EQF frameworks. This system would provide structured, planned qualification development through user-generated content and supervision. It would differ from education in supporting self-directed, enduring learning. The target groups are professionals with shared interests, like industry networks. The project will analyze prerequisites, develop a circular methodology, implement pilots, and provide guidance for long-term supportive systems.
The document discusses the development of the Supportive Systems (SupSys) project. SupSys aims to develop an online system to support continuous professional development for individuals and flexible competence development for organizations. It will differ from traditional education by being non-formal and tailored to individual needs and interests. The system will guide professionals' qualification development over time based on a European Qualification Framework. It will integrate personal learning networks and environments while providing supervision and support from experts to help users progressively improve their knowledge, skills, and competencies.
Presenting the MDE-UMUC/HBMeU cooperative programsStella Porto
Presentation of the recent dual award degrees result from the cooperation between the Master of Distance Education & E-Learning from UMUC, with the Distance Learning masters programs at HBMeU, Dubai, UAE.
Many industry boards and associations have established mandatory continuing education requirements for licensure and certification. Continuing education includes non-credit courses that provide certificates and Continuing Education Units, as well as flexible degree programs through colleges and universities. Some large corporations have developed their own corporate universities to provide customized training and degree programs to develop leaders and focus on strategic business areas. The growth of distance education, including online learning, allows for more flexible participation and has increased opportunities for continuing education globally.
Go To Training High Impact Online TrainingConfidential
This document discusses strategies for effective live online training. It begins by noting that while online training allows for wider reach, simply converting materials online is not enough - unique strategies are needed to engage learners. Several industry reports highlight that interactive virtual classrooms are growing as they allow for learning without travel. The document emphasizes that online training requires its own specialized best practices, as it is a distinct medium. Effective online instructors focus on engagement, facilitation, and applying concepts in a workplace setting. Overall, the key is using the online format to its full advantage through strategic planning and skilled moderation.
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...ijceronline
Open e-training Platform s play an important role as one of the tools that help people develop their skills and acquire new knowledge and expertise in various fields, recently the trend has increased towards the virtual training and it became a way to reach more of the trainees who aspire to get better educational quality of the training programs which are held on the Internet without the temporal and spatial limitations and away from the traditional training, as the time and cost stand as a significant obstacle before the ambitions of individuals. The paper discussed the problems that hinder the trainees of full understanding of the training courses on the open e-training Platform s compared to traditional training, and see how they benefit and their orientation towards it, this study followed the analytical descriptive method through the distribution of a questionnaire to a random sample of the technical community members. The questionnaire results indicated a preference to use online training instead of traditional training, were the main reasons is the lack of temporal and spatial constraints.
Implementing TEL at DMU: University of Surrey Workshopguest71d301
My preso for the University of Surrey's second workshop on their VLE review. http://www2.surrey.ac.uk/cead/learningandteaching/vle-strategy/vleworkshop2/
The document discusses the development of the Supportive Systems (SupSys) project. SupSys aims to develop an online system to support continuous professional development for individuals and flexible competence development for organizations. It will differ from traditional education by being non-formal and tailored to individual needs and interests. The system will guide professionals' qualification development over time based on a European Qualification Framework. It will integrate personal learning networks and environments while providing supervision and support from experts to help users progressively improve their knowledge, skills, and competencies.
Presenting the MDE-UMUC/HBMeU cooperative programsStella Porto
Presentation of the recent dual award degrees result from the cooperation between the Master of Distance Education & E-Learning from UMUC, with the Distance Learning masters programs at HBMeU, Dubai, UAE.
Many industry boards and associations have established mandatory continuing education requirements for licensure and certification. Continuing education includes non-credit courses that provide certificates and Continuing Education Units, as well as flexible degree programs through colleges and universities. Some large corporations have developed their own corporate universities to provide customized training and degree programs to develop leaders and focus on strategic business areas. The growth of distance education, including online learning, allows for more flexible participation and has increased opportunities for continuing education globally.
Go To Training High Impact Online TrainingConfidential
This document discusses strategies for effective live online training. It begins by noting that while online training allows for wider reach, simply converting materials online is not enough - unique strategies are needed to engage learners. Several industry reports highlight that interactive virtual classrooms are growing as they allow for learning without travel. The document emphasizes that online training requires its own specialized best practices, as it is a distinct medium. Effective online instructors focus on engagement, facilitation, and applying concepts in a workplace setting. Overall, the key is using the online format to its full advantage through strategic planning and skilled moderation.
Comparison ofTraditional-Trainingon theOpen E-TrainingPlatform s and Traditio...ijceronline
Open e-training Platform s play an important role as one of the tools that help people develop their skills and acquire new knowledge and expertise in various fields, recently the trend has increased towards the virtual training and it became a way to reach more of the trainees who aspire to get better educational quality of the training programs which are held on the Internet without the temporal and spatial limitations and away from the traditional training, as the time and cost stand as a significant obstacle before the ambitions of individuals. The paper discussed the problems that hinder the trainees of full understanding of the training courses on the open e-training Platform s compared to traditional training, and see how they benefit and their orientation towards it, this study followed the analytical descriptive method through the distribution of a questionnaire to a random sample of the technical community members. The questionnaire results indicated a preference to use online training instead of traditional training, were the main reasons is the lack of temporal and spatial constraints.
Implementing TEL at DMU: University of Surrey Workshopguest71d301
My preso for the University of Surrey's second workshop on their VLE review. http://www2.surrey.ac.uk/cead/learningandteaching/vle-strategy/vleworkshop2/
Framework Of E Learning Business ModelsAshish Mittal
This document discusses various e-learning business models and frameworks. It identifies three main e-learning sectors: education to business (E2B), education to education (E2E), and education to consumers (E2C). Five common e-learning business models are described: training department, top management lessons, standardization engine, profit center/education vendor, and learning lab. The document also outlines trends in the e-learning industry like market consolidation, branding, and modularization. It concludes that the corporate e-learning market (E2B) seems most promising and e-learning will become more stable and consolidated over time.
This document discusses the benefits of e-learning programs for educational institutions. It outlines several advantages such as improved accessibility, allowing students to learn anywhere at any time. E-learning can also better accommodate different learning styles and be more environmentally sustainable by reducing paper usage and travel emissions. The document also notes that top U.S. universities like Penn State and the University of Florida offer e-learning degree programs. While initial costs may be required to transition courses online, e-learning can help increase enrollment and revenues over time. It concludes that e-learning supports improved learning outcomes, productivity, and cost savings for all.
San Jose State University partnered with Cisco and Vyopta to create 51 next-generation learning spaces on campus equipped with lecture capture technology. This allows students to review classroom material on demand, increases off-campus participation in courses, and distinguishes SJSU as a visionary institution leading the way in reinventing education delivery through technology.
This document discusses creating a business case for e-learning. It provides an overview of Lambda Solutions and the challenges driving the need for e-learning, including accessibility issues, content delivery limitations, and changes in how people learn. The presentation emphasizes that an e-learning strategy is key and should align with business goals. An effective strategy considers leadership support, user needs, technology infrastructure, measuring results, and a rollout plan.
Staff Training: Get More From Your Staff Via e-Learning Webanywhere Ltd
This guide, From Training to Twitter: The social evolution of e-learning, looks at how e-learning is changing the way staff are educated in the workplace.
This document discusses the need for strategic technology alliances between higher education institutions and technology companies to confront challenges in competition and develop new instructional models. It argues that partnerships can help colleges leverage new technologies to improve access to learning, connect students, and transform teaching and learning. Specific examples of potential alliances discussed include an executive MBA program jointly run by a university and technology vendor using e-learning tools. The document advocates for collaboration between all sectors to develop innovative technical solutions and integrate technologies into academic programs.
learner-centered-credentials-for-employabilityXuan Ma
Xuan Ma's blog post discusses frameworks for ensuring lifelong employability. It notes that traditional career ladders are being replaced by "career jungle gyms" requiring continuous learning. Emerging frameworks emphasize acquiring both technical skills and soft skills. The post also examines perspectives on evaluating return on investment in higher education, including considering personal and social returns beyond just job placement rates and salaries. It argues for recognizing learning that occurs outside formal education and providing transparent documentation of competencies through tools like digital badges. Finally, the post calls for greater interoperability between education and employment systems through technological standards and innovations.
Unified in Learning –Separated by Space (S-ICT 2008 Conference Proceedings)Martin Rehm
This document describes a case study of a global online learning program for over 400 staff members from nearly 100 offices worldwide of a large international organization. The 6-month blended learning program had an initial e-learning phase followed by face-to-face workshops. The e-learning phase aimed to facilitate collaborative knowledge sharing and was based on a model incorporating individualized learning, interaction through discussion forums, and rapid feedback. Concepts from communities of practice were also incorporated to encourage open dialogue both within and outside the organization. Preliminary results found the program structure and design produced an interesting and stimulating learning community and positive learning outcomes.
The document discusses the development of a workforce channel for the FE and Skills sector in the UK. It details that the Department for Innovation, Universities and Skills announced the creation of such a channel to rationalize web-based information and services. The goal is to create an improved online support resource for information, resources, and professional practice for the sector. It will build upon and absorb the existing Excellence Gateway. The document calls for consultation on scoping what should be included in the channel and what purposes and processes it should support.
Presentation for JISC Experts Group updating The Digital Practitioner Survey Work (2011-2012) with data from 2013 survey. Reviews and recommendations included. Complemented by blog post http://digitalpractitioneruk.wordpress.com/
The document outlines a vision for 2020 in four areas: content and digital resources, social media and web 2.0, provider and workforce capability, and learner experience. Some key aspects of the vision include ubiquitous high-quality digital content and resources, the widespread use of social media for collaboration, all providers and learners being confident users of technology, and no digital divide with all learners having access to technology and skills. The vision is positioned as a progression from limitations in 2009 such as classroom-focused learning and providers having limited use of technology.
The document outlines a vision for the future of FE and technology towards the year 2020, describing advancements in several key areas:
1) Content and digital resources will be rich, accessible anywhere, and tailored to individual learners through games, simulations and adaptive feedback.
2) Social media and Web 2.0 tools will facilitate collaboration between learners, teachers, and employers in developing resources.
3) Providers and their workforces will be highly capable using technology to guide learners and provide 24/7 support through online and peer mentoring.
4) Learners will have 24/7 access to resources and support through technology to gain skills needed for future careers and competitiveness.
Define your pedagogical approach; Define your business model; Define (inter)national opportunities and threats; Define institutional opportunities and threats; Define student attractors and deterrents; Review your pedagogical model; Review your business model
This document provides an introduction and overview of credit-based modular systems. It begins by explaining that credit establishes value and equivalence in learning, allowing learning to be quantified and compared across frameworks that use the same measurement criteria. It discusses the importance of common principles for credit systems and outlines some key benefits, such as flexibility and transparency. The document also clarifies several common terms and concepts related to credit systems, such as modules, levels, credit rating, and qualifications frameworks. It emphasizes that while frameworks may differ, they can still work in parallel as long as a common credit metric is used, as is the case with the Qualifications and Credit Framework (QCF) and the Framework for Higher Education Qualifications (FHEQ) in
This document discusses the use of e-learning environments for postgraduate supply chain management education. It describes how a virtual learning environment allows students to engage in collaborative learning and discussion through features like chat rooms, discussion boards, and group projects. The pedagogy focuses on social and collaborative learning through co-construction of knowledge. Initial experiences with a wholly online master's program in supply chain management have been positive, with over 450 active part-time students. The virtual classroom facilitates examination of theory, sharing of practice knowledge, and collaborative application of knowledge in real organizational settings.
This document outlines key challenges related to skills development in the Europe and Central Asia (ECA) region. It notes that while poverty has decreased in many ECA countries, it remains high in some areas. Access to early childhood education and quality basic education is uneven across the region, threatening progress on reducing poverty. The document also discusses how workers' skills have become a constraint on business growth for many firms in the ECA region according to surveys. Overall, it examines skills challenges in the global and ECA contexts and lessons for job-specific skills development.
Theory and Practice of Online Learning Ch18Vasanta Akondy
The document discusses developing team skills and accomplishing team projects online through three case studies. The first case study examines an online professional designation program where students complete a team dynamics and communication module. The module uses a simulation and online collaboration to develop soft skills. The simulation provides teachable moments as students problem solve scenarios. In the second phase, students complete team projects online. Overall, the document argues that online learning can effectively develop soft skills when structured interactions and project management practices are used to build trust and accountability among online team members.
Social Software and the Establishment of Virtual Communities of Practice in t...eLearning Papers
Authors: Klaus Reich, Christian Petter, Kathrin Helling.
The concept of Communities of Practice can be seen as a central model that supports informal learning processes especially in workplace surroundings. Based on the assumption that Social Software tools and models are well suited to support collaboration within virtual networks, this paper aims to present and analyse the experiences made in the process of establishing Virtual Communities of Practice in small and medium-sized enterprises (SMEs) of the tourism sector in Europe (involving the application of Social Software tools).
This document provides an overview of a training manual for University of Phoenix employees on using social media tools to enhance professional development through social learning. It discusses four ideologies of social learning and barriers to participation. Several social media tools that could be used are described, including their benefits, limitations, and applications to sharing ideas and collaborating. The purpose of social learning in organizations is to create reliance and efficiency by sharing knowledge and skills between employees through open communication. The manual aims to clearly define the usefulness of social media in education and corporate training to improve employee morale and productivity.
Supportive systems for continuous and online professional developmenteLearning Papers
Authors: Nils Ove Lennart Jobring, Ingemar Svensson.
Due to the development of social media and online environments, the content and form of educational systems change. At the same time, demands on the individual professional to ensure that he or she is continually updated and employable are on the rise. In this article, we develop an alternative to established education and forms of training in the shape of a supportive system.
Framework Of E Learning Business ModelsAshish Mittal
This document discusses various e-learning business models and frameworks. It identifies three main e-learning sectors: education to business (E2B), education to education (E2E), and education to consumers (E2C). Five common e-learning business models are described: training department, top management lessons, standardization engine, profit center/education vendor, and learning lab. The document also outlines trends in the e-learning industry like market consolidation, branding, and modularization. It concludes that the corporate e-learning market (E2B) seems most promising and e-learning will become more stable and consolidated over time.
This document discusses the benefits of e-learning programs for educational institutions. It outlines several advantages such as improved accessibility, allowing students to learn anywhere at any time. E-learning can also better accommodate different learning styles and be more environmentally sustainable by reducing paper usage and travel emissions. The document also notes that top U.S. universities like Penn State and the University of Florida offer e-learning degree programs. While initial costs may be required to transition courses online, e-learning can help increase enrollment and revenues over time. It concludes that e-learning supports improved learning outcomes, productivity, and cost savings for all.
San Jose State University partnered with Cisco and Vyopta to create 51 next-generation learning spaces on campus equipped with lecture capture technology. This allows students to review classroom material on demand, increases off-campus participation in courses, and distinguishes SJSU as a visionary institution leading the way in reinventing education delivery through technology.
This document discusses creating a business case for e-learning. It provides an overview of Lambda Solutions and the challenges driving the need for e-learning, including accessibility issues, content delivery limitations, and changes in how people learn. The presentation emphasizes that an e-learning strategy is key and should align with business goals. An effective strategy considers leadership support, user needs, technology infrastructure, measuring results, and a rollout plan.
Staff Training: Get More From Your Staff Via e-Learning Webanywhere Ltd
This guide, From Training to Twitter: The social evolution of e-learning, looks at how e-learning is changing the way staff are educated in the workplace.
This document discusses the need for strategic technology alliances between higher education institutions and technology companies to confront challenges in competition and develop new instructional models. It argues that partnerships can help colleges leverage new technologies to improve access to learning, connect students, and transform teaching and learning. Specific examples of potential alliances discussed include an executive MBA program jointly run by a university and technology vendor using e-learning tools. The document advocates for collaboration between all sectors to develop innovative technical solutions and integrate technologies into academic programs.
learner-centered-credentials-for-employabilityXuan Ma
Xuan Ma's blog post discusses frameworks for ensuring lifelong employability. It notes that traditional career ladders are being replaced by "career jungle gyms" requiring continuous learning. Emerging frameworks emphasize acquiring both technical skills and soft skills. The post also examines perspectives on evaluating return on investment in higher education, including considering personal and social returns beyond just job placement rates and salaries. It argues for recognizing learning that occurs outside formal education and providing transparent documentation of competencies through tools like digital badges. Finally, the post calls for greater interoperability between education and employment systems through technological standards and innovations.
Unified in Learning –Separated by Space (S-ICT 2008 Conference Proceedings)Martin Rehm
This document describes a case study of a global online learning program for over 400 staff members from nearly 100 offices worldwide of a large international organization. The 6-month blended learning program had an initial e-learning phase followed by face-to-face workshops. The e-learning phase aimed to facilitate collaborative knowledge sharing and was based on a model incorporating individualized learning, interaction through discussion forums, and rapid feedback. Concepts from communities of practice were also incorporated to encourage open dialogue both within and outside the organization. Preliminary results found the program structure and design produced an interesting and stimulating learning community and positive learning outcomes.
The document discusses the development of a workforce channel for the FE and Skills sector in the UK. It details that the Department for Innovation, Universities and Skills announced the creation of such a channel to rationalize web-based information and services. The goal is to create an improved online support resource for information, resources, and professional practice for the sector. It will build upon and absorb the existing Excellence Gateway. The document calls for consultation on scoping what should be included in the channel and what purposes and processes it should support.
Presentation for JISC Experts Group updating The Digital Practitioner Survey Work (2011-2012) with data from 2013 survey. Reviews and recommendations included. Complemented by blog post http://digitalpractitioneruk.wordpress.com/
The document outlines a vision for 2020 in four areas: content and digital resources, social media and web 2.0, provider and workforce capability, and learner experience. Some key aspects of the vision include ubiquitous high-quality digital content and resources, the widespread use of social media for collaboration, all providers and learners being confident users of technology, and no digital divide with all learners having access to technology and skills. The vision is positioned as a progression from limitations in 2009 such as classroom-focused learning and providers having limited use of technology.
The document outlines a vision for the future of FE and technology towards the year 2020, describing advancements in several key areas:
1) Content and digital resources will be rich, accessible anywhere, and tailored to individual learners through games, simulations and adaptive feedback.
2) Social media and Web 2.0 tools will facilitate collaboration between learners, teachers, and employers in developing resources.
3) Providers and their workforces will be highly capable using technology to guide learners and provide 24/7 support through online and peer mentoring.
4) Learners will have 24/7 access to resources and support through technology to gain skills needed for future careers and competitiveness.
Define your pedagogical approach; Define your business model; Define (inter)national opportunities and threats; Define institutional opportunities and threats; Define student attractors and deterrents; Review your pedagogical model; Review your business model
This document provides an introduction and overview of credit-based modular systems. It begins by explaining that credit establishes value and equivalence in learning, allowing learning to be quantified and compared across frameworks that use the same measurement criteria. It discusses the importance of common principles for credit systems and outlines some key benefits, such as flexibility and transparency. The document also clarifies several common terms and concepts related to credit systems, such as modules, levels, credit rating, and qualifications frameworks. It emphasizes that while frameworks may differ, they can still work in parallel as long as a common credit metric is used, as is the case with the Qualifications and Credit Framework (QCF) and the Framework for Higher Education Qualifications (FHEQ) in
This document discusses the use of e-learning environments for postgraduate supply chain management education. It describes how a virtual learning environment allows students to engage in collaborative learning and discussion through features like chat rooms, discussion boards, and group projects. The pedagogy focuses on social and collaborative learning through co-construction of knowledge. Initial experiences with a wholly online master's program in supply chain management have been positive, with over 450 active part-time students. The virtual classroom facilitates examination of theory, sharing of practice knowledge, and collaborative application of knowledge in real organizational settings.
This document outlines key challenges related to skills development in the Europe and Central Asia (ECA) region. It notes that while poverty has decreased in many ECA countries, it remains high in some areas. Access to early childhood education and quality basic education is uneven across the region, threatening progress on reducing poverty. The document also discusses how workers' skills have become a constraint on business growth for many firms in the ECA region according to surveys. Overall, it examines skills challenges in the global and ECA contexts and lessons for job-specific skills development.
Theory and Practice of Online Learning Ch18Vasanta Akondy
The document discusses developing team skills and accomplishing team projects online through three case studies. The first case study examines an online professional designation program where students complete a team dynamics and communication module. The module uses a simulation and online collaboration to develop soft skills. The simulation provides teachable moments as students problem solve scenarios. In the second phase, students complete team projects online. Overall, the document argues that online learning can effectively develop soft skills when structured interactions and project management practices are used to build trust and accountability among online team members.
Social Software and the Establishment of Virtual Communities of Practice in t...eLearning Papers
Authors: Klaus Reich, Christian Petter, Kathrin Helling.
The concept of Communities of Practice can be seen as a central model that supports informal learning processes especially in workplace surroundings. Based on the assumption that Social Software tools and models are well suited to support collaboration within virtual networks, this paper aims to present and analyse the experiences made in the process of establishing Virtual Communities of Practice in small and medium-sized enterprises (SMEs) of the tourism sector in Europe (involving the application of Social Software tools).
This document provides an overview of a training manual for University of Phoenix employees on using social media tools to enhance professional development through social learning. It discusses four ideologies of social learning and barriers to participation. Several social media tools that could be used are described, including their benefits, limitations, and applications to sharing ideas and collaborating. The purpose of social learning in organizations is to create reliance and efficiency by sharing knowledge and skills between employees through open communication. The manual aims to clearly define the usefulness of social media in education and corporate training to improve employee morale and productivity.
Supportive systems for continuous and online professional developmenteLearning Papers
Authors: Nils Ove Lennart Jobring, Ingemar Svensson.
Due to the development of social media and online environments, the content and form of educational systems change. At the same time, demands on the individual professional to ensure that he or she is continually updated and employable are on the rise. In this article, we develop an alternative to established education and forms of training in the shape of a supportive system.
The SupSys project aims to develop an alternative system to traditional education and training models that supports continuous professional development. The system seeks to flexibly provide competency development solutions for companies and organizations. It will use contemporary media and online learning communities to continuously strengthen individuals' qualifications. The project involves researching and developing personal learning environments and collaborative networks to implement a progressive assessment of participants' skill development through a combination of formal and informal learning approaches.
The SupSys project aims to develop an alternative system to traditional education and training models that supports continuous professional development. The system seeks to flexibly provide competency development solutions to meet organizational needs. It will use contemporary media and online learning communities to strengthen individuals' qualifications over time. The project involves researching and developing personal learning environments and collaborative learning networks to foster cross-organizational learning and help small and medium-sized enterprises adopt effective lifelong learning approaches.
Creating a distant learning environment for corporate trainersShirley Love
This document outlines a proposal for creating an online training program to teach corporate trainers how to develop distance learning programs. It will train managers over 3 days to gain skills in online teaching using tools like Articulate 360. The training will focus on identifying audiences, skills needed for effective online facilitation like creating engaging content and building trust. It will also cover learning theories like transactional distance theory and connectivism. Trainees will learn to use technology tools like learning management systems, infographics, simulations and will complete a final group project designing an online course using Articulate. The goal is to help managers revolutionize training by establishing user-friendly online programs.
The document discusses knowledge sharing among manager assistants as a way to increase their skills and help their organizations. It proposes that manager assistants can share knowledge through a network across different companies. A 4-phase process is outlined to implement training modules to share knowledge theoretically, practically, and technologically. The goals are to create "knowledge workers" and promote a knowledge sharing culture where individuals understand knowledge sharing benefits their jobs and careers.
Learning is the key to success—some would even say survival—in today's organizations. Knowledge should be continuously enriched through both internal and external learning. For this to happen, it is necessary to support and energize organization, people, knowledge, and technology.
This document provides an overview and summary of key insights from a 2013 learning insights report produced by City & Guilds Kineo and e-learning age. It finds that learning is increasingly pervasive, continuous, collaborative and connected. It occurs both inside and outside of formal learning management systems. This has implications for how learning and development departments design learning experiences and assess learning. Specifically, the document identifies 10 key insights from the research, including that informal learning needs structure to avoid chaos, the importance of social and experiential learning, and that learning must keep pace with changes in technology and learner expectations. It also discusses trends in the consumerization of IT, a more fragmented and global workforce, and increased focus on developing staff through apprent
STAFFS MOTIVATIONAL IN KNOWLEDGE TRANSFER BEHAVIOURijcsit
Previous have highlighted knowledge transfer behaviour (KTB) for an increase organization performance,
however an obstacle from the perspective among staffs still exists. The problem is still difficult because
staffs will not share their knowledge as they thinking their knowledge is important. This paper investigated
factors of staffs motivational that influence KTB among staffs in Riau Province of Indonesia. The survey
400 respondents were used, 325 were returned, and 75 were not returned. Likert and smart PLS to
confirmation the conceptual model. This paper conclude factors that reward, trust, and an enjoyment
helping colleagues of staffs motivation are factors which influencing the KTB. The results and conclusions
are discussed.
Understanding the growing trend for Informal learning, this paper goes further to investigate some current best practices and suggest tips and next steps for driving a more "formalised" approach for Informal Learning in your organisation.
On continuouslearning answers-to-questions-oct14Ove Jobring
Periodically, I receive questions concerning various aspects of continuous learning. Some of these have been asked by members of Quora and answered by me. Quora is a question-and-answer website where questions are posed, answered, edited and organized by the community of users. At Quora, there is a topic called Continuous learning where questions have been asked and I have answered them. In some cases, others have also responded to the questions: Please visit, read and, if you like, ask or answer a question: http://www.quora.com/Continuous-Learning
The TYYNE project focused on working life as a future learning environment. It found that learning is transforming from an individual activity to a community-based one, where informal learning and networks will play a bigger role. Communities of practice and open sharing of learning resources are important. New technologies will make learning possible anywhere and anytime. Leadership must support shared, experimental learning in work communities. The project recommended supporting learning networks, communities of practice, competency-based qualifications, and new leadership models to promote versatile, lifelong learning in evolving work environments.
Creativity Poses a Challenge, But Rewards are ImmenseNutan Erathi
An example of story telling to train adult learners.
An Indian folk tale- Vikram and Betaal series is a treatment suggested to train bank employees to increase sales and make profits to the organisation.
1. The globalized, knowledge-based economy requires organizations to continually train and develop employees in order to gain and maintain competitive advantages. Knowledge is becoming obsolete faster, so organizations must help employees double their knowledge every few years.
2. Employee training and development is now viewed as a strategic function within human resources management to continuously innovate knowledge across an organization. Learning organizations promote learning for all members and continuously transform themselves.
3. To thrive, organizations must learn faster than competitors. Learning organizations encourage knowledge sharing and the transfer of individual knowledge into organizational learning. Transitioning organizations in the document's region are moving towards more modern approaches of viewing employees as strategic investments rather than expenses.
This document discusses human resource management in a university setting. It defines human resource management and its key functions, which include staffing, training, motivation, and maintenance. It then discusses universities as academic communities and UNESCO's focus on academic staff development to strengthen higher education. Specifically, it outlines UNESCO's experiences promoting training programs, teaching networks, and managerial development to enhance skills and expertise of university personnel. The goal is to improve quality, relevance, and capacity building within higher education institutions.
The way adults pursue their education through life is changing as the technology around us
relentlessly continues to enhance our quality of life and further enhances every aspect of the
different tasks we set out to perform. This exploratory paper looks into how every adult can
embody a comprehensive set of academic services, platforms and systems to assist every
individual in the educational goals that one sets. A combination of three distinct technologies
are presented together with how they not only come together but complement each other around
a person in what is usually referred to as a personal area network. The network in this case
incorporates an intelligent personal learning environment providing personalised content,
intelligent wearables closer to the user to provide additional contextual customisation, and a
surrounding ambient intelligent environment to close a trio of technologies around every
individual. Each of the three research domains will be presented to uncover how each
contributes to the personal network that embodies what one usually expects from an educational
institution. Three distinct prototype systems have been developed, tested and deployed within a
functional system that will be presented in this paper.
Please use these sources httpswww.washingtonpost.comsports.docxstilliegeorgiana
Please use these sources
https://www.washingtonpost.com/sports/penn-state-football-punished-by-ncaa-over...https://www.csmonitor.com/USA/Sports/2011/0531/Ohio-State-football-scandal-Is-coach-or..
www.newsminer.com/news/alaska_news/alaska-nanooks-face-ncaa-sanctions-for-eligibility...
https://www.buzzfeed.com/whoiswillo/the-ten-biggest-scandals-in-ncaa-history-6o16www.ncaa.org/taxonomy/term/295/feed
https://www.freelancewritersplanet.com/national-collegiate-athletic-association-ethics...
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Chapter Seven
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After reading this chapter, you should be able to
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2. Provide recommendations for effective on-the-job training (OJT).
3. Develop a case study.
4. Develop a self-directed learning module.
5. Discuss the key components of behavior modeling training.
6. Explain the conditions necessary for adventure learning to be effective.
7. Discuss what team training should focus on to improve team performance.
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Pres sup sys-en-2012
1. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
Ove Jobring – University of Gothenburg
Jan 2012
Supportive systems for
continuous
and online professional
development
Abstract
Due to the development of social media and online environments, the content
and form of educational systems is changing. At the same time, demands on the
individual professional to ensure that he or she is continually updated and
employable are increasing. This places demands on the co-workers’ supply of
competence being adapted to today’s ways of organising business operations.
Traditional competence development and e-learning whereby all participants
receive the same offering through training is not suitable to match such needs.
The SupSys project is developing an alternative to established education and
forms of training in the shape of a supportive system. The challenge is how to
develop a Support System based on contemporary media that continuously
strengthens the individual's qualifications. Supportive systems online will then
be different from educational and training systems in that they assist adults with
pathways for improving their knowledge and competence, including both
professionals and vulnerable groups across borders and nations. SupSys is
intended to contribute towards solving companies’ and organisations’ need for a
flexible supply of competence as well as the individual professional’s need for
support.
The purpose of the SupSys project is to develop and implement an online system
for SMEs that supports professional groups’ continuous qualification
development where qualification represents a combination of knowledge, skills,
and competences.
1
2. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
Background – the problem
SupSys is intended to contribute towards solving companies’ and organisations’ need for
a flexible supply of competence as well as the individual professional’s need for support.
Stiff competition and globalisation are making flexible adaptability and customer-adapted
offerings important factors in the competitiveness of companies and organisations. This
places demands on the co-workers’ supply of competence being adapted to today’s ways of
organising business operations. Traditional competence development, whereby all participants
receive the same offering through training, is unable to match such a trend in all respects.
At the same time, demands on the individual professional to be constantly updated and
employable are increasing. Previously, organisations/employers and society bore this
responsibility, creating clear guidelines for the professional’s knowledge and competence
development. This has changed and the individual is now becoming increasingly responsible
for his or her own competence development. This trend has been described using the
“individualisation thesis” which entails people’s life space expanding to include more as well
as freer options. In consequence, the individual is responsible for his or her choices and thus
his or her own qualification development. This particularly applies to situations where
organisations, employees, and society were responsible, previously supplying guidance and
road maps for professional knowledge and skill. This change brings the need for continuous
and constantly existing support for the individual’ personal development, which assists the
individual in navigating through his or her learning, work, and life environment. This does not
happen today and that is a problem.
Purpose of SupSys
The purpose of the SupSys project is to develop and implement a system for SMEs that
supports professional groups’ continuous qualification development where qualification
represents a combination of knowledge, skill, and competence.
Contribution towards a solution
SupSys will be the development of modern online environments where the qualifications
of professionals are continuously being developed qualitatively, enduringly and with
progression. This will guide and facilitate professionally active individuals who are
consciously aspiring to enhance their competence and skills through informal ways of
working. This will lead to increased operational effectiveness which will in turn lead to
increased competitiveness.
In the SupSys project, we are developing, through method development, an alternative to
established forms of education and training in the shape of an online Supportive System
which continuously supports professionals in their development. Even today, new forms of
social media and online environments constitute, to a certain extent, such supportive systems
for the development of individuals – but could be developed using institutional input.
2
3. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
There is rapid development within online-based informal environments, such as Online
communities but now also called Personal Learning Networks (PLN). Here, learning and
individual development take place through a range of different forms; e.g. stories, self-
reflection, and various forms of mutual exchange between participants. Examples are
communities like LinkedIn, blogs, and micro blogs like Twitter as well as social media like
Facebook. As a consequence of increasing participation on the net, a need for coordination
has been created for the individual user. The solution is called the Personal Learning
Environment (PLE) and this is a grouping together of the individual’s various sources of
information. The latter is pointed out, for instance, in the Horizon report as one of 4 important
future development trends on the net. In parallel with the development of online
environments, there is also active development online in fields such as free educational
resources and free courses.
The European Commission points out that “an increasing share of learning occurs at the
workplace, in non-formal contexts and in leisure time - often through new ICT-based learning
tools and methods” (European Commission 2008). In practice, consequently, modern media
development thus partly constitutes a supportive system which continuously supports the
individual participant’s improvement.
What does a supportive system entail?
A supportive system entails the structured and planned development of qualifications
online in accordance with an EQF (or similar framework) schedule.
The interwoven, individual development processes that take place in an online environment
have a special characteristic which constitutes an essential pre-requirement in the
development of a supportive system. Four differences between formal educational systems
and supportive systems, which must be taken into account when designing a system, can be
distinguished. From a traditional educational situation to a supportive system, these 4 are: 1)
From pre-produced to user-generated content, 2) from individual subject motives to joint
qualification interests, 3) from limited duration to continuous and enduring activity, 4) from
subjects and thematic areas to a broad perspective on the participants’ skills.
These 4 differences mean that a content subject cannot be taken as a departure point – a
supportive system is neither a course nor an education. It requires a broader perspective and is
based, in that case, on the participants’ shared interest instead of a specific subject. It will
then be more suited to purpose to use professional qualification for the development of
individuals. Through the European Qualification Framework, the EU has prescribed a
definition: Qualification entails, on 8 different levels:
Results of learning expressed in knowledge, skill, and competence,
Knowledge which is the result of assimilating information through learning.
Skill is the ability to apply knowledge in order to carry out tasks and solve problems.
Competence is the exhibited capacity to use knowledge and skill in occupationally-
related development. Expressed in terms of responsibility and independence.
3
4. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
A supportive system entails, then, structured and planned qualification development in
accordance with an “EQF schedule”, or similar method, where the participants’ qualification
is consciously reconciled and enhanced. The system adds its principle to existing forms of
online environments, but which are being further developed and supported methodically and
systematically.
Process support and progression constitute the other principal part of a supportive system
and have the purpose of bringing together the individuals’ PLEs within the shared OLC/PLN.
The issue of supervision is key. In many social media and similar online environments, there
is no direct supervision – examples of such media being Twitter and Facebook. Possibly,
there is some control of activities, but this is not supported by an expert or an outsider.
The purpose of SupSys is to methodically and systematically support and advance the
progressive development of the participants’ qualifications. In this case, supervisors are
required but the difficulty of supervising such a learning process is apparent. Supporting the
process is an advanced task for one person - a process facilitator – but there is also need for a
subject expert – professional expert – to support the development of the participants’
knowledge, competencies, and skills. This leadership duo forms an important component of
the development and implementation of a system.
A supportive system can consist of a combination of different units – exactly which ones
and how these will work together will be developed within the project. Personal Learning
Environments constitute the foundation, however. They constitute the source of the system.
The process of the circular method generally consists of a continuous interplay between the
participant’s user generated input and episodes of sequences of informal learning and formal
qualification development. The combination of input and informal/formal episodes in
sequences pre-requires and places demands concerning structure, support, and management –
exactly how and in which way will be developed within the project.
Through his or her work, through monitoring the wider world and contacts, the individual
generates the input for the system. This input is passed on to a shared platform where it
creates sequences and a process in the form of discussions or stream of messages and events
which are processed in a shared network. Input becomes the object of processing and provides
feedback to the individual participant – it is a circular course of events that is described in the
following figure:
Figure 1: Basics of a circular method
4
5. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
In order for this to bring progression and reconciliation with an EQF schedule, a methodology
is required, as well as planning, structure, and management – which will be developed within
the project. The method is named in accordance with the circular course of events as a
Circular Method - CM. To develop this method knowledge could be gained from research on
Online learning communities, Learning Networks, Computer-supported collaborative learning
and similar as well as the Japanese corporate study groups Sho shudan katsudo, the Swedish
adult education study circle methodology and from European Learning Circles.
Target group of a supportive system
Co-workers with shared qualification interests have the greatest possibilities of developing
progressive and continuous development within a supportive online system. Potential target
groups include:
Co-workers in different SMEs with similar spheres of activity.
Examples: Financial managers in various SMEs, production managers in various SMEs
Co-workers in major businesses, companies, or groups with similar spheres of
activity
Examples: Store managers in a major retail chain, HR staff in various municipalities.
Individual professionals linked to the same industry without being geographically
or mutually in competition
Examples: Shoemakers, accountants, dentists, and farmers
Members of trade associations, unions, and professional and industrial
organisations.
Examples: Teachers, consultants, therapists; Occupational groups in union organisations
Project format
Implementation of the project contains two main operations: The first involves analyses of the
prerequisites of supportive systems and the development of supportive data for a methodology
in relevant topics: Media – methodology (WP3), Media - ICT - Software development (WP4)
and Knowledge, Skills, and Competences - KSC (WP5).
User involvement (WP2) is achieved by SMEs and networks are included in various reference
groups during development work.
The second operation starts with the different development WPs being brought together in
one uniform methodology and implementation plan according to the principles of a circular
methodology (WP 6).
After this part the project milestone occurs where participating partners, especially the
SMEs and Networks, review whether the plans and material for a supportive system provided
is of such quality and applicability that it can be tested in pilots.
The second operation continues thereafter with the plans and methods for a supportive
systems being implemented at a number of SMEs and Networks. Conclusions and
recommendations are brought together in an exploitation plan and framework (WP8) that
5
6. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
constitutes supportive data, method books and guidelines for the development and
implementation of supportive systems after the ending of the project.
The project also contains three basic WP which run throughout the project: Management
(WP1), Dissemination (WP7) and Quality (WP9) as shown in figure 2:
Figure 2: SupSys Project format
Objectives for WPs:
o WP 1 Management
To organize and manage the project
o WP 2 User involvement
To be involved in development work as a reference group and methodology evaluators as
pilots.
o WP 3 Media - methodology - development
To explore and develop methodology and materials for the implementation of supporting
system - in combination with the individual contexts (PLE) and facilitation needed for a
continuing learning and development process.
o WP 4 Media - ICT - Software - development
To compile and evaluate relevant ICT systems and programs and provide horizons in the
technology development
o WP 5 Qualification - Knowledge, Skills, and Competences - KSC - Development
To explore and adapt contemporary methods to achieve a progressive continuing assessment
and development review of participants' qualification development.
o WP 6 Integration and pilots
To bring together the various elements into a methodological schedule and implement pilots.
o WP 7 Dissemination
To design and implement the dissemination strategy in order to communicate the project and
the results.
6
7. Copyright Jobring 2012
All Rights Reserved – Not to be distributed or duplicated
o WP 8 Exploitation and methodological framework
To create the ground for the project sustainability by producing a methodological framework
for future exercise and implementation.
o WP 9 Project Quality and Evaluation
To assure the quality in the development execution and management of the project, internally
evaluate and foreseeing potential risks.
References
Beck., U., Beck-Gernsheim, E., (2002) Individualization Institutionalized Individualism and Its Social
and Political Consequences, Sage Publications (CA), London
European Commission (2008). Conclusions of the Council and of the Representatives of the
Governments of the Member States, meeting within the Council, of 22 May 2008 on promoting
creativity and innovation through education and training, (2008/C 141/10)
Jobring, O. Svensson, I., (2010) Supportive systems for continuous and online professional
development, eLearning Papers • www.elearningpapers.eu.
http://www.elearningpapers.eu/index.php?page=doc&doc_id=17586&doclng=6&vol=22
http://bit.ly/SupSys2
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