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The purpose of this paper is to consider whether the future for e‐learning is as bright as it has previously been heralded, or whether it is likely to fade into the…
The purpose of this paper is to consider whether the future for e‐learning is as bright as it has previously been heralded, or whether it is likely to fade into the background over time.
The paper is based on 29 research case studies.
The importance of time and commitment are drawn out, suggesting that a slower pace of development may not necessarily be a bad thing. Organisations need to focus on what really matters – creating an environment that truly values learning, which for many may involved a substantial culture change. The importance of communication, promotion and marketing are presented, with the commitment from the top giving e‐learning the necessary status it needs in order for it to be taken seriously throughout the company. Selection of technology is also important as this can be a limiting factor to further e‐learning development.
Broader considerations for discussion as to whether an organisation is truly committed to an e‐learning future or not.
This article concludes the series by focussing on what the research tells us for the future development of e‐learning.
Reports on a recently published research‐based report identifying trends and best practice in career development. Focuses on what is happening at Pilkington Optronics, the London Borough of Brent and ICL. Concludes that developing individual competences to match the requirements of business is crucial if employees are to be developed, and kept motivated in ever‐changing organizations.
Examines various approaches to implementing TQM in the service industry, specifically within the Avon Training and Enterprise Council. Explains how management commitment to TQM can be achieved and maintained in service organizations. Details the key differences and similarities between service and manufacturing organizations. Outlines different methods of measuring TQM progress in the organization.
Since its inception in 1992 the annual European Quality Award has provided a showcase for continuous improvement through self‐assessment against the European model for business excellence. But while the winning companies are all advocates of the model, each also has its own system and set of measures for monitoring and managing its business. The class of 1997 offers a variety of exemplary practices.
Explores British Telecommunication plc’s (BT) partnership with the Communication Workers Union (CWU) and examines its significance for the development of a degree level…
Explores British Telecommunication plc’s (BT) partnership with the Communication Workers Union (CWU) and examines its significance for the development of a degree level programme of workplace learning. The BSc in Computer Science is now being delivered part‐time to 500 BT employees, none of whom have previous experience of post‐secondary education. In particular, the role of the union in establishing the course is examined, along with the programme’s philosophy and aims, its content, funding and efficacy. The case study incorporates semi‐structured interviews with BT managers, CWU representatives, academics responsible for designing and delivering the course and a round‐table discussion with BT employees currently taking the degree course. By pulling these views and experiences together the paper is able to assess this programme of formal workplace learning and identify issues, strengths and weaknesses that should be of interest to those politicians, managers, HR professionals and union representatives currently interested in the future of workplace learning.
Focuses on current and near‐term efforts to integrate Web browsing, computing, e‐mail, video telephony and voice telephony in a hand‐held device. Concludes with…
Focuses on current and near‐term efforts to integrate Web browsing, computing, e‐mail, video telephony and voice telephony in a hand‐held device. Concludes with observations about the probable product/markets resulting from integration. Concludes the Far East seems to be the potential market for smart phones.