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E-learning in the Knowledge Economy: Concurrent Implementation in the Business Environment. Daniel Pell Superivsed by: Pei Wang-Nastansky. Agenda. Introduction Concurrent Implementation Case Studies Conclusion. Knowledge Economy. - PowerPoint PPT Presentation
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University of PaderbornBusiness Computing 2 – Information Management & Office Systems
Faculty of Business Administration, Business Computing & EconomicsProf. Dr. Ludwig Nastansky
Warburger Str. 100, D-33098 PaderbornTel.: +49--5251--60-3368
http://gcc.upb.de
E-learning in the Knowledge Economy: Concurrent Implementation in the
Business Environment
Daniel Pell
Superivsed by: Pei Wang-Nastansky
Table of Contents
Agenda
Introduction
Concurrent Implementation
Case Studies
Conclusion
Table of Contents
Knowledge Economy
Information and knowledge as dominant factors of production
Three driversGlobalization
Information and Knowledge Intensity
Networking and Connectivity
Increase inKnowledge intensity
Speed up transfer
E-Learning
Introduction
Implementation
Case studies
Conclusion
Table of Contents
Definition
“Electronic learning is self-controlled learning by the help of multimedia and interactive learning modules, supported by a leeway to communicate with a tutor or trainer and a learning group“
(Nacke & Neumann 2002)
Introduction
Implementation
Case studies
Conclusion
Table of Contents
Introduction
Implementation
Case studies
Conclusion
Employee’s advantages
Corporate E-Learning
Company’s advantages
Global accessibility
On-the-job training
Large target groups
Reduction of cost (?)
Internal / External cross- linking
Commitment
Temporal / local flexibility
Individualization / Interactivity
Speed
Anonymity
Media competency
Table of Contents
E-learning approaches
Blended learningCombine learning units for teaching basic knowledge (WBTs)
TrainersProviding assistance
Online support
Presence seminars
Face-to-face learning and personal interaction
Adapting to the employee
Introduction
Implementation
Case studies
Conclusion
Table of Contents
Implications
Exemption from daily work
Integrated Approach Learning Management System (LMS)
Content
Learning Portals
Learning Culture
Certification
Social component
Introduction
Implementation
Case studies
Conclusion
Table of Contents
Introduction
Implementation
Case studies
Conclusion
Controlling
Non-cost related benefitsImproved productivity / proficiency
Absenteeism
Satisfaction
…
Benefits of the installed system
Total cost of the installed system ROI =
Difficulties on the evaluation of the impact on the value of a company's human capital
Table of Contents
E-Learning Market
Growing Market
But yet still small (€1 billion in 2001)
Fragmented
Minor part in professional education (~10% in 2001)
Controversial market studies
Introduction
Implementation
Case studies
Conclusion
Table of Contents
Case Studies
DaimlerChrysler
SBS
Lufthansa
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
DaimerChrysler Group
The third largest automotive manufacturer
362,000 employees3,000 employees in small factories
30,000 to 40,000 in the largest ones
Three days per year training
E-Learning since the late 1980‘sCBTs
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Organization
Centralized
Decentralized
Project management
Formal education structure
Enabler
Content creation
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
E-learning program
Access toWBTs
Synchronous collaboration environments (virtual classroom, virtual conference room)
Asynchronous tools (newsgroups)
Usage of e-learning Learning process
Productivity
Special emphasis on the social component of e-learning
Blended learning
Target Groups
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Examples
Time management online courseVirtual environment
Online classes
Tutor assistanceSupport
Learning environment
By phone
Maintaining the social environment of learning
Production and learning system On-the-job trainingSeamless link
E-learning and formal training Workplace integrated concept
Class-room-based training
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Findings
Share of e-learning is still low
Sales offices : ~10% Estimations up to ~25%
Production Significant lower
Modern concept of e-learning
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Siemens Business Services (SBS)
IT service providers totaling some
34,600 employees (2003)40 countries including the US
E-learning since the early 1990’s
Service provider
SBU “Training and Services”
Matrix organization
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
E-learning program
WBTs and CBTs
Voluntarily programs
Exemption from daily workNo disturbance in the learning process
Phone calls
Need of the acceptance Learning Culture
Attaining certificates
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Examples
Project ManagementWBT
Training ofMethods and processes
Rules and regulations
Local adaptation
Obligatory
ROI
CBT for the EXPO2000 GmbHImpossible to realize in class-room seminars
28,000 employees
short planning phase of half a year
Mandatory certificates for employment
ROI
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Findings
Share of e-learning is still low
External Internal cross-linking
Positive feedback Employees
Customers
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Lufthansa Aviation Group
Largest German air carrier
Star Alliance
Employing approx. 90,000 people worldwide
Extensive corporate training program
11,000 registered participants in e-learning
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
E-Learning program
Access to 40 WBTs,
10 CBTs, and
15 online classes and communities,
Portal
Online and blended learning
Improving services for customers
Optimizing internal workflows
Integrated, not additive approach
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Key to successful e-learning Blended learning
Self-controlled learning will increase
Expansion of the training program
Voluntarily training
Conditions Significant advantage
Enhancement of the learning process or in a
Decreased use of resources
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Introduction
Implementation
Case Studies
Conclusion
Findings
SuccessInitial obstacles are overcome
High ROI
Enhancement of its human capital
Target group: 30,000 employeesLarge potential in the development of e-training
Extranet (2005)
Table of Contents
Conclusion
E-learning is clearly on the rise
Optimistic view
Blended learning
Peak is still not reached
Pedagogical innovation
Cost reduction
Knowledge
SMEs
Introduction
Implementation
Case Studies
Conclusion
Table of Contents
Thanks for your attention
Any questions?
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