E-Learning: Strategies for Delivering Knowledge in the Digital Age

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Date

October 26, 2000

Format

Hardback, 344 pages

Other Formats


ISBN

0071362681 / 9780071362689

$

Your Price

40.00



Overview


Main description

Internet and intranet technologies offer tremendous opportunities to bring learning into the mainstream of business. E-Learning outlines how to develop an organization-wide learning strategy based on cutting-edge technologies and explains the dramatic strategic, organizational, and technology issues involved.

Written for professionals responsible for leading the revolution in workplace learning, E-Learning takes a broad, strategic perspective on corporate learning. This wake-up call for executives everywhere discusses:
• Requirements for building a viable e-learning strategy
• How online learning will change the nature of training organizations
• Knowledge management and other new forms of e-learning

Marc J. Rosenberg, Ph.D. (Hillsborough, NJ) is an independent consultant specializing in knowledge management, e-learning strategy and the reinvention of training. Prior to this, he was a senior direction and kowledge management field leader for consulting firm DiamondCluster International.


Table of contents

The Opportunity. Learning Is a Lot More Than Training. What Is Learning? The Role of Training. A New Era. The Transformation Is Underway. Broadening Our Perspective: The Role of E-Learning. The Internet and Organizational Learning. Learner Needs. Business Needs. What Is Your Purpose in the New World of Learning? The E-Learning Revolution. A Short (and Often Frustrating) History of Technology for Learning. The Rise of a Web-Based Learning Industry. E-Learning Defined. Benefits of E-Learning. Why Have an E-Learning Strategy? A Strategic Foundation for E-Learning. New Approaches for E-Learning. Why Most CBT Doesn't Work and How It Can Be Better. The Road to Better Online Training. Does Multimedia Enhance Learning? Online Training at U S West. Moving a highly Successful "Soft Skills" Classroom Course to the Web: A Case Study. Online Training Is Just One Part of E-Learning. Knowledge Management: When Information Is Better Than Instruction. The Web: Classroom or Library? What Is Knowledge Management? Types of Knowledge. Knowledge Management Benefits: The virtual Corporate Brain. The Knowledge Management Pyramid. Performance Support. Is Expertise Always Required? Integrating Performance Support Into Knowledge Management. Community and Collaboration in Knowledge Management. Managing the Information. Knowledge Structuring Is Key. Knowledge Management for Sales Executives at AT&T Global Services. Knowledge Management for Customer Service at U S WEST. Knowledge Management and Performance Support at Merrill Lynch. Moving Problem-Solving and Decision-Making Skills to E-Learning: A Case Study. Commercial Examples From the Internet Building a Knowledge Management Solution. Implications for E-Learning. Integrating E-Learning and Classroom Learning. The New Role of Classroom Training. Building a Learning Architecture. A Learning Architecture for Sales Development at AT&T Global Services. A Learning Architecture for Financial Consultants at Merrill Lynch. A Learning Architecture for Initial Call Center Training at U S West. Creating a Learning Architecture for Executives. Can You Put Classroom Training on the Web? Killer Apps in E-Learning. Organizational Requirements for E-Learning. Building and Managing an E-Learning Infrastructure. Your Cannot Begin Without Access...or a Strong Partnership With IT. The Fall and Rise of PLATO: How Advances in Technology Almost Doomed One of the First Real CBT Systems. Learning Portals. Using a Single Web Portal to Consolidate Employee Orientation at Prudential. Learning Management Systems. The Goal of Interoperability. Standards. Learning/Knowledge Objects. Don't Just Throw Stuff Out There! Some Notes About Authoring. Key Questions to Ask About an E-Learning Infrastructure and Tools. The Four C's of Success: Culture, Champions, Communication, and Change. Building a Learning Culture. Culture-Building Strategies That Don't Work. Culture-Building Strategies That Do Work. Signs Your Senior Leadership May Not Be Serious About E-Learning. Helping Senior Managers Become True Champions of E-Learning. Leadership and Communication. Why a Successful E-Learning Strategy Needs an Effective Change Strategy. Four Additional Rules of Change. How Dell Creates an E-Learning Culture. Knowledge Management as a Facilitator of Change at AT&T. What About the Training Organization Itself? Justifying E-Learning to Top Management...and to Yourself. Success Criteria. Justifying E-Learning Costs. Demonstrating E-Learning Quality. Evaluating E-Learning Service. Evaluating E-Learning Speed. The Two Questions Every Training Organization Asks...but Perhaps Shouldn't. The E-Learning Value Proposition. Reinventing the Training Organization. Signs the Training Department May Not Be Truly Interested in E-Learning. Can Training Organizations Change? A New Business and Governance Model for the Training Organization. Reexamining Facilities as E-Learning Takes Root. Outsourcing and E-Learning. Professional Development and recruitment. Reinventing Training at Cisco Systems: A Case Stufy. What Can E-Learning Organizations Learn From E-Business? Is It Too Late? Navigating the Venfor Marketplace. E-Learning Vendors Can Be Relentless - How to Manage Them. Finding Good Vendors. The E-Learning Request for Proposal (RTF). The Vendor's Perspective. Maintaining a Good Ongoing Relationship. E-Learning on a Shoestring. When you Don't Have an Intranet. Buy as Much as You Can...Build Only when Necessary. Use Partnerships. Needed: One Good Professional. Don't Do E-Learning When It's Not Necessary, but Be Ready When It Is. Creating Your E-Learning Strategy. Who Should Participate? Analyze Your Current Situation. Describe Your Desired Situation. Set Your Vision. State Your Mission. Gap Analysis. Conduct Force-Field and SWOT Analyses. Strategy Recommendations. Build an Action Plan. Be Wary. The Future of E-Learning. The Challenges Ahead. The end of "e".


Author comments

Marc J. Rosenberg is an independent consultant specializing in knowledge management, e-learning strategy, and the reinvention of training. Prior to this, he was a senior direction and kowledge management field leader for consulting firm DiamondCluster International. A popular presenter with over two decades of experience in the field, Dr. Rosenberg is also a former president of the International Society for Performance Improvement. He lives in Hillsborough, NJ.


Back cover copy

The first strategy book on developing organization-wide, online learning

Learn what companies like AT&T, Cisco Systems, Dell Computer, IBM, Lucent Technologies, Merrill Lynch, Prudential, and U S West and others have accomplished with e-learning

It isn’t just the promise of impressive technology that is driving people to e-learning. Businesses need to get rapidly changing information to large numbers of people faster than ever. They need to lower the overall costs of creating a workforce that performs faster and better than the competition, and they need to do this around the clock. It’s no longer a question of whether organizations will one day implement online learning, but whether they will do it well.

Most organizations that need to train their employees are experimenting with some form of Web-delivered learning. But most organizations have focused on the technological challenges, buying the right software, getting enough bandwidth allocated for Web-based training, designing courseware, etc. These are important first steps but the larger strategic issues remain unsolved: how to make e-learning part of the daily work culture, and fully implement its power. E-Learning is the first book in this exciting new field that addresses not just the technological challenges of Web-based training and knowledge management, but how to develop a comprehensive organization-wide learning strategy.

Author Marc Rosenberg discusses the technological issues but more importantly, assesses the dramatic strategic, organizational, and political issues involved in the process of making e-learning a reality. Written for professionals responsible for leading the revolution in workplace learning, E-Learning takes a broad, strategic perspective on corporate learning. This wake-up call for executives everywhere discusses:
*Requirements for building a viable e-learning strategy
*How e-learning will change the nature of training organizations
*Knowledge management and other new forms of e-learning

E-Learning explains the basic principles of a comprehensive Web-based learning strategy—how to link your organization’s Web sites, Web-based training, courseware, and all the other components of online learning. With an underlying focus on the "why"—and not just the "how"— Rosenberg provides a roadmap for growing and sustaining an e-learning culture that’s based on twenty years of observations, best (and worst) practices, and conversations with leaders in the learning technology fields. Divided into three parts, E-Learning offers an essential balance between building great e-learning (design and technology issues) and implementing it (acceptance and support issues). Within each chapter, examples illustrate many key components of an effective e-learning framework.

Unlike other technology-focused guides to Web-based training, E-Learning is the first book that tackles the overarching strategic issues—problems facing any organization experimenting with the tremendous promise of Web-based learning and knowledge management.

"The biggest growth in the Internet, and the area that will prove to be one of the biggest agents of change, will be in e-learning." —John Chambers, CEO, Cisco Systems

"Marc Rosenberg is one of the key thinkers in the ever-changing world of learning and technology. This book offers a pragmatic and powerful set of resources for any organization walking the sometimes slippery e-learning pathway."—Elliott Masie, President, The MASIE Center

"If there is any reason to fear e-learning, it's that we will fail to understand why we are doing it. This book combines the right amount of reflection on why with a heavy dose of sound advice about how to. It has a lot in common with it's subject. It's just what we need, just in time." —John W. Cone, Vice President, Dell Learning Dell Computer Corporation

"Marc Rosenberg has nailed it. He surfaces the issues, realistically describes alternatives and operationalizes what a true e-learning strategy is. Good cases. Good ideas. Good writing. You need this book!" —Gloria Gery, Consultant in Performance Support and Learning

"Dr. Rosenberg's vision, coupled with the useful advice peppered throughout his book, will guide corporate leaders of learning as we strive to harness the power of e-learning for the benefit of our people and our businesses. I intend to share the book widely with my business colleagues and professional associates." —Pat Kelly, Vice President, People Development, AT&T Wireless Services





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