In today’s economy, companies are increasingly facing new challenges. High competition in a global market, shrinking corporate resources, rapid shifts in technology, and the recruitment and retention of talented and skilled people are just few of these challenges.
The economy demands that people’s knowledge and skill levels be constantly updated. A growing number of companies are developing a new learning culture. In the past companies have viewed training as a necessary expense rather than an investment. Emphasis was placed cutting on the expense of training by making it more efficient. Now, in response of these challenges, companies are beginning to view training as an investment. The knowledge and skills of the organisation’s employees are now being held on equal basis with the company’s monetary asset. Learning faster than other companies represents one of the most important competitive advantages.1
Here the Internet technology represents an unprecedented opportunity for training departments to add value to the organization. E-learning combines education, information, communication, training and knowledge management.2 It represents an all embracing and cost effective way of training staff. It can deliver on a global basis, while tailoring content to suit the needs of the individuals. It also allows an organization to regularly assess skills gaps. Its benefits have already been realised by a number of the world’s leading companies who prepare their workforce with elearning. Some case studies will be described in this report.
Table of Contents
I. Introduction – “From E-Learning to Blended Learning”
II. Theoretical Background
2.1 Learning theories of E-Learning
2.2 E-Learning
2.2.1 Benefits and Limits of E-Learning
2.2.2 E-Learning Organizations
2.2.3 Blended Learning
III. Best Practice: Case Studies of E-Learning and Blended Learning
3.1 Case Study I: Management Training at IBM
3.2 Case Study II: BAE Systems – Virtual University
3.3 Case Study III: U.S. Military – Transforming military training
3.4 Case Study IV: Harvard Business School – Blended Learning
IV. Pilot Project “E-Learning at XXX Spain”
4.1 Current situation of Training at XXX Spain
4.1.1 The Survey
4.1.2 General findings
4.2 Implementation of E-Learning at XXX
4.3 Return on Investment of E-Learning
4.3.1 The Value of E-Learning Training
4.3.2 The ROI of E-Learning
4.3.3 Example of E-Learning ROI at XXX Spain
V. Implementation of Blended Learning at XXX Spain
5.1 Options of Blended Learning
5.2 Implementation of Blended Learning – Pilot Course “English”
VI. Conclusion
Objectives & Core Topics
The primary objective of this report is to provide a comprehensive strategic guideline for the implementation of e-learning and blended learning methods at the company XXX SA. The study addresses the need for a modern, efficient training culture by examining theoretical frameworks, analyzing best-practice case studies from leading organizations, and evaluating the current training situation to ensure alignment with business goals.
- Theoretical foundations of e-learning and learning psychology (Behaviourism, Cognitive Psychology, Constructivism).
- Benchmarking and analysis of successful corporate and military e-learning implementations.
- Strategic planning and change management for the adoption of new learning tools.
- Financial assessment methodologies for Return on Investment (ROI) in corporate training.
- Practical implementation steps for pilot projects, focusing on blended learning solutions.
Excerpt from the Book
2.1 Learning theories of E-Learning
Behaviourism is a theory of animal and human learning that only focuses on objectively observable behaviours and discounts mental activities. Behaviour theorists define learning as nothing more than the acquisition of new behaviour. B.F. Skinner is considered the "grandfather of behaviourism". Skinner and others viewed the teacher's job as modifying the behaviour of students by setting up situations to reinforce students when they exhibit desired responses. Behaviourists viewed learning as a sequence of stimulus and response actions in the learner.
Cognitive psychology is one of the major approaches within psychology and can be contrasted with the behavioural view, the psychoanalytic view of the unconscious, and the humanistic view (a focus on personal growth and interpersonal relationships).
It represents the branch of psychology that attempts to explain the underlying processes of human intelligence. Research is focused on information processing as opposed to the stimulus-response methodology of behavioural psychology.
Many educational psychologists found the behavioural approach unsatisfying. In the areas of problem solving and learning strategies they became more concerned with what was unobservable - what was going on inside the brain.
The methods of constructivism emphasize student’s ability to solve real-life, practical problems. Students typically work in cooperative groups rather than individually; they tend to focus on projects that require solutions to problems rather than on instructional sequences that require learning of certain content skills. The job of the teacher in constructivist models is to arrange for required resources and act as a guide to students while they set their own goals and “teach themselves”.
Summary of Chapters
I. Introduction – “From E-Learning to Blended Learning”: Sets the context for corporate challenges in a global economy and introduces the necessity of transitioning from traditional training to integrated e-learning.
II. Theoretical Background: Defines the psychological frameworks and foundational principles of e-learning, including behaviourism, cognitive psychology, and constructivism.
III. Best Practice: Case Studies of E-Learning and Blended Learning: Examines successful implementations at IBM, BAE Systems, the U.S. Military, and Harvard Business School to derive key success factors.
IV. Pilot Project “E-Learning at XXX Spain”: Presents the analysis of the current training situation at the specific company, including survey results and a detailed roadmap for project implementation and financial ROI calculation.
V. Implementation of Blended Learning at XXX Spain: Discusses the strategic integration of blended learning options and details the pilot course implementation for English language training.
VI. Conclusion: Summarizes the strategic necessity of adopting blended learning to maintain a competitive advantage in a knowledge-based economy.
Keywords
E-learning, Blended Learning, Corporate Training, Learning Strategy, Return on Investment, ROI, Knowledge Management, Employee Development, Skill Gaps, Instructional Design, Organizational Culture, Virtual Classroom, Asynchronous Learning, Synchronous Learning, Business Education
Frequently Asked Questions
What is the core focus of this report?
The report provides a strategic framework and guideline for implementing e-learning and blended learning solutions specifically tailored to the organizational needs of XXX SA, moving away from traditional instructor-led training.
What are the primary themes discussed?
Key themes include the psychological basis for digital learning, analysis of real-world business case studies, practical implementation strategies, and methodologies for calculating the return on investment (ROI) of training programs.
What is the main goal of the proposed learning strategy?
The goal is to align training initiatives with business objectives, reduce the costs associated with traditional training, and accelerate employee competency development.
Which scientific approaches support the learning methods mentioned?
The report references Behaviourism, Cognitive Psychology, and Constructivism to explain how different training methodologies support various types of skill acquisition.
What does the main body of the work address?
It covers the theoretical foundations, in-depth benchmarking against industry leaders, an empirical survey of the company's internal needs, and a detailed plan for executing a pilot program.
What key terms characterize this research?
The research is characterized by terms such as Blended Learning, ROI, E-Learning, and Corporate Skill Development.
How does the author define the difference between cost savings and ROI?
The author clarifies that cost savings refer to a reduction in expenses, whereas ROI is a more comprehensive measure representing the rate of return on the capital invested in training.
What role does the Harvard Business School play in the report's implementation plan?
Harvard Business School provides the design and pedagogical support for the business English pilot course, serving as a model for high-quality blended learning delivery.
- Quote paper
- Fatma Torun (Author), 2003, From e-learning to blended learning, Munich, GRIN Verlag, https://www.grin.com/document/32962
