By Marc J. Rosenberg
A follow-up to his best-selling E-Learning, Beyond E-Learning explains the most up-tp-date considering on how firms examine and observe what they be aware of to achieve success, and explores the more and more vital function that know-how performs, no longer as an lead to itself yet as an essential potential to get there. The booklet additionally offers a transparent direction for aiding to combine learning—including e-learning—knowledge administration, and function aid, and may aid education execs and the corporations they serve transcend universal myths and misconceptions approximately education and e-learning, concentration training/learning actions without delay on organizational information, and enforce a framework that may (at final) be a catalyst for real organizational studying.
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Additional info for Beyond e-learning : approaches and technologies to enhance organizational knowledge, learning, and performance
Can training organizations alter their mission to more effectively employ e-learning even as e-learning continues to evolve? Is the glass half-empty or half-full? Those suggesting the glass is half-empty argue that e-learning can never live up to its promise and that those associated with it are not to be taken seriously (or as seriously). They say that advocates of e-learning have squandered opportunities to demonstrate real value and have lost credibility. The half-empty contingent suggests that 16 BEYOND E-LEARNING training organizations are failing to get outside the classroom model in a serious way.
The telecommunications industry, believed to be essential to the new economy, was decimated by the 2000–2002 recession. Being a market leader may mean the difference between staying in a line of business or abandoning it. Jack Welch, former CEO of General Electric, liked to say that in any industry, you’d better be either number one or number two in the marketplace. Otherwise you should get out. Lean and cost-effective operations can also tip the scales between success and failure. Japanese car manufacturers gained an initial toehold in the United States not on quality issues but because they could build, and therefore sell, automobiles at a much lower cost.
H-E-B management noticed that the productivity of checkers fell if they couldn’t identify produce items or took too long to look up the price of specific fruits and vegetables. When checkers have difficulty telling the difference between casabas and cantaloupes, for example, they have to take additional time to verify the right product in order to ring up the right price. In a business with razor-thin margins, even small delays or misidentifications can add up to significant monetary loss, not to mention slower checkout lines and frustrated customers.
Beyond e-learning : approaches and technologies to enhance organizational knowledge, learning, and performance by Marc J. Rosenberg