Monday, November 5, 2007

Benifits and Drawbacks of E-learning

E-learning
The Benefits and Drawbacks of e-Learning

The enoromous enhancement in the field of e-learning is clearly motivated by the huge profits and benefits it offers. However much e-learning is praised and innovated, computers will never completely eliminate human instructors and other forms of educational delivery. What is important is to know exactly what e-learning advantages exist and when these outweigh the limitations of the medium.
Features Unique to e-Learning
Like no other training form, e-learning promises to provide a single experience that accommodates the three distinct learning styles of auditory learners, visual learners, and kinesthetic learners. Other unique opportunities created by the advent and development of e-learning are more efficient training of a globally dispersed audience; and reduced publishing and distribution costs as Web-based training becomes a standard.
E-learning also offers personal and detailed instructions, which other forms of learning cannot provide, and instructor-led courses allow clumsily and at great cost. In conjunction with assessing needs, e-learning can target specific needs. And by using learning style tests, e-learning can locate and target individual learning preferences.
Additionally, synchronous e-learning is self-paced. Advanced learners are allowed to speed through or bypass instruction that is redundant while novices slow their own progress through content, eliminating frustration with themselves, their fellow learners, and the course.
In these ways, e-learning is inclusive of a maximum number of participants with a maximum range of learning styles, preferences, and needs.
Collaborative Learning
All collaborative learning theory contends that human interaction is a vital ingredient to learning. Consideration of this is particularly crucial when designing e-learning, realizing the potential for the medium to isolate learners. With well-delivered synchronous distance education, and technology like message boards, chats, e-mail, and tele-conferencing, this potential drawback is reduced. However, e-learning detractors still argue that the magical classroom bond between teacher and student, and among the students themselves, can not be replicated through communications technology.
Advantages of e-Learning to the Trainer or Organization
Some of the most outstanding advantages to the trainer or organization are:
• Reduced overall cost is the single most influential factor in adopting e-learning. The elimination of costs associated with instructor’s salaries, meeting room rentals, and student travel, lodging, and meals are directly quantifiable. The reduction of time spent away from the job by employees may be the most positive offshoot.
• Learning times reduced, an average of 40 to 60 percent, as found by Brandon Hall (Web-based Training Cookbook, 1997, p. 108).
• Increased retention and application to the job averages an increase of 25 percent over traditional methods, according to an independent study by J.D. Fletcher (Multimedia Review, Spring 1991, pp.33-42).
• Consistent delivery of content is possible with asynchronous, self-paced e-learning.
• Expert knowledge is communicated, but more importantly captured, with good e-learning and knowledge management systems.
• Proof of completion and certification, essential elements of training initiatives, can be automated.
Advantages to the Students
Along with the increased retention, reduced learning time, and other aforementioned benefits to students, particular advantages of e-learning include:
• On-demand availability enables students to complete training conveniently at off-hours or from home.
• Self-pacing for slow or quick learners reduces stress and increases satisfaction.
• Interactivity engages users, pushing them rather than pulling them through training.
• Confidence that refresher or quick reference materials are available reduces burden of responsibility of mastery.
Disadvantages to the Trainer or Organization
e-learning is not, however, the be all and end all to every training need. It does have limitations, among them:
• Up-front investment required of an e-learning solution is larger due to development costs. Budgets and cash flows will need to be negotiated.
• Technology issues that play a factor include whether the existing technology infrastructure can accomplish the training goals, whether additional tech expenditures can be justified, and whether compatibility of all software and hardware can be achieved.
• Inappropriate content for e-learning may exist according to some experts, though are limited in number. Even the acquisition of skills that involve complex physical/motor or emotional components (for example, juggling or mediation) can be augmented with e-learning.
• Cultural acceptance is an issue in organizations where student demographics and psychographics may predispose them against using computers at all, let alone for e-learning.
Disadvantages to the Students
The ways in which e-learning may not excel over other training include:
• Technology issues of the learners are most commonly technophobia and unavailability of required technologies.
• Portability of training has become a strength of awith the proliferation of network linking points, notebook computers, PDAs, and mobile phones, but still does not rival that of printed workbooks or reference material.
• Limited social and cultural interaction can be a drawback. The impersonality, suppression of communication mechanisms such as body language, and elimination of peer-to-peer learning that are part of this potential disadvantage are lessening with advances in communications technologies.
Conclusion
The benifits and drawbacks of e-learning vary depending on program goals, target audience and organizational infrastructure and culture. But it is unarguable that e-learning is rapidly growing as a form of training delivery and most are finding that the clear benefits to e-learning will guarantee it a role in their overall learning principle

By
Amit Godbole

3 comments:

Amit said...

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Washington Technology home > 05/14/07 issue
05/14/07; Vol. 22 No. 08

Bill Scheessele | Hunting vs. farming in business development
Guest commentary

By Bill Scheessele
Special to Washington Technology


“Knowing what to say and what to do after you say hello is what drives strategic revenue growth.” Bill Scheessele


Industry news
Procurement
Winning Strategies



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In government contracting, hunting and farming require two different mind-sets, but they share the same process.

Many contractors find success in project and program management. By performing these functions well, individual employees deliver value to an agency and develop client relationships. People are motivated to do a good job and are compensated accordingly.

Companies encourage people who do good work to look for additional opportunities with the client. The nature of task-order contracts requires an aggressive farming mentality. Without seeing it, the employees have backed into a new role and the transition to farmer has begun.

They become competent farmers in business development and begin to expand projects through task orders. The more the employees increase their program area, the more their company wants. These budding farmers are saddled with organic growth objectives. Many new farmers have no idea how they got drafted into this role, other than by doing a good job.

New farmers find no role definition. Often, there are no coaches or mentors to help with thinking and processes nor individual role models to teach them the ropes.

Farmers have no formal business development education or training necessary to continue to deliver organic revenue growth on increasing expectations.

Some farmers are lucky. Their organization recognizes commitment and effort and offers education and training in the thinking, discipline and process of organic growth and revenue development.

This type of education isn’t sales training, capture management training or proposal development training. Business development is about understanding people along with their issues and their problems and knowing how to craft solutions to grow programs and projects.

When employees go beyond simply responding to the latest request for proposals, they become hunters.

Hunters are frequently chosen solely because of credentials, contacts and industry connections. This profile is frequently all that’s needed to be selected to lead an entire company’s efforts in strategic growth.

Hunters are always pursuing the next best strategic opportunities for their companies.

Their job is to craft opportunities before competitors recognize those opportunities.

This means gathering intelligence. To do so, hunters are driven by purpose, engaging contacts in an agency to uncover issues or problems, challenging prospects to confront these problems, and working to secure solutions, even if their company does not provide a solution.

Ultimately, hunters develop relationships based on trust, respect and confidence. The trusted relationships they’ve engendered allow their companies and the services and products they provide to be perceived in a preferred light.

This way they gain a favorable position before an RFP is crafted. Successful hunting also requires disqualifying opportunities early and wisely, using best business thinking, and understanding that pursuing bad business is worse than having no business at all.

Successful hunters have been educated and trained in the thinking, process, discipline and leadership that drive strategic revenue growth in an organization. This business development process feeds the capture management and proposal process.

Companies need both farmers and hunters because success depends on providing quality education and training in business development, and allowing individuals to self-select the level and type of expertise they want to add.

Farming and organic growth will maintain the status quo, but hunting and strategic growth drive organizations to the next level.

Bill Scheessele is chairman and chief executive officer of MBDi, an international business development consulting firm based in Charlotte, N.C. He can be reached at bill.scheessele@mbdi.com.

Amit said...

STORY TOOLS: Email Print Listen Reprints


Washington Technology home > 05/14/07 issue
05/14/07; Vol. 22 No. 08

Bill Scheessele | Hunting vs. farming in business development
Guest commentary

By Bill Scheessele
Special to Washington Technology


“Knowing what to say and what to do after you say hello is what drives strategic revenue growth.” Bill Scheessele


Industry news
Procurement
Winning Strategies



Digg Yahoo
Del.icio.us Google



In government contracting, hunting and farming require two different mind-sets, but they share the same process.

Many contractors find success in project and program management. By performing these functions well, individual employees deliver value to an agency and develop client relationships. People are motivated to do a good job and are compensated accordingly.

Companies encourage people who do good work to look for additional opportunities with the client. The nature of task-order contracts requires an aggressive farming mentality. Without seeing it, the employees have backed into a new role and the transition to farmer has begun.

They become competent farmers in business development and begin to expand projects through task orders. The more the employees increase their program area, the more their company wants. These budding farmers are saddled with organic growth objectives. Many new farmers have no idea how they got drafted into this role, other than by doing a good job.

New farmers find no role definition. Often, there are no coaches or mentors to help with thinking and processes nor individual role models to teach them the ropes.

Farmers have no formal business development education or training necessary to continue to deliver organic revenue growth on increasing expectations.

Some farmers are lucky. Their organization recognizes commitment and effort and offers education and training in the thinking, discipline and process of organic growth and revenue development.

This type of education isn’t sales training, capture management training or proposal development training. Business development is about understanding people along with their issues and their problems and knowing how to craft solutions to grow programs and projects.

When employees go beyond simply responding to the latest request for proposals, they become hunters.

Hunters are frequently chosen solely because of credentials, contacts and industry connections. This profile is frequently all that’s needed to be selected to lead an entire company’s efforts in strategic growth.

Hunters are always pursuing the next best strategic opportunities for their companies.

Their job is to craft opportunities before competitors recognize those opportunities.

This means gathering intelligence. To do so, hunters are driven by purpose, engaging contacts in an agency to uncover issues or problems, challenging prospects to confront these problems, and working to secure solutions, even if their company does not provide a solution.

Ultimately, hunters develop relationships based on trust, respect and confidence. The trusted relationships they’ve engendered allow their companies and the services and products they provide to be perceived in a preferred light.

This way they gain a favorable position before an RFP is crafted. Successful hunting also requires disqualifying opportunities early and wisely, using best business thinking, and understanding that pursuing bad business is worse than having no business at all.

Successful hunters have been educated and trained in the thinking, process, discipline and leadership that drive strategic revenue growth in an organization. This business development process feeds the capture management and proposal process.

Companies need both farmers and hunters because success depends on providing quality education and training in business development, and allowing individuals to self-select the level and type of expertise they want to add.

Farming and organic growth will maintain the status quo, but hunting and strategic growth drive organizations to the next level.

Bill Scheessele is chairman and chief executive officer of MBDi, an international business development consulting firm based in Charlotte, N.C. He can be reached at bill.scheessele@mbdi.com.

sf said...

Nice article and personally the thing which i like most about online learning is its low cost anyone can easily afford it.
high school diploma