Paul S. Goodman – författare

The state of higher education today is one of change and stasis. Economic vulnerability, globalization, technological innovation, and an increasingly competitive market underlie the need for change in higher education. At the same time, there are strong and stubborn forces at work supporting the status quo. Though daunting, institutions of higher education can create effective organizational change, but their foundational philosophies must be re-examined in the process. This book addresses a new concept, the organizational learning contract, a shared agreement among the faculty, staff, and students in an educational institution about what, how, where, and when learning should take place. Goodman, who has pioneered the concept in his work with new and traditional institutions, examines the consequences of strong and weak contracts while bridging theory with practice. In the first section, Goodman develops the concept of the organizational learning contract, builds measures, and looks at the consequences of strong versus weak contracts on student and institutional effectiveness indicators. The second section, which includes the perspectives of two leaders of start-up institutions who have created new organizational contracts, explores issues of design and change in introducing the concept into new and existing institutions.Ultimately, Goodman asks: If you could start from the beginning, with appropriate resources, how would you design a new institution? The answers have implications for all colleges and universities, as well as the future of higher education across the globe.

Provides ways to design, manage, and maintain more useful work groups--including labor-management committees, staff meetings, advisory groups, and policy committees. In eleven original chapters, reviews current knowledge about groups and explores new directions for understanding them and improving their effectiveness.

Provides new ways for both researchers and managers to think about technology's role in people's organizational lives, showing its impact on individuals, groups, and the organization as a whole. Includes original papers from leading scholars to show how new technology requires organizations to make fundamental changes.

This book focuses on how technology may create new learning environments and enhance basic learning processes. The book identifies and informs some of the strategic decisions involved in designing and implementing new technology to enhance learning. It also examines specific learning applications of TEL in order to understand the context of different learning environments, as well as some of the critical lessons learned in designing these environments. Mixing both conceptual perspectives and actual case experiences should create different learning opportunities for the reader. Technology Enhanced Learning is divided into two parts. Part I deals with strategic issues, such as trends in technology, implications for educational systems, designing infrastructure, and learning environments. Part II looks at specific cases of new learning environments to learn about strategy, infrastructure, impact assessment, and change in TEL learning environments.