Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Paper presented in IDEA 2008 & later published in Book form "ODL system in transition" / Open Courseware is nothing but the repository of the study and learning materials in digital form in the web which is open for every user i.e. Open Access. These repositories envisage to store, index, preserve, distribute and share the digital learning resources with any time access offering interoperability. On the other hand, e-learning covers a myriad set of applications, and processes such as computer based learning, web-based learning, virtual classrooms, etc. What is most significant about the method is that it ensures faster learning at comparatively reduced cost and gives access to more learning resources. In India, a number of institutions are digitizing their course materials and a good number of open courseware have been established e.g. eGyankosh-a National Digital Repository, CEC Learning Object Repository, Indo- German eGurukul on Digital Libraries, NPTEL, NCERT Online Textbooks, UNESCOSALIS e-Learning Portal, etc. This paper presents a scenario of the Open Courseware initiatives in India that can be helpful and necessary to the e-learners.

Thesis (MEd)--University of South Australia

This paper presents a case study and analysis of changes in the organizational structure of the Open Learning Agency (OLA) of British Columbia in 1992. Under the aegis of the Ministry of Advanced Education, Technology and Training, the Agency carries a five-fold mandate - in collaboration with universities, institutions, boards of school trustees and other agencies concerned with education, OLA is to: provide an educational credit bank for students; coordinate the development of open learning education; use open learning methods to provide educational programs and services; carry out research related to open learning education; and operate one or more broadcasting undertakings devoted primarily to the field of educational broadcasting. The central question of the paper is: How will OLA restructure to achieve its mandate and strategic direction? In particular, the paper examines the Agency's structure prior to reorganization, the internal and external forces acting upon it as seen through the eyes of its executive members and the key issues facing the organization, including the reasons which precipitated a review of the organizational structure in 1991. The structure prior to reorganization is analyzed and classified as an example of Mintzberg's (1989) innovative configuration. The paper also predicts an innovative configuration for the Agency's reorganized structure based upon Mintzberg's contingency and life cycle hypotheses. The reorganized structure (which came into effect May 1, 1992) is subsequently analyzed and agrees with the prediction. The method of investigation included interviews with executive members conducted approximately three months prior and three months after the reorganization, archival research and personal observation by the writer, an employee of the Agency. Mintzberg's (1983, 1989) conceptual framework of structural configurations provided a basis for analysis of the case study data. The paper concludes that the innovative configuration is an appropriate form for the organization in view of its mandate and strategic direction but notes that it is also a difficult configuration to sustain, subject to pressures for increasing bureaucratization and susceptible to internal and external politicization. The paper recommends that the Agency do its best to maintain the configuration by educating staff about its nature and resist pressures which might shape it into a more conventional, professional form. The paper further finds Mintzberg's framework descriptive and helpful in providing limited, broad understanding of the Agency, its issues and choices for change; however, factors which can have significant impact such as political pressure, personal idiosyncrasies of leaders and centralization of office sites make any detailed prescriptions for organizational change somewhat elusive.

This paper presents a case study and analysis of changes in the organizational structure of the Open Learning Agency (OLA) of British Columbia in 1992. Under the aegis of the Ministry of Advanced Education, Technology and Training, the Agency carries a five-fold mandate - in collaboration with universities, institutions, boards of school trustees and other agencies concerned with education, OLA is to: provide an educational credit bank for students; coordinate the development of open learning education; use open learning methods to provide educational programs and services; carry out research related to open learning education; and operate one or more broadcasting undertakings devoted primarily to the field of educational broadcasting. The central question of the paper is: How will OLA restructure to achieve its mandate and strategic direction? In particular, the paper examines the Agency's structure prior to reorganization, the internal and external forces acting upon it as seen through the eyes of its executive members and the key issues facing the organization, including the reasons which precipitated a review of the organizational structure in 1991. The structure prior to reorganization is analyzed and classified as an example of Mintzberg's (1989) innovative configuration. The paper also predicts an innovative configuration for the Agency's reorganized structure based upon Mintzberg's contingency and life cycle hypotheses. The reorganized structure (which came into effect May 1, 1992) is subsequently analyzed and agrees with the prediction. The method of investigation included interviews with executive members conducted approximately three months prior and three months after the reorganization, archival research and personal observation by the writer, an employee of the Agency. Mintzberg's (1983, 1989) conceptual framework of structural configurations provided a basis for analysis of the case study data. The paper concludes that the innovative configuration is an appropriate form for the organization in view of its mandate and strategic direction but notes that it is also a difficult configuration to sustain, subject to pressures for increasing bureaucratization and susceptible to internal and external politicization. The paper recommends that the Agency do its best to maintain the configuration by educating staff about its nature and resist pressures which might shape it into a more conventional, professional form. The paper further finds Mintzberg's framework descriptive and helpful in providing limited, broad understanding of the Agency, its issues and choices for change; however, factors which can have significant impact such as political pressure, personal idiosyncrasies of leaders and centralization of office sites make any detailed prescriptions for organizational change somewhat elusive. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate

No description available.

Bangladesh introduced open and distance learning as a means of providing education for people in isolated and remote locations through the establishment of the Bangladesh Open University (BOU). The broad aim of the BOU is to provide flexible and needs-based education to those unable or not wishing to enter conventional educational institutions. The BOU is presently the only university in Bangladesh to provide mass education and also to provide continuing education and professional and technical education to support the existing educational system. The BOU has a mission that encompasses secondary and higher levels of education. BOU operates its programs through a centralised academic and administrative staff, and regional and local offices throughout Bangladesh that organise local tutorials and distribute information and materials. BOU has adult students in all parts of the country, and most of the students live in rural areas. They need support that is appropriate to their local circumstances. Using an interpretive approach, this research examines the support needs of students studying for the Secondary School Certificate and the Bachelor of Education, assesses the effectiveness of current support services and explores alternatives to the current system. The underlying assumption is that support needs to be appropriate to the country’s culture and circumstances, and useful and feasible from the perspectives of students, staff, administrators and senior university officials. To investigate the appropriate support for distance education students, this research was conducted in four sample regions. Two were selected from areas of sparse population where the terrain makes transport difficult and two from areas that are more densely populated and where transport is easier. A questionnaire survey and focus groups were conducted with students, focus groups with local staff and interviews with Regional Directors within the four sample regions. Interviews were also undertaken with central University senior staff to get their perspectives on current and future policies for student support.

Rachel Ellaway (Assistant Dean Education Informatics, Northern Ontario School of Medicine) delivers the keynote presentation for Software Freedom Day 2008, tackling the subjects of open source software, licensing of copyright material, and the relationship between the academy and open source processes.

Thesis (M. Arch.)--University of Hong Kong, 1994. / Includes bibliographical references.

Thesis (M.A.)--University of Technology, Sydney, 2004. / Bibliography: 165-181.