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Internet and intranet technologies offer tremendous opportunities to bring learning into the mainstream of business. E-Learning outlines how to develop an organization-wide learning strategy based on cutting-edge technologies and explains the dramatic strategic, organizational, and technology issues involved.

Written for professionals responsible for leading the revolution in workplace learning, E-Learning takes a broad, strategic perspective on corporate learning. This wake-up call for executives everywhere discusses:
* Requirements for building a viable e-learning strategy
* How online learning will change the nature of training organizations
* Knowledge management and other new forms of e-learning

Marc J. Rosenberg, Ph.D. (Hillsborough, NJ) is an independent consultant specializing in knowledge management, e-learning strategy and the reinvention of training. Prior to this, he was a senior direction and kowledge management field leader for consulting firm DiamondCluster International.

Tabla de contenidos provista por Syndetics

• Web Address(p. x)
• Foreword(p. xi)
• Preface(p. xv)
• Acknowledgments(p. xxiii)
• Part I The Opportunity
• Chapter 1 Learning Is a Lot More Than Training(p. 3)
• What Is Learning?(p. 4)
• The Role of Training(p. 5)
• A New Era(p. 6)
• The Transformation Is Underway(p. 6)
• Broadening Our Perspective: The Role of E-Learning(p. 10)
• The Internet and Organizational Learning(p. 13)
• Learner Needs(p. 14)
• Business Needs(p. 15)
• What Is Your Purpose in the New World of Learning?(p. 16)
• Chapter 2 The E-Learning Revolution(p. 19)
• A Short (and Often Frustrating) History of Technology for Learning(p. 20)
• The Rise of a Web-Based Learning Industry(p. 25)
• E-Learning Defined(p. 28)
• Benefits of E-Learning(p. 29)
• Why Have an E-Learning Strategy?(p. 31)
• A Strategic Foundation for E-Learning(p. 32)
• An E-Learning Journey(p. 35)
• Part II New Approaches for E-Learning
• Chapter 3 Why Most CBT Doesn't Work and How It Can Be Better(p. 41)
• The Road to Better Online Training(p. 48)
• Does Multimedia Enhance Learning?(p. 55)
• Online Training at U S WEST(p. 58)
• Moving a Highly Successful "Soft Skills" Classroom Course to the Web: A Case Study(p. 59)
• Online Training Is Just One Part of E-Learning(p. 62)
• Chapter 4 Knowledge Management: When Information Is Better Than Instruction(p. 63)
• The Web: Classroom or Library?(p. 63)
• What Is Knowledge Management?(p. 65)
• Types of Knowledge(p. 66)
• Knowledge Management Benefits: The Virtual Corporate Brain(p. 68)
• The Knowledge Management Pyramid(p. 70)
• Performance Support(p. 72)
• Is Expertise Always Required?(p. 75)
• Integrating Performance Support Into Knowledge Management(p. 76)
• Community and Collaboration in Knowledge Management(p. 78)
• Managing the Information(p. 81)
• Knowledge Structuring Is Key(p. 84)
• Knowledge Management for Sales Executives at ATandT Global Services(p. 85)
• Knowledge Management for Customer Service at U S WEST(p. 88)
• Knowledge Management and Performance Support at Merrill Lynch(p. 90)
• Moving Problem-Solving and Decision-Making Skills to E-Learning: A Case Study(p. 91)
• Commercial Examples From the Internet(p. 93)
• Building a Knowledge Management Solution(p. 103)
• Implications for E-Learning(p. 109)
• An E-Learning Journey(p. 111)
• Chapter 5 Integrating E-Learning and Classroom Learning(p. 117)
• The New Role of Classroom Training(p. 120)
• Building a Learning Architecture(p. 121)
• A Learning Architecture for Sales Development at ATandT Global Services(p. 129)
• A Learning Architecture for Financial Consultants at Merrill Lynch(p. 133)
• A Learning Architecture for Initial Call Center Training at U S WEST(p. 136)
• Creating a Learning Architecture for Executives(p. 137)
• Can You Put Classroom Training on the Web?(p. 139)
• Killer Apps in E-Learning(p. 144)
• An E-Learning Journey(p. 145)
• Part III Organizational Requirements for E-Learning
• Chapter 6 Building and Managing an E-Learning Infrastructure(p. 151)
• You Cannot Begin Without Access ... or a Strong Partnership With IT(p. 152)
• The Fall and Rise of PLATO: How Advances in Technology Almost Doomed One of the First Real CBT Systems(p. 154)
• Learning Portals(p. 157)
• Using a Single Web Portal to Consolidate Employee Orientation at Prudential(p. 159)
• Learning Management Systems(p. 161)
• The Goal of Interoperability(p. 167)
• Standards(p. 169)
• Learning/Knowledge Objects(p. 170)
• Don't Just Throw Stuff Out There!(p. 173)
• Some Notes About Authoring(p. 174)
• Key Questions to Ask About an E-Learning Infrastructure and Tools(p. 176)
• Chapter 7 The Four C's of Success: Culture, Champions, Communication, and Change(p. 179)
• Building a Learning Culture(p. 180)
• Culture-Building Strategies That Don't Work(p. 181)
• Culture-Building Strategies That Do Work(p. 185)
• Signs Your Senior Leadership May Not Be Serious About E-Learning(p. 189)
• Helping Senior Managers Become True Champions of E-Learning(p. 193)
• Leadership and Communication(p. 196)
• Why a Successful E-Learning Strategy Needs an Effective Change Strategy(p. 199)
• Four Additional Rules of Change(p. 201)
• How Dell Creates an E-Learning Culture(p. 203)
• Knowledge Management as a Facilitator of Change at ATandT(p. 205)
• What About the Training Organization Itself?(p. 207)
• An E-Learning Journey(p. 207)
• Chapter 8 Justifying E-Learning to Top Management ... and to Yourself(p. 211)
• Success Criteria(p. 212)
• Justifying E-Learning Costs(p. 214)
• Demonstrating E-Learning Quality(p. 220)
• Evaluating E-Learning Service(p. 224)
• Evaluating E-Learning Speed(p. 225)
• The Two Questions Every Training Organization Asks ... but Perhaps Shouldn't(p. 225)
• The E-Learning Value Proposition(p. 227)
• An E-Learning Journey(p. 228)
• Chapter 9 Reinventing the Training Organization(p. 233)
• Signs the Training Department May Not Be Truly Interested in E-Learning(p. 234)
• Can Training Organizations Change?(p. 238)
• A New Business and Governance Model for the Training Organization(p. 241)
• Reexamining Facilities as E-Learning Takes Root(p. 245)
• Outsourcing and E-Learning(p. 246)
• Professional Development and Recruitment(p. 249)
• Reinventing Training at Cisco Systems: A Case Study(p. 252)
• What Can E-Learning Organizations Learn From E-Business?(p. 255)
• Is It Too Late?(p. 260)
• An E-Learning Journey(p. 261)
• Chapter 10 Navigating the Vendor Marketplace(p. 269)
• E-Learning Vendors Can Be Relentless--How to Manage Them(p. 271)
• Finding Good Vendors(p. 273)
• The E-Learning Request for Proposal (RFP)(p. 277)
• The Vendor's Perspective(p. 281)
• Maintaining a Good Ongoing Relationship(p. 282)
• Chapter 11 E-Learning on a Shoestring(p. 285)
• When You Don't Have an Intranet(p. 286)
• Buy as Much as You Can ... Build Only When Necessary(p. 286)
• Use Partnerships(p. 287)
• Needed: One Good Professional(p. 287)
• Don't Do E-Learning When It's Not Necessary, but Be Ready When It Is(p. 288)
• Chapter 12 Creating Your E-Learning Strategy(p. 291)
• Who Should Participate?(p. 292)
• Analyze Your Current Situation(p. 292)
• Describe Your Desired Situation(p. 294)
• Set Your Vision(p. 295)
• State Your Mission(p. 296)
• Gap Analysis(p. 297)
• Conduct Force-Field and SWOT Analyses(p. 298)
• Strategy Recommendations(p. 301)
• Build an Action Plan(p. 301)
• Be Wary(p. 304)
• Chapter 13 The Future of E-Learning(p. 305)
• The Challenges Ahead(p. 306)
• The End of "e"(p. 311)
• An E-Learning Journey(p. 311)
• Appendix A The E-Learning "Top 20"--20 Key Strategic Questions You Must Answer About the Sustainability of Your E-Learning Efforts(p. 317)
• Appendix B E-Learning Resources(p. 323)
• Supporting Materials, Resources, and Links at www.books.mcgraw-hill.com/training/rosenberg(p. 331)
• Endnotes(p. 331)
• Index(p. 337)

Notas de autor provistas por Syndetics

Marc J. Rosenberg is a principal with Diamond Technology Partners, Inc., an e-business consulting firm.