Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private DomainsRoutledge, 28 Nov 2017 - 306 halaman From the moment the first corporate university (CU) was created and the term was coined, the central metaphor of university has proved a double-edged sword. The emphasis on university has been a driving force in moving companies beyond a restricted and siloed approach to training, to a central vision for learning within the organization. On the other hand, there have been failures and many corporate universities have struggled to bring a business rigour to learning or to align their development with the key business and financial drivers of the organization. Handbook of Corporate University Development draws on experience from around the world, to provide anyone responsible for strategy and learning - at senior levels in government, education and business - with a picture of current best practice. The Handbook is not a prescriptive 'how-to', rather an exploration of key issues such as: Who owns a corporate university initiative? How is the funding managed? How is the CU aligned with business strategy? How do CU directors and project managers deploy resources? How do they deal with suppliers? How do they report and measure CU performance? What are the processes and technologies needed to provide and support different forms of learning? How can you blend different media? How do you assess what learning has taken place? What are the future prospects and potential for corporate universities? It is time for the corporate university to demonstrate how business rigour, handled deftly and with strong and perceptive leadership, can revolutionize learning both inside and outside the organization. Handbook of Corporate University Development is an important catalyst towards this process. |
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The case in the context of the debates in the literature | |
References | |
Addressing Key Skill Shortages in the International Information Technology | |
Recognition and accreditation | |
Gaining Accreditation for a Corporate University | |
Introduction | |
Measuring the markets for elearning | |
How learning markets will change | |
Two types of blend | |
Blending in practice | |
Elearning revisited | |
Assessment in the workplace | |
The Case of Aqua Universitas | |
Competencies performance management and personal development plans | |
What happened after 1999? | |
The Barclays University Case | |
the subcase of Barclaycard | |
The Centralization Dilemma and a Balanced Solution | |
A mixed and balanced model | |
Conclusions | |
Corporate universities in Europe | |
A new operating model | |
Index | |
Conclusion | |
Acknowledgements | |
Partnering Educational Providers in a Developing Country | |
Online assessment | |
The strategic review | |
Towards implementation | |
Harnessing the Power of Networked Learning | |
Creating your own revolution | |
The Case of NCSL | |
Conclusion | |
Its remit and approach | |
Individual learning and the development of professional capability | |
Looking ahead | |
The semantic web and intelligent agency | |
Presence | |
Lessons from HighPerformance | |
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