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E-Learning & IT Entrepreneurship
By: Samuel Nii Dodoo
Education Chair, ISOC-Ghana
August 15, 2016
Kofi Annan ICT Centre for Excellence
2016
OUTLINE
 Introduction
 Prospects
 Challenges
 IT Entrepreneurship
 Conclusion
INTRODUCTION
 There is evidence that the ever increasing African
population is willing to engage with new technology-
based tools to improve their education and
knowledge.
 In the situation where physical educational
infrastructure cannot be expanded at the rate at
which the population is increasing, the globally
known technology adopted is E-LEARNING.
E-learning: is often regarded as a ‘new’
form of learning that uses the affordances
of the Internet to deliver customized,
interactive, learning materials and
programs to diverse local and distant
communities of practice.
Global E-Learning Revenues
 2011 - $35.6 billion
 2016 - $51.5 billion.
Africa E-Learning Revenues
 2013 - $332.9M
 2016 - $512.7M
The Value Chain
 Content Specialists
 Instructional Designers
 Multimedia Technology Experts
 Programmers/IT Specialists
 Instructional support personnel
 Managers & Administrators
 Studies have shown that the
adoption rates of e-learning are not the
same for every country.
 The cause of this could be traced to
the prospects and challenges this
technology encounters during the
diffusion process.
PROSPECTS AND CHALLENGES
PROSPECTS
 Individual
 Institutional
 National
Prospects (Individual)
 Flexibility
 Accessibility
 Quality
 Cost effective
Prospects (Institutional)
 Increased Enrolment
 Cost effectiveness
 Optimization of Resources
 Competitive Advantage
 International dimension to
the educational experience
Prospects (National)
 Opportunities for updating skills of the workforce
 Enhancing the capacity of the educational system
 Emergency training for key target groups
 Job creation
 Increased national revenues
Challenges
 Organizational – Financing, Structure, Culture
 Technological - Compatibility, Complexity
 Environmental – Political, legal, Social
 User Adoption – Culture, Perceptions
IT Entrepreneurship
• Should Technology Drive
Innovation?
IT Entrepreneurship … cont’d
• According to ‘Design Thinking’ MOOC by
Iversity.org, Human needs and experience
should drive innovation – not technology.
• i.e. using the designer’s sensibility and
methods to match people’s needs with what is
technologically feasible.
 Infrastructure - Technology, Network,
Bandwidth
 Content - (Free, Open or IP); Quality;
Format
 Course Delivery System
 Human Resource – Instructors, Support
Personnel, Administrators, Managers
 Learners
E-Learning Ecosystem
Human Needs
Conclusion
Brick & Mortar/1-jacket-fits all Open Schooling
Teachers function as Repository of
Knowledge
Train teachers to function as Leaders
in Education
Teacher-Centered Pedagogy Student/Learner-centered approach
Technology as a subject matter in
Education
Education in synergy with Technology
Technology override human needs Human needs driven innovation
OLD PARADIGM NEW PARADIGM
PARADIGM SHIFT
E learning and IT Entrepreneurship BY: Samuel Dodoo, Education Chair,ISOC Ghana
E learning and IT Entrepreneurship BY: Samuel Dodoo, Education Chair,ISOC Ghana

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E learning and IT Entrepreneurship BY: Samuel Dodoo, Education Chair,ISOC Ghana

  • 1. E-Learning & IT Entrepreneurship By: Samuel Nii Dodoo Education Chair, ISOC-Ghana August 15, 2016 Kofi Annan ICT Centre for Excellence 2016
  • 2. OUTLINE  Introduction  Prospects  Challenges  IT Entrepreneurship  Conclusion
  • 4.  There is evidence that the ever increasing African population is willing to engage with new technology- based tools to improve their education and knowledge.  In the situation where physical educational infrastructure cannot be expanded at the rate at which the population is increasing, the globally known technology adopted is E-LEARNING.
  • 5. E-learning: is often regarded as a ‘new’ form of learning that uses the affordances of the Internet to deliver customized, interactive, learning materials and programs to diverse local and distant communities of practice.
  • 6. Global E-Learning Revenues  2011 - $35.6 billion  2016 - $51.5 billion. Africa E-Learning Revenues  2013 - $332.9M  2016 - $512.7M
  • 7. The Value Chain  Content Specialists  Instructional Designers  Multimedia Technology Experts  Programmers/IT Specialists  Instructional support personnel  Managers & Administrators
  • 8.  Studies have shown that the adoption rates of e-learning are not the same for every country.  The cause of this could be traced to the prospects and challenges this technology encounters during the diffusion process. PROSPECTS AND CHALLENGES
  • 10. Prospects (Individual)  Flexibility  Accessibility  Quality  Cost effective
  • 11. Prospects (Institutional)  Increased Enrolment  Cost effectiveness  Optimization of Resources  Competitive Advantage  International dimension to the educational experience
  • 12. Prospects (National)  Opportunities for updating skills of the workforce  Enhancing the capacity of the educational system  Emergency training for key target groups  Job creation  Increased national revenues
  • 13. Challenges  Organizational – Financing, Structure, Culture  Technological - Compatibility, Complexity  Environmental – Political, legal, Social  User Adoption – Culture, Perceptions
  • 14. IT Entrepreneurship • Should Technology Drive Innovation?
  • 15. IT Entrepreneurship … cont’d • According to ‘Design Thinking’ MOOC by Iversity.org, Human needs and experience should drive innovation – not technology. • i.e. using the designer’s sensibility and methods to match people’s needs with what is technologically feasible.
  • 16.  Infrastructure - Technology, Network, Bandwidth  Content - (Free, Open or IP); Quality; Format  Course Delivery System  Human Resource – Instructors, Support Personnel, Administrators, Managers  Learners E-Learning Ecosystem Human Needs
  • 18. Brick & Mortar/1-jacket-fits all Open Schooling Teachers function as Repository of Knowledge Train teachers to function as Leaders in Education Teacher-Centered Pedagogy Student/Learner-centered approach Technology as a subject matter in Education Education in synergy with Technology Technology override human needs Human needs driven innovation OLD PARADIGM NEW PARADIGM PARADIGM SHIFT

Notas do Editor

  1. Synchronous (Real time) / Asynchronous (offline) Blended learning; Collaborative Learning; Gamification, Mobile Learning Corporate E-Learning Single Mode; Dual Mode; Virtual/Consortia
  2. Although there are some content experts who also have instructional design skills and others who have knowledge of technology, very few are equally ) expert in all three areas. It is better if these responsibilities are carried by different specialists. The instructional designers should work with the content experts to help them decide on such matters as: a) The learning objectives of the course and each of its component parts, b) The exercises and activities the learners should undertake to achieve the objectives, c) The layout of text and graphics, d) The content of recorded audio or video segments, and e) The questions for interactive sessions by online chat sessions or in Wikis and blogs, or by audio or video conference.   3) Graphic designers, Web producers, and other media specialists should be brought in to turn the ideas of the content experts and instructional designers into high-quality course materials and programs. Decisions must be made about which part of the instruction can most effectively be delivered by each particular medium. 4) The normal procedure in a good systems approach to distance education is that once the courses have been designed and distributed through technology, students are allocated by the teaching organization to instructors, sometimes referred to as tutors, who interact with them to provide individualized instruction on the basis of the designed materials. 5) Managers are responsible for all the subsystems that lead to the design, delivery, and implementation of the program, beginning with the difficult process of assessing the needs of learners who are not usually easily accessible. Management also must participate in the political process, helping policy makers to understand the potential of distance education, obtaining funding, and bringing about the organizational culture change that is needed to accommodate unfamiliar ways of teaching. Administrators must ensure that money, personnel, and time are managed so numerous work tasks fit together and courses are produced on time. Suitable faculty and staff must be recruited and trained.