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E-Learning Experiences in the Middle East

E-Learning Experiences in the Middle East Dr. Milad Sebaaly Chief Executive Officer – Levant Region Technology World Company Kuwait – Amman – Damascus – Beirut A G E N D A 1- Introduction 2- Background 3- Transformation Dimensions 4- Challenges Macro Level Knowledge Economy

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E-Learning Experiences in the Middle East

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  1. E-Learning Experiences in the Middle East Dr. Milad Sebaaly Chief Executive Officer – Levant Region Technology World Company Kuwait – Amman – Damascus – Beirut

  2. A G E N D A 1- Introduction 2- Background 3- Transformation Dimensions 4- Challenges

  3. Macro Level Knowledge Economy Information Society Economic Development Human Capital Human Resources Development

  4. 2010 2010 2010 2000 2000 2000 2020 2020 2020 2030 2030 2030 2040 2040 2040 2050 2050 2050 2060 2060 2060 Human Resource Development • Short-Term: Lifelong Learning • Medium-Term: Higher Education • Long-Term: Basic Education (K-12)

  5. Challenges of HRD in the ME Lifelong Learning • Universities are overcrowded • Few Lifelong Learning programs • Old curricula • Traditional culture (lifetime degrees)

  6. Challenges of HRD in the ME Higher Education • Limited capacity • Limited Specializations • No link to market needs • Aging curricula • Unable to attract young scholars • Minimal R&D activities • Weak Infrastructure • Conventional Teaching Methods

  7. Additional Challenges • Limited research on current/future market needs • No clear HR requirements • Old job profiling • Heavy public sector • Public spending on education is no more enough

  8. Additional Challenges • Young societies • Brain drain • Perception of E-Learning and Online Learning • Lack of recognition and accreditation criteria by ministries and authorities • Resistance from academics

  9. Change Avenues • Advanced Infrastructure • Modern pedagogical methods • New specializations • Instilling Lifelong learning concept • Wider access to education • Market needs assessment • Larger private sector role

  10. Background Archers GI TWC UKS SVU AUD

  11. Background Archers GI • AUD (1998-2002): • Conventional University • Early stages of eLearning/Technology • Applications • Extra-curriculum Activities • Limited change is allowed to the mode of • teaching • - Technology Support: Image face-lifting TWC UKS SVU AUD

  12. Background Archers GI • SVU (2002-2004): • Full-fledge Virtual University • High Level Support • Ministry Accreditation • Awareness and Readiness Gap • Lack of Expertise • Local Market Needs • Lack of funds TWC UKS SVU AUD

  13. Background • UKS (2003-Present): • Specialized eLearning Solution Provider • Advanced technical/academic expertise • Infrastructure • Tools (LMS, AMS, VC, VLE, etc.) • Content Development • Training (Teachers, Students, etc.) • Change Management • Strategy Building • Clients: K-12, HE, CE • Lack Awareness • Lack of funds Archers GI TWC UKS SVU AUD

  14. Background Archers GI • TWC (2004-present): • Technology Investment Company • Financing and Equity Investment in • Educational Technology projects • Risk Management • Project and Operations Management • Entrepreneurship and Start-ups • New Public-Private-Partnership Models • Lack of Awareness, Specialized Funds TWC UKS SVU AUD

  15. Background Archers GI • Archers (2005-present): • Specialized Academic Market Research • Specialized Sector Intelligence • Specialized Awareness and Marketing • Global Investment (2006-present): • Specialized Funds Management • New Academic Financial Models (PPP, BOT, JV, etc.) TWC UKS SVU AUD

  16. Archers-GI From Ideas to successful Projects? TWC UKS SVU AUD Blended Programs Online Education Lifelong Learning Content Repositories Sustainable Change Ideas Professors Trials Preliminary Research Pilot Implementation

  17. Academia Adoption by Academics Structure Overall Strategy, Innovative Models Technology Latest Technologies and Methodologies Investment Entrepreneurship, PPPs Positioning Awareness, Communication, Intelligence Archers-GI Transformation Dimensions TWC UKS SVU AUD

  18. Change Avenues Technology Investment Awareness Academia Structure

  19. Academia Structure Technology Investment Positioning Challenges "I never try to teach my students anything. I only try to create an environment in which they can learn." Albert Einstein E-Learning is not only about Technology or Content, It is about Learning

  20. Academia • Teaching: Learning: • Teacher Mentor or Coach • Student Learner • Synchronous Asynchronous/Synchronous • Passive Active • Linear Nonlinear • Scheduled On-demand • Teaching Material Accomplishing a Goal Structure Technology Investment Positioning Challenges • How to become an e-Tutor or an e-Student? • How to increase Faculty and Students confidence? • How to ensure Quality?

  21. Academia Structure Technology Investment Positioning Challenges • Instructor-based culture resistance Fear of Technology Fear of Additional Work Lack of Incentives • Choosing the right blend • Language and cultural barriers

  22. Academia Structure Technology Investment Positioning Challenges • E-Learning/Blended Learning: • Is it a substitute to the conventional classroom? • When? What Criteria? • Is it an enhancement to the conventional classroom? • When? What Criteria? • Is it equivalent to the classroom experience? • When? What Criteria?

  23. Academia Structure Technology Investment Positioning Challenges

  24. Academia Structure Technology Investment Positioning Challenges Educators must: • Be willing to devote great effort • Be willing to re-think their teaching mode • Be willing to make time for frequent communication with their students • Get used to the latest tools

  25. Academia Structure Technology Investment Positioning Challenges Administrators should: • Allow Professors to work at their own pace in their own environment • Eliminate stressors • Provide role models • Support training • Encourage collaboration

  26. Academia Structure Technology Investment Positioning Challenges • Cultural Issues: • Patriarchal System in society (father, teacher, master, boss) • Socio-psychological image of Professor (Wise, Leader, Unquestionable) • Leadership Style (tendency towards paternalistic styles)

  27. Academia I expect results and take control by clearly stating a course of action. I enforce rules that sustain high results and do not permit deviation. Structure I support results that establish and reinforce harmony. I generate enthusiasm by focusing on positive and pleasing aspects of work. I endorse results that are popular but caution against taking unnecessary risk. I test my opinions with others involved to assure ongoing acceptability. Technology I distance myself from taking active responsibility for results to avoid getting entangled in problems. If forced, I take a passive position. Investment I provide leadership by defining initiatives for myself and others. I offer praise and appreciation for support, and discourage challenges to my thinking. Positioning I persuade others to support results that offer me private benefit. I initiate team action in a way that invites involvement and commitment. I explore all facts and alternative views to reach a shared understanding of the best solution. Challenges Leadership Styles:

  28. Academia Structure Technology Investment Positioning Challenges • Implementing e-learning is complex • Many organizations are still experimenting e-learning • Implementing e-learning means far more than installing LMS and other tools • Implementing e-learning requires new/modified organizational structures • Implementing e-learning is about project management, change management, and risk management

  29. Internet Academia Structure Technology Investment Video Conferencing Tools Positioning Challenges

  30. Academia Structure Technology Investment Positioning Challenges • Quality Assurance • How to accredit: • Local vs. international Programs • Blended vs. Online Programs • Existing Universities vs. Stand-alone eUniversities • What procedures and guidelines for licensure, self study, evaluation, and accreditation • Are International Guidelines sufficient? • How can Regional/International organizations help?

  31. Academia Structure Technology Investment Positioning Challenges • Ministries and regulating bodies are behind • No experience, very reluctant to step forward • Mixing between modern e-Learning and traditional distance learning • Copying from other countries experiences without considering local circumstances • Different age groups, target audience, and motifs

  32. Academia Teaching Aids LOs Repository Online Courses LMS/AMS/VC Student Information Systems Back Office Business Intelligence Applications Knowledge Factory / LCMS Structure Technology Portal / Content Management Investment Single Sign on Positioning Challenges • Integration- Localization and development- Infrastructure- Weak open-source movement

  33. Academia Structure Technology Investment Positioning Challenges • Bandwidth and speed • Standards • Interoperability between different LMS’s • Courses compatibility and reusability • Accessibility

  34. Academia Structure Technology Investment Positioning Challenges • Public Funding • Innovative models of Public Private Partnerships • Role of Private Sector • Specialized long-term low-cost Funds • Economy of Scale • Financing Options

  35. Academia Structure Technology Investment Positioning Challenges New Concepts to Academia: (Specially Public) Communication Strategy Awareness Campaigns Brand Positioning Continuous Market Research and Statistics Feedback

  36. Academia Structure Technology Investment Positioning Challenges Change Management How to get people on board of change: • Bureaucracy • Laid-back attitudes • Low income • Free services mentality • Political interference

  37. Academia Structure Technology Investment Positioning Challenges Change Management • Passive Learners • Classroom-Based Learning culture • No / Weak Self-Learning Skills • No / Weak Self-Motivation • No / Weak Time Management Skills • Bargaining mentality

  38. Critical Success Factors • Mass awareness of the benefits of e-learning • Phased and planned introduction of e-Learning • Change Management • Acceptance and commitment of all stakeholders • Collaboration between educational institutes with technology enablers, content providers and ISPs • Vision, Leadership, and Innovation

  39. Critical Success Factors Leaders of Change • Know the context • Remain positive • Make clear decisions • Are consistent • Bring issues alive • Use consistent e-learning terminology • Encourage frank discussions • Are Creative • Are good promoters of the program

  40. How to Measure Success? Learner: Engaging, fun, relevant, fast-paced Instructor: Material well received, students learned what was planned. No disruptions Administrator: High passing rate, 100% attendance, profitable Instructional Developer: Materials flowed well, treated main issues, exercise supported the course

  41. Thank You www.twcompany.net msebaaly@uks.ae

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