The state of higher education today is one of change and stasis. Economic vulnerability, globalization, technological innovation, and an increasingly competitive market underlie the need for change in higher education. At the same time, there are strong and stubborn forces at work supporting the status quo. Though daunting, institutions of higher education can create effective organizational change, but their foundational philosophies must be re-examined in the process.
This book addresses a new concept, the organizational learning contract, a shared agreement among the faculty, staff, and students in an educational institution about what, how, where, and when learning should take place. Goodman, who has pioneered the concept in his work with new and traditional institutions, examines the consequences of strong and weak contracts while bridging theory with practice. In the first section, Goodman develops the concept of the organizational learning contract, builds measures, and looks at the consequences of strong versus weak contracts on student and institutional effectiveness indicators. The second section, which includes the perspectives of two leaders of start-up institutions who have created new organizational contracts, explores issues of design and change in introducing the concept into new and existing institutions.
Ultimately, Goodman asks: If you could start from the beginning, with appropriate resources, how would you design a new institution? The answers have implications for all colleges and universities, as well as the future of higher education across the globe.

This book focuses on how technology may create new learning environments and enhance basic learning processes. The book identifies and informs some of the strategic decisions involved in designing and implementing new technology to enhance learning. It also examines specific learning applications of TEL in order to understand the context of different learning environments, as well as some of the critical lessons learned in designing these environments. Mixing both conceptual perspectives and actual case experiences should create different learning opportunities for the reader.
"Technology Enhanced Learning" is divided into two parts. Part I deals with strategic issues, such as trends in technology, implications for educational systems, designing infrastructure, and learning environments. Part II looks at specific cases of new learning environments to learn about strategy, infrastructure, impact assessment, and change in TEL learning environments.

In this groundbreaking book, Paul Goodman presents an innovative approach for analyzing and understanding organizations. He ask the question: How do actions among individuals and groups affect (or not affect) organizations as a whole? He challenges the view that improvement in individual or group performance necessarily "links" to enhanced organizational functioning. Clearly written in a conversational style, the book is filled with rich examples chosen to illustrate different views of the linkage concepts within different domains and context. A significant contribution to management education, the book is highly recommended for researchers, graduate students, organizational consultants, practitioners, and research libraries.

This book focuses on how technology may create new learning environments and enhance basic learning processes. The book identifies and informs some of the strategic decisions involved in designing and implementing new technology to enhance learning. It also examines specific learning applications of TEL in order to understand the context of different learning environments, as well as some of the critical lessons learned in designing these environments. Mixing both conceptual perspectives and actual case experiences should create different learning opportunities for the reader.
"Technology Enhanced Learning" is divided into two parts. Part I deals with strategic issues, such as trends in technology, implications for educational systems, designing infrastructure, and learning environments. Part II looks at specific cases of new learning environments to learn about strategy, infrastructure, impact assessment, and change in TEL learning environments.

In this groundbreaking book, Paul Goodman presents an innovative approach for analyzing and understanding organizations. He ask the question: How do actions among individuals and groups affect (or not affect) organizations as a whole? He challenges the view that improvement in individual or group performance necessarily "links" to enhanced organizational functioning. Clearly written in a conversational style, the book is filled with rich examples chosen to illustrate different views of the linkage concepts within different domains and context. A significant contribution to management education, the book is highly recommended for researchers, graduate students, organizational consultants, practitioners, and research libraries.