To Mooc or Not to Mooc

Informationen zum Autor Sarah Porter is currently an academic visitor at the Oxford Internet Institute at the University of Oxford where she is researching how universities can better adapt to their current and future challenges and to embrace the opportunities that are offered to them through new developments such as MOOCs. Klappentext Scarcely a week goes by without coverage in the UK and international media about the latest MOOC revelation. Despite some significant initiatives in the dotcom era, online learning has somehow never delivered on its promise to revolutionize education. To MOOC or Not to MOOC focuses upon six institutions and tells the story of their engagement with MOOCs. This book looks at four different organizations, each of them unique in their structure and strategy, but with similarities of focus and approach to other institutions. The decisions that they took, what they did and importantly what they didn't do, and why will be discussed. Chapters draw together and analyse the data and analysis to draw out some more general advice for institutions, and discuss how strategic and operational decision-making can enable the institution to make a timely choice about trends such as MOOCs and their function. The book concludes with a future look at MOOCs and explores some of the possible trends that may impact upon higher education, focusing in particular upon online learning and educational technology. Inhaltsverzeichnis Part One Chapter 1: What are MOOCs? Chapter 2 : The MOOCosphere Chapter 3: Examples of MOOCs Chapter 4: Introduction to the case studies Chapter 5: The confident entrepreneurs Chapter 6: The old hands: experts in online and distance learning Chapter 7: The institutional innovators Chapter 8: The opportunists Chapter 9: The cautious experimenters Chapter 10: The old guard Chapter 11: Key issues that emerged from the case studies Chapter 12: Planning the MOOC project Chapter 13: Planning your MOOC-costings Chapter 14: Business models for MOOCs Chapter 15: Additional benefits of MOOCs Part Two: Looking to the future Chapter 16 Understanding your market-the learner as consumer Chapter 17 Data and analytics Chapter 18 The developing MOOC market Appendix A Appendix B Appendix C Index...

Autorentext
Sarah Porter is currently an academic visitor at the Oxford Internet Institute at the University of Oxford where she is researching how universities can better adapt to their current and future challenges and to embrace the opportunities that are offered to them through new developments such as MOOCs.

Klappentext

Scarcely a week goes by without coverage in the UK and international media about the latest MOOC revelation. Despite some significant initiatives in the dotcom era, online learning has somehow never delivered on its promise to revolutionize education. To MOOC or Not to MOOC focuses upon six institutions and tells the story of their engagement with MOOCs. This book looks at four different organizations, each of them unique in their structure and strategy, but with similarities of focus and approach to other institutions. The decisions that they took, what they did and importantly what they didn't do, and why will be discussed. Chapters draw together and analyse the data and analysis to draw out some more general advice for institutions, and discuss how strategic and operational decision-making can enable the institution to make a timely choice about trends such as MOOCs and their function. The book concludes with a future look at MOOCs and explores some of the possible trends that may impact upon higher education, focusing in particular upon online learning and educational technology.

Inhalt

• Part One
• Chapter 1: What are MOOCs?
• Chapter 2: The MOOCosphere
• Chapter 3: Examples of MOOCs
• Chapter 4: Introduction to the case studies
• Chapter 5: The confident entrepreneurs
• Chapter 6: The old hands: experts in online and distance learning
• Chapter 7: The institutional innovators
• Chapter 8: The opportunists
• Chapter 9: The cautious experimenters
• Chapter 10: The old guard
• Chapter 11: Key issues that emerged from the case studies
• Chapter 12: Planning the MOOC project
• Chapter 13: Planning your MOOC-costings
• Chapter 14: Business models for MOOCs
• Chapter 15: Additional benefits of MOOCs
• Part Two: Looking to the future
• Chapter 16 Understanding your market-the learner as consumer
• Chapter 17 Data and analytics
• Chapter 18 The developing MOOC market
• Appendix A
• Appendix B
• Appendix C
• Index