A strategic approach to developing e-learning capability for healthcare

Objectives: This article examines a strategic approach to developing e‐learning capability to enhance learning opportunities for the workforce of a healthcare organization. Emphasis is given to the procurement of a bespoke Managed Learning Environment (MLE). Strategic organizational issues impacting on future e‐learning developments are considered. Methods: The 2‐year implementation plan was evaluated through a two phase external research project. The first phase focused on the effectiveness of a training programme designed to build capacity for e‐learning within the Northern area and also included a virtual learning environment usability study which informed the MLE specification. The second phase evaluation is ongoing during 2005 and interim findings are presented. Results: The MLE has been piloted and on‐line learning packages have been acquired. There has been a phased take‐up of e‐learning opportunities and e‐tutor training. Some virtual Communities of Practice have been established. Key organizational issues have been identified and ongoing findings are informing strategic planning. Conclusions: The healthcare MLE is offering enhanced learning opportunities and assisting area healthcare providers in training their dispersed workforces. Blended learning strategies are most successful. The need for protected time for e‐learning is a key issue, financial savings are available. Progress has been slowed by identified organizational constraints—the MLE's benefits are widely recognized.     

Does extensive on-water rowing increase muscular strength and endurance?

The purpose of this study was to compare changes in aerobic condition, strength, and muscular endurance following 8 weeks of endurance rowing alone or in combination with weight-training. Twenty-two elite rowers were assigned to (1) rowing (n = 10, 250-270 km · week?1) or (2) rowing (n = 12, 190-210 km · week?1) plus four weight-training sessions each week. Pre and post mean and standardized effect-size (ES) differences in aerobic condition (watts at 4 mmol · L?1) and strength (isometric pull, N), prone bench-pull (6-repetition maximum, 6-RM), 5- and 30-repetition leg-press and 60-repetition seated-arm-pull (J, performed on a dynamometer) normalized by body mass and log-transformed were analysed, after adjusting for gender. The standardized differences between groups were trivial for aerobic condition (ES [±90% CI] = 0.15; ±0.28, P = 0.37) and prone bench-pull (ES = 0.27; ±0.33, P = 0.18), although a moderate positive benefit in favour of rowing only was observed for the seated-arm-pull (ES = 0.42; ±0.4, P = 0.08). Only the weight-training group improved isometric pull (12.4 ± 8.9%, P < 0.01), 5-repetition (4.0 ± 5.7%, P < 0.01) and 30-repetition (2.4 ± 5.4%, P < 0.01) leg-press. In conclusion, while gains in aerobic condition and upper-body strength were comparable to extensive endurance rowing, weight-training led to moderately greater lower-body muscular-endurance and strength gains.     

If you build it,will they come?: A case study of digital spaces and brand in the National Basketball Association

This case addresses the relationship between sport and digital spaces by introducing students to strategic marketing processes related to developing a team-managed fan website. The case was created in conjunction with three former members of the Cleveland Cavaliers who helped create www.cavfanatic.com, the official fan site of the team. Key areas addressed within the case study are brand development, brand communication, and brand extension. The case follows a new hire, Natalie, as she joins the new media team of www.cavfanatic.com. The sport marketers she works with review the development of the website and provide information on the strategic development process they went through. In the end, Natalie is charged with looking forward and developing further strategies to continue to engage the Cavaliers fans and to develop the CavFanatic brand.     

Managing modern universities

This is the second part of a paper based on one delivered at the AUA Annual Conference, Promoting Excellence in HE Management, at the University of Nottingham, 2–4 April 2007. It continues discussion of the application of employment legislation to university restructuring exercises, and in particular, the application of the Transfer of Undertakings (Protection of Employment) (TUPE) Regulations 2006, which appeared in the previous issue of perspectives. The application of these rules to transfers of departments and courses between universities is considered here.     

A Model Tutorial Program for University and School Collaboration

The Teaching/Learning Centre (T/LC) located in the Jacksonville State University College of Education is an award winning, on‐campus, after school tutoring‐program for a diverse population of K‐12 children. While the overall intent of the T/LC is to provide a practicum for teacher preparation, the T/LC has increasingly become a community resource for improving academic achievement among area K‐12 school students. The T/LC practicum allows the preservice teacher to interact with children by individualising a one‐on‐one tutorial within the university setting under university supervision. Preservice teachers gain additional professional practice through communication with parents, guardians, teachers, and professors. Preservice teachers gain confidence and self satisfaction while learning to interact with students from varying backgrounds in a caring and supportive manner.     

Towards a collegiate approach to curriculum management in primary and middle schools

Informed professionals in the education service have put forward a model of good management practice in primary and middle schools, with particular emphasis on the curriculum. Tensions within the model contribute to a gap which exists between the model and actual practice in many schools. A management development approach may help with implementing this model of collegiate management.     

The role of planning in outdoor adventure decision-making

ABSTRACT

This article explores the influential role of planning on recognition-primed decision-making. Considerable prior thinking occurs and there is a need to trace and account for the cognitive processes that precede and guide decisions in dynamic outdoor environments. Seven expert leaders from four countries were interviewed about memorable decisions made on outdoor journeys with an educational focus on land, sea and ice. Four stages of planning were identified: (1) long-term preparation; (2) formal leadership meetings; (3) day-by-day planning on route and (4) thinking immediately prior to the event. The stages sequentially capture the planning progression, illuminating the cognitive processes at each stage to culminate in option selection. In each decision situation, planned goals and actions were implemented through the creation and re-creation of micro-plans. As windows of opportunity presented themselves, the flexible execution of plans was a key feature. Planning provided the solid bedrock upon which decisions were made.