TSTM 444
Since this will be my last Blog, I wanted to discuss one of the best presentations that I ever experienced. This presentation was conducted Dr Dan Norris. In this presentation, we got a look into what the future holds from a technological perspective. I found this to be a really interesting presentation. Since the cutiing edge technology is already available, it is important for TSTM students to stay abreast of the latest technology. I have heard many students voice their opinions about working with "older" audiences and how they have to approach that audience diferently from a younger audience. What the irony is about training older audiences, is that at some point we as TSTM students, will be the "older" audience trying to understand the new technology that is available.
Since this class is reaching its end, I feel as if I should provide some feedback. This was my first internet class in 4-5 years. This semester I had a F2F class and an internet class. In both classes I realized that, there is not a particular preference
Monday, April 20, 2009
Monday, March 30, 2009
UBLOG-5
Collaboration....
One of the hardest things to do in this 0nline course is to collaborate with other team members. The fact that this team started off with 6-7 people and now we are down to 4 doesn't help the situation either. At any rate, we as a team will rise to the occasion and make a good grade in this class. Although few members are participating, we will stick together and finish as a team. Thanks to the members who have already participated in the discussions and projects. For those members who have yet to contribute, just remember that 1-2 people can not carry the full weight of the team. You will only get out of this class what is put into it.
One of the hardest things to do in this 0nline course is to collaborate with other team members. The fact that this team started off with 6-7 people and now we are down to 4 doesn't help the situation either. At any rate, we as a team will rise to the occasion and make a good grade in this class. Although few members are participating, we will stick together and finish as a team. Thanks to the members who have already participated in the discussions and projects. For those members who have yet to contribute, just remember that 1-2 people can not carry the full weight of the team. You will only get out of this class what is put into it.
Monday, March 16, 2009
U-BLOG 4
Understanding workplace learning
Workplace learning is a relatively new area of academic enquiry but, as our knowledge expands, it is evident that it must be seen as part of a more general process of skill formation. This is because learning is not a one-off activity like buying a pair of shoes. How we learn and the intellectual capacities we have developed to aid the process are dependent on our prior experiences in family, community and school, which in turn form part of the way we see ourselves, our self-image. Our successes and failures in these areas form the background against which we experience the workplace and the opportunities it offers for learning and the acquisition of skills. These experiences condition our attitudes toward learning and the basic skills we bring with us into the workplace. It is in this sense that workplace learning is part of a general process of skill formation, a process that is ongoing as we change jobs and raise children, a process which leads on into retirement and beyond.
Here we only examine two arenas, namely the school/college and workplace. The family and school provide the initial basic education, the grounding in numeracy, literacy and now computer literacy, the building blocks on which other skills are built later.1 In the case of those entering traditional Taylorist forms of organization as low-level, white-collar, service or manual employees, work offers little more in the way of opportunities to further develop their capabilities. For others, destined for professional, managerial and technical jobs, basic schooling is followed by further general and technical education that provides the underpinning knowledge for the performance of specialized work roles. For those who enter HPWOs at all levels, the workplace offers the opportunity to continue to develop their skills throughout their working life. First, we turn to an examination of the process of learning in Taylorist organizations.
Workplace learning is a relatively new area of academic enquiry but, as our knowledge expands, it is evident that it must be seen as part of a more general process of skill formation. This is because learning is not a one-off activity like buying a pair of shoes. How we learn and the intellectual capacities we have developed to aid the process are dependent on our prior experiences in family, community and school, which in turn form part of the way we see ourselves, our self-image. Our successes and failures in these areas form the background against which we experience the workplace and the opportunities it offers for learning and the acquisition of skills. These experiences condition our attitudes toward learning and the basic skills we bring with us into the workplace. It is in this sense that workplace learning is part of a general process of skill formation, a process that is ongoing as we change jobs and raise children, a process which leads on into retirement and beyond.
Here we only examine two arenas, namely the school/college and workplace. The family and school provide the initial basic education, the grounding in numeracy, literacy and now computer literacy, the building blocks on which other skills are built later.1 In the case of those entering traditional Taylorist forms of organization as low-level, white-collar, service or manual employees, work offers little more in the way of opportunities to further develop their capabilities. For others, destined for professional, managerial and technical jobs, basic schooling is followed by further general and technical education that provides the underpinning knowledge for the performance of specialized work roles. For those who enter HPWOs at all levels, the workplace offers the opportunity to continue to develop their skills throughout their working life. First, we turn to an examination of the process of learning in Taylorist organizations.
Sunday, March 1, 2009
U-BLOG 3
February 16, 2009 8:09 PM
LARRYOATESTSTM444 said...
U-BLOG 3I attended the workshop too. It was interesting to see how a college professor could mesh together a college level class on a high school level. I furthermore liked the introduction of the new technology that is already out. I just happened to bring my wife with me to the class and she is entry level computer literate, but even she was impressed with the material presented.
March 1, 2009 10:14 AM
What up class i don't know how many of you attended the workshop that was on Saturday. I want to say doctor Norris actually made the workshop fun and interesting for the kids. And i noticed how he kept everything kiddy but he taught the kids on a college level by using the correct terminology and asking questions that some college students would not understand. And while i was in the workshop i was thinking to myself this is the same way we will have to make our workshop for the older people. we are going to have to make this fun and interesting for the people of our workshop. maybe we will have to play a game with them or even ask them as many questions as we can so they can pay attention and they won't be falling asleep.
Posted by Pierre Andrewtstm444 at 3:06 PM
LARRYOATESTSTM444 said...
U-BLOG 3I attended the workshop too. It was interesting to see how a college professor could mesh together a college level class on a high school level. I furthermore liked the introduction of the new technology that is already out. I just happened to bring my wife with me to the class and she is entry level computer literate, but even she was impressed with the material presented.
March 1, 2009 10:14 AM
What up class i don't know how many of you attended the workshop that was on Saturday. I want to say doctor Norris actually made the workshop fun and interesting for the kids. And i noticed how he kept everything kiddy but he taught the kids on a college level by using the correct terminology and asking questions that some college students would not understand. And while i was in the workshop i was thinking to myself this is the same way we will have to make our workshop for the older people. we are going to have to make this fun and interesting for the people of our workshop. maybe we will have to play a game with them or even ask them as many questions as we can so they can pay attention and they won't be falling asleep.
Posted by Pierre Andrewtstm444 at 3:06 PM
Sunday, February 15, 2009
U -BLOG 2
Defining a Learning and Perfomance Strategy
In my workplace I have the responsibility of training users on new software that is introduced to the county. Traditionally organizations budget and send employees to F2F instuctor led training. My thought on this is that this practice can be very expensive. You have to pay for the class itself, milelage, perdiem etc.This cost could easily exceed $4000-$5000 per employee. A more cost effective way to train is to implement a training archive server. This idea can provide cost savings because it replaces the need for F2F offsite classes, can be used by the employee at any time of the day or night and also training is self paced. For example after a skills assessment has been performed I realize that I need to send 10 of my employees to Microsoft training @ a volume discount of $5,000 apiece. For the fiscal year I have to budget $50,000.00 for training. So as a manager that is very cost conscience, I purchase the CBT nuggets archive server for a total cost of $23999.00. This server just cut my training cost in half.
One question that puzzled me was, when will my staff have time to train. During the hours of 8-5 they are completing work orders for customers. So how will my staff train. Well since they can access this training archive server at any time, and also since it is self paced, they can actually train on thier off time. I can offer an incentive that the first employee that get certified on their own time, will receive a bonus or days off. Any subsequent employees after that will get a lesser incentive, and so on and so on. In my opinion this will also expose the employees who are not self-motivated or who may have learning difficulties. The employees that are self motivated will be the first to complete their certifications. Also the employees that are last to complete their certification may possess a learning difficulty or work/personal issues that are hindering their performance.
In my workplace I have the responsibility of training users on new software that is introduced to the county. Traditionally organizations budget and send employees to F2F instuctor led training. My thought on this is that this practice can be very expensive. You have to pay for the class itself, milelage, perdiem etc.This cost could easily exceed $4000-$5000 per employee. A more cost effective way to train is to implement a training archive server. This idea can provide cost savings because it replaces the need for F2F offsite classes, can be used by the employee at any time of the day or night and also training is self paced. For example after a skills assessment has been performed I realize that I need to send 10 of my employees to Microsoft training @ a volume discount of $5,000 apiece. For the fiscal year I have to budget $50,000.00 for training. So as a manager that is very cost conscience, I purchase the CBT nuggets archive server for a total cost of $23999.00. This server just cut my training cost in half.
One question that puzzled me was, when will my staff have time to train. During the hours of 8-5 they are completing work orders for customers. So how will my staff train. Well since they can access this training archive server at any time, and also since it is self paced, they can actually train on thier off time. I can offer an incentive that the first employee that get certified on their own time, will receive a bonus or days off. Any subsequent employees after that will get a lesser incentive, and so on and so on. In my opinion this will also expose the employees who are not self-motivated or who may have learning difficulties. The employees that are self motivated will be the first to complete their certifications. Also the employees that are last to complete their certification may possess a learning difficulty or work/personal issues that are hindering their performance.
Wednesday, February 4, 2009
U-Blog 1
Constructivist Learning Theory :
I decided to write this short blog on constructivist learning because this is the learning style that was embraced by our instructor Dr. Keane. Constructivism refers to the idea that learners construct knowledge for themselves from their experiences through a process of accomodation and assimilation, and is strongly associated with learning by doing. This rate at which this knowledge is obtatined differs per individual. The constructivism theory is based on the works of Swiss psychologist Jean Piaget. Social constructivism encourages the learner to arrive at his or her version of the truth based on his or her own experiences. Social constructivism emphasizes the importance of the learner being actively involved in the learning process.
I decided to write this short blog on constructivist learning because this is the learning style that was embraced by our instructor Dr. Keane. Constructivism refers to the idea that learners construct knowledge for themselves from their experiences through a process of accomodation and assimilation, and is strongly associated with learning by doing. This rate at which this knowledge is obtatined differs per individual. The constructivism theory is based on the works of Swiss psychologist Jean Piaget. Social constructivism encourages the learner to arrive at his or her version of the truth based on his or her own experiences. Social constructivism emphasizes the importance of the learner being actively involved in the learning process.
Tuesday, January 27, 2009
Workplace Learning
What I have learned about workplace learning trends is that the more you know, the more important internally to your company you are and the more marketable you are externally. For example when interviewing employees I recently was confronted with hiring a person with the hands on knowledge that pertained to the job or hiring a person with a four year degree and minimal skills. Initially the 4 year degree was inviting to me because it showed that the applicant can actually start a tasks and finish it, but the applicant with hands on experience and the ability to hit the ground running is the person I eventually ended up hiring. In this time and age when we are experiencing money woes and financial crisis, it is essential that as a hiring manager I get the most bang for the buck.
To prevent American citizens from pursuing jobs in other countries, American employers should provide and train their employees with the necessary training that will allow them to be successful and feel as if he/she is a valuable employee. The catch 22 to training is that once an employee is equipment with that "competitive edge" called training, they also become more marketable and desirable to external companies that need their particular skillset. Job recruiters get paid to find the best person out of their pool of applicants. When a recruiter refers an applicant to an employer with the needed skillset that matches the job description plus a salary increase offer from the employer this becomes a management nightmare called "employee retention".
To prevent American citizens from pursuing jobs in other countries, American employers should provide and train their employees with the necessary training that will allow them to be successful and feel as if he/she is a valuable employee. The catch 22 to training is that once an employee is equipment with that "competitive edge" called training, they also become more marketable and desirable to external companies that need their particular skillset. Job recruiters get paid to find the best person out of their pool of applicants. When a recruiter refers an applicant to an employer with the needed skillset that matches the job description plus a salary increase offer from the employer this becomes a management nightmare called "employee retention".
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