Resource Directory: "The campus eLearning Adivsory Group was formed in January 2001 (as the Blackboard Advisory Group) to make recommendations on the configuration, use and administration of Blackboard and other eLearning technologies at the University of Maryland Baltimore. The group is composed of administrators, faculty, and staff from each school, the HS/HSL, and the Center for Information Technology Services (CITS). The group meets monthly to discuss eLearning issues on campus.
If you have issues that you would like to be addressed by the committee, please contact your School or department representative:"
Tuesday, July 19, 2005
Georgetown University - Blackboard Advisory Group
E-NOTES, SPRING 2001 -- BLACKBOARD: "The other new body is the Blackboard Advisory Group. This committee, consisting of staff and faculty from many different departments, will assist in the development of policies and procedures for the Blackboard system. The collaboration of this committee with the Blackboard implementation team will strive to provide a robust, yet fully functional and user-friendly course management system."
Blackboard Advisory Group at Duke University
Blackboard at Duke Help - About Blackboard at Duke - Advisory: "Blackboard Advisory Group
The Blackboard Advisory Group was formed in Spring 2002 to advise Blackboard administrators on the configuration, use and administration of Blackboard at Duke. The group is composed of faculty and/or IT support staff from each Duke school, Duke Libraries, the Center for Instructional Technology and the Office of Information Technology. The Group meets about once a month during the school year.
If you would like to have an issue addressed by the Blackboard Advisory Group, please bring it to the attention of a representative from your school or department."
The Blackboard Advisory Group was formed in Spring 2002 to advise Blackboard administrators on the configuration, use and administration of Blackboard at Duke. The group is composed of faculty and/or IT support staff from each Duke school, Duke Libraries, the Center for Instructional Technology and the Office of Information Technology. The Group meets about once a month during the school year.
If you would like to have an issue addressed by the Blackboard Advisory Group, please bring it to the attention of a representative from your school or department."
Wednesday, July 06, 2005
Seeing Math™: Bringing Mathematical Thinking Into Focus
Seeing Math™: Bringing Mathematical Thinking Into Focus: "Today's students need a strong grasp of mathematics to succeed both academically and in the job market. Seeing Math™ helps teachers, schools and districts rise to the challenge. Seeing Math™'s online professional development programs use interactive software, illustrative video, guided discussion and standards-driven content to:
* Equip teachers with the knowledge and instructional strategies to engage, motivate and lead students to math success.
* Provide schools and districts a flexible and cost-effective solution to address rigorous standards, meet staff development needs and improve student achievement.
* Help new and veteran teachers gain insight into how students think about mathematics."
* Equip teachers with the knowledge and instructional strategies to engage, motivate and lead students to math success.
* Provide schools and districts a flexible and cost-effective solution to address rigorous standards, meet staff development needs and improve student achievement.
* Help new and veteran teachers gain insight into how students think about mathematics."
Friday, July 01, 2005
The Worst Thing About Best Practices
MarketingProfs.com - Printer Friendly Version: "The Worst Thing About Best Practices
by Michael W. McLaughlin
June 21, 2005
Excerpts from an interesting perspective...
Granted, best practices can jog your thoughts and maybe even inspire you. But as a tool for guiding strategic initiatives, it's a real loser. One company's best practice can too easily become another company's sunk cost.
Here are four reasons you should dump best practices:
1. They rarely work. A company's best practices work in the context of its business processes, culture, systems and people. Plucking a best practice and trying to graft it onto another organization will produce unpredictable results.
In one instance, a company forced its entrepreneurial salespeople to adopt a tightly controlled sales process, with automated tools for all large accounts. The company mandated the new process and system because it was touted as a best practice in sales force management. After a year of trial and error, the company's salespeople dumped the tool, complaining about declining sales productivity. For the company, it was a multimillion-dollar mistake.
2. It's a follower's strategy. In an era of demands for innovative products and services, why give your customers recycled answers? A company that really wants a customer order process that looks like everyone else's is likely to lose the battle of market differentiation. Relying on best practices will doom your customers to mediocrity in the long run, and hurt your reputation as well.
3. Change comes from within. People rarely respond well to implementing some other company's ideas. In fact, having best practices come down from on high usually causes resentment. Let people create their own solutions using their in-depth knowledge of the company's customers, suppliers, employees and processes. That will result in ownership of the ideas and determination to get results.
4. They don't come with a manual. Business books and benchmark reports are full of snippets about best practices, yet they rarely explain what to do with them. You may have read that it's a best practice to process a customer product return in 24 hours, but there's little guidance for meeting that objective. It's also quite possible that the organizational change necessary for your customer to achieve the goal isn't even remotely feasible.
by Michael W. McLaughlin
June 21, 2005
Excerpts from an interesting perspective...
Granted, best practices can jog your thoughts and maybe even inspire you. But as a tool for guiding strategic initiatives, it's a real loser. One company's best practice can too easily become another company's sunk cost.
Here are four reasons you should dump best practices:
1. They rarely work. A company's best practices work in the context of its business processes, culture, systems and people. Plucking a best practice and trying to graft it onto another organization will produce unpredictable results.
In one instance, a company forced its entrepreneurial salespeople to adopt a tightly controlled sales process, with automated tools for all large accounts. The company mandated the new process and system because it was touted as a best practice in sales force management. After a year of trial and error, the company's salespeople dumped the tool, complaining about declining sales productivity. For the company, it was a multimillion-dollar mistake.
2. It's a follower's strategy. In an era of demands for innovative products and services, why give your customers recycled answers? A company that really wants a customer order process that looks like everyone else's is likely to lose the battle of market differentiation. Relying on best practices will doom your customers to mediocrity in the long run, and hurt your reputation as well.
3. Change comes from within. People rarely respond well to implementing some other company's ideas. In fact, having best practices come down from on high usually causes resentment. Let people create their own solutions using their in-depth knowledge of the company's customers, suppliers, employees and processes. That will result in ownership of the ideas and determination to get results.
4. They don't come with a manual. Business books and benchmark reports are full of snippets about best practices, yet they rarely explain what to do with them. You may have read that it's a best practice to process a customer product return in 24 hours, but there's little guidance for meeting that objective. It's also quite possible that the organizational change necessary for your customer to achieve the goal isn't even remotely feasible.
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