Description
Imperial College Business School has that advocate. The School launched its Executive MBA (EMBA) programme in early 2017, a blended delivery programme based its successful and fully online Global MBA. This paper will examine some of the institutional and policy issues raised in the issue, looking at the EMBA case. The presentation will focus on the challenges and rewards of creating and delivering a blended learning programme from a number of perspectives, including institutional buy-in, faculty reluctance, and student satisfaction.
Sources consulted:
The Internet and Higher Education, Volume 18, Pages 1-68 (July 2013): Blended Learning in Higher Education: Policy and Implementation Issues. Edited by Ron Owsten, Walter Archer, Randy Garrison and Norman Vaughan
Patsy Moskal, Charles Dziuban, Joel Hartman, “Blended learning: A dangerous idea?” (pp. 15-23) in The Internet and Higher Education, Volume 18, Pages 1-68 (July 2013): Blended Learning in Higher Education: Policy and Implementation Issues. Edited by Ron Owsten, Walter Archer, Randy Garrison and Norman Vaughan
Katerina Bohle Carbonell, Amber Dailey-Hebert, Wim Gijselaers, “Unleashing the creative potential of faculty to create blended learning” (pp. 29-37) in The Internet and Higher Education, Volume 18, Pages 1-68 (July 2013): Blended Learning in Higher Education: Policy and Implementation Issues. Edited by Ron Owsten, Walter Archer, Randy Garrison and Norman Vaughan
Ron Owston, Dennis York, Susan Murtha, “Student perceptions and achievement in a university blended learning strategic initiative” (pp. 38-46) in The Internet and Higher Education, Volume 18, Pages 1-68 (July 2013): Blended Learning in Higher Education: Policy and Implementation Issues. Edited by Ron Owsten, Walter Archer, Randy Garrison and Norman Vaughan
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