Using iTextbook as an alternate frontend to learning management systems

Learning management systems (LMS) have been a popular tool for delivery of learning content as well as the management of learners and courses. In recent years, the ubiquity of mobile devices such as smartphones and tablets has seen the increased popularity of using them to consume eBooks. While the LMS is popular among administrators, accessing content on mobile devices appear to be the preference of our learners. Furthermore, there are reports on a number of shortcomings with learners using the LMS, e.g., the experience of using LMSes on mobile devices falling short and learners are less engaged interacting with the LMS than with their mobile devices, etc. In this paper, we investigate the idea of using eBooks as an alternative frontend for learners to interact with the LMS. A proof of concept eBook was developed for a data management course to showcase how content on the LMS can be deployed via the eBook interface while connecting our learners to the LMS for learning management. We find that this approach delivers a rich and immersive experience to our learners, as they would expect from their devices. The outcomes also gave us food for thought regarding how LMSes may evolve in the future.

Creating and sustaining quality e-learning environments of enduring value for teachers and learners

Australian universities continue staking a claim on the future of e-learning, acquiring Learning Management Systems (LMS) as rapidly as universities overseas. Much is published on processes and criteria for selecting the best LMS for an organisation's needs and attempts to establish training and support mechanisms for deploying these systems. Beyond initial efforts to commission these technologies, particularly in the hands of teachers and students, what should happen to ensure these commitments yield real educational value in the long term? The search for and realisation of systemic and substantial new value requires a more profound reconceptualisation of what it means to design and work within contemporary learning environments, incorporating e-learning, in support of excellence in educational outcomes. This demands the foregrounding of the role of the academic teacher in the system in relation to other parties who can make important educational contributions in support of student learning. Central to new strategies is a transformation of the role of academic teacher, but on terms understood by them and supportive of their educational values. Six areas of value creation for teachers and learners are considered in relation to this transformation.

Requirements for online teaching and learning at Deakin University : a case study

The dynamics of teaching and learning in higher education are being affected by a combination of educational, social, political and economic factors, and one of the most important changes is the extent to which Learning Management Systems (LMS) are forming the basis for online teaching and learning environments. Deakin University has just completed an extensive evaluation of learning management systems (LMS) to select an enterprise level online teaching and learning system. One of the important aspects of this process is that unlike other evaluations which focused on systems comparison, this evaluation was user-centred, taking into account teaching and learning needs to determine the LMS that would best align with those needs. This paper examines the methods and results of this collection of staff and student needs in online teaching and learning.

Deakin University Library : an active partner in the implementation of the new generation e-learning platform Desire2Learn

Deakin University has a long association with e-learning platforms, utilising the functionality of various Learning Management Systems (LMS) over a period of years. Transforming learning and teaching is a key priority of the University and moving to a new generation e-learning platform that supports engaging learning experiences through quality course design is a strategic imperative.

In 2010 Deakin University selected Desire2Learn as its replacement LMS, an innovative platform that offers next generation functionality. The University is investing significant resources in 2011 to implement the new system. The Library is harnessing the opportunity to embed search and discovery and information access throughout the LMS, including presence at the highest level of navigation. A Library widget providing students with clear pathways and immediate access to key library collections, services and features is being developed by the Library in conjunction with the Faculties‟ academic champions and educational developers. Liaison Librarians are negotiating with academic staff to create context-specific pathways, to utilise Desire2Learn Web2.0 capabilities and to imbed more personalised resources and LibGuides aligned with units of study. This is happening at a time when libraries are introducing new approaches to information discovery.

This paper describes Deakin University Library‟s journey in partnering with academic staff and others across the University to implement Desire2Learn as a vital new e-learning platform. It reports on many outcomes including: value created by embedding quality information in learner-centred course delivery; increased awareness of library subscription resources when accessible within students‟ workspace; strong and continuing relationships built with academic staff; enhanced Library staff engagement with flexible learning principles and new technologies. The question of where embedding information access in online courses and units fits with the Library‟s exploration of web scale solutions is also touched upon. And finally, an insight into how recent research undertaken by Deakin University Library has influenced our approach to information discovery solutions suggests an opportunity for many more questions to be explored.

The social network learning cloud: architectural education for the 21 century

In less than a decade, architectural education has, in some ways, significantly evolved. The advent of computation has not so much triggered the change, but Social Networks (SN) have ignited a novel way of learning, interaction and knowledge construction. SN enable learners to engage with friends, tutors, professionals and peers, form the base for learning resources, allow students to make their voices heard, to listen to other views and much more. They offer a more authentic, inter-professional and integrated problem based, Just-in-Time (JIT), Just-in-Place (JIP) learning. Online SN work in close association with offline SN to form a blended social learning realm-the Social Network Learning Cloud (SNLC)-that greatly enables and enhances students' learning in a far more influential way than any other learning means, resources or methods do. This paper presents a SNLC for architectural education that provides opportunities for linking the academic Learning Management Systems (LMS) with private or professional SN such that it enhances the learning experience and deepens the knowledge of the students. The paper proposes ways of utilising SNLC in other learning and teaching areas of the curriculum and concludes with directions of how SNLC then may be employed in professional settings.

A framework for social networked architectural education

Students engage in Social Networks (SN) as a form of interaction with friends and tutors, as news or learning resource, to make their voices heard or to listen to other views and many more. Online SN work in close association with offline SN to form a blended social environment that greatly enables and enhances students' learning. Some Schools of Architecture have struggled or failed to engage in the potential of SN or their respective University's online Learning Management Systems (LMS). Despite efforts to facilitate blended learning environments or to engage students in problem-based learning activities architectural education often fails to tap into the rich resources that online social learning environments offers through their collective and social intelligence of its users. This paper proposes a framework for SN architectural education that provides opportunities for linking the academic LMS with private or professional SN such that it enhances the learning experience and deepens the knowledge of the students. The paper proposes ways of utilising SN supported learning environments in other areas of the curriculum and concludes with directions of how this framework can be employed in professional settings.

Bachelor of learning management initiatives : preferred and actual futures

It is argued in this chapter that we live in the knowledge economy, a term coined by the Organisation for Economic Co-Operation and Development in a report entitled The Knowledge Based Economy (1996). According to this report, the economy has become a hierarchy of networks fuelled by the rapid rate of change in all aspects of life, including learning, which in turn has compressed the world, encouraging the merging of the world's economic and cultural systems. Contemporary economic and social contexts coupled with competing perspectives on the "future" place significant demands upon educators and educational leaders who are increasingly expected to act in futures-oriented ways whilst also remaining true to the professional standards of their present environments (Faculty of Education and Creative Arts, 2003). In response to these issues and internal organisational reviews of Central Queensland University, the revision and renewal of a number of degrees currently being offered by the Faculty of Arts, Humanities and Education have become increasingly necessary. The Bachelor of Learning Management (BLM) is one program that is claimed to be a new and innovative pre-service teaching degree. This chapter explores a project that was undertaken to investigate current student perceptions of the extent to which the BLM has met these claims. Of particular interest was, firstly, student satisfaction with and achievement in the degree and, secondly, the extent to which the BLM has managed to broker the change needed to deliver the required client outcomes. [ABSTRACT FROM AUTHOR]