Internationalising the Executive Education Curriculum at General Electric: A Case Study of Trends in the 1980s

1988 ◽  
Vol 7 (3) ◽  
pp. 5-12 ◽  
Author(s):  
H. Michael Hayeś
Keyword(s):  
Executive Education ◽  
Education Curriculum ◽  
General Electric

scholarly journals Interdisciplinary bachelor's degree in health: analysis of a new higher education curriculum in Brazil

2012 ◽  
Vol 16 (42) ◽  
pp. 719-731 ◽  
Author(s):  
Layza Castelo Branco Mendes ◽  
Andrea Caprara
Keyword(s):  
Higher Education ◽  
Social Issues ◽  
Participant Observation ◽  
Education Institution ◽  
Bachelor's Degree ◽  
Social Needs ◽  
Education Curriculum ◽  
Higher Education Curriculum ◽  
Intense Process

Brazilian public universities are undergoing an intense process of change in search of solutions to transform themselves into institutions that are more attuned to 21st century social needs. In this regard, the aim of this study was to analyze a new higher education curriculum offered at the Federal University of Bahia (UFBA): the Interdisciplinary Bachelor's degree in Healthcare. This was a preliminary qualitative investigation, accomplished as a case study. The methodological tools used include document analysis, open interviews and participant observation. It was seen that the teachers were engaged in the process of putting together a course that promotes training of professionals qualified to undertake social development. It was also noted that the students were themselves proving to be capable of deep critical reflection on social issues. It was therefore concluded that the case studied has provided the results expected by the higher education institution hosting the course.

scholarly journals Genesis and Evolution of Executive Education in India: A Message to CEOs

2019 ◽  
Vol 12 (1) ◽  
pp. 7-11
Author(s):  
Bakul Dholakia
Keyword(s):  
Specific Area ◽  
Executive Education ◽  
Organisational Structure ◽  
Education In India ◽  
Study Mode ◽  
Structure Environment

The approach of executive education in India is changing by following more and more customised approach. Organisations are now looking for outcome-based training for their employees, their needs have changed to a specific area with respect to industry. Organisations should look for long-term collaboration with the executive education provider to be effective throughout the various levels, and continuity needs to be maintained in for the same. The faculties involved in providing executive education must be aware of the organisational structure, environment and process. Also, the case study mode and relevance of the cases matters a lot in providing quality executive education.

Computer Assisted Evaluation a Case Study

1974 ◽  
Vol 3 (1) ◽  
pp. 47-60 ◽  
Author(s):  
Samuel Spero
Keyword(s):  
Instructional Strategies ◽  
Student Performance ◽  
Statistical Information ◽  
Computer Assisted ◽  
General Electric ◽  
Computer Based ◽  
Turn Around Time

A computer based system for the evaluation of instructional strategies and student performance is described. The system provides the teacher with student scores and statistical information. The system also provides comments for students. The system assumes a one-hour turn around time for processing. The hardware includes a Bell and Howell Mark Document Reader and a General Electric Terminet 1200 Printer. These units are connected by telephone to a remote processor.

scholarly journals Using work-based and work-applied learning to enhance the intellectual capital of organisations

2016 ◽  
Vol 8 (1) ◽  
pp. 56-64 ◽  
Author(s):  
Jonathan Garnett ◽  
Selva Abraham ◽  
Param Abraham
Keyword(s):  
Intellectual Capital ◽  
Strategic Change ◽  
Executive Education ◽  
Learning Needs ◽  
Applied Learning ◽  
Learning Capability ◽  
Content Type ◽  
Individual Preparation ◽  
Practical Implications

Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.

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