For an Online Learning Centre

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НазваниеFor an Online Learning Centre
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1.1 Guide aim

The aim of this guide is to analyse quality of e-learning centres and related activities.

1.2 Target groups

This Guide addresses to

  • legislators, regulators and accrediting bodies which need to define and monitor standards for quality of e-learning activities and of e-learning centres,

  • different stakeholders taking part in e-learning activities,

  • education and business bodies offering e-learning activities.

1.3 Structure

Executive summary

It summarizes the content of this document to give a snapshot of its main goals and results.


It introduces the new scenario to explain some concepts about quality. The first section describes the aims of the guide. The second section gives details on target groups. The third section is what you are looking at this moment and it highlights the structure of the document. The last section clarify how to use the guide.


It provides a wide range of Total Quality Management approaches used in the world.

The methodological approach proposed

It applies the principles of ISO 9000:2000 to the e-learning field.

Applying quality

This section provides guidelines and indicators useful to apply quality to e-learning activities.


It offers some conclusions on this guide.


It explains terminology used in the guide.


It includes a list of publications and Internet sites connected to the themes investigated in the Guide

1.4 How to use it

This document is an introduction to

  • different approaches to quality,

  • quality management systems and best practices used worldwide,

  • quality management system for e-learning centres.

By implementing core criteria of different paradigms and best practices in quality management discussed in this document, an e-learning centre can gain reputation and recognition from the market.

These criteria are coherent with the process of accreditation in many countries.

2. Scenario

2.1 A paradigm shift

At the beginning of last century, companies tried to standardize their catalogue in order to increase the efficiency of production and their business success. Since demand prevailed on offer, customers with different needs and wants did not have any voice. Economic crisis at the beginning of 1980 raise the voice of the customer. Offer was higher than demand and customers started paying more attention to the characteristics of products and asking more services.

Some companies more than others captured clients investing on Quality Assurance. Quality is a word that can come with many definitions and dimensions. Obviously, it is not the scope of this guide to discuss such a topic. We can simply observe that quality assurance is the sum of activities that ensures conformance to requisites. To perform such a task companies set up procedures of audit and control. However, as we discuss in the following section, quality is not only a conformance task. It is also a way to think, a mental aptitude, a habit, a systemic approach to facts, processes and results.

Internet caused a new paradigm shift.

We can think at it as a shop open all the days of the week, 24 hours per day and with providers and customers located in different places of the world. This fact disrupts all barriers (geographic, cultural, etc.).

In the new age, it becomes essential to consider all the stakeholders instances. Worldwide, companies face new requests, such as customer focus, leadership, engagement of human resources, training and education, process approach, strategic and systematic approach to management, continuous improvement, learning from and benchmarking against best practices, factual approach to decision making, mutually beneficial supplier relationships.

In order to accomplish to their new tasks, companies started to pay more attention to their quality management systems.

These are the combination of process and the sum of the activities and information an organization uses to enable it to better and more consistently deliver products and services that meet and exceed the needs and expectations of its customers and beneficiaries, more cost effectively and cost efficiently, today and in the future.

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For an Online Learning Centre iconCentre for Equity in Education (cee) web site. University of Manchester. 2007 [online]

For an Online Learning Centre iconMoving from the periphery to the centre: Promoting conversation and developing communities of practice in online environments’

For an Online Learning Centre iconPutting the University Online: a learning Organization Model for Electronic Transformation

For an Online Learning Centre iconWho Owns Online Courses and Course Materials? Intellectual Property Policies for a New Learning Environment

For an Online Learning Centre iconEngaging sport and exercise science students via participation using online collaborative learning (ocl)

For an Online Learning Centre iconScoping Study to Investigate Online Learning Environments to Facilitate Evidence Sharing by Literacy and Numeracy Practitioners

For an Online Learning Centre iconFor the first part of this exercise, I explored the online reference collection of the library at the University of Illinois at Urbana-Champaign. This online

For an Online Learning Centre iconResearch Officer, Centre for Risk and Community Safety rmit university and Bushfire Cooperative Research Centre

For an Online Learning Centre iconDesign of powerful learning environments to promote intentional learning: multiple perspectives

For an Online Learning Centre iconGeneralized Pursuit Learning Schemes : New Families of Continuous and Discretized Learning Automata1

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