Administrative-Related Evaluation for Distance Education Institutions in Turkey

This chapter intends to determine the existing status of distance education at higher education level in Turkey. Recently, there are various institutions in Turkey which provide distance education such as distance education research and application centers, information departments, continuing education centers, head of IT departments etc. However, little is known about their administrative related structuring. This chapter provides a qualitative research which aims to answer following issues: (1) to determine the existing distance learning programs and compulsory joint courses being provided in distance mode, (2) to identify varying titles given to the institutions or units which provide compulsory joint courses or programs in higher education, (3) to determine the LMSs used to provide distance education, (4) to determine e-learning activities in distance education institutions, (5) to identify the roles of administrative staff in distance education institutions.

Using Gamification in Open and Distance Learning

Many researchers have given priority to the stimulation feature of the games. This concept can be stated to be not only as old as human history but also one of the trend activities. Therefore, many researchers have recently concentrated their attention on the term “gamification”. This term, which includes using the stimulating components of the games out of the game context, has provided items like badges, grading/scoring systems and leadership tables in the work and learning processes. Mostly, it increases stimulation level in the work and learning processes. When the important potential of gamification has been noticed, the number of gamification-integrated applications has rapidly increased in both work and learning processes of individuals from various age groups. In this regard, this paper aims to review the literature in order to find out how and where gamification could be used in the management processes of open and distance learning systems.

Integrating Motivational Strategies Into Massive Open Online Courses (MOOCs)

Massive Open Online Courses, aka MOOCs, have become an indispensable part of the online education routine. Many universities and organizations put a lot of effort into designing, developing, and running such courses. However, it still remains to be an under-researched area. One of the most important issues associated with success in MOOCs is the learner motivation. High dropout and low retention rates have been attributed to learners' low motivation. A recipe for these motivational challenges in MOOCs is provided by the ARCS-V motivational theory. This motivation design model provides a frame for analyzing the MOOCs learners, learning environment, and the resources. Based on this analysis, the model provides suggestions for assigning motivational tactics and strategies. Therefore, the purpose of this chapter is to introduce Keller's ARCS-V motivational design model and discuss it as a potential remedy to motivational issues in MOOCs by administering and delivering motivational strategies based on the model in MOOCs environments.

Administrative Factors in Design and Delivery of Open and Distance Learning Course Materials

Principles of the Universal Design for Instruction (UDI) can be applied to open and distance education systems as an approach derived from universal design principles. UDI can be used not only for the disabled learners in open and distance education institutions but also for the creation of accessible learning environments for all learners. Within the scope of this study, the history and features of universal design principles in the field of architecture are explained first; then, Universal Design for Learning (UDL), Universal Instructional Design (UID) and UDI concepts, which are educational adaptations of universal design principles, are examined in detail. In the last section, management processes of open and distance education systems, examples of universal design in open and distance education and managerial processes in course design and delivery, are examined. In this way; modern approaches such as UDI principles are studied in terms of their applicability within the framework of design and delivery management in open and distance education environments.

The Virtual CSU

The Virtual CSU is a model of distributed leadership and team-based consultancy and support which has been implemented at Victoria University of Wellington over the last four years as part of an overall plan transitioning to greater use of online, open and distance provision of higher education. The model uses ideas drawn from industry to create flexible virtual teams that act as internal consulting teams. The resulting teams combine professional and academic staff from a variety of internal units into a semi-formal group focused on specific university projects, operational needs or strategic challenges in a way that avoids the costs of formal restructuring and that provides a mechanism for professional development and facilitation of wider changes in the capability of the university.

Leadership in Open and Distance Learning Institutions Within the Scope of 21st Century Skills

Leadership is one of the 21st century characteristics that everybody involved in distance learning institutions should have. From this point of view, the fact that individuals having a say in the functioning of open and distance learning institutions possess 21st century skills such as leadership and accountability is seen as an important point in order to correctly carry out the missions of such institutions. The fact that the individuals who operate open and distance learning institutions have 21st Century skills such as leadership and accountability will play an important role in achieving the aims of the institution. Therefore, it is important that individuals have the features required by the age in order to reach the goals they aim at. In this study, it has been emphasized that individuals must have 21st century skills in order to maintain the functioning of open and distance learning institutions in a healthy manner and the necessity of possessing leadership feature has been argued.

Quality Assurance and Accreditation in Open and Distance Learning

The purpose of this chapter is to argue that all open and distance learning (ODL) institutions should carry out quality assurance and accreditation processes in order for students and funders to have confidence in them. It also explains in detail what quality assurance and accreditation entails in ODL. This chapter follows a qualitative approach in understanding quality assurance and accreditation in ODL. Data were collected via literature review. During recent decades, the discourse and practices of systematic quality assurance and quality control have spread around the world, resulting to a great extent in market-based models related to the ideology and policy of neo-liberalism and expressed in economic rationalities such as new public management, total quality management, public choice, and human capital. Quality assurance and accreditation in ODL aims to maintain and raise the quality of education and to guarantee the improvement of its standards.

Open and Distance Learning Administration

This chapter aims at providing a perspective regarding the concept of open and distance learning administration. In this respect, the introduction part of this chapter includes the definition of administration, the understanding of administration in distance education, comparison of the concepts of administrator and leader, and the changing roles of the administrator, while the first heading focuses on types of institutions, organization model and administration cultures. The second heading covers Open and Distance Learning (ODL) administration units and the structure of the organization. This heading also includes those found in administration units in distance education, their duties as well as the sub-units of academic management and the duties of the these sub-units. The third heading presents the management functions in ODL institutions. At the end of this part, the current barriers and trends related to management in open and distance education were investigated.

Leadership

The rapid developments led by the digitization of society have been described as heralding the fourth industrial revolution. Individuals have more learning choices than ever before in both formal and informal settings. A fundamental change is needed in the way we think about education's role in global development because it has a catalytic impact on the well-being of individuals and the future of our planet. This chapter explores the topics of open online learning, learning spaces, personal learning and learners' orchestration of their own learning, leadership and the digital transformation and quality related concerns raised by the global digital transformation. Quality related questions are today on student satisfaction, short and long time impact, for individuals, and for the society. Leaders and managers in higher education have to take their responsibilities, and can make a huge difference related to the role of higher education, its offers, services, processes, quality and impact.

A Critical Investigation of Quality Assurance in Open Distance E-Learning

Quality assurance has become critical to Open Distance Learning (ODL) worldwide. Yet the ODL environment is marked by cultural hegemony. An elite group of individuals strategically dominate the educational arena in order to advance the supremacy of gender, race and socioeconomic status. This chapter highlights a divide between theory and practice. The e-learning paradigm, known as Open Distance e-Learning (ODeL) creates opportunities for practitioners and students with respect to accessibility, flexibility, and cost. But it also creates challenges for quality assurance. Most ODeL texts do not treat quality assurance as discourse, power and cultural hegemony. Policymakers tend to assume that students have similar learning needs. This chapter (1) explores quality assurance; (2) it sketches Unisa's shift to ODeL; (3) argues a case for quality assurance as a practice of hegemony; (4) critiques quality assurance as an Ideological State Apparatus; and (5) proposes a reengineering of quality assurance within alternative frameworks.