Prof. Debadatta Das
PhD, M.Phil., M. Com, MBA
FACULTIES
Guideline
- Know who the students are
- Develop, implement and regularly review institution-wide quality standards for delivery of online education
- Intervene early to address student expectations, build skills and engagement
- Explicitly value and support the vital role of ‘teacher-presence’
- Design for online
- Engage and support through content and delivery
- Build collaboration across campus to offer holistic, integrated and embedded student support
- Contact and communicate throughout the student journey
- Use learning analytics to target and personalise student interventions
- Invest in online education to ensure access and opportunity
Only by having comprehensive knowledge and understanding of the diversity of the online student cohort within an institution can the students’ needs be met in the most appropriate and effective ways. The external, online cohort is generally quite different demographically from the on-campus cohort, yet many universities do not routinely analyse or distribute data that is specific to this cohort. Gaining an accurate institutional understanding of who these students are, means that decisions about and interactions with these students can be better informed. This understanding assists the development of appropriate support, teaching and communication strategies, including flexibility of approach to reduce barriers wherever possible.
Quality online education needs to be viewed as central to the institution’s core business. Quality standards for online teaching, learning design and student support need to be developed and clearly articulated at a senior institutional level; these standards need to include staff development and training, to ensure consistency of quality across all areas, as well as being subject to regular review via a continuous quality improvement framework, to ensure that they are updated and improved over time.
Early contact and interventions with students, both pre- and post-enrolment enable an institution to: explore student expectations; provide a realistic picture of online study; facilitate appropriate academic preparation; improve early engagement; and build a sense of belonging to a learning community.
Online teachers are crucial in building teacher-student and student-student relationships. A strong teacher-presence provides online students with a sense of belonging, helping them to feel connected to a community of learning and increasing their likelihood of persisting.
Education delivery needs to be designed for online first and foremost. In addition to the growing numbers of fully online students, blended learning for on-campus students is now the norm. Online technology provides multiple ways to access learning and undertake tasks, creating an inclusive learning space for all students.
‘Interactive’, ‘connected’, ‘inclusive’ and ‘relevant’ are all essential criteria for online learning content and teaching strategies, using a range of appropriate technologies, both synchronous and asynchronous, that are specific to online delivery. The flexible nature of online delivery and the time-pressures experienced by high numbers of online students means that asynchronous delivery and interactivity is particularly important in ensuring that all students can participate.
Strong collaboration is required across the academic and professional areas of universities to provide holistic and integrated support to online students. Through this collaboration, support is embedded within the curriculum as much as possible, hence delivering it where and when it is most needed.
Across the wider institution, the establishment of regular contact points when the institution reaches out to students to provide information, offer support and increase engagement have a demonstrated impact on retention and academic success of online students.
Data from the institution’s systems provides information on online activity of students, which can be constructively harnessed to inform the development, personalisation and appropriate targeting of interventions to help students persist and succeed with their studies.
In order to successfully implement the strategies discussed in each of the points above, the delivery of online education needs to be viewed as core business and invested in accordingly, by committing to it a level of priority and resourcing equitable with on-campus education. This investment and commitment, when clearly voiced and actioned at an institutional level, will dispel the notion of its being ‘secondary education’ and instead will create an environment in which online students have greater opportunities to persist with and complete their studies.
Our Specialists
Prof. Krishnamurthy S
Business Research Analyst
Prof. Prabhu Mahalingam
Teaching Operations Management
Dr. Mohammad Imrozuddin
Associate Professor In MBA
Prof. Debadatta Das
PhD, M.Phil., M. Com, MBA , IFRS (KPMG), AMFI, NCFM, And BCDE.
Debadatta Das Worked As An Academic Associate At IIM Bangalore From 2016 To 2019. He Has More Than 10 Years Of Corporate And 7 Years Of Academic Experience. He Is A Well-Known Expert In The Domain Of Finance. He Was Previously Worked In The Agriculture Department Of Government Of Odisha As Financial Administrator. He Has Presented Many Papers At International Conferences And Conducted Workshops In Many Business Schools. Recently He Presented A Paper “Effects Of Cash Holdings On Corporate Performance And Value: Evidence From Indian Companies” At The International School Of Business & Research, Bangalore. He Has Delivered Corporate Training In Finance In Many SMEs And His Training On Financial Spreadsheet Modeling Has Enhanced The Learning Experience Of Thousands Of His Students Over The Past Six Years. Valuation Is Another Area Of His Passion. At Present, He Is Working On The Thesis “An Evaluation Of Corporate Valuation Models: Survey And Synthesis”. Debadatta Is A Member Of Association Of Mutual Funds Of India (AMFI) Since 2006 And Worked Extensively With BSE And NSE. Recently He Consulted A Research Project Of NSE “An In-Depth Study On Grievance Redressal Process In The National Stock Exchange”
Prof. Krishnamurthy S
Business Research Analyst
Krishnamurthy Is An Academic Associate At The Indian Institute Of Management Bangalore (IIMB), India. Prior To This, He Worked As A Business Research Analyst With Tata Consultancy Services (TCS) And Assistant Professor In A Government College, Karnataka. His Research Interest Lies In The Areas Of Small And Medium Enterprises (SME) Financing, New And Alternative Financing Models For Startups And SMEs, Regulatory Framework. He Is Currently Pursuing His Ph.D. From India And Was A Visiting Fellow (Pavate) At The Cambridge Judge Business School. He Is Also A Research Associate At The Cambridge Centre For Alternative Finance (CCAF), University Of Cambridge And Has Co-Authored Couple Of Industry Reports.
Prof. Prabhu Mahalingam
Teaching Operations Management
Prabhu Mahalingam Has Done PhD In Management, E-PGDM And Certified In Six Sigma Black Belt And Have 7 Years Of Experience In Teaching Operations Management And Six Sigma Concepts In Corporate.
Dr. Mohammad Imrozuddin
Associate Professor In MBA
Dr.Mohammad Imrozuddin Is Presently An Associate Professor In MBA, CMS Business School (Jain University), Bangalore. He Did His MBA From New College Institute Of Management Studies, Chennai In 2001. He Has 15 Years Of Rich Teaching Experience And 7 Years Of Research Experience. He Is A Doctorate From Sri Krishnadevaraya University, Anantapur, Andhra Pradesh On The Topic “Marketing Practices Of Leather Industry: A Study With Reference To The Select Footwear Retail Outlets Of TamilNadu”. He Has Published Many Articles And Presented Many Papers. He Has Participated In Many FDP Programmes And Seminars. He Is The Life Member Of NESA And The Recipient Of The “Environmentalist Of The Year 2012 Award From NESA (National Environmental Science Academy) New Delhi. He Has Coauthored 2 Books – One For Business Communication And Other For Tension Management. He Has Good Knowledge & Passion In Business Communication, Marketing Management And Human Resource Management.