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Implementation of Learning Management System at the National University of Holistic Education*

CASE STUDY, ORGANIZATIONAL BEHAVIOR
ET Cases - FLAME, 8 pages
AUTHOR(S) : Prof. Niraj S. Mankad, Faculty Member, Flame School of Business, Prof. Manoj Kumar, Faculty Member, Flame School of Business, and Basudhara Choudhuri, Student at FLAME School of Liberal Education

Case Preview

Implementation of Learning Management System at the National University of Holistic Education

 

At a meeting on January 17th 2015, Academic Senate of National University of Holistic Education (NUHE) took stock of the university’s web-based Learning  Management System (LMS). Dr. Keshav Gupta, Chair of NUHE’s IT Division. The Project Director of the NUHE’s LMS project, made a presentation about the status of the University’s LMS. He presented the growth data in department-wise enrolment of faculty, staff and student users of the University’s LMS system and concluded that the university has been successful in implementation of its LMS. While some Senate members supported his claim, majority of them openly disagreed and tagged LMS as a complete failure. The two sides supported their stands by sharing their experiences and those being echoed by various stakeholders in the course of their informal talks. After a long heated discussion amongst members, the Senate passed a resolution that Dr. Keshav Gupta will reflect on the members’ comments and will circulate a detailed report on the status of the University’s LMS within a fortnight. He was also expected to include in his report the detailed strategies to overcome the challenges being faced in the way of successful implementation of LMS at NUHE...................

National University of Holistic Education (NUHE)

NUHE is an autonomous self-funded private university for higher education and research located in India. Its doors were first opened to the public during 2000. The mission of the University is to: (a) create and disseminate the knowledge through its multiple academic programmes; and (b) design and offer such curriculum through its academic programmes so as to ensure a holistic development of its students. NUHE was amongst the early few private universities in India............

Learning Management System at NUHE

By 2011, the number of students and courses being offered across all programmes of NUHE grew three fold in comparison to their numbers at the beginning. The number of courses being offered across all its programmes reached over 300 by 2011. In a Senate meeting held on January 13th 2011, Dr. Keshav suggested that the senate consider implementation of an Enterprise Resource Planning (ERP) System at NUHE to improve the efficiency in its operations and processes. He argued that manual management of the NUHE’s academic and administrative operations and processes was becoming difficult because of its large student intake and a wide variety of courses offered in its multiple programmes.................

Implementation of the LMS

In January 2014, the IT Division sent out an email to all faculty and staff regarding the implementation of LMS. They scheduled a six-hour training session, spread over two days, for the users wherein a representative from BLACKBOARD explained the features and basics of using the LMS. Further, they uploaded a video tutorial and presentation on the ERP, which could be seen by the students, faculty and staff. By end of January 2014, the IT team sent out an email asking all faculty members to upload their course data on the LMS as a first step towards full implementation. As a follow-up, the Deans of the respective faculties also sent a similar email giving a deadline of mid February for all faculty members to upload their course dat..................

Three Conversations about NUHE’s LMS

On January 17th 2015, when Senate was meeting to take stock of university’s LMS project, following three conversations about BLACKBOARD were happening within various stakeholder groups of NUHE across its campus.

The Faculty Conversation

Professor Viren Shastri (Prof. Shastri) sat opposite Professor Dr. Shankar Sharma (Dr. Sharma) in the office of the latter on the last working day before the weekend. Professor Shastri had joined two years ago as a Professor of Marketing after leaving a successful career in a multinational company............

Academic Staff Conversation

“Megha, did you send your comments about the working of BLACKBOARD to the Dean yesterday?” asked Payal, the Academic Coordinator for the Graduate Programmes. Megha, her counterpart for the Post-graduate Programmes, replied, “Yes I did. And it was very honest.” “What do you mean?” asked Payal. Megha looked around the Academic office, which was mostly empty of staff during the lunch break. She then quietly replied,...........

Students’ Conversation

The latest student batch that joined in 2013-14 had known no other method other than BLACKBOARD, but they were at a loss regarding its functioning because neither their seniors nor their professors could guide them adequately................

Dr. Keshav’s Dilemma

Dr. Keshav had a sleepless night, as his mind was full of the discussions of the Senate meeting. He wondered what had gone wrong. The entire team was delighted with the progress and data on usage showed over 90% faculty, 98% students and 100% staff utilizing BLACKBOARD. He wondered whether they should have given the users more time to get comfortable or provided them with more training even though nobody ever had expressed such a need..........

Exhibits

Exhibit I: Demographics of NUHE Faculty

Teaching Note Preview

Implementation of Learning Management System at the National University of Holistic Education

 

Synopsis

This case study highlights the issues and challenges faced by National University of Holistic Education (NUHE) in implementation of its web-based learning management systems (LMS). The case study uses three conversations within its various stakeholder groups to depict issues/challenges that they faced when the LMS was being implemented. The first conversation presents the perspective of faculty members, the second depicts the viewpoint of staff members, and the final conversation brings out issues faced by the students when LMS is being implemented at NUHE. Towards the end, the case study ponders over the dilemma faced by Dr. Keshav Gupta, Chair of NUHE’s IT Division, as majority of the members of the University’s Academic Senate tagged the implementation of LMS as
a failure, while his departmental data revealed otherwise.

Prerequisite Conceptual Understanding

The students/participants should be encouraged to read the following as it would not only broaden the context of learning but would also provide appropriate perspectives on the case issues:

  • • Need of Change in a typical organization
  • • Typical Challenges/Issues/resistance faced in implementation of Change in a typical organization
  • • Discuss the Change Management Process that should be followed and to implement successfully desired Changes in a typical organization.
  • • A rudimentary understanding of need and nature of Enterprise Resource Planning (ERP) and Learning Management System (LMS) helps students to appreciate the case setting

 

Expected Learning Outcomes

  • • Gain understanding of challenges/issues/intricacies faced by the management and the stakeholders in implementation of a change in a typical organization
  • • Appreciate the process of change management and to successfully implement a planned change in a typical organization
  • • Role of a leader and top management in successful implementation of any organizational change

 

Case Positioning and Setting

This case can be used in an MBA/Executive programme specifically in the following three courses:

  • • Enterprise Resources Planning (for coverage of ‘Introduction and implementation of new Information Technology tools’)
  • • Organizational Behavior (for coverage of “Change management” and “Role of Leader in a Change Management Process”)
  • • Principles of Management

 

Assignment Questions

  • I. Why did NUHE implement ERP and LMS for its operations and processes?
  • II. Critically evaluate the approach of Dr. Keshav’s IT team to implement LMS at NUHE.
  • III. .........

 

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Abstract


During the past two decades, many educational institutions have already implemented or are planning to implement the web-based Learning Management Systems (LMSs) to enhance the learning. In early 2013, National University of Holistic Education (NUHE) decided to implement its own LMS with the help of open-source software called BLACKBOARD. Most new technologies, though useful, are often complicated. Hence, successful implementation of new technologies in any organization presents several challenges for the top management (Leonard-Barton and Kraus, 1985). This case presents three typical conversations within the various stakeholder groups of NUHE to capture issues/challenges that they faced when the LMS was being implemented. The first conversation presents the perspective of the faculty  members, the second depicts the viewpoint of staff members, and the final conversation brings out issues faced by the students due to the implementation of LMS at NUHE. These conversations trigger rich class discussions about: (a) challenges/issues faced by the top management and the stakeholders in successful implementation of Information Technology (IT) tools in a typical organization; and (b) what should be done to implement successfully these tools in a typical organization.



Pedagogical Objectives

  • To gain understanding of challenges/issues/intricacies faced by the management and the stakeholders in implementation of a change in a typical organization
  • To appreciate the process of change management so as to successfully implement a planned change in a typical organization
  • To understand the role of a leader and top management in successful implementation of any organizational change

Case Positioning and Setting
This case can be used in an MBA/Executive programme specifically in the following three courses:

  • Enterprise Resources Planning (for coverage of ‘Introduction and implementation of new Information Technology tools’)
  • Organizational Behavior (for coverage of “Change management” and “Role of Leader in a Change Management Process”)
  • Principles of Management


* FLAME CASE CONFERENCE 2015


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- Teaching Note (**ONLY for Academicians)


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