E-SERVICES

E-Services

E-Services

In this paper, I attempt to compare the e-services of California education board with New York and Washington board. Education (the ultimate in bricks and mortar orientation), as a “business,” is not immune to the transformational power of the information technologies, most acutely with its interaction with its “customer,” the student. Digital communications technologies have the power to touch and change nearly every segment of education and virtually all the functions and processes of an educational institution, from admissions to teaching to graduation and alumna affairs. The process of teaching/learning, however, appears to be the area most open to fundamental change (generally, collateral administrative functions will simply be speeded up or made more efficient by information technologies) not only because it is at the heart of what education does, but also because it is the most interactive, personal, timeand space-sensitive, and information-rich function within the broad array of things that educational institutions do. Further, the segment most likely to be on the cutting edge of this transformation is management education, and more specifically that segment of management education that aims to continuing educate a business manager well into a career (Humphrey, 1992).

Generally, this area is known as “executive education,” and for the purposes of this article can be thought of as including executive master's of business administration and shorter, nondegree courses and credentialing. It is important to note that this also includes the training of “managers” for K- 12 education, health care organizations, the military, nonprofit organizations and the like. For simplicity, this article refers to business or management education, but assumes inclusion of any manager anywhere whose skills and competencies are being enhanced. While they will be explored more fully later in this chapter, it is worthwhile to note here that four important economic reasons will cause ...