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Home»Articles»Open Distance Learning System: A Critical Reflection on the Issues, Challenges and Opportunities of Open and Dual Mode Universities in India

Open Distance Learning System: A Critical Reflection on the Issues, Challenges and Opportunities of Open and Dual Mode Universities in India

Author : M. A. Sikandar
Volume 8 No.1 January-March 2019 pp 66-72

Abstract

The Open Universities and Dual Mode Universities in India are catering millions of Open Distance Learners (ODL) through its chain of Regional Centres and Learner Support Centres (Study Centres) across the country. In order to improve the Gross Enrollment Ration (GER), the regulatory bodies should act as facilitator rather than the administrator or inspector. Today, Open Distance Learning (ODL) offered by the Open Universities and Dual mode Universities in India is at cross roads because of multiple control and regulation by several regulatory bodies of the Central Government. A new approach is needed by the regulatory bodies as well as the Govt. of India to remove obstacles put forth by various Regulations restricting the very access of open and distance learning to reap the demographic dividends in the country. This paper critically analyzes the aspects that affect the ODL being offered through Open and Dual mode universities. The paper also critically highlights the challenges being faced by the ODL institutions as well as the opportunities available to them. The paper also touching the latest global trends related to distance and digital learning.

Keywords

Distance Education, Open Universities, Dual Mode Universities, Open Distance Learning (ODL), Digital Technology, Online Learning, Massive Open Online Courses (MOOCs)

Full Text:

References

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[7] Gaskell, A., (2018). Open Education, Open Educational Practice and the concept of Openness: issues and challenges. Journal of Learning for Development-JL4D, 5(2).

[8] Gaskell, A., (2019). New Technologies: What are the Opportunities and Challenges?. Journal of Learning for Development-JL4D, 6(1).

[9] Government of India, Ministry of Human Resource Development (2014): The Indian Standard of Classification of Education. Retrieved June 5, 2019, from https://mhrd.gov.in/sites/upload_files/mhrd/files/statistics/ InSCED2014_ 1.pdf.

[10] Government of India, Human Resource Development: The All India Survey on Higher Education (AISHE) 2017-18. Retrieved June 5, 2019, from http://aishe.nic.in/aishe/viewDocument.action?documentId=245.

[11] Government of India, National Knowledge Commission (2009). Report to the Nation: National Knowledge Commission, pp. 93, 203-205. Retrieved June 5, 2019, from https://www.aicte-india.org/downloads/nkc.pdf#toolbar=0.

[12] Jenkins, J., (1993). 25 Strategies for Collaborative Staff Training in Distance Education. Distance Education: New Perspectives, p.317.

[13] Jevons, F., (1986). Dual Mode Institutions-The Way Forward. Open Campus, pp.4-9.

[14] Koul, B.N., (1992). Development and Delivery of Distance Education: the case of Indira Gandhi National Open University, New Delhi, India. In Perspectives on Distance Education: Distance Education in Single and Dual Mode Universities. Papers presented to a Symposium on Reforms in Higher Education in New Delhi, India, pp. 121-139

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[17] Prasad, V. (2019). Higher Education and Open Distance Learning Trajectory in India: Reflections of an Insider. Hyderabad: Dr. B.R. Ambedkar Open University.

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[19] Robinson, B., (2005). A Strategic Perspective on Staff Development for Open and Distance Learning. In Staff Development in Open and Flexible Education (pp. 58-69). Routledge.

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[21] United Nations Development Programme: Sustainable Development Goals- Goal-4; Quality Education. Retrieved June 5, 2019, from https://www.undp.org/content/undp/en/home/sustainable-development-goals/goal-4-quality-education.html#targets.

Asian Journal of Managerial Science (AJMS) is a quarterly international peer-reviewed journal of Managerial Science. One of the objectives of this journal is to disseminate knowledge on various research issues connected with the topics include, but are not limited to:

Accounting, Auditing, Banking, Business strategy, Corporate governance, Entrepreneurship, Financial structure, Capital markets, Health economics, Human resources management, Information systems,Innovation management, Insurance, Marketing, Organization, Production and logistics, Risk management, and Taxation.

The Open Universities and Dual Mode Universities in India are catering millions of Open Distance Learners (ODL) through its chain of Regional Centres and Learner Support Centres (Study Centres) across the country. In order to improve the Gross Enrollment Ration (GER), the regulatory bodies should act as facilitator rather than the administrator or inspector. Today, Open Distance Learning (ODL) offered by the Open Universities and Dual mode Universities in India is at cross roads because of multiple control and regulation by several regulatory bodies of the Central Government. A new approach is needed by the regulatory bodies as well as the Govt. of India to remove obstacles put forth by various Regulations restricting the very access of open and distance learning to reap the demographic dividends in the country. This paper critically analyzes the aspects that affect the ODL being offered through Open and Dual mode universities. The paper also critically highlights the challenges being faced by the ODL institutions as well as the opportunities available to them. The paper also touching the latest global trends related to distance and digital learning.

Editor-in-Chief
Dr. Tan Fee Yean
Department of HRM, Universiti Utara Malaysia, Kedah, Malaysia
[email protected]
Editorial Advisory Board
Dr. Aidil Rizal Bin Shahrin
Department of Finance and Banking, University of Malaya, Malaysia
[email protected]
Dr. Amalendu Bhunia
Department of Commerce, University of Kalyani, West Bengal, India
[email protected]
Dr. Ahmad Zahiruddin Bin Yahya
Department of Accountancy, University of Malaya, Malaysia
[email protected]
Dr. Anil Govindrao Suryavanshi
Department of Commerce & Management, The New college, (Shivaji University), Maharashtra, India
[email protected]
Dr. Ong Lin Dar
Department Of Business Strategy And Policy, University of Malaya, Malaysia
[email protected]
Dr.V.Balachandran
Department of Corporate Secretaryship, Alagappa University,Tamil Nadu, India
[email protected]
Dr. Yeong Wai Chung
Department Of Operation and Management Information, University of Malaya, Malaysia
[email protected]
Prof.V.V.Devi Prasad Kotni
Department of Management Studies,GVP College for Degree & PG Courses, Andhra Pradesh, India
[email protected]
Dr. Quah Chee Heong
Department of Business Strategy and Policy, University of Malaya, Malaysia
[email protected].edu.my
Dr.Subrata Roy
Department of Commerce, Rabindra Mahavidyalaya, West Bengal, India
[email protected]
Dr. Norbani Binti Che Ha
Department of Marketing, University of Malaya, Malaysia
[email protected]
Dr. Tey Lian Seng
Department Of Business Strategy and Policy, University of Malaya,  Malaysia
[email protected]
Dr. Mohammad Nazri Bin Mohd Nor
Department of Business Strategy and Policy, University of Malaya, Malaysia
[email protected]
Dr. Binish Qadri
Research Scholar, Department of Economics, Central University of Kashmir, India
[email protected]
Dr. Khaw Lee Hwei
Department of Finance and Banking, University of Malaya, Malaysia
[email protected]
Dr. V. P. Sriram
Department of Management, Balaji Institute of International Business, Maharashtra, India
[email protected]
Dr. Yusniza Binti Kamarulzaman
Department of Marketing, University of Malaya,  Malaysia
[email protected]
Dr. Kanagi Kanapathy
Department of Operations and Management Information Systems, University of Malaya, Malaysia
[email protected]
Dr. Abd El Salam Mahmoud Abou Kahf
Department of Commerce, Alexandria University, Egypt
[email protected]
Dr. Wong Sek Khin
Department of Business Strategy and Policy, University of Malaya, Malaysia
[email protected]
Dr. Lee Su Teng
Department of Business Strategy and Policy, University of Malaya, Malaysia
[email protected]
Dr. Phoong Seuk Wai
Department of Operation and Management Information System, University of Malaya, Malaysia
[email protected]
Dr. Dennis Palkon
College of Business, Management, Florida Atlantic University
[email protected]

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    Editorial Note

    Editorial Dr. Tan Fee Yean

    Editor-in-Chief
    Dr. Tan Fee Yean
    Department of HRM, Universiti Utara Malaysia, Kedah, Malaysia
    [email protected]
    Editorial Advisory Board
    Dr. Aidil Rizal Bin Shahrin
    Department of Finance and Banking, University of Malaya, Malaysia
    [email protected]
    Dr. Amalendu Bhunia
    Department of Commerce, University of Kalyani, West Bengal, India
    [email protected]
    Dr. Ahmad Zahiruddin Bin Yahya
    Department of Accountancy, University of Malaya, Malaysia
    [email protected]
    Dr. Anil Govindrao Suryavanshi
    Department of Commerce & Management, The New college, (Shivaji University), Maharashtra, India
    [email protected]
    Dr. Ong Lin Dar
    Department Of Business Strategy And Policy, University of Malaya, Malaysia
    [email protected]
    Dr.V.Balachandran
    Department of Corporate Secretaryship, Alagappa University,Tamil Nadu, India
    [email protected]
    Dr. Yeong Wai Chung
    Department Of Operation and Management Information, University of Malaya, Malaysia
    [email protected]
    Prof.V.V.Devi Prasad Kotni
    Department of Management Studies,GVP College for Degree & PG Courses, Andhra Pradesh, India
    [email protected]
    Dr. Quah Chee Heong
    Department of Business Strategy and Policy, University of Malaya, Malaysia
    [email protected].edu.my
    Dr.Subrata Roy
    Department of Commerce, Rabindra Mahavidyalaya, West Bengal, India
    [email protected]
    Dr. Norbani Binti Che Ha
    Department of Marketing, University of Malaya, Malaysia
    [email protected]
    Dr. Tey Lian Seng
    Department Of Business Strategy and Policy, University of Malaya,  Malaysia
    [email protected]
    Dr. Mohammad Nazri Bin Mohd Nor
    Department of Business Strategy and Policy, University of Malaya, Malaysia
    [email protected]
    Dr. Binish Qadri
    Research Scholar, Department of Economics, Central University of Kashmir, India
    [email protected]
    Dr. Khaw Lee Hwei
    Department of Finance and Banking, University of Malaya, Malaysia
    [email protected]
    Dr. V. P. Sriram
    Department of Management, Balaji Institute of International Business, Maharashtra, India
    [email protected]
    Dr. Yusniza Binti Kamarulzaman
    Department of Marketing, University of Malaya,  Malaysia
    [email protected]
    Dr. Kanagi Kanapathy
    Department of Operations and Management Information Systems, University of Malaya, Malaysia
    [email protected]
    Dr. Abd El Salam Mahmoud Abou Kahf
    Department of Commerce, Alexandria University, Egypt
    [email protected]
    Dr. Wong Sek Khin
    Department of Business Strategy and Policy, University of Malaya, Malaysia
    [email protected]
    Dr. Lee Su Teng
    Department of Business Strategy and Policy, University of Malaya, Malaysia
    [email protected]
    Dr. Phoong Seuk Wai
    Department of Operation and Management Information System, University of Malaya, Malaysia
    [email protected]
    Dr. Dennis Palkon
    College of Business, Management, Florida Atlantic University
    [email protected]

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