A Study The State of Needs for Massive Open Online Couse (MOOCs) for Eastern Economic Corridor

Abstract

   The purposes of this research were 1) to study the opinions of entrepreneurs, courseproducers, and manpower affected by MOOC learning management, and 2) to investigate the needs of MOOC learning management for the Eastern Economic Corridor. The sample groups used in this research were as follows: 1) 33 voluntary entrepreneurs as key informants, 2) 468 manpower in the Eastern Economic Corridor selected by sampling random, and 3) 38 MOOC course producers acquired by willingness. The research instruments used were: a questionnaire for entrepreneurs, 2) a questionnaire for course producers, and 3) a questionnaire for manpower.

            The research results found that:

            1) Regarding the opinions of entrepreneurs, course producers, and manpower affected by MOOC learning management, the learning management in the current situation was at a moderate level with an average of 3.46 or 69.13 percent. The learning style of manpower was at ahigh level with an average of 3.54 or 70.89 percent.
            2) According to the needs of MOOC learning management for the Eastern Economic Corridor, it was at a high level with an average of 4.17 or 83.30 percent. The method of MOOC learning management was at a high level with an average of 4.11 or 82.24 percent. The following MOOC learning management consisted of 5 main components and 18 sub-components: 1) the first component was the inputs including manpower learning models, communicative and learning technology, job potential. requirements, MOOC learning management, MOOC course producers, and entrepreneurs, 2) the second component was the process operated by main agencies responsible for the MOOC teaming management for the Eastern Economic Corridor, which involved the manpower requirement of enterprises, MOOC course productions, MOOC course management, professional qualifications, MOOC course designs, and MOOC course evaluations, 3) the third component was the outputs, which included potential human recourses with qualifications of knowledge, skills, and attitudes as well as those being potential according to the assessment criteria and receiving certificates, 4) the fourth component was the outcomes of manpower performances, and 5) the fifth component was the feedback including the assessments of inputs, processes and outputs concerning objectives and improvement guidelines.