Shortly before his retirement, Edgar Dale, the distinguished professor of education at the Ohio State University, summariz¬ed the major issue about the use of learning resources in higher education by stating that some persons discuss learning re¬sources as though there were a real choice as to whether we should introduce them into higher education. That decision has already been made. The only choice that remains is, he added, "whether we use learning resources wisely and plan for them, or whether we use them grudgingly, ineptly, and planlessly [in Curl, 1967, p. 24-251 ." Part of such a choice concerns the degree of centralization of learning resources that is planned for on a university campus. The campus administration can decide: to leave learning resources development and management entire¬ly to the individual academic departments; to centralize only certain types, such as educational television; to organize all learning resources under some central system.
In this book, a center for learning resources is defined as an organized activity consisting of a director, staff, and equipment housed in one or more specialized facilities for the production, procurement, and presentation of instruction21 materials and the provision of developmental and planning services related to the curriculum and teaching on a general university campus.

The first organization of visual education in the colleges and universities appeared in conjunction with extension divisions formed in the early 1900s. Expansion of media services to in¬clude on-campus activities was a later and overlapping develop¬ment that dated from the establishment of audiovisual centers in the 1930s and 1940s. As on-campus media services expanded, they were sometimes allied to extension programs and some-times not [Brown and Norberg, 1965]. The expansion of media services at the University of California is an example of media services developing from a strong alliance with extension serv¬ices.
Although many major universities in the United States had established centralized facilities for on-campus activities, includ¬ing television, between 1948 and 1960, that was not the case with the University of California. In support of extension's off-campus activities, an impressive collection of instructional materials and devices had been assembled, mainly motion pic¬ture films. On-campus departments of instruction arranged to draw upon these resources and to supplement them with direct departmental purchases.
This arrangement worked reasonably well during the late 1940s and the 1950s because University Extension media activ¬ities were centered in Berkeley and Los Angeles. As the Univer¬sity expanded to nine decentralized campuses, this arrangement became increasingly cumbersome for on-campus instruction.
The expansion of Santa Barbara is a case in point. Following the move from the Riviera campus to the Goleta campus in 1954, it became necessary to establish a small audiovisual serv¬ice as a part of the library. In 1963, Audio-Visual Services moved from extremely limited space in the Library to quarters in the Arts Building. At the same time, the administration estab¬lished initial provisions for the coordination of Audio-Visual Services and Educational Television Services as a separate entity that has now grown into a full-fledged Office of Learning fie-sources. Other campuses followed a similar pattern.
In Los Angeles in 1962, the Chancellor established the Aca¬demic Communications Facility, which was intended to provide a full range of learning-resources service at no charge to the academic departments for formal on-campus instruction. With
the subsequent decentralization of control of University Exten¬sion activities to the several campuses it became increasingly difficult to justify the maintenance of separate learning re¬sources facilities for on-campus instruction and for Extension.
As of June 1971, seven of the nine campuses of the Univer¬sity of California had campuswide learning resources centers, if the facilities of the Medical Schools at Davis, Irvine, and San Diego are considered along with the general campus facilities in this category.
The diversity of terminology noted in the previous chapter is illustrated on these seven campuses: each of the learning re¬sources centers has a different name. Yet in the past decade all but two of the Chancellors have found it advantageous to move toward centralization of the service and management of learning resources.
The University of California Libraries do not appear to have played a significant role in the development of learning re¬sources as defined in this report. On only two of the new campuses—Santa Barbara and Santa Cruz—were the new librar¬ies assigned organizational responsibility for learning resources, and this responsibility was subsequently shifted away from them. On all other campuses, the libraries have had little to do with learning resources. One campus has given the following reason for separating learning resources from the activities of its library [Planning Guide for Project 908074, 1969, p. 5] ;
[Non-print instructional materials] differ from library materials in that they are more complex; require specialized production, storage, distribution and display facilities; and depend for their most econ¬omical and efficient use on electro-mechanical technologies.

The Office of Learning Resources will:.
1. Provide a variety of communication options to support traditional classrooms activities.
B. GOALS The Office of Learning Resources will:. 1.Provide
2. Stimulate the use of new learning modes most appropriate for the goals 6f academic programs and other institutional obligations.
3. Provide planning, production, operational and follow-up services for instructional development.
4. Conduct: in-service education for faculty and STAFF in the integration of technology into the teaching-learning process.
5. Foster pertinent research concerning the application of educational media and varying curriculum structures.
6. Disseminate information that will help promote more effective and efficient use of. a variety of learning resources.
7. Provide instructional materials production services.
8. Provide campus-wide• television services.
9. Provide campus and community radio services.
10. Provide consultation on facility modification and design.

Teknik merancang pembelajaran :
1. Identifikasi Tujuan (Identity Instruyctional Goals). Tahap awal model ini adalah menentukan apa yang diinginkan agar siswan dapat melakukannya ketika mereka telah menyelesaikan program pengajaran. Definisi tujuan pengajaran mungkin mengacu pada kurikulum tertentu atau mungkin juga berasal dari daftar tujuan sebagai hasil need assesment., atau dari pengalaman praktek dengan kesulitan belajar siswa di dalam kelas.
2. Melakukan Analisis Instruksional (Conducting a goal Analysis). Setelah mengidentifikasi tujuan pembelajaran, maka akan ditentukan apa tipe belajar yang dibutuhkan siswa. Tujuan yang dianalisis untuk mengidentifikasi keterampilan yang lebih khusus lagi yang harus dipelajari. Analisis ini akan menghasilkan carta atau diagram tentang keterampilan-keterampilan/ konsep dan menunjukkan keterkaitan antara keterampilan konsep tersebut.


3. Mengidentifikasi Tingkah Laku Awal/ Karakteristik Siswa (Identity Entry Behaviours, Characteristic) Ketika melakukan analisis terhadap keterampilan-keterampilan yang perlu dilatihkan dan tahapan prosedur yang perlu dilewati, juga harus dipertimbangkan keterampilan apa yang telah dimiliki siswa saat mulai mengikuti pengajaran. Yang penting juga untuk diidentifikasi adalah karakteristik khusus siswa yang mungkin ada hubungannya dengan rancangan aktivitas-aktivitas pengajaran
4. Merumuskan Tujuan Kinerja (Write Performance Objectives) Berdasarkan analisis instruksional dan pernyataan tentang tingkah laku awal siswa, selanjutnya akan dirumuskan pernyataan khusus tentang apa yang harus dilakukan siswa setelah menyelesaikan pembelajaran.
5. Pengembangan Tes Acuan Patokan (developing criterian-referenced test items). Pengembangan Tes Acuan Patokan didasarkan pada tujuan yang telah dirumuskan, pengebangan butir assesmen untuk mengukur kemampuan siswa seperti yang diperkirakan dalam tujuan
6. Pengembangan strategi Pengajaran (develop instructional strategy). Informasi dari lima tahap sebelumnya, maka selanjutnya akan mengidentifikasi yang akan digunakan untuk mencapai tujuan akhir. Strategi akan meliputi aktivitas preinstruksional, penyampaian informasi, praktek dan balikan, testing, yang dilakukan lewat aktivitas.
7. Pengembangan atau Memilih Pengajaran (develop and select instructional materials). Tahap ini akan digunakan strategi pengajaran untuk menghasilkan pengajaran yang meliputi petunjuk untuk siswa, bahan pelajaran, tes dan panduan guru.
8. Merancang dan Melaksanakan Evaluasi Formatif (design and conduct formative evaluation). Evaluasi dilakukan untuk mengumpulkan data yang akan digunakan untuk mengidentifikasi bagaimana meningkatkan pengajaran.
9. Menulis Perangkat (design and conduct summative evaluation). Hasil-hasil pada tahap di atas dijadikan dasar untuk menulis perangkat yang dibutuhkan. Hasil perangkat selanjutnya divalidasi dan diujicobakan di kelas/ diimplementasikan di kelas.
10. Revisi Pengajaran (instructional revitions). Tahap ini mengulangi siklus pengembangan perangkat pengajaran. Data dari evaluasi sumatif yang telah dilakukan pada tahap sebelumnya diringkas dan dianalisis serta diinterpretasikan untuk diidentifikasi kesulitan yang dialami oleh siswa dalam mencapai tujuan pembelajaran. Begitu pula masukan dari hasil implementasi dari pakar/validator.

Manusia diciptakan oleh Allah sebagai penerima dan pelaksana ajaran sehingga ia ditempatkan pada kedudukan yang mulia. Untuk mempertahankan kedudukannya yang mulia dan bentuk pribadi yang bagus itu, Allah melengkapinya dengan akal dan perasaan yang memungkinkannya menerima dan mengembangkan ilmu pengetahuan dan membudayakan ilmu yang dimilikinya. Ini berarti bahwa kedudukan manusia sebagai makhluk yang mulia itu karena akal dan perasaan, ilmu pengetahuan dan kebudayaan yang seluruhnya dikaitkan kepada pengabdian pada Pencipta.
Dari penjabaran di atas dapat dimengerti bahwa pengembangan SDM sangat penting, tak hanya dari sudut ilmu pengetahuan dan teknologi. Namun, tak kalah pentingnya adalah dimensi spiritual dalam pengembangan SDM. Kualitas SDM tidak akan sempurna tanpa ketangguhan mental-spiritual keagamaan. Sumber daya manusia yang mempunyai dan memegang nilai-nilai agama akan lebih tangguh secara rohaniah. Dengan demikian akan lebih mempunyai tanggung
jawab spiritual terhadap ilmu pengetahuan serta teknologi. Sumber daya manusia yang tidak disertai dengan kesetiaan kepada nilai-nilai keagamaan, hanya akan membawa manusia ke arah pengejaran kenikmatan duniawi atau hedonisme belaka. Dan jika semangat hedonisme sudah menguasai manusia, bisa diramalkan yang terjadi adalah eksploitasi alam sebesar-besarnya tanpa rasa tanggung jawab dan bahkan penindasan manusia terhadap manusia lain.