Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Raymond Price, University of Illinois, Urbana-Champaign; Rose Mary Cordova-Wentling, University of Illinois, Urbana-Champaign

Tagged Divisions

Engineering Management

more effective in the workplace and happier in life. Orsted (2000) stressed theimportance of human behavior skills, which govern behavior at meetings, towards colleagues, on thephone, and the way problems and conflict are approached are needed by engineers in the daily interactionwith others. In addition, Hissey (2000) pointed out human behavior skills, such as teamwork,communication, leadership, and interpersonal skills that have a career enhancing value and may saveengineers from downsizing. In addition, Moon et al (2007) pointed out human behavior skills andattributes such as communication, social, presentation, interpersonal, leadership, management, and team-working skills that engineers need to confront new challenges in the ever-changing

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

usedby the Engineering Management Program at Stevens Institute of Technology todemonstrate these concepts.Different data displays are used for varying reasons. For example, data displays ofaverage starting salaries are used to show that the Engineering Management Program wasnot standing still by having salaries stagnate, but was keeping pace with the nation byhaving graduates whose starting salary was comparable to those in the rest of the nation.Thus, Stevens Engineering Management graduates may be considered to be sought afterand competitive in the marketplace. See Table 1. Page 14.972.6 Table I: Career Profile and Salary Report of

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Ivan Lidon, University of Zaragoza; RUBEN REBOLLAR, University of Zaragoza; Palle Qvist, Aalborg University; Juan Luis Cano, University of Zaragoza

Tagged Divisions

Engineering Management

AC 2009-1337: TEAM WORK AND DEMOCRATIC LEARNING IN PROJECTMANAGEMENT TRAININGIvan Lidon, University of Zaragoza MSc from the Engineering Faculty of Zaragoza University. He has worked as assistant at the Design and Manufacturing Engineering Department of the University of Zaragoza since 2004. His current interests are project management and product development areas.RUBEN REBOLLAR, University of Zaragoza MSc and Doctor from the Engineering Faculty of University of Zaragoza.. He is Associate Professor in the Design and Manufacturing Department at this university In his present academic career he is focused on teaching and researching in the areas of project management and product

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Natalie Cherbaka, North Carolina State University; Jerome Lavelle, North Carolina State University

Tagged Divisions

Engineering Management

Carolina, in the southeast US,continues to bring high-tech companies to the region, and these companies attract engineers andscientists who are looking for advanced degrees, and means of supplementing and advancingtheir careers. Too, these companies are looking for skill providers to offer degree programs fortheir employers. These factors combine to put NC State in a great position to attract students toan EM curriculum.Mission: The addition of an EM Program is consistent with the current College of Engineering(COE) Mission and effectively stands as an example of this pursuit. Contributing to the long-term goal of remaining a leading public college of engineering, an EM program at NCSU willenhance the breadth of offerings, thereby aligning the COE

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

such as employee morale, health care and other employee benefits or programs, and re-training.The [company] ultimately provided modest career counseling services for employee. Non-exemptemployees were directed to the [State] Department of Labor while exempt employees were providedmodest resume review services, job listing and use of telephones for employment seeking. These serviceswere directed at the WFR process primarily.Reengineering ResultsFrom a teaching standpoint, pointed discussion questions focusing on specific components of the case andor reengineering are provided in Table 2. A broader perspective would include the overall view ofreengineering for this case and in general, i.e., whether reengineering can ever be successful if all