- Conference Session
- Examining the Synergy between Eng'g Mgmt & Sys Eng
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- 2006 Annual Conference & Exposition
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Wade Shaw, Florida Tech; Muzaffar Shaikh, Florida Tech; Carmo D'Cruz, Florida Tech
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Engineering Management
business-school based technological entrepreneurship programs. The innovationprocess is significantly improved and made more robust by adopting a SE mindset early in thetimeline. If SE concepts that work so well in engineering are applied to the innovation process,the quality of the innovation and likelihood of success are improved by significant orders ofmagnitude. For example potential investors will look more favorably on a product concept thathas a lifecycle design effort put into the initial model. This leads to a more mature productdevelopment process that is less likely to run into development troubles. Therefore the investorswill see a more desirable opportunity and the entrepreneur significantly improves the probabilityof entrepreneurial
- Conference Session
- EMD Program Design
- Collection
- 2007 Annual Conference & Exposition
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Carmo D'Cruz, Florida Tech; Muzaffar Shaikh, Florida Tech; Wade Shaw, Florida Tech
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Engineering Management
. These experiential activitiesinclude the monthly “Engineering Entrepreneur in the Spotlight” seminar series – wherepromising engineers-turned- entrepreneurs visit Florida Tech and share their experiences;the judging of the Brevard School Science Fair Projects for their commercialization value;collaborating with the city, government and private organizations in the community tocommercialize innovative student-developed technologies; etc. Students work in E-Teamson their entrepreneurial class projects and write NCIIA/SBIR grant proposals forfunding and also present at the regional/state-level Business Plan Competitions. They arealso members of the Florida Tech Students in Free Enterprise (SIFE) Club and theyparticipate in local and national SIFE
- Conference Session
- EMD 2: Issues in Engineering Management Education
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- 2020 ASEE Virtual Annual Conference Content Access
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Nicholas Jon Monacelli; Jennifer Karlin, Minnesota State University, Mankato
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Engineering Management
, an image, or any other response a person has to a prompt. A prompt would bethe initial question and could be anything from “Tell us about your experience learning incollege”, to “Tell us about your experience with a specific piece of material within yourengineering design course”, to “Why did you enroll in program?” The prompt is directly tailoredto the scope of the research question and aims to provide information in the larger context ofwhere that phenomenon occurs [21]. There are two primary mindsets used in NA, “ParadigmaticNarrative Analysis” and “Alternate Narrative Analysis.” A principal investigator with theparadigmatic mindset treats all captured narrative as a collective pool of information and has thegoal of identifying common
- Conference Session
- Engineering Management Division Technical Session 1
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- 2019 ASEE Annual Conference & Exposition
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Princy L. D. Johnson, Liverpool John Moores University; Kathryn W. Jablokow, Pennsylvania State University
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Diversity
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Engineering Management
entrepreneurship and entrepreneurial leadershipand related concepts (entrepreneurial mindset)’. However, there was no explicit reference tocreativity. As an exception, all four MSc programs in the Electronics and Electrical EngineeringDepartment at Liverpool John Moores University (LJMU) have the module ‘Professional andLeadership Skills’ as the core. This module has dedicated sessions addressing creativity, inaddition to having creativity embedded throughout the teaching, learning, and assessmentprocesses; it is the focus of our study here.What is still missing from this picture? Why do so many engineers still consider creativity to be aminor topic, both in general and in terms of management/leadership? Could their perceptions ofcreativity be part of the
- Conference Session
- EM Program Design
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- 2011 ASEE Annual Conference & Exposition
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Mary A. Viola, School of Engineering, Tufts University
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Engineering Management
AC 2011-552: A LEADERSHIP-FOCUSED ENGINEERING MANAGEMENTMASTER OF SCIENCE PROGRAMMary Adams Viola, Ph.D. and Robert J. Hannemann,Ph.D., School of Engineering, Tufts University Robert J. Hannemann Director, Tufts Gordon Institute Professor of Practice Rob Hannemann is the Director of the Tufts Gordon Institute. In this role, he is responsible for the En- gineering Management and Entrepreneurial Leadership programs, which serve more than 100 graduate students and 500 undergraduates annually. He is also Professor of the Practice in the Mechanical En- gineering department. Dr. Hannemann earned advanced degrees in Mechanical Engineering from New York University (MS ’72) and MIT (Sc.D.’75) after receiving his BS degree