Conference Session

Engineering Management Division (EMD) Technical Session 2

Collection

2024 ASEE Annual Conference & Exposition

Authors

Renee Rottner, University of California, Santa Barbara

Tagged Divisions

Engineering Management Division (EMD)

. In this two-round negotiation exercise, students assume theroles of job candidates, negotiating terms with an AI-bot recruiter. The AI then providesstudents immediate, objective feedback after the first round. Students reflect on theirperformance, and identify improvements and strategies before the second round.A distinctive feature of AdVentures is the ability to treat each negotiation round as a “fresh start.”Unlike human negotiators who often carry past memories and experiences into subsequentnegotiations, the AI resets for each round. This unique feature enables students to leverageinsights and learnings from Round 1 to their negotiations in Round 2, enhancing students' abilityto adapt and apply their negotiation skills effectively.This

Conference Session

Engineering Management Division (EMD) Technical Session 1

Collection

2024 ASEE Annual Conference & Exposition

Authors

Saeed D. Foroudastan, Middle Tennessee State University; Suzanne S. Hicks, Middle Tennessee State University

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

, decision-making organization Professionalism, written and oral Offers immersiveBCED 6910 communication, critical opportunities to developInternship thinking, reflection, and apply soft skills inProgram networking, time

Conference Session

Engineering Management Division (EMD) Tech Session 2: Course-level strategies to positively impact student learning and experiences

Collection

2023 ASEE Annual Conference & Exposition

Authors

Wei Lu, Texas A&M University; Behbood Zoghi, Texas A&M University

Tagged Divisions

Engineering Management Division (EMD)

not only get to apply relevant technicalknowledge and leadership skills to real-world problem-solving processes, but also have theopportunity to demonstrate their ability to lead and execute fruitful changes in theirorganizations. It is a perfect testament to impactful academic-industry collaboration. Bothqualitative and quantitative data will be collected, including course and program evaluationsurveys, student reflections, to gauge the perception of learning outcomes and course2023 ASEE Engineering Management Division (EMD)effectiveness. Other institutions could use this course as a design template when offering similarproject-based courses.Keywords: Project-based learning, academic-industry collaboration, Capstone project, coursedesign

Conference Session

Engineering Management Division (EMD) Technical Session 2

Collection

2024 ASEE Annual Conference & Exposition

Authors

Raymond L. Smith III, East Carolina University; Henry Lester, University of Dayton

Tagged Divisions

Engineering Management Division (EMD)

presence of undetected AI-generatedcontent poses a direct challenge to maintaining academic standards, necessitating heightenedvigilance from educators. To mitigate the risk of false negatives, detection tools must evolve withAI content generation technologies, ensuring that new methods of AI-assisted content creation arequickly identified and appropriately addressed [17], [18].3.2.3 AI Detection Tool Comparative Analysis ReviewsThe AI detection tool comparison considers twelve "best AI-detection tools" published rankingsappearing from October 2023 to February 2024. These published rankings range from a minimumranking set of nine to a maximum ranking set of twenty-two software applications. These rankingsappear in chronological order, reflecting

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

Brian J. Novoselich, United States Military Academy; Meg Handley, Pennsylvania State University; Meagan R. Kendall, University of Texas, El Paso

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

development. To support the continuedgrowth of this nascent field, reflection on past research history combined with recognition of current and future challenges is vital todeveloping a relevant research agenda. Such a research agenda may inform future growth by meeting intellectual demand withrelevant insights informed by prior work. An end-goal of the EL research enterprise is strengthening the field’s impact on the ELcommunity and the engineering education field more broadly. A substantial portion of the research on EL is published through theAmerican Society for Engineering Education (ASEE). In particular, EL thought leaders often publish through a division focused onsupporting EL education, educators, and researchers, the Engineering Leadership

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

John R. Donald, P.E., University of Guelph, Canada; Marnie V. Jamieson, University of Alberta, Canada

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

over others. We live andwork in a culture that tips strongly towards work on the work life balance scale andembraces burnout behaviour.1.2 Co-contraries and change in engineering education.Change in engineering programs is a balance between those who are driving change andthose who resist change. These tensions can often be seen in the form of co-contraries [1]which are founded in the concept of polarities [2]. Co-contraries may be in apparentopposition but are actually interdependent pairs that exist on opposite ends of a spectrum.For example, work-life balance could be thought of as a co-contrary. It is not workagainst life but rather a mix that needs to be managed as the dynamic between work andlife demands ebb and flow. To reflect this, co

Conference Session

Engineering Management Division (EMD) Tech Session 2: Course-level strategies to positively impact student learning and experiences

Collection

2023 ASEE Annual Conference & Exposition

Authors

Alina Alexeenko, Purdue University at West Lafayette (COE); William C. Oakes, Purdue University at West Lafayette (COE); Carla B. Zoltowski, Purdue University at West Lafayette (COE); Dilip Chhajed; Ryan Paul Case

Tagged Divisions

Engineering Management Division (EMD)

Community” First- Year Engineering Experience Conference, Michigan State University, August 2022.10. C. B. Zoltowski, and W.C. Oakes, “Learning by Doing: Reflections of the EPICS Program”, Special Issue: University Engr. Programs That Impact Communities: Critical Analyses and Reflection, International Journal for Service-Learning in Engineering, 2014, pp. 1-32.AppendixIBE Curriculum Requirements Integrated Business & Engineering Courses Business Core Courses (37 Credits) Engineering Courses (6 credits) Introductory Accounting (MGMT 20000) General Chemistry (CHM 11500) Accounting I (MGMT 20100) Analytical Geometry & Calc I (MA 16500) Microeconomics (ECON 25100

Conference Session

Engineering Management Division (EMD) Poster Session

Collection

2023 ASEE Annual Conference & Exposition

Authors

Rebecca Kassa, University of Kansas; Tolulope Ibilola Ogundare, University of Kansas, Lawrence; Brian Lines, The University of Kansas; Jake Smithwick, University of North Carolina at Charlotte; Kenneth Timothy Sullivan, Arizona State University

Tagged Divisions

Engineering Management Division (EMD)

other measurements [20].The existence of group-level effects on individual behaviors is a long-accepted phenomenon inpsychology [4]. Prewett et al. [1] define team personality composition as “a team-level index ofthe personality traits within the team, reflecting the strength (or elevation) of a given trait withinthe team and/or the heterogeneity of a trait within a team”. The study states the primary reason forcreating team-level indices of personality as relating personality characteristics to team-levelcriteria without inappropriately crossing levels of analysis.Personality traits are believed to be critical attributes in team composition research. Teampersonality composition refers to the configuration and aggregation of personality traits

Conference Session

Engineering Management Division (EMD) Technical Session 3

Collection

2024 ASEE Annual Conference & Exposition

Authors

Adekemisola Olufunmilayo Asahiah, Morgan State University; Oludare Adegbola Owolabi P.E., Morgan State University; Pelumi Olaitan Abiodun, Morgan State University; Oyinkansola Aladeokin, Morgan State University; Hannah Abedoh, Morgan State University; Olushola V. Emiola-Owolabi, Morgan State University

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

assignments [16]. This is because assertiveindividuals are known for their propensity to foster constructive dialogue and win-winresolutions.Figure 4: Team Personality Traits Indicating Assertion and TurbulenceThirdly, our finding indicates that team effectiveness and success were assessed based on fivekey constructs of team success, the findings of which are outlined in Figure 5. The results showa strong consensus among team members, with over 95.0% agreeing that the team maintains anappropriate culture. Furthermore, 92.0% of respondents acknowledge the team’s activeinvolvement in setting task objectives, reflecting a proactive approach to goal setting that alignswith the principles of strengths-based leadership theory [17]. The leadership’s

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

James N. Magarian, Massachusetts Institute of Technology; Reza S. Rahaman, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

(EL), synchronized to the lab, where students study theacademic background underlying the leadership capabilities prior to the related Leadership Lab anddiscuss and reflect on the lessons learned following a given lab, and 3) one from a number ofelective courses that fulfill a Design and Innovation Leadership Requirement (D&ILR), whichfocuses on the engineering design process and the roles of teamwork and leadership therein.Incorporating alumni outcomes measurement in a longitudinal assessment planEarly in its history, GEL began periodically conducting pre-/post- program assessments rooted inmeasurement of students' self-efficacy beliefs [15] pertinent to learning objectives underlying theCapabilities of Effective Engineering Leaders (see

Conference Session

Engineering Management Division (EMD) Technical Session 3

Collection

2024 ASEE Annual Conference & Exposition

Authors

Richard (Rick) Warren Blank, Johns Hopkins Engineering for Professionals; Stanislaw Tarchalski, The Johns Hopkins University

Tagged Divisions

Engineering Management Division (EMD)

proactively recruited new instructors tomatch those demographics. Our instructors and visiting executives now reflect those changingdynamics too, at 66.7% and 62.5%, respectively, representing commercial and industrialexperience. Exhibit 9. Responding to Changing DemographicsWe also saw a shift in geographic location. In Fall 2015, the majority of our MEM studentscame from the local Baltimore/Washington region (62.5%). Not surprising since this course, andmany of our other MEM courses, were offered on campus and in person. Johns HopkinsEngineering for Professionals was already proactively moving to more online offerings that alignwith working professional education preferences. And further encouraged by even broaderacceptance of

Conference Session

Engineering Management Division (EMD) Technical Session 1

Collection

2024 ASEE Annual Conference & Exposition

Authors

Kumar Yelamarthi, Tennessee Technological University; Elizabeth A. Powell, Tennessee Technological University

Tagged Divisions

Engineering Management Division (EMD)

, and Recognition (R3).The Center’s mission is to recruit diverse and talented students, provide evidence-basedprogramming for retention, and celebrate students’ success by recognizing their hard work andaccomplishments. This mission is tied to the state’s mandate to increase enrollment in highereducation [7] and to boost STEM education to meet the growing STEM workforce needs [8].Tennessee Tech University’s strategic plan to increase freshmen-to-sophomore retention rates to82% and to reach a 50% 4-year graduation rate by 2025 [9] is also reflected in the Center’smission.The CoE SSC activities and outcomes have been through substantial growth in the past threeyears, the staff have been intensifying recruitment efforts, developing and

Conference Session

Engineering Management Division (EMD) Technical Session 3

Collection

2024 ASEE Annual Conference & Exposition

Authors

Diego Alejandro Polanco-Lahoz, Texas Tech University; Jennifer A Cross, Texas Tech University

Tagged Divisions

Engineering Management Division (EMD)

education institutions, and the potentialimpacts of considering OR theories for engineering education.Introduction Resilience is a complex concept analyzed by the literature and can be defined as the“ability to recover from or adjust easily to misfortune or change”2. Since the COVID-19pandemic shocked the world, various research has been developed to understand and reflect onthis phenomenon. One scope of this research analyzes the educational context, and how highereducation institutions responded in their practices while learning about external shocks. Whilesome universities suffered from this unexpected disastrous scenario, some were sufficientlyprepared to smoothly pivot to the obligated online modality to learn and teach. This

Conference Session

Engineering Management Division (EMD) Technical Session 1

Collection

2024 ASEE Annual Conference & Exposition

Authors

Sam Yoo, United States Military Academy; James Schreiner, United States Military Academy

Tagged Divisions

Engineering Management Division (EMD)

organizations like ABET. Asthe landscape of engineering education continues to evolve, these insights will be instrumental inshaping effective strategies for delivering and assessing engineering management programs inthe digital age.Implications for Engineering Management EducationThe evolution of assessment methods aligns with the dynamic demands of the engineeringmanagement field and the rigorous expectations set forth by ABET. Traditionally rooted inevaluating fundamental engineering skills and knowledge, the assessment process has becomemore comprehensive. The emphasis on broader competencies such as leadership,communication, and teamwork reflect a keen response to the interdisciplinary demands inherentin modern engineering management and by

Conference Session

Engineering Management Division (EMD) Tech Session 1: Program-level innovations in design, delivery, and assessment

Collection

2023 ASEE Annual Conference & Exposition

Authors

Laramie Vance Potts, New Jersey Institute of Technology; Huiran Jin, New Jersey Institute of Technology; Mohammad Rabie

Tagged Divisions

Engineering Management Division (EMD)

practices compromise the data on student competenceand seriously mask student learning and teaching inefficiencies [9; 10; 11 and referencestherein]. Students deserve to be treated fairly and therefore the grading system employed shouldaim to be consistent across a program. Rubrics provide a mechanism to standardize grading sothat student scores reflect student performance objectively [7]. A rubric articulates specificstudent skills and expectations on a categorical scale. Modern LMS’s support the implementationof grading rubrics for scoring student performances.The purpose of this paper is to demonstrate our efforts to automate student outcomes assessmentusing the Canvas LMS. Criterion-based assessment (CBA) is described as the process

Conference Session

Engineering Management Division (EMD) Tech Session 2: Course-level strategies to positively impact student learning and experiences

Collection

2023 ASEE Annual Conference & Exposition

Authors

Jonathan Eckhardt, University of Wisconsin - Madison; Minah Park, University of Wisconsin-Madison; Molly Carnes; Jennifer Sheridan, University of Wisconsin - Madison; Markus Brauer, University of Wisconsin - Madison; Brent Goldfarb; Subrahmaniam Tangirala, University of Maryland, College Park

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

advances our understanding of factors that influence the gender gap in STEMentrepreneurship. Second, this work will also advance our scientific understanding of studententrepreneurship, an important yet under-researched topic. Third, the interventions developed inthis study also have practical implications, as they appear to provide a cost-efficient means toincrease interest in STEM entrepreneurship within undergraduate populations in at least onemajor University in the United States.Hypothesis development Prior work in psychology posits that the way both traits and psychological states affectaction depends on context, and, importantly, that psychological states are malleable [33]. Thisview is reflected in entrepreneurship research as well

Conference Session

Engineering Management Division (EMD) Technical Session 2

Collection

2024 ASEE Annual Conference & Exposition

Authors

Sakhi Aggrawal, Purdue University ; Paul J. Thomas

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

influenceparticipants' responses. Third, the study included a mix of closed-ended and open-endedquestions, allowing participants to express their thoughts and experiences in their own words.However, despite these efforts, the possibility of response bias cannot be entirely eliminated,and the results should be interpreted with this limitation in mind.Finally, the rapidly evolving nature of AI technology presents another challenge. The study'sfindings are reflective of the current state of AI and may not remain relevant as newadvancements and shifts in the industry emerge.6.2 Future WorkTo build upon the findings of this study and address its limitations, future research couldexpand the scope to include a more diverse range of participants from various

Conference Session

Engineering Management Division (EMD) Technical Session 1

Collection

2024 ASEE Annual Conference & Exposition

Authors

Chun Kit Chui, University of Hong Kong; Norman C. Tien, University of Hong Kong

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

havegraduated and pursued distinct paths. Student A is now pursuing a Ph.D. in robotics, and StudentB is now the CEO of a tech startup in AI. The interviews aimed to explore the lasting impact ofthe Inno Wing on their development. When reflecting on the impact of the center during theirstudies, both students emphasized its role as a unique infrastructure supporting students'innovations and prototyping. Student A articulated, “It supports students' engineeringexplorations and crazy ideas. We put our theoretical innovations of robotic fish design intoimplementations here…,”.Regarding the perceived value of the Inno Wing, both students referred to it as a hub whereengineering enthusiasts, great ideas, and achievements converge, creating a stimulating