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Career Advantages of Business Education Courses for Engineering Management Students

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)

Paper ID #41454Career Advantages of Business Education Courses for Engineering ManagementStudentsDr. Saeed D. Foroudastan, Middle Tennessee State University Dr. Saeed Foroudastan is the Associate Dean for the College of Basic and Applied Sciences (CBAS). The CBAS oversees 10 departments at Middle Tennessee State University. He is also the current Director for the Masters of Science in Professional Science proSuzanne S. Hicks, Middle Tennessee State University ©American Society for Engineering Education, 2024 Evaluation of Impact on Employability of Business Education Courses in a

Relevance Score: 0.50432533

An Evidence-Based Approach to Technology Workforce Expansion by Increasing Female Participation in STEM Entrepreneurship

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)

identity aspiration were underlying processes driving theconditional effect. Following (Preacher and Hayes 2004)’s recommendations, we tested ourmodel using non-parametric percentile bootstrapping to create confidence intervals for eacheffect with the lavaan package (Rosseel 2012). As shown in Figure 1, the result revealed that entrepreneurial identity aspiration wasdriving the observed conditional effect of the video intervention on entrepreneurial intention.Consistent with the results from OLS regression, participants in the relatable role modelcondition have higher entrepreneurial identity aspirations than those in the unrelatable role modelcondition with a point estimate of 0.11 and the 95% confidence interval of (0.01, 0.21

Relevance Score: 0.01680242

Harmonizing Team Dynamics and Personality Strengths in Effectively Managing a Large Educational STEM Program

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)

each type, and strategies forunderstanding team members’ preferences and tailoring communication and collaborationstrategies. This model offers users insights into their personality preferences and psychologicaltype and incorporates an additional letter to accommodate five scales instead of four [12]. Themodel evaluates five personality dimensions, each representing opposite ends of a spectrum: (1)Energy: the interaction with the surrounding environment (Extraverted(E)/Introverted(I)); (2)Mind: the perception and processing of the world (Intuitive(N)/Observant(S)); (3) The processof making decisions and reacting to emotions (Thinking(T)/Feeling(F)); (4) Tactics: theapproach to work, planning, and decision-making (Judging(J)/Prospecting(P

Relevance Score: 0.014935485

Measuring Team Effectiveness in Construction Projects: Team Members’ Perceptions

Conference Session: Engineering Management Division (EMD) Tech Session 3: Engineering Management — From Classroom to Practice
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Rebecca Kassa, University of Kansas; Monica Perrin, Arizona State University; Tolulope Ibilola Ogundare; Brian Lines, The University of Kansas; Jake Smithwick, University of North Carolina at Charlotte; Kenneth Timothy Sullivan, Arizona State University
Tagged Topics: Diversity
Tagged Divisions: Engineering Management Division (EMD)

] E. Salas, N. J. Cooke, and M. A. Rosen, “On Teams, Teamwork, and Team Performance: Discoveries and Developments,” Human Factors, 50(3), 540-547, 2008.[4] E. Salas, E., D. L. Reyes, and A. L. Woods, “The Assessment of Team Performance: Observations and Needs” Innovative Assessment of Collaboration, 21-36, 2017.[5] G. Wu, C. Liu, X. Zhao, and J. Zuo, “Investigating the Relationship between Communication- Conflict Interaction and Project Success Among Construction Project Teams,” International Journal of Project Management, 35(8), 1466-1482, 2017.[6] A. J. Garcia, and S. Mollaoglu, “Individuals’ Capacities to Apply Transferred Knowledge in AEC Project Teams,” Journal of Construction Engineering and Management

Relevance Score: 0.012224508

Investigating the Industry Perceptions and Use of AI Tools in Project Management: Implications for Educating Future Engineers

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)

innovations in project management practices. Aligning academic approaches with industry usage is crucial for bridging the gap and fostering a workforce ready to harness the potential of AI in project management. References[1] S. Makridakis, “The forthcoming Artificial Intelligence (AI) revolution: Its impact on society and firms,” Futures, vol. 90, pp. 46–60, Jun. 2017, doi: 10.1016/j.futures.2017.03.006.[2] T. Brown et al., “Language Models are Few-Shot Learners,” Adv. Neural Inf. Process. Syst., vol. 33, pp. 1877–1901, 2020.[3] N. Glaser, “Exploring the Potential of ChatGPT as an Educational Technology: An Emerging Technology Report,” Technol. Knowl. Learn., vol. 28, no. 4, pp. 1945–1952, Dec. 2023, doi: 10.1007/s10758-023-09684-4.[4] A

Relevance Score: 0.011881106

The Journey of Establishing and Operating an Innovation Center to Nurture Future Engineering Innovators

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)

driving force behind the remarkable success of theproject. We would also like to acknowledge the Estates Office of the University of Hong Kong forgranting the authorized use of Figure 1a and Figure 1b in this practice paper.Ethical approvalEthical approval for this study was obtained from the University of Hong Kong, with HRECreference number EA230632.References[1] T. W. Barrett, M. C. Pizzico, B. Levy, R. L. Nagel, J. S. Linsey, K. G. Talley, C. R. Forest and W. C. Newstetter, “A review of university makerspaces,” in ASEE Annual Conference & Exposition, 2015.[2] Charosky, G., Hassi, L., Papageorgiou, K., & Bragós, R. (2022). “Developing innovation competences in engineering students: a comparison of two approaches.” European

Relevance Score: 0.008855653

Board 99: Systematic Literature Review on Organizational Resilience in the Context of Higher Education Institutions

Conference Session: Engineering Management Division (EMD) Poster Session
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Diego Alejandro Polanco-Lahoz, Texas Tech University; Jennifer A Cross, Texas Tech University
Tagged Topics: Diversity
Tagged Divisions: Engineering Management Division (EMD)

Evidence-Informed Management Knowledge by Means of Systematic Review*,” 2003.[4] K. Ayebi-Arthur, “E-learning, resilience and change in higher education: Helping a university cope after a natural disaster,” E-Learning and Digital Media, vol. 14, no. 5, pp. 259–274, Sep. 2017, doi: 10.1177/2042753017751712.[5] A. T. Le, “Support for doctoral candidates in Australia during the pandemic: the case of the University of Melbourne,” Studies in Higher Education, vol. 46, no. 1, pp. 133–145, 2021, doi: 10.1080/03075079.2020.1859677.[6] S. Duchek, “Organizational resilience: a capability-based conceptualization,” Business Research, vol. 13, no. 1, pp. 215–246, Apr. 2020, doi: 10.1007/s40685-019-0085-7.

Relevance Score: 0.006600614

Online Engineering Management Master's Program—Lessons Learned

Conference Session: Engineering Management Division (EMD) Tech Session 1: Program-level innovations in design, delivery, and assessment
Collection: 2023 ASEE Annual Conference & Exposition
Authors: John T. Tester, Tennessee Technological University; Mazen I. Hussein, Tennessee Technological University
Tagged Topics: Diversity
Tagged Divisions: Engineering Management Division (EMD)

. Kazemersky and D. Alp, "An alternate learning approach for the engineering management program at the University of Tennessee at Chattanooga," in 2000 Annual Conference Proceedings, 2000.[4] S. Motavalli, H. Zong, F. Ganjeizadeh and D. Bowen, "Development of a new masters degree program in engineering management," in 2005 Annual Conference Proceedings, 2005.[5] R. Dusseau, "History of the online master of engineering management program at Rowan University," in 2014 ASEE Annual Conference & Exposition Proceedings, 2014.[6] N. Cherbaka and J. Lavelle, "Proposing an Engineering Management program at North Carolina State University," in ASEE Annual Conference and Exposition, 2009.[7] L. Stauffer, "A model for the graduation

Relevance Score: 0.0052804914

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