status quo. Kuratko (2016) appropriately viewed innovation as thecreative pursuit of ideas. The creative pursuit of new and enduring ideas is central to the domainof entrepreneurship and innovation. It has become imperative for educational institutions to facilitate entrepreneurship andinnovation by creating a significant economic impact on campus and its surrounding communities.The use of existing infrastructure of higher education institutions can relegate departments tooperating in silos, which makes it more difficult for administrators and faculty members tounderstand whether there are other departments that are doing similar activities around problemsolving, design, and engineering. There should be a push to take an inventory of what
Room (470 sq ft). This multi-purpose room will include an Energy Telemetry Laboratory for renewable energy resources and provide a testbed design area for energy and green technologies. Using telemetry systems, this lab will allow the remote (smart) monitoring and performance evaluation of, for example, small vertical wind turbines that may be used in residential, commercial and industrial applications, or solar power systems, in collaboration with the Sustainable South Bronx for example. Other equipment will include a micro-grid system, with generator protection and multifunction relays that will provide a basis for training in power engineering.F. Power Transmission & Control Graduate Research Room (920 sq ft). This room
Paper ID #12636Exploring what we don’t know about entrepreneurship education for engi-neersDr. Sheri Sheppard, Stanford University Sheri D. Sheppard, Ph.D., P.E., is professor of Mechanical Engineering at Stanford University. Besides teaching both undergraduate and graduate design and education related classes at Stanford University, she conducts research on engineering education and work-practices, and applied finite element analysis. From 1999-2008 she served as a Senior Scholar at the Carnegie Foundation for the Advancement of Teaching, leading the Foundation’s engineering study (as reported in Educating Engineers
present their findings both in awritten report and oral presentation to the class.The learning objectives for this project were: ● Collect, record, analyze and interpret technical data to evaluate an object or system of engineering interest; ● Demonstrate curiosity about and articulate how the context (social, environmental, and economic) in which engineering is practiced impacts solutions and designs; ● Differentiate and make connections between the contributions of different engineers (majors and professions) in the development of a product, process or system; ● Function effectively on a team with individual and joint accountability; ● Communicate engineering concepts, ideas and decisions
Page 24.892.2groups, and direct methods of observation of skills demonstrated during design competition.Results related to this research will share the best practices identified and resources that can helpeducators in teaching innovation, while at the same time encouraging success among engineeringundergraduates. This paper reports on the assessment efforts linked to two weekend designcompetitions that were offered to program participants. Using different topics, the competitionshave provided students with problem-based learning opportunities and the chance to designsolutions through hands-on applications and resources provided to students.Innovation ChallengesTo promote innovation, the living-learning program provides Innovation Challenges in
and Scandinavian Consortium for Organisational Research as a Fulbright Finland - Technology Industries of Finland Centennial Foundation and Tutkijat Maailmalle - KAUTE Foundation grantee.Dr. Sheri Sheppard, Stanford University Sheri D. Sheppard, Ph.D., P.E., is professor of Mechanical Engineering at Stanford University. Besides teaching both undergraduate and graduate design and education related classes at Stanford University, she conducts research on engineering education and work-practices, and applied finite element analysis. From 1999-2008 she served as a Senior Scholar at the Carnegie Foundation for the Advancement of Teaching, leading the Foundation’s engineering study (as reported in Educating Engineers
attitudinalresponses that impact success for the engineering and science student and graduate’s career path.Definitions of leader effectiveness 26 and analysis of the entrepreneur 27 restrict the possibilityand availability of a unique set of dimensions in one individual. While few individuals may existas entrepreneurial leaders, those few rise as internal organizational advocates and stars.The author argues that these dimensions extend from observable behaviors and responses in faceto face interactions (interviews, workplace meetings, day to day practice) to attitudinalreflections. It is important to note that while research has considered the more general categoryof the entrepreneur on situational success, research has rarely examined the unique role of
. Reporting the Final Design, test results and design conclusions appropriately.As a course intended to complete the students’ engineering education, the course requires thatstudents must demonstrate: an ability to apply knowledge of mathematics, science and engineering; an ability to design systems, components and processes to meet desired needs; an ability to function in multi-disciplinary teams; an ability to identify, formulate and solve engineering problems; an understanding of professional and ethical responsibility; an ability to communicate effectively an ability to use the techniques, skill and modern engineering tools necessary for engineering practice; the ability to understand the impact of
are as important as motivation that enable creative, constructive, and proactivepractice or emotions. In practice, young graduate engineers who want to create the future in-stead of staying in a comfortable and predictable world of natural sciences, need to navigateand negotiate their way in complex and constantly changing environments that have both nat-ural sciences based and more human centered challenges. Engineering education research haswidely acknowledged this and it is a common baseline for curricula and teaching methods indesign and in engineering education yet pragmatic solutions tend to be context driven and fo-cused on areas that are measurable quantitatively. There is a need for facilitated understand-ing of motivation and
aware of the complex and multi-faceted problems faced byindustry. This paper describes our efforts to introduce the entrepreneurial mindset into ourundergraduate engineering students, primarily through a program that is transforming ourfaculty.We have completed two years of a program at Baylor University designed to help engineeringeducators teach innovation and become innovative in their teaching, and have received anothergrant to greatly expand it. This paper will present the background of the program, theassessment of the first two years of the program and its impact on student learning, and futureexpansion of the program. We will also discuss lessons learned and best practices, including thenecessity of working across disciplinary
number who graduated per year with a BmE or BS&T Minor.The other group was funded through an endowment to the Center for Rehabilitation, Engineer-ing, Science and Technology (CREST) or through a McNair summer fellowship. The latter was abiology/psychology student who worked on table construction. The eight others were generallypairs of computer engineering students who worked throughout the year (including some sum-mers) programming control and data collection and printing routines for system installation. Table 1: BR450 Capstone Design Class Enrollees by semester and major. Major F13 S14 F14 S15 F15 S16 F16 S17 F17 S18 F18 S19 Total BR450 Enrollees 5
students’ “career and professional development, communication andleadership development, intellectual development, personal and social development, academicand social engagement, intercultural competence, satisfaction with college experiences, andcollege belonging and persistence in major and college.” [3] Working on a competition team alsocontributes to the development of students’ design and build skills, as well as students’ non-technical skills, skills that may or may not be a part of their technical coursework. [4], [5], [6] Todate, very little research has been done to evaluate the impact of the competition team experienceon the achievement of academic outcomes or the acquisition of an entrepreneurial mindset, butthe competition context is
and Research Associate at Design Center (DC) Colorado in CU’s Department of Mechanical Engineering at the College of Engineering and Applied Science. He holds a B.A. in psychology from Louisiana State University, an M.S. degree in industrial/organizational psychology and a Ph.D. degree in education, both from the University of Tennessee. Dr. Knight’s research interests are in the areas of retention, program evaluation and teamwork practices in engineering educa- tion. His current duties include assessment, team development and education research for DC Colorado’s hands-on initiatives.Dr. Daria A. Kotys-Schwartz, University of Colorado, Boulder Daria Kotys-Schwartz is the Director of the Idea Forge—a flexible, cross
. Prior to joining UCR, she was a postdoctoral fellow at UC-Berkeley and received her doctorate from Stanford University. She was named a University of California Provost’s Engineering Research Faculty Fellow, a National Science Foundation Graduate Research Fellow, a DARE Doctoral Fellow, and a Stanford Graduate Science and Engineering Fellow. Eskandari is a recipient of ASEE’s Early Engineering Educator Award and the prestigious K. Patricia Cross Future Leaders of Higher Education Award from the Association of American Colleges and Universities. American c Society for Engineering Education, 2021To Inhibit or Invite: Collaboration From Far AwayAbstractThis
innovative products and launching them all over the world. In just two semesters of thecourse being taught, it has made a significant impact on the entrepreneurial culture among thestudents in both the college of business and engineering.1 “Applying What They Learn.” Dividends. Spring 2010: p. 7-8.2 Bisoux, Tricia. “Following New Directions.” BizEd. 2011: p. 42-43.3 Moore, Melissa L., Robert S. Moore, Allison Pearson, Rodney Pearson and Gerald Nelson, "SMA InnovativeTeacher Comment: There’s a Class for that!," in Advances in Marketing: Going Green - Best Marketing Practices Page 22.976.5for a Global World, William J. Kehoe and Linda
startoutlining an elevator pitch, with 1-2 lines to argue for exigency, 3-4 lines about the concept oftheir product, 1-2 lines describing the value proposition to the customer, and 1-2 lines thatconclude and make a request. During the fifth course meeting, students described what criteriacould make a pitch unsuccessful and the class discussed ways to recover or deal with thesedifficulties. Next, common criticisms that potential investors might make during an investorpitch were discussed. After this, the students broke into design teams and separated to otherclassrooms to practice elevator pitches to each other.During the sixth course meeting, students were asked to deliver elevator pitches to the class. Thisclass period was not long enough for every
continuous ABET accreditation to date.Historically, the IE program was a traditional program, requiring the typical combination of math,science, engineering science, engineering design, and IE topics focusing on work design,production, economics, operations control, facilities design, and operations research. Thistraditional IE focus served students well in the economy of the 70’s and 80’s which wasproduction-oriented. Students received good, well-paying jobs, and enrollment in the programremained at a healthy level between 110 and 130 students. Beginning in the late 1990’s and intothe early 2000’s, economic developments at the national level, and especially in the State ofMichigan, resulted in changes in the skills employers were looking for in our
innovation is realizedevery year.In the senior design course, student teams use a decision matrix to evaluate options for the mostimportant design decision of their project. The students identify and research options. Todevelop the list of options, they rely on the discovery competencies: associating, questioning,observing, experimenting, and networking. To determine which options are viable, they use Page 22.154.10their Discipline Competencies. Only the viable options are evaluated in the decision matrix.Their client either picks or approves the criteria the students use to evaluate the options, and theclient decides the relative importance of each
industrial experience in the field of electromagnetics, remote sensing, and sensor development. His current research interests include RF and microwave sensors and measurements for industrial and biomedical applications.He teaches courses undergraduate and graduate courses in electronics, circuits, and electromagnetics.Prof. Cynthia C. Fry, Baylor University Cynthia C. Fry is a Senior Lecturer of computer science, and Assistant Dean of the School of Engineering and Computer Science, Baylor University. Page 25.1246.1 c American Society for Engineering Education, 2012 Teaching
, University of Illinois at Urbana-Champaign.[3] Wessner, C.W., & Wolff, A.W. (Eds.) & Committee on Comparative National Innovation Policies: Best Practice for the 21st Century. (2012). Rising to the Challenge. U.S. Innovation Policy for the Global Economy. Washington, DC: National Research Council, Board on Science, Technology, and Economic Policy, The National Academies Press.[4] Obama, B. (2015, October 21). Strategy for American Innovation: Executive Summary. Retrieved from https://www.whitehouse.gov/innovation/strategy/executive-summary[5] Boult, T.E., (n.d.). Bachelor of Innovation™ - What is the BI? http://innovation.uccs.edu/what-is-the-bi/[6] Olson, S. (2010). Rebuilding a Real Economy: Unleashing
related to the topics of student motivation, student riskaversion, strategic learning, fostering creativity and design thinking, and the role that instructorsplay in nurturing or quashing desirable traits in students. Efforts to continuously inform mypedagogical technique are based on documented best practices and new information about howstudents and academia are changing.Costa, A. & Kallick, B. (2008). Learning and Leading with Habits of Mind: 16 EssentialCharacteristics for Success. Association for Supervision & Curriculum Development. Print.“Risk averse students characterized by high abilities tend to prefer Engineering.” quoted from:De Paola, M. & Gioia, F. Risk Aversion and Field of Study Choice: the Role of IndividualAbility
newopportunities in the University community. Social ties are strengthened, and this allows for newlines of research to grow and methods of teaching to be shared.Phase II: FeasibilityAll engineering graduates at this University must complete a capstone senior design project. Theproposals for these design projects are normally vetted and taken to the proposal phase duringthe students’ next to the last semester in the program. The project itself is completed during theirfinal semester. Students either work as individuals or in groups of 2 or 3. We have taken pridein that we are normally able to place students with external clients for these projects. The goal isto involve the student in the solution of a real world engineering problem that will actually
AC 2010-426: EARLY EXPOSURE TO ENGINEERING INNOVATION ANDENTREPRENEURSHIPJerome Schaufeld, Worcester Polytechnic InstituteGretar Tryggvason, Worcester Polytechnic Institute Gretar Tryggvason is a Professor and Head of the Mechanical Engineering Department at the Worcester Polytechnic Institute. He received his doctorate from Brown University in 1985. After fifteen years as a professor of Mechanical Engineering at the University of Michigan, he moved to WPI in 2000. Professor Tryggvason is well known for his research on numerical simulations of multiphase and free-surface flows, vortex flows, and flows with phase changes. He is a fellow of APS and ASME, and the editor-in-chief of the Journal
investigate industry and community needs for engineering educationin the high desert in order to inform the university’s planning and decision making.Research Questions Tyler’s9 seminal work in curriculum development provided the basis for developing theresearch questions for this exploratory study. The issues surrounding affiliation and the ability toset goals and accomplish informed decision making can best be accomplished within theframework of Tyler’s 4 questions and Dewey’s description of the fundamental sources ofeducational objectives as related by Tanner and Tanner10. The research questions for this studywere6: 1. What is the demographic information provided by regional organizations that would support an engineering program at a
by supporting the creation ofprograms that develop technical leaders with strong skills and an entrepreneurial mindset inundergraduate engineering programs at select private U.S. colleges and universities. KEENschools cooperatively identify best practices in entrepreneurship education at the undergraduatelevel and share these practices among institutions.The long-term goal is for these new KEEN engineers to catalyze a transformation in theworkforce and to build economic and technical commerce in their communities.2.4 – Launching the Kern Entrepreneurship Education NetworkTwenty-four universities were invited to the KEEN inaugural meeting on October 7, 2005 inIndianapolis, Indiana. Eligible institutions consisted of private Midwestern
the curriculum, computer engineering-related electives, and senior design, his focus in the classroom is to ignite passion in his students for engineering and design through his own enthusiasm, open-ended student-selected projects, and connecting engineering to the world around them. He spends a great deal of time looking for ways to break out of the traditional engineering mold and to make engineering more broadly accessible to students. His research interest is the application of mobile computing to interesting, human-focused problems. He holds three degrees in computer engineering including graduate degrees from Virginia Tech and an undergraduate degree from NC State University. c
specific projects • Explain the potential risks of failure and proposed solutions in terms familiar to various stakeholders • Provide recommendations for deciding when to stop a project or when to continue it • Extract practical lessons learned by reviewing case histories of failuresCost of Production and Market Conditions • Identify the market scenarios for a product • Analyze the effects of different business models • Describe the nature of the firm that will be best for the product and its environment • Describe the behavior of costs in the short run and long run production • Identify economies of scale and disc-economies of scale through long run cost curves • Apply various methods to suggest a selling price based in the costs of production
best practices for planning, launching, and managing new ventures. This multidisciplinary course will draw on management, business, legal, financial, as well as technical, concepts.Further courses at the undergraduate and graduate level are currently under evaluation for onlinedelivery.Alignment of the University of Maryland’s approach to student s’ expectationsFor course design, priority for introducing online technology entrepreneurship course is placedon existing face-to-face on campus. This provides a tested syllabus with proven deliverables andexisting pedagogy that can be modified for the online environment. Technologies used are thosealready familiar to students and faculty, where possible. Details of the variables
Teaching Students to be Technology Innovators: Examining Approaches and Identifying CompetenciesAbstractTo prepare students for a more competitive global economy, universities are increasinglypromoting programs and courses that focus on innovation. Given their early stages ofdevelopment, limited information about best practices, target competencies or desired outcomesis readily available. This exploratory study examines the nature of educational programs thatoffer an educational credential focused on innovation. The purpose is to understand theirstructure, content, and value they propose to students by examining program descriptions andrequired courses. It explores what teaching innovation means at a program-level and identifieswhere
. School of Nursing, School of Medicine and Dentistry, WarnerSchool of Education) will develop similar joint degrees based on the TEAM model.Program OverviewThe Master of Technical Entrepreneurship and Management1, or TEAM, program at theUniversity of Rochester in upstate New York is offered jointly by the University’s Hajim Schoolof Engineering and Applied Sciences and the Simon Graduate School of Business, and isadministered by the University’s Center for Entrepreneurship. Students are able to complete theTEAM degree in as little as one year. A longer track, created especially for internationalstudents, includes a summer internship or research component.TEAM is based on the premise that a student finishing the degree will be able to “speak