University of New York, Farmingdale c American Society for Engineering Education, 2019 Introducing a New Graduate Degree in Technology Management: Program Overview and Assessment PlanAbstractOffering a new graduate degree requires curriculum development, course scheduling anddeveloping an assessment plan. A proper assessment plan ensures program success andcontinuous improvement. This paper provides the initial assessment plan for a new master’sdegree. The timeline of the proposed assessment activities is shared and the initialimplementation of the assessment plan for the Spring 2019 semester is discussed. Datacollection techniques and assessment benchmarks for the course level and program
used by the School in managing a rapid and unanticipated rate of growth. Issuesdiscussed will include marketing, international enrollment, planning of diverse course offeringsfor seven different programs and interdisciplinary areas, meeting the needs of part-time and full-time graduate students, faculty load, resources, planning for assessment, and related issues. Alsoconsidered are balancing program level issues and concerns with School-level planning for thegraduate degree. This is a further development of the experiences in planning curriculum for anew degree discussed in a previous paper. The degree is intended to prepare students forleadership or supervisory roles in technology and technology-related fields. Recommendationsfor how to
]. For example, the Faculty of Applied Science and Engineering (FASE) at the University ofToronto (U of T), in partnership with seven departmental and two Faculty-wide studentorganizations, hosts an engineering-specific career fair for graduate students [11]. The Universityof Alberta’s Faculty of Engineering requires graduate students complete a minimum of eighthours of professional development including generating an individual development plan [12]. Uof T and the University of British Columbia tracked employment outcomes of all PhD graduatesincluding engineering alumni [3, 13]. Queen’s University produced Grad Maps to help graduatestudents, including those in the Faculty of Engineering and Applied Science, navigate theiracademic milestones and
AC 2009-542: IGERT FUNDING AND THE INSTITUTIONALIZATION OFINTERDISCIPLINARY GRADUATE EDUCATIONLynita Newswander, Virginia Tech LYNITA K. NEWSWANDER holds a Ph.D. in Planning, Governance, and Globalization and master's degrees in English and Political Science from Virginia Tech. Her current research interests are interdisciplinary and reside at the intersection of theory and the empirical aesthetic.Maura Borrego, Virginia Tech MAURA BORREGO is an Assistant Professor of Engineering Education at Virginia Tech. Dr. Borrego holds an M.S. and Ph.D. in Materials Science and Engineering from Stanford University. Her current research interests center around interdisciplinary graduate education in
deploy and operate existing wind energy technology, but to evolve thetechnology to be more efficient, cost effective, and adaptable to the electricity grid. Asprogressively larger and technologically more sophisticated turbines are designed and built, bothonshore and off, and as wind plants continue to provide an ever-larger fraction of the energysupply, there are significant scientific and engineering challenges to be addressed such asmaterials and structures, grid integration, and energy storage [6], [7]. In planning for the future,universities, and members of the North American Wind Energy Academy (NAWEA), identifieda number of strategies to address the lack of university programs, most of which rely oncollaboration. These include
in the transition to business and industry, such as skills and competencies, careermanagement, organization types and cultures, roles and responsibilities, and balancing career andpersonal life. These interactive learning activities include, Cultivating Your Professional Identity;CARS (Context, Action, Result, Skills) Impact Statements; Creating a Networking Map; JobDescription Analysis; Developing Job Search Strategies; Self-Assessment; Institutional Profile;Individual Development Plan and Career Strategic Plan. The implementation of these activitiesaims at addressing the different aspects of graduate students’ professional development. Theseactivities have been piloted among 34 graduate students. This paper provides an overview of
Engineering Education is inviting more student involvement. One goal ofthe Student Constituent Committee will be to promote the development of ASEE studentchapters on college campuses. These ASEE student chapters have the opportunity tosignificantly influence the future of engineering education through current engineering students.Current graduate students are understood to be the future educators, so many campuses alreadyprovide at least some resources for students interested in academic careers. In light of thoseexisting resources, how can a new ASEE student chapter maximize its impact on campus?Using a strategic planning process, an ASEE student chapter can maximize its impact onengineering education and bring additional value to ASEE student
key elements from the program thatalumni found impactful, such as a group design project, field trips, and seminars. Smith andBailey3 discuss their “high touch, high value,” accelerated, systems engineering Master’s degreeprogram. They also reported the results from an alumni survey that highlighted students’ generalsatisfaction with the program. Wuyts et al.4 developed a one-year, multi-campus biochemicalengineering program in Belgium. This program was modular and they focused on the innovativeimplementation of the modules at multiple campuses and their future assessment plans. Each ofthese studies highlighted the new curriculum for a one-year Master’s program. The studentevaluation that was reported was in the form of alumni surveys from
to recruit diverse students to graduate programs in engineering at theprogram’s home site. In order to develop strategies to recruit students to graduate programs atTAMU through its summer undergraduate research program, we first examined the efficacy ofthe USRG program in influencing students’ post-baccalaureate plans. Next, we examined factorsthat influence USRG participants’ selection of graduate school at the conclusion of the USRGprogram. Last, we compared the influence of the same factors for those who applied and thosewho did not apply to TAMU for graduate school, to determine strategies that universities canemploy to effectively recruit summer undergraduate research program participants to a graduateprogram in engineering at the
academic integrity issues. Although thesestudents are not required to enroll in the credit-bearing seminar, some students still elect to takethe course due to interest.The Graduate Assistant Teaching Seminar had been in existence for at least ten years when thecurrent instructor began to teach it. However, substantial changes were made to the course inorder to better fit the needs of the students.The course proposes to meet multiple objectives. First, students should learn to engage instrategic course planning, by aligning various course components, including objectives,instruction, and assessment. Second, students should be able to write clear and conciseobjectives for a course they are teaching or assisting. Finally, students should be able to
give them preparation for it.Soft skills, or professional skills, are commonly understood to include those skills whichprofessionals must possess in addition to their technical skills in order to be effective inthe workplace. While there is no definitive list of professional skills (outside thecommonly recognized ABET accreditation standards), a review of academic literature,accreditation standards, and popular media reveals a list which variously includes:effective oral communication and presentation skills; effective written communication;creativity and/or creative problem solving; interpersonal skills; ability to work effectivelyon a team; time management and planning; conflict resolution; ethical decision-making;the importance of
Academy of Engineering, “Educating the Engineer of 2020”: Phase II Report, 20054. Committee on Science, Engineering, and Public Policy (COSEPUP), “Reshaping the Graduate Education of Scientists and Engineers”, National Academy Press, 1995.5. Council on Competitiveness, “Innovate America”, 2005.6. Rising Above the Gathering Storm: Energizing and Employing America for a Brighter Economic Future, National Academy Press, 2006.7. Strategic Plan: “Enabling a Strong U.S. Engineering Workforce for Competitiveness”, National Collaborative Task Force on Engineering Graduate Education Reform, 2006. Page 14.1078.6
experience of the new doctoral students and postdoctoralresearchers. Given the high attrition rates in graduate education, the retreat was also designed tofoster retention by integrating attributes of the Workforce Sustainability model.The retreat was framed around four objectives: (1) build community, (2) communicate groupnorms and expectations, (3) develop individual strategic plans, (4) and introduce research skills.The retreat encouraged individual and collective reflection on goals, deliverables, andexpectations. The experience was guided by the notion of beginning with the end in mind and, inthis case, meant aligning individual professional development plans with that individual’s long-term career goals and vision of the research group. The
. IntroductionIn a review of recent research, Gaff reported in his article “The Disconnect Between GraduateEducation and Faculty Realities” that graduate students are not equipped for the faculty positionsthey accept and have little exposure to other career paths outside the academy 1. Graduatestudents reported not having enough information to help them choose or plan for a career. Oneresponse for this lack of information is the Preparing Future Faculty (PFF) program launched in1993 by the Association of American Colleges and Universities and the Council of GraduateSchools. The PFF program is designed to expose students to the teaching profession and provideinformation about academic careers. Several research universities have Preparing Future
Page 15.1104.22-1. OVERVIEWAs engineers mature into mid career planning and leadership positions and assume greaterresponsibilities, they must learn new skills, develop new abilities, and act in moderately complexsituations. Mid level leaders/planners are progressing towards becoming the engineering profession’shighest level thinkers, executive practitioners, and leaders of change for continuous corporateimprovement and innovation.2-1-1. Engineering Education: A Lifelong Growth Process ─ The National Collaborative Task Forcefor Engineering Graduate Education Reform has deliberately taken a broad, holistic approach thataddresses the overall professional education of the engineer as a lifelong developmental and self-studygrowth process that is
level with an alpha value of 0.05.It is important to note that this study and modification of a single course alone is not going tohave a meaningful impact on addressing sustainability. However the efforts of TempleUniversity's Center for Sustainable Communities (CSC) coupled with other courses taught at the Page 23.1122.4university by various faculty (for example, Environmental Sustainability, Environment,Transportation planning, Introduction to Community and Regional Planning) can havemeaningful effect on sustainability. The authors plan to extend this strategy to three othercourses over the next two years. The method presented in this study
describes the outcomes of a successful program development and approvalprocess and the planned phasing of its implementation. The development team treated the1 Corresponding Author: M. Dyrenfurth, mdyrenfu@purdue.eduexisting program approval mechanisms, as found in most universities and states, as a staged-gate approval process. This necessitated the development of (1) a conceptual proposal, (2) acompetitive analysis, (3) a detailed program plan, (4) an implementation plan, and (5) aformal proposal with supporting data as required by the state coordinating body for highereducation.The program that evolved from this process was an industry-facing, distance/on-campus-hybrid professional doctoral program permitting extensive tailoring of the
the definition of leadership and professionalism. At the same time webegan a benchmarking initiative of six other university engineering schools, searching for bestpractices. These benchmarking visits provided ideas that we incorporated into our plan for a newapproach to assessing the effectiveness of our Master of Science in Technology Management(MSTM) program.After considerable discussion and input from employers, students and the Advisory Board, wecreated a new three-part course titled “Leveraging Leadership for a Lifetime” (LLL-I, II, III).This sequence of three one-credit courses, spread throughout the full MSTM degree program,was designed to provide the student with an ongoing close look at herself/himself as a learner, aleader, and the
effective two-way communication. But it also requires the engineer-leader to beaware of individuals, their personalities, and their circumstances. Only one disgruntled team-member isrequired to undermine a project, so this is a critical responsibility for the effective engineer-leader. B ─ OPERATING ACTIONSOperating actions in the con text of effective engineering leadership refer to planning activities or goalsetting, completing those tasks that accomplish the established goals, and using appropriate metrics toensure that the goals have been achieved. The responsibility of the engineer-leader is to ensure that eachproject team member fully understands the project goals, how they are to be achieved, and
interms of, 1) needs and justification, 2) planning process, 3) program description and objectives,4) curriculum, 5) implementation issues related to faculty, students, and resources, and 6)examples of MSV related industry projects. The description also includes the process, startingfrom a concept paper development through approval of the program by the State Commission ofHigher Education.IntroductionAdvanced modeling, simulation, and visualization technologies provide an innovative way forhumans to learn and understand extremely sophisticated concepts and problem solving skills aswell as effectively design and optimize complex systems and processes. Through visualizing,manipulating, and interacting with computer-generated simulations and models
andprofessional success as individuals, and their ability to succeed after graduation in research,academic, and industry careers.11,12 Specific areas where graduate students often need supportinclude: building community inside and outside their home departments;5,6,13,14 understandingand accessing campus resources;5,15–17 and planning for careers.11,18,19 While graduate studentsneed to develop academic and professional skills in order to complete their coursework andresearch, it is also essential to develop “soft skills,” such as interpersonal communications,conflict resolution, time management, and team work.20This paper describes a multi-year effort to develop professional development activities forEngineering graduate students at Michigan State
of transitioning students from a traditional engineering program into anengineering education doctorate program. The purpose of this project is to ease this transitionthrough the development of a formal orientation for an Engineering Education department; theADDIE model for training design was used. The first step was a thorough analysis of thedepartment, student requirements, tasks, personnel, and knowledge, skills & attitudes (KSA)required by a doctorate student in engineering education. Then, we developed learning objectivesand a plan of instruction that would optimize the learning, retention, and transfer of theinformation introduced during the orientation. Next, we developed the physical elements of theorientation program, which was
Michigan State University (MSU). In 2011, fifty undergraduatesfrom 18 majors and 5 institutions participated in the summer research program, working with 47faculty mentors from 8 Engineering disciplines.We assessed our professional development activities through pre- and post-experience surveys,asking students about their background, expectations, and experiences. The pre- and post-testingindicate that the professional development activities were very successful in helping studentsunderstand and prepare for the graduate school application process. Participating in the summerresearch program also had an impact on students’ future plans: 96% of students indicated on thepost-survey that they planned to attend graduate or professional school, versus
students on a part time basis. This lack ofpart time enrollment also affects the ability of students who might be considering a Ph.D.yet are concerned that they may not be academically capable to continue the studies.Returning part time may provide the assurance that they are capable of learning in anacademic setting yet still allow the safety net of employment should a problem develop.Vesting in retirement plans, leave of absence policies, and other corporate policies maymake it prudent for a doctoral student to want to start studies on a part time basis.3. Funding IssuesThere is ample evidence that from a financial standpoint, returning to graduate schooldoes not necessarily increase one’s earnings potential, and in fact, may result indecreased
year, the GSAC meetings have a theme. For example, in its first year, 2006-07, theGSAC’s theme was identifying, and recommending ways to address, issues of greatest concernto the graduate students. In 2007-08, the theme was building graduate student communities. Thegoal in 2007-08 was to explore the types of communities in which graduate students function Page 14.295.2(e.g. disciplinary, interdisciplinary, social), determine what communities are of greatest value tothe graduate students, and develop a plan to be implemented in the next year that would eitherestablish or strengthen those communities and encourage broader student involvement.The
addition, afixed plan of study with a technology leadership and management concentration is offered that isfully on-line. The program is housed at the College level and not at the academic departmentlevel. Most students enrolled in the program take a full load of 9 credit hours and the programgraduates over 60 students per year. Over 95% of these graduates obtain employment withinthree months.This paper discusses the strategies of initiating, implementing, and sustaining such graduatedegree program in Technology with various concentrations. Further, a fiscal model for theoperation of the program by maintaining the program quality, high enrollment, and highemployment rate of graduates is also discussed.IntroductionPurdue University Northwest
knownattributes of high-quality professional education already demonstrated across the United States that enablegrowth and positive development of working professionals [Council of Graduate Schools ─ ConradReport8]: a) Cultures that support collaborative learning, creativity, and innovation; b) Planned studieswith tangible outcomes; c) Learner centered education rather than teacher-centered instruction; d)Learning environment of core faculty of practitioner-scholars from the university, adjunct faculty ofdistinguished leaders from industry, a student body of experienced practitioners from regional industry.2. What Professional Engineers Do – The Practice of EngineeringThe US Department of Labor identifies approximately 2,500,000 practicing engineers in
next section of this paper presents briefly the standards, elements and intellectualtraits of critical thinking. Deming’s Deming’s wheel wheel (P.D.C.A.) (P.D.C.A.) PLAN DO Continuous ACT CHECK Improvement & Learning Weekly Discussion e/Inertia Resistanc Figure 1: Process Approach to
; • Explain the principles of adult learning and how professional adults go about learning; • Explain the role of training in the strategic planning process; Page 11.655.3 • Analyze training needs; • Apply a systems approach to develop a unit of instruction for a comprehensive workplace training program; • Prepare and deliver a unit of training using current technologies and methods; • Apply the Kirkpatrick training evaluation model to effectiveness and outcome assessment.Student EvaluationThe students were evaluated on the following tasks: • Group
State University’s 2000-2005 Strategic Plan, which reflected an expanded mission with a focus on research. From itsinitial founding, the ECE department had significant collaborations with local industry and inparticular from two major technology corporations that surrounded it. As the program grew andexpanded, the need for a doctoral program was seen as a natural next step in the progress of theuniversity and critical to serving the needs of local industry.Since this would be the first doctoral program in engineering and only the third at the university,several challenges existed. The first was the high cost associated with such a program, thesecond was resistance to the university in moving from a comprehensive institution to a