AC 2007-1388: AN ICONOCLASTIC VIEW OF GRADUATE EDUCATION: THE4+1 PROGRAM, AN ACCELERATED ROUTE TO THE MS DEGREEDaniel Walsh, California Polytechnic State University Daniel Walsh is currently Department Chair for Biomedical and General Engineering, and Professor of Materials Engineering at the College of Engineering at California Polytechnic State University, San Luis Obispo. He received his B.S. (Biomedical Engineering) , M.S. (Biomedical Engineering) and Ph.D. (Materials Engineering) degrees from Rensselaer Polytechnic Institute in Troy, New York. Prior to joining Cal Poly, Dr. Walsh was employed by General Dynamics Corporation, as a principal engineer and group leader in the Materials
students for study and researchin graduate school. The authors have implemented this approach for the past two years andhave noticed positive results including increased graduate enrollment and an increased qualityof graduate research. We highlight these results by presenting case studies in which we followthe progression of several students through undergraduate senior projects and graduate studies.IntroductionIn the past few years, the authors reported their efforts of enhancing students’ learning byutilizing a systems approach [1] - [4]. These methods focus on the functionality of systemblocks to improve students’ understanding of system performance parameters. Positive resultshave been observed in strengthening students knowledge development
graduate school. It discusses the development a student goes through as theyjourney through graduate school and focuses on the transition from being a follower tobeing a leader. This paper has two main goals: 1) to remind faculty of their own graduateexperiences and encourage them to better know and understand their students and 2)provide students with guidance about what to expect and how to succeed. Ideas aboutdealing with the pressures of graduate school, making life choices, independence,responsibility, networking and growth are also presented.1.0 IntroductionWhat is graduate school? “Graduate school or ‘grad school’ is a school that awardsadvanced degrees1.” Okay, but really what is graduate school? This paper provides astudents perspective
’ share of doctoral degrees in engineering has increaseddramatically (in 2004 temporary residents accounted for 57% of engineering Ph.D.s), womenand under-represented minorities’ (URM) share of engineering doctoral degrees also increased:women earned 17.6% while URMs earned 3.2% of engineering Ph.Ds. Data showing theincreasing diversity of U.S. master’s and doctoral recipients of engineering degrees are shown inTable 1.As shown by the data presented in Table 1, graduate education in engineering has undergonesubstantial structural changes: the numbers of degrees earned per year has increased while thediversity of students has undergone dramatic changes over the past 25-30 years. This increasingdiversity poses special challenges for faculty who may
Mentor/Mentee Interactions • Structure – Bi-Weekly Group Meetings – Mentor/Mentee Evaluations • Assessment – Program Data CollectedFigure 1. Adapted from Systematic Mentoring Model2 to illustrate the structure and dynamics of the FAMU-FSU NSBE Chapter Stratus Mentoring ProgramThe incorporation of a systematic and well structured mentoring framework and the mission andprinciples of the National Society of Black Engineers had far reaching benefits to both thestudents who ran the program (mentors) and the students who participated (mentees) which
representatives explain to the studentswhat the company does and some the job positions available. These types of events provide anopportunity for students to make a good first impression with the company. Through theconversations, a student can also get a good understanding of the company and decide whether ornot to seek employment opportunities with that particular company. The employmentopportunities can consist of internships, cooperative (Co-op) education rotations, and full-timeemployment. Internships and co-ops are the best way for a student to get a broad exposure toindustry while still in school [1].Another opportunity where student can gain exposure to companies is when faculty membersbring industrial representatives to class for presentations
current trends in curricula, and assesses the value of the Master’s Degree ascurrently implemented for the engineering practitioner.Background:The earliest mention of Master’s Degree dates to the thirteenth century, when Master’s Degreewas the top of three offered degrees: Scholar, Bachelor, and Master. At this time the Master’sDegree, also sometimes called Doctor or Professor, meant teacher. In the intervening yearsDoctor became the more common moniker for this degree.[1]There are currently three major types of engineering Master’s Degrees in the US: thesis, non-thesis with exit exam, and non-thesis course-based only. Statistics rarely show specificitybeyond the degree conferred.There were 40,650 Master’s Degrees awarded in engineering in the US
Michael G. Jenkins is chair and professor of Mechanical Engineering at University of Detroit Mercy where is specializes in materials, mechanics of materials, machine design and reliability/probability. He has been involved in pedagogy in higher education for the past 15 years and test engineering and R&D activities for the past 25 years. His post PhD positions include 12 years at University of Washington in Seattle, 5 years at Oak Ridge National Laboratory, and 1 year as a postdoctoral invited researcher at the University of Tokyo. Prior to his PhD he worked at PACCAR Technical Center for 2.5 years. He has authored or co-authored over 75 archival publications, over 100 proceedings
)program. This paper reviews development, implementation, and maintenance phases ofthe balance scorecard. Guidelines and lessons learned throughout these processes arepresented. The process of selecting a software program to help maintain the balancescorecard is discussed.IntroductionBalanced scorecard was first introduced in the early 1990s by Dr. Robert Kaplan ofHarvard Business School and Dr. David Norton, a president of a Massachusetts consultingfirm. Balanced scorecard is a tool that “translates an organization's mission and strategyinto a comprehensive set of performance measures that provides the framework for astrategic measurement and management system”.1 The balanced scorecard has replacedthe traditional performance measurements that
flourish. The longer range goals of this Collaborative are to serve as a model thatcan be replicated in other technological sectors and to serve as a platform for the economicdevelopment in Western North Carolina.BackgroundThe Western North Carolina region is made up by the 23 western-most counties of NorthCarolina (shown in red in figure 1). This region is larger than eight U.S. states and isapproximately the size of Maryland. The demographics of the region are largely rural with arural population of almost 60% as compared to the entire state ratio of 39.8% (North Carolinaranks the highest in ruralpopulation among thetwenty most populousU.S. states). As areference the highestpercentage of ruralpopulation in any U.S.state is 61.8% 16. Thus,Western
-Access Engineering and Technology Laboratory through a Graduate Level Team Project Jonathan Godfrey, James Z. Zhang, Aaron K. Ball, Robert Adams Kimmel School of Construction Management, Engineering and Technology Western Carolina University, Cullowhee, NC 28723Abstract:For many distance engineering courses, labs are either accomplished by gatheringstudents at a central location or are comprised by requiring students to perform computersimulation. Aimed at improving learning effectiveness for the students, Kimmel Schoolgraduate students are set out to implement a real-time, remotely accessible engineeringlaboratory for an undergraduate automation class based on the previous research results[1], [2
inusing a mentoring relationship for more instrumental needs, such as furthering their careerdevelopment. By offering both psychosocial- and instrumental-focused mentoring, students whomay have only identified a need for one or the other type of help are able to get assistance ofboth types.MethodologyAs of December 2006, over 180 students have participated in the mentoring program. As seen inTable 1, the majority of all mentees, as well as the majority of the FacGrad and Chemistrymentoring program mentees, have been women. The Nanotechnology Mentoring Programtargets all students involved with the UW Center for Nanotechnology, a group that ispredominantly male; this helps explain the large difference in the gender composition of thatprogram
applicationof simulation, TQM, and Six Sigma tools. An overview of SCM and outsourcing in thehealthcare industry has also been provided. This course has been received very well bythe graduate students.IntroductionThe annual spending of the United States on healthcare continues to rise each year and isexpected to reach $3.1 trillion by 2012, which is almost 150% of the total spending in theyear 2000 ($1.3 trillion)1. This projected spending is estimated to account for up to 17%of the Gross Domestic Production (GDP) by 2012, up from 13.2% in 20002. In otherwords, the average spending on healthcare per American is projected to double from$4,373 in 2000 to $9,216 in 2012. Hospitals are the single largest segment of the totalexpenditure on healthcare and
"think outside the box" and demonstrate critical thinking skills. The structure of discussions and Page 12.474.2the rubrics for grading convey the importance of responses and lead to very meaningful andsubstantive responses from students.Process Oriented Approach A process oriented approach to the design and use of weekly discussions in onlinecourses is recommended. This approach is shown in Figure 1. The goal of the process approachis to inculcate critical thinking skills in students, promote interactive discussion among students,and obtain timely feedback about the depth of understanding of topics covered each week in thecourse. The
conducting LANL mission-driven, multidisciplinaryengineering research and to improve recruiting, revitalization and retention of the current andfuture staff necessary to support LANL’s nuclear weapons stockpile stewardship responsibilities.The components of the Engineering Institute to be discussed in this paper are 1) the Los AlamosDynamic Summer School (LADSS), 2) a joint LANL/UCSD degree program with a uniquefocus in validated simulations, structural health monitoring, and damage prognosis, 3) jointLANL/UCSD research projects, and 4) industry short courses. This program is a possible modelfor future industry/government interactions with university partners.IntroductionLos Alamos National Laboratory (LANL) contributes to national security by
liberalarts programs and engineering programs (Ref. 3). The implementation of the concept at NJITand the concept itself (now including PhD and MBA programs) has gone through several stagesof development since that time, driven by a number of factors that reflect the transition of NJITfrom a specialized, primarily undergraduate institution to a major public research university(Ref. 1) with over 40 Master's programs, 18 doctoral programs, and graduate enrollmentapproaching 3000. The initial concept was to allow undergraduates to proceed smoothly into thenew Master's programs that were being developed, allowing enhancement of theirprofessionally-based education and providing a vehicle for faculty and students to work onMaster's level Projects and Theses
Academy of Engineering reportEngineer of 2020: Visions of Engineering in the New Century 1 states that the typical engineeringbaccalaureate degree program cannot accommodate the academic development needed now forprofessional engineers and recommends that the master’s degree be considered the first Page 12.722.2professional engineering degree. Research is the centerpiece of graduate-level engineeringeducation for it is the means by which students can apply basic engineering knowledge tosynthesize new ideas and make discoveries. The importance of research to engineering graduatestudy is validated by the ABET “General Criteria for Masters Level
responsibleleadership. Today the practice of engineering for creative technology development andinnovation is a very purposeful and systematic practice. It is not the linear or sequential processfollowing basic research as portrayed in 1945, by Vannevar Bush 1. Rather, creative engineeringprojects in industry frequently drive the need for directed strategic research efforts at universitieswhen necessary, or when anticipated, to gain a better understanding of the natural phenomenainvolved.Contrary to popular belief, engineers do not simply apply existing technology to contemporaryproblems, or sequentially transfer results from basic research into development. What engineersapply is the engineering method combined with their accumulated professional skills
can prosper over the long-term?II. National Imperative for Technology InnovationDuring the last five years of its investigation phase, the National Collaborative Task Force has examinedthe U.S. system of engineering graduate education and the need for universities, government, and industryto strengthen the development of the U.S. Engineering Workforce for competitiveness and nationalsecurity purposes. The findings of the National Collaborative include the following: Finding # 1: As the Council on Competitiveness points out ─ “Innovation will be the single most important factor in determining America’s success through the 21st century” … “For developed nations, no longer able to compete on cost, the capacity to innovate is the most
more of the following: 1) In a supervisory capacity, plans,develops, coordinates, and directs a large and important engineering project or a number of a smallprojects with many complex features. A substantial portion of the work supervised is comparable to thatdescribed for engineer IV; 2) As individual engineer, carries out complex or novel assignments requiringthe development of new or improved techniques and procedures. Work is expected to result in thedevelopment of new or improved techniques and procedures; or development of new or refinedequipment, materials, processes, products, and/or methods; 3) As staff specialist, develops and evaluatesplans and criteria for a variety of projects and activities to be carried out by others. Assesses
performing jobs classified asengineering. By 2006, that value reached approximately $150 billion.1, 2While not aninsignificant sum, an argument can be made that the actual value is much higher.Subjectively, the value could be equated to the public perception of engineering. Publicperception about most topics including engineering fluctuates. During the U.S. quest to put aman on the moon in the 1960s, engineering was recognized as a highly respected profession.Late in the 20th century, though, the desirability of engineering as a career or even as asignificantly positive contributor to society was questioned as job demand waxed and waned. Inaddition, the growth of technology was viewed by many as complicating their lives, andengineering was perceived
. The mere presence of experienced professionals in the classroom is noguarantee of a high quality interactive learning environment; instead, strategies and practicesmust by put in place to create an environment that fosters collaborative knowledge sharing. Theuse of cohort groups is one such strategy.A “cohort” has been defined as a group of students who enroll at the same time and take coursesat the same time for the duration of their educational tenure [1]. Beyond the structuralimplications of this definition, Drago-Severson [2] refers to a cohort as a “tight-knit, reliable,common-purpose group.” A cohort can also be thought of as a simple form of a “learningcommunity,” a programmatic effort to create an academic and social community for
professionally-oriented faculty who will be required to develop the professional curricula,educate professionals, and sustain the program: Current compensation for professionally oriented faculty in university non-tenure track positions is significantly less than comparable positions in industry (1/2 to 1/3). Base salary increases and the opportunity for performance based, periodic increases are required. Incentives to attract and retain high quality, experienced, professional faculty to colleges of engineering and technology must be created. Consider introducing performance based bonus options. Examples might include goals for achieving additional revenue
processmust enable the practicing engineer to develop facility with the new tools and technologies at hisdisposal. Such activities are within the psychomotor domain in the taxonomy of educationalobjectives. Hence, the professional education of practicing engineers is quite naturallycompetency based. Page 12.605.2 Figure 1: Categories in the Cognitive Domain of Bloom’s Taxonomy3. Curriculum Development – Establishing ObjectivesThe program of advanced professional education for practicing engineers has as its basisrecognition of the way that engineers grow professionally throughout their careers. The NationalCollaborative has
pedagogy, academicquality, communication skills, educational culture, academic progress of graduate students, andeducational needs of undergraduates and undergraduate programs. The approach includes acombination of short courses, seminars, regular coursework, language proficiency evaluation,and faculty developed policy in cooperation with academic administration. The programs arecontinually reviewed for quality and potential improvements. Details of the program and theachievement of best practices are described.IntroductionThe growth of graduate and doctoral programs (Ref. 1) at New Jersey Institute of Technologyhas provided an opportunity for research-involved faculty to handle their teaching duties andcontinue to perform their research at a high
students. The 2006-2007 Almanac issue of the Chronicle of Higher Educationdated August 25, 2006 shows a table "Number of Colleges by Enrollment, Fall 2003". ForNJIT's enrollment (5,000-9,999) and status (public), 377 institutions are indicated with not onebeing in the Doctoral Extensive Carnegie Classification. (Ref. 1)The Doctoral Extensive category requires an institution to award 50 or more PhDs per year over15 or more disciplines. The next category, Doctoral Intensive, requires the award of 20 or morePhDs overall. While, the Carnegie Classification System has been recently revamped, the tablesuggests that NJIT has achieved the status of being the top producer of PhDs for its enrollmentsize and type among the 377 institutions. Among all 4,140