AC 2009-2069: PERSPECTIVES ON "CAREER AND FAMILY" ALTERNATIVESFOR FEMALE ENGINEERING FACULTYSaeed Moaveni, Minnesota State University, Mankato Saeed Moaveni is Professor of Mechanical Engineering and former Chair of Department of Mechanical and Civil Engineering at Minnesota State University, Mankato. Dr. Moaveni has over 20 years of professional experience and is a registered P.E. in New York. He is the author of two popular text books in finite element method and engineering fundamentals.Deborah Nykanen, Minnesota State University, Mankato Deborah K. Nykanen is an Associate Professor of Civil Engineering at Minnesota State University, Mankato. Her teaching, research and professional experience
AC 2009-840: SUPPORT FOR FACULTY WRITING PROPOSALS TO NEWINVESTIGATOR PROGRAMSLaurie Garton, Texas Engineering Experiment Station Dr. Laurie Garton is a Senior Research Development Associate with the Texas Engineering Experiment Station Office of Strategic Research Development. She has BS, ME, and PhD degrees in civil engineering (environmental) from Texas A&M University and was an engineering faculty member before joining TEES in 1999 where she has worked on technical research project grants related to interdisciplinary environmental themes. Currently she leads the TEES New Faculty Initiative targeting grants such as the NSF CAREER awards for untenured engineering faculty
Academic Wealth and Balance: Perspectives from Two Decades down the RoadIntroductionNew engineering educators (NEE for both singular and plural forms) must integrate with seniorengineering educators (SEE for both singular and plural forms) in pursuit of unit, institutional,and career goals. Considering the rapid change and increase in diversity in engineeringeducation, perspectives may vary widely among faculty members and constituents of anacademic unit. This can lead to diverse approaches for addressing challenges and opportunitiesthat can leave NEE perplexed, frustrated, and inhibited regarding how to initiate and respond todiscussions of such. This may be partially due to random individual-to-individual differences inopinion, but in
AC 2009-545: DESIGNING EFFECTIVE EDUCATIONAL INITIATIVES FORGRANT PROPOSALSDonna Llewellyn, Georgia Institute of Technology Dr. Donna C. Llewellyn is the Director of the Center for the Enhancement of Teaching and Learning (CETL)at Georgia Tech. Donna received her B.A. in Mathematics from Swarthmore College, her M.S. in Operations Research from Stanford University, and her Ph.D. in Operations Research from Cornell University. After working as a faculty member in the School of Industrial and Systems Engineering at Georgia Tech, she changed career paths to lead CETL where she works with faculty, instructors, and graduate students to help them teach effectively so that our students can
Need to Know, But Don’t Know to AskAbstract A smooth transition to life at an academic institution and the surrounding community isessential to the professional careers of new faculty members. The transition begins during thehiring process and startup package negotiations. Once at an institution, aspects of academiaincluding teaching, proposal writing, and the tenure process inevitably generate issues andconcerns for new faculty members. Research has shown that mentoring new faculty membersearly in their academic career can have significant impact on professional success. This isespecially true at a research-based institution where the demands of funded scholarship add anextra level of complexity. A survey was conducted of
, curriculum changes, student affairs, courseofferings, new initiatives), and more. These examples could also apply in a mentor relationship.In addition special note is made relating to the ease of communication and collaboration from alife-long experience of working together as a “team” (e.g., sports teams, Boy Scouts, etc.).Finally the authors note the “two-way street” advantage. For example, the son uses his father’svaluable insight and time-tested resources to aid in career advancement. In turn, the son’s freshperspective and effort necessary for promotion aids the father in remaining active and current inthe discipline. Again, the mentor relationship can prosper from the “two-way street” advantage.1. IntroductionThe authors of this paper are
) Page 14.992.7 “Fundamentals of Creative Thinking” “Good Customer Service is Good for Everyone” “Creative Thinking for Creative Writing” “Improving Your Creative Thinking” “How To Jumpstart Your Career To Achieve Career Success” “Importance Of Diversity Training” “Sexual Harassment In The Workplace” “Becoming An Effective Leader” “Affirmative Action In The Workplace” “Diversity In The Workplace” “Discrimination And Harassment In The Workplace” “Leadership And Teambuilding” “Equal Employment Opportunity In The Hotel/Restaurant Industry”Example 3: Based on the authors’ expertise and consulting
member to either have this skill set or to be willing to work for it?In this paper, we offer our experiences and advice for new faculty as they begin the process ofanalyzing instruction. We caution that educational research is time consuming and that one needsto thoughtfully reconcile if it is worthwhile and if it is the right time in your career to take onsuch endeavors. We will share what we’ve learned in this process and warn you of the error ofour ways. This paper is not meant to be an exhaustive explanation of the techniques and tools forscientific inquiry of education, but rather it provides a practical look at how and why to conductsystematic studies on instruction.A basic definition states, “Educational research is the application of the
opportunity to assist the student inrealizing their potential and guiding them as they begin their professional career. This is aneffort that can only be accomplished if the parties involved work as a team. Thus, the first step isto develop a team environment. To do this there must be a clear understanding of individualgoals: where the faculty member wants to be in three to five years and how the relationship willsupport the associated goals; and, where the graduate student wants to be at the same time andhow the relationship supports their goal. Using the “rules” above, there must be an agreement asto what each member can add to the team, there must be communication between members, andboth need to listen so that there is no misunderstanding about
being kicked around. These activities can be de-stressors thatactually recharge the batteries before the next task. “Personal Time” can also be moments whenyou just think and reflect on the positive aspects of life: sometimes you just have to stop andsmell the roses4. It may also be time spent applying for positions, summer employment or arelaxing trip as a reward for good work. In “Wasted Time,” “Personal Time” can be an excusenot to do things that are more important in a career sense. Computer games fall in this categoryas do long phone calls to friends, emails just to catch up, and any other “necessary” obligations Page 14.835.4that can wait
National Engineering Award in 2003, the highest honor given by AAES. In 2002 she was named the Distinguished Engineering Educator by the Society of Women Engineers. Her awards are based on her mentoring of students, especially women and underrepresented minority students, and her research in the areas of recruitment and retention. A SWE and ASEE Fellow, she is a frequent speaker on career opportunities and diversity in engineering. Page 14.825.1© American Society for Engineering Education, 2009 Keeping in Touch with Your Class: Short Class EvaluationsAbstractEspecially for a beginning or fairly new
discipline o At the end of the semester (due by December 18), reviewing the TA experience in light of his own career goals and providing feedback to Donna on her teaching approaches 1 Solicited and unsolicited feedback from Sociology 100 students regarding XXX’s work with them (10 points)______________________________________ ___________________Donna C. Bird Date______________________________________ ___________________XXX Date Page