framework for internationalization uniformly spanning all engineering, math and natural science disciplines at NAU.Dr. Harvey Charles, Northern Arizona University Dr. Harvey Charles is Vice Provost for International Education at Northern Arizona University. He pro- vides institutional leadership on strategic planning around global education, helps to facilitate global learning opportunities for students, supports faculty development opportunities through international teaching and research, and consults with colleges and universities on curriculum and campus interna- tionalization Page 21.29.1
collaborations. To help meet these goals, Harvard and USP participants were fullyintegrated in the classroom, on field visits, in hotels, and throughout their social interactions.Participants were encouraged to experience the culture of the destination cities during the freetime and organized group outings. Additionally, students were given information about potentialfunding opportunities for international internships and were encouraged to talk with facultymembers about their academic and career goals.Course planning and pre-departure preparationsIn order to plan an effective course that encompassed these comprehensive goals, a long-termcollaborative effort by a dedicated team of faculty and staff members from the three sponsoringinstitutions was
33countries that were represented at ICIC and the locations of the local committees. Page 20.29.4 Figure 1. ICIC Countries and Local Committees ( )This arrangement provided numerous settings that linked diverse groups before, during and afterthe conference. The local planning committees then merged for a big planning meeting inChicago, IL to work out the final details of the conference. This event in itself is of greatimportance as it created unparalleled opportunities for participants, most of whom are decisionmakers, to network and discuss important issues. Throughout history, business, educational, andcultural exchanges
States JuniorEnterprise was founded at UIUC to provide experiential and entrepreneurial education forengineering students through consulting projects with local start-up companies, non-profitorganizations and UIUC. This paper summarizes the history of Junior Enterprise abroad anddetails a single case study of the implementation and integration of JE at UIUC, including thecurrent state and the future plans of the Junior Enterprise movement in the United States, andoffers best practices and recommendations for other institutions.The Junior Enterprise movement originated in 1967 in France. It has fostered experientialeducation in over 20 countries for almost 50 years. Currently, JE is active in 14 Europeancountries with over 280 Junior Enterprises
-finance the cost of the experience and thedetails thereof. We have presented their responses in figure 3. Five of the Indian students and allthe three visiting Japanese students indicated their willingness. Each of them gave differentlimits; an Indian student said that he will not have any limits. Two of the Indian students wantedto consult their parents to comment on the limit. We agree that the answers would be highlyinfluenced by the financial situation of individuals and wanted to just get an indication of theextent of the benefits that they have received and collect information for planning of the nextiteration of the program. Since the cost of faculty involvement was borne by the project, we didnot ask them this question. 9 8 7 6 5
to buyer, and that farmers could potentiallymake more income than they currently do. Looking at the intersection of telecommunications and economy, it became an objectiveof the team to understand how telecommunications technology could be used to transferinformation about the market to stakeholders. As a result, the farmers would have moreinformation available to them about what their crops are worth, and boat operators ortransporters could plan more organized routes to save gas and completely fill up their boats witheach trip. The Rural Trade Communications venture is under development by the NapoNet team toaddress this disparity. Using the wireless network and smartphone technology, the farmers canbe put in contact with the
Paper ID #11040Why Invest in International Research Experiences for Undergraduates?: In-tercultural Maturity in Domestic and International REU ParticipantsDr. Cheryl Matherly, The University of Tulsa Dr. Cheryl Matherly is Vice Provost for Global Education at The University of Tulsa, where she has responsibility for the strategic leadership of the university’s plan for comprehensive internationalization. Dr. Matherly’ directs the NanoJapan program, funded by the National Science Foundation in order to expand international research opportunities for students in STEM fields. She is the recipient of two Fulbright grants for
partners inChile and Spain follow, the start dates of the internships have varied: one student was able tobegin in February, while the other two began in early March.In all cases, we carefully matched the students’ internship projects with their engineering majorin order to maximize the integrated learning outcomes of their cultural, linguistic as well astechnical hands-on experience. For example, one student in biomedical engineering has long-term plans to study medicine. As a result, his primary interest for his internship placement wasclinical. One of his major responsibilities in his internship at a medical devices company is towork with the medical professionals who are using those devices in clinical settings. Anelectrical engineering
, most were in their final semester and had taken a Waste Management course that focused on composting. The mentor was aware of the challenge and had incorporated it into his course plan that semester. In order to provide an integrated classroom experience for the biosystems students a two week case study was structured to incorporate team work, geospatial techniques with use of ESRI ArcGIS software and some cultural and social studies of Belize. Table 2: Sustainability challenge, proposed solution, and partner information for composting
possible plan for recycling inthe historic center of Venice. All garbage and recycling is collected by boat on a daily basis. Theproject involved a complex consideration of politics, economics, technology, logistics, andpeople issues. Garbage and recycling collection boats have different designs, and there exist acomplex set of traffic patterns for collection, many of which were based on historical reasonsrather than logic and most of which result in unnecessary boat trips. In addition to theengineering issues, recycling was not generally adhered to so addressing incentives andeducation was critical. The result was a plan that would allow for significant decreases in trashthat needs processing while collecting much more recycling material without
different cultures.We administered the egoless instrument on a set of Indian and Japanese students. Both the sets haveshowed similar behavior in the egoless space. The coding-related behavior is poorer than generalbehavior in case of both the Indian and Japanese students. The Japanese students have used relativelybroader range than the Indian students. While there are many syntactical differences like language, food;there seem to be many semantic similarities like work ethos, family and work values between the twocultures.The measure can be validated with the help of peer assessment. Further, we can create egoless index ofteams based on the self and peer assessments. An appropriate action plan, including changes in theteam, can be prepared to
the program. Thisaspect of culture reinforced the role of Pavlis faculty members as “leaders” of the student group,and is one of the main reasons that Pavlis trips are designed to be student-led. If the faculty hadremained with the group for the duration of the international experience, students would havehad far fewer opportunities to develop their own skills as leaders because all questions involvingdecision-making and planning would have been directed towards the faculty members.As it was, Pavlis students did experience significant improvement to communication skills aftertheir international experiences. 80% of Pavlis alumni agreed or strongly agreed that Pavlisimproved their skills in verbal communication, while 65% said it improved their
. GCOs 3(c) and 4(d)engage students in retaining "composure and equanimity when they don't have information tocope with uncertainty (tolerance for ambiguity)" and coping "with frustration, adversity, orchallenging circumstances (resilience)", both of which once again express the great challenges ofpracticing engineering in a global context. While the GCOs are written for the entire universityand all its disciplines, it is clear that many of them have a special resonance for engineeringeducation and practice.Pre-Departure Planning and the Beginning of the S.A. ExperienceThe student lifecycle for study abroad experiences at our university takes the following format.In brief, students are introduced to available programs via advertisements, flyers
online meetings in which the team reports on progress. Assessment here focuses on the ability of the team to plan realistically and work towards reaching the milestones they have defined.Problem analysis and specification documents are requested early in the project and critiqued, they also form the foundation of part of the final team grade. Teams are asked to provide an implementation timeline in the form of a Gantt Chart, in which the major sub-project dependencies should also be identified. An open source project management tool (Redmine) is used to track “billable time”, and adjust workflows as time mis-estimations become apparent over the