advising, career guidance,and faculty support are frequently reported by students who leave an engineering program(Seymour et al., 1997, Meyer et al., 2014). Regardless of these challenges it is important forengineering programs to be aware of these realities when developing and implementing retentioninitiatives.Temple University’s Project SOARTraditionally, Temple University has responded to the issue of low rates of success and retentionin its engineering courses and programs by providing support interventions for strugglingstudents. In fact, at Temple we have robust student support services, including tutoring, examreview sessions for select courses, peer assisted study sessions, coaching on academic skillsdevelopment, a writing center, and
ABET defines Program Educational Objectives as “broad statements that describe whatgraduates are expected to attain within a few years of graduation; program educational objectivesare based on the needs of the program’s constituents.” The program constituents are interestedparties, person or groups having an interest in the performance or success of the program.Strictly using this definition, constituents of an engineering education program, may includealumni, employers, local industry, faculty and students. However, faculty and students areinternal to the program and may have limited perspective of what graduates are expected toattain a few years after graduation, with the exception of faculty in a program with a highpercentage of its
business environment and students need exposure to these team types as partof their education. Students in our programs should have an awareness of the types of teams andhow they function in an organization. Common team types found in the literature are: Functional teams perform specific functions in an organization. Sometimes they are called department teams. These teams have members from the same department or work area who meet regularly. Individuals relate to a specialty or focus he or she has mastered, with everyone working toward achieving goals outlined in the company’s mission statement. A manager holds the primary responsibility, with subordinates reporting to this person. Often, these are permanent
’ problemsolving and decision making skills (CRLT, n.d.). The curricula in business, law and medicalschools have been based for decades on the analysis of real world cases; however, this has notbeen the case in engineering. We believe that what-if case studies of social and societal issueshave the potential to not only bring URM and women students into the engineering fold, butalso to make our mainstream engineering students more involved and intellectually morecurious about social issues.We need to provide a ready-to-use platform for such explorations at the university level. Itshould help nudge engineering faculty members and students to become more open tocollaboration with colleagues in liberal arts. This ‘platform’ at our university has been a multi
include primingstudents for subsequent ‘design spine’ courses and their final-year BME capstone experience, anddeveloping interactive project-based teaching at scale. The two faculty who teach this course(Frow, Smith) have co-developed the content over the past two years; we also meet biweeklyduring the academic year with faculty members teaching the other BME ‘design spine’ courses, tocoordinate program content and learning outcomes across courses.Our semester-long course focuses on global healthcare markets and device design for low-resourcesettings. The course revolves around an open-ended, team-based design project (Smith et al. 2005).A core aim is to foster curiosity and creativity1 in students’ first formal experience of engineeringdesign
: A Case StudyThe context of this case study is the development of a technology-focused, transdisciplinaryprogram at a large research-intensive Midwestern university. This program is part of a largerinitiative supported by the university to experiment with new educational approaches. The visionfor this initiative was to prepare students to succeed across their future career—which mayinclude jobs that do not exist today. A group of interested faculty fellows were charged withinvestigating new educational approaches that met the values of: (a) viewing the student as awhole person; (b) welcoming diversity and access for all; (c) student autonomy; (d) risk-takingas an important component to learning; and (e) openness fostered through sharing
skillsets in waysthat would be pertinent for cover letters, personal statements for graduate school, or ininterviews. Prior to the workshop, students were prompted to write a mini professional“snapshot” that summarized their personal and professional skills. In the workshop, studentspracticed delivering their snapshots orally to peers for feedback on novelty and clarity. Theworkshop was led by a faculty member in our college of humanities and social sciences whoteaches a course on strategies for communicating a public, professional ethos.Week 3. Workshop 3. “The Delivery: Novel Research Talks.” This workshop aimed toprepare students for their final “Speak Up!” activity: a public, three-minute research presentation(3MRP)--3 minutes, 3 slides max, 3
- St. Louis Section. He has eight years of formal experience with K-12 engineering education.Dr. Shannon M. Sipes, Indiana University Shannon M. Sipes is an instructional consultant in the Center for Innovative Teaching and Learning at IU. In this role she provides professional development and individual consultation services for faculty with questions regarding their own teaching and student learning. Prior to her current role, she has served as the director of assessment helping faculty members with SOTL projects and classroom assessment. Shannon holds B.S. and M.A. degrees in psychology and a Ph.D. in curriculum and instruction with a focus on higher education.Mr. Jacob W. Benton, Primoris Services Corporation
assessment – can be assessed as a performance of an individual student (author judgment) ABET – important to ABET accreditation (existing and proposed criteria) [3] Industry value – valued by industry (combined survey data) Institution importance – typically valued by educational institutions (TUEE 2nd workshop) [9] Student value – valued by students (TUEE 2nd workshop) [9] Industry dissatisfaction – reported by industry as lacking in graduates (TUEE 1st workshop) [1]Table 3 shows a decision matrix used to consider each outcome in the light of these factorsimportant to assessment in capstone design courses. A weighting for each need (1 to 5) isassigned in column two. A score indicating how well
one if I'm lucky. They are also responsible for assessing the technical merit of the student's final report. The course coordinator moderates this mark." [AUS31] "One faculty member runs the course and does the bulk of the assessment. Other New Zealand faculty members supervise student design groups." [NZ3] "Informally." [NZ8]3.5 Projects and TeamsFigure 12 displays the range of sources of capstone design projects for Australia, New Zealand,and the United States. Faculty research and industry/government were the two most popularchoices. Strikingly, 100% of respondents from New Zealand reported use of faculty research as aproject source, compared to Australia’s 76%, and the
students are extremely limited.Service-learning Service Learning has been defined as, “an instructional method that combines communityservice with classroom instruction, focusing on critical reflective thinking as well as personal andcivic responsibility” (Robinson, 1999, p. 1). Research demonstrates the numerous positiveimpacts of academic service-learning: improvement of academic achievement across disciplinesincluding those of students who require remediation and those engaged in career and technical(CTE) majors; attainment of general education objectives and workplace skills such as criticalthinking, teamwork, and problem solving; increased student retention; and cognitive and attitudedevelopment (Eyler & Giles, 1997; Astin et al
institution, our annual career fair is characterized by a number oflarge companies that recruit every year. Both employers and students hope thisrelationship will continue.However, even students who are satisfied with the best positions and careers generallyavailable can benefit from the skills of an entrepreneur, that person who is not satisfiedwith what is and wants instead to bring some different vision to life. As we continue torefine our negotiations assignment, we hope to contribute to the development of theEngineer of 202015: engineers who exhibit “practical ingenuity,” “skill in planning,combining, and adapting” (54-55); creativity, that “indispensible quality forengineering” (55); good communication, the “ability to listen effectively as
, including high school students, undergraduate and graduate students, and practicing engineers and scientists • Regular opportunities through middle school and high school to reconnect with program peers and role models at reunions, as a staff member, or through other university programsFrom the perspectives of Camp Reach participants in one study (Demetry & Sontgerath, 2013),the program elements with the most lasting positive impact were returning to the program as astaff member, the prevalence of role models, and the teamwork infused in all activities.The selection of Camp Reach participants was designed to enable creation and tracking of aControl group. The application requires only an essay; no measures
Paper ID #19667Engaging Engineers in Inclusive Cultural Change Through a New Method,Articulating a Succinct DescriptionEmily E. Liptow, California Polytechnic State University, San Luis Obispo Emily Liptow is an AmeriCorps VISTA member at California Polytechnic State University in San Luis Obispo. She is involved with a variety of diversity and inclusion efforts in the College of Engineering ranging from student support programs, faculty bias awareness trainings, and inclusive cultural change. She is a recent Industrial and Systems Engineering graduate from Ohio State University, where she was also very involved with
, acontextualized international development project partnering with UNHCR Zambia that the students workon remotely from on campus as part of their curriculum, an extra-curricular design project workinginternationally on a development project with a partner community and a design project based studyabroad project in a developing country. Through this we hope to understand the relative importance ofinternational experience to becoming a globally competent engineer and can students gain a reasonablelevel of competence through introducing global perspectives into their classroom or do they need to travelabroad?IntroductionEngineering student’s ability to graduate and work in an increasingly global engineering marketplace isfundamental to their future success
a statistically significant positive long-term effect onparticipants’ perceptions of engineering. Overall, the study showed the benefits of usingnumerous role-models in the program (such as graduate students and faculty in STEM fields, andhigh school girls with STEM interests), reinforcing what many other programs have shown.Ivey and Palazolo12 conducted a study of an engineering outreach program that began in 2004,in Memphis. This program, a one-week session with an emphasis on girls from minority groupstraditionally underrepresented in STEM, was to increase the number of girls pursuing careers inSTEM fields. While only 10% of participants responded to the survey, results showed that 73%of the respondents changed their middle/high school