Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Michael Bramhall, Sheffield Hallam University; Steve Lawson, Leeds Metropolitan University; Ian Robinson, Sheffield Hallam University

Tagged Divisions

Engineering Management

Business School for twelve years where his responsibilities included Head of Division, MBA programme leader and developing and managing specialist products within the corporate and executive portfolio.Ian Robinson, Sheffield Hallam University Ian is Head of Undergraduate Studies at Sheffield Hallam University's Faculty of Arts, Computing, Engineering and Sciences. Technically he specialises in electrical drives and power electronics, but spends much of his time working in the area of engineering pedagogy. Internationally he is a trustee and member of the International Liaison Group for Engineering Education

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

2006-302: ENGINEERING MANAGEMENT IN A COMPETITIVE GLOBALENVIRONMENTWilliam Loendorf, Eastern Washington University WILLIAM R. LOENDORF obtained his B.Sc. in Engineering Science at the University of Wisconsin - Parkside, M.S. in Electrical Engineering at Colorado State University, and M.B.A. at the Lake Forest Graduate School of Management. He holds a Professional Engineer certification and was previously an Engineering Manager at Motorola. His interests include engineering management, real-time embedded systems, and digital signal processing. Page 11.571.1© American Society for Engineering

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Halvard Nystrom, University of Missouri-Rolla

Tagged Divisions

Engineering Management

2006-715: FULBRIGHT SCHOLAR PROGRAM, AN OPPORTUNITY FORENGINEERING MANAGEMENT FACULTYHalvard Nystrom, University of Missouri-Rolla Page 11.656.1© American Society for Engineering Education, 2006 Fulbright Scholar Program, Opportunity for Engineering Management FacultyAbstractThe Fulbright Scholar Program sends 800 US faculty and professionals each year toapproximately 140 countries within a large range of disciplines. Even though most ofthese opportunities are focused in arts and sciences, there are still opportunities availablefor Engineering Management faculty. Our opportunities are enhanced compared to otherengineering disciplines since we can

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina-Charlotte; Divakar Rajamani, University of Texas-Dallas

Tagged Divisions

Engineering Management

2006-2611: AN EFFECTIVE FRAMEWORK FOR TEACHING SUPPLY CHAINMANAGEMENTErtunga Ozelkan, University of North Carolina-Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor and for Tefen USA, a systems design and industrial engineering consulting firm. Dr. Ozelkan holds a Ph.D. degree in Systems and Industrial Engineering from the University of Arizona. He teaches courses on supply chain management, lean

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

summarizes the relevance of the topic to the EM Body of Knowledge.The Core category represents the topics/fields that every EM student should knowand master. Specialties are those topics/fields where a student benefits from morein-depth knowledge. Lastly, supporting topics/fields are those that help a studentunderstand the content of which EM is a part.The ABET and ASEM column indicates whether the Core, Specialty andSupporting categories are consistent with these accreditation criteria.The ABET criteria is listed in Appendix A and is the criteria used to define EMprograms. This set of criteria is used primarily for undergraduate programs.The ASEM criteria are listed in Appendix B and are to certify graduate programsin EM.Obviously, this is a “snap

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Yesim Sireli, University of North Carolina-Charlotte; S. Gary Teng, University of North Carolina-Charlotte; Ertunga Ozelkan, University of North Carolina-Charlotte

Tagged Divisions

Engineering Management

1). A: Availability of Research/Teaching Assistant (RA/TA) funding B: Application-oriented class content C: Up-to-date and real issues discussed in class D: Providing opportunities for students to involve in actual industrial practice E: Teaching systems thinking in class (business / management focus as well as engineering) F: Cooperative learning and teamwork in class G: Project-based learning H: Mailing EMGT posters to domestic and international academic institutions I: Funding for domestic and international conference/seminar/meeting attendance for the faculty J: Faculty’s efforts to produce journal articles K: Reduced teaching-load for the first

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Maria A. Perez, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

Tests. National Council on Measurement in Education. 1982. Downie, Norville M. Types of Test Scores Houghton Mifflin Company. 1968 pp. 25- 45.3 . Hatcher, L. (1994). A step-by-step approach to using the SAS(R) system for factor analysis and structural equation modeling. Cary, NC: SAS Institute.4. Lyman, Howard B. Test Scores & What They Mean. Fifth edition. New Jersey: Prentice Hall, Inc. Page 11.460.75. Nunnaly, J. (1978). Psychometric theory. New York: McGraw-Hill.6. Monroe Miller, David. Interpreting Test Scores John Wiley & Sons, Inc. 1972 pp 20- 42.7. Simon, Laura Carmen. Study of the Performance of

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Timothy Trainor, U.S. Military Academy; Heidi Hoyle, U.S. Military Academy

Tagged Divisions

Engineering Management

2006-1786: SYSTEMS ENGINEERING AS A FOUNDATION OF ENGINEERINGMANAGEMENT EDUCATIONTimothy Trainor, U.S. Military Academy Colonel Tim Trainor, Ph.D., is currently the Director of the Engineering Management Program at the United States Military Academy. He received his BS in Engineering from the USMA, his MBA from the Fuqua School of Business at Duke University, and his PhD in Industrial Engineering from North Carolina State University. His research interests include applying decision analysis techniques to solving management problems, and using optimization methods to support scheduling problems. He served in various command and staff positions in the Engineer branch of the US Army prior to

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

2006-2085: A CASE-BASED APPROACH TO SYSTEMS ARCHITECTURE ANDENGINEERING EDUCATIONJonathan Weaver, University of Detroit Mercy JONATHAN M. WEAVER, PH.D. is an Associate professor of Mechanical Engineering at the University of Detroit Mercy (UDM). He received his BSME from Virginia Tech in 1986, his MSME and PhD in ME from RPI in 1990 and 1993, respectively. He has several years of industry experience and regularly consults with an automaker on projects related to CAD, DOE, and product development. He can be reached at weaverjm@udmercy.edu.Michael Vinarcik, University of Detroit Mercy MICHAEL J. VINARCIK, P.E. is an Interior Trim Engineer with Ford Motor Company and an adjunct faculty

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Gordon Geiger, University of Arizona

Tagged Divisions

Engineering Management

2006-698: A NEW MODEL FOR UNDERGRADUATE ENGINEERINGEDUCATION? THE ENGINEERING MANAGEMENT CURRICULUM AT THEUNIVERSITY OF ARIZONA: A TEMPLATE FOR UNDERGRADUATEENGINEERING EDUCATIONGordon Geiger, University of Arizona Page 11.84.1© American Society for Engineering Education, 2006 The Engineering Management Curriculum at the University of Arizona: A Template for Undergraduate Engineering EducationIntroduction The role of the engineering graduate in society has been studied and it is clear thatmany holder’s of a Bachelor’s degree in engineering are not doing engineering, butinstead are in the ranks of management, from shift supervisor, early in

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

% Yes B. Organization or Group 24 %2. Quantitative / Methodical 11% 11% 12% 14% 0% 17% 0-17 16 18% Yes A. Quantitative %2. Quantitative / Methodical 22% 11% 12% 14% 17% 0% 0-22 13 10% Yes B. Methodical %3. Accounting/Finance/Econ. 11% 11% 0% 0% 34% 17% 0-17 7% 9% Yes A. Accounting / Finance3. Accounting/Finance/Econ. 11% 11% 12% 14% 17% 17% 11- 14 12% Yes B. Economics

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Keith Plemmons

Tagged Divisions

Engineering Management

addresses the requirements for Outcome 13 in the following statement, “Outcome 13(includes “understanding the elements of project management”) should be taken to Level 1(recognition) in the B and/or M/30.” The “B and/or M/30” refers to a Bachelors degree and/or aMaster’s degree or 30 credits, and represents to the total post-secondary education expected tofulfill the requirements for professional licensing and practice in civil engineering4.Level 1 or recognition is associated with the lower two levels of Blooms Taxonomy -Knowledge (memorization and recall) and comprehension. Knowledge “consists of facts,conventions, definitions, jargon, technical terms, classifications, categories, and criteria.Knowledge is necessary but not sufficient for solving

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Raghvinder Sangwan, Pennsylvania State University; Kathryn Jablokow, Pennsylvania State University-Great Valley; Matt Bass, Siemens Corporate Research; Dan Paulish, Siemens Corporate Research

Tagged Divisions

Engineering Management

chance to explore different problem formulations, and they are generallymore comfortable with ambiguity in the definition of a problem. Innovators often delight indefining and redefining problems using new perspectives, even when a problem statement issupplied. This can lead to difficulties for themselves and others, however, if they have notlearned to discipline their behavior and converge on a suitable definition in a reasonable time.3.3. Problem A, Problem B, and the Paradox of StructureWith brief descriptions of cognitive level and cognitive style in hand, and some basicobservations on how they impact shared understanding, we will now consider several more keyconcepts from Kirton’s theory of problem solving that relate to collaboration

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Erin Brown, Valparaiso University; Doug Tougaw, Valparaiso University

Tagged Divisions

Engineering Management

recruitment efforts for both programs are highly personalized, with a great deal oftime and energy going into making personal contacts and establishing long-term relationshipsthat promote honesty and an understanding of how the programs offered by the university canpromote the student’s long-term professional goals.References1. C. J. Nixon , “Key Business Competencies for New Aerospace Engineers,” Proceedings of the 2005 American Society for Engineering Education Annual Conference & Exposition (2005).2. B. R. Dickson, “The Engineer Ought To Be A Man Of Business,” Proceedings of the 2004 American Society for Engineering Education Annual Conference & Exposition (2004).3. George Suckarieh, Jason Krupar, “Leadership and Teamwork

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Leroy Cox, University of Missouri-Rolla; Susan Murray, University of Missouri-Rolla; David Spurlock, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

build team members’ pride in being associated with the team.Virtual team leaders should also realize that those working in the virtual team need a certainlevel of consideration. They must feel as though their leader treats them as though they are avaluable member of the team and that they bring something to the working relationship that noother team member does. This is not a mandate that the leader becomes involved in theintricacies of each team members’ life, but that the leader realizes that “Joe is different fromSally, who is different from Erica, etc.” In short, each team member is different, and the leadercannot relate to everyone in the same by-rote manner.References1. Avolio, B. J., Sivasubramaniam, N., Murry, W.D., Jung, D.I., &

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

William Peterson, Old Dominion University; Morgan Henrie, University of Alaska Anchorage; Shannon Bowling, Old Dominion University

Tagged Divisions

Engineering Management

on an equal footing in Page 11.1449.4 the content of the programs. 4. The management aspects of engineering need to be a portion of every engineering management course – “once we get the number, what does it mean and what do we do with it” should be central to every course. No course in engineering management can stop once the number is found. 5. Faculties in engineering management programs need to include a solid leavening of people who either (a) have an EM degree (and thus meet the expectations for admittance to typical EM graduate programs of practical engineering experience) or (b) have had

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

business. The quantitativesampling strategy used in selecting the population was non-probability, convenience sampling[15]. The population was readily available and convenient. In addition, the populationrepresented some characteristics of the target population. The student teams resemble self-managed teams in the following ways: (a) self-led, (b) shared responsibility, (c) shared goals, Page 11.228.16and (d) high autonomy. Each team is assigned a team project for the 2006 spring semester.Instrumentation The measuring instrument for the independent variable is the 36-Item ManagerialBehavior Instrument developed by Lawrence, K.A., Quinn, R.E

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Rosida Coowar, University of Central Florida; Sandra Furterer, University of Central Florida; Temitayo Akinrefon, University of Central Florida; Ala` Battikhi, University of Central Florida; Ana Ferreras, University of Central Florida; Kelvin Gibson, University of Central Florida; Ramamoorthy Lakkoju, University of Central Florida; Katherine Meza, University of Central Florida

Tagged Divisions

Engineering Management

decision: a. Invite to apply with waived fees b. Invite to apply without waived fees c. Not invite to apply d. Conditional approval e. Decision PendingThe results indicated that 40% of the pre-applicants had been invited to submit an applicationwith fees waived and 19% had been invited without fees waived.See Figure 4. Figure 4: Decision DistributionThe time taken for a graduate coordinator to make a decision was calculated by taking thedifference between the date the pre-application was submitted and the date on which the decisionwas made, taking into consideration only working days and disregarding semester breaks. Theresults

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Wade Shaw, Florida Tech; Muzaffar Shaikh, Florida Tech; Carmo D'Cruz, Florida Tech

Tagged Divisions

Engineering Management

University”. Stanford. CA. 1997.17. Jansen, C. and D. Jamison. “Technology Transfer and Economic Growth. Salt Lake City, Utah.” The University of Utah. 1999.18. Gartner, William B. “What Are We Talking About When We Talk About Entrepreneurship ?” Journal of Business Venturing, (5), 1990 pp. 1519. D’Cruz, Carmo and P. Vaidyanathan “A Holistic Approach to Teaching Engineering Entrepreneurship and Technology Commercialization” - Proc. of ASEE National Conference, Nashville, Jun 200320. Kirzner, Israel. “The Entrepreneurial Process” in The Environment for Entrepreneurship, ed. Calvin A. Kent (Lexington Books, 1984) p. 4121. Knight Russell M. “Can Business Schools Produce Entrepreneurs ? An Empirical Study

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Jerry Westbrook, University of Alabama-Huntsville

Tagged Divisions

Engineering Management

confidence in graduates fromcertified programs. Exhibit 1. ASEM Certification Standards4 Academic Standards A. Faculty: 1. There will be at least one full time EM faculty member responsible for the program. 2. Full time faculty members will teach one-third or more of the courses. State how many of these are faculty members are designated Engineering Management. 3. The faculty workload must be reasonable and appropriate for the stated mission of the program. B. Curriculum Requirements 1. A balance between qualitative and quantitative courses 2. At least one third of the curriculum will be management and management related courses. 3. Courses designated “Engineering Management” are in the academic

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Robert Parden, Santa Clara University

Tagged Divisions

Engineering Management

increasing their knowledge ofthe global business systems in which their research, development, and design decisions will beutilized. To these goals we add leadership--leadership to reach next-level productivity in everyfacet of the knowledge-intensive firm.Historical Productivity StudiesProductivity is not a new concern. In 1974, Robert Ranftl reported for The Hughes AircraftCompany, an investigation of the way to improve productivity in Technology-BasedOrganizations.It is titled “R and D Productivity. (1) This study involved hundreds of contributors in theAerospace Industry. Their conclusions:1. Productivity improvement in virtually any organization is there for the asking.2. There are significant untapped resources in every individual.3. The

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Cassandra Elrod, University of Missouri-Rolla; William Daughton, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

2006-11: INTRODUCING ENGINEERING MANAGEMENT TO HIGH SCHOOLSTUDENTSCassandra Elrod, University of Missouri-Rolla Cassandra C. Elrod is a doctoral student in the Engineering Management and Systems Engineering Department at the University of Missouri, Rolla (UMR). She holds a BS and MS in Engineering Management from UMR.William Daughton, University of Missouri-Rolla (ENG) Willam J. Daughton is Professor and Chair of the Engineering Management and Systems Engineering Department at the University of Missouri - Rolla. Page 11.831.1© American Society for Engineering Education, 2006 Introducing Engineering

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Ron Foster, University of Arkansas; Ken Vickers, University of Arkansas

Tagged Divisions

Engineering Management

2006-1701: EMBEDDING THEORY AND PRACTICE OF TECHNOLOGY GROUPMANAGEMENT IN AN INTERDISCIPLINARY SCIENCE/ENGINEERINGGRADUATE PROGRAMKen Vickers, University of Arkansas Ken Vickers is a Research Professor in Physics at the University of Arkansas, and has served as Director of the interdisciplinary Microelectronics-Photonics Graduate Program since April 1998. He worked for Texas Instruments from 1977 through March 1998 in integrated circuit fabrication engineering, and has authored thirty issued patents. He received BS and MS degrees in Physics from the University of Arkansas in 1976 and 1978 respectively.Ron Foster, University of Arkansas Ron Foster is a Research Associate Professor at the University

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

adjunct faculty member at the University of Detroit Mercy. He received a B.S.(Metallurgical Engineering) from The Ohio State University in 1990, an MBA from the University of Michigan in 1997, and an MS Product Development from the University of Detroit Mercy in 2004. He has fifteen years of automotive experience and is active in numerous technical and professional societies. Page 11.333.1© American Society for Engineering Education, 2006 Combining Systems Architecture and Systems Engineering in an Engineering Management ProgramAbstractThe discipline of systems engineering is

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

2006-146: MODERNIZING TEACHING METHODS IN THE CLASSROOM – DOESIT IMPACT STUDENT PERFORMANCE?Kathryn Abel, Stevens Institute of Technology Kate Abel serves as the Program Director for the Bachelor of Engineering in Engineering Management Program in the Charles V. Schaefer, Jr. School of Engineering at Stevens Institute of Technology. She holds a Ph.D. in Technology Management and Applied Psychology. She teaches courses in Total Quality Management, Engineering Economy, Entrepreneurial Analysis of Engineering Design, Statistics for Engineering Managers, Engineering Management and Senior Design. Her research areas include knowledge engineering, as well as, knowledge and information management