-buildingactivities between 2003 and 2011 that occurred between the PROMISE AGEP director and theUMET university community. The activities in Table 1 demonstrate the results of those earlyactivities, and showcase information and dissemination events that were developed byPROMISE at UMBC to serve larger groups of students. We spent 9 years with UMET in small-scale meetings that led to expanded engagement. Between 2003 and 2010, UMBC and UMETspent time building relationships through meetings, facilitating faculty and administratorexchanges, mentoring students, collaborating with faculty on ideas for expanding curricula, andwriting some grants to the National Institutes of Health, and the National Science Foundation tosupport our activities. In 2012, UMBC and
, professional devel- opment, and educational outreach programs. She is co-PI for a National Science Foundation (NSF) grant to broaden participation among minority engineering students through engagement in innovation and entrepreneurship and a co-PI for an i6 Challenge grant through the U.S. Economic Development Admin- istration (EDA) to foster regional economic development through innovation and new business start-ups. She is institutional integrator for the Partnership for the Advancement of Engineering Education (PACE) at NMSU. She is also co-lead for a NSF funded Pathways to Innovation cohort at NMSU with a focus on integrating innovation and entrepreneurship into the engineering curriculum through a blending of indus
importance of some competencies. In particular, engineersmust supplement technical mastery with communication and business skills, ability to workeffectively as an individual and as a member or leader of a team, understanding of ethical,health, and safety issues, as well as social impact of engineering solutions and theirprofessional activity. The importance of life-long learning in engineering profession is alsoincreasing because of a rapidly changing technologies and industry demands. To translatecurrent and perspective needs of industry and to eliminate a mismatch between academicrequirements and competencies needed in the workplace national engineering educationsocieties are created. They provide an opportunity for stakeholders to be engaged
TTU. The visit allowed further development of the student exchange modelabroad program and signing of the letter of intent agreement. On March 2015, a TTU team visitUninorte to sign the student exchange agreement and to offer a presentation at Uninorte’sCatedra Europa international week event as the keynote speaker. Program DescriptionThe Uninorte-TTU Study Abroad-Research Experience is an eight (8) week summer programthat engages engineering students and faculty in a bilateral exchange that creates an academic-research-societal interaction linked to current society needs. Led by a group of faculty from bothinstitutions that share mutual research interests in Renewable/Sustainable Energy, the
international education fairs and recruitment events; 3. Partnering with other organizations for recruiting (colleges and universities, non-profit and governmental institutions, high schools, for-profit organizations); 4. Passive Marketing such as web advertising- online, brochures and booklets, and others; 5. Utilizing staff and faculty; 6. Utilizing alumni; 7. Utilizing agents; and 8. Snowballing or word-of-mouth [3]. Best Practices in Retaining International Students that emerged from the data on Özturgut (2013)’s study and the review of relevant literature are: 1. International Student & Scholar Services Staff; 2. Academic Programming and Support, 3. Social and Cultural Engagement and Support; and 4. Financial Aid, Health
students’ engagement, learningexperiences, and skill development. Multiple studies have suggested that facultymembers using active and collaborative learning approaches, interacting with studentsfrequently, and creating a supportive teaching and learning environment in theclassroom had impact on higher levels of student engagement (Kuh, 2001; Pascarella,2001; Umbach, 2005). Other findings also suggested that the more students wereinvolved in the above-mentioned educational practices, the more would they developtheir learning skills and personal development (Kuh, 2003; Lee, 2010). Therefore,student engagement serves as an important indicator for assessing teaching andlearning.Context of the StudyUniversity H is a leading research-intensive
course. This will bring the total number of STU students participating inthe program to 29. Given the Design students’ background, each of the eight design teamsshould experience an improvement in the aesthetic quality of their final design. A second changeis that students from both UCalgary and STU will be surveyed using the Miville-GuzmanUniversality-Diversity Scale – Short form8,9,10 both before and after the program to assess howopenness and appreciation of cultural diversity changes through the student experience, and howopenness and appreciation have an impact on both the design process and team performance.A third potential evolution under consideration involves the addition of Technion undergraduatestudents to the program. Shantou
) The main mode of the participants’ engagement in scientific research work: Mainly the collaboration between small-scale academic communities and the tackling of key problems with large-scale scientific research teams, accounting for 48.78% and 43.90% respectively.Chart 8 The main mode of the participants’ engagement in scientific research work Chart 9 Main roles they play in scientific research: (multiple choice)(2) As for the type of research result contributes significantly in scientific research, 52.99% of the engineers think technological inventions and patents play a key role for them to stand out in the scientific research field, 26.50% think academic papers, 15.38% think strategic consulting reports, and 17.09% think
only a tinypercentage (in 2012-13 it was 3.2 %) of all US students studying abroad went for the entire year.A short-term stay abroad is often the only venue for global engagement for engineering studentswho are concerned about extra costs, efforts and about graduating on time. As a stand-aloneactivity it is, in and of itself, a valuable opportunity to infuse global citizenry and related culturallearning into the engineering curriculum. At the University of Rhode Island, whose Provost andVice President of Academic Affairs has made “Global Citizenry” a priority of his AcademicPlanii, short-term opportunities are becoming increasingly more important in an effort to increasethe percentage of students going abroad even if only for a two-week
universities located in the U.S., China, India, Canada, and ChineseTaipei. Development challenges confronted by the leadership team pertained to planning andlogistical issues and technology issues. Students gained tremendous knowledge aboutconstruction practices and issues in other countries and got a taste of what it will be like whenthey work in the real world and are faced with communication issues on multi-national teams.The significance of this paper is to provide lessons learned to help others better understand thechallenges of developing a successful partnership among multiple international universities.IntroductionAs in many other industries, globalization is having a significant impact on engineeringeducation and the construction industry
isachieved by the synthesis of inverted, interactive, and international learning in networkedclassrooms on distributed campuses, while learning technologies are used strategically to enablethe new pedagogy to enrich the learning experiences and outcomes of all domestic andinternational students on local and remote campuses at multiple universities. Such a different, ifnot unique, pedagogy is developed based on three basic premises: (1) contextual understanding isbest achieved via direct engagements (as opposed to linear lecturing), hence the "inverted"learning, (2) what students learn depends on with whom they learn (instead of from whom theylearn), hence the "interactive" learning, and (3) diversity increases learning opportunity foreveryone, hence
Paper ID #14302The Attributes of a Global Engineer: Results and Recommendations from aMulti-Year ProjectDr. Stephen Hundley, Indiana University-Purdue University Indianapolis (IUPUI) Stephen Hundley is Chair and Professor in the Department of Technology Leadership and Communication at Indiana University-Purdue University Indianapolis (IUPUI). He also serves as IUPUI’s Associate Vice Chancellor for Strategic Initiatives. Stephen holds a Ph.D. from American University in Washington, D.C., and has published and presented on the topics of workforce engagement, adult learning, STEM education, and higher education administration
David A. Delaine has a Ph.D. in electrical engineering from Drexel University, in Philadelphia, USA. He currently serves as an executive member of the International Federation of Engineering Education Societies (IFEES), as Vice President for Student Engagement, Diversity, and Inclusion. IFEES aims to strengthen engineering education practices around the world. He has recently completed his tenure as a Fulbright Scholar and is currently performing research as a FAPESP postdoctoral researcher with Prof. Dr. Jose Roberto Cardoso at the Escola Polit´ecnica da Universidade de S˜ao Paulo for his project titled ”Assessing the Impact of One Boundary Spanner on University-wide STEM Educational engagement” where he will
CultureelErfgoed (Cultural Heritage Agency of the Netherlands) that allows two mechanicalengineering students to complete summer undergraduate research projects at the intersectionof art and engineering in Amsterdam. Another is a University-wide program on service-learning in East Kenya that allows at least one engineering student to complete a projectrelated to his or her major for a rural community; typically these are clean water andsanitation projects that appeal to civil engineering students. We have also supported severalsenior capstone projects with an intercultural component including some with a travelexperience. Finally, in spring 2015, the Shiley School started offering an elective, EGR430Global Engineering that includes an international
andcollaborations. Subsequently, intercultural communication training will afford women of colorengineering faculty with an additional capital at their disposal when navigating interculturaldifferences in their career advancing international mentoring relationships, networks, andcollaborations.Promising Practices at the University of Maryland, Baltimore County UMBC is a nationally recognized leader in preparing underrepresented minority (URM)students for careers in science and engineering through its Meyerhoff Scholars program and alsofor increasing the number and diversity of Ph.D. graduate who go on to academic careersthrough its NSF-funded PROMISE: Maryland’s AGEP program, and the NIH MeyerhoffGraduate Fellows program. UMBC is also a recipient of a now
seminars,internships, learning communities, and capstone projects compared to only two anecdotalreferences to study aboard.This paper postulates that ABET’s Student Outcome 3(h) “the broad education necessary tounderstand the impact of engineering solutions in a global, economic, environmental, andsocietal context” and Student Outcome 3(i) "a recognition of the need for, and an ability toengage in lifelong learning" are not mutually exclusive but rather interdependent and mutualisticin nature. Outcomes by their very nature describes what students should know or can do by thetime of graduation. The implication is therefore, that lifelong learning and a global perspectivemust originate within the 4-year engineering curriculum/program. The
collaborative mechanisms to be used for establishing anykind of initial connection for establishing collaborations.Once the collaboration is established then the next step is maintaining this collaboration. One ofthe important factor that can help in maintaining strong relationships among collaborating Page 19.21.2institutions is to always stay in touch and keep regular communication channels open. Authors1 report importance of feedback and sharing of ideas. Any such feedback will have no impact ifcollaborating institutions are not listening to each other. International collaborations may includeaccepting various and at times opposing ideas that
it at all levels. 4. Use research strategically and more practically. 5. Engage the foreign language learning community as an ally and partner. 6. Secure buy-in from the top of institutions in order to mandate change. 7. Fix the broken systems on campuses that unnecessarily hinder study abroad. 8. Provide incentives to all stakeholders who stand to gain by expanding study abroad. 9. Develop creative partnerships with the private sector to raise funds, increase public awareness and link study abroad to careers. 10. Make global locally relevant to parents, communities and businesses. 11. Don’t be afraid to consider radical ideas. [2]The international Internship Program being described in this paper falls under
internships for the LDP members and have hired graduates from the program; Led over 40 community service projects The program’s success has led many companies such as Advanced Technology Service (ATS),Boeing and Nucor to become sponsors of the program. These companies are willing to hire thesestudents because they are better prepared to work in their companies and to be the future technicalleader that the company needs. The endorsement of ATS summarizes the program's outcome: “SIUC’s Leadership Development Program does an outstanding job of preparing the students to enter the workforce with the readiness to assume leadership positions quickly. ATS utilizes this program as one of our key talents pools for