more theoretical andtraditional academic curricula.The findings confirm this concern as the study has identified work experience as a significantvariable for the faculty’s view on including work related issues in their teaching. The findingsshow that faculty members with less work experience outside academia are less interested inincluding work related issues in their teaching, while faculty members with more workexperience are more interested in including work related issues in their teaching. This mightbe a serious concern for – at least – many of the European universities as there has been atrend to merge engineering colleges (bachelor level) with universities (master level). At theengineering colleges, many faculty members had a background
purposelyremaining neutral on their personal stance with these issues.3.1 Issue #1: Unmanned Systems for Military ApplicationsThe development and utilization of unmanned systems for military applications is currently ahighly contested and debated issue. For professional engineers and engineering faculty, themajor concern is performing research sponsored by defense organizations such as the U.S.Department of Defense or a defense subcontractor.Robotics researcher, Ronald Arkin, has written a number of papers1,2 and a book3 in support ofdeveloping ethical principles into war-fighting unmanned systems. His career has supportedprojects from ordinance disposal to the lethal Defense Advanced Research Project Agency(DARPA) Unmanned Ground Combat Program, which can
happening. Even near the end of theterm, the feedback and discussion showed me numerous ways to improve my teaching and againwas a confidence boost that affirmed my overall teaching approach was on the right track.Looking back, as a new faculty member teaching for the first time, this program has helped meget up to speed very quickly in the classroom, and has helped me avoid various “new teacher”pitfalls. When I did encounter issues, I never felt lost, as I had already established open andcooperative dialogues with my new colleagues early in the term. The program has had a lastingeffect on my teaching and on the department culture—during the fall term I approached tworeceptive professors in the department who welcomed me to sit in on one of their
to aproportional difference in female STEM faculty, and the resulting statistics show a continueddisproportionately lower number of women entering the academe. Xu (2008) explores this issueby studying the turnover and attrition issues faced by women faculty.6 Studies have approachedthese concerns by exploring the mechanisms that drive these issues. Barbezat (1992) hasattributed some of these issues to work environments that are not seen a collaborative orteaching-focused. Further, Barbezat argues that women perceive these environments, especiallyin STEM fields, to be isolating.2 Xu (2008) goes on to summarize many studies that point to thesocial and political biases that limit opportunities for women. For example, the author states that“In
Paper ID #10261Are We Prepared: Issues Relating to Cyber Security EconomicsDr. Jane LeClair, National Cybersecurity Institute at Excelsior College Dr. Jane LeClair serves as the Chief Operating Officer of the National Cyber-security Institute (NCI) at Excelsior College in Washington, D.C., whose mission is to serve as an academic and research center dedicated to increasing the knowledge of the cyber security discipline. Prior to this position, Dr. LeClair served as Dean of the School of Business and Technology at Excelsior College where she led faculty and staff in carrying out the mission and goals of the college and
" Workshop Teach Workshop Designers and New Faculty?AbstractThis paper tracks and discusses the changes in written reflections of attendees at a week-longfaculty development workshop on innovation in engineering education. Reflections largely dealtwith the various motivations of workshop attendees and their perceptions of the workshopexperience. While some concerns (e.g. time scarcity) remained constant throughout, thereflections also began displaying a greater sense of self-authorship by the mid-point of theworkshop. The changing motivations and perceptions of faculty workshop attendees have directimplications for how new faculty can be prepared for professional development activities; inparticular, experiences as workshop "students" can help
, 2014 Engineering Faculty Perceptions of Student EngagementIntroductionThere is a national concern about the relatively large proportion of students who leaveengineering programs. Even with tremendous efforts in place such as summer bridge programs,learning communities, mentoring programs, integrating authentic problems and projects incurricula, etc., key trends have not changed, and retention rates still range from only 40% to 60%for the majority of engineering programs1. Researchers conducted the present study at auniversity with retention rates similar to national averages.Numerous studies focusing on the persistence problem have suggested that attrition is related tostudent engagement 2, 3. Ohland and colleagues4 published an
Finance from Long Island University, and a Ph.D. degree in Civil Engineering from Lehigh University. Dr. Lenox served for over 28 years as a commis- sioned officer in the U.S Army Field Artillery in a variety of leadership positions in the U.S., Europe, and East Asia. He retired at the rank of Colonel. During his military career, Dr. Lenox also spent 15 years on the engineering faculty of USMA – including five years as the Director of the Civil Engineering Division. Upon his retirement from the U.S. Army in 1998, he joined the staff of the American Soci- ety of Civil Engineers (ASCE). In his position as educational staff leader of ASCE, he managed several new educational initiatives – collectively labeled as Project
platforms, (2) uncertainty about how to use social media withinthe classroom, and (3) concerns about the implementation of social media applications.9Also an emphasis is placed on privacy issues, which may restrict faculty from sharingpersonal aspects of their lives and may cause them to want to safeguard themselvesagainst privacy violations despite having no knowledge of how to do this.9 In addition tothese barriers, Gruzd7 identifies potential barriers of social media use to be faculty’s Page 24.1277.4limited time to use social media and copyright concerns, including loss of intellectualproperty. Finally, Veletsianos6 found four areas of concern among
to increase the repre- sentation and advancement of women STEM/SBS faculty, widely represented across ethnic, social, and cultural backgrounds, by removing barriers to resources that support career success and creating new interventions and resources. An additional emphasis will be upon adapting interventions to address the needs of key sub-populations including women of color and deaf and hard-of-hearing women faculty. The project aims to: 1) refine and strengthen targeted institutional structures; 2) improve the quality of women faculty’s work life; 3) align institutional, administrative, and informal systems of power and resources to support and sustain progress towards the project goal; 4) enhance the working
tenure-track/tenured faculty during this time period.The total number of leadership positions in the college during this time frame averagedaround 25.A faculty survey adapted from similar ADVANCE surveys at University of Wisconsin-Madison and University of Rhode Island identified several areas for potentialimprovement, including overall job satisfaction related to working climate, retention,and promotion/leadership. Most positive climate characteristics rated lower forwomen and negative climate dimensions rated significantly higher for women. Thus,women experience a less welcoming and more demanding work environment. Thissituation is of particular concern as research shows these issues have the greatestapparent impact on women, who often under
to fitwithin this suite of development activities at the institution. The suite of programs includes: Page 24.1044.2 • Leadership Academy (four 2 hour meetings, with a project): developed and led by the Provost’s Office, this initiative focuses on administrators new to the university and faculty new in administrative roles (department chair, associate dean). • Leadership Development Program (six 1 day meetings, with a project and executive coaching): led by the President’s Office and Human Resource Management, this program is offered to nominated faculty in administrative positions and senior staff who have been
argue that recruiting women to the field might not fix issues the gender problem as the field assimilates women to take on masculine characteristics. This idea changes Sexuality how gender is conceptualized in the field and establishes new foundations for understanding Figure 1: Gender issues program in construction gender problems in construction engineering. These engineering academics 11, 13 use gender and feminist theories as lenses to understand why particular groups
outcomes in undergraduate engineering, interdisciplinary teaching and learning, organizational change in colleges and universities, and international issues in higher education. Page 24.502.1 c American Society for Engineering Education, 2014 Engineering Practice in the Academic Plan: External Influences, Faculty, and their Teaching RolesRecent calls to align engineering education with the needs of industry have focused onthe development of non-technical skills for the workplace1. Faculty with professionalengineering experience may have some insight into how to
Paper ID #10414Using the EPSA Rubric to Evaluate Student Work in a Senior Level Profes-sional Issues CourseDr. Edwin R. Schmeckpeper P.E., Ph.D, Norwich University Edwin Schmeckpeper, P.E., Ph.D., is the chair of the Department of Civil and Environmental Engineering at Norwich University. Norwich University was the first private school in the United States to offer engineering courses. In addition, Norwich University was the model used by Senator Justin Morrill for the Land-Grant colleges created by the 1862 Morrill Land Grant Act. Prior to joining the faculty at Norwich University, Dr. Schmeckpeper taught at the
about support versusneglect; less about the behavior of individuals and a culture that was accepting of bias as the‘natural order of things’ and more about the responsibilities and action (or inaction) ofinstitutions”. Yet, much has also stayed the same. Over thirty years since this seminalpublication, relatively little is known or published about the quality of the collective experiencesof WOC faculty in engineering and the distinct issues that WOC encounter.We aim to fill this gap by presenting emergent themes arising from panel discussions held at the2006 American Society for Engineering Education (ASEE) Conference, Frontiers in Education(FIE) Conference and the 2007 “Keeping our Faculties of Color Symposium,” a synthesis ofrelevant WOC
24.871.11knowing organization[7]? 10 FSAE teams enter their car in competition against similar teams facing similarcontradictions (a potential quarternary contradiction among competing activity modelsand objectives). This competitive environment may lead to direct competition (e.g.,deliberately keeping some research private and confidential) but may also engenderopportunities for cooperation (e.g., sharing best practices, joint research and developmentefforts, supporting new teams with startup concerns, etc.) How do FSAE teams engagetheir competitive teams? The questions noted above have no specific “right” answer, as their effectiveresolution depends on
the website http://feministengineering.org/. She can be contacted by email at apawley@purdue.edu. Page 24.934.1 c American Society for Engineering Education, 2014 New Metaphors for New Understandings: Ontological Questions about Developing Grounded Theories in Engineering EducationAbstract: Engineering education scholars have demonstrated an interest in broadening the scopeof the field in multiple ways, including issues addressed and approaches employed. Thesescholars have argued the need to broaden the epistemological and methodological
amuch higher rate than students, who again seemed more concerned with starting a business,finding financial success, and independence than their instructors. The recent economic downturn, poor job market, and increases in tuition rates maygreatly influence the current goals of students, giving them a different outlook than theirinstructors (or possibly even previous generations of students) especially in regard to the need tofind a new manner of generating income. In addition, to possible generational differencesbetween the two groups of participants, they may also differ in their level of cognitive and careerdevelopment. Faculty members are certainly at a different stage of their career than students. Amajority of faculty members have
addition to Foroudastan’s teaching experi- ence, he also has performed extensive research and published numerous technical papers. He has secured more than $1 million in the form of both internal and external grants and research funding. Foroudastan is the faculty advisor, coordinator, and primary fundraiser for EVP teams entering national research project competitions such as the Formula SAE Collegiate Competition, the Baja SAE Race, the SolarBike Rayce, the Great Moonbuggy Race, and the Solar Boat Collegiate Competition. For his concern for and ded- ication to his students, Foroudastan received MTSU awards such as the 2002-03 Outstanding Teaching Award, the 2005-06 Outstanding Public Service Award, and the 2007
participating programs. To complete the minor, all students must earn ninecredits in three core courses and at least nine credits in cluster-based courses, which providemore in depth coverage within the specific content area that interests the student. The first sixcredits of core coursework are earned in two classes that focus on teaching and developing theentrepreneurial mindset and entrepreneurial leadership. Students then complete their cluster-based coursework followed by earning the final three core course credits in the capstone class,which focuses on new venture creation. The cluster-based course sequences were designed by faculty members in their respectivecolleges to address issues directly relevant to entrepreneurship and innovation
, and computer-aided circuit analysis.Mr. Mark J. Scott, The Ohio State University Mark graduated in 2005 from the Ohio State University with a Bachelor’s Degree in Electrical and Com- puter Engineer. Afterwards, he worked as a field engineer installing large industrial automated systems and then as a test engineer validating power electronics designed for automotive applications. He returned to Ohio State in 2009 to pursue a Ph. D in the field of power electronics. His research is on implementing wide bandgap (WBG) devices, based on gallium nitride (GaN) and silicon carbide (SiC), in new and existing power conversion applications. The focal point of his studies has been on improving power densities of power
aware of campus policies, procedures and services related to academic integrity, student conduct,and mental health problems in order to reduce disruptive occurrences. This paper, which may beparticularly useful for those with limited teaching experience, describes research on incivility in theclassroom and features a classroom management workshop for faculty developed and convened at anhistorically black college and university in the southern part of the United States. The workshop examplepresented highlights best practice recommendations from the workshop and the literature.Keywords: Classroom Management, incivility, professional ethicsIntroductionThis paper, which may be of particular value to new faculty and those with little classroom
theseresponsibilities. A variety of resources are available to improve in these areas including first-year workshops1, faculty forums, engineering education conferences, and much literature2-6.Even when talking with faculty advisers about what to expect when teaching the conversationwill often focus on these three key areas. The importance of teaching, research and service is notlost on the new instructor as they will want to be strategic in securing their position. Thus itmakes sense that aspiring instructors be well aware of these areas and their accompanying issues;however this does not paint the complete picture of life as an instructor.What does the reality of being an instructor truly encompass? For most, this is something thatevolves while they are on
by assessing what you have to offer as a mentor. As a mentor,your role is to stimulate students or young professionals to think in new and creativeways. One of the biggest values a faculty member can bring to mentoring is a broadperspective, and how that perspective can be of value to students. From author’sexperiences, a key issue in “starting where you are” relates to our own preconceivednotions about students and their abilities to evolve into the field of engineering. It’s alltoo easy to consider general educational trends that indicate a woeful lack of moststudents’ preparation in math and science. The logical extension of such thinking is:theydon’t have what it takes to succeed in engineering. For example, numerous internationalstudies
. The important issue is how well the studentslearn to approach a problem or a situation, particularly a new one. It is the faculty’sresponsibility to expose them to the necessary tools and skills to deal with suchsituations, to validate their self-confidence and assert the view that they can do their ownsearch. Students’ self-confidence will diminish with criticism, mockery and lack ofsupport. Although the material they are exposed to in the course could soon be forgotten,what students must take with them is their ability to deal with problems, their self-confidence in their ability to seek solutions, and their understanding that it is all right toseek help and support, whenever they need to do so. The faculty member is undoubtedlyresponsible
professorate. The reason for this desire for change varies widely. Whetherthey are hoping to give back to the profession after a successful career, found that their passion isteaching or building the body of knowledge through research, or hope to find a better lifestyle;educators with a deep set of industry experiences have much to offer their new employers. Butthey also face a unique set of challenges in adjusting to academic life that other new, moretraditional, members of the faculty may not encounter. These challenges include successfullyadjusting to the politics and inner workings of the academy, when they may already have adeeply ingrained set of expectations for the workplace; balancing life and work during thechallenging start-up and pre
, service initiatives, and teaching various courses, leave many facultywith little time to develop teaching effectiveness.Classroom management is a critical concern in academia. Unfortunately, most universityfaculty have not had any formal training on classroom management. Consequently, manyare left on their own to figure out how to competently teach and manage their students’behavior and performance1. Often, faculty resort to trial and error experimentation, withsome imitating the techniques used by experienced colleagues or former instructors.Fortunately, successful classroom management skills can be learned and developed. Theauthor’s experience as a teacher and industrial supervisory-leadership trainer helped himto recognize that many leadership
. Chickering and Zelda F. Gamson’s book entitled Applying theSeven Principles for Good Practice in Undergraduate Education . Encourage Student / Faculty Contact“Frequent student-faculty contact in and out of classes is the most important factor in studentmotivation and involvement”.14 Faculty concern helps students get through rough times and keepon working. Knowing a few faculty members well enhances students’ intellectual commitmentand encourages them to think about their own values and future plans. Encourage Cooperation Among Students“Learning is enhanced when it is more like a team effort than a solo race. Good learning, likegood work, is collaborative and social, not competitive and isolated
c American Society for Engineering Education, 2014 Optimizing Your Teaching Load AbstractThe teaching responsibilities of faculty members are worked out with their respectivedepartments and/or colleges. Teaching loads are usually fixed, but individual facultymay have options on how to meet that load. They may choose more or fewer differentcourses, multiple sections of an individual course, a combination of undergraduate andgraduate classes, or a combination of face-to-face and distance-education classes. Onthe assumption that new faculty can learn from the experience of others, a survey wasadministered to faculty from across the country, primarily in engineering