new format did not permit therecording of new lectures, it was decided to use these previously recorded lectures. It should benoted that the lectures presented in this manner retain the flavor of the live classroom sinceduring the lectures the faculty member responds to questions from students in the campusclassroom. The lectures are and should not be an uninterrupted stream of conversation by thefaculty3. Page 11.54.3In order to provide an incentive for the students to view the lectures, a brief quiz was assignedthat was to be completed prior to the review session during the next live class meeting. Thequizzes were structured to be learning
globalinitiatives. These strategies include: ≠ Reducing the importance of placing interns and enhancing the focus of creating new collaborative research partnerships that can be conducted via distance ≠ Actively recruiting students and faculty of international descent or who possess global experience (multilingual, living abroad, etc.) ≠ Identifying companies with strong ties to both the U.S. and foreign countries who would be willing to place U.S. students ≠ Encouraging exchange visitations between faculty in the U.S. and peer institutions abroad ≠ Identifying support mechanisms for students and faculty who wish to study abroad or present their work at international venues (grants, fellowships, etc
issues about like you said project based learning, how much of the curriculum should be in projects and how much should be traditional? How strange do we want to look to outsiders? So there were a lot of these questions, big picture questions. Do we even want to be accredited or will that chain us down?” (Private College Founder) “[The university faculty] saw [the program founder] as being from [a] community college telling them how to educate engineers at a university. We’re a community college, they’re a university. Oh, my gosh.” (State University Innovative Program Founder) “We had department chairs that thought that the program had potential. But one of their biggest concerns was
Engineering. Students must complete one ortwo industry-sponsored projects per semester.Student Empowered Design and Monitoring is a guiding principal for the program model;students own responsibility for their learning. Students identify which outcomes will beaddressed at the beginning of each new project, while working with faculty. Each project cycleincludes two reports – a design report and a written report, and a final presentation. The finalpresentation is made to faculty and external clients, and includes an oral examination to assessstudent understanding of the knowledge and competencies required. Establish Learning Graduate Entering Students and Design
. This paper explains one approach to integrating library resources and expertisein both research and teaching, providing a blueprint for other engineering faculty, librarians, andinstructors who hope to develop a more robust integration of the library.The collaboration described here includes research and teaching, seeded in the relationshipsestablished through library outreach that is regularly expected of librarians. Through a concertedeffort at integrating new library resources, author one helped authors two and three innovatepedagogical approaches to teaching engineering communication and co-designed a researchstudy to assess the effectiveness of the approach. Specifically, the authors look at the way onelibrary resource, the ASTM Compass
about this activity. A mediocre to poor advisor who followed a student longitudinallycould do more damage to student motivation than a short interaction with a good advisor cancompensate for.Department heads and curricular chairs can foster connections between faculty and advisors ifthey are not the same people by hosting short meetings oriented around sharing information.Advising deadlines and methods of fostering self determination within students as discussedpreviously in this work can be shared with faculty to be incorporated into courses. Facultymembers, in turn, can provide a list of concerns students have voiced about issues relevant tothem, or can help in identifying those students who may face special challenge so advisors canfollow up
with a solid foundation in analytical, writing,and presentation skills and to enhance interactions between REU students and faculty mentors.The research, educational, and career mentorship provided by the program is envisioned tostimulate the students to look at their academic work in a new light and to provide a spark forpossible careers in academic research or industrial innovation. Participating students will tacklevarious topics of energy research, interact with faculty mentors and students from differentengineering departments, and develop a holistic perspective of energy research.1. IntroductionThe importance of sustainable energy research, and the impact of the current continuing path ofutilizing fossil fuel on the environment, dominate
to continue to implement time managementtechniques during the remainder of the project. This seeming "disconnect" between the"course" work and the "project" work continues to be a concern to the faculty at LSSU.Despite insuring that "course" assignments are directly pertinent to the team's project,there is sometimes difficulty in integrating the assignments in such a way that thestudents perceive their value to the ongoing project. In subsequent school years, therehas been an increased emphasis on time management skills and the project timeline isnow consulted at each weekly team meeting, so that students will not cease updating thetimeline as soon as the "assignment" is done. Monitoring of the team timeline at weeklyteam-advisor meetings
to teach engineering principles than someone who had been directlyapplying them to real world problems. Describing how design issues were resolved on actualprojects by engineers in industry would add a new dimension to the coursework. This sharing ofengineering knowledge would greatly enhance the student’s classroom experience.However, the transition from industry to engineering education was far from a painless andseamless process. Many of the skills developed as an engineer and engineering manager weredirectly transferable to engineering education but others had to be modified or acquired. A skillsassessment led to an entirely new learning curve that had to be dealt with.Transferable SkillsAs with all career changes, some degree of
academic programs and key administrative units, such as the Professional EnrichmentCenter (CEP) and the Office of Graduate Studies (OGS). The liaison librarian to the College ofEngineering was particularly effective in partnering with the Engineering faculty to a) cultivatethe development of information literacy skills, b) create specific assignments, and c) offercustomized instruction sessions and workshops on a wide variety of topics. These trainingsessions included topics such as finding scholarly information, evaluating Internet resources,writing literature reviews, citing references, and presenting ethical issues related to academicintegrity and plagiarism. Furthermore, the engineering liaison librarian works in collaborationwith the College
slightlymore value in the synchronous class meeting (81.8% rated it extremely or very valuable) than inthe asynchronous module (72.8% extremely or very valuable). Students also made suggestionsfor improvements, such as providing more time for in-class assessment items to provide morehands-on search practice, which they found engaging, and to account for technical issues thatslowed them down, such as Internet lag and navigating multiple windows.Other lessons learned include planning for the significant time and effort it takes to redesign aworkshop for a new delivery mode, to simplify implementation wherever possible, and thatengagement needs to be much more intentional in the online environment. Overall, given thelimited timeframe in which to redesign
by placing them in the work environment of the project partner. New team members areintroduced to the mission of the project partner, while returning members ask for valuable feedback onthe process and substance of the project. After the meeting, students are given time to answer questionsabout their community partner on a reflection worksheet:1. Summarize your project partner’s mission in the community (e.g., What community issue is your project partner attempting to address?).2. Summarize the task (s) your project partner is asking you to perform.3. How do these tasks relate to or advance the mission of your project partner?4. How would you describe the response of your team to the project partner’s concerns at this meeting?5. Describe
in the next section. Each module has sixcomponents: 1) assigned background material, 2) a list of supplemental resources, 3) a lecturevideo, 4) a faculty conversation video, 5) a multiple choice quiz, and 6) a written discussionassignment. The assigned background material ranges from third party videos describing atechnology in more depth (such as [1]) to scholarly articles discussing related issues (such as[2]), to short stories illustrating relevant issues (such as [3]). A list of supplemental materials isposted along with the assigned background material. This list provides students with a startingpoint to dig further into a desired topic as well as find resources for the course project. Thelecture videos are 20-40 minutes long
Updating the class listing, order, and content for the B.S. degrees in CS, CEC, EE, and SE. This is a continuation of the work from the previous year. Faculty Search Searching for, interviewing, and hiring new faculty. Graduate Recruiting Marketing the department to increase student enrollment in the department’s graduate degrees. Program Review A university program review for B.S. degrees in CS, CEC, EE, and SE, and M.S. degrees in SE, Systems Engineering, Cybersecurity Engineering, Electrical and Computer Engineering (ECE), and Unmanned
scientific and engineering experiments, and to analyze and interpret the resulting data. 5. Function and communicate effectively within multidisciplinary teams. 6. Interact with other students, faculty and practicing professionals on professional and ethical responsibility issues. 7. Recognize the need for, and ability to engage in, perpetual learning by working on projects, both individually and within multidisciplinary teams, for which they have no prior experience and developing ways to learn. 8. Use statistical techniques to represent, analyze and interpret data.A recent, new development for the first 3 labs is to have only one, comprehensive project over thewhole semester. How this is done to effectively cover the
Conference & Exposition Copyright” 2001, American Society for Engineering Education Session 1864The problems associated with retention are not new. A tremendous amount of scholarly activityhas been dedicated to the study of student persistence and success. This previous research hasconsidered how demographic factors such as age, gender, race and ethnicity, andsocioeconomic background affect retention. Additional studies have focused on how academicfactors, including high school grades, college admissions test scores, and college grades, affectpersistence and withdrawal. However, based upon the Braunstein study (1997) of administratorand faculty beliefs
, but also inthe evaluation tools used. We introduced the Concerns Based Adoption Model pre and postquestionnaire in order to assess their comfort level with the new strategy to see if their comfortlevel improved by the end of the Institute. This program evaluation tool is designed to assess thesuccess of the Institute teaching strategies in systematically alleviating concerns that participantshave in implementing new approaches into established routines.15 In this case, we are askingteachers to introduce new activities and strategies into their existing classroom plan.Figure 1 illustrates the CBAM theory in terms of the stages of concern. It illustrates that concernchanges focus from issues that are more personal in nature such as “how can I
noted a certain level of resistance within theculture of the profession toward discussing (and working to address) issues of inequality. Thisresistance comes in part from the professional culture of engineering, the system of meanings,values, norms, and rituals built into and around engineering tasks and knowledge.6, 7, 8,9 Oneparticular ideology within the culture of engineering, the ideology of depoliticization, misframesquestions of inequality within engineering as marginal and largely irrelevant to “real”engineering work.7The ideology of depoliticization is defined as the belief that engineering work should bedisconnected from “social” and “political” concerns because such considerations may biasotherwise “pure” engineering practice.7
technology can affect the basics of everyday life.Considering the pervasive and complex relationships between technology and turn of the centuryculture, it is astonishing that there is so little public discourse on the nature of our commitmentsto guide the development of technologies. Some of us are technological somnambulists.3Engineers have unique opportunities, because of their technical literacy and awareness ofdeveloping technology, to foster and contribute to technical discourse. Value questions,however, are often discouraged within the profession and by employers. Engineering addressesempirical issues: Which material will meet technical objectives? What process is most efficient?How can we create new inventions?4 The surprisingly narrow focus
practice and maintain currency in their respective professional areas. Program faculty must have responsibility and sufficient authority to define, revise, implement, and achieve program objectives.Program Criteria for the curriculum are essentially a restatement of the generally accepteddefinition of industrial engineering4: Industrial engineering is concerned with the design, improvement, and installation of integrated systems of people, material, information, equipment, and energy.As shown in Table 1, the Program Criteria for manufacturing engineering, in contrast toindustrial engineering, outline topical areas that must be addressed in the curriculum. The
The Engineering/Engineering Technology Divide in the United States Faculty Paper Alan Hadad and Akram Abu-aisheh University of Hartford West Harford, CT, USA hadad@hartford.edu Abstract The industrial revolution that took place in the second half of the nineteenth century in the United States fostered the need for a technically competent work force that was capable of serving the needs of an economy that in turn was developing new technologies at a rate unsurpassed in the history of humankind. At the engineering design level, the
are vortical flows, computational fluid dynamics, multiphysics modeling, and collaborative learning strategies.Frederick Sweitzer, University of Hartford Assistant Provost and Dean of Faculty Development Page 22.1131.1 c American Society for Engineering Education, 2011 Outcome Assessment of Liberal Education SkillsAbstractOur regional accrediting body now requires outcome assessment of general education outcomes.Because of this mandate, and our new mission at the University of Hartford to prepare studentsto acquire the knowledge, skills, and values necessary to thrive and be
ProceedingsKoch, A. K. (2017). It's About the Gateway Courses: Defining and Contextualizing the Issue. New Directions for Higher Education 2017(180), 11-17. doi: https://doi.org/10.1002/he.20257Koch, A. K. (2018). Big Inequity in Small Things: Toward an End to a Tyranny of Practice. The National Teaching & Learning Forum 27(6), 1-5. doi: https://doi.org/10.1002/ntlf.30169McGowan, S., Felten, P., Caulkins, J., & Artze-Vega, I. (2017). Fostering Evidence-Informed Teaching in Crucial Classes: Faculty Development in Gateway Courses. New Directions for Higher Education 2017(180), 53-62. doi: https://doi.org/10.1002/he.20261Terenzini, P. T., Cabrera, A. F., Colbeck, C. L., Parente, J. M., & Bjorklund, S. A. (2001
/ industry speakers?, and is there a need for faculty advisors for each group? Alongwith the discussion that followed these questions, the issues of evaluation, assessment and informationaccess were also discussed. For example, how will the student work be evaluated and by whom?, howwill information be accessed by the students (Blackboard Course-Info, www, share directory)?, how willcourse assessment be accomplished?, how will previous course assessment be incorporated intosubsequent course offerings?, and how can the assessment be tied to the Annual DepartmentalAssessment Report and the ABET & ACCE reports? After much discussion, it was determined that thebasic approach that should be used in the capstone course would incorporate problem-based
Policy Institute [19] drew attention to many issues ofaccess and equity for online teaching and learning in K-12 education that is coming to light.Adapting these concerns to higher education in general and through the lens of our ownobservations and experiences in engineering education during the pandemic in particular, thefollowing issues and questions emerge: A digital divide exists that creates barriers to learning for many due to differences in wealth and infrastructure. How can online education and associated infrastructure be improved to benefit all students, rather than just those who already have or can easily afford reliable, high-speed Internet access and new computers capable of utilizing high bandwidth
members working within programs and departments are probably often overlooked asstakeholders. Because their training is often less specialized than that of the faculty they mightnot be held in the same regard. Yet they often have a huge stake in what happens because theydepend on the program for their livelihood. They have a vested interest in making a reasonablewage, and in having a positive work environment. They also exert a significant impact on theway in which an academic program runs. And their needs are no less important than any othergroups. It is also worth noting that they will generally not have the same concerns as otherstakeholder groups. For instance, they are not likely to be as concerned about research projectsor faculty research
more demandingrequirements.During the Summer 2001 semester, EET/TET faculty members visited many different industries and metwith their project management staff to determine what the course should include. The course contentwas then developed and the new project management course was offered in its current form in the Fall2001 semester. This paper summaries the experiences and lessons learned to this point. During theSpring 2002 semester, the course will be modified to include more material and exercises while theproject management course instructor will monitor the impact that project planning and preparationplays on the overall success of thirteen project teams that completed the course in the Fall 2001semester.Three faculty members have
faculty. A more formalized structure isemerging with the offering of five new minors from Aeronautical Technology in materials andpropulsion combined with a joint plan of study for a dual major under developmentIntroductionDuring the past five years, a tremendous change in relationship has occurred betweenAeronautical Engineering and Aviation Technology (specifically Aeronautical Technology) atPurdue University. Previously, the departments coexisted with little interaction. The majorlaboratory facilities for both departments are located adjacent to each other at the universityairport. While many of the faculty and staff knew colleagues in the other department, therelationship did not extend beyond that.The change began to occur when several
university, or a 2-year community college, followed by transfer to the 4-year school. The community college transfer process is gaining a wide acceptance, especiallywhen the one examines cost and accessibility issues associated with higher education. While theroute to transfer is difficult in any major, it is very difficult in a vertically structured curriculumlike Engineering and Technology. In these areas, the entry point and course prerequisites are ofgreat concern. Within the State of Illinois, there are many community colleges that offer amultitude of programs. The transfer process is further complicated by the fact that the transferstudent population is comprised of a wide variance in age demographics. While many of thestudents in the 18-22
private sector. Issues concerning equivalence of degrees and transfer of credits must be resolvednationally and internationally. The educational institutions and programs offered must first meettheir own professional standards as well as national quality standards. Seeking accreditation ofthe programs by respective professional bodies and international agencies would be the nextlogical step. The accreditation process, however, is very time consuming and an expensiveprocess for institutions in developing nations. Educators and professionals in industry, businessand government agree that an international educational experience would be a valuable assetbefore graduation. Student exchanges are essential for improved cultural