quality of teaching and the quality ofstudent learning experience [10]. Arguably, they also play a positive role in instructionaldevelopment in engineering. However, this is rarely studied in engineering education research.2.2 Instructional Development During the PandemicAs mandatory online teaching was implemented during an emergency situation, instructors hadto adapt to the new teaching mode in an abrupt way in Spring 2020 and learn how to teacheffectively in the imposed online educational environment from Fall 2020 to Fall 2022. Hence,the practical needs for instructional development in the unprecedented online environment grewexponentially during the pandemic.Several issues in teaching and learning emerged during this time of disruptions. In
different learning outcomes and tasks designated for the twoclasses. The Junior class are students that are new to the program whereas the Senior class areprevious participants of the program. Figure 5 Stakeholders in M2 as situated in school districtStudents work together as a Making-Production Team (MPT) (Figure 5) in kit production butexperience is differentiated between emphasis on either ‘Making’ or ‘Management and ProductionEngineering’ concerns. The Junior class was centered on the issues and practices that areassociated with Making. Practically, this is in the actual production of parts for the instructionalscience kits. Juniors’ class experience essentially revolved around the introductory elements of theprogram. With
constituent programs --- Civil, Industrial, Mechanical and Metallurgical &Materials Engineering. Increasing graduation rates of minorities and women in these programsalso has the potential to impact Lower Division engineering programs in the other engineeringcollege academic components, namely, Electrical & Computer Engineering and ComputerScience.Increasing graduation rates has been chosen as the focus because it creates a “win-win” situationfor everyone concerned. In successfully undertaking this project we are “making a difference,”and in so doing are promoting new and appropriate paradigms for engineering education that arebeing recognized nationally as a model for other minority-serving institutions
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
coordinates initiatives for engineering faculty, develops workshops and seminars, and consults with faculty and graduate student instructors (GSIs) on a variety of pedagogical topics. Prior to joining CRLT-Engin, she earned her B.S. degree in Fire Protection Engineering from the University of Maryland and her M.S. and Ph.D. degrees in Mechanical Engineering from the U-M. Her current research interests include graduate student professional development and the adoption of inclusive teaching practices for engineering instructors. c American Society for Engineering Education, 2019 Assessing Inclusive Teaching Training of Graduate Student Instructors in
hires. Excellent undergraduate teachinghas always been thought of as a core competency of the school however, the emphasis onresearch that goes along with the drive for PhD programs and improving the research status ofthe University had caused teaching to become less prominent in the school. People talked lessabout academic issues in the classroom and this was especially troubling when considering ournew hires. Many of the new hires had not taught before coming to Baylor University and theconcern was that new faculty would not embrace the tradition of teaching excellence for whichthe School of ECS at Baylor University was known.The challenges facing the school are to maintain high-quality undergraduate teaching andto integrate this into the
The wealth of knowledge now available at a person’s fingertips necessitates that educationis brought beyond plain memorization. A higher demand is being made on our graduates to adaptto new situations. Students must be able to critically analyze facts and figures and understand theirconceptual basis, make sound judgments on a plethora of information, and have the confidence tocreate informed decisions and opinions. Therefore, our models of instruction and assessmentmust be increased to meet these demands. This work is part of a large cross-institutional projectaimed at designing and researching innovative methods for teaching biomedical engineeringstudents on college campuses. One of the goals of this project is to evaluate the effectiveness
Attachment Theory, which describes how and when humans seek out support through"safe haven" and "secure base" functions. Safe Haven support is sought when an individual is indistress, and Secure Base support provides an anchor for independent exploration. Theattachment system produces differing states of security related to underlying anxiety andavoidance dimensions. Differences in attachment states influence responses to social interactionsand willingness to participate in close relationships such as mentoring. Our findings highlight thecharacteristics, causes, and consequences of three attachment states as they relate to facultysupport interactions. By considering outlier cases of faculty support relationships, this workprovides new ways of
universities (see [24], [25]).Inputs from the above sources helped us formulate our initial checklist. Our analysis revealedthat faculty and students have considered inclusive teaching principles throughout the coursedesign and delivery process, from pre-course preparations to content to end-of-class logistics.Upon further review, we were able to group the strategies into ten categories related to coursedesign and delivery, which are described in detail in Table 1. Not surprisingly, most of thesecategories also align with critical aspects of effective course design described in priorframeworks (e.g., [26]–[30]). We conducted interviews and feedback sessions until wereached saturation, and no new categories emerged.ResultsThe Inclusive Course Design
through a Google search or blog. One individual responded that the “beauty ofthe chatbot was that the responses were vetted and from emeriti faculty who had wisdom to sharerather than needing to filter through endless information that would be found on the internet.”Intent to Use Chatbot. While overall students shared a general satisfaction with the chatbots,they expressed concern on the lack of personalization and relationship building that could occurwith the chatbot, which resulted in mixed responses on the intent to use. One shared: “What I getfrom a mentor is the personal connection, personal relationship which helps them identifyopportunities that are right for you.” Another student followed up on that sentiment: “I don’tknow that you can
Spaghetti Factor,” where peers have stepped forwardto encourage, guide and lead others toward success in the tenure process. The peerleadership model implemented by the untenured faculty at UPJ has created anenvironment of collaboration and cooperation, rather than competition.This cooperative attitude has been passed down from each tenure stream faculty memberto the next. It serves as a vital component of the model. As issues arise for the untenuredfaculty, the advice of peers, who are farther along the tenure stream, is easily sought andwillingly shared. The cohesiveness of the new strands of “spaghetti” at UPJ is especiallyimportant since the senior tenured faculty are all quite removed from the tenure process.In fact, the tenured faculty and
university embarked on a new inclusive excellence initiative called BroadeningOpportunity through Leadership & Diversity (BOLD). The BOLD Center is a new K-16organizational structure to increase the performance, representation and retention throughgraduation of students who are underrepresented in engineering, including women, students ofcolor, low income and first generation college attendees. A BOLD Center focus of concern isthe declining retention rate of women that has dipped below that of men recently in ourCollege. A survey consisting of 41 questions was distributed to all undergraduate engineeringwomen in the college that incorporates scales from the Assessing Women in Engineering(AWE) assessment and from the Academic Pathways of People
professions. Discussions about the importance of meeting the needs of diverse students arewidespread; however, there has been less discussion of how to define diversity, and how toactually go about studying diversity in meaningful ways. Given the lack of explicit guidance inthis area, new engineering educators may benefit from examples of how their peers are thinkingabout diversity in designing educational research studies. In this paper we provide threeexamples of studies of diversity issues in engineering education in order to demonstrate someways in which diversity can be conceptualized and integrated in educational research. For eachstudy, we discuss how diversity is defined, how the research question addresses the relevantaspects of diversity
; Technology ResearchJournal of Knowledge Management, Economics and Information TechnologyResearch in BiotechnologyUniversal Journal of Applied Computer Science and TechnologyWorld Journal of Science and Technology (WJST)The concern with these publishers and journals is that they exacerbate the “publish or perish”culture. A newly minted PhD may want to demonstrate something publishable on their vitae. Ajunior faculty member may feel pressure to publish quickly and in large numbers for tenurepurposes. The seasoned professor may feel the need to keep the list of publications on their CVgoing. Administrators and tenure/promotion committees must be able to adequately discernpublication quality. This can be difficult in large and diverse units and at
The professor (primary instructor) has clearly [19] (𝛼 = 0.92) explained course goals and requirements. Faculty support The professor (primary instructor) in this class [30] (𝛼 = 0.92) is interested in helping me learn. [29] Positive emotional engagement In this class, I enjoy learning new things. (𝛼 = 0.77)Task value refers to a student’s evaluation of how interesting, important, and useful a task is andincludes items related to the interest, importance, and utility students perceive with regard to atask. Task value was measured with
) letter ofrecommendation. In the summer of 2020 there were no new transfer scholarship students eligibleto participate. From the applicant pool of 11 there were four first year scholarship awardeesselected that were notified in May 2020. An unsuccessful attempt was made prior to thebeginning of fall 2020 semester to identify eligible enrolled transfer students that had not appliedfor the scholarship. None of the transfer students enrolled in MET, EET, or CNSA qualified forfinancial need eligibility.Moving forward in 2021 will require a more coordinated recruitment effort by program advisorsand faculty to target the community college student pipeline. An effort is underway by the[university] Center for Educational Outreach to develop ongoing and
change anapproach is identified.Here we present the narrative of an educator implementing a weekly reflection activity, theInclusivity Meter (IM), that allows students in a senior capstone course to communicate howincluded they felt in their teams or in the overall class that week. Through the narrative, wehighlight the conversations that happened as the educator reflected on the work in her classroomwith the two other authors. The conversation themes highlighted include the motivation fortrying this new activity, concerns throughout the quarter about student response rates, and twocases that surfaced issues of inclusion, prompting further discussion.After recounting this narrative, we dive into a discussion on how the engineering
, the portion of theirjob that may have caused the least concern to the person before he or she was hired can result inthe most stress.There has been much research done on educational methods and many suggestions are made onhow to better teach students. These are definitely important contributions, and can improve theeducational environment for the student. But based on observations of new and experiencedteachers in engineering, I argue that there are many fundamental things that most faculty need to Page 15.609.2do in order to become effective teachers in engineering, technology, or science. These are thingsthat are so fundamental that they
and familiarity with the course being taught. Other issues arise when second semester instructors are new to the university, as training is not as indepth in the prespring as it is in the prefall semester due timing issues and a lack of overall need. However, having a few brand new instructors complicates the information transfer and increases the training demand in a shortened time span. Table 1 addresses presemester training issues, while Table 2 focuses on continual training issues throughout the course. Table 1. PreSemester Solutions to Training and Mentorship Challenges and Lessons Learned Challenges faced Our solution Lessons learned GTAs and faculty We provided concise training in a
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
research, learn about cutting edge developments from talksby faculty or their contacts, and have meaningful discussions about contemporary issues in theirengineering discipline. Lastly, publishing research papers and presenting work at conferencesimproves the visibility of the institution.This paper describes tips and strategies for new faculty members performing research at a non-Ph.D. granting institutions. These tips were based on our own experiences and gathered fromtalking to other faculty members, representing a variety of engineering disciplines. Somefaculty members are relatively new, starting in the last couple years. Others are untenured butnearing their tenure review. Finally, we talked to more experienced tenured faculty, some ofwhich
Paper ID #13540Leveraging Reflection to Deepen Engineering Graduate Student InstructorProfessional DevelopmentDr. Tershia A. Pinder-Grover, University of Michigan Tershia Pinder-Grover is an Assistant Director at the Center for Research on Learning in Teaching (CRLT) and the Center for Research on Learning and Teaching in Engineering (CRLT-Engin) at the University of Michigan (U-M). In these roles, she is responsible for teacher training for new engineering graduate student instructors (GSIs), consultations with faculty and GSIs on pedagogy, workshops on teaching and learning, and preparing future faculty programs. Prior
, characterizing and anticipating decision points. Inthis paper, we report the results of an exploratory study of engineering faculty’s decisions asexpressed during the instructional development process.Introduction Dr. Andy Nguyen is a new engineering faculty member starting his first job at a large university. During his time as a graduate student he mostly worked on research and hasn’t taught a class for a couple of years. Now, as he starts his career as a faculty member, he is preparing to teach a course on computational fluid dynamics. Although he attended some teaching workshops and read up on teaching practices, he feels overwhelmed at the prospect of teaching. The department chair has given him a sample syllabus
may not be able to handle on their own. In addition, students may be initiallyuncomfortable with admitting their issues, so these need to be drawn out. Initially, meetings on aweekly basis are recommended.Team member continuity and adequate training are closely related. Each student needs to havethe proper skills for the job before they are tasked with an open-ended research problem. Toensure this, at first the faculty member must work closely with the students to discover whatknowledge is lacking, and fill the gaps. However, due to the continuous turnover of students onthe team (graduations, co-ops, internships, etc), a faculty member could easily spend most of hisavailable time training new students. Instead, successful research groups take
, small oversights can quickly deplete resources of timeand/or money. All of these require careful planning and foresight. Large classes also have areasonably high inertia. Changes require new training of both the teaching team and students.Finally, we have the challenge of buy-in. In a single instructor class, the instructor only needsto convince himself or herself. In the firm-style class, the whole teaching team must bepersuaded to accept the changes46. For more significant changes the department must bepersuaded as well. Dealing with all of these issues falls upon the faculty member(s) in chargeof the course, and this induces an increased workload associated with teaching large courses inthe firm style. In practice, when crises occur, the
planning another Tenure & Promotion Panel discussion and Q&A…. Do you have topics and issues you'd like to know more about? Send me your ideas that can help us plan the content and find the right panelists.The following are the inputs that were received from the member solicitation (E. Tetteh, personalcommunication, October 5, 2011):• Techniques, strategies, etc that have resulted in successful tenure and promotion• Promotion to full Professor• Faculty ~ Reappointment/ Promotion and Tenure• Shared University Governance• TECHNOLOGY Based discipline with respect to the "BOYER'S ~ model", which is Scholarship of "Teaching-Applied Research- Innovation/ Application and Integration"• How to divine [sic] out what my
issues of common concern andstrategies for improvement, by encouraging individual women and men to use their positions andtheir work to address issues of concern to women in general, and to maximize the self andinstitutional reflection that sets the context for these strategies.The purpose of this paper is to highlight the major elements of the Leadership DevelopmentProgram implemented at Virginia Tech. First the authors provide a brief overview of theliterature addressing women in academic leadership. Next descriptions of the university,ADVANCE program and leadership development initiative are summarized. Then universitystatistics and women faculty members’ own words are used to depict the transformation from aninstitution with few women
organization. Research activity andproject based instructional best practices could cover effective activity planning, includingpitfalls to avoid, and departmental / university protocol.While there typically are orientation sessions for grant writing provided by senior faculty orfoundation administrators, this can be one of the more difficult areas for those new to academia.Tips for effective, or at the very least, ineffective methods from colleagues in the same contentarea could make the difference in a successful R&D program or grant proposal.Another area of concern for new faculty deals with the successful implementation of courses ofindependent study. Best practices, or even departmental SOP’s could help to provide definitionof consistent