implementation process. Whenrespondents mentioned limitations they were external in nature – i.e., time, students’ abilities, orexpectations from the engineering profession in terms of students’ readiness for work. Of theselimitations, time seemed to be a major issue. Based on survey results, there appears to be aconflict between the implementation of PEL and the time allotted to instructors to complete therequired tasks of a faculty member at a major research institution (such as research forpublications, teaching, and service): 75% of respondents indicated having concerns about thetime required for faculty to create and assess active learning exercises in a research-intensiveuniversity environment. Further impacting the time issue, many instructors
of the NFLC. Meeting new faculty members opens opportunities tocollaborate on teaching, research, and/or service. Some participants mentioned concernsregarding the process of connecting with others, yet thanks to the NFLC environment, they had ameans of interacting and connecting based on shared interests and issues. One participant, Paul, aprofessor of engineering practice mentioned, “it helped accelerate some of the relationships” inhis personal and professional life. Beyond offering opportunities to network and build relationships, the NFLC was alsoperceived as a helpful resource, revealing the ins and outs of the university and departmentalsystems and processes. Concerns such as unwritten rules, learning differences
attempts across the United States to introduce new or revisedcomprehensive post-tenure review policies for college faculty. These efforts revive memories ofthe efforts undertaken in Wisconsin in 2015-16 to enact strict post-tenure review policies. TheWisconsin policies require faculty to undergo a comprehensive review at least once every fiveyears after receiving tenure. The reviews began in 2017, and as a result one full set of reviewsshould be complete, with some faculty already undergoing a second comprehensive post-tenurereview.In this paper, the impacts of comprehensive post-tenure review at one institution in theUniversity of Wisconsin System are reviewed and analyzed. While it is difficult to determinehow the post-tenure review policy
concluded that this collaboration is not always deep. 24BackgroundAfter the initial failed search for a Geospatial Information Librarian in 2014, the then-Dean ofthe Libraries convinced of the need for the library to support the demand for GIS services oncampus and also recognizing the ongoing trend for libraries to be more responsive to the needs ofits patrons, decided to try another approach.She reached out to others on campus, including the Dean of Research and Graduate Studies. Shewanted to get some input on the type of skills such a librarian should possess in order to providethe most beneficial services to faculty and students on campus, as this was a new direction forthe library. Upon further discussion with faculty who were already teaching
equation, doing some simple calculus totake the integral.”4.2. Effortless manipulations“Normally the students know all the rules. The question is how fast can they apply them.”-Computer Science faculty memberFaculty are concerned with their student’s algebraic skills, even at a highly ranked engineeringprogram. This complaint fades away for instructors of third-year courses. Perhaps the interveningcourses instill algebraic fluency in students or have eliminated students that did not already havethese skills. Specifically, faculty are concerned with the speed at which students can performalgebraic manipulations. Faculty teaching later courses also want simple calculus calculations tobe fast and second nature, students “should be able to
are moving along and keeping his or her ear on the ground for you. And so, it’s not just, oh, how were your holidays? Oh, did you get that new computer? And that’s good. But there should be an explicit focus on advancement and promotion and how to make that happen. (R29)The sentiment that promotion and tenure standards had changed and that junior faculty were notreceiving adequate mentoring to help them be successful was shared by other respondents. 10Respondent 25 was concerned about inequities in promotion and tenure processes, includingshifting standards within the department and the lack of mentoring
Measuring the Effectiveness of a Series of Workshops Focused on the Retention of Underrepresented Engineering Faculty Norma Jean Mattei, Ph.D., P.E. University of New OrleansAbstractWith a workforce that is heavy with engineers nearing retirement age and an engineeringundergraduate population growth rate that is fairly flat, administrators will have to focus moreand more on recruitment and retention. Women and minorities have long been underrepresentedin engineering and are a potential source of future engineers. A diverse faculty would, of course,be an asset in getting and keeping a more diverse student body. However, the pool of women andminority
obtainknowledge concerning pedagogical issues, including: course structure, classroom management,and instructional techniques. The second research question seeks to describe which of thosesources of knowledge transfer are used by engineering faculty to obtain specific knowledge ofEBIPs.MethodThis study was conducted within a large research project focused on identifying driving andrestricting forces to use EBIPs in STEM. Employing a qualitative methodology, this studyexamines the nature of CoP and their implications for the use of EBIPs through interviews withfaculty participating in a naturally occurring CoP.ParticipantsDuring the Spring and Fall 2014 semesters, 9 faculty (Table 2) involved in a naturally occurringCoP at a medium-sized, private
M. Matusovich, Virginia Tech Dr. Matusovich is an Associate Professor in Virginia Tech’s Department of Engineering Education. She has her doctorate in Engineering Education and her strengths include qualitative and mixed methods research study design and implementation. She is/was PI/Co-PI on 10 funded research projects including a CAREER grant. She has won several Virginia Tech awards including a Dean’s Award for Outstanding New Faculty. Her research expertise includes using motivation and related frameworks to study student engagement in learning, recruitment and retention in engineering programs and careers, faculty teaching practices and intersections of motivation and learning strategies.Ms. Mayra S. Artiles
Page 3.283.2repercussions of present trends in tenure denial. It is more difficult to achieve tenure now than in 2the past. Sanders has noted that many talented young professionals have decided not to pursuecareers in higher education because of the increasing expectations for tenure and promotion. “No other aspect of a college educator’s professional life demands as much attention asthis issue, yet, if tenure and promotion are treated in a cavalier manner the faculty memberbecomes the victim” (Duff, 1988, p. 70). The decision not to retain, promote or tenure anindividual has implications not only for the present but it also has
the faculty. We designed a confidential survey for thisgroup based on personal and academic history, career issues, and opinions andexperiences. Our goals were to identify factors that have led to the success of thesewomen faculty, and to make recommendations to better integrate women into allengineering disciplines. Results (based on a 53% response rate) showed that BAEdepartments provide a supportive environment, and that the female undergraduate studentpopulation is 40% or higher in 65% of the BAE programs. The majority of respondentsreported that gender discrimination was not a job issue, and believe that the attraction ofwomen to BAE is due to its emphasis on biological systems, as well as BAE’s newnessand lack of long-standing
theCanadian institution for mental distress after medical students. A study of engineering students atCalifornia Polytechnic State University [5] found that 38% of respondents to a survey were athigh risk for serious mental illness as opposed to an estimated 17.9% of adults in the US with amental health condition. In a survey of 2031 participants, of all academic majors in college,students (71.29% of those surveyed) reported that recent issues from the COVID – 19 pandemichave increased their stress/anxiety levels [6].Faculty have also reported recent concerns for student’s mental health. As reported by [7], of106 engineering faculty surveyed, 70% reported being moderately or extremely concerned aboutundergraduate student mental health. 47% noted
Engineering Education Annual Conference & Exposition Copyright 2003, American Society for Engineering EducationFEAS faculty members, who did not respond to the survey, have on average worse teachingevaluations than those 27.3% who did. Thus the picture painted by the survey results is possiblyeven more conservative. The low return rate (only 14%) among the junior faculty likely indicateslower interest in educational issues. As they constituted proportionally the largest segment ofthose who did not respond to the survey, worse teaching practice among the younger faculty isalso likely, and of much concern. Among respondents, the self-declared ICE score was weaklynegatively correlated with years of experience, with the
these incentivesmay be enticing, it is apparent that most coaches truly enjoy working with the student teams andcontributing to the development of these emerging young engineers. The management style ofthe coaches ranges from hands-off, to equal-among-peers, to autocratic.Each year brings new projects, new students, and many new challenges (logistical, managerial,technical, and financial) for the coaches to deal with. Further, coaches for student teams inmultidisciplinary capstone design courses frequently lack teaching paradigms that can be calledupon to serve as a guide when making pedagogical and team-management decisions. In otherwords, few faculty experienced multidisciplinary capstone courses in their own education andsimply do not have
skills” which are: the ability to identify, design andconduct experiments as well as analyze results; formulate and solve engineering problems; toengage in life-long learning; function on a multi-disciplinary team and communicate effectively.This survey indicates that engineering schools will need to improve on the “softer skills” whilemaintaining their strength in teaching the “harder” technical skills. As engineering schoolsembrace the assessment requirements of ABET 2000 they need to develop a survey processwhere the results will be embraced by the faculty and implemented into curriculum change. Thekey issue is not the survey, but the process utilized. I. IntroductionEngineering schools are becoming
Teaching Effectiveness Using Teacher Rating Forms”. New Directions for Institutional Research, 2001(109), 59–87, 2001. Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/ir.4/epdf[18] T. Boyd, R. Cintrón, & M. Alexander-Snow. "The Experience of Being a Junior Minority Female Faculty Member." Forum on public policy online. 2010 (2). Oxford Round Table. Urbana, IL, 2010.[19] L. V. Blackwell, , L. A. Snyder, & C. Mavriplis. “Diverse faculty in STEM fields: Attitudes, performance, and fair treatment.” Journal of Diversity in Higher Education, 2(4), 195, 2009[20] C.C. Bartman, “African American women in higher education: Issues and support strategies.” College Student Affairs Leadership, vol. 2, no.2, 2015.[21] S. R
for years; some have changed careers. Others have taken less demanding positions or made other compromises to achieve flexibility to care for family members. Many of us have chosen to leave jobs we loved in order to accommodate our spouse's careers. We make our choices based upon our values; still some of these decisions are very difficult. I believe that my university is seriously trying to address gender (and other diversity) issues. Our Provost is very supportive and supports gender and cultural diversity workshops for faculty and some staff. These are primarily informational but they are a starting point and have introduced many faculty to issues and concerns that they had not formerly
members to follow the same path, by searching forpractitioners-as adjunct faculty- to assist in bringing-in the practice into the classroom.The Pros and Cons of Adjuncts:There are many reasons for employing adjunct faculty. Unanticipated increase in enrollment, thestart up of new programs, the need for specific expertise, and the replacement of sabbatical oron-leave faculty, are some of the reasons that may necessitate making temporary arrangements to Proceedings of the 2011 North Midwest Section Conferenceensure coverage of instruction. Unfortunately, department heads, administrators, and most a b , a a a a a - a a .N a,bthere are those skeptics
toward cross-cultural trainingprograms. The purpose of the investigation was to determine whether or not faculty membersbelieve that cross-cultural training programs helped them to advance their skills while interactingwith culturally diverse background colleagues; and, to identify what behaviors and actionsfaculty need to exhibit in order to successfully collaborate with their colleagues in a cross-cultural environment within the educational setting. The positive experience from a good trainingprogram is key. Faculty members must be encouraged to explore interests in the differentcultures and new approaches for collaborating. The design and delivery methods of a cross-cultural training program are essential and should cover faculty concerns
Conference & Exposition Copyright © 2004, American Society for Engineering EducationEngineering Teaching Portfolio Program DescriptionWe designed the ETPP with engineering graduate students in mind. The objectives listed belowguided all aspects of the program. 1. Create a draft of a teaching portfolio (teaching philosophy statement, diversity statement, 2-3 supporting artifacts). 2. Develop a network of fellow graduate students, early career postdocs, and other people on campus that share an interest in teaching and the scholarship of teaching. 3. Discuss teaching issues with colleagues. Research suggests that making this a habit helps new faculty succeed17. 4. Develop the practice of
continue toinvestigate the literature concerning academic libraries, OERs, and how COVID has impactedtheir use among engineering faculty.Another key takeaway from this study is how important it is for librarians to speak with facultyabout not just their research, but also their teaching needs. All of the faculty interviewed weresurprised but excited and even eager to speak about their teaching and how the library couldhelp, as they often did not think about the library when considering their teaching, beyond howtheir students might use it. Therefore, awareness is an issue and the author plans to continue tomake faculty aware of how the library and the librarian can support their teaching needs. Onespecific example of how the library could be more
guidelines provide specific expectation on the formatting of drawings, designnotebooks, writing papers, oral presentation, and team meetings. While grading has multiplecomponents, ~60% of the students’ final grade is determined by the quality of the written andoral design reports. Grading of these two items is conducted by faculty, faculty advisors, thecourse coordinator, and external judges. The grades have been reviewed periodically from timeto time to validate intra-faculty scoring consistency. External judges scores have only been usedfor assessment considerations and not part of student grading due to a concern that thecorrelation of scores between faculty and external judges was non-existent or weak. It was feltthat the two groups, despite
consensus in Phase II on activitiesregarding several critical elements of the LATTICE team’s coherence, including: authorship, datasharing, informed consent, anonymity and baseline references to the critical influences in allaspects of our program—WEBS, BRAINS, and Peer Mentoring Summits for WomenEngineering Faculty of Color. As discussed above, we are also concerned with working togetherto create a comfortable, safe environment for women of color engineers at the LATTICE IIsymposium, where the issues of gender and race are not viewed as mutually exclusive,19 womenof color are heard and validated, and the women whose race/ethnicities are overrepresented in theacademy refuse to leverage their undeserved advantage and privilege. Representation of
focuses on the importance of recruitment and retention of PhD students in engineeringfields from faculty and industry perspectives. Engineering faculty and industry experts wereinterviewed to explore their views of the recruitment and retention of domestic and internationalstudents into PhD programs in engineering fields. Findings point to a variety of ways to improverecruitment and retention of PhD students, including industry support and encouragement forgraduates who work in the industry, funding issues, communicating the possible advantages of agraduate degree to students, and online degree program development. The study specificallyexplores the problems and barriers to attracting, retaining, and graduating qualified individualsfrom
(STEM) disciplines. Across all groups, womenparticipate at lower levels than their co-ethnic male counterparts.1-3 Most activities to rectifysuch a deficiency in STEM disciplines have focused on K-16 initiatives to address lack ofpreparation, inability to balance coursework and external commitments, self-efficacy, andfinancial limitations.4-6 However, there has been minimal focus on issues faced by graduatestudents or the need for effective mentoring of post-docs and new faculty in engineering toattract and retain them in academic careers. This is alarming as one approach to increase thenumber of underrepresented minorities who graduate with a STEM degree is to use hierarchicalmentoring, i.e., undergraduate mentor to faculty mentor.7 This is a
design anddesign-related courses is repeatedly emphasized by ABET during accreditation visits and byother engineering organizations, such as ASEE, in conferences and through relevantpublications. Thus, directions for proper merging of professional experience with engineeringscience in design courses are a concern that comes up often in educational forums. How bestcould such “a merging scenario” be planned and implemented, depends on: faculty foresight,available resources, and the commitment-on the part of the faculty and the administration-to themission.The paper reports on a success story of such a merger in a geotechnical/foundation class. Thesuccess achieved was attributed, in large measure, to the proper coordination that precededcourse
strategies.” 6 Even more relevant to our situation however, as Svinicki andMcKeachie point out, is that new instructors are much more concerned with getting through theirfirst few lessons without too much difficulty than they are with the philosophy of education andtheory of learning.8 Video recording, as part of a faculty development, can help address both ofthese issues and be applicable to many levels of instructors by allowing the instructor to see his Page 23.1356.8teaching from the student’s perspective.While by itself, as a single experience, having a lesson recorded and then reviewing that record isunlikely to make a significant change in an
, Student Throughput, Faculty Workload andTeaching Assignments, and Accreditation.Introduction and BackgroundSince 1990, the Construction Management Department at California PolytechnicState University, San Luis Obispo (Cal Poly) had been soliciting donations for theconstruction of the Construction Innovations Center (CIC) on the Cal Poly campus.As part of the fund raising effort for the new 30,000 square foot building which wasto be include seven (7) dedicated labs, twelve (12) classrooms and lecture halls, andfaculty offices a new curriculum was proposed to inspire interest among potentialdonors. The proposed curriculum was similar to that discussed by Hauck andJackson in 2005, were project controls, construction estimating, and
between undergraduate andgraduate mentoring; the potential impact of a mentor of the opposite sex; and, the high variabilityof quality of mentoring received as a new faculty member. As far as tenure and promotion areconcerned, the areas most frequently discussed include: the process of tenure and promotion; thepotential double stigma for female faculty member hires; and, the issues associated withextension of the tenure clock. Common themes related to collaborative climate in thedepartment of mechanical engineering were: issues related to grant and publicationcollaboration; rewards associated with being a strong female faculty member; and, the need for acritical mass of female faculty members. Finally, a few items were constantly repeated as
purposes. All courses offered at KIT must first beapproved by appropriate administrators. Students were then recruited to take these courses. TheAmerican engineering faculty, Japanese engineering faculty, and Japanese language and culturefaculty met several times in sessions to decide the details of the courses. The Japaneseengineering faculty suggested offering one engineering course in which contents were alreadyfamiliar to the participating students. They understood the difficulty with the language andwanted the students to focus on learning academic English more than new concepts or facts.Thus, one course was chosen to be on compressible fluid flow. It was mainly for graduatestudents. The other course was for academic paper writing and