Universidad del Turabo in Gurabo, PuertoRico. The SFIP is a five-year, externally funded, faculty development program that began in thesummer of 2012 and runs until the summer of 2016. The intention of the program is to diffusethe use of innovative and effective teaching practices in a manner that will promote lastingchange in the entire engineering and physics faculty of Universidad del Turabo. The programtargets new as well as experienced faculty members. The SFIP takes place during the month ofJune and provides a stipend to participants. It is divided into an intensive one-week trainingworkshop that is followed by a three-week immersion where each faculty member transformstwo courses. An expected transformation is the selection and adaptation of
the SFIP is the time provided to the faculty to transform their courses, including a stipend. Most diffusion models only include Page 24.1074.4 workshops with the expectation that the faculty must transform their courses on their own time. As stated previously, the National Research Council has recognized that the development of course innovations requires an amount of time that “exceeds substantially the normal course preparation commitment“ [2]. 2. The 10-year time dimension (the five-year grant period and beyond). During the first five years, the
Paper ID #38511Board 290: Faculty Experiences with Hands-on Models for CalculusInstructionProf. Eric Davishahl, Whatcom Community College Eric Davishahl serves as professor and engineering program coordinator at Whatcom Community College in northwest Washington state. His teaching and research interests include developing, implementing and assessing active learning instructional strategies and auto-graded online homework. Eric has been an active member of ASEE since 2001. He was the recipient of the 2008 Pacific Northwest Section Outstanding Teaching Award and currently serves on the ASEE Board of Directors as Zone IV Chair.Dr
Education, 2020 Faculty perceptions of industry sponsorships in capstone design coursesAbstract Many studies have established the value of industry partnerships in engineering capstonedesign courses. Students are often identified as the primary beneficiary of these collaborations.Students benefit from exposure to professional practices, as well as non-engineering constraints(e.g. economic, legal, regulatory). Furthermore, students are able to develop a professionalnetwork. Industry sponsors are identified as a secondary beneficiary of these collaborations.Sponsors gain access to faculty expertise, as well as increased interactions with students that mayinform offers of employment more so than
funding from theFlora and William Hewlett Foundation, have undertaken a curriculum development initiative thatemphasizes the human component of engineering. This program embraces the concept thatengineers and the field of engineering serve a critical role in society. This interdisciplinarycollaboration at CSM has created a sequence of courses designed to help engineering studentsunderstand the ethical, cultural, historical and technical dimensions of engineering work appliedto community development in the U.S. and abroad7. One of the primary goals of this effort is tocreate a culture of acceptance and value of community and international service activities amongCSM’s faculty and students
Loving Your Students – A Faculty Model for Today’s Classroom Anthony P. Trippe Rochester Institute of TechnologyAbstractThis paper reviews research related to four recent business management models of charismaticand inspirational leadership. It goes on to select the key traits and behaviors of these leadershipmodels for the workplace environment and use them as the foundation of a model for a lovingfaculty member. Like the business leader, the devoted, caring professor leads his engineeringstudents in their quest for knowledge, growth and learning. Based upon peer-reviewedleadership research which reports the value and benefits of a caring, mentoring and loving
developing an effective outcomes assessment system is the institutionalculture of the faculty.” Ewell also concluded that implementation of an assessment plan in whichfaculty provide and respond to feedback is a difficult task.4 Shaeiwitz5 states the challenge asfollows: “Implementation of an assessment plan in which faculty provide and respond to feedback will be a difficult task. At most institutions, it will require a significant paradigm shift in faculty behavior. It is unclear how to effect such changes; there are conflicting opinions on whether faculty are motivated by intrinsic or extrinsic factors. But, if this problem is not dealt with forthrightly at the outset, implementation of an
); Page 3.262.2• summer bridge programs;• faculty-directed undergraduate students research; and• graduate preparation, mentorships, and research conference participations.We have served 467 students in our Phase II activities, thus on average, about 5% of our studentsparticipate in two activities. Most of the data is given in the form of student participation whichaccurately reflects the number of student engaged in a specific activity. This distribution showsthat we have a concerted, focused effort which reaches a significant number of undergraduateSMET minority students within our region. In our alliance each specific activity is developed through a peer review process similar to thepeer review system at NSF. Committees made up of
seen enthusiastic adopters among the faculty; we hoped to build thisinto our faculty at NC State so they could use it in their research and teaching.1-2 The goal of thisparticular subcontract was to introduce EM and EML to a small cohort of faculty and students tolearn what would work at our university and what needed to be adapted from other KEENpartner schools to work better here. The eventual goal at NC State is to build EML into thecurriculum across campus.The entrepreneurial mindset has been much investigated by the KEEN network (KernEntrepreneurial Engineering Network). The network is a partnership of more than 50 collegesand universities investigating how the entrepreneurial mindset can be developed in engineeringgraduates and faculty
change by sharing Boyer’s model back home.Workshop format and assessments. Founded in 1963, today’s AEESP includes nearly1,000-members who are faculty, postdocs, and students of environmental engineering andscience. The mission of AEESP is to, “assist it’s members in the development anddissemination of knowledge in environmental engineering and science.” One way thisoccurs is through a biennial conference. In June 2022, the membership of AEESPgathered in St. Louis, Missouri. Conference organizers included Washington Universityin St. Louis, the Missouri University of Science and Technology, Southern IllinoisUniversity Edwardsville, and the University of Missouri. The conference theme was,“Environmental engineering at the confluence,” which was
minutes, one thing, you’re done. And so you can’tdo that every week, you just can’t.” SD106, an assistant professor who was beginning his thirdyear of teaching at the university level, also used the time interval of a term both to evaluate thevalue of a new course that he was developing, “something that you can teach in 10 weeks that'sworthwhile”, and as a specific design constraint for discretizing and sequencing the topics hechose to include, “I kind of formulated the course and got the little topics stretched out andfigured out I had enough weeks.”Faculty also characterized time as a scarce resource when they were deciding how much time toallocate to their teaching with respect to the time allocated to other professional and
Session 1793 Assessing a Big Ten University’s Faculty Mentoring Network Program Mara H. Wasburn, Joseph M. La Lopa Purdue UniversityAbstractThis study describes a formal mentoring program at Purdue University developed with theexplicit goals of helping faculty become better educators, cope with the demands of research andservice, and advance toward promotion and tenure. After describing the theoretical model onwhich the program is based, as well as its structural features, research on its operation ispresented. Attention is focused on mentor-protégé communication, strength of
Page 1 of 8affirmative action programs. The developers have learned that market forces, aswell as competition from other universities and the private sector are real issuesthat impact the success of faculty recruitment efforts. Salaries are not competitiveat East Tennessee State University (ETSU) for the same skills and talent within theSouthern Regional Educational Board institutions, as documented in the TennesseeHigher Education Commission Peer Faculty Salary Comparison reports. What hasalso been learned is that the organizational climate can be less than desirable forall faculty members when disproportionate burdens of service and lack of supportfor research initiatives exist. The climate issues are exacerbated for minorityfaculty which
actually do, and also could learn the basic elements ofthe design process by being involved in real design projects.This paper reports on the development and execution of a senior design course at an internationaluniversity, where practitioners played a major role, side by side with faculty members, inplanning and teaching the capstone design course. Development of the course plan coincidedwith a departmental decision to revamp and update the existing senior design course, to moreeffectively relate the concepts of design and to expose students to professional practice in theRegion. The restructured capstone course, co-taught by a local consulting firm, has met, inprinciple, the objectives behind the desired change, and asserted that design is a
technology that did notpreviously exist in the curriculum. He reported that local industry has found the course valuable and hebelieves the new course is uniquely preparing his students for careers in that branch of engineering.Greg had a career in manufacturing and brings advanced manufacturing techniques into the department,allowing students to build systems that were not previously possible and collaborating with researchers inthe department.Capstone and introductory courses seem to be particularly well-suited for teaching faculty. Capstone is aparticularly good fit for participants like Alan and Greg who had engineering management experience andso could model the type of design processes and skills that are necessary in a product development
oriented professions. Finally, a path forwardis suggested in order to begin the development of an emerging template for professionallyoriented faculty reward systems in engineering and engineering technology that better supportsteaching, professional scholarship and creative engagement in engineering practice for thedevelopment and innovation of technology.1.0 The Urgency for ReformThis paper focuses on issues driving reform of faculty reward systems to advance professionalgraduate engineering education for creative engineering practice and leadership of technologicalinnovation to enhance U.S. competitiveness. This is in direct response to the urgency ofengineering education reform and improvement of faculty reward systems, voiced by Wm. A.Wulf
remotely deliverlab sessions to his/her students4. The development of Web-based laboratory setups allows one toperform selected experiments remotely from a distant computer8.It seems that online teaching offers a satisfying alternative to lecture-based traditional teaching.But online instruction may increase faculty workload, since it takes faculty extra time inpreparing lecture notes and answering emails from students. This may limit some facultymembers’ use of online tools. In addition, criteria for evaluating quality and effectiveness ofonline teaching have not been well established.2.2 Research PracticesFaculty members routinely write grant proposals and review scholarly publications. Online toolsmay facilitate faculty members in
sustainability ispart of the official curriculum. Natural science and mathematics are somewhat surprising asscience is the basis for engineering; however it seems that the respondents in this study clearlyvalue the application more than the theory itself.Finally, it is remarkable that leadership, entrepreneurship and business are all low ranked.These areas are all part of an employability orientation, especially that engineers are able toestablish innovative companies, and lead innovation development. However, these are alsopart of a private company strategy and it seems that faculty in this study do not value theseelements as much as the more academic critical aspects.Additional Chi-Square tests were conducted to examine whether attitudes in table 6
faculty at the US Military Academy at West Point teaching civil engineering. He also served as the Director, Graduate Professional Development at Northeastern University’s College of Engineering. He is the recipient of the 2021 NSPE Engineering Education Excellence Award and the 2019 ASCE Thomas A Lenox ExCEEd Leadership Award.Tanya Kunberger Dr. Tanya Kunberger is a Professor and Chair of the Department of Environmental Engineering, Civil Engineering and Construction Management in the U.A. Whitaker College of Engineering at Florida Gulf Coast University. Dr. Kunberger's educational research interests are in self-efficacy, persistence, and effective learning approaches in engineering and the development of an interest
of female faculty being hired, tenured, or promoted. Considering thatnearly 37% of the doctoral degrees in science and engineering are awarded to women, it shouldthen be alarming to discover that women make up only 9% of full professors in Science,Technology, Engineering, and Mathematics (STEM) fields2. Of course, it is only in recent yearsthat this issue has drawn some attention. The NSF’s Advance Program was created out ofconcern for this same exact issue. Because of the Advance Program, large universities such asIowa State University6, Rice University, University of Washington, University of Michigan,University of Wisconsin, and Virginia Tech are developing or have already developed policiesand programs to support, recruit, and retain
veterans once in the ETETE workplace. Withinthe higher education experience, another panel member discussed his experiences mentoringSVSMs as a faculty member. He focused the conversation on how military artifacts within hisoffice helped SVSMs self-identify and enter into mentoring relationships. These veteran-to-veteran relationships were deemed safer by SVSMs than those established with more traditionalfaculty members. He described the initial mentoring relationships as a grassroots effort that hassince expanded into a more structured veteran mentorship program that is still in development(see [8]). These mentoring experiences highlighted the importance and influence of anestablished veteran network taking a vested interest in the success of
recruitment and retention. Gandhi-Lee et al. promote professional60 development to better train faculty in identifying changes needed to support STEM student recruitment61 and retention [16], [17].6263 Four Domains for Improving Retention64 Faculty interactions with students can contribute to increasing retention rates. One way to address this is65 to improve teaching practices, and the authors suggest focusing on four areas of instructional practice that66 may create more successful learning environments.6768 We challenge faculty to modify their teaching practices that do the following in the specific affective69 domains:70 • promote a growth mindset71 • build student self-efficacy72 • develop student metacognition
institutional features that directaction when a mental health crisis arises. Specifically, this project focuses on generating newknowledge about the ways faculty and students conceptualize mental health within engineeringgraduate programs.Understanding these facets of mental health in academia is a first step toward changing policiesand practices that have perpetuated the mental health crisis in engineering. This long-termoutcome of this EEC project will develop evidence-based practices to improve student mentalhealth services in graduate engineering programs.IntroductionA growing mental health crisis in graduate education is a major factor in the attrition of qualifiedSTEM MS and PhD students 1 . While the factors driving attrition are multi-faceted
with the Department of Curriculum & Instruction. He earned his Ph.D. in Electrical and Computer Engineering from the University of Illinois at Urbana-Champaign as a Mavis Future Faculty Fellow and conducted postdoctoral research with Ruth Streveler in the School of Engineering Educa- tion at Purdue University. His research interests include creating systems for sustainable improvement in engineering education, conceptual change and development in engineering students, and change in fac- ulty beliefs about teaching and learning. He serves as the Publications Chair for the ASEE Educational Research and Methods Division.Katherine Earl Katherine Earl is a graduate student in the Department of Education’s Counseling
Faculty-practitioner collaboration for improving civil engineering students' writing skills1. IntroductionMost civil engineering programs are responsive to practitioners' concerns for technical skills andcontent, but few programs respond as directly to practitioners' concern for writing skills. Surveysof employers and alumni consistently emphasize the need for stronger writing skills,1,2 but mostprograms still rely on general technical writing or composition courses, which seldom addressspecific needs for writing in engineering practice. In the past several years, we have undertaken anew, more direct approach for writing skill development within civil engineering courses. Theapproach relies on collaboration with practitioners
of improving teaching, do not eliminate poor or below average faculty but instead increases poor teaching practices • Illustrate a mercantile philosophy of consumerism in class rooms which erodes academic standards • Lead to inappropriate dismissal of faculty • Constitute a threat to academic freedomMethodologyThe school of Architecture, Civil Engineering & Construction at SPSU includes threedepartments and has an undergraduate student enrollment of about 1100. This specific study isconducted in Construction Management program of about 350 undergraduate students in Fall2005. A simple, yet structured questionnaire was designed to collect information for the analysis.The developed and pre
, individual teaching to student-centered, problem-based, team learning. Toreach this goal, EESP has invited diverse groups of several dozen doctoral engineering studentsand junior faculty members to participate in a weeklong, hands-on workshop focused on teachingphilosophy, classroom skills, and the essentials of the academic career.EESP ’97 enabled participants to achieve the following program objectives: 1. enhance their knowledge of teaching methods and the learning process 2. develop their understanding and appreciation of the diversity of undergraduate students related to learning styles, cultural background, age, gender, and interests 3. increase their capacity to embrace future responsibilities for leadership in engineering
Rowan engineering students a tendency toexhibit relatively low scores—that is, in the “avoid” or low “use as needed” range—in precisionand confluence, and relatively high scores—“use first” or high “use as needed” range—insequence.Our hypothesis is that this particular combination of avoidances and preferences leads to barriersthat specifically impact performance of student teams in the upper-level design courses, such asthe Junior/Senior Clinics [21]. In these courses, students work independently in teams onsemester-long and sometimes multi-year projects. Many of the projects involve external funding,real clients and sponsors, and actual product development. For example, student teams under thesupervision of chemical engineering faculty have
the Collaborative Lounge for Understanding Society and Technology through Educational Research (CLUSTER), an interdisciplinary research group with members from engi- neering, art, educational psychology and social work. He has conducted qualitative educational research in a number of contexts ranging from formation of students’ professional identity, the role of reflection in engineering learning, and engineering students’ creativity development. He was the first international recipient of the ASEE Educational Research Methods Division’s ”Apprentice Faculty Award”, was se- lected as a 2010 Frontiers in Education ”New Faculty Fellow”. In 2011, he received a National Science Foundation CAREER award (#1150668) to
methodologies in engineering education. Intrigued by the intersections of engineering education, mental health and social justice, Dr. Coley’s primary research interest focuses on virtual reality as a tool for developing empathetic and in- clusive mindsets among engineering faculty. She is also interested in hidden populations in engineering education and innovation for more inclusive pedagogies.Dr. Nadia N. Kellam, Arizona State University Nadia Kellam is Associate Professor and Graduate Program Chair in the Polytechnic School of the Ira A. Fulton Schools of Engineering at Arizona State University. She is a qualitative researcher who primarily uses narrative research methods to develop critical understandings the