• deliver relevant and challenging educational programs to attract an outstanding diverse student body • prepare graduates for rewarding careers in their chosen professions and encourage graduates to extend their level of knowledge through lifelong learning • conduct leading edge research advances engineering science and stimulate the intellectual development and creativity of both students and faculty, • extend exemplary engineering service and transfer knowledge that contributes to the well- being and betterment of society. In order to broaden participation in engineering, UNL COE will broaden the admission reviewprocess to deemphasize student test scores and to
Education, vol. 12, no. 12, Oct. 2016. [7] R. Paul and L. Elder, Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life. Foundation for Critical Thinking. Indianapolis, IN: FT Press, 2020. [8] F. Patacsil and C. L. S. Tablatin, “Exploring the importance of soft and hard skills as perceived by it internship students and industry: A gap analysis,” Journal of Technology and Science Education, vol. 7, no. 3, p. 347, Sep. 2017. [9] R. V. Adams and E. Blair, “Impact of time management behaviors on undergraduate engineering students’ performance,” SAGE Open, vol. 9, no. 1, p. 215824401882450, Jan. 2019. [10] H. J. Passow and C. H. Passow, “What competencies should undergraduate engineering programs
students the opportunity to altertheir perceptions of climate change (NAS, 2017).ENGINEERING FOR HUMAN RIGHTS The College of Engineering at the University of Connecticut launched a new major inMultidisciplinary Engineering (MDE) and has developed corresponding human rights andsustainability required courses, including “ENGR/HRTS 2300: Engineering for Human Rights.”This 3-credit seminar enrolls undergraduate students interested in the broader socialimplications of engineering and technology. The faculty who designed and teach this coursedefine engineering for human rights as “a paradigm that draws on a universal set of principlesto shape individual ethical obligations and the norms of the profession to mitigate risk, enhanceaccess to the
Paper ID #11746Assessing the Spectrum of International Undergraduate Engineering Educa-tional ExperiencesDr. Mary E. Besterfield-Sacre, University of Pittsburgh Dr. Mary Besterfield-Sacre is an Associate Professor and Fulton C. Noss Faculty Fellow in Industrial Engineering at the University of Pittsburgh. She is the Director for the Engineering Education Research Center (EERC) in the Swanson School of Engineering, and serves as a Center Associate for the Learning Research and Development Center. Her principal research is in engineering education assessment, which has been funded by the NSF, Department of Ed, Sloan, EIF
andprofessionalism in the second semester of a student’s second year. The course is part of a set ofsweeping revisions to the undergraduate ECE program at the university. The department recentlymade significant changes to the undergraduate curriculum with support from a grant from theNational Science Foundation’s Revolutionizing Engineering Departments (RED) program. Thevision of the this ECE RED project was to transform the program so that it would attract a morediverse group of students and prepare them for a broader range of careers than the department’sprevious program had done. In the previous program, once a student chose between the electricalengineering (EE) or computer engineering (CPE) degree, they had a fixed set of courses to takewith no choices
to assistant professor. Prior to joining the State University of New York Polytechnic Institute team, Dr. Imran worked as Assistant Professor at the New York City College of Technology, CUNY. He also has more than 5 years of industrial experience in thermal power plant and HVAC system. Dr. Imran’s research focused on design, analysis, manufacturing, character- ization of advanced multifunctional composites and nanocomposite materials. His teaching expertise includes in the area of Solid Mechanics, Machine Design, Advanced Computer Aided Manufacturing (CAD/CAM/CNC), Finite Element Analysis (FEA), Advanced Solid Modeling (AutoCAD, SolidWorks), Thermodynamics, Material Science and Failure Analysis.Dr. Jiayue Shen
method that has proven fruitful in helping to retain thesegroups, especially women, is to utilize a service-learning approach, which demonstrates theapplicability of course content and the ways that it can positively affect others4-7. Manyprograms, such as Engineers Without Borders, target service opportunities for engineers in a Page 26.649.2developing country. Other programs, such as the EPICS program founded at Purdue University,focus on service opportunities in the community around the institution. Regardless of the venue,these programs typically attract a higher percentage of female and minority participants than thenational averages for
consecutive-days residential institutes. The main goal of all these activities is toplant the seed about technology and engineering in the minds of the young participants.Therefore, a variety of sessions take place in order to show them new technical concepts and tochallenge them to make use of those concepts. For the high-school students, the activities duringthe residential institutes are in the context of emulating a typical design process in industry, fromconcept to prototype. This product development process is valuable because it corresponds withthe type of interpersonal communication, problem-solving, and conflict resolution skills thatleading firms and industry seek from new employees. For the participants from middle schools,the several-days
are trained: “[It] depends on your PI (principal investigator or advisor) and your department. So, my PI, most of his students have gone into industry. Now he’s trying to get students into academia. There are [some] labs in the department [where] they all go into industry, and different ones are more [geared] toward becoming faculty. So, I think it just depends on who you work for really.”Many participants also reported that their career goals had changed as a result of theirparticipation in a Ph.D. program. Some participants attribute their changing career goals toobservations that changed their opinions about the nature of academic work life: “I’m open now to other [career] options. I thought [before
expected to participate in a seminarseries where speakers from industry, government, and academia speak on current power andenergy topics.The Graduate Certificate program is designed to mesh with the requirements for an MS inBiosystems, Civil, Electrical, Manufacturing, Mechanical, or Mining Engineering. Efforts arealso underway to integrate with requirements for the PhD programs in Biosystems, Civil,Chemical, Electrical, Manufacturing, Materials, Mechanical, and Mining Engineering. Coursesbeyond the four required courses and one elective course necessary for the certificate can be usedto satisfy the requirements for these graduate degrees, as well as to provide depth in power andenergy topics. Whereas the foundational core courses provide an
engineeringgraduates, on the other side of the world, top engineering-centered universities and institutions inChina launch programs to cultivate talented undergraduate engineering students to help promoteits pace to industrialization. Previous research studies both in the United States and China havegeneralized and summarized their experiences and characteristics to design and implement theirunique engineering programs; however, there are few comparative studies between the twocountries on this topic.Therefore, this paper presents a comparison between a First-year Engineering Honors Program ata university in the United States and a first-year of Undergraduate Honors Program implementedby a university in China. The paper will mainly compare the following
for the coming years.The program typically costs $ 82,000 of which around 50% is dedicated towards studentexpenses, around 40% towards instructional expenses and the remaining towards operational andmiscellaneous expenses. The budget per student is around $4000. Refer to Appendix B for adetailed description of a sample budget.Metrics/ Measurement of SuccessIn 2002 the Diversity Affairs Office set out to track the results of four minority outreachprograms for graduate and undergraduate students. Of the four programs run by the College, theESP program is our most successful recruitment program. From 1996 through 2000, over 31%(30 out of 95) of all ESP participants enrolled in the University (UW). From 2001-2003 we havebeen able to recruit 50
battalion, a SEABEE Regiment, and all Reserve CEC officers for the Atlantic Division of the Naval Facilities Engineering Command. He is a retired Captain in the Civil Engineer Corps (CEC) of the U.S. Naval Reserve. Page 13.1004.1© American Society for Engineering Education, 2008 Professional Practices in Civil Engineering: Meeting and Exceeding the New Civil Engineering Program CriteriaIntroductionThe emerging global nature of the worldwide marketplace for products and services coupledwith the exponential rise in technological advancement in the industrialized world has led to thenear-term, long-term, and
Director of the Space Engi- neering Institute and in 2010 she accepted a position with the Academic Affairs office of the Dwight Look College of Engineering where she oversaw outreach, recruiting, retention and enrichment programs for the college. Since 2013, she serves as the Executive Director for Industry and Nonprofit Partnerships with responsibilities to increase opportunities for undergraduates engineering students to engage in experiential learning multidisciplinary team projects. These include promoting capstone design projects sponsored by industry, developing the teaching the Engineering Projects in Community Service course, and developing curricular and co-curricular programs at the Engineering Innovation
were widely shared, but weneeded reliable evidence that was reasonably representative of engineering education and stillmanageable. As mentioned earlier, we selected the top 10 undergraduate engineering programs atinstitutions that have doctoral programs based on the U.S. News and World Report “Rankings ofBest Undergraduate Engineering Schools”for 2022. Because there were several ties, there are 11institutions total in the top 10. #1 MIT #2 (tie) Stanford #2 (tie) University of California-Berkeley #4 (tie) California Institute of Technology #4 (tie) Georgia Institute of Technology #6 (tie) Carnegie Mellon #6 (tie) University of Illinois-Urbana-Champagne #6
waysto Support their Scholar. As some of the scholars are first-generation college students and othershave parents unfamiliar with RIT, having information about support services available, allowsthem to assist us in encouraging their scholar to take advantage of their individualized supportnetwork. The orientation concluded with a list of other financial aid resources and time forquestions and answers. The participants expressed appreciation for the information about thescholarship program and for getting an opportunity to meet other supporters.The final initiative that we started this year was industrial networking. Due to restrictions because of thepandemic, the students were not able to tour local facilities to see engineering in action
attract and retain ET students.This paper describes FAP by first revealing the specific tracks that add distinction anduniqueness to program majors by presenting students with more educational choices. Forexample, students can choose to add depth in a chosen discipline and/or pursue another area ofstudy. FAP is also integrated into CETA’s marketing collateral, open house recruiting events andorientation sessions to engage and retain first-year students. This paper describes the specifics ofFAP and how it is successfully being used to stimulate student interest, increase participation,and thus improve their prospects for lifelong career success.Strategic Engineering Technology Program IssuesA key strategic objective of CETA is to continuously
; Urbano, 2012).The influence of public policy, incentives, resources, culture and institutional mission areimportant factors when examining the motivation of researchers to participate in academicentrepreneurship. They comprise many elements and initiatives beyond TTOs, that supportacademic entrepreneurs. These include business incubators and accelerators which provide talentand financial support to university startups, as well as education and training programs designedto develop intellectual and tactical knowledge that can help bring innovations to market.Although there is increasing value being placed on university-industry collaboration andcommercialization, in addition to traditional academic work, a significant challenge is gettingmore
. As a result, students obtain job ready skills and project abilities in 2years that can greatly leverage their early learning and focus.In a multi-university collaboration, all participants gain in shared information including:articulation agreements, ABET start-up templates and shared consultant advice, summerinternships, legal forms, competitions, joint projects and other synergistic areas. Using acollaboration mesh network strategy coupled with hybrid technology and proven teachingstrengths, a more efficient program is planned for pilot testing for SCU consortiums towardfurther feasibility assessment.1.0 IntroductionMajor advances can be made at the undergraduate level in STEM education. Large gains areexpected in program quality and
assistant professor of research in Teaching, Learning, and Sociocultural Studies at the University of Arizona. Her research includes undergraduate teaching reform, science literacy, quantitative literacy, and the impact of industry and research experiences on preservice and inservice teaching practice.Prof. James C. Baygents, The University of Arizona James C. Baygents is the associate dean of the College of Engineering at The University of Arizona. His primary responsibilities include academic affairs and recruitment, admissions and retention programs. Jim is a member of the Department of Chemical & Environmental Engineering (ChEE) and the Program in Applied Mathematics at The UA. Jim joined The UA Engineering faculty
concept and program that is at the core of thisinitiative. We then describe how the concept was promoted amongst engineering facultyand the success of that promotion in terms of the participation of faculty in each of the firstthree years of the initiative. We conclude with some examples illustrating the activities ofthe several study groups.The Faculty Study Group Concept and ProgramThe current Engineering Study Group Initiative grew out of the Faculty Study GroupProgram described in detail by Wildman et al.1 This campus-wide program was initiated atVirginia Tech in 1996 by the Center for Excellence in Undergraduate Teaching (CEUT).The faculty study group was envisioned by Wildman et al. as a means by which facultycould join with colleagues to
level of interest. ≠ The robots.net Robotics Competition page lists 88 competitions in 2006 alone [5]. Note that FIRST counts as a single entry, despite its multiple dates and venues.The potential of a robotics competition format to have a broader impact with respect toincreasing the interest and diversity of students enrolling for STEM degree programs is welldemonstrated in the results of the 2005 study “More than Robots: An Evaluation of the FIRSTRobotics Competition Participant and Institutional Impacts”[6].2.3 ObjectivesOur objectives are linked to the specific community building activities that we undertook: ≠ Robotics Innovations Competition and Conference Planning Workshop ≠ Robotics Innovations Competition and Conference
and experiences of professional development (PD); metwith alumni, business, faculty, and other representatives to solicit their input to the document;and, starting in fall 1995, pursued teaching collaborations to implement aspects of theprofessional development vision outlined in the document.Part I of this paper outlines the professional development framework and how it relates to ABET2000. Part II shows how we attempted to achieve the objectives in first year courses of ourSchool through an unusual collaborative teaching effort in fall 1996 to cultivate PD among first-year undergraduates. Part III gives a model for assessment of how well the collaboration wasable to fulfill its PD objectives. The paper concludes by examining some broader
2003, American Society for Engineering Education”technology to a new level that will stimulate technological innovation and economic development across theUnited States. The resources needed in implementing this transformation across the country are at hand.But the change requires a new way of thinking. No longer can we afford to view engineering education as aone-time process consisting of the sum total of knowledge and skill-sets to be attained prior to practice,completed within four years at the undergraduate level, or to be considered terminal at the master’s level ifwe are to unlock the creative, inventive, innovative, and leadership potential of the U.S. engineeringworkforce for competitiveness in the new economy.3.1 Defining Program
assess engineering education programs and outcomes at 31 four-yearU.S. institutions. The study team implemented a disproportional, stratified random samplingplan to provide a nationally representative sample of four-year engineering programs that offertwo or more ABET-accredited programs in six engineering disciplines (biomedical/bioengineering, chemical, civil, electrical, industrial, and mechanical). All faculty members,program chairs, and sophomore, junior and senior students at participating institutions were Page 25.254.4invited to participate in web-based surveys. The student surveys solicited respondents‟background and demographic
programs tackle the science communication and broader-context issuesso important to successfully engaging undergraduate students, and still fewer draw on thegoldmine that is the workshop participants’ own personal insights, having once been menteesthemselves. In one well-designed program, Fiegel et al.20 trained graduate student mentors 1) increating and refining learning outcomes, 2) in effective teaching methods such as learning stylesand questioning techniques, 3) in project management, including communication styles, effectivemeetings, and stimulating effective feedback, and 4) in creating an environment of trust. The lastelement taught the mentors about open lines of communication, ownership of the mentoringprogram, and failures as learning
AC 2011-552: A LEADERSHIP-FOCUSED ENGINEERING MANAGEMENTMASTER OF SCIENCE PROGRAMMary Adams Viola, Ph.D. and Robert J. Hannemann,Ph.D., School of Engineering, Tufts University Robert J. Hannemann Director, Tufts Gordon Institute Professor of Practice Rob Hannemann is the Director of the Tufts Gordon Institute. In this role, he is responsible for the En- gineering Management and Entrepreneurial Leadership programs, which serve more than 100 graduate students and 500 undergraduates annually. He is also Professor of the Practice in the Mechanical En- gineering department. Dr. Hannemann earned advanced degrees in Mechanical Engineering from New York University (MS ’72) and MIT (Sc.D.’75) after receiving his BS degree
an authenticenvironment for the REU students to experience the research process in a structured context, tohone skills in both poster and oral presentation, and to stimulate peer learning and exposure tothe broader set of projects.8. Program Assessment and Evaluation. The Clarkson University 2021 High PerformanceComputing (HPC) virtual REU Site was evaluated with data collected through three surveysand two focus groups. The purpose of the surveys and focus groups was to gauge the attitudes,perceptions, and reactions of the student and faculty mentor participants. More on the resultsof the program evaluation will be presented in Section V of this paper. IV. B EST P RACTICES AND L ESSONS L EARNEDOur continuous
Paper ID #42620A introductory-level, student-taught biomedical neuroengineering course for1st year undeclared engineering undergraduate studentsNyota Prakash Patel, University of VirginiaDeepika Sahoo, University of VirginiaDr. Shannon Barker, University of Virginia Dr. Shannon Barker is an Associate Professor and Undergraduate Program Director at UVA BME ©American Society for Engineering Education, 2024Background and MotivationEngineers are required to conceive, design, and maintain products, processes, and systems acrossmany sectors to meet societal needs [1]. Projects often require training in fundamentals andacross
capstone design experiences(Froyd & Ohland, 2005), first year computer programming experiences (Brannan & Wankat,2005), community service learning (Coyle, Jamieson, & Oakes, 2005), active learning (Borrego,Froyd, & Hall, 2010; National Research Council, 2012; Fairweather, 2008; Handelsman et al.,2004; Seymour, 2002; Boyer Commission on Educating Undergraduates in the ResearchUniversity, 1998), and design-based learning (Puente, Van Eijck, & Jochems, 2011; Reynolds,Mehalik, Lovell, & Schunn, 2009). Most of these, however, are institutionally or individuallyenacted—the goal of the RED program is to build these efforts at a broader scale with radicallydifferent approaches which will result in disruptions in engineering and