determine whether the students are receiving adequate support,whether the content effectively serves its intended purpose, and to guide informed decisions forprogram enhancements. This paper explores the design, implementation processes, and materialsused for program evaluation, through considering an example of an engineering outreachprogram for community college students, the Aeronautics and Astronautics CommunityResearch Experience (AACRE) program, implemented in the Aeronautics and Astronauticsdepartment at Stanford University in the United States.The function and efficacy of the program’s designs, processes and materials were considered toextract a set of good practices for the evaluation of higher education engineering outreachprograms
theirdevices perform as required. Teams communicate design development through a combination of oralpresentations, written submittals, and physical demonstrations. Team members also providefeedback to one another through a series of regular peer evaluations over the course of the project. Proceedings of the 2021 ASEE Gulf-Southwest Annual Conference Baylor University, Waco, TX Copyright 2021, American Society for Engineering Education 3Specifically for the task of team formation, the key difference between these courses is thedistribution of project topics. In Engineering Design I, a new design challenge is developed
process and the writing process, and for one assignment, we asked students to developan article for students who are new to engineering outlining how their familiarity with thewriting process could help them understand and work through the processes of the designprocess. This integration with engineering on a conceptual level helped students embrace andwork with unfamiliar concepts, and from their papers, we could also see that some students wereable to connect the design process and the writing process to the problem-solving processes theywere employing in calculus and physics. Nevertheless, we also found different subjects do involve specialized language andspecialized ways of thinking and consequently, specialized ways of writing as
evaluate AI technologies through standards and benchmarks. Research and community engagement is needed to develop a broad spectrum of evaluative techniques, including AI standards, benchmarks, and testbeds. • Strategy 7: Better understand the national AI R&D workforce needs. Advances in AI will require a strong community of AI researchers. An improved understanding of current and future R&D workforce demands in AI is needed to help ensure that sufficient AI experts are available to address the strategic R&D areas outlined in this plan. • Strategy 8: Expand Public-Private Partnerships to Accelerate Advances in AI. Increased emphasis on benefits of partnerships, including strategically leveraging resources
assistant professor in physics at the University of Maryland in the Physics Education Research (PER) Group. Turpen’s work involves designing and researching contexts for learn- ing within higher education (for both students and faculty). Her research draws from perspectives in an- thropology, cultural psychology, and the learning sciences. Through in-situ studies of classroom practice and institutional practice, she focuses on the role of culture in science learning and educational change. She pursues projects that have high potential for leveraging equitable change in undergraduate STEM pro- grams and she makes these struggles for change a direct focus of her research efforts. She also serves on several national
the Accreditation Board of Engineering and Technology (ABET) criteria,2 3 and inthe classroom they incorporate critical pedagogies to bear on macro-ethics, such as war andglobalization.4 5 Building on this literature we interviewed undergraduate engineering studentsabout the neutrality problem, specifically in relationship to the issue of violence. Based on theseinterviews, we argue that more nuanced understandings of violence—as conceived of by activistsand scholars—can help educators construct pathways for non-neutral engineering education.This paper begins by defining the neutrality problem through a review of how liberal artsengineering educators have previously addressed it in the American Society for EngineeringEducation and by other
AC 2009-1855: APPLICATION OF MULTIMEDIA THEORY TO POWERPOINTSLIDES CREATED BY ENGINEERING EDUCATORSJoanna Garner, Pennsylvania State University Dr. Joanna K Garner is an Assistant Professor of Psychology at Penn State University, Berks College. Her research interests focus on the application of cognitive psychological principles to the improvement of student learning outcomes.Allen Gaudelli, Pennsylvania State University Allen Gaudelli is working on his B.S. in Industrial and Manufacturing Engineering at Pennsylvania State University. This paper's project he performed as an undergraduate researcher in the Leonhard Center at Penn State. At present, he is working in a co-op position at
students enrolled in the course in the Fall2023 semester was 68. The course was redesigned in the Fall 2021 semester as part of a project“Beyond Accommodation: Leveraging Neurodiversity for Engineering Innovation” (abbreviatedas INCLUDE), funded through the Revolutionizing Engineering Departments (RED) program ofthe National Science Foundation (NSF) to create a more inclusive learning environment for allstudents. The redesign process is delineated elsewhere [17].Course AssignmentsThe course material was divided into seven modules with one course-level objective for eachmodule. Several low-stakes (ranging from 1.5% to 20% of the overall grade) assignments andassessments were administered throughout the semester to ensure steady workload with
, therefore the instructorschose to devote an entire class to team building and group dynamics. The Team 2000 projectconsultant, Elaine Wonsowicz, led the groups through a hands-on team-building workshop,focusing primarily on specific stages of team building and teaching the students advanced groupdynamic skills. The Team 2000 Instructors then divided the class into multidisciplinary, cross-functional teams that the students would be assigned to for the remainder of the 1st eight weeks.Each of the three Teaching Assistants was assigned to lead a team.Planning. Each team was tasked with creating it’s own storyboard for a video that would focuson recruiting young women into engineering and computer science fields. The initial planninginvolved a
under the “Personal Care” business unit beingoffered to management to achieve the profit growth target. The computer generated data for theNoage Lotion comparison and “real” survey data collected by the students together providedbountiful opportunities for students to practice the type of statistical analysis needed to achievethe course objectives. Beyond this commonality between group treatments there was difference in the teachingmethod applied to each group. The control group was taught concepts using the traditionalPower-point slides in a regular lecture hall. In contrast the experimental group’s classes wereheld in a computer lab and all the key concepts were taught via class discussions driven by thedata. In this hands-on approach
in Experiment 1, students wereexpected to discover that the far-field angles of the light emitted by LEDs were independentof the colour of the LED, the current flowing through each LED, and the distance betweenthe LED and photodetector. They were also expected to evaluate their ability to judgeaccuracy of their measurement of the far-field angles after a review of the datasheets aswell as begin to develop an understanding that the light intensity seen by eye and measuredusing the photodetector are not equivalent. Lastly, the students were to speculate on thereasons why a pulsed source was used to power the LED.The protractor used was a print-out of an array of concentric semicircles with increasingradii on A3 paper. Lines emanating around
matter, and a presentation addresses differentlearning styles; (2) engaging presentation which includes unambiguous written and verbalcommunication, student-instructor interaction, and incorporation of physical model systems anddemonstrations; (3) enthusiastic presentation; (4) positive relationship between instructor andstudents; (5) assessment of learning through classroom and out-of-classroom assessment; and (6)inclusion of technology in appropriate ways to improve student learning. The ExCEEd modelconsiders Lowman’s 2-D Model of College Teaching6, which states that teaching effectiveness isa function of intellectual excitement and interpersonal rapport with the students. Examples ofintellectual excitement include excitement, clarity and
address complex challengesrelated to environmental management and plant growth technologies. The project provided theplant lab students with a hands-on experience, moving beyond textbooks to tackle real-worldchallenges, from plant selection to pest management.The mechanical design, a key milestone achieved during the project's first phase, involvescreating a structure that can support various plants while offering sufficient space and optimalconditions for growth. This stage focused on ensuring that the design could accommodate thephysical needs of different plant species, including factors such as structural stability, spaceallocation, and environmental exposure. By utilizing advanced engineering principles, the PlantWall system is designed to
) Which mentor qualities aresuccessful in graduate school guidance? and 3) How can virtual activities engage students tobuild leadership skills and confidence in their academic pathways and future careers? Theprogram structure has three key features to enrich the peer mentorship experience: (i) goal settingand reflections, (ii) academic/professional development, and (iii) community building. Weevaluated the program through a series of surveys and interviews to collect information aboutundergraduates’ knowledge on graduate admissions items, reflections on mentoring interactions,and accomplishments made during the program.We recruited participants through in-person promotion during meetings of student organizations,referrals, and written/electronic
most of the students were admitted to the four-yearundergraduate (UG) engineering program after 12 years schooling, a few of them (12) hadlateral entries in the second year of the program after ten years of schooling followed by threeyears of an engineering diploma. The college is among the best in the state. It attracts brighterstudents but they have noticeable variation in performances at the entrance examinations andin the prior courses of the engineering program. Their social and geographical backgroundalso had significant variety.ActivitiesWe designed and executed the following activities in line with N=1 principle. We tried tounderstand the uniqueness of students through multiple activities such as learning styles,approaches, and team
capital – through explicit, employee-centered policies, practices,cultures, and approaches – tend to outperform rival firms.3,4,5,6 Institutions of higher educationface a daunting task in attracting, retaining, and engaging faculty, primarily because of thecompetition for talent that exists in the broader employment marketplace.The Context of Faculty Opportunities and Challenges Any discussion of compensation, reward, and recognition issues in higher education mustacknowledge the context in which faculty work continues to evolve. The Americanpostsecondary system – including two- and four-year campuses; public- and private institutions –has been in a state of flux caused by many changes in the internal and external environments andrapid
simultaneous effect is not always possible. Even learning modes with highengagement levels are no guarantee that the experience will educate students in the most effective way.Therefore, for any course to evolve to its fullest potential, we must also assess each of the learning modes,or activities, used for its level of engagement as well as its potential for learning. The natural response toany educational assessment is to consider modifications in accordance with the feedback obtained.The original research initiative, conducted by a team of faculty at Northeastern University established thatour existing first-year design course format was effective from a learning assessment perspective. Thecourse had passed through multiple iterations over an eight
blended approach can combine the asynchronous and synchronous methods with face-to-faceinteractions as in the traditional sense. An example of asynchronous learning is when the lecturenotes/presentation slides, discussion questions, assignments, exams and other materials areposted on the web but no physical meetings take place and interactions are conducted onlyonline, through e-mails, and discussion groups. As an option, the lecture presentations can beprerecorded to include audio or video, which is typically accessible online 24/7. On the otherhand, an example of synchronous learning is when online live lectures are scheduled anddelivered every week, similar to a traditional class, except that everything takes place throughonline (both verbal
) Experimental &Equipment Description, (C) Assumptions, (D) Results, (E) Figures, Plots, Tables, (F)Observations and Conclusions, (G) Sample Calculations, (H) Content and Appearance, (I) Style,(J) Organization, (K) Grammar, and (L) Analysis. The oral report rubric evaluated the categories(A) Introduction, (B) Transitions, (C) Handouts or Transparencies, (D) Voice, (E) Overall Style,and (F) Nonverbal Behavior. The laboratory notebooks evaluated the categories (A) Table ofContents, (B) Each Entry Signed, (C) Errors, (D) Notebook Storage, (E) Writing, and (F) EntryContent. Page 6.355.2 Proceedings of the 2001 American Society for Engineering
scheduled to issuea final report that provides curriculum implementation strategies, suggests revisions to the BOK,and offers possible BOK-compliant curricula with commentaries sometime in 2006. The UnitedStates Military Academy (USMA) joined the partnership in October 2004.6II. Body of KnowledgeThe BOK is presented in the form of the 15 outcomes shown in Table 1 that prescribe thenecessary breadth and depth of knowledge required for a practicing civil engineer. The BOKoutcomes 1 – 11 are deliberately identical to ABET outcomes 3 a-k listed in the criteria foraccrediting civil engineering programs.3 Outcome 12 focuses on specialization in a particulararea of civil engineering. Outcomes 13 through 15 deal with leadership, business policy
technical challenges, and (4) to investigate how different models ofleadership improve team building and design solutions in an international environment. Theseobjectives are pursued through faculty-mentored, team-based assignments that focus onidentified opportunities or challenges posed by the contemporary urban environment in Italy.Student teams define and refine a given problem over the entire span of the program whileapplying basic problem solving approaches to produce a solution. Interaction among the teamsis encouraged and closely mentored and monitored by a faculty team typically composed of twoengineering professors and a professor of art history. Each team makes a formal presentation ina symposium at the end of the program.UD’s
class because I was able to go into this material knowing that there was a professor to support me through it. This really helped my attitude when approaching the material which helped me to learn more efficiently.”Surprisingly, the level and quality of student-instructor interactions were scored significantlylower in the specifications-graded section than in the points-graded sections. Interestingly, theresponses to open-ended questions appear to disagree somewhat with the mean Likert score inthe specifications-graded section. A number of students mentioned in response to the open-endedquestion they had positive interactions in class, in office hours, and electronically. One studentcommented, “[The instructor] was very interactive
the students appeared somber. They told me that they thought that my suggestions were correct, but that they didn’t have time to try tackling any of them, save for perhaps using the half-weight of the wall, instead of the full weight, in their originally intended analysis. They told me not to worry, because they were sure that what they were already doing would be sufficient to satisfy the expectations of their instructor. I have no idea how they actually solved their problem, and decided ‘not to ask, not to tell.’Regrettably, this example, which is representative of several other actual cases, reveals a seriouslack of critical thinking on the part of our students. The imperative to address this problem lieswell beyond academic
Monday. The lab experiment related to the material and homeworkstarts on the Monday following the due date and continues through that week. All lecture notes,homework, projects, and labs are posted prior to the start of class in multiple formats. Thetextbook is presented online in the TopHat engagement tool and includes videos, sampleproblems, and example data to provide multiple routes to learning the material. This course doesnot have exams as the grades are determined by the homework, in-class work, lab reports, and aterm project done with their lab group.In Fall 2020, in response to the pandemic, the course was taught in a hybrid mode whichcontinued through Spring 2021. During that time the university launched a campaign to raiseawareness
Page 23.19.3play multiple roles. However, the size of the groups is large enough to provide a level ofstatistical significance.Table 2 - Responses to ‘Your Employer’Your Employer No. % 2013 % 2012 % 2011College or University 110 54% 43% 45%K-12 School 1 0% 0% 0%Manufacturer 67 33% 40% 41%Self Employed 11 5% 6% 4%Support Company - e.g., training, consulting 2 1% 3% 2%Support
engage students in new ways? Will the use of these new smart deviceswhen coupled to collaborative learning modules improve outcomes for all students, includingwomen and other traditionally underrepresented students? “What is the cognitive impactengendered by the use of these mediating artifacts in learning activities” ? 25 Will theapplications and devices distract the students and move them off-task?Certainly, “distributed cognition is a way to understand how people interact with theirenvironment and how they can be enabled by the environment to undertake highly complex tasksthat would usually be beyond the abilities of the unassisted individuals. … and interactions incomputer mediated learning environments should take into account the balance
smoothly toward the customer. 4) As flow is introduced, let customers pull value from the next upstream activity. 5) As these steps lead to greater transparency, enable managers and teams to eliminate further waste, pursuing perfection through continuous improvement.The second publication used as a reference was The Toyota Way, written by Jeffery K. Liker in2004. The book explains Toyota’s unique approach to Lean Management and 14 managementprinciples that drove their quality and efficiency focused company culture. The work givesvaluable insight into the fundamental principles of a lean corporation, and how many of thoseprinciples can be applied to any organization, in manufacturing or elsewhere. The book alsodescribes some of the pitfalls of
onlinescreencasts for Chemical Engineering courses. Khan Academy13 provides an extensive set ofscreencasts and online problems to teach primarily math and science to K-12 students. At a morecomprehensive level, Udacity14 utilizes screencast-like mini-lectures to provide college levelcourses taught by prominent experts in the field free of charge, and edX15 and Coursera16 providefree online courses in massive online open course (MOOC) format from leading universities. In arecent essay on “The Future of Higher Education,” Baker17 suggests that to be successfuluniversities must provide students with greater value at lower cost and ponders if ultimatelyuniversity faculties will change to consist of a small number of expert professors who createeducational
)decenter technology and emphasize processes, especially those that led to trust and empathy; 2)rethink the reward structures in place (e.g., grades, income, publications, awards) and come upwith alternative definitions of success; 3) challenge the technical vs. social dualism present inproject conceptualization and organization; 4) avoid recreating colonial relationships betweenNorth and South through project practices; and 5) not to ignore the structural forces in place(e.g., neoliberal policies supported by local governments and affecting communities) [23]. Whiletheir critique, and those of others, focus mainly on undergraduate engineering education [17],[24], there is a growing need to understand what these histories, assumptions, and critiques
, repurpose, adapt, and redistribute under openinadequate understanding of AI’s underlying risks may lead to licenses. Over time, the focus has shifted from merely creatinga false sense of security. and sharing OER to implementing practices that promote collaboration between educators and learners. These practices, The integration of ChatGPT in academic curricula known as Open Educational Practices (OEP), emphasize thatnecessitates a rethinking of traditional teaching methods. real learning happens through the active use of open contentEducators are now tasked with not only leveraging AI to rather than by