that faculty can learn. It is important that faculty andacademic advisors partner to explore effective strategies for student retention. This paperexamines effective strategies used by four professional academic advisors in engineeringtechnology programs. A questionnaire was developed and completed by advisors to understandbest practices that results in better students’ retention and persistence to graduation.IntroductionAcademic advisors are committed to the students they advise, their institutions, their professionalpractice, and the broader advising and educational community. Academic advising is one of thebest ways to assist the personal, intellectual, and social development of students. Advising as aservice to students links students
planningand for teaching self-assessment, by students for evaluation of faculty teaching effectiveness, andby administrators for use in formal program assessment (for example, to meet EC2000requirements). This tool can also be used to at least partly separate effects of course design(structure and implementation of learning activities) from instructional environment, and each ofthese from instructor behaviors. Such separation can be quite useful in faculty development, andin assessing multi-section courses.Assessment of learning outcomes is not a simple task. Institutions are required by EC2000 toinclude input from all constituents, which will always include students as well as faculty. We areunaware of any work that explicitly compares student
activities have long kept studentsengaged in a traditional classroom setting. This research focused on how faculty utilize thefeatures in an online learning management system to aid their students in the learning processand engage them in the material at hand. Specific elements were identified that facultycommonly populate in their learning management systems with and those elements facultyperceive students respond best to as well as care most about. Some of the findings will guideadministrators and faculty in developing an online learning environment. General tools availablein most learning management systems will be evaluated. This study also examined the extent oftraining faculty received in an LMS. And finally, we summarize our understanding of
to resolve in order foran institution to be successful10.To help faculty members who were interested in learning how touse the tablet PC; the COE developed the Instructional Technology Team which is comprised ofgraduate and undergraduate students who provide free training to interested faculty members.Initially, the training modules were designed to be like a traditional lecture-style class, with oneteacher and multiple ‘students’. However, feedback from faculty members indicated that theywere sometimes overwhelmed by the amount of new information and features, indicating that Page 25.1497.2training modules could have an adverse effect
controlled. I realized that pedagogy is a well-established study field with solid logic.Using these concepts, classes can be evaluated, developed, and improved.Since students enrolled in the PFF program had the same goal of becoming faculty members, theclass environment was very active and it supported effective peer-review and peer-tutorrelationships by student members. Those students came from diverse backgrounds, includingmathematics, computer science, chemical engineering, biomedical engineering, environmentalengineering, and electrical engineering. Presentation opportunities for the teaching seminarprovided students with feedback by peers and faculty members. Presentation slides werereviewed to minimize text and abbreviation, since a broad
into practice. ©American Society for Engineering Education, 2024 WIP -Exploring and Expanding Support for International Students in Engineering: Faculty Reflections Beyond Academic BoundariesAbstractExpanding on our previous work [1], this research delves into self-reflection among engineeringfaculty members who were international students. Our primary objective is to extend learningfrom using an autoethnographic lens to understand the experiences of faculty members who wereonce international students themselves, towards the development of a research study tounderstand how (if at all) faculty members in the United States address the unique needs of theinternational student community.The Challenge and
-based teaching practices and EML. Fig. 1— Sample first and second year Biomedical Engineering Curriculum at SLU One of the most widely known professional development opportunities focused on theEntrepreneurial Mindset is the KEEN Innovating Curriculum with Entrepreneurial Mindset(ICE) Workshops. The ICE workshops “…introduce faculty to the framework ofentrepreneurially minded learning (EML) centered on curiosity, connections, and creating value.Participants learn about a variety of different active learning techniques that can be applied toinstill the Entrepreneurial Mindset in students. Participants also learn about key components formaking a strong learning experience for their students including learning objectives
AC 2012-2964: INTEGRATING THE CREATIVE PROCESS INTO ENGI-NEERING COURSES: DESCRIPTION AND ASSESSMENT OF A FAC-ULTY WORKSHOPDr. Sarah E. Zappe, Pennsylvania State University, University Park Sarah Zappe is the Director of Assessment and Instructional Support in the College of Engineering at Penn State University. In this role, she provides support to faculty in trying innovative ideas in the classroom. Her background is in educational psychology with an emphasis in applied testing and measurement. Her current research interests include integrating creativity into the engineering curriculum, development in- struments to measure the engineering professional skills, and using qualitative data to enhance response process
Paper ID #12086”And Now for Something Completely Different” – A Faculty Sabbatical inPublic PolicyDr. Judy L. Cezeaux, Western New England University Judy Cezeaux is Professor and Chair of Biomedical Engineering at Western New England University in Springfield, Massachusetts. She received her B.S. degree in mechanical engineering from Carnegie Mellon University and her Ph.D. degree in biomedical engineering from Rensselaer Polytechnic Institute. Prior to her appointment at Western New England University, she was a Senior Staff Fellow at the National Institute for Occupational Safety and Health in Morgantown, West Virginia
temporary communities, the need is to develop interventionprograms such as this that can help build and strengthen caring communities in the homeinstitutions of women faculty in engineering. The program described here is limited in severalways: (1) it represents a temporary community, one developed as a one-time activity undertakenoff-campus, not integrated into a ongoing institutional framework; (2) it is evaluated via aformative, qualitative and short-term set of procedures, and future efforts need to be funded,conducted, maintained and evaluated more systematically. Only then might we see well-institutionalized caring communities that can create the longer-term benefits that extend topatterns of retention and advancement of women faculty in
and their coaches. Withhelp from the best faculty coaches, and guidance from published literature on team dynamics and“coaching for success,” a “how-to” guide was developed as a resource for faculty projectcoaches. This guide includes elements such as an overview of the IPPD program, roles andresponsibilities for various stakeholders, a collection of best practices for mentoring and conflictmanagement, and a frequently-asked-questions section. Since the IPPD program ismultidisciplinary, an appendix with a set of expectations for each participating undergraduatediscipline was developed.The IPPD Coach Guide is intended to be a framework for capturing and sharing with thecapstone design community a set of best practices for team
exclusively on research endeavors, with little if anyexploration of the student’s other potential career goals. Since those students intent on pursuing careers inacademia will be expected to instruct as well as develop meaningful research programs, faculty advisorsshould be involved in nurturing the teaching potential in their graduate students as much as they are involvedin nurturing their students’ research potential. 1996 ASEE Annual Conference Proceedings Page 1.214.1 Whether formally instituted by colleges and departments or informally organized between a singlefaculty member and
Paper ID #17874Challenges and Opportunities: Faculty Views on the State of MacroethicalEducation in EngineeringDr. Nathan E. Canney, Seattle University Dr. Canney teaches civil engineering at Seattle University. His research focuses on engineering educa- tion, specifically the development of social responsibility in engineering students. Other areas of interest include ethics, service learning, and sustainability education. Dr. Canney received bachelors degrees in Civil Engineering and Mathematics from Seattle University, a masters in Civil Engineering from Stan- ford University with an emphasis on structural
of academic goals. So, we set out to develop and implement an advisor assessmentthat could be used for both reward and remediation. Our goal is really to improve the experiencefor everyone involved, particularly the students. However, there is little or no specific literaturefor evaluating teaching like that done in our global program. Published work on classroomteaching evaluation provided the basis (20). We contracted an expert in teaching evaluation,formed a committee of students, staff, and faculty and developed an evaluation process.Table 1 summarizes the overall dimensions (advisor qualities) that we defined important foradvisors. Within each dimension are several specific characteristics (not shown here). The tableillustrates the most
presentationwill also focus on the challenges of conducting such collaborative projects and recommend dosand don’ts for faculty teams that plan to conduct interdisciplinary student projects in engineeringtechnology.Relevance of Interdisciplinary Projects and Fostering Student CollaborationIn recent decades there has been an increasing demand on manufacturers to reduce the cycle timefor new product development. At the same time, we continued to see that the life cycle of newproducts became increasingly shorter. In this era of a free global market economy that fostersand nurtures creativity as well as innovation, engineering technologists can rest assured thatthese observations define a trend that will continue into the coming decades at an even morefurious
with the facultyand students at my institution. The Welliver Faculty Fellowship Program is something forwhich Boeing should be commended and remain committed.IntroductionThe Boeing Company is a company dedicated to developing the best engineers in the world.Early on, pioneers such as John McMasters from Boeing, with his unique style of addressinglearning1,2, recognized the need to integrate industry and education with the goal of improving theeducation process. John McMasters and Lee Matsch, from Allied Signal, authored a paperentitled “Desired Attributes of an Engineering Graduate – An Industry Perspective” in 1996outlining their view of engineering education leading to the practice of engineering3. EventuallyBoeing adopted its list of the
changing faculty) is being explored in an NSF-supported project “Changing Faculty throughLearning Communities.” The project employs four mechanisms to promote change in facultymembers: speakers, workshops, faculty learning communities (FLC), and matching grants tosupport women students. Specifically, the project aims to catalyze changes in the way facultythink about four concepts that are tightly linked to the concept of gender diversity: 1) mentalmodels, 2) development and invitation, 3) personal vision and commitment, and 4) the culture ofengineering and science. The following paper describes change mechanisms, highlighting FLC,and four changes that learning community participants report. Participants a) shifted fromsearching for external
Paper ID #18238Making the Invisible Visible: Exploring Cultural Differences of Faculty Work-ing on a Multicultural TeamMs. Sevinj Iskandarova, James Madison University Sevinj Iskandarova is a Ph.D. student at James Madison University, Harrisonburg, VA, USA. She re- ceived her MS.Ed. in Adult Education/Human Resource Development from James Madison University, Harrisonburg, VA, USA in May 2016. Her main research interests include Human-Computer Interface, Information Technology, International Education, Leadership, Learner-centered Education and Multicul- tural Education. In 2016, she was awarded a prize for Outstanding Thesis
. NSF Project under the Department-Level Reform (DLR) Program (2004-09)In 2004, a group of engineering and education faculty at Virginia Tech received a 5-yearcurriculum reform and engineering education research grant under the department-level reformprogram (DLR) of the NSF. This grant resulted in development of a framework for reformulatingthe curriculum of bioprocess engineering within the Biological Systems Engineering (BSE)department using a spiral theory approach. The twentieth century psychologist, Jerome Bruner,proposed the concept of the spiral curriculum in his classic work The Process of Education and Page 15.114.2
& M University. Professional Experience: 1960-1969 in Industry; 1974-1980, Assistant Professor, Lamar University; 1980-Present, Professor of Mechanical Engineering, Rose-Hulman Institute of Technology. Page 11.481.1© American Society for Engineering Education, 2006 Differences in Cultural Expectation between Faculty and Students in an International CollaborationAbstractThere have been various attempts in the field of engineering education for international teachingteams to work together. Some projects saw successes and others found difficulties. This paperdiscusses a case study in developing
interviews and the value of “application material development”(e.g., cover letters, resumes). When considering the broader institutional actions, two themesemerged: “supportive practices” and “technical interview and career knowledge.” Participantstouched on the possibility of faculty receiving training themselves, since often they stayed inacademia without applying for an industry position and were unfamiliar with expectations toadvise students on what to anticipate. They also highlighted the value of industry partnerships andstudent organizations for hiring preparation and networking. Meanwhile, several suggested thatexisting services, including platforms and/or groups that were already offering mock interviewsor training (e.g., Big Interview
research broadly focused on global issues related to sustainable waste management and plastic pollution. After earning her PhD 2021 from the University of Georgia, Amy developed skills in qualitative research methods in engineering education at Oregon State University. As part of this training, she used interpretative phenomenological analysis (IPA) to examine engineering faculty well-being and collaborated on the development of a reflective tool for researchers to build skills in semi- and unstructured interviewing. Building on her postdoctoral training, Amy aims to merge her methodological interests to pursue research questions in the nexus of engineering education, sustainable development, and resilient
Vertically Integrated Projects(VIP) (Strachan et al., 2019; Cullers et al., 2017), now known as, the VIP Consortium Inc. The VIPprogram is an alliance of universities from around the world including Georgia Tech., Texas A&MUniversity, Stony Brook, Purdue, University of Pretoria, South Africa, Inha University, South Korea,etc., where graduate and undergraduate students take part in long-term projects. The projects areled by faculty from the same or other schools in the consortium in a start-up company setting wherestudents apply and develop technical as well as professional skills. The VIP program, for example, isa credit-bearing course counting towards the students’ degrees, which makes the VIP, essentially,a modified version of the second
Advances in Engineering Education FALL 2017Survey Tools for Faculty to Quickly Assess MultidisciplinaryTeam Dynamics in Capstone CoursesRYAN SOLNOSKYThe Pennsylvania State UniversityUniversity Park, PAANDJOSHUA FAIRCHILDCreighton UniversityOmaha, NE ABSTRACT Many engineering faculty have limited skills and/or assessment tools to evaluate team dynamics inmultidisciplinary team-based capstone courses. Rapidly deployable tools are needed here to provideproactive feedback to teams to facilitate deeper learning. Two surveys were developed based on indus-trial and organizational psychology theories around desired high performance industry
of the Shifting Perceptions, Attitudes and Cultures in Engineering (SPACE) Lab that aspires to elevate the experiences of marginalized populations, dismantle systematic injustices, and transform the way inclusion is culti- vated in engineering through the implementation of novel technologies and 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
to be a reliablesource for developing school compensation plans which seek to attract, retain, and motivatefaculty. Some compensation plans not only incorporate guidelines for meritorious increases butalso contain suggested plans for new faculty that may include reduced teaching loads, summersupport, and/or start-up funds.This paper will include the 2001-02 Engineering Technology Faculty Salary Survey results.Results of mini-survey conducted in conjunction with the 2001-02 Engineering TechnologyFaculty Salary Survey concerning new faculty startup funds, new faculty summer support, andfaculty teaching assistants will also be reported in this paper. New faculty teaching loads, theteaching of on-line courses, provisions of internal grants
at University of Colorado Boulder, where she teaches Senior Design, Mechanical Engineering as a Profession, and thermo-fluids courses. She has also developed new curriculum and programming for student professional development and career exploration which have strengthened connections between students, alumni and industry part- ners. She serves as chair of External Relations for the Department of Mechanical Engineering at CU Boulder. She has been the Wolenski/Roller Faculty Fellow since 2017. American c Society for Engineering Education, 2020 Work in Progress: Increasing communication avenues between Mechanical Engineering doctoral
leads a biannual seminar in Belize focused on healthcare and adaptive technologies in the developing world. c American Society for Engineering Education, 2020 An Exploration of Faculty-Led Short-Term Engineering Study Abroad Programs offered by US InstitutionsAbstractFaculty-led short-term study abroad experiences, or global seminars, are becoming an additionaloption for university students interested in international travel or study abroad. Global seminarsoffered during strategic times in the school calendar and designed by instructors who have keylearning outcomes in mind can effectively meet the multicultural education needs of engineeringstudents. The purpose of this research
developedCourse Objectives and Faculty Course Assessment Reports (FCARs) to support the assessmentprocess using only courses taught in the Department. The first step of this process begins withthe development of Course Objectives, or stated directly “Upon successful completion of thiscourse, students will …”. These course objectives are then evaluated at the end of each semesterusing the FCARs which provide a format to track changes made to course, quantitativeassessment of the course objectives, grade distributions, student feedback, instructor reflectionand proposed changes for the next offering. The quantitative and qualitative details generated inthe FCARs may then be mapped directly to the Program Outcomes (ABET Criterion 3). Thedepartment began
, recognition for achievement, and collegeleadership, were perceived as highly important variables in the retention of IT faculty (Table 2).The message here is that a lack of recognition of IT faculty for their achievements might becounterproductive to the college, school, and/or the department. Conflicts in leadership at alllevels of an institution can indirectly spell trouble for faculty and their departments. Theremaining seven factors (64%) are of moderate importance and suggest a need for professionalgrowth and development for faculty. This suggests that schools that do not promote andencourage the development of their faculty may be a disservice to both the faculty and thestudents. Department related factors. All the factors in this