when hiring engineeringundergraduates1-4. Although there has been progress on developing engineering undergraduates’leadership skills during their college years, faculty members have encountered many challenges5.One of the challenges includes ways to incorporate leadership development into engineeringcourses. This paper describes a leadership course which used case studies to develop engineeringstudents’ leadership skills.Usually written in narrative forms, a case study is a situation or issue that includes facts andopinions that contribute to the decisions made by involved people6. In the engineering educationcontext, case studies can help convey the complexity and ambiguity of the practical world,develop students’ positive attitudes towards
cycles, the specific activities chosen to seek maximuminvolvement and reflection by the students, selected readings, and assessment techniquesthat will be used to determine the effectiveness of meeting the learning objectives.IntroductionLike many predominantly white higher education institutions, Oregon State Universityfaces significant challenges in diversifying the faculty and student population, as well asproviding students with compelling learning experiences around issues of diversity anddifference. In what might be called a common scenario across campuses in the U.S., thedecision at OSU to include courses on difference, power, and discrimination in the corecurriculum had its origins in student unrest and demands for a more welcoming
evaluating the performance of students in an engineering senior design course is a“tricky task,” and that many papers exist that simply discuss the existence of various gradingrubrics and outlines, but these papers rarely go into great detail. Hanneman mentions that “reportrubrics have been set up on purpose to be less student-friendly, but more industry friendly” [6].A similar emphasis is described later in Section III of this paper, while great concern andattention has been given to industry perspective of senior capstone projects. This “industry”concept may be relatively new to the students. Up to this point in their undergraduate career,students have largely focused their work solving a defined problem, formatted to their professor.Now, the
American Academy of Environmental Engineers (AAEE; www.aaee.net). Last summer he co-edited a special issue of Environmental Science & Technology titled “The World’s Water.” He has studied environmental policy as an AAAS-EPA Environmental Fellow and traveled extensively in the developing world to conduct research and work on development issues related to water, sanitation and global health. He is lead author of two new books: Environmental Engineering: Fundamentals, Sustainability, Design (John Wiley, 2009) and Field Guide in Environmental Engineering for Development Workers: Water, Sanitation, Indoor Air, (American Society of Civil Engineers (ASCE) Press, 2009
[3]. This previous work focuses on the how-to parts ofconvening the task force, determining goals, and describing challenges. In this paper, we focuson two specific efforts within the DEI Task Force: a DEI Scholars Program, and a DEI ElectiveOption which is an outcome of the DEI Scholars Program.The DEI Task Force regularly convenes to tackle immediately pressing DEI issues within thedepartment and to develop a longer-term plan for improvement and change for all mattersrelating to DEI [website link]. Every semester the makeup of the DEI Task Force changes as newDEI Scholars join, others graduate, and faculty and staff are added. This evolution of the TaskForce itself has led to an evolution of the type of projects we address and also the way
variation of capstone course delivery including but not limited to:course duration, project scope, project source, project funding, faculty involvement, teamassignments, mix of specialties/disciplines, number of participants, and evaluation process.Important aspects in developing new or enhancing current capstones need to include: Active learning that support developing new and applying existing knowledge [31] Amount / type of involvement of professionals and experts with relevant design experience Length of the course (one or two semesters) to allow for detailed investigations [32] Number of faculty involved who have significant engineering design experience Available resources such as computer labs equipped with a
increase administrative support and faculty participation.The key ingredient to success overall is good communication between faculty, betweenadministrators and between faculty and administrators. People in different programs or differentpositions within a college will have different, seemingly conflicting goals. Consider for example Page 6.466.2the issue of retention of students. This is a major concern for department heads and deans, while“Proceedings of the 2001 American Society for Engineering Education Annual Conference & ExpositionCopyright 2001, American Society for Engineering Education”faculty sometimes suspects discussions on
matures for distance learning courses, the ability to utilize these new capabilitiestowards enhancing traditional “in-person” courses at colleges and universities becomes ever morefeasible. This paper discusses how a traditional live-taught engineering mechanics course (Statics) with avery large enrollment (500 students) was enhanced by leveraging the existing distance learningtechnologies originally purposed to serve distance engineering students in online programs.BackgroundThe course in this work that benefitted from distance learning technology is Engineering Mechanics:Statics. This three-credit course is required by 80% of all undergraduate engineering majors andconsequently has the largest enrollment in the college of engineering for
incomingstudents.STEM seminar. BCTC developed a non-credit, two-course STEM seminar that STEMScholars take in lieu of the existing freshman seminar. The first-year seminar focusesacademic issues, and the second-year seminar focuses on career placement. The seminarsenable STEM faculty to maintain interaction, create consistent programming, and assess theprogression of STEM Scholars.Career Services. BCTC’s Career Services counselor uses workshops on resume writing andinterviewing within the STEM seminar. The counselor also schedules workshops for eachtargeted major to address local career opportunities and to provide individualized careerassistance.Career Check. BCTC has implemented a “Career Check” in which students must prepare forcareer readiness. The Career
for improvement. Moreover, giventhe negative impact poor mental health can have on post-secondary education [2] as well as theincreased difficulties students have faced due to the COVID-19 pandemic [3], the need for thisinformation to be made available to everyone on campus and not just a select few was clear.Under faculty guidance these students created LionHELP with the explicit goal of correcting thedeficiencies listed above. In this paper, the development of the original tool will be discussed aswell as the adoption on campus over the two years after the app’s release.2.0.Background To be clear, the app discussed here is not the only app in this space. There are other apps thatlook to help with mental health concerns on campus. The
notarized. Upon receipt of the application, MoE forms a reviewcommittee consisting of members from government, academia, research institutes, and otherorganizations. The committee may meet multiple times until all the issues raised by thecommittee are addressed by the applying institute. The review committee visits the campus inSongdo and has a Q&A meeting with the faculty and staff. At the final stage of the review, thecommittee has a site visit to the overseas main campus. Every time new programs are added tothe already approved branch campus, MoE requires a new submission of the application,although some sections of the application may remain unchanged.The Global Campus can contribute to the higher education in South Korea by providing
metropolitan university, and b) SanJose is the (self-proclaimed) Capital of Silicon Valley. Concerning the first feature, the typical SJSU (in any major) undergraduate student lives athome, commutes to SJSU, takes four or five classes per semester, and has a job that involves atleast 20 hours per week. The typical SJSU graduate student (in any college) has a similar profile,but works full time and takes one or two classes per semester. The main issue this generates isbandwidth: SJSU students’ plates are so full that it is difficult to engage them in entrepreneurialactivities outside the classroom. Ideally, the entrepreneurial spirit will fill students and lead themto spontaneously form E-Teams while at SJSU that would then be turned into new
balance of engineering science fundamentals and engineering practice/synthesis in their sophomore, junior and senior years; gives students the experience they need in communications, computing and teamwork throughout their four years; exposes students to engineering ethics, randomness and uncertainty, and environmental impact issues; provides enhanced flexibility for students to tailor their course work to specific career goals, including coordination with graduate programs. The Aerospace curriculum described above has been approved by the faculty of thedepartment, and work is currently underway on designing the new and modified courses.Students entering in the fall semester of 1997
the group to meet in a roundtable format to activelydiscuss pending issues and brainstorm on a variety topics. The second is to allow the faculty tonetwork with this group, and to report any changes within the college or program, and how thesechanges may relate to past or current discussions. Our meetings have taken place in severaldifferent formats. These ranged from large discussions involving the entire group focused onmultiple issues, to smaller groups chaired by a single faculty member focused on a specific issueor topic. We have experimented with these different formats to not only provide some variety,but also to make it easier for all members to interact. Attendance can be a challenge at times, butwe have found that with a twenty to
faculty involvement in both types of courses hasbeen encouraged by the recent American Society for Engineering Education (ASEE) report, “EngineeringEducation for a Changing World.”b These courses, however, frequently require the special expertise ofmultiple instructors in a team-teaching format. The team-teaching format is also frequently necessary to meet the demands of engineering coursesthat cover a wide range of topics, especially introductory courses and senior level capstone project courses.Engineering educators are concerned today about helping first-year students to succeed. As a result, thereis an emphasis on the development of introductory courses designed to support and encourage entry levelstudents in engineering.’ These
the design experience. Green et al. 7 talk in depthabout the issues related to implementing an interdisciplinary senior design capstone experience,focusing on the need for faculty specific roles as well as appropriate team composition on thebasis of technical skills and knowledge. Teng and Liu8 discuss the managerial models which canbe applied to capstone projects with industry collaboration. Fries et al.9 discuss the importanceof working directly with a practicing engineer in industry on a routine basis.The ConceptIn industry, it is often required that a project undergo an independent review. When a project isindependently reviewed, an outside expert is brought in to the project to examine the materialand determine the quality of the work
the department faculty. Although normal faculty workloads are always formidable, it should be made clear to the faculty that the time required to fulfill ABET duties is just as important as any other teaching, research or service duty, and adequate time must be allotted in faculty schedules to do a good job. Suggestions include linking faculty evaluation to performance in ABET related duties, such as syllabus preparation in ABET format, periodic updating of syllabi, keeping up with course description changes and objective changes, and keeping up with new textbook editions. Some of the harder outcomes to fulfill require the active participation and input from the faculty. Examples include environmental issues, global
required to meet the four-year timeframe as theprogram is structured now. Results have shown that success is achievable through summercourses and independent study course offerings, but these steps are not ideal. Fortunately, thecurrent hiring process will alleviate some of these concerns. Another lesser weakness is thelimited availability of training equipment for the lower level SMSCP-specific courses comparedto other institutions, such as community colleges of applied technology institutions, where asignificant amount of the total budget is allocated for training equipment. The limitation oftraining equipment availability reduces the total interaction with the equipment per student, oftenexpressed as an issue in student reviews of the courses
addressed during the design and the delivery of the embedded systems designcurriculum should include the following components: • The curriculum should integrate new learning materials and teaching strategies, which integrates security concerns into embedded systems design. • The educational activities of the curriculum should re-enforce life-learning strategies to incorporate security concepts in the early phases of embedded systems design. • The curriculum should include a research component, which will offer a test bench for the objectives, learning materials, and teaching strategies of the new curriculum. • The curriculum should include a component that will develop faculty expertise
, faculty members in professional career programs, and in particularmanufacturing educators, repeatedly ask, ―Will they get it?‖As the leadership changes and reflects an increasingly non-technical perspective, manufacturing Page 25.676.4educators must address yet another challenge: convincing the new leadership of the importanceof their technical and engineering programs. This often requires a tremendous amount of timeand energy, which can be better allocated to recruiting new students and supporting programdevelopment. Therefore, faculty must not only constantly recruit students but also activelyrecruit and educate their leadership regarding the
? engineering—was as much driven by younger faculty as it was by student 3. Engineering Values interests. Now, however, it seems that theWhat should designers, engineers and motivation is more often comes fromeducators be doing in the face of this students who evince concern aboutcontinuing avalanche of news and data ecological fragility, the scarcity of preciousabout environmental deterioration? After resources such as clean air and
. New York: Jossey-Bass, 2008.[3] Educating the Engineer of 2020: Adapting Engineering Education to the New Centur. Committee on theEngineer of 2020, Phase II, Committee on Engineering Education, National Academy of Engineering 2005.[4] Cox, M.F., O. Cekic, and S.G. Adams. “Developing Leadership Skills of Undergraduate Engineering Students:Perspectives from Engineering Faculty.” Journal of STEM Education: Innovations & Research, Vol. 11, Issue 3/4(2010): 22-33.[5] Siller, T.J., A. Rosales, J. Haines, and A. Benally. “Development of Undergraduate Students’ ProfessionalSkills.” Journal of Professional Issues in Engineering Education & Practice, Vol. 135, Issue 3 (2009): 102-108.[6] Feldhaus, C.R., R.M. Wolter, S.P. Hundley, and T. Diemer
efficiency and product differentiation may be the key to the new Page 1.72.1 1 We thank Bruce Kirchhoff for helpful comments. The authors are responsible for any remaining errors. {hi&’> 1996 ASEE Annual Conference Proceedings ‘. 1996 ASEE Annual Conference Proceedings ‘yml.? .by redesign of course content and instructional materials, The emphasis of the integrated courses hasbeen broadened to include manufacturing and industrial concerns as well as social and policy issues. The faculty
protégé’s life such as personal and career-based activities andrelationships. These functions generally include the protégé’s home-life and professionaldevelopment, such as making contacts within the protégé’s given profession21.Previous studies and literature have shown that these functions benefit new employees as well asbeginning faculty members by assisting them with outlining career goals, identifying keyopportunities, and providing encouragement throughout the individual’s career. Protégés obtainan increased sense of commitment to an organization28, receive more promotions, obtain higherincomes, possess a higher career satisfaction and increased mobility within their institutions thannon-protégés21,22. Mentoring programs also assist
traditional engineering casestudies, which tend to be generalized and focused on community impacts, and personalnarratives as told by both the engineers and individuals impacted by the scenario. Others haveused documentaries or reports to help students contextualize real events or challenges or to givebackground to case studies. More recently some faculty have created narrative based games thatexplore ethical considerations inside a professor-generated story based on the science of spaceexploration and colonization [11]. When considering narrative pedagogy, students and professorsmay share their personal experiences through essays concerning particular engineering problems[12]. Narrative ethics uses stories to explore ethical issues and possibly
curriculums to create room for students to do research.Such a structure will enable students to present their research in a variety of forums at the local,state, or national level. Some examples of undergraduate research are provided to reflect on thecurrent status of undergraduate research in construction engineering.IntroductionIn January 1999, I came across an announcement concerning research opportunities forundergraduates in civil engineering and geological sciences at the University of Notre Dame.The announcement said, “During the summer of 1999, we will again be offering outstandingundergraduates the opportunity to participate in the research of the faculty.” I had received asimilar announcement the year before.During the last several years
: Unfortunately, mentoring inacademic engineering departments is rendered difficult by several factors, faculty role strainhaving been identified as a chief concern (Bowen & Sosa, 1989; Boyer, 1990; Fairweather,1996; Geisler & Rubenstein, 1989).Opportunities for mentoring in research centers: Some research centers display a number ofattributes conducive to mentoring (Bozeman & Boardman, 2003). Specifically, research centersstaffed with non-faculty researchers – who typically have lower teaching and administrativeworkloads than faculty – may be particularly amenable to mentoring, since student retention isenhanced by the amount and frequency of student-mentor non-classroom contact (Pascarella,Terenzini, & Feldman, 1991). Moreover, the
Bioengineering BS 2008-2009** Western New England College Biomedical Engineering BS 2011-2012 *Programs having second visits in fall 2005 or fall 2006. **Programs likely to have been visited as single programs.ABET Accreditation Results and Issues for All Engineering ProgramsEach year, ABET publishes the criteria for accrediting engineering programs and makes thisinformation available online.6 ABET also publishes a summary of accreditation statistics, whichrepresent the actions taken following due process, for the previous year’s accreditation cycle.7-9This means that these actions were still in place when the Engineering
Session 1149 Multi-Pronged Retention Strategy Successful In Retaining Engineering Technology Students James C. Wood, Elaine L. Craft Tri-County Technical College/SC Advanced Technological Education Center of ExcellenceAbstractA retention strategy that incorporates a new integrated, problem-based curriculum, collaborative,student-centered teaching methodologies, faculty and student teams, and the involvement ofindustry partners is demonstrating success in retaining students in engineering technologyprograms in South Carolina.The South
, what do they care about, and where is their passion. As aleader, getting to know the individuals in your organization is an essential first step and activitythat requires a long-term investment in listening and learning. Below are a variety of methods Page 24.885.4that have been particularly successful.1) Incorporate a show-and-tell activity that includes all faculty and staff as a routine part of your yearly departmental retreat. For the author, this idea came about when she was preparing the agenda for her first retreat. This was scheduled for the second day in her new position as chair. With first-timer’s worry and concern that it