member, this kind of mentoring was far morehelpful than the formal mentor she was assigned within her department which was not a good fitand “never materialized into anything.”Faculty of color also expressed concern about whether the university administration had asincere commitment to diversity, or was just paying “lip service” to the issue because it is “partof the conversation in terms of being a good university.” These faculty also pointed out thatservice work promoting diversity was consistently undervalued and counted little toward annualappraisals or promotion and tenure decisions. In the words of a woman of color AssistantProfessor: “there is this really interesting dichotomy between institutionalized discourses andwhat happens on the
issues of a 'leaky pipeline' (leaving the positionbefore promotion) and 'chilly climate' [12]. Yet women still have higher turnover rates that weredirectly correlated to dissatisfaction with the level of research support, advancementopportunities, and free expression of ideas [13], [14]. Although some female faculty havebenefited from programs such as ADVANCE, the ‘advances' have not been sufficient tofundamentally change underrepresentation in STEM fields [15].The ability to succeed in academia is often confounded by lack of preparation for one of the jobresponsibilities. The completion of the doctorate and/or post-doctoral study should haveprovided the skills needed for conducting research. At most major universities skillsetsstretching beyond
the Early Anglophone Caribbean: Islands in the Stream (Palgrave/Spring, 2018 forthcoming). Currently, she is at work on two new projects: one that examines the relationships between narratives of black lives and the rise of the novel in Europe in the 18th century, and another project examining the aesthetic translations of the neo-slave narrative genre within contemporary Caribbean cultural production.Dr. Stacy Blake-Beard, Simmons College Stacy Blake-Beard is the Deloitte Ellen Gabriel Professor of Women and Leadership at Simmons Col- lege’s School of Business, where she teaches organizational behavior. She is also Faculty Affiliate at the Center for Gender in Organizations at Simmons. Prior to joining Simmons, Dr
students were US centric in nature even though the instructing faculty emphasizedthe importance of global perspectives at the beginning of the semester.To overcome this issue, the case study assignment was changed to embrace the world’s nextbiggest smart phone market – India [5]. The following statements show the main requirementsfor the revised case study assignment. The case study work should include the case of analyzing the capital investment strategy in the next three-year period for Apple, Inc. to enhance its design, production, future new product deployment, and market dominance in the second largest smartphone market in the world - India. The expected budget is 20 million dollars of the present-day value. The
accomplishing great things together, and this can result in new faculty beinghesitant to collaborate with senior faculty or get involved in interdisciplinary projects. Revisionof P&T practices is thus a worthy aim if we intend to become a model for inclusivity andcollaboration.At OSU, the Promotion and Tenure Process Review Project was launched in 2005 to determinewhat aspects of the university’s P&T system may hinder its ability to attract, employ, retain, andadvance scholars from various different identity backgrounds. A report produced as a result ofthe project revealed four critical concerns. Among them, the question of fairness was the greatestoverall concern. Candidates denied promotion or tenure perceived that the university P&
andexpanding the focus beyond academia and into new geographic regions, 2) providing consultingand coaching opportunities for revenue, and 3) creating a mutually beneficial sponsorship model.The goal of the social business model is to address gender equity issues that impact theindividual, the organizations for which they work and, therefore, the regional economy.References[1] D. Bilimoria and K. K. Buch, "The search is on: Engendering faculty diversity through more effective search and recruitment," Change: The Magazine of Higher Learning, vol. 42, pp. 27-32, 2010.[2] S. T. Gorman, M. C. Durmowicz, E. M. Roskes, and S. P. Slattery, "Women in the Academy: Female Leadership in STEM Education and the Evolution of a Mentoring Web," in
loads when it comes to supporting social justice, inclusion and equityin their respective workplaces. Because the voices of engineers swimming against the current ofmainstream engineering culture can be difficult to detect, we have chosen to highlight theirstruggles in this paper. First, we address the communication disconnect between equity-mindedengineers and their colleagues; second, we identify structural barriers faced by junior engineersattempting to interrupt social inequities from positions of limited organizational influence; andthird, we share the concern expressed by many participants that raising equity issues would resultin personal attacks rather than positive social change. All of the names we use to identify peopleand
goal more clearly. However, the lack of social referencesis of concern and reinforced that social issues should be more intentionally and explicitlyaddressed in the course. These results, in part, led to the subsequent class activities.Activity 2 - Installation of a New Wind Energy Farm in the State of New York The main goals of this activity was to introduce the term “stakeholder” as language thatwould be used in future classes and to increase students’ awareness of the diversity ofstakeholders impacted by a technology. The instructor collected and assessed 17 groupworksheets for this activity. Students were asked four questions; however, we only focus here onone of the questions: “Choose a stakeholder (that was not easily identified
Paper ID #23704Work in Progress: Coaching as a Midcareer Faculty Development ApproachDr. Heidi M. Sherick, University of Michigan Dr. Heidi Sherick has worked in higher education for over 25 years. Currently, Heidi is the Faculty Devel- opment and Leadership Specialist in the College of Engineering and the Medical School at the University of Michigan. Her primary role is to design and initiate a suite of professional leadership development ac- tivities and coaching, mentoring, and sponsoring strategies for faculty. She provides one-on-one coaching for faculty in new executive leadership roles and for Associate level
Paper ID #21477Exploring Faculty Beliefs About Teaching Evaluations: What is Missing fromCurrent Measures?Dr. Benjamin David Lutz, Oregon State University Ben Lutz is a Postdoctoral Scholar in Engineering Education at Oregon State University. His research in- terests include innovative pedagogies in engineering design, conceptual change and development, school- to-work transitions for new engineers, and efforts for inclusion and diversity within engineering. His current work explores how students describe their own learning in engineering design and how that learn- ing supports transfer of learning from school into
in terms of the themes and overarching goals. Faculty have varying levelsof input into and interaction with the execution of the strategic plan with the majority of theirfocus concentrating on the day-to-day operations of their research and academic programs.Faculty well-being surveys can reflect the status of the faculty views on their collectiveexperiences in an institution; some issues raised in these surveys can be addressed in targetedcollege of engineering faculty development initiatives.The purpose of this paper is to describe the process of how an established college of engineeringfaculty development office at North Carolina State University integrated the findings of aqualitative faculty well-being survey and programmatic faculty
attitudes toward the course or the instructor.For the substantial number of returning clients who have us do SGIDs in subsequent offerings ofthe same course, the database enables us to provide longitudinal reporting that tracks shiftingtrends in feedback across multiple terms. Our longitudinal reports help our clients identifywhether and how changes they made, that were based on student feedback, may be impactingstudents in subsequent course offerings. The longitudinal reports also help faculty membersidentify issues they may have initially dismissed as trivial or minor when seen in a single report,but often change that impression when seen in a longitudinal report as a persistent issue.Although categorizing and grouping feedback takes some time
, simulations, or discussions).This expectation brings attention to the need for the development of pedagogical competencesamong both engineering instructors and students in order to implement new learning andteaching strategies and provide relevant educational experiences to all learners [18].Recommended learner-centered strategies in engineering education include problem-basedlearning, hands-on activities, peer instruction, collaboration between teachers, and a multilayeredapproach to assessment [18]. With most engineering doctoral programs focusing on preparingthe next generation of researchers, there are few instances where future professors and instructorsare being adequately trained in engineering pedagogy. Further, engineering faculty may not
teaching the course for 20 years and they’re really set in their ways. And then, you have new people coming in who are more open to changing things, and I think the main issue is you have so many people. And trying to get a person to buy into it and utilize it, I think is the biggest challenge.The logistical considerations related to having instructors and sections at other campuses alsocomplicated the adoption process. As one individual stated, “As you can imagine, getting 17faculty here at (name of largest campus) and another more than a dozen faculty at the campuses toagree on. Everything in the course is challenge.”Relatedly, some participants discussed prior attempts to standardize the course curriculum,describing barriers
with a student workshop modeland ongoing analysis of data collected in the workshops. At the University of Washington’sOffice for the Advancement of Engineering Teaching & Learning, our primary activity isinstructional consultation with faculty, but we also frequently guest-present a workshop forengineering students entitled “Teamwork for learning and project success.”The workshop’s immediate, practical objective is to help students begin group work on the rightfooting. The fundamental emphasis, however, is on seeing group projects (at least in school)primarily as a context and vehicle for learning. Our experience suggests that both students andfaculty tend to see efficient project completion, quality of work, and realistic preparation
experiences for half an hour on a regular basis. At least it brought to the surface any issues that they may have been experiencing and talking about them, I think, helped tremendously." (Faculty mentor #8) " I came to realize the importance for a student to have a stable family/social structure to support student success. . . .We would have to provide a community not only of students, but, seasoned professionals and community members who can build those personal relationships that make the student feel like family. They need emotional support and guidance for their personal lives especially when they come from a place that does not understand the demands and rigor of academic life." (Faculty
function on multidisciplinary teams (e) an ability to identify, formulate, and solve engineering problems(f) an understanding of professional and ethical responsibility(g) an ability to communicate effectively(h) the broad education necessary to understand the impact of engineering solutions in aglobal, economic, environmental, and societal context(i) a recognition of the need for, and an ability to engage in life-long learning(j) a knowledge of contemporary issues(k) an ability to use the techniques, skills, and modern engineering tools necessary forengineering practice.The current Criterion 3 (a)-(k) student outcomes have been revised into a new Criterion 3(1)-(7) set of student outcomes1 shown below. The history of these changes and
URM engineering faculty, while enhancing the career engagement of emeritifaculty who served as mentors to the URM faculty. The primary goal was to match emeritifaculty with URM faculty in order to support the mentees as they navigated university promotionand tenure processes and established a wider professional presence in their competitive fields viaa new mentoring and advocacy-networking paradigm. The paradigm was developed through anIMPACT MENTORING PROGRAM 4extensive review of the literature across disciplines, with a targeted focus on diverse mentoringrelationships in science, technology, engineering, and mathematics (STEM) fields (Johnson,2015; Kram, 1985
Collaborative on Academic Careers in Higher Education (COACHE) showed facultyof color are less likely to remain in their employment long term. The curriculum for training RIC,included several retention initiatives. Onboarding is important in making newly hired faculty membersfeel welcome and at home, and integrated into the community. New faculty have varying degrees ofexperience with local multicultural issues (Wunsch and Chattergy, 1991). This is why New FacultyOrientation (NFO) has gained grounds at VCU. At the beginning of the school year, the different unitsin the division of faculty affairs meet with new faculty to familiarize them with local campus policies,regulations, processes and procedures of the university. Other units such as Technology
organizations, peer learningEth4 Micro and macro ethics, socio- News stories; group 3.6 2.7 3.0Social & Ethical technical, environment discussions; team projects;Issues in Engrg readingsEth2 Moral literacy framework, Current events / case 3.4 2.9 3.1Modern Ethical ethical theories, biotechnology, studies, discussion-basedIssues synthetic biologyRQ2. Disagreement among ratingsThe standard deviation in ratings was used as a rough measure of “dispersion” or disagreementamong the ratings. The average standard deviation among the 35 ESI teaching settings forstudent learning
universities in a variety of sizes and locations. A large majority of our students, bothfirst-generation and general population come from a rural background. The authors would alsolike to survey students deeper on the themes that emerged from the above data to gain a betterunderstanding of the issues facing first-generation students. If proposed changes areimplemented at WVU Tech, the authors will survey the students afterwards to see ifimprovements were made and if any new concerns have arisen.References[1] WVUIT Common Data Set 2017-2018. West Virginia University, 2017 [Online]. Available:https://planning.wvu.edu/files/d/8ed4b6a2-1eed-43c4-8c17-2992915bca00/wvuit-cds_2017-2018.pdf. [Accessed: 16- Mar- 2018][2] “Science and engineering indicators
and recruitment issues perdepartment remain unknown.Conclusions and Future Work Our first conclusion is that the faculty and lecturers appear to have many of the sameconcerns or awareness issues surrounding FYE that student have in our previous work. Thealignment of the learning objectives with faculty and student responses is a positive one for us.Second, multiple departments being concerned with items beyond retention is positive, as itmeans they understand the purpose of a FYE program is not limited to enrollment numbers. Itstill remains to be seen how departments respond to increased or decreased enrollment numbersboth at the college level and within their own departments. From subsequent surveys performedearlier this year, it is
teaching as an unpleasant“chore” they have to put up with. These frustrations and ill feelings, unless properlyaddressed and dealt with early on, would result in serious consequences, such as:opting out, changing jobs, or else continue to face problems in the classroom, andeventually, become demoralized, thus adversely affecting outcome. Given this ratherunpleasant situation, how may young faculty members of the Arab Gulf Region,overcome these difficulties and survive in this maelstrom of indecisiveness anduncertainty? What is the role of the institution in assisting young faculty inovercoming the initial hurdles at the start of their journey?The paper addresses issues and concerns that beset the majority of young engineeringfaculty in the Arab
, small oversights can quickly deplete resources of timeand/or money. All of these require careful planning and foresight. Large classes also have areasonably high inertia. Changes require new training of both the teaching team and students.Finally, we have the challenge of buy-in. In a single instructor class, the instructor only needsto convince himself or herself. In the firm-style class, the whole teaching team must bepersuaded to accept the changes46. For more significant changes the department must bepersuaded as well. Dealing with all of these issues falls upon the faculty member(s) in chargeof the course, and this induces an increased workload associated with teaching large courses inthe firm style. In practice, when crises occur, the
thegrading system and its data. For a robust grading system, each of these aspects of a high qualitygrading system must be worked out and monitored over time to ensure high quality data.Fairness is concerned with a number of issues pertaining to stakeholder perceptions, particularlystudents. First, grading is perceived to be fair if it is focused on an individual’s work withoutcomparison to other individuals’ work (as with normative grading) [12]. This particular aspect offairness is foundational to SBG; grades are issued based on an individual student’s demonstrationof their ability with each learning objective. Second, grading is perceived to be fair if studentsknow when and how they are going to be judged [12]. This can be achieved by making a
one of the staple experiences for young andaspiring civil engineering professors. The ASCE ExCEEd Teaching Workshop, or morespecifically the founding members, have provided an atmosphere to inform and inspire new civilengineering faculty to climb Lowman’s ladder. This paper seeks to extend the vision of theworkshop for ExCEEd graduates and entice those who wish to improve their pedagogicalpractices in the spirit of the ExCEEd Teaching Model. The authors gratefully acknowledge thesupport of the entire ASCE ExCEEd family.Bibliography1. Lowman, J., 1995. Mastering the techniques of teaching. Jossey-Bass, San Francisco, CA.2. Estes, A.C., Welch, R.W., and Ressler, S.J., 2005. “The ExCEEd Teaching Model.” Journal of Professional Issues in
undergraduate and graduate classes that might not otherwise be offered to the student body due to budget and other resource constraints.2. The opponents of the large lecture approach argue that large lecture sections dilute the learning process, place an undue burden on faculty in terms of test monitoring, grading, office hours or student interaction, and course management.Whichever camp one belongs to, whether one attempts to move toward small lectures or largeones, or one believes more in one idea over the other, there is a perspective that has been longneglected – the students. The central issue is not small versus large lectures, but theeffectiveness of student learning. It is quite true that in large fundamental courses, such as
University he was a research associate in Florida Center for Advanced Aero- Propulsion. Dr. Solomon’s research interests include high speed flow control, actuator development, experimental fluid mechanics and engineering education. c American Society for Engineering Education, 2018 A Study on Student Success in a Blended-Model Engineering ClassroomAbstractOne of the primary issues that many engineering educators face is the lack of engagement of students intheir classroom. This becomes a more crucial concern for new engineering educators, many of whom lackany significant teaching experience. While the literature suggests a variety of factors that mightnegatively influence student engagement, the theory of
a recency weighting or a threshold aggregation approach, begs additional study. Preliminary work suggests that standards-based grading in general produces an increase in student self-efficacy and motivation [17], but the underlying driver of this effect has not yet been attributed to any particular element of the assessment approach. 8) Novice practitioners may feel more comfortable using an even-weighted numerical aggregation approach, at least during early implementations of standards-based grading, until underlying structural issues can be resolved (such as an underassessed objective) and the faculty member better understands how to deploy and navigate the standards- based approach.References
inclusion: Women and minorities in engineering, Handbook of Engineering Education Research ed. New York, NY: Cambridge University Press, Ch. 17, 2014.[2] A. L. Pawley, "Universalized narratives: Patterns in how faculty members define “engineering”," Journal of Engineering Education, vol. 98, pp. 309-319, 2009.[3] D. Riley, "Employing liberative pedagogies in engineering education," Journal of Women and Minorities in Science and Engineering, vol. 9, no. 2, pp. 137-158, 2003.[4] D. Riley, "Engineering and social justice," Synthesis Lectures on Engineers, Technology, and Society, vol. 3, pp. 1-152, 2008.[5] ABET. (2017, February 04). Criteria for accrediting engineering programs 2016-2017. Available