level of effort in the community. 2. Create a safe, supportive, and fun environment to support the social aspects of the community. 3. Explore areas of teaching, learning, and instruction of interest to the group. 4. Have members bring examples or issues from their current courses, rather than create artifacts. Focusing on current issues/examples would support relevancy and hopefully support a practical, rather than theoretical approach.To support these goals we asked members to be willing to: a) preview an idea with the club toimprove it, b) try the idea out in class, and c) review what happened in class with club.The co-author, a faculty in mechanical engineering with a strong expertise in pedagogy andworking with small
of revenue growth. I.E., tie overhead to revenue growth considering type/delivery of program. Create a ProSTAR expense allocation model differentiated by type/delivery of program: non-credit, distance and distance-hybrid. Compare and contrast the hiring of a marketing resource given two scenarios: (a) an internal marketing individual, serving traditional programs and ProSTAR programs, and (b) a .5 FTE resource combined with the engineering equivalent resources targeting individuals (professional working adult learners) in both engineering and technology fee- based programs.In summary, ProSTAR presented the following 2012-2013 academic year end information: 5 Years – year over year
Commander, Safety Officer, or dispatcher selectsrelevant safety courses (see Figure 5). SSP deployed to the incident are enrolled in JITTEISwhich sends to their cell phones all lessons and messages associated with that incident, includingupdates. At any time, SSP can view the content on their cell phones, and forward it tocolleagues. SSP can also send photos and videos captured on their cell phones to JITTEIS viaMMS or email; JITTEIS stores all media submitted from the field and assigns it to the selection Page 22.1028.11of incident-relevant safety courses. a. Likely sites of influenza b. Testing PPE for proper fit c. Skin lesion caused by d
through assessment. On the Horizon, 24(1), 126-131.Acree, L. (2016). Seven lessons learned from implementing micro-credentials. Raleigh, NC: Friday Institute for Educational Innovation at the NC State University College of Education.Burrows, A. C. (2015). Partnerships: A systemic study of two professional developments with university faculty and K-12 teachers of science, technology, engineering, and mathematics. Problems of Education in the 21st Century, 65, 28.Burrows, A. C., & Borowczak, M. (2016). Arduinos and Games: K-12 Teachers Explore Computer Science (Evaluation). In 2016 ASEE Annual Conference & Exposition.Berry, B. (2017). Micro-credentials: The badges of professional growth. The Education Digest, 82(9), 21.Dark, M. &
Paper ID #14705Increasing Learner Engagement in Online Learning through Use of Interac-tive Feedback: Results of a Pilot StudyMr. Eugene Rutz, University of Cincinnati Eugene Rutz is Academic Director in the College of Engineering & Applied Science at the University of Cincinnati. Responsibilities include oversight of eLearning initiatives, working with high schools on engineering coursework, and academic oversight of the Master of Engineering program. Eugene serves as co-PI on an NSF sponsored Math and Science partnership grant and PI on other grants that examine the intersection of instructional technology and
] B. Karatop, C. Kubat, and O. Uygun, “Talent management in manufacturing system using fuzzy logic approach,” Comput. & Ind. Eng., vol. 86, pp. 127–136, Aug. 2015.[21] V. Knivett, “You’re in control!,” New Electron., vol. 39, no. 14, pp. 45–46, 2006.[22] L. Levensaler, “Pemex: Identifying and developing next-generation talent and leadership,” JPT, J. Pet. Technol., vol. 62, no. 1, pp. 32–33, 2010.[23] P. Oosthuizen and H. Nienaber, “The status of talent management in the South African consulting civil engineering industry in 2008: A survey,” J. South African Inst. Civ. Eng., vol. 52, no. 2, pp. 41–47, 2010.[24] G. Rana, A. K. Goel, and R. Rastogi, “Talent management: A paradigm shift in Indian public
) writing and using instructional objectives, (b)adopting active learning strategies, and (c) effective use of diagnostic, formative, and summativeassessments. Pre and post assessment of participants’ conception of teaching was captured by a20 question multiple-choice instrument that included demographic material (pre) and courseevaluation (post) as appropriate. Item categories on the instrument were drawn from Bransford’sHow People Learn (HPL) framework 1, a framework that is acknowledged as a practical way oforganizing what we know about teaching and learning today. Participant responses wereaggregated into four categories that derive from this framework (learner, knowledge, assessment,and community) and investigate how teaching methods
. 152 –160.[16] Swamy, N., Kuljaca, O. & Lewis, F. L. (2002). Internet-based educational control systems lab using NetMeeting. IEEE Transactions on Education, Vol. 45, Issue 2, pp.152-160.[17] Gillet, D., Geoffroy, F, Zeramdini, K., Ngyuen, A. V., Rekik, Y. & Piquet, Y. (2003). The cockpit: An effective metaphor for remote experimentation in engineering education. International Journal of Engineering Education, Special Issue on the Remote Access/Distance Learning Laboratories, Vol. 19, No. 3, pp. 389-397.[18] Shen, H. et al. (1999). Conducting laboratory experiments over the Internet. IEEE Transactions on Education, Vol. 42, No. 3, pp. 180-185.[19] Zoghi, B., Rouse, R., Camacho, M. & Morgan, J. (1998
effective teaching practices. While the context of this studywas specifically our engineering faculty teaching large engineering courses, these efforts can be adaptedand generalized to similar contexts and settings, and they can provide a framework for other professionalfaculty development.References1. Dancy, M. & Henderson, C. (2010). Pedagogical practices and instructional change of physics faculty. American Journal of Physics, 78, 1056-1063.2. Eccles, J. S., Barber, B. L., Updegraff, K. & O’Brien, K. M. (1998). An expectancy-value model of achievement choices: The role of ability self-concepts, perceived task utility, and interest in predicting activity choice and course enrollment. In A. K. L. Joffmann, K. A. Renninger & J
AC 2011-499: LESSONS LEARNED OFFERING A COMBINED BS ENGI-NEERING (WITH COOPERATIVE EDUCATION) AND MBAEugene Rutz, University of Cincinnati Eugene Rutz, MS, PE is an Academic Director in the College of Engineering & Applied Science at the University of Cincinnati. He manages the college’s dual degree programs and outreach programs with local high schools. Industry experience includes mechanical design engineering, the nuclear power industry and radiological engineering. Eugene also teaches courses for the college using distance learning and instructional technologies. Page 22.1011.1
Paper ID #6359Video Recording vs. Class Visits: A Comparison of Two Faculty DevelopmentToolsCapt. Michael J. Richards, U.S. Air Force Academy Michael J. Richards is an instructor in the department of engineering mechanics at the United States Air Force Academy. He directs a course in Statics and Strength of Materials. He received his MS in Nuclear Engineering from the Air Force Institute of Technology in Dayton Ohio and a BS in Mechanical Engineering from Brigham Young University in Provo Utah.Dr. Daniel D. Jensen, U.S. Air Force Academy Dr. Dan Jensen is a Professor of Engineering Mechanics at the U.S. Air Force Academy where
Observation Protocol (RTOP).InstrumentsValue, Expectancy, and Cost of Testing Educational Reforms Survey (VECTERS)To assess faculty dispositions towards, and use of, specific active learning strategies, the Value,Expectancy, and Cost of Testing Educational Reforms Survey (VECTERS) was utilized [23].VECTERS measures dispositions towards, as well as current and planned use of, three activelearning strategies: (1) Using formative feedback to adjust instruction (2) Integrating real-world applications (3) Facilitating student-to-student discussions in classVECTERS prompts respondents to consider each strategy and consider the degree to which they(a) expect the strategy to be successful, (b) find it valuable, and (c) believe it is costly (e.g
AC 2012-5328: PEDAGOGY FOR PEDAGOGY: USING A WIKI TO PRO-MOTE THE ADOPTION, DEVELOPMENT, AND IMPLEMENTATION OFCHALLENGE-BASED INSTRUCTION IN STEM EDUCATIONDr. Stephen W. Crown, University of Texas, Pan American Stephen Crown is a professor of mechanical engineering at the University of Texas, Pan American. He has been actively involved in a number of grants supporting innovative and effective teaching methods for engineering education. Crown directed the faculty development component of a large Department of Education grant that supports Challenge Based Instruction and is the director of the Texas Pre-freshman Engineering program in Edinburg.Dr. Arturo A. Fuentes, University of Texas, Pan American Arturo Alejandro
AC 2011-1432: A SUCCESSFUL PLAN FOR FACULTY DEVELOPMENTTHAT HAS A LASTING IMPACTStephen W. Crown, University of Texas, Pan American Dr. Crown is a professor of mechanical engineering in south Texas. He has been actively involved in a number of grants supporting innovative and effective teaching methods for engineering education. Dr. Crown is director of the faculty development component of a large Department of Education grant that supports Challenge Based Instruction and is the director of the Texas Pre-Freshman Engineering Program in Edinburg.Arturo A Fuentes, University of Texas, Pan AmericanRobert A. Freeman, University of Texas-Pan American Dr. Robert A. Freeman has been on the faculty of The University of
) validateacceptance of the core performance criteria and outcomes of the SPEED content developmentprocess, (b) validate interest and incentives for participation in the SPEED program among thetarget populations (e.g., new engineering faculty), (c) validate operational and logisticalassumptions for the SPEED Program, and (d) match the capabilities and interests of potentialmembers of the SPEED Provider Network to the actual requirements for national SPEEDimplementation.Results of the SPEED content development process will include core performance criteria,outcomes, and metrics; implementation mechanisms; and the design of the ASEE recognitionprocess. Various focus groups including engineering deans and other members of a SPEEDAdvisory Council will work to
percent oftotal organizations participating in fee-based professional programs, and (b) industry sectorparticipation as a percent of total industry participation in fee-based professional programs.Figure 6.0 depicts the top participating named organizations as a percent of total organizationalparticipation. This data provides qualitative insight into areas for future focus. Simply lookingat the data from figure 6.0 provides valuable insight into which companies may be targeted forbetter understanding; this given their percent participation. In this manner, allocation ofmarketing resources could be made specific to participation rich organizations.Equally, insight extracted from figure 7.0 provides a view by industry sector. This, similar to
RTOP (e.g., labs, recitations, or capstone courses). Others did not.There were also basic cultural differences among the participants. Table 3. Individual coaching conferences of instructors who sought feedback from the RTOP observa- tions. Conferences were conducted during the SP17 semester after the ‘mid’ and ‘post’ observations. Name Rank Gender Conf. Comments from Conferences Prof A Asst f both I don’t like to force students to work with partners. I am thinking about group presentations and how I can engage the audi- Prof B Asst f both ence more. Prof C Prof m mid For my online courses
Paper ID #22002Assessing Faculty and Organizational Change in a Professional DevelopmentProgram with Workshops and Disciplinary Communities of PracticeProf. Stephen J. Krause, Arizona State University Stephen Krause is professor in the Materials Science Program in the Fulton Schools of Engineering at Arizona State University. He teaches in the areas of introductory materials engineering, polymers and composites, and capstone design. His research interests include faculty development, evaluating con- ceptual knowledge change, misconceptions, and technologies to promote conceptual change. He has co-developed a Materials
Wisconsin-Madison, Fall 2007. 10. Schooley, Claire, The Personal Touch: It Still has a Place in E-Learning. IdeaByte, Giga Information Group, October 2001. 11. Naidu, S., Designing Interaction for e-Learning Environments. In M. G. Moore and W. G. Anderson (Eds.), Handbook of Distance Education, Lawrance Earlbaum Associates: Mahwah, NJ, 2003. 12. Kearsley, G. and Shneiderman, B., Engagement Theory: A Framework for Technology-based Teaching and Learning, version 4/5/99. http://homesprynet.com/~gkearsley/engage.htm. 13. Gray, Clifford F. and Erik W. Larson, Project Management: The Managerial Process, 4th Edition
Research in Engineering Education: Creating a Community of Practice. (2006). 5. Chism, N. V. N., Douglas, E. & Hilson, W. J. Qualitative Research Basics: A Guide for Engineering Educators . (2010). at 6. The Regents of the University of Michigan. Center for Research and Learning and Teaching in Engineering. (2016). at 7. University of Washington. Center for Engineering Learning and Teaching. at 8. The Pennsylvania State University. The Leonhard Center for the Enhancement of Engineering Education. (2008). at 9. Weaver, G., Goldstein, B. & Finkelstein, N. Creating and Studying a National Network of Centers of STEM Education: Developing Foundational Infrastructure
Paper ID #11233Running the Academy as a BusinessDr. Mitchell L Springer PMP, SPHR, Purdue University, West Lafayette Dr. Springer currently serves as the Executive Director for Purdue University’s College of Technology located in West Lafayette, Indiana. He possesses over 35 years of theoretical and industry-based practical experience from four disciplines: Software Engineering, Systems Engineering, Program Management and Human Resources. Dr. Springer possesses a significant strength in pattern recognition, analyzing and improving organizational systems. He is internationally recognized, has contributed to scholarship more
responsible for the final approval of the certificate and will be responsible for any updates or changes to the content – for example, this is usually the name of a formal CoP)B. Identify Target Audience for the Program (Who should enroll in this program?) 1.What are their titles? 2.In what types of organizations do they work? 3. What roles do they play in their organizations?C. Program Description 1. Rationale (Why is this certificate program needed and what functional responsibilities will be able to be supported if someone completes this program?) 2. Learning Outcomes to be Accomplished (What will people who complete the certificate program be able to do, including what
individual’smilitary file; however, these skills could be assessed and quantified in a systematic manner.Because of the culture inherent to the military, the success of the program requires “buy-in” atthe grass roots level. In order to gain acceptance by the Reservists, the philosophy and structureof the program was one of inclusion. The starting point was to identify the interests and needs ofthe Reservists. The program then would identify the skills and knowledge that a Reservistpossessed, as well as any additional training necessary to achieve the desired career goal.Based on Reservists’ interests and skills, program participants tend to fall into one of three broadcategories. Those who: a) Wish to pursue or complete post-secondary education. b) Would
AC 2008-926: A GUIDED TOUR OF THE FUTURE OF EDUCATIONEugene Rutz, University of Cincinnati Eugene is an Academic Director in the College of Engineering at the University of Cincinnati. He manages the College's accelerated engineering degree programs as well as a pre-engineering program with local high schools. Eugene also helps faculty in the use of instructional technology. He is a self-described "hopeful skeptic" concerning learning in virtual worlds.Chris Collins, University of Cincinnati Chris Collins is an IT Analyst in the UCit Instructional & Research Computing department at the University of Cincinnati. Chris specializes in developing supportable, sustainable enterprise
Paper ID #6008Integrating professionalism in a project-based engineering curriculumDr. Mohammad Habibi, Minnesota State University, Mankato Dr. Habibi is an assistant professor in the Department of Integrated Engineering at the Minnesota State University-Mankato. He received his undergraduate and graduate degrees in Electrical Engineering. Fol- lowing his postdoctoral appointments at the University of Wisconsin-Milwaukee, he joined the Iron Range Engineering (IRE) Program in August 2011. The IRE is an innovative, 100% project-based, upper division engineering program located in Virginia-Minnesota which promotes learning
AC 2008-1131: A DISTRIBUTED SYSTEMS ENGINEERING CURRICULUM FORWORKING ENGINEERS IN CALIFORNIARobert Crockett, California Polytechnic State University Robert Crockett received his Ph.D. from University of Arizona in Materials Science and Engineering. He holds an M.B.A. from Pepperdine University and a B.S. in Mechanical Engineering from University of California, Berkeley. He is currently an Associate Professor and the interim chair of the Biomedical & General Engineering Department at California Polytechnic State University, San Luis Obispo. Dr. Crockett is a specialist in technology development and commercialization of advanced materials and manufacturing processes. Prior to joining Cal Poly
2006-1004: A SUCCESSFUL PARTNERSHIP BETWEEN INDUSTRY ANDACADEMIA: RED GOLD, INC.Jody Pierce, Purdue University Jody Pierce is an Assistant Professor of Organizational Leadership and Supervision at Purdue University's College of Technology location in Anderson, Indiana. Her business and industry background includes 28 years between General Motors and Delphi Automotive in manufacturing and labor relations. She has a Bachelor of Science degree in Business from Saint Mary-of-the-Woods College and a Master of Business Administration from Anderson University.Russell Aubrey, Purdue University Russell A. Aubrey is a Professor of Electrical and Computer Engineering Technology at Purdue
Paper ID #8136”The Bottom 3” – A New Revolution in Leadership DevelopmentMr. Eric Paul Pearson, Northrop Grumman, Electronic Systems Eric Pearson is the Director of Cross-Sector Program Initiatives for Northrop Grumman Corporation. His has responsibilities for relationship building and cross culture leadership development. Eric has a BS in Education from Bowie State University and an MS In Technical Management form the Johns Hopkins, Whiting School of Engineering. Eric is best known for his development and leadership of the Northrop Grumman Electronic Systems New Graduate Engineering Rotation Program and the Recent
AC 2012-4790: APPLYING DISTANCE EDUCATION TECHNOLOGIESTO A LARGE-SCALE ENGINEERING MECHANICS COURSEDr. Daniel Dickrell III, University of Florida Page 25.200.1 c American Society for Engineering Education, 2012Applying Distance Education Technologies to a Large-Scale EngineeringMechanics CourseIntroductionDistance learning and continuing education programs are a growing component of higher education inengineering. The technological investments that colleges and universities commit to are substantial inboth financial outlay and strategic vision. But over time as the video production facilities and computingsupport infrastructure
Paper ID #10107Personnel Improvement Plan: a professionalism assignment for engineeringstudentsDr. Mohammad Habibi, Minnesota State University, MankatoMr. Ronald R Ulseth, Iron Range Engineering Ron Ulseth, P.E. is Co-Director of IRE as well as an instructor of technical competencies in thermody- namics, fluid mechanics, and heat transfer. Ulseth has been teaching engineering fundamentals courses since 1988. He was a lead developer in the Itasca Community College Engineering program. Ulseth led a team of ˜10 engineering educators from around the United States to develop the Iron Range Engineering program. In addition to