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] 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
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
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
-Directed Peer-Assisted Learning.," Active Learning in Higher Education, vol. 11, no. 3, pp. 201-212, 2010.[3] G. D. Kuh, "The Other Curriculum: Out-of-Class Experiences Associated with Student Learning and Personal Development.," The Journal of Higher Education, vol. 66, no. 2, pp. 123-155, 1995.[4] G. D. Kuh, Involving Colleges: Successful Approaches to Fostering Student Learning and Development Outside the Classroom, San Francisco, CA: 1991, Jossey-Bass Publishers.[5] M. B. B. Magolda, "Cognitive Learning & Personal Development: A False Dichotomy.," About Campus, vol. 1, no. 3, pp. 16-21, 1996.[6] S. M. a. K. L. T. Schroeder, "Advising Experiences and Needs of Online, Cohort, and Classroom Adult Graduate Learners.," NACADA
. Springer possesses a significant strength in pattern recognition, analyzing and improving organizational systems. He is internationally recognized, has contributed to scholarship more than 200 books, articles, presentations, editorials and reviews on software development methodologies, management, organizational change, and program management. Dr. Springer sits on many university and community boards and advisory committees. He is the recipient of numerous awards and recognitions, most recently, the Purdue University, College of Technology, Equity, Inclusion and Advocacy Award. Dr. Springer is the President of the Indiana Council for Continuing Education as well as the Past-Chair of the Continuing Professional
their organizations to more fully embrace lean project management approaches.As part of the end-of-course evaluation students are asked: • To self-rate their achievement of specific learning goals for the course; • To rate the quality of various elements of the course (e.g., readings, web conferences, individual assignments, discussion forums, quality of interactions with faculty, responses to requests for help); • To identify the most valuable and least valuable lessons; • To suggest at least one improvement for the course; • To rate and comment on their team project experience; and • To rate the usefulness of what they learned in the course to (a) their current responsibilities or job, and (b
Paper ID #21776The Impact of Free Lunch on Attendance at Voluntary Teacher TrainingDr. Todd Easton, Kansas State University Todd Easton received a B.S. in Mathematics with a minor in Statistics from Brigham Young University (1993), an M.S. in Operations Research from Stanford University (1994) and a Ph.D. in Industrial En- gineering from Georgia Institute of Technology (1999). He worked as a post-doctoral fellow at Georgia Institute of Technology until 2001, when he joined the Industrial and Manufacturing Systems Engineer- ing department at Kansas State University. He is a University Distinguished Teaching Scholar and an
Paper ID #21536Continuing Engineering Education Practices and PreferencesDr. Charles E. Baukal Jr. P.E., John Zink Co. LLC Charles E. Baukal, Jr. has a Ph.D. in Mechanical Engineering, an Ed.D., and Professional Engineering License. He is the Director of the John Zink Institute which offers continuing professional development for engineers and technicians. He has nearly 35 years of industrial experience and 30 years of teaching experience as an adjunct. He is the author/editor of 13 books on industrial combustion and is an inventor on 11 U.S. patents. c American Society for Engineering Education