recruit members of these groups. In 2018, only 2.4% of tenured and tenure trackengineering faculty were African American, and only 3.8% were Hispanic [1], despite AfricanAmericans and Hispanics comprising an estimated 13.4% and 18.3% of the US population,respectively [2]. The need for professors from underrepresented minority (URM) groups is notonly felt on university campuses. Rather, the deficit impacts all stages of STEM pathways, fromeducation to the workforce; the exclusion of diverse perspectives and lived experiences fromclassrooms and industry spheres ultimately stunts the potential for advancement within STEMdisciplines overall. The National Science Foundation (NSF), through its Alliances for Graduate Educationand the
provision of choice and control has a more prominentimpact on female students’ motivation than on male students. The perceived need satisfaction ofcompetence may play a role in shaping students’ motivational responses.IntroductionHands-on team-based open-ended design projects in freshman engineering courses have beenshown to significantly improve student retention due to the benefits of active hands-on learning,self-directed acquisition of knowledge, development of skills and confidence necessary tosucceed in engineering and a growing sense of community [1, 2]. These open-ended designprojects range from highly structured [3] to theme-based [1, 2] to free choice [4, 5]. Combiningentrepreneurial thinking and maker technology, student-driven free
critical formational period and yet often neglected in student successinitiatives [1-3]. The sophomore year is a defining moment in the college career, and also a timethat is filled with uncertainty and a sense of losing support students had in their freshmen year [2,4-6]. We recognized the need for students to strengthen their motivation, resolve, and capabilityto persevere through the challenges that tend to hit them particularly hard when they reach theirfirst engineering courses, typically in their sophomore year. We hypothesized that servicelearning projects during the students’ freshman-to-sophomore transition would address theseneeds and thus build engineering identity and improve their academic performance in theirsophomore year
to identify experiences and environments that encourageinnovation and entrepreneurship amongst engineering students over time. EMS is a longitudinaldataset of nationally representative engineering students2 who are surveyed at three time points:(1) as undergraduate students, (2) upon graduation, and (3) early years in the workforce. Thisanalysis is based on the first time point; juniors, seniors, and 5th year undergraduate engineeringstudents. The survey includes measures of ETSE, participation in experiences such asundergraduate research and engineering internships, and demographic information includingrace/ethnicity and gender.Using Bandura’s Social Cognitive & Self Efficacy Theory and conceptions of feministintersectionality theory as
times for two-hour sessions. All course materialsand homework were retained as data. This study chronicles the learning of the student andhighlights abilities the student mastered as well as difficulties that were encountered. By the endof the course, the student able to read and sketch both orthographic and isometric views of parts.There was also evidence that the student created and used spatial imagery of parts that included3D aspects.Literature reviewGraphical communication is a fundamental part of engineering. Correspondingly, spatialreasoning ability is a predictor of success in engineering school. The ability to mentally rotate3D objects seems especially important [1]. Students’ abilities in these areas can be increasedthrough
, Gül3, and Lee, Kristen4 1 Penn State Brandywine 2 Penn State Berks 3 Iowa State University 4 University of San FranciscoAbstractThis work presents the results of an assessment instrument designed to assess the progressivelearning of ethics in the engineering curriculum at different stages known as acclimation,competency, and proficiency, and to determine the relation of the development stages with threecomponents that contribute to learning: interest, knowledge and strategic processing. Thequestions in the instrument were defined following the Model of Domain Learning (MDL) tocapture the
collaboration between the School of Engineering and the local community hasbeen positive and very successful. In this paper, several Senior Design projects are discussed.The assessment and evaluation of ABET Student Outcomes using the Senior Design course ispresented and discussed as a means of directly measuring curriculum success. Engineering’sSenior Design course has had a direct impact on the local community, often with a significantreturn on investment for industrial partners. The significance of this community engagement hasresulted not only in the employment of all of our seniors at graduation, but also in the program’srapid growth.1. IntroductionWestern Illinois University in Macomb, Illinois was granted permission to create a new Schoolof
these expectations. “A strategy for realigning engineeringeducation must be developed within the contexts of understanding the elements of engineeringand recognizing the importance of constant communication with the public and engineeringcommunity stakeholders on the goals of education reinvention and the value of success.”1Collaboration between academe and industry is crucial to prepare engineers to meet learningoutcomes and the challenges of the future. To meet these challenges, engineering education mustbe realigned and a strategy must be developed to recognize the need to communicate with thepublic and engineering community stakeholders on the goals of education and the value ofsuccess.1 According to Rick Stephens, retired Sr. VP of Human
to consider how these approachescould benefit industrial enterprise. Further, rigorous Engineering Education research practiceswere put to work underpinning the topical exploration, and enabling the class deliverables whichincluded individually developed, industry facing, research proposals, and formal proposal“pitch” presentations to industry representatives. Beneficial outcomes from developing thiscourse have included: 1) establishing a foundation of college/industry collaborative graduatelevel course work that supports the concerns of industry facing stakeholders and beyond, and 2)offering engineering education students a unique area of research specialization focused on life-long learning and engineering practice in Industry.Framed using
contribution to the multi-disciplinary team lies in qualitative methodologies, cultural theory and the belief that outliers offer great insight into the workings of power. Her research interests include cultural theory, the cultural/historical construction of women’s identities and roles in past and present societies, and most recently, equity issues surrounding gender and underrepresented populations in engineering education. She can be contacted at cynthia.e.foor-1@ou.edu.Dr. Deborah A. Trytten, University of Oklahoma Dr. Deborah A. Trytten is an Associate Professor of Computer Science and Womens’ and Gender Stud- ies at the University of Oklahoma. Her main research focus is diversity in engineering education and
when weparticipated in the I-Corps L program sponsored by the National Science Foundation and ASEEin 2015. During the course of the program, we engaged in an intensive exploration ofopportunities to commercialize prior NSF TUES project on improving diagnostic skills forengineering and technology students 1 . Our goal was to identify industrial partners so that thediagnostic training programs can be adopted or adapted to tackle practical problems. During themonth-long customer interactions, the team had interviewed over 100 potential clients, themajority of whom were engineers, managers, and directors of operations in heavy industry likeenergy, manufacturing, or health care sector. At the beginning of this process, we did not have aclear vision
inthis context, three dominant research faculty roles are identified and described in this paper: (1)entrepreneur, (2) inventor, and (3) consultant.A comprehensive role-based model will be useful for researchers and practitioners to clearlydiscern the types of relationships that are relevant to the work they conduct in university-industryresearch partnerships. A key factor in improving university-industry research partnershipexperiences is advancing our understanding of the nature of the roles and relationships amongparticipants. Finally, clarifying these roles will be helpful for moving forward with a morefocused research agenda for university-industry research partnerships.Introduction There is increasing national interest in the U.S
engineering design and project management, and different workplace environments. The complete list of companies, plus primary engineering discipline(s) and location, is detailed in Table 1. The author covered her travel expenses from research funding she had been saving at Smith for this purpose. The author signed NDAs for all companies who requested, about half of the total short visits. Table 1 Company List for Sabbatical Short Visits (Spring/Summer 2014) Company Engineering Discipline Location Analytical Methods Aerospace Seattle, WA BETH Biomedical, Entrepreneurial Boston, MA
working with threeother engineering departments (17 MD projects in 2013-14 and 19 MD projects in 2014-15) withgreat than 50% of our projects being MD projects in recent years14 as shown in the following twotables. The last column in Table 1 shows ME senior students who participate MD design projectsas compared to the overall ME enrollment. As an example, 65 ME students work on 19 MDprojects while the total enrollment of the class is 117 working on 31 projects. The total numbersof MD teams are also included in the parenthesis to show the growing trend from 5 in 2009-10 to19 in 2014-15. Table 2 shows the ongoing MD projects with titles this school year and thecomposition of each team. We have also indicated those projects that contain
announced in June 2012. The federal and state agencies providedinfrastructure funding, which was augmented by funds from NYIT and the support ofnumerous industry partners.The ETIC is an illustration of the SoECS’ core beliefs and mission. The School’s high-quality undergraduate and graduate programs prepare students for advanced studies andchallenging positions in business, government, and industry. The SoECS is guided in thismission by the three tenets embraced by NYIT: 1) professional preparation of students; 2)applications-oriented research; 3) access to opportunity for all qualified students. Toaccomplish its mission, the SoECS offers a broad range of outstanding, accreditedacademic programs; supports faculty members who are effective teacher
private university in Mexico with a top ranked engineering school. It is well (1)known by the quality of their graduates and by the excellent connection with theMexican industry. In particular, Monterrey is a large industrial city, located near theUnited States border, with two large and prestigious universities. The availability of largenumber of well-trained bilingual engineers and qualified labor force in the market areattracting a large number of high tech companies that are moving their manufacturingfacilities and engineering design centers to this area. The fast growing engineering demandof well-trained people, capable of generating new products, improve process efficiency andcreate
University of Oklahoma. Her contribution to the multi-disciplinary team lies in qualitative methodologies, cultural theory and the belief that outliers offer great insight into the workings of power. Her research interests include cultural theory, the cultural/historical construction of women’s identities and roles in past and present societies, and most recently, equity issues surrounding gender and underrepresented populations in engineering education. She can be contacted at cynthia.e.foor-1@ou.edu.Dr. Randa L. Shehab, University of Oklahoma Dr. Randa L. Shehab is a professor and the Director of the School of Industrial and Systems Engineering at the University of Oklahoma. She was recently appointed as Director of the
requirements. The case study revealed major technology trends, whichthe company is going to follow in the nearest future. These technologies will require new skillsets of young professionals. As universities are not able to adapt the curriculum in short- andmedium-term, the company’s business lab must be able to fill this gap, although there currentlyexists no process for the setup of new courses for the business lab in the company.UNIVERSITY-INDUSTRY COOPERATION FRAMEWORKBased on the case study findings and the success factors identified through literature review wepropose a generalized framework for university-industry cooperation in the area of IS, which isdepicted in figure 1. The framework is intended to formalize the steps for a successful long
, the median average of American Indian andAlaskan Native people was 31 years compared to 37 for the overall U.S. population. Suicide isthe number one cause of death in the 15-24 year age group. Approximately 30% of AmericanIndian and Alaska Native children live in poverty as compared to an average of 16% nation-wide. There are 324 federally recognized American Indian reservations and 566 federallyrecognized tribes in the U.S. The Navajo Nation Reservation has the greatest number ofAmerican Indians with approximately 170,000 residents. iiNATIVE AMERICAN EDUCATION STATE OF AFFAIRS:Mr. Cedale Armstrong , co-author and resident on the Navajo reservation, says that, “When Idrive through towns in my homeland, there are three things that I see: 1
.......................................................................................................................... 4Tier 1 – Personal Effectiveness Competencies ......................................................................... 6 1.1 Interpersonal Skills ............................................................................................................ 6 1.2 Integrity ............................................................................................................................... 6 1.3 Professionalism: ................................................................................................................. 7 1.4 Initiative............................................................................................................................... 7 1.5 Adaptability and Flexibility