Salt Lake City, Utah
June 20, 2004
June 20, 2004
June 23, 2004
9.344.1 - 9.344.14
Corporate Assessment of Strategic Issues in Technology and Management Education
Elise M. Barrella and Keith W. Buffinton
Colleges and universities strive to prepare graduates for the demands of a technology-infused business world where familiarity with both engineering and management skills is necessary. Bucknell’s Institute for Leadership in Technology and Management is an example of a program created for that purpose. The structure and themes of the ILTM program were devised to meet the needs of industry; however, since its founding a decade ago, the business world has continued to evolve in its technologies and purposes. Assessment and improvement of the ILTM program, and others like it, are needed to ensure that graduates are truly meeting the needs of employers.
The purpose of this study will be to revisit the foundation of ILTM and determine the continuing relevance of its themes and structure in today’s business world. Initial effort was made at the time of founding to consult business leaders, so this study will return to that concept by surveying ILTM graduates now working in industry along with middle managers and executives who can give insight into the current demands for engineering and management graduates. The results of the survey, which includes both quantitative and qualitative responses, is compared to previously published rankings of desirable skills for graduates.
Today the workplace is dependent on technology for everything from day-to-day communication to the actual manufacturing of a product. As a result, employers expect graduates to have familiarity with both the engineering/technology and business management sides of the business world. In order to obtain and excel in managerial positions, graduates must have a firm understanding of the interactions between technology and management, and how their interaction affects business decisions. According to a survey conducted by the Engineers Leadership Foundation and the Foundation for Professional Practice of almost two hundred senior engineering managers and leaders, engineering knowledge is essential, but leadership positions can be attained earlier if engineering students are exposed to management, public speaking, and other non-engineering coursework. The most highly recommended courses beyond an engineering curriculum included business management, public speaking, and marketing. In addition to taking courses, the professionals surveyed suggested involvement in activities like sports, internships, volunteering, and clubs to improve interpersonal skills.1 The same can be
Proceedings of the 2004 American Society for Engineering Education Annual Conference & Exposition Copyright 2004, American Society for Engineering Education
Barrella, E., & Buffinton, K. (2004, June), Corporate Assessment Of Strategic Issues In Technology And Management Education Paper presented at 2004 Annual Conference, Salt Lake City, Utah. https://peer.asee.org/14043
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