43 research outputs found

    Teaching Creativity in Engineering Courses

    Full text link
    Background The ability to engage in a creative process to solve a problem or to design a novel artifact is essential to engineering as a profession. Research indicates a need for curricula that enhance students' creative skills in engineering. Purpose Our purpose was to document current practices in engineering pedagogy with regard to opportunities for students' creative growth by examining learning goals, instructional methods, and assessments focused on cognitive creative skills. Design/Method We conducted a critical case study of engineering pedagogy at a single university with seven engineering courses where instructors stated the goal of fostering creativity. Data included instructor and student interviews, student surveys, and course materials. For qualitative analysis, we used frameworks by Treffinger, Young, Selby, and Shepardson and by Wiggins and McTighe. Results One aspect of creativity, convergent thinking (including analysis and evaluation), was well represented in the engineering courses in our case study. However, instruction on generating ideas and openness to exploring ideas was less often evident. For many of the creative skills, especially those related to divergent thinking and idea exploration, assessments were lacking. Conclusions An analysis of pedagogy focused on goals, instruction, and assessments in the engineering curriculum revealed opportunities for growth in students' creative skill development. Designing assessments that motivate students to improve their creative skills and to become more aware of their own creative process is a key need in engineering pedagogy.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/108079/1/jee20048.pd

    Climate Change

    No full text

    Understanding finance: expert solutions to everyday challenges

    No full text

    Executing strategy

    No full text
    Every day on the job, you face common challenges. And you need immediate solutions to those challenges. The Pocket Mentor Series can help. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify your strengths and weaknesses and hone critical skills. Whether you're at your desk, in a meeting, or on the road, these portable, concise guides enable you to tackle the daily demands of your work with speed, savvy, and effectiveness. The latest volume in the series: Executing Strategy That strategy you've defined for your group is brilliant--promising better market share, higher profits, or some other impressive business result. But your strategy won't deliver the expected outcomes if you and your group don't execute it that is, if you don't put it into action by implementing the right strategic initiatives. This volume helps you master the challenging art of strategy execution. You'll learn how to: -Craft action plans for the strategic initiatives required to meet your goals -Keep your action plans on course despite the inevitable setbacks and surprises -Cultivate employees' sense of ownership and accountability for your plans -Create a group culture in which everyone views strategy as their job

    Harvard Business Review on succeeding as an entrepreneur

    No full text
    If you need the best practices and ideas for launching new venturesbut don't have time to find themthis book is for you. Here are nine inspiring and useful perspectives, all in one place. This collection of HBR articles will help you: Zero in on your most promising prospects Set a clear direction for your start-up Test and revise your assumptions along the way Tackle risks that could sabotage your efforts Carve out opportunities in emerging markets Launch a start-up within your company Hand over the reins when it's time

    Negotiation

    No full text
    Negotiation--whether brokering a deal, mediating a dispute, or writing up a contract--is both a necessary and challenging aspect of business life. This guide helps managers to sharpen their skills and become more effective deal makers in any situation

    The Harvard Business Review manager's handbook: the 17 skills leaders need to stand out

    No full text
    The one primer you need to develop your managerial and leadership skills. Whether you're a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizesa direct report's anxious questions, your boss's last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom from Harvard Business Review's management archive, the HBR Manager's Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees' trust. The book's brief sections allow you to home in quickly on the solutions you need right awayor take a deeper dive if you need more context. Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization. In the HBR Manager's Handbook you'll find: - Step-by-step guidance through common managerial tasks - Short sections and chapters that you can turn to quickly as a need arises - Self-assessments throughout - Exercises and templates to help you practice and apply the concepts in the book - Concise explanations of the latest research and thinking on important management skills from Harvard Business Review experts such as Dan Goleman, Clayton Christensen, John Kotter, and Michael Porter - Real-life stories from working managers - Recaps and action items at the end of each chapter that allow you to reinforce or review the ideas quickly The skills covered in the book include: - Transitioning into a leadership role - Building trust and credibility - Developing emotional intelligence - Becoming a person of influence - Developing yourself as a leader - Giving effective feedback - Leading teams - Fostering creativity - Mastering the basics of strategy - Learning to use financial tools - Developing a business case

    HBR guide to making every meeting matter

    No full text

    HBR guide to data analytics basics for managers

    No full text
    corecore