Engineering management education — Status and goals of University degree programs

1974 ◽  
Vol EM-21 (3) ◽  
pp. 101-104 ◽  
Author(s):  
Daniel L. Babcock
2020 ◽  
Author(s):  
Ted G. Eschenbach ◽  
Robert Madigan ◽  
Patricia Linton ◽  
Catherine Frank

Author(s):  
Carol Brunt ◽  
Ruth Hansen ◽  
Megan Matthews

The “best place” debate centers on which disciplinary setting is best for degree programs in nonprofit management education. We contribute to the discussion by reflecting on the constraints and opportunities intentionally identified in a developing program within an established business school. We ground our work in the nonprofit sector’s interdependence with the market and public sectors, and identify opportunities for reciprocity within a business school setting. Finally, we identify cultivating interdisciplinary relationships as a strategy to ameliorate tension between a competitive vs. collaborative “forced choice” approach.


Author(s):  
Patricia Edwards ◽  
Mercedes Rico ◽  
Eva Dominguez ◽  
J. Enrique Agudo

Web 2.0 technologies are described as new and emerging for all fields of knowledge, including academia. Innovative e-learning formats like on-demand video, file sharing, blogs, Wikis, podcasting and virtual worlds are gaining increasing popularity among educators and students due to their emphasis on flexible, collaborative and community-building features, a promising natural channel for the social constructivist learning theory. This chapter addresses the application of e-learning in university degree programs based on exploiting the practical, intensive and holistic aspects of Second Life® (SL™). Although the specific framework dealt with is English as a foreign language, it seems feasible to assume that the learning processes are equally transferable to other disciplines. In light of the aforementioned premises, the outlook of e-learning 2.0 approaches require action research and shared experiences in order to back up or challenge the claims and expectations of the academic community concerned with best practices in education.


2000 ◽  
Vol 25 (1) ◽  
pp. 65-82 ◽  
Author(s):  
M. Naim ◽  
C. Lalwani ◽  
L. Fortuin ◽  
T. Schmidt ◽  
J. Taylor ◽  
...  

Interpreting ◽  
2014 ◽  
Vol 16 (1) ◽  
pp. 19-33 ◽  
Author(s):  
Catherine Chabasse ◽  
Stephanie Kader

With increasing numbers of students wishing to become conference interpreters, but limited capacities in most university degree programs, accurate admission testing is an important means of predicting an applicant’s chances of completing the program successfully. This article focuses on three aptitude tests for simultaneous interpretation: Pöchhacker’s SynCloze test; Chabasse’s cognitive shadowing test; and Timarová’s personalized cloze test. The test battery was administered at the start of the 2009/2010 academic year to students beginning the two-year Master’s program in conference interpreting (MA KD) at Germersheim. Correlations between test performance and subsequent exam grades at the end of the second semester were examined for all three tests. Given the large number of applicants each year, practical feasibility of the tests was taken into consideration with a view to scheduling the format and content of the entrance exam for the 2012/2013 academic year. In this perspective, cognitive shadowing was identified as the most useful test under the existing time constraints.


Author(s):  
Rolv Petter Amdam

Executive education, defined as consisting of short, intensive, non-degree programs offered by university business schools to attract people who are in or close to top executive positions, is a vital part of modern management education. The rationale behind executive education is different from that of the degree programs in business schools. While business schools enroll students to degree programs based on previous exams, degrees, or entry tests, executive education typically recruits participants based on their positions—or expected positions—in the corporate hierarchy. While degree programs grade their students and award them degrees, executive education typically offers courses that do not have exams or lead to any degree. Executive education expanded rapidly in the United States and globally after Harvard Business School launched its Advanced Management Program in 1945. In 1970, around 50 university business schools in the United States and business schools in at least 43 countries offered intense executive education programs lasting from three to 18 weeks. During the 1970s, business schools that offered executive education organized themselves into an association, first in the United States and later globally. From the 1980s, executive education experienced competition from the corporate universities organized by corporations. This led the business schools to expand executive education in two directions: open programs that organized potential executives from a mixed group of companies, and tailor-made programs designed for individual companies. Despite being an essential part of the activities of business schools, few scholars have conducted research into executive education. Extant studies have been dominated by a focus on executive education in the context of the rigor-and-relevance debate that has accompanied the development of management education since the early 1990s. Other topics that are touched upon in research concern the content of courses, the appropriate pedagogical methods, and the effect of executive education on personal development. The situation paves the way for some exciting new research topics. Among these are the role of executive education in creating, maintaining, and changing the business elite, the effect of executive education on socializing participants for managerial positions, and women and executive education.


2020 ◽  
Vol 22 (2) ◽  
pp. 79-94
Author(s):  
Daniel Madrid ◽  
Steven Julius

This is an empirical study which aims to examine the profile of Spanish university students in bilingual degree programs that employ English as a medium of instruction by utilizing the bilingual section of the teaching degree course at the University of Granada as a sample. To this end, a questionnaire was applied to 216 students. While 75% of the students reported having problems when following a bilingual class, these difficulties were found to diminish or disappear after the first trimester. The majority of the students (70%) were satisfied with the program offered but they also detected some deficiencies, which provided a basis for various suggestions as to how university bilingual programs might be improved.


2006 ◽  
Vol 12 (3) ◽  
pp. 204-214
Author(s):  
Kerstin von Lentzke ◽  
Friedel Peldschus ◽  
Reinhard Seeling

The business game BAUMARKT, which is based on many years of experience in management education, has been applied successfully in the teaching of civil engineering and civil engineering management for several years. The participants acquire projects, calculate with market orientation and develop strategies as a team in order to reach the defined goals. In the course of the game decisions have to be made, that are related to capital lockup, employees policy, the closing of insurance contracts and the profit use, while the consequences for the business have to be observed. The business game supports the development of the ability to recognise economic interrelations, to think dynamically and to plan and manage work in a team.


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