Building a Synergistic STEM Capability through Strategic Collaboration Between Engineering and Technology

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1 Building a Synergistic STEM Capability through Strategic Collaboration Between Engineering and Technology The Conference for Industry and Education Collaboration (CIEC) Savannah, Georgia February 5-7, 2014 Dr. Mitchell Springer; Prof. Mark Schuver 1

2 It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin 2

3 Overview Overview of the Process Centralization vs. Decentralization this is not a merger, it s a collaboration Efficiency gains Cost savings vs cost avoidance through shared resources Infrastructure Alignment Functions performed Who Are the Students Engineering-Technology educational continuum Roles and functions performed Increased Student Flow Cultural Implications personalizing to create internal energy Rankings, student profiles Fears and anxieties Expected Outcomes 3

4 Overview of ProSTAR ProSTAR Center for Professional Studies in Technology and Applied Research Approved by the Provost on February 9, 2009, as an academic center in College of Technology Self-supported, revenue generating and premised on fee-based programs 1 st cohort program was fall st distance program was fall

5 Organizational Design Models Theorists have devised various ways of partitioning an organization into subunits to improve efficiency and to decentralize authority, responsibility, and accountability. The mechanism through which this is accomplished is called departmentalization. In all cases, the objective is to arrive at an orderly arrangement of interdependent components. 5

6 Centralization vs. Decentralization Decentralization Replicates resources Increases cost Centralization Eliminates redundancies Reduces cost (cost savings not cost avoidance) 6

7 Types of Structures Traditional (functional) By discipline Lacks cross-functional collaboration Product Duplicates resources; increases cost Matrix combines best of above 7

8 Matrix Structure The matrix structure is a hybrid organization which attempts to balance the use of human resources as people are shifted from one project to another. It can be viewed as a project organization superimposed on a functional organization. 8

9 Matrix Structure General Manager Engineering Operations Finance Admin Project Mgr X Project Mgr Y Project Mgr Z Functional Responsibility Project Responsibility 9

10 Advantages: Matrix Structure Combines strengths of project and functional organizations Most efficient Most cost effective Career continuity and professional growth; each person has a home after project completion Perpetuates technology Knowledge is available for all projects on an equal basis Effective multidisciplinary task integration 10

11 Engineering and Technology Functions Performed Identical; just performed differently Marketing Recruiting Orientation Program delivery Registrar Bursar Continuing education (PEC) Graduate school Financial aid 11

12 Who Are the Students? 12

13 An Educational Continuum Applied Engineering College of Technology Programs Aeronautical Engineering Technology Aviation Management Professional Flight Building Construction Management Computer Graphics Technology Computer Information Technology Electrical Engineering Technology Engineering Technology Engineering-Technology Teacher Education Industrial Distribution Industrial Technology Manufacturing Engineering Technology Mechanical Engineering Technology Organizational Leadership and Supervision Theoretical/Applied Engineering College of Engineering Programs Aeronautics and Astronautics Aeronautics and Astronautics Aeronautics and Astronautics Civil Engineering/Construction Engineering and Management College of Science/Computer Science College of Science/Computer Science Electrical and Computer Engineer Electrical and Computer Engineer Engineering Education Industrial Engineering Industrial Engineering Industrial Engineering Mechanical Engineering Engineering Purdue (ELP) 13

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15 (1) Traditional Engineering Students Student Flow 4 Paths Engineering Educational Curriculum (2) Traditional Engineering Student Transfers (CODO) to AE Technology (Applied Engineering) Educational Curriculum (3) Traditional Applied Engineering Students (4) Traditional Applied Engineering Students into New Programs 15

16 Cultural Implications Sustaining change requires the conversion of external to internal energy only accomplished through personalizing the vision What fears might exist? What anxieties might exist? What s in it for me? What do we have to lose? Criteria College of Engineering College of Technology Ranking (National) UG 10th; Grad 8th N/A Enrollment Trends (last 7 years) Increasing Decreasing Research $$ "16X" "X" Public Information - Purdue Data Digest

17 Expected Outcomes Consistent and coherent face to STEM fee-based graduate education Increase in efficiency Reduced overall cost (cost savings not cost avoidance) Increased student enrollment Providing opportunity that might not normally otherwise be available Increased gross revenue Increased net residual 17

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AC 2011-34: BUILDING A DISTANCE LEARNING HYBRID PROGRAM IN ORGANIZATIONAL LEADERSHIP

AC 2011-34: BUILDING A DISTANCE LEARNING HYBRID PROGRAM IN ORGANIZATIONAL LEADERSHIP Dr. Mitchell L Springer, Purdue University, West Lafayette Dr. Mitchell L. Springer, PMP, SPHR Dr. Springer is an Associate