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Perceptions Of The Advanced Manufacturing Competency Model (Amcm) For Curriculum Development, Mark Doggett, Muhammad Jahan

SEAS Faculty Publications

The Advanced Manufacturing Competency Model (AMCM) model emphasizes building of competencies at all levels ranging from the shop floor production worker to manufacturing engineers. It consists of different levels of competencies organized hierarchically. The levels are personal effectiveness, academic, workplace, industry-wide technical, industry-sector technical, management and organization-specific competencies.

This paper discusses survey research on the perceptions of manufacturing students, faculty, and industry advisory board members regarding the AMCM. The research evaluated the manufacturing program based on perceptions of the AMCM competencies and the curricular coverage required for entry-level manufacturing professionals. Specifically, the survey sought to answer the following research questions: …

Creating A State-Wide Transfer Program For Engineering Technology And Technology Management Studies, Gregory Arbuckle, Mark Doggett

SEAS Faculty Publications

The primary purpose of the Western Kentucky Pipeline for 2+2+2 Engineering Technology and Technology Management (ET/TM) students program is to significantly increase degree production and workforce preparation in central and western Kentucky through the construction of a long-term sustainable, reproducible model bridging program of cooperation between Western Kentucky University (WKU), Murray State University (MSU) and the Kentucky Community and Technical College System (KCTCS). The program will significantly increase industrial and technology education opportunities, technology enrollment and two and four-year degree completion. Additionally, this project supports the Kentucky Council on Postsecondary Education’s (CPE) goal to double the overall number of undergraduate …

Toward A Technology Management Core: Defining What The Technology Manager Needs To Know, Mark Doggett, Pam Mcgee, Sophia Scott

SEAS Faculty Publications

With the increasing demands on organizations to do “more with less,” and produce acceptable market results, productivity and performance standards continually raise the expectations on competitive success. To meet these expectations, organizations should create learning opportunities that combine the application of technical management skills along with the softer skills involved in people management. Technical managers with little training or past experience with nontechnical skills often perform poorly in technical management positions (Kroecker, 2007). Because this generation lives in a highly technical environment, managers need to be proficient in dealing with knowledge workers and systems; therefore, there is a growing emphasis …