This paper explores issues relating to the fields of engineering education that are constantly evolving. Business, industry, and higher education institutions must come to a consensus on what skills, talents and resources engineers need if they are to survive in a technological society. The authors investigate a growing division between higher education and industry. The results of a national survey by the US Consensus Bureau on hiring, training, and management practices in American business indicate an increasing conviction among employers that colleges and universities have not adequately prepared students for rapidly changing market environments. The authors also examine the issues that have apparently contributed to the divergence between industry and academia. To bridge the gap between industry and academia, guidelines are suggested that can result in producing a new generation of engineers. Data were gathered from a survey soliciting perceptions from business, industry and engineering students at various colleges and universities. The results of this survey are also discussed.

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With the current sluggish world economy, manufacturers are resorting to several tactics to maintain lean budgets. Among these tactics are outsourcing engineering and scientific jobs to nations overseas. Another, is employing only those workers who can satisfy their immediate needs. These practices have economic implications for the employers since employment decisions are determined solely by the profit/loss calculations in a time economic exigency. It also has economic implications for engineering graduates in search for jobs with salaries commensurate to their education and skills. This paper will combine the results of a survey conducted by the authors on this subject with information from recently published studies. Literature and data gathered will be organized and tabulated to find correlations between manufacturing employers' economic outlook and their hiring practices. The results will provide insight into the availability of jobs for students majoring in engineering-related degrees.

The process of tenure and promotion can be a harrowing experience for faculty in higher education. A tenured faculty member is one whose job, with a few exceptions, is secured for life. These exceptions typically include the closure of the department, (although a good faith effort may be made to place them in a related department within the university), gross negligence, and sexual harassment. Tenure was designed to protect faculty from the volatile behavior and attitudes of administrators. The process generally occurs in the sixth year of employment and for many can be stressful. A candidate for tenure and promotion is evaluated in the areas of teaching, scholarship and service. This manuscript addresses tactics, strategies and approaches that were utilized by the author to overcome the tenure and promotion process.

A different educational model was adopted where industrial consultants acted as advisors, coaches and trainers, and universities implemented the lessons learned. They consulted in integrated product development on such issues as intellectual property, team formation, team communication, and project evaluations. The teams set up virtual companies using Internet software, ipTeamSuite, from Nexprise, Inc.