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Mark E. Lewis

Mark E. Lewis. Candidate for the Chair of the School of ISyE , Georgia Tech. Who am I? What is my background? Why am I interested in the position ? How do I see myself functioning as school chair in the Georgia Tech environment?. Who am I?. Pensacola. Panama City.

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Mark E. Lewis

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  1. Mark E. Lewis Candidate for the Chair of the School of ISyE, Georgia Tech

  2. Who am I? Whatis my background? Whyam I interested in the position? How do I see myself functioning as school chair in the Georgia Tech environment?

  3. Who am I? Pensacola Panama City I grew up in a little town called Niceville, FL (about 320 miles SW of ISyE)

  4. The Dean(s) of my life

  5. Sisterly Love

  6. What is my background • Ph.D.: ISyE, Georgia Tech – 1998 • Research Area: Stochastic Dynamic Control • Academic Appointments: • Postdoctoral Fellow: University of British Columbia • Assistant Professor: University of Michigan • Associate Professor: Cornell University • Full Professor: Cornell University

  7. Academic Leadership • Chair of Ph.D. Admissions (2 years) • Director of Graduate Studies (2 years) • Strategic Oversight Committee (5 years) • Advisory Board Office of Faculty Development and Diversity (University Wide) • Advisory Board Diversity Programs in Engineering • Chair the Applied Probability Society (2 years) • Founder Minority Issues Forum • President Minority Issues Forum (2 terms) • Editorial Board of Operations Research and PEIS

  8. Commendations • ZellmanWarhaft Commitment to Diversity Faculty Award, Cornell University (2012) • National Academy of Engineering, Frontiers on Engineering, Participant, 2007 • Presidential Early Career Award for Scientists and Engineers (PECASE), NSF, 2002 (awarded in 2004) • Harold R. Johnson Diversity Award, University of Michigan, 2004 • Sloan Foundation Mentor of the Year, 2003 • INFORMS George B. Dantzig Dissertation Award Runner-up, 1999

  9. Why am I here? • Breadth and depth of the faculty • Including ties to industry • Broader and potentially more diverse student body • Close ties to the school and to some of the engineering leadership

  10. Breadth and depth of the faculty

  11. Industry Ties

  12. Diversity in Undergraduate Students

  13. Diversity of Ph.D. Candidates • IN FY13 • 30 Ph.D.’s awarded • 11 women • ?? URM

  14. Some Guiding Principles • Develop young faculty using the strength of your department • The health of a department manifests itself in the strength of its Ph.D. program • For faculty, students and staff, excellence is a must with diversity not far behind • Do not micro-manage • Undergraduate education is an important component of what we do

  15. How do I see myself functioning as school chair in the Georgia Tech environment? • Most importantly, the chair is an equal member of faculty • Major decisions should be faculty driven, not chair driven • Advocate for school to upper administration

  16. How my philosophy might look…Hiring • Areas of need identified via faculty meeting/retreat • Chair should meet with Advisory Board to choose hiring committee • Should reflect focus of search + diversity • After interviews (perhaps even during process) chair seeks advice from faculty about hiring strategy • Chair negotiates with dean and candidate for offer package

  17. Lessons/Challenges unearthed in 1st round interviews • Undergraduate student population has doubled in a short period of time • Some Ph.D. students have struggled to find support • There may be a lack of cohesiveness amongst the faculty

  18. Thoughts to get the conversation started • Undergraduate TAs/Graders • Need a new revenue stream • Perhaps the new chair can negotiate with dean and provost • See previous bullet PLUS faculty need to take a longitudinal view PLUS see next slide

  19. One Challenge: How do you evaluate excellence/impact? • Through the Ph.D. students produced? • The excellence of scholarship? • Through their connections to practice? Yes!

  20. Faculty recruitment • All the usual avenues should be opened for searching • Targeted recruiting within WORMS and MIF • Requires mobilizing people already active within these communities • No reason not to include connections made by senior faculty • Postdocs can be used as recruiting tools (especially for URM or Women candidates)

  21. Some details (faculty development) • “Cradle to the grave mentorship” • As part of their annual report, ‘mentorship activities’ should be included • Joint papers written • Joint proposals written • Encourage all faculty to have a clear understanding of maternity/paternity leave policy • From Associate to Full • Leadership roles facilitated • Involvement in larger initiatives

  22. Ph.D. Student Recruitment • Falls squarely in the hands of the associate chair, but… • Faculty should be encouraged to incorporate visits with potential undergraduate students when giving professional seminars • Work with administration to encourage faculty to attend NSBE, SHPE, AISES to recruit for graduate programs • Use faculty connections/pipelines to encourage top students to apply

  23. Opportunities for Growth • Some areas have lost senior leadership (Cook, Dai) • Some areas seem to be new and emerging • machine learning, ‘big data’/data mining • Health care (broadly speaking) continues to grow

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