2014. Training Manual on “Technology, Leadership and American Culture” For Faculty and Students...

Northern Illinois University

Edited by Rey Ty 2

Training Program on

“Technology, Leadership and

American Culture”

For Undergraduate Students of

Mechanical Engineering in

Zhejiang University of Technology

Department of Mechanical Engineering &

International Training Office

Division of International Affairs

Northern Illinois University

DeKalb, Illinois, U.S.A.

July 27 – August 16, 2014

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A Training Manual on “Technology, Leadership and American Culture” For Undergraduate

Students of Mechanical Engineering in Zhejiang University of Technology.

This is an open access publication. Individual authors retain ownership of the copyright for their

articles. The copyright for the purposes of the papers in this manual is retained by the individual

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purposes.

2014 Northern Illinois University

Department of Mechanical Engineering and International Training Office

DeKalb, Illinois, U.S.A.

Internet: http://www.niu.edu/me/ and http://www.niu.edu/ito/aboutus/index.shtml

Disclaimer: All ideas expressed here belong to the individual authors. The findings,

interpretations, and conclusions expressed in this volume do not necessarily reflect the views of

the Department of Mechanical Engineering and the International Training Office. Content, style,

editing, and proofreading were the responsibility of each author or group of authors. All errors

and omissions are those of the contributors.

Index

•Advanced Machining Processes •Advancements of Materials •Caterpillar •Chicago •Cultural

Orientation •Eiger Laboratory •English Language •Fermi National Laboratory •Freedom Field

Energy •Laser-Aided Manufacturing Processes •Leadership •Leadership Camp •Madison,

Wisconsin •Micro-Manufacturing •Museum of Science and Industry •Robotics •Solar Farm •U.S.

Culture •U.S. Geography •Vibrations •Wanxiang Plant

Production Credits

Printer: Northern Illinois University

Printed in the United States of America

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CREDITS

NORTHERN ILLINOIS UNIVERSITY FACULTY AND STAFF

Vice President for International Affairs Dr. Ray Alden

Associate Vice President for International Affairs Dr. Deborah Pierce

College of Engineering & Engineering Technology (CEET) Dean Dr. Promod Vohra

Department of Mechanical Engineering Chair Dr. Pradip Majumdar

Mechanical Engineering Associate Professor & Project Director Dr. Jenn-Terng Gau

International Training Office Director Dr. Lina Ong

International Training Office Program Coordinator Leslie Shive

International Training Office Training Coordinator Dr. Rey Ty

International Training Office Training Specialist Dr. Srie Ramli

International Training Office Program Assistant Jon Honstadt

International Training Office Graduate Assistant Sai Sindhu Matam

International Training Office Graduate Assistant Yangbing Lu

Department of Mechanical Engineering Office Manager Beatrice Kooken

FACULTY NOTES (IN ORDER OF APPEARANCE)

Intercultural Orientation; U.S. and Chicago Geography Dr. Rey Ty

Advanced Machining Processes Dr. Matt Gonser

Robotics Dr. Ji-Chul Ryu

Vibrations Dr. Abhijit Gupta

Laser-Aided Manufacturing Processes Dr. Federico Sciammarella

Leadership Dr. Rey Ty

Advancements of Materials; Micro-Manufacturing Dr. Jenn-Terng Gau

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TABLE OF CONTENTS

CREDITS ........................................................................................................................................ 3 NORTHERN ILLINOIS UNIVERSITY FACULTY AND STAFF .......................................... 4

FACULTY NOTES (IN ORDER OF APPEARANCE) ............................................................ 4 CATERPILLAR SAFETY GUIDELINES FOR AURORA FACILITY PLANT TOURS ........... 6 HOT-CLIMATE AND COLD-CLIMATE PEOPLE ..................................................................... 7 INTERCULTURAL ORIENTATION & INTRODUCING U.S. CULTURES ........................... 10

MACHINING PROCESSES ........................................................................................................ 23 ADDITIVE MANUFACTURING ............................................................................................... 37 INTRODUCTION TO ROBOTICS ............................................................................................. 51

HUMANOID ROBOTS................................................................................................................ 55 WHAT KINDS OF ROBOTS IN SKY? ...................................................................................... 59

CONTROL OF MULTIPLE ROBOTS ........................................................................................ 63 MECHANICAL VIBRATIONS ................................................................................................... 66 LASER MATERIALS PROCESSING ........................................................................................ 74

LEADERSHIP .............................................................................................................................. 89 LEADERSHIP WORKSHOP ....................................................................................................... 90

AN INTRODUCTION OF MICROMANUFACTURING: MICROFORMING......................... 94

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Caterpillar Form No. 01-080505-06 PC (2402) MS Word 97

CATERPILLAR SAFETY GUIDELINES FOR AURORA FACILITY

PLANT TOURS

Dress and Personal Items

Visitors must be at least 12 years old to tour our facilities.

OSHA approved Safety glasses with side shields will be provided and must be worn at all times.

These will fit over your prescription glasses. Sunglasses are not allowed.

Steel Toe Shoes are required. Shoe covers will be provided to those without steel toes. Feet must

be completely covered (No Sandals, No open toes or heels). Heels should not exceed 16 mm in

thickness. Spike heels are prohibited to enter the shop.

Cameras are prohibited inside the factory.

Long Pants required (Shorts are prohibited inside the factory).

Cells phones are requested to be turned to vibrate mode or off during the visit.

Rings and dangling jewelry are to be removed to enter the factory.

Caterpillar Aurora is a smoke free campus. Smoking is not allowed anywhere on plant site.

Caterpillar staff will provide emergency procedures instructions upon arrival.

No cameras are allowed in the factory.

Special Needs

Visitors with walking casts, orthopedic devices, and crutches must notify Caterpillar and make

special arrangements for safe transportation within our facilities. Carts or wheelchairs can be

provided

Standard Wheelchairs are allowed as long as prior communication is sent to Caterpillar preceding

the visitor tour. A Caterpillar representative must assist in guiding the chair. Powered wheel

chairs are not permitted in the plants.

Canes are allowed within our facilities and visitors using them need not make special

arrangements as above unless their walking ability is severely limited by distance.

For Security reasons, name badges must be worn at all times while visiting our facilities.

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HOT-CLIMATE AND COLD-CLIMATE PEOPLE

Dr. Ty, Rey 郑文华 博士

According to Lanier (2000), there is a distinction between intercultural relationship and cross-

cultural relationship. Intercultural relationship is the relationship between and among people with

different cultural practices which are totally alien to one another, while cross-cultural

relationship is the relationship among people with cultural practices which are similar or the

same. Based on Lanier’s typology, the Philippines belongs to the hot-climate region of the world

and the U.S. to the cold-climate region. However, Southern U.S. is a hot-climate region “of its

own kind,” with its “southern brand of hospitality.” Although this essay presents intercultural

hot-versus-cold caricatures, there are in fact cross-cultural similarities between the hot and cold

climate cultures. Also, there are hot and cold climate regions, say, within the generally cold-

climate country, such as the cold-climate northern and hot-climate southern states of the U.S.

This essay is based on the book Sarah A. Lanier (2000) wrote titled Foreign to Familiar: A

Guide to Understanding Hot and Cold-Climate Cultures. There are seven distinctions between

hot- and cold-climate cultures. They are the following. (1) relationship versus task orientation;(2)

direct versus indirect communication; (3) individualism versus group identity; (4) inclusion

versus privacy; (5) different concepts of hospitality; (6) high-context versus low-context

cultures; and, (7) different concepts of time and planning.

Hot-Climate People versus Cold-Climate People

Hot-climate cultures are relationship-based. Communications need to build up a “feel-good”

atmosphere in society, although this may not be the case for individuals. Human beings take

precedence over efficiency and time. Furthermore, it is rude to “talk business” immediately upon

arrival at a business meeting or to make a business phone call upon arrival at the same meeting.

On the other hand, cold-climate cultures are task-oriented. Communications need to furnish

accurate and precise information. The society is logic-oriented, although individuals maybe

otherwise. Efficiency and time are high priorities and taking them seriously shows respect for

others. In hot-climate cultures, communications are indirect, as a show of respect. Questions are

raised indirectly so as not to offend others. Usually, one needs to talk to a third party in order to

get a direct answer, because it is considered impolite to provide some direct answers. For

instance, one is considered boastful to say how skilled one is, how rich one is, how experience

done is. A yes may mean yes, no, maybe or I don’t know, as it is impolite to disagree with whom

one converses. One is rude if one embarrasses other people. On the other hand, in cold-climate

cultures, communications are direct. One is respectful if one asks short, direct questions, as

everyone else is busy and has no time to beat around the bush. A yes is a yes. People do not

hesitate to say no and it is not offensive to say no. One offers a direct answer as factual

information and it is proper to do so. One can nicely give both positive and negative critique and

it is not taken personally. Hot-climate cultures are group-oriented. One person’s identity is tied to

the group identity, such as the family, clan, village, or ethnicity. Usually, the leaders and elders

take the initiative, not the younger members of the community. In regular and difficult times, the

group supports the individual, as the individual is an integral part of the whole community. A

person must behave properly, because one’s fault or mistake is considered the group’s fault and

shame. Cold-climate cultures, on the other hand, are individualistic. Each person has an

individual identity which must be respected. Everyone is expected to have an opinion, to take

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initiative, and to decide for oneself. One’s behavior reflects oneself and nobody else. In hot-

climate cultures, everything belongs to everyone. For instance, food, things, and conversations

belong to everyone. Keeping things private and not including others in our meals, activities or

discussions are rude. In cold-climate cultures, privacy and private property are sacred. We are

doing alright to arrange for private moments, private space, private conversations, and private

appointments, which other people must respect. Not respecting one’s privacy is rude.

Misunderstandings may arise due to different perceptions, including hospitality. Hot-climate

people freely give hospitality 24/7 to anyone, anytime, anywhere, including doing business,

meeting strangers, and exchanging gifts. Cold-climate people, however, also give hospitality, but

are planned, announced, and of limited duration. When a cold-climate person invites someone to

dinner, each person is expected to pay one’s own meal, except if the host announces ahead of

time that s/he will pay. Hot-climate people are from high-context societies where everything

matters. For instances, one’s personal background and personal connections are important.

People ask you who your parents are, who your relatives are, with whom you work, and the like.

One is expected to behave politely, dress properly, respect the rules, and follow protocols strictly.

But cold-climate people are from low-context societies. It means just “be yourself,” as long as

you act appropriately. What are important are not your personal or professional connections, but

your personal knowledge and skills. One is casual and dresses informally in general.

Critique of the Dangers of the False Dichotomy

For beginners, the categorization of people into cold-climate and hot-climate people sounds good.

However, there are many problems in this scheme of things. One, these binary caricatures are

extremes. A novice who does not know the nuances in people’s cultures around the world—

especially one who has not traveled abroad—could easily make arguments that border on

stereotyping. Two, not all people in cold-climate countries have the same culture. The same

argument goes for people in hot-climate countries. For instance, putting aside Islamic practices, a

Muslim Egyptian, a Muslim Iranian, a Muslim Kazakh, a Muslim Hui from China, a Muslim

Azeri, and a Muslim Indonesian do not have the same cultural practices. Three, are cultural

differences really critically based on the temperatures of one’s country? I really doubt it. The

more important variables are the type and level of economic development. People in post-

industrial societies tend to care about the environment and the world in general. People in

advanced capitalist countries tend to have individualistic cultures. People in backward and feudal

economies tend to have more collectivistic cultures, due to poverty and the need for community

and collective support and assistance. Four, people within a country can also have different

cultures due to their economic and ideological differences. While rich people in general can have

different cultures from the poor, a peasant, for example, can be collectivist, another peasant can

be individualistic; a free-market business entrepreneur can be individualistic, yet another social-

democratic businessperson can be collectivistic. The rich people of today in hot-climate

countries prefer privacy to communitarian living: many of the children of rich families in the

hot-climate countries have their own rooms furnished with all the latest technological amenities,

each one with one’s own private bathroom, television set, sound system, computer, and

electronic games. Thus, the temperature of one’s country of origin is not the key variable in

explaining one’s culture. The list of criticism of Lanier’s framework can go on and on. The

readers are warned to be critical of gross generalizations, name calling, and stereotyping. I

challenge the readers to come up with their own framework on how to view similarities and

differences among people of different cultures.

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Cultural Types

People can react to another culture in one of three ways. Cultural ethno-centrists are those who

reject anything foreign and insist that the only way to do things is how it is done in their home

country. They will definitely have a bad time abroad. Cultural romantics are those who accept

everything foreign to the extent of rejecting everything that comes from their country of origin.

These persons will enjoy traveling and living abroad but will reject and criticize everything that

comes from their country of birth. Both cultural ethno-centrists and cultural romantics are

extremes and do not have a balanced view of different cultures. They praise one culture and

criticize the other cultures. Lastly, cultural cosmopolitans are those who both love their own

cultures as well as the cultures of others, including especially the culture of the country to which

they travel. However, unlike the cultural ethno-centrists, cultural cosmopolitans find fault with

their own culture but embrace their own culture with all its strengths and recognize its

weaknesses as well. Unlike the cultural romantics, cultural cosmopolitans do not only enjoy

foreign cultures but also recognize the demerits of foreign cultures. Thus, cultural cosmopolitans

(1) neither hate or romanticize their own cultures nor (2) hate or romanticize the cultures of

others. Taking into account the strong points and limitations of each culture, they are

comfortable accepting their own culture as their foundation, but learn to adapt to the cultures of

others.

Reference:

Lanier, A. A. (2000). Foreign to familiar: A guide to understanding hot and cold-climate

cultures. Hagerstown, MD: McDougal Publishing.

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INTERCULTURAL ORIENTATION & INTRODUCING U.S. CULTURES Dr. Rey Ty, 郑文华 博士

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MACHINING PROCESSES Dr. Matthew Gonser

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ADDITIVE MANUFACTURING Dr. Matthew Gonser

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INTRODUCTION TO ROBOTICS Dr. Ji-Chul Ryu

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HUMANOID ROBOTS Dr. Ji-Chul Ryu

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WHAT KINDS OF ROBOTS IN SKY?

Dr. Ji-Chul Ryu

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CONTROL OF MULTIPLE ROBOTS Dr. Ji-Chul Ryu

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MECHANICAL VIBRATIONS Dr. Abhijit Gupta

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LASER MATERIALS PROCESSING

Dr. F.M. Sciammarella

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LEADERSHIP

Dr. Rey Ty, 郑文华 博士

Reference: Northouse, P. G. (2013). Leadership: Theory and practice, 6th

ed. London: Sage

Publications, Inc.

I. Introduction

A. Definition

1. Ways of Conceptualizing Leadership

2. Definition and Components

B. Description

1. Trait vs. Process

2. Assigned vs. Emergent

3. Leadership vs. Power

4. Leadership and Coercion

5. Leadership and Management

II. Trait Approach: Intelligence, self-confidence, determination, integrity, sociability,

five-factor personality model, emotional intelligence

III. Skills Approach

IV. Style Approach

V. Situational Approach

VI. Contingency Theory

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VII. Path-Goal Theory

VIII. Leader-Member Exchange Theory

IX. Transformational Leadership

X. Servant Leadership

XI. Authentic Leadership

XII. Team Leadership

XIII. Psychodynamic Approach

XIV. Women and Leadership

XV. Culture and Leadership

XVI. Leadership Ethics

LEADERSHIP WORKSHOP

Dr. Rey Ty, 郑文华 博士

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AN INTRODUCTION OF MICROMANUFACTURING: MICROFORMING Dr. Jenn-Terng Gau

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