5-Year Strategic Plan - Assumption...
Transcript of 5-Year Strategic Plan - Assumption...
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Five-Year Strategic Plan
(2014 – 2018)
Graduate School of Business
(GSB)
Assumption University of Thailand
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March 2014
Table of Contents
Part I: Executive Summary ................................................................................................................................ 3
1.1 Introduction ............................................................................................................................................... 3
1.2 Strategies and Tactics of GSB’s Five-Year Strategic Plan (2014 -2018) ............................................... 4
1.3 Link between AU’s Five-Year Strategic Plan and GSB’s Five-Year Strategic Plan ........................... 6
Part II: Graduate School of Business Profile ................................................................................................. 7
2.1 History ........................................................................................................................................................ 7
2.2 Location in Thailand ................................................................................................................................. 8
2.3 Organization Chart ................................................................................................................................... 9
2.3.1 Authority Chart .................................................................................................................................. 9
2.3.2 Functional Chart ............................................................................................................................... 10
2.4 Students (Academic Year 2013) ............................................................................................................. 11
2.5 Graduates (Academic Year 2012) .......................................................................................................... 11
2.6 Faculty Members (Academic Year 2013) .............................................................................................. 12
2.7 Academic Programs (Academic Year 2013) ......................................................................................... 22
2.8 Research/ Creative Works/ Academic Works and Publications (Academic Year 2013) .............. 23
2.9 SWOT analysis ......................................................................................................................................... 25
Part III: GSB’s Five-Year Strategic Plan (2014 – 2018) ................................................................................ 27
3.1 Vision ........................................................................................................................................................ 27
3.2 Mission ...................................................................................................................................................... 27
3.3 Uniqueness ............................................................................................................................................... 27
3.4 Identity ...................................................................................................................................................... 28
3.5 Strategies ................................................................................................................................................... 29
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Part I: Executive Summary
1.1 Introduction
The 5-Year Strategic Plan (from 2014 to 2018) of the Graduate School of Business (GSB)
is appropriately aligned with the 5-Year Strategic Plan of Assumption University (AU) according to the following Strategic Framework of AU: Strategy 1: Strengthen the internationalization of education management
Strategy 2: Adopt quality assurance measures for education management and production of
quality GSB graduates
Strategy 3: Produce academic works and research which benefit society
Strategy 4: Develop and maximize quality management system and resources
Strategy 5: Create uniqueness and good image for the GSB
From 2014 onwards, the GSB envisions itself to be one of the leading academic institutions and a knowledgeable originator of education and research accomplishments with professional moral and ethical business management, and social responsibility in ASEAN Economic Community and Worldwide. The mission are (1.) to produce graduates knowledgeable in management and administration who have a sense of professional moral and ethical responsibility, are far sighted, able to think critically and creatively in challenging environments; (2.) to generate and disseminate new knowledge of management and administration in this era of globalization, with focus on Asia in particular; (3.) to produce knowledgeable graduates who are able to make use of appropriate and rapidly changing technology; (4.) to be an international strategic alliance gateway for the exchange of knowledge and expertise in business developments; (5.) to provide linkages and collaborations between industries and the University; and (6.) to strive towards academic excellence.
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1.2 Strategies and Tactics of GSB’s Five-Year Strategic Plan (2014 -2018)
GSB envision to be the leading preferred school in graduate business and management education in Asia and in the world with the committed to the academic excellence.
To produce business graduates knowledgeable in management and administration who have a sense of
responsibility, are farsighted, able to think critically and creatively in challenging environments.
To generate and disseminate new knowledge of management and administration in this era of
globalization, with focus on Asia in particular.
To produce competent business graduates who are able to make use of appropriate and rapidly changing
of information technology.
To be an international strategic alliance gateway for the exchange of knowledge and expertise in business
developments.
To provide linkages and collaborations between industries and the University.
To aggressively recruit diverse and quality students to enroll in the programs.
Vision:
Mission:
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Strategy1: Ensure academic and
experience excellence in Doctoral and Masters
Programs up to the Internationalization.
Strategy 2: Enhance the intellectual and academic excellence society with Quality Management in GSB.
Strategy 3: Promote the academic works, research and student activities to create the values to the Community and Organization.
Strategy 4: Create the International
brand value of GSB.
Tactic 1.1 : Develop programs under GSB which are of international standard Tactic 1.2: Establish overseas links and activities through collaboration with leading universities and organizations
Tactic 2.2: Improve the quality of the GSB’s graduates.
Tactic 3.3: Integrate academic works, research and creative works into teaching-learning and providing service to society
Tactic 3.4: Promote the student activities to disseminate the International culture, community support and life long learning.
Tactic 4.2: Establish cooperation with strategic partners and alumni association in order to present the GSB’s uniqueness and image Tactic 4.1: Instill the identity of the University into students, graduates and personnel to reflect the University’s uniqueness
Tactic 1.4: Increase the
proportion of international students Tactic 1.5: Improve foreign language proficiency and personnel and students
Tactic 2.3: Create the GSB’s culture of quality in Education.
Tactic 3.1: Develop system and mechanism to promote academic works, research and creative works
Tactic 4.3: Present the GSB’s uniqueness and image to the International Academic/Business society.
Tactic 1.3: Increase the
proportion and diversity of international lecturer Tactic 1.6: Enhance professionalism of GSB Community.
Tactic 2.1: Enhance the quality of Student Research.
Tactic 3.2: Promote production of academic works, research, and creative works
.
Tactic 3.4: Built the new source of revenue via the academic services
Strategies:
Learning and
Development
Perspective
Financial
Perspective
Stakeholder
Perspective
Internal
Process
Perspective
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1.3 Link between AU’s Five-Year Strategic Plan and GSB’s Five-Year Strategic Plan
AU Strategies School Strategies
Strategy 1: Strengthen the
internationalization of education management
system
Strategy 2: Adopt quality
assurance measures for education management
and production of quality graduates
Strategy 3: Improve academic work and research
which benefit society
Strategy 4: Develop and
maximize quality management system
and resources
Strategy 5: Create
accredited identity and image of the University
Strategy 1: Ensure academic and experience excellence in Doctoral and Masters Programs up to the Internationalization.
Strategy 2: Enhance the intellectual and academic excellence society in GSB.
Strategy 3: Promote the academic works and research to create the values to the organization.
Strategy 4: Create the good brand value of GSB.
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Part II: Graduate School of Business Profile
2.1 History The Graduate School of Business (GSB), Assumption University was
established in 1985, at the initiative of Reverend Brother Prathip Martin Komolmas, the President Emeritus of AU who followed the recommendations of a detailed feasibility study carried out by De La Salle University, Manila.
The GSB started with a modest MBA evening program with 33 students in
1985. In 1992, The GSB launched an MBA day program. In 1997 the GSB started the Master of Management in Organizational Development and Management (MMOD) program focused on the organization and change management. The Master of Business Administration in Tourism Management (MBA TRM) was integrated into GSB in 2001.
At present, GSB manages five Master programs and two Doctoral programs which are: MBA program, MM OD program, MBA TRM program, MBA Technology Management program, and MSc Investment Analysis program. The Doctoral programs are Ph.D. OD (Organizational Development), and the Ph.D. in Hospitality and Tourism Management. There are more than 900 students currently registered in these programs as of May 2013.
As for the 29 years of growth, there are more than 10,000 students enrolled in GSB and more than 8,000 graduates are in business and management roles in the Thai society and elsewhere in the world.
GSB cooperates with its partner universities through the following joint programs and double degree programs.
1. London South Bank University, UK MSc (International Business) Joint Program (Joint Program)
2. University of Applied Sciences, Mainz, Germany M.B.A.+MA. IB (Master of Art in International Business, Double Degree)
3. City University of Seattle, USA M.B.A.+ M.B.A. (Marketing Management, Global Management, Project Management) Double Degree
4. University of the West of England, UK M.B.A.+ MSc. (International Management)
5. La Trobe University, Australia MBA + LMFA (Master of Financial Analysis) MBA + LMFAF (Master of Financial Analysis (Investment) MBA + LMPA (Master of Professional Accounting) MBA + LMMM (Master of Marketing Management) MBA + LMIB (Master of International Business)
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6. Sheffield Hallam University, UK MBA + MSc. (Managing Global Business)
7. Australian Catholic University (Triple Degree) MBA (ABAC) + 2 Degrees : Master of Human Resource Management and MBA (ACU, Australia) MBA (ABAC) + 2 Degrees : Master of Marketing and MBA (ACU, Australia) MBA (ABAC) + 2 Degrees : Master of Professional Accounting and MBA (ACU, Australia) MBA (ABAC) + 2 Degrees : Master of Business Information Systems and MBA (ACU, Australia)
8. Anglia Ruskin University, UK MBA + MS. (Management) MBA + MA. (International Business)
2.2 Location in Thailand
The GSB classes are taught at the following two campuses: 1. AU Hua Mak Campus, 592/3 Ramkhamhaeng 24, Hua Mak, Bangkok
Thailand 10240.
2. ABAC City Campus, Zen Department Store @ CentralWorld, 14th Floor., 4,4/5 Rajdamri Road, Pathumwan, Bangkok Thailand 10330.
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2.3 Organization Chart
2.3.1 Authority Chart
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2.3.2 Functional Chart
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2.4 Students (Academic Year 2013)
Graduate Students
Program Title Master’s Degree Doctoral Degree Total Number of
Students in Program
1. Master of Business Administration (MBA)
X 719
2. MBA Tourism Management
X 54
3. MM Organization Development and Management
X 39
4. MS Investment Analysis and Management
X 37
5. PhD Management and Organization Development
X 26
6. PhD Hospitality and Tourism Management
X 1
Total Number of Students
876
2.5 Graduates (Academic Year 2012)
Graduates
Program Title Number of Graduates
Master Degree
1. Master of Business Administration 527
2. MBA Tourism Management 23
3. MM Organization Development and Management 23
4. MS Investment Analysis and Management 11 Total Number of Master Degree Graduates 584
Doctoral Degree
5. PhD Management and Organization Development 7
6. PhD Hospitality and Tourism Management 0
Total Number of Doctoral Degree Graduates 7
Total Number of Graduates (Master and Doctoral Degree)
591
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2.6 Faculty Members (Academic Year 2013) 2.6.1 Name List of Full – time Faculty Members by Program
Program Title: MBA Business Administration – Hua Mak Campus
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Dr. Ismail Ali Siad Director
2 Dr. Kitti Phothikitti Dean
3 Dr. Bro. Prathip Martin Komolmas Member
4 Dr. Vivat Kittiphongkosol Member
5 Dr. Chaiyutha Lertpachin Member
6 Dr. Sukitti Uarahacharoen Member
7 Mr. Vichai Sathtachotinun Member
8 Dr. Somprot Sarakosas Member
9 Dr. Kannokporn Thinaphong Member
10 Dr. Noppadon Kannika Member
11 Dr. Krisana Kitcharoen Member
12 Dr. Yupawadee Laoledchai Member
13 Dr. Nathaya Pupat Member
14 Dr. Kamchorn Lehmongkol Member
15 Asst.Prof. Dr. Jirawat
Wongswaiwat
Member
16 Asst.Prof.Dr. Sirion
Chaipoopirutana
Member
17 Asst.Prof.Dr. Chittipa
Nagamkroenckjoti
Member
18 Dr. Nitaya Neranartkomol Member
19 Dr. Vorravee Pattaravongvisut Member
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No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
20 Mr. Thierry De Gorguette
d’Argoeuves
Member
21 Dr. Chanchai Athichitskul Member
22 Dr. Danai Kristhanin Member
23 Dr. Vimolwan Yukongdi Member
24 Dr. Rita Aloni Member
25 Dr. Charles M. Vancer Member
26 Mr. Moayyed Abdul Gillitwala Member
27 Dr. Kanu Priya Mohan Member
28 Dr. Varawan Trang-adisaikul Member
29 Dr. Chayo Trang-adisaikul Member
30 Dr. MD. Mamun Habib Member
31 Dr. Lakeesha Krotonya Ransom Member
32 Dr. Sven Horak Member
33 Dr. Nauvarat Songswaddichai Member
34 Dr. Somchai Tantasanee Member
35 Dr. Kittipong Sirichoti Member
36 Dr. Chawapol Jariyawiroj Member
37 Radm. Dr. Boonyarit Pokrud Member
38 Prof. Dr. James Gallagher Member
39 Dr. Preecha Methavasaraphak Member
40 Dr. Kosum Omphornuwat Member
41 Dr. Cherdkiet Cheowtirakul Member
42 Dr. Salvacion Villavicencio Member
43 Dr. Witaya Chareonsri Member
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No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
44 Dr. Rapeepat Techakittiroj Member
45 Dr. Sujatha Rita Soundararaj Member
46 Dr. Sudatip Pruettiangkura Member
47 Dr. Philip Herschel Nicholls Member
48 Dr. Maethee Chandavimol Member
49 Dr. Jean-Marc Marcel Dautrey Member
50 Dr. Sawat Kengchon Member
51 Dr. Santhiti Treetipbut Member
52 Dr. Sirichai Preudhikulpradab Member
53 Mr. David W. Lockard Member
54 Dr. Aaron Chun-Pong Loh Member
55 Dr. Ruangyot Sanposh Member
56 Dr. Thanasarn Hongpaisanvivat Member
57 Dr. Sunhavut Thamchuanviriya Member
58 Dr. Dusadee Navakunvichitr Member
59 Dr. Kanyarat Jantarachirat Member
60 Ms. Nattaya Chokekanoknapa Member
61 Dr. Pakorn Vichyanond Member
62 Rev.Bro.Dr. Anusak
Nidhibhadrabhorn
Member
63 Asst.Prof.Rev.Bro.Dr. Vinai
Viriyavidhayavongs
Member
64 Dr. Andras Gelei Member
65 Dr. Gabriele I. E. Strohschen Member
66 Dr. Roberta Albom Liebler Member
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No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
67 Dr. Ellen J. Benjamin Member
68 Dr. Donald J. Mckay Member
69 Dr. Joseph Jayaraj Bernard Member
70 Dr. Pierre-Laurent Bescos Member
71 Dr. Michael L. Deangelis, Jr. Member
72 Dr. Lars Meyer-Waarden Member
73 Dr. David A. Steiger Member
74 Dr. Susan Mcgury Member
75 Dr. Jean-Luc Arregle Member
76 Dr. Fred A. Petro Member
77 Dr. Donald J. Mankin Member
78 Dr. Doris Wilma Krumpholz Member
79 Dr. Henri-Laurent Brusa Member
80 Dr. Stuart Metcalfe Member
81 Dr. Colin Knapp Member
82 Dr. Susanne Becken Member
83 Dr. Alison Beeho Mcintosh Member
84 Dr. Bruce Hanson Member
85 Mr. Sudhir K. Saha Member
86 Dr. David Francis Fisher Member
87 Dr. David Gerard Simmons Member
88 Mr. Piyakorn Chonlaworn Member
89 Dr. Krisada Sektrakul Member
Total number of full-time
faculty members: 89
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Program Title: MBA at City Campus
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Asst.Prof. Dr. Kriengsin
Prasongsukarn
Director
2 Dr. Kitikorn Dowpiset Member
3 Dr. Thongdee Kijboonchu Member
4 Dr. Piya Hirunwat Member
5 Dr. Thannatpong
Pratheepthaweephon
Member
Total number of full-time faculty
members: 5
Program Title: MBA-TRM
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Dr. John Arthur Barnes Director
2 Dr. Adarsh Batra Member
3 Dr. Apichart Intravisit Member
4 Asst.Prof.Dr. Jutamas Wisansing Member
5 Dr. Jason Swanson Member
Total number of full-time faculty
members: 5
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Program Title: MBA TechM
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Asst.Prof.Dr. Chanintorn
Jittawiriyanakoon
Director
2 Dr. Soonthorn Pibulcharoensit Member
3 Dr. Sming Chungviwatanant Member
4 Mr. Krittipat Pitchayadejanant Member
5 Ms. Monpra-on Sukroongreung Member
6 Acting Sub Lt. Dr. Tawatchai
Teeranusoun
Member
Total number of full-time faculty
members: 6
Program Title: MScIAM
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Dr. Witsaroot Pariyaprasert Director
2 Dr. Rujikorn Pavasuthipaisit Member
3 Dr. James A. Landi Member
4 Dr. Connie Shum Member
5 Dr. Panjamaporn Sethjinda Member
Total number of full-time faculty
members: 5
18
Program Title: MM-OD
No. Name Position Highest
Degree
Academic
Title
B M D L AT AS P
1 Dr. Udomsak Soponkij Director
2 Dr. Lee Hsing Lu Member
3 Dr. R.Edmund Lacson Member
4 Dr. Ann L. Clancy Member
5 Dr. Jacqueline Binkert Member
6 Dr. Udom Hongchatikul Member
7 Dr. Tanunchanoke
Dounglomchunt
Member
8 Dr. Teerapun Chaimongkonrojna Member
Total number of full-time faculty
members: 8
Program Title: PhD-OD
No. Name Position Highest
Degree
Academic Title
B M D L AT AS P
1 Dr. Perla Rizalina M. Tayko Director
2 Dr. Herbert Josef Paul Member
3 Dr. Peter Steane Member
4 Dr. Clifford Ellis Darden Member
5 Dr. Zofia Olga Rummel-Syska Member
Total number of full-time faculty
members: 5
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Program Title: PhD-HTM
No. Name Positio
n
Highest
Degree
Academic
Title
B M D L AT AS P
1 Dr. John Arthur Barnes Director
2 Dr. Adarsh Batra Member
3 Dr. Fiona Jordan Member
4 Asst.Prof.Dr. Jutamas Wisansing Member
5 Dr. Metin Kozak Member
Total number of full-time
faculty members: 5
2.6.2 Number of Full – time Faculty Members in School
Program Title: MBA Business Administration
No. Program Title Number of
Faculty
Members
Highest
Degree
Academic Title
B M D L AT AS P
1 MBA- Hua Mak Campus 89
2 MBA-City Campus 5
Total number of full-time
faculty members
94
Program Title: Tourism Management
No. Program Title Number of
Faculty
Members
Highest
Degree
Academic Title
B M D L AT AS P
1 Ph.D. HTM 5
2 MBA-TRM 5
Total number of full-time
faculty members
10
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Program Title: MBA TechM
No. Program Title Number of
Faculty
Members
Highest
Degree
Academic Title
B M D L AT AS P
1 MBA TechM 6
Total number of full-time
faculty members
6
Program Title: MS Investment Analysis and Management (MScIAM)
No. Program Title Number of
Faculty
Members
Highest
Degree
Academic Title
B M D L AT AS P
1 MScIAM 5
Total number of full-time
faculty members
5
Program Title: Organization Development
No. Program Title Number of
Faculty
Members
Highest
Degree
Academic Title
B M D L AT AS P
1 MM-OD 5
2 Ph.D.-OD 5
Total number of full-time
faculty members
10
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2.6.3 Academic Titles
Graduate School of MBA Business Administration (Hua Mak and City Campus):
Bachelor Degree Master Degree Doctoral Degree
Lecturer 7 81
Asst. Prof. 5
Assoc. Prof.
Prof. 1
Sub Total 7 87
Grand Total 94
Graduate School of Tourism Management (Master and Ph.D.):
Bachelor Degree Master Degree Doctoral Degree
Lecturer 8
Asst. Prof. 2
Assoc. Prof.
Prof.
Sub Total 10
Grand Total 10
Graduate School of MBA-Technology Management:
Bachelor Degree Master Degree Doctoral Degree
Lecturer 2 3
Asst. Prof. 1
Assoc. Prof.
Prof.
Sub Total 2 4
Grand Total 6
Qualification
Academic Title
Qualification
Academic Title
Qualification
Academic Title
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Graduate School of MS Investment Analysis and Management
(MScIAM):
Bachelor Degree Master Degree Doctoral Degree
Lecturer 5
Asst. Prof.
Assoc. Prof.
Prof.
Sub Total 5
Grand Total 5
Graduate School of Organization Development and Management (Master and
Ph.D.):
Bachelor Degree Master Degree Doctoral Degree
Lecturer 13
Asst. Prof.
Assoc. Prof.
Prof.
Sub Total 13
Grand Total 13
2.7 Academic Programs (Academic Year 2013) 2.7.1 Master Degree Level
1. Master of Business Administration
2. MBA Technology Management
3. MBA Tourism Management
4. MS Investment Analysis and Management
5. MM Organization Development and Management
2.7.2 Doctoral Degree Level
1. PhD Management and Organization Development
2. PhD Hospitality and Tourism Management
Qualification
Academic Title
Qualification
Academic Title
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2.8 Research/ Creative Works/ Academic Works and Publications (Academic Year 2013)
Number of Full-time Lecturers’ Research/Creative Works/Academic Works and
Publications: 24
1.) Research Publications
No. Program Research Publication Title Author(s) Date of
Publication
1. MS-CIS Performance Evaluation of JSON-LD versus RDF/XML over Client/Server Architecture
Mr. Yuan Wang July 5, 2013
2. MS-CIS Accuracy Evaluation of Sentiment Analysis by Tweets Set
Mr. Reza Rezaei July 5, 2013
3. TRM International Tourists’ Perception of Food
Tourism in Bangkok, Thailand
Krintrakul, N. and
Batra, Adarsh
28-29 June,
2013
4. TRM A Case Study of Fish Spa as a Niche
Tourism Business in Bangkok, Thailand
Romcoksoong, K. and
Batra, Adarsh
28-29 June,
2013
5. TRM Buddhist Meditation Centres: A Tourism
Niche in Bangkok, Thailand
Oransakulwong, N. and
Batra, Adarsh
28-29 June,
2013
6. TRM Tipping in Thailand: A Study of Restaurant
Patrons’ Tipping Behaviour at Selected
Restaurants in Bangkok
Yang, Y. and Batra,
Adarsh
14-15
November,
2013
7. TRM Floating Markets: Balancing the Needs of
Visitors as a Tourist Attraction and Locals
Way of Life. A Case Study of Talingchan
Floating Market, Bangkok Thailand
Batra, Adarsh 13-14,
December 2013
8. TRM Role of Social Media to Select a Destination:
Dimensions influencing Tourists’
Behavioural Intentions
Mirzamani, A.O. and
Batra, Adarsh
6th February
2014
9. ODP Key Success Factors for Individual
Development & Holistic Management
Towards the ASEAN Economic Community
(AEC 2015)
Sirichai
Preudhikulpradab,
Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol.
1. No.1, Nov.
2013, pp. 96-115
10. ODP Organization Development Consulting
from the Inside-Out: A Case Study of Talent
Development Program of One Global I.T.
Company
Pinyo Rattanaphan,
Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol.
1. No.1, Nov.
2013, pp. 116-
128
11. ODP A Case Study of Organizational
Effectiveness and Leadership Development
Using Strengths-based and Whole Brain-
Based Approach
Udomsak Soponkij,
Ph.D., Sumontha
Tonvongval, Ph.D. &
Sunanta Vejchalermjit,
Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol.
1. No.1, Nov.
2013, pp. 155-
161
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2.) Creative Works
No. Program Creative Work Title Author(s) Date of
Publication
1. ODP WHOLE BRAIN LITERACY: KEY TO
WHOLISTIC EDUCATION & SUCCESS IN
TODAY’S WORLD
Tayko, Perla Rizalina M.
with Marina L. Reyes-
Talmo
2010
2. ODP ON THE BALL: LEVERAGING THE FUTURE
YOU WANT WITH WBL
Tayko, Perla Rizalina M.
with Josefina M. Agloro
2012
3. ODP MAKING IT TO BIG 4: A JOURNEY OF A
DECADE
Tayko, Perla Rizalina M. 2014
4. ODP Stepping Stones along the Journey of Change
ABAC-Organization Development Institute (ODI
2009-2011)
Udom Hongchatikul, Ph.D. ABAC ODI
Journal
:Vision.Action.
Outcome, Vol.
1. No.1, Nov.
2013, pp. 94-95
5. ODP Creative Dialog Map: the Adaptive OD
Technology for a Small Unit/Team to Make the
Positive Change in the Organization
Kitikorn Dowpiset, Ph.D. ABAC ODI
Journal
:Vision.Action.
Outcome, Vol.
1. No.1, Nov.
2013, pp. 129-
137
3.) Academic Articles
No. Program Academic Article Title Author(s) Date of
Publication
1. ODP “Navigating through the First Wave of
Change: A Synthesis of the Action
Research Dissertations of the Ph.D. OD
Cohorts 1-5 Graduate School of Business,
Assumption University”
Maria Socorro Cristina
L. Fernando, Ph.D. &
Perla Rizalina M.
Tayko, Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 55-85
2. ODI “The Butterfly Ascent of the OD
Institute/OD Clinic of the ABAC
Graduate School of Business: A Flashback
in Brief”
Perla Rizalina M.
Tayko, Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 86-93
3. ODP “The Evolution of OD Organizational
Development Program at the Assumption
University in Thailand”
Perla Rizalina M.
Tayko, Ph.D. & Zofia
Olga Rummel-Syska,
Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 189-194.
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No. Program Academic Article Title Author(s) Date of
Publication
4. ODP “Quantum Power Springs for
Transformative Learning and Change”
(QPS4TLC)
Perla Rizalina M.
Tayko, Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 195-201
5. ODP The Impact of Culture on Organization
Development
William A. Kraus, Ph.D. ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 8-9
6. ODP SOAR towards Positive Change:
Reflection on an Action Research Case in
Double Loop Learning Process
Lee-Hsing Lu, Ph.D. ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 35-54
7. ODP Designing Action Research Using Whole
Brain Literacy (WBL) Focus on Research
Problem Identification
Salvacion E.
Villavicencio, Ph.D.
ABAC ODI
Journal
:Vision.Action.
Outcome, Vol. 1.
No.1, Nov. 2013,
pp. 138-147
8. TRM MBA Why Do MBA students delay completing
their thesis
John Barnes, Ph.D. December 2013
AU GSB eJournal
Vol. 6 issue 2 2013
2.9 SWOT analysis Strength
1. Ability to admit students with diverse backgrounds. 2. Management skills. 3. Advanced and sufficient educational equipment, texts and environment
conducive to learning. 4. Use of English as a medium of instruction. 5. Quality of teaching and educational services. 6. Admission of international students. 7. Proportion of educational attainments of faculty members: Master and
Doctoral Degree. 8. ABAC’s strong global networks. 9. Strong alumni network. 10. Worldwide linkages with partnering universities and industries. 11. In-house MBA programs with leading corporations. 12. Advanced information technology and computer networks.
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Weakness
1. Small number of instructors with academic positions. 2. Small number of textbooks authored by GSB faculty. 3. Cannibalization, programs competing with one another. 4. Limited research funding.
Opportunity
1. Government directives on promote the English language in Higher Education. 2. Highly knowledgeable, skillful, professional and ethical business, and
community practitioners and leaders. 3. Innovative changes and curriculum for the AEC. 4. Prospective applicants who want to improve English proficiency. 5. Globalization: More English-speaking employees are required especially for
the International Company that establishes the business within the AEC. 6. Trend toward graduate studies in business-oriented programs. 7. Ability to admit students from all over the world.
Threat
1. Increasing and dynamic local competition. 2. Increasing and dynamic international players. 3. Ever changing needs of the key stakeholders of students, parents, alumni and
employment market. 4. Preconception that studying in English speaking programs is difficult. 5. Preconception that studying at Assumption University is expensive.
Aspiration 6. A compelling vision anchored on values and virtues to “educate intelligences
and active minds to change the world”. 7. A strong dynamic leadership presence in graduate education in professional
fields in the region providing 8. A responsive, creative, integrative, experiential curriculum and instruction 9. With global perspective and experience intimately woven with national/local
contexts among faculty and students
Result
10. Graduates holding strategic and significant positions of leadership and management in various industries, institutions and sectors in society globally, regionally, nationally and locally
11. Identified and known for its distinctive Alumni and Faculty making outstanding contributions in their respective fields
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Part III: GSB’s Five-Year Strategic Plan (2014 – 2018)
3.1 Vision GSB envision to be the leading preferred school in graduate business and management education in Asia and in the world with the committed to the academic excellence.
3.2 Mission 1. To produce business graduates knowledgeable in management and
administration who have a sense of responsibility, are farsighted, able to
think critically and creatively in challenging environments.
2. To generate and disseminate new knowledge of management and
administration in this era of globalization, with focus on Asia in
particular.
3. To produce competent business graduates who are able to make use of
appropriate and rapidly changing of information technology.
4. To be an international strategic alliance gateway for the exchange of
knowledge and expertise in business developments.
5. To provide linkages and collaborations between industries and the
University.
6. To aggressively recruit diverse and quality students to enroll in the
programs.
3.3 Uniqueness GSB adopts the uniqueness characteristics of the Assumption University
(AU). AU Uniqueness is being a Catholic international university in pursuit of Truth
and knowledge.
Emphasis and Strengths Reflecting Uniqueness
1. International University o International programs o International scholars o International students o International environment o International recognition
2. Catholic University
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o Catholic symbols o Catholic leader o Liturgical services
3. Truth o Moral development education e.g. Ethics Courses, Professional
Ethics Seminar and activities promoting ethics development 4. Knowledge
o Academic/Professional knowledge
3.4 Identity GSB adopts the identities of the University, and the following identities of
Assumption University students:
1. Ethics 1.1 Integrity Prudence: using rational processes and ethical principles in making decisions,
dressing appropriately for the occasion, being honest when taking examinations, seeking counseling and guidance for academic and personal problems as well as advice for career path and further study and making no harm to oneself.
Fortitude: putting efforts in one’s studies and taking responsibility for one’s own deeds/actions.
Temperance: eating and drinking in moderation and staying away from drugs.
Justice: queuing for service, making fair contribution to group work and not stealing other people’s belongings.
1.2 Social Consciousness Caring Sharing Sacrifice
1.3 Discipline Social discipline: wearing student uniform, being clean and orderly, throwing
garbage in the bin, smoking in smoking areas and queuing for service. Self-discipline: being punctual, and following the ten hygiene rules.
2. English Competency
a. Speaking skills b. Listening skills c. Reading skills d. Writing skills
3. Entrepreneurial Spirit 3.1 Creative and innovative mind
3.2 Leadership 3.3 Sensible risk taking 3.4 Managerial skills
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Goals
1. To be a leading internationalization of education management.
2. To be excellent in education management and in production of quality
graduates.
3. To be a leading business programs in terms of interdisciplinary approach and
technology, especially management sciences.
3.5 Strategies
Strategy 1: Ensure academic and experience excellence in Doctoral and Masters
Programs up to the Internationalization.
Strategy 2: Enhance the intellectual and academic excellence society at GSB.
Strategy 3: Promote the academic works and research to create the values to the
organization.
Strategy 4: Create the good brand value of GSB.
Strategy 1: Ensure academic and experience excellence in Doctoral and Masters Programs up to the Internationalization.
Objectives
1.1 The GSB’s education management is international standard. 1.2 The GSB’s international programs are diverse and designed to serve the
need of Thai society and international community. 1.3 The number of GSB international programs, international lecturers and
international students is the largest in the country. 1.4 The GSB’s graduates can communicate in English fluently and are
accepted by other external organizations. Tactic 1.1 Develop Programs under GSB which are international standard (Objectives 1.1 and 1.2)
1.1.1 Establish GSB Programs of international standard which serve the need of Thai Society and international community.
1.1.2 Establish modern GSB Programs through collaboration with foreign universities.
Tactic 1.2 Establish overseas links and activities through collaboration with leading universities and organization (Objectives 1.1 and 1.2)
1.2.1 Exchange students and lecturers with universities in foreign countries.
1.2.2 Embark on proactive marketing and collaboration with educational institutions and organizations in foreign countries.
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Tactic 1.3 Increase the proportion and diversity of international lecturers (Objectives 1.2 and 1.3)
1.3.1 Collaboration with International Higher Education Institutes to increase recruitment of international lecturers continuously.
Tactic 1.4 Increase the proportion of international students (Objectives 1.2 and 1.3)
1.4.1 Collaborate with international universities, especially universities in the ASEAN Community.
1.4.2 Increase public relations through representatives from each faculty. 1.4.3 Penetrate target international schools directly.
Tactic 1.5 Improve foreign language proficiency of personnel and students (Objectives 1.1, 1.2, 1.3 and 1.4)
1.5.1 Improve English communication skills of students. 1.5.2 Promote the use of English as a medium of communication outside
the classroom.
Strategy 2: Enhance the intellectual and academic excellence society with Quality Management at GSB. Objectives
2.1 All GSB’s programs are accredited. 2.2 The GSB’s graduates possess outstanding quality reflecting the
University’s identity. 2.3 The number of lecturers, academic qualifications and academic titles
corresponds with the required number for each program. 2.4 All GSB Programs and teaching-learning processes are student-centered. 2.5 The GSB’s educational quality is accepted internationally.
Tactic 2.1 Enhance the quality of Student Research (Objectives 2.1, 2.2 and 2.5)
2.1.1 Change mindset of lecturers and students regarding quality and collaboration for student research.
2.1.2 Develop new perspective of Independent Study or Independent Research as a value choice for students.
2.1.3 Promote both advisor and students to publish the Independent Study and Classroom Projects.
Tactic 2.2 Improve the quality of the GSB’s graduates (Objectives 2.2, 2.4 and 2.5)
2.2.1 Develop student-centered teaching – learning process.
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2.2.2 Develop and instill morals, ethics and social responsibility in students.
2.2.3 Promote and develop communication skills, analytical thinking and creativity.
2.2.4 Develop entrepreneurship skills and promote inquisitiveness and diligence.
Tactic 2.3 Enhance professionalism of lecturers (Objectives 2.3, 2.4 and 2.5)
2.3.1 Develop lecturers’ ability to impart knowledge. 2.3.2 Develop lecturers’ morals and ethics. 2.3.3 Develop lecturers’ academic skills regularly and continuously. 2.3.4 Encourage lecturers to acquire academic titles. 2.3.5 Create a culture of team work and assessment of outcome.
Strategy 3: Promote the academic works, research and student activities to create the values to the community and organization. Objectives
3.1 Lecturers’ academic works, research and student activities increase. 3.2 Lecturers’ academic works, research or student activities are recognized in
the national and international arena. 3.3 Lecturers’ academic works, research or student activities benefit society. 3.4 Increase the proposition of revenue from academic services. 3.5 The GSB faculty members and students preserve art and culture.
Tactic 3.1 Develop system and mechanism to promote academic works, research and creative works (Objective 3.1)
3.1.1 Encourage publishing and disseminating lecturers’ and students’ academic works, research and creative works.
3.1.2 Develop the research forum, conference by collaboration with the Nation and International Higher Education.
Tactic 3.2 Promote production of academic works, research and creative works (Objectives 3.2)
3.2.1 Create lecturers ‘awareness in producing academic works, research and creative works.
3.2.2 Promote the development of competency in creating academic works, research and creative works among lecturers and students.
3.2.3 Award and recognize personnel for excellence in research and academic services.
Tactic 3.3 Integrate academic works, research and creative works into teaching-learning and providing service to society (Objectives 3.3)
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3.5.1 Encourage lecturers to apply academic works, research and creative works to teaching-learning and providing service to community / organization or vice versa.
Tactic 3.4 Sourcing the new funding/revenue with the academic services and research. (Objective 3.4)
3.4.1 Promote the short course and Certificate Program for public and in house training.
3.4.2 Develop system and mechanism for seeking national and international funds.
Tactic 3.5 Promote the student activities to disseminate the International culture, community support and life long learning. (Objectives 3.1, 3.2 and 3.3)
3.5.1 Encourage students to support and involvement in the activities in Thai Arts and Culture.
Strategy 4: Create the good brand value of GSB.
Objectives
4.1 GSB Graduates have knowledge, ability, leadership, ethics; and are accepted by society.
4.2 GSB students, graduates and personnel are awarded or recognized by various organizations.
4.3 The GSB provides academic service to society. 4.4 The GSB’s academic development garners support from experts and
organizations. 4.5 The GSB is accredited by national or international organizations.
Tactic 4.1 Instill the identity of the University into students, graduates and personnel to reflect the University’s uniqueness (Objective 4.1, 4.2 and 4.3)
4.1.1 Inculcate good attitudes towards learning, morals and social responsibility into students, graduates and personnel.
4.1.2 Create stimulating atmosphere and environment among students, graduates and personnel, reflecting the University’s uniqueness.
Tactic 4.2 Present the University’s uniqueness and image to public (Objectives 5.1, 5.2, 5.3, 5.4 and 5.5)
4.2.1 Promote the uniqueness of being Thailand’s first non-profit international Catholic university which pursues Truth and Knowledge.
4.2.2 Promote and encourage academic forum to demonstrate personnel’s and students’ knowledge, skills and competency.
Tactic 4.3 Establish cooperation with strategic partners and alumni associations in order to present the University’s uniqueness and image (Objectives 5.3, 5.4, 5.5 and 5.6)
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5.3.1 Establish effective partnership/cooperation with educational institution, business enterprises, alumni associations and various organizations for mutual education and business benefits.
5.3.2 Cooperate with alumni associations and various organizations in searching for and recognizing successful alumni who produce quality work for society.
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3.6 Indicators and Targets
In order for the GSB Strategic Plan to achieve its goals and objectives, the GSB has set strategic indicators for the assessment of the performance outcomes of each following strategy:
Strategy 1: Ensure academic and experience excellence in Doctoral and Masters Programs up to the Internationalization.
Strategy 2: Enhance the intellectual and academic excellence society in GSB.
Strategy 3: Promote the academic works and research to create the values to the organization.
Strategy 4: Create the good brand value of GSB
Strategy 1: Ensure academic and experience excellence in Doctoral and Masters Programs up to the Internationalization.
Objectives Indicators Targets (2014 – 2018)
2014 2015 2016 2017 2018 1.1 The GSB’s education management is international standard.
1.1.1 Percent (%) of programs having international collaboration in teaching and learning
15% 15% 15% 20% 20%
1.2 The GSB’s international programs are diverse and designed to serve the need of Thai society and international community.
1.2.1 Level of satisfaction of stakeholders with the diverse educational programs in response to the needs of stakeholders
≥ 3.51
≥ 3.70
≥ 3.90
≥ 4.00
≥ 4.20
1.2.2 Percent (%) increase in the number of international students
5% 5% 8% 10% 10%
1.3 The number of GSB international programs, international lecturers and international students is the largest in the country.
1.3.1 Percent (%) of international programs ≥ 95% ≥ 95% ≥ 95% ≥ 95% ≥ 95% 1.3.2 Percent (%) of international lecturers 20% 20% 25% 30% 35% 1.3.3 Percent (%) of international students 15% 18% 20% 22% 24%
1.4 The GSB’s graduates can communicate in English fluently and are accepted by other external organizations.
1.4.1 Level of satisfaction of stakeholders with graduates’ English communication proficiency
≥ 3.51
≥ 3.70
≥ 3.90
≥ 4.00
≥ 4.20
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Tactic 1.1
Develop GSB Programs which are international standard (Objectives 1.1 and 1.2) 1.1.1 Establish GSB Programs of international standard which serve the need of Thai Society and international
community. 1.1.2 Establish modern GSB Programs through collaboration with foreign universities.
Tactic 1.2
Establish overseas links and activities through collaboration with leading universities and organization (Objectives 1.1 and 1.2) 1.2.1 Exchange students and lecturers with universities in foreign countries. 1.2.2 Embark on proactive marketing and collaboration with educational institutions and organizations in
foreign countries.
Tactic 1.3 Increase the proportion and diversity of international lecturers (Objectives 1.2 and 1.3) 1.3.1 Create system and mechanism to increase recruitment of international lecturers continuously.
Tactic 1.4
Increase the proportion of international students (Objectives 1.2 and 1.3) 1.4.1 Collaborate with international universities, especially universities in the ASEAN Community. 1.4.2 Increase public relations through representatives from each faculty. 1.4.3 Penetrate target international schools directly.
Tactic 1.5
Improve foreign language proficiency of personnel and students (Objectives 1.1, 1.2, 1.3 and 1.4) 1.5.1 Improve English communication skills of students. 1.5.2 Promote the use of English as a medium of communication outside the classroom.
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Strategy 2: : Enhance the intellectual and academic excellence society in GSB.
Objectives Indicators Targets (2014 – 2018)
2014 2015 2016 2017 2018
2.1 All GSB’s programs are accredited. 2.1.1 Percent (%) of programs accredited by Office of Higher Education Commission and government units concerned
100% 100% 100% 100% 100%
2.1.2 Percentage (%) of professional programs accredited by professional councils or organizations concerned
100% 100% 100% 100% 100%
2.2 The GSB’s graduates possess outstanding quality reflecting the University’s identity.
2.2.1 Level of satisfaction of stakeholders with the University’s identity
≥ 3.51
≥ 3.70
≥ 3.90
≥ 4.00
≥ 4.20
2.3 The number of lecturers, academic qualifications and academic titles corresponds with the required number for each program.
2.3.1 Percent (%) of programs having the ratio of lecturer to students as required by Office of Higher Education Commission
≥ 80% ≥ 90% 100% 100% 100%
1.3.2 Percent (%) of programs having the ratio of lecturers ‘academic qualifications as required by Office of Higher Education Commission
≥ 80% ≥ 90% 100% 100% 100%
2.3.3 Percent (%) of full-time lecturers holding academic titles
7.5% 8% 10% 12% 12%
2.4 All GSB Programs and teaching-learning processes are student-centered.
2.4.1 Percent (%) of student-centered programs
≥ 80% ≥ 80% ≥ 90% 100% 100%
2.5 The GSB’s educational quality is 2.5.1 Level of satisfaction of students, ≥ 3.51 ≥ 3.70 ≥ 3.90 ≥ 4.00 ≥ 4.20
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accepted internationally. graduates and stakeholders with teaching-learning quality and learning processes
Tactic 2.1
Create the GSB’s culture of quality (Objectives 2.1, 2.2 and 2.5) 2.1.1 Change mindset of lecturers, staff and students regarding quality and collaboration. 2.1.2 Develop system and mechanism to ensure continuous quality assurance at all levels: programs,
administrative units and the University. 2.1.3 Monitor and supervise program management to ensure quality based on standard set by organizations
concerned.
Tactic 2.2
Improve the quality of the GSB’s graduates in leaps and bounds. (Objectives 2.2, 2.4 and 2.5) 2.2.1 Develop student-centered teaching – learning process. 2.2.2 Develop and instill morals, ethics and social responsibility in students. 2.2.3 Promote and develop communication skills, analytical thinking and creativity. 2.2.4 Develop entrepreneurship skills and promote inquisitiveness and diligence.
Tactic 2.3
Enhance professionalism of lecturers (Objectives 2.3, 2.4 and 2.5) 2.3.1 Develop lecturers’ ability to impart knowledge. 2.3.2 Develop lecturers’ morals and ethics. 2.3.1 Develop lecturers’ academic skills regularly and continuously. 2.3.1 Encourage lecturers to acquire academic titles. 2.3.5 Create a culture of team work and assessment of outcome.
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Strategy 3: Promote the academic works, research and student activities to create the values to the community and organization.
Objectives Indicators Targets (2014 – 2018)
2014 2015 2016 2017 2018
3.1 Lecturers’ academic works, research and creative works increase.
3.1.1 Percent (%) of full-time lecturers producing academic works, research or creative works
8% 8.5% 9% 10% 10%
3.2 Lecturers’ academic works, research and creative works are recognized in the national and international arena.
3.2.1 Proportion of national or international publication of academic works, research or creative works to the number of full-time lecturers
30% 35% 40% 40% 45%
3.2.2 Number of students’ national or international publication of academic works, research or creative works
25 30 35 40 45
3.2.3 Number of lecturers’ academic works, research or creative works awarded at national or international level
5 10 15 20 25
3.2.4 Number of students’ academic works, researcher or creative works awarded at national or international level
5 10 15 20 25
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3.2.5 Proportion of academic works, research or creative works used to serve society to the number of full-time lecturers
10% 12% 15% 15%
3.3 Lecturers’ academic works, research and student activities benefit society.
3.3.1 Level of satisfaction of society key stakeholders with the academic works and research
3.51 3.51 3.70 3.80 4.2
3.3.2 Level of satisfaction of society key stakeholders with the student activities
3.51 3.51 3.80 4.0 4.2
3.6 Increase the proposition of revenue from academic services.
3.4.1 Number of GSB Academic Services Project to the business.
4 6 6 8 10
3.7 The GSB faculty members and students preserve art and culture.
3.5.1 Proportion of projects/activities preserving art and culture to the number of full-time lecturers
3% 5% 5% 10% 10%
3.5.2 Level of satisfaction of students with the preserve Thai Arts and Culture.
3.51 3.7 3.8 4.0 4.2
Tactic 3.1
Develop system and mechanism to promote academic works, research and creative works (Objective 3.1) 3.1.1 Encourage publishing and disseminating lecturers’ and students’ academic works, research and creative
works. 3.1.2 Develop the research forum, conference by collaboration with the Nation and International Higher
Education.
Tactic 3.2 Promote production of academic works, research and creative works (Objectives 3.2)
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3.2.1 Create lecturers ‘awareness in producing academic works, research and creative works. 3.2.2 Promote the development of competency in creating academic works, research and creative works among
lecturers and students. 3.2.3 Award and recognize personnel for excellence in research and academic services.
Tactic 3.3
Integrate academic works, research and creative works into teaching-learning and providing service to society (Objectives 3.3) 3.3.1 Encourage lecturers to apply academic works, research and creative works to teaching-learning and
providing service to community / organization or vice versa.
Tactic 3.4
Increase the proposition of revenue from academic services. (Objective 3.4) 3.4.1 Promote the short course and Certificate Program for public and in house training. 3.4.2 Develop system and mechanism for seeking national and international funds.
Tactic 3.5
Promote the student activities to disseminate the International culture, community support and life long learning. (Objectives 3.1, 3.2 and 3.3) 3.5.2 Encourage students to support and involvement in the activities in Thai Arts and Culture.
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Strategy 4: Create the good brand value of GSB.
Objectives Indicators Targets (2014 – 2018)
2014 2015 2016 2017 2018
4.1 GSB Graduates have knowledge, ability, leadership, ethics; and are accepted by society.
4.1.1 Level of satisfaction of stakeholders with graduates’ competence and morals and ethics
≥ 3.51
≥ 3.70
≥ 3.90
≥ 4.00
≥ 4.20
4.2 GSB students, graduates and personnel are awarded or recognized by various organizations.
4.2.1 Number of students, graduates and
personnel awarded or recognized in
various aspects by external organizations
30 40 40 50 50
4.3 The GSB provides academic service to society.
4.3.1 Proportion of projects/activities providing academic service to society to the number of full-time lecturers
12% 18% 20% 25% 30%
4.4 The GSB’s academic development garners support from experts and organizations.
4.4.1 Percent (%) of academic activities organized through collaboration with external public and private organizations or external academic/professional experts
50% 50% 50% 50% 50%
4.5 The GSB is accredited by various national and international organizations.
4.5.1 Number of new organizations in academic partnership with the University
5 10 15 20 25
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4.5.2 Percent (%) of graduates working for international organizations, overseas corporations, international institutions or other international units
15% 20% 30% 30% 30%
Tactic 4.1
Instill the identity of the University into students, graduates and personnel to reflect the School’s uniqueness (Objective 5.1, 5.2 and 5.3)
4.5.1 Inculcate good attitudes towards learning, morals and social responsibility into students, graduates and personnel.
4.5.2 Create stimulating atmosphere and environment among students, graduates and personnel, reflecting the University’s uniqueness.
Tactic 4.2
Present the University’s uniqueness and image to public. (Objectives 5.1, 5.2, 5.3, 5.4 and 5.5)
4.2.1 Promote the uniqueness of being Thailand’s first non-profit international Catholic university which pursues Truth and Knowledge.
4.2.2 Promote and encourage academic forum to demonstrate personnel’s and students’ knowledge, skills and competency
Tactic 4.3
Establish cooperation with strategic partners and alumni associations in order to present the University’s uniqueness and image (Objectives 5.3, 5.4, 5.5 and 5.6) 5.3.1 Establish effective partnership/cooperation with educational institution, business enterprises, alumni
associations and various organizations for mutual education and business benefits. 5.3.2 Cooperate with alumni associations and various organizations in searching for and recognizing successful
alumni who produce quality work for society.
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