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

13


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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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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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

16

Program Title: MBA at City Campus


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


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


members: 5

17

Program Title: MBA TechM


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


members: 6

Program Title: MScIAM


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


members: 5

18

Program Title: MM-OD


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


members: 8

Program Title: PhD-OD


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


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


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


faculty members

94

Program Title: Tourism Management


Faculty

Members

Highest

Degree

Academic Title

B M D L AT AS P

1 Ph.D. HTM 5

2 MBA-TRM 5


faculty members

10

20

Program Title: MBA TechM


Faculty

Members

Highest

Degree

Academic Title

B M D L AT AS P

1 MBA TechM 6


faculty members

6

Program Title: MS Investment Analysis and Management (MScIAM)


Faculty

Members

Highest

Degree

Academic Title

B M D L AT AS P

1 MScIAM 5


faculty members

5

Program Title: Organization Development


Faculty

Members

Highest

Degree

Academic Title

B M D L AT AS P

1 MM-OD 5

2 Ph.D.-OD 5


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.):


Lecturer 8

Asst. Prof. 2

Assoc. Prof.

Prof.

Sub Total 10

Grand Total 10

Graduate School of MBA-Technology Management:


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

22

Graduate School of MS Investment Analysis and Management

(MScIAM):


Lecturer 5

Asst. Prof.

Assoc. Prof.

Prof.

Sub Total 5

Grand Total 5

Graduate School of Organization Development and Management (Master and

Ph.D.):


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.

25

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.



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.


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 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


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.


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.


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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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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