5-year strategic plan - assumption...

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Five-Year Strategic Plan

(2014 – 2018)

Martin de Tours School of Management and Economics

Assumption University of Thailand

12/ 06/2014

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Table of Contents

Part I: Executive Summary

1.1 Introduction

1.2 Strategies and Tactics of School of Martin de Tour School of Management

and Economics’s Strategic Plan

1.3 Link between AU’s Strategic Plan Martin de Tours School of

Management’s Strategic Plan

Part II: School Profile

2.1 History

2.2 Location

2.3 Departments/Offices/Centers/Laboratories

2.4 Organization Chart

2.5 Students (Academic Year 2013)

2.6 Graduates (Academic Year 2012)

2.7 Lecturers (Academic Year 2013)

2.8 Academic Programs (Academic Year 2013)

2.9 Research/Creative Works/Academic Works and Publications (Academic

Year 2012)

2.10 SWOT analysis

Part III: School’s Strategic Plan (2014 – 2018)

3.1 Vision

3.2 Mission

3.3 Uniqueness

3.4 Identities

3.5 Strategies

3.6 Indicators and Targets

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Part I: Executive Summary 1.1 Introduction

Martin de Tours School of Management and Economics (MSM&E) is the first School of

Assumption University, established in 1969, by the Brothers of Saint Gabriel as a

higher education institution, known as Assumption School of Business (ASB). In 1972,

ASB received full accreditation from the Ministry of Education and became

Assumption Business Administration College (ABAC). In 1973, ABAC moved to the

Hua Mak Campus. In 1995 the School moved to a new campus in Samutprakarn

province, now known as Suvarnabhumi Campus which has become the main campus

after its official inauguration.

The Suvarnabhumi Campus is renowned for its Cathedral of Learning and features all

necessary facilities in terms of information technology, state of the art classrooms,

libraries, students’ recreation centers. This creates a truly academic atmosphere

which facilitates the acquisition of knowledge, skills and experience for students'

individual development.

Martin de Tours School of Management and Economics initially offered four

specializations in Marketing, Management, Accounting, and Finance and Banking. The

School now offers eleven undergraduate programs in a wide range of business

concentrations as well as two graduate programs and one doctoral program. In its

pursuit for excellence, the School emphasizes on four key quality drivers 1)

innovative, market-driven and quality curriculum, 2) favorable learning environment,

3) opportunities for conducting research and 4) continuous professional development.

Currently the School has a total student enrollment of 8,185 (2013).

( )

Dr. Uree Cheasakul

Dean


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1.2 Strategies and Tactics of School of MSM&E’s Five-Year Strategic Plan (2014 -2018)

Vision: Leading International Business School in ASEAN Region

Mission: Shaping Graduates toward Global Business Excellence

Strategies: Strategy 1: Strengthen the internationalization of the school.

Strategy 2: Adopt

effective teaching-

learning processes to

produce qualified

business graduates.

Strategy 3: Support a learning organization through academic development of faculty members.

Strategy 4: Build strong research commitment and competency.

Strategy 5: Produce

academic services

that benefit society.

Strategy 6: Adopt

measures to

ensure efficient

and effective

management and

quality assurance

system.

Stakeholder Perspective

Internal Process

Perspective

Learning and Development Perspective

Financial Perspective

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1.3 Link between AU’s Five-Year Strategic Plan and School of MSM&E’s Five-Year Strategic Plan

Strategies AU

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

S 1: Strengthen the internationalization of the School.

S 2: Adopt effective teaching-learning processes to produce qualified business graduates.

S 3: Support a learning organization through academic development of faculty members.

S 4: Build strong research commitment and competency.

S 5: Produce academic services that benefit society.

S6: Adopt measures to ensure efficient and effective management and quality assurance system.

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Part II: School Profile

2.1 History

Martin de Tours School of Management and Economics (current name) was started in the same year as the establishment of Assumption University in 1969. Assumption University of Thailand, a Catholic institution administered by the Montfort Brothers of Saint Gabriel was started with a student body of totaling just 51, as an autonomous higher education institution under the name of Assumption School of Business (ASB), with the primary aim of providing an opportunity for Assumption Commercial College’s students to further their studies at the baccalaureate level. On June 1972, ASB received full accreditation from the Ministry of Education and changed its name to Assumption Business Administration College, better known as ABAC. It was in May 1973 that ABAC moved to the Hua Mak campus.

In 2001, the School moved to Bang Na, a new campus at Samutprakarn province, later known as Suvarnabhumi Campus. After its official inauguration and relocation of laboratories, workshops and other resources, the Suvarnabhumi campus became our main campus. It is a complex with beautiful modern buildings that will bear all the vestiges of a true seat of wisdom. This new campus featured all necessary facilities and encapsulate an academic atmosphere that facilitates and encourages the pursuit of knowledge and the opportunity to experience campus life that will lead to the total development of an individual; the metamorphosis of a novice into a seer and sage. The Suvarnabhumi Campus will be the nation’s citadel of learning, the pride of our students, their parents, alumni, faculty, staff and it was built with a missionary fervor and zeal and is intended to last, millennium after millennium.

The School offers a wide range of undergraduate programs which includes the traditional disciplines as well as the emerging fields of study such as Marketing, Finance and Banking, Management, Accounting, Business Information Systems, Hospitality and Tourism Management, International Business Management, Industrial Management, Real Estate, Insurance and Business Economics. The objective is not only to increase the options for the students but also to ensure that the graduates possess the necessary skills to perform successfully in the business world.

The School offers two Master Degree Programs (Master of Science in Supply Chain Management and Master of Science in Financial Economics) and one Doctoral Degree Program in Business Administration. This would facilitate the students to have uninterrupted opportunity to pursue their studies from undergraduate to the doctoral degrees.

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2.2 Location Hua Mak Campus : D-Building, 6th Floor, Ramkhamhaeng 24, Hua Mak,

Bangkapi Bangkok 10240 Thailand,

Tel : 0-2300-4543-62 ext 1125

Suvarnabhumi Campus : MSM Building, Bang Na Trad Rd., Km. 26 Bang Sao Tong

Samut Prakan 10540

Tel. 0-27235138

2.3 Departments/ Offices/ Centers/ Laboratories

The varieties of concentrations were set to broaden academic and practical knowledge of

students, which includes;

Marketing (MKT)

Management (MGT)

Finance and Banking (FIN)

Accounting (ACT)

Business Information Systems (BIS)

Hospitality and Tourism Management (HTM)

International Business Management (IBM)

Real Estate (RE)

Industrial Management (IDM)

Insurance (INS)

Business Economics (BE)

Mathematics (Math)

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2.4 Organization Chart


Dean, Martin de Tours School of Management and Economics

Assistant Dean,


Associate Dean,


Undergraduate

Departments

Graduate Programs

Supporting Units

Department of International Business Management

Department of Management

Department of Finance and Banking

Department of Accounting

Department of Business

Information System

Department of Hospitality and Tourism Management

Department of Industrial Management

Department of Mathematics

(Commerce Concentration) ACC

Department of Marketing

Department of Insurance

Department of Business

Economics

Department of Real Estate

Doctor of Philosophy in Business Administration

Master of Science in Finance and Economics

Master of Science in Supply Chain Management

Academics Advising Center

International Student

Advising Center

Martin de Tours Management and Economics Office

Student Development Center

Quality Management Unit

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2.5 Students (Academic Year 2013)

Undergraduate Students

Program Title Freshmen Sophomore Junior Senior

Total Number

of Students in

each Program

Marketing (B.B.A) 8 142 429 393 972

Management (B.B.A) 1 33 100 79 213

Finance and Banking

(B.B.A) - 28 91 103 222

Accounting(B.B.A) 4 67 188 178 437

Business Information

Systems

(B.B.A)

- 23 48 36 107

Hospital and Tourism

Management

(B.B.A)

- 41 150 116 307

International Business

Management

(B.B.A)

11 54 149 131 345

Industrial

Management

(B.B.A)

- 9 41 63 113

Real Estate (B.B.A) - 10 19 20 49

Insurance(B.B.A) 1 4 6 7 18

Business Economics

(B.Econ.) 93 36 32 19 180

Management-

(Commerce

concentration)

ACCSC(B.B.A)

68 47 28 23 166

No-major students 3385 1368 253 50 5056

Total Number of

Students 3571 1862 1534 1218 8185

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Graduate Students

Program Title Master’s Degree Doctoral Degree Total Number of

Students in Program Master of Science

Program in Finance and Economics

23 - 23

Master of Science Program in Supply Chain 153 - 153

Ph.D. Program in Business Administration - 43 43

Total Number of Students

176 43 219

2.6 Graduates (Academic Year 2012) Graduates

Program Title Number of Graduates

Marketing 590

Management 92

Finance and Banking 138

Accounting 225

Business Information Systems 43

Hospital and Tourism Management 125

International Business Management 161

Industrial Management 93

Real Estate 52

Insurance 16

Business Economics 38

Master of Science Program in Finance and

Economics 10

Master of Science in Supply Chain

Management 20

Ph.D. in Business Administration 7

Total Number of Graduates 1,610

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2.7 Faculty Members (Academic Year 2013)

Program Title Working On leave Total

Marketing(B.B.A) 37 2 39

Management(B.B.A) 29 - 29

Finance and Banking(B.B.A) 16 - 16

Accounting(B.B.A) 22 - 22

Business Information Systems(B.B.A) 18 2 20

Hospital and Tourism Management(B.B.A) 15 - 15

International Business Management(B.B.A) 10 1 11

Industrial Management(B.B.A) 6 - 6

Real Estate(B.B.A) 5 - 5

Insurance(B.B.A) 9 - 9

Business Economics(B.Econ.) 8 4 12

Management – (Commerce concentration-

ACCSC) (B.B.A)ACC Campus 7 - 7

Mathematics Group 20 - 20

English Group 70 3 73

General Education Group 94 - 94

Supply Chain Management(M.S.) 9 - 9

Financial Economics(M.S.) 5 1 6

Business Administration (Ph.D.) 6 - 6

Total 386 13 399

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Academic Qualifications and Academic Titles

Academic Qualification

Academic Title

Bachelor’s

Degree

Master’s

Degree

Doctoral

Degree

Total

Lecturer 48 261 74 383

Assistant Professor - 3 11 14

Associate Professor - - 2 2

Professor - - - -

Total 48 264 87 399

2.8 Academic Programs (Academic Year 2013)

1. Bachelor of Business Administration Program (B.B.A)

• Marketing

• Management

• Finance and Banking

• Accounting

• Business Information Systems

• Hospitality and Tourism Management

• International Business Management

• Industrial Management

• Real Estate

• Insurance

2. Bachelor of Economics (B.Econ.)

1. Business Economics

3. Master of Science Programs (M.S.)

1. Finance and Economics

2. Supply Chain Management

4. Doctor of Philosophy Program (Ph.D.)

1. Business Administration

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2.9 Research/ Creative Works/ Academic Works and Publications

(Academic Year 2012)

Number of Research Publications: ….18….

Number of Creative Works: ….N/A….

Number of Academic Articles: ….8….

2.10 SWOT analysis

Strength

1. High quality learning and teaching with continuous and ongoing improvement of

its performance measured in various aspects.

2. High number of programs in different academic and practical fields which lead

toward yielding high number of students activities

3. Large number of alumni in both business and private sector from different

industries

Weakness

1. Student- centered teaching and learning processes adopted only in limited

number of courses.

2. Faculty members require continuous improvement on practical and professional

competencies.

3. Faculty members lack incentive in conducting research.

4. Collaboration between the School and alumni is not strong.

5. School needs to strengthen the reputation in providing academic services.

Opportunity

1. Partnerships with local employers in the private, nonprofit, and public sectors.

2. Emerging trend of International and off-campus study and exchange programs.

3. Continuing education for intellectual enrichment and for working people.

4. Increasing demand for English proficiency graduates by local and international

investors due to AEC

5. Increasing demand for understanding business practices in AEC countries by

local and international investors

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Threat

1. High threats from international rivalry such as international universities located

in countries nearby.

2. High intensity of competition from local rivalry such as public universities and

other private universities conducting international programs.

3. Increasing amount of works necessary to meet the requirements of the

regulatory system which has no clear association with the expectations from

potential job recruiters

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Part III: School’s Five-Year Strategic Plan (2014 – 2018)

3.1 Vision: Leading International Business School in ASEAN Region.

3.2 Mission: Shaping Graduates toward Global Business Excellence.

3.3 Uniqueness School of Martin de Tours School of Management and Economics adopts the

uniqueness characteristics of the University.

AU Uniqueness is being a Catholic international university in pursuit of Truth and

knowledge.

Emphasis and Strengths Reflecting Uniqueness

1. International University

- International programs

- International scholars

- International students

- Learning environment

- International recognition

2. Catholic University

- Catholic symbols

- Catholic leader

- Liturgical services

3. Truth

- Moral development education i.e. Ethics Courses, Professional Ethics

Seminar and activities promoting moral development

4. Knowledge

- Academic/Professional knowledge

3.4 Identity Martin de Tours School of Management and Economics adopts the identity of the University.

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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 exams, seeking counseling and guidance for academic and

personal problems as well as for career path and further education,

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: making fair contribution to group work and not stealing other

people’s belongings

1.1 Social Consciousness

- Caring

- Sharing

- Sacrifice

1.3 Discipline

- Social discipline: wearing student uniform, throwing garbage in the

trash bin, smoking in the smoking area and lining up for services

- Self-discipline: being punctual, and following the ten hygiene rules

2. English Competency

2.1 Speaking skills

2.2 Listening skills

2.3 Reading skills

2.4 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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3.5 Strategies Strategy1: Strengthen the internationalization of the School.

Strategy2: Adopt effective teaching-learning processes to produce qualified

business graduates.

Strategy3: Support a learning organization through academic development of

faculty members.

Strategy4: Build strong research commitment and competency.

Strategy5: Produce academic services that benefit society.

Strategy6: Adopt measures to ensure efficient and effective management and

quality assurance system.

Strategy 1: Strengthen the internationalization of the School.

Objectives

1.1. The School is recognized as an international business school in terms of

the highest proportion of international faculty members and students.

1.2. The School provides up to date international business programs.

1.3. The School gains international accreditation.

Tactic 1.1 Create and maintain an international environment.(Objectives 1.1)

1.1.1 Increase number of international faculty members.

1.1.2 Attract more international students.

1.1.3 Strengthen English competency of the students, faculty members and staff.

1.1.4 Organize activities to strengthen internationalization.

1.1.5 Promote collaboration with leading international business schools.

Tactic 1.2 Develop business programs that serve market needs.(Objectives 1.2)

1.2.1 Develop system and mechanism to assess market needs.

1.2.2 Modify and create new programs which serve the market needs.

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Tactic 1.3 Gain accreditation by national and international institutions and

organizations. (Objectives 1.3)

1.3.1 Develop system and mechanism to gain accreditation by national and

international institutions and organizations.

1.3.2 Upgrade School’s management system to meet international standard

Strategy 2: Adopt effective teaching-learning processes to produce

qualified business graduates.

Objectives

2.1. Teaching-learning processes are effective.

2.2. The School’s graduates possess outstanding quality reflecting the School’s

identity including morals and ethics, English competency, and

entrepreneurial spirit.

2.3. Teaching and learning activities preserve Thai art and culture.

Tactics 2.1 Raise the quality of teaching and learning. (Objectives 2.1)

2.1.1 Improve student centered teaching and learning methods and activities.

2.1.2 Develop system and mechanism to ensure effective teaching and learning

process.

Tactics 2.2 Develop desirable characteristics of graduates. (Objectives 2.2)

2.2.1 Enrich the students’ professional and entrepreneurial competencies.

2.2.2 Instill morals, ethics, and social values in students.

2.2.3 Engage students in extracurricular activities.

2.2.4 Establish strong alumni network and encourage their involvement in

School’s academic and non academic activities.

Tactics 2.3 Integrate art and culture into teaching and learning process.

(Objectives 2.3)

2.3.1 Incorporate art and culture activities and projects into teaching and

learning.

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Strategy 3: Support a learning organization through academic

development of faculty members.

Objectives

3.1 Faculty members’ effectiveness in teaching and learning is enhanced.

3.2 Academic competence of faculty members is strengthened.

3.3 Professional competence of faculty members is strengthened.

3.4 Supporting staff competence is developed.

Tactic 3.1 Increase the teaching competencies of faculty members. (Objectives 3.1)

3.1.1. Organize training and development programs.

3.1.2. Mentor and coach faculty members’ teaching performance.

3.1.3. Create culture of knowledge sharing and teamwork.

Tactic 3.2 Enhance the academic knowledge and skills of faculty members.

(Objectives 3.2)

3.2.1. Establish system and mechanism to promote academic works.

3.2.2. Monitor and supervise faculty’s academic knowledge and skills

development.

3.2.3. Encourage faculty members to apply for academic titles.

Tactic 3.3 Enhance the professional knowledge and skills of faculty member.

(Objectives 3.3)

3.3.1. Support training and development activities to promote professional

development.

3.3.2. Monitor and supervise faculty’s professional knowledge and skills

development.

3.3.3. Encourage and provide faculty members incentive to pursue studies

in specialized fields.

Tactic 3.4 Improve competences of supporting staff.(Objectives 3.4)

3.4.1. Support staff training and development activities.

3.4.2 Monitor and supervise support staff’s work performance.

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Strategy 4:Build strong research commitment and competency.

Objectives

4.1 Faculty members’ research, academic works and creative works are increased.

4.2 Faculty members’ research, academic works and creative works are recognized

in national and international arena.

Tactic 4.1 Promote production of academic works, research, and creative works by

faculty members. (Objectives 4.1)

4.1.1 Encourage publication and dissemination of research and academic works.

4.1.2 Develop faculty members’ research competency

4.1.3. Increase research utilization.

4.1.4 Integrate faculty members’ academic works, research, and creative works

into teaching and learning.

Tactic 4.2 Support publication and dissemination of research and creative works.

(Objectives 4.2)

4.2.1 Increase the incentive given to lecturers for producing research and

creative works.

Strategy 5: Produce academic services to benefit society.

Objectives

5.1 School increases and improves the academic service projects.

5.2 School’s academic service projects are sustainable.

Tactic 5.1 Establish system and mechanism to provide academic services.

(Objectives 5.1)

5.1.1 Conduct need assessment to initiate new projects.

5.1.2 Support faculty members and students to participate in the academic

service projects.

5.1.3 Integrate academic service into research.

5.1.4 Integrate academic service into teaching and learning.

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Tactic 5.2 Create long-term academic service projects. (Objectives 5.2)

5.2.1 Maintain relationship with the communities under the project.

5.1.2 Evaluate effectiveness of the projects for long-term improvement.

Strategy 6: Adopt measures to ensure efficient and effective

management and quality assurance system.

Objectives

6.1 School’s management system is effective and in accordance with good

governance.

6.2 The School has effective risk management system.

6.3 The School has performance based culture.

Tactics 6.1 Adopt good governance in the School’s management system.

(Objectives 6.1)

6.1.1 Continuously improve the administrative system to support teaching and

learning and research.

6.1.2 Provide and manage supporting facilities for faculty members and students.

Tactics 6.2 Improve the School’s risk management system. (Objectives 6.2)

6.2.1 Improve the system and mechanism for School’s risk management.

6.2.2 Organize risk management activities. (Risk of instruments use, faculty and

student safety measures, etc...)

Tactics 6.3 Encourage performance based development of faculty members.

(Objectives 6.3)

6.3.1 Set criteria for performance measurement.

6.3.2 Structure system for performance management.

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3.6 Indicators and Targets

Strategic Indicators for Martin de Tours School of Management and Economics

Strategy1: Strengthen the internationalization of the School.

Objectives Indicators 2014 2015 2016 2017 2018

1.1The School is recognized

as an international business

institution in terms of the

highest proportion of

international faculty

members and international

students.

% of international students 20% 20% 20% 20% 25%

% of international faculty

members

20% 20% 20% 20% 25%

Number of international

collaboration activities

3 3 3 4 4

Number of exchange students

(inbound and outbound)

20 20 22 22 24

1.2The School provides up to

date international business

programs.

Number of programs that

conducted market survey

10 10 10 10 10

Level of graduate satisfaction

with teaching and learning

>3.51 >3.51 >3.51 >3.51 >3.51

Level of employer satisfaction

with School graduates

>3.51 >3.51 >3.51 >3.51 >3.51

1.1 1.3 The School gains international accreditation

Number of accredited programs 2 2 3 3 3

Tactic 1.1 Create and maintain an international environment.(Objectives 1.1)

1.1.1 Increase number of international faculty members.

1.1.2 Attract more international students.

1.1.3 Strengthen English competency of the students, faculty members and staff.

1.1.4 Organize activities to strengthen internationalization.

1.1.5 Promote collaboration with leading international business schools.

Tactic 1.2 Develop business programs that serve market needs.(Objectives 1.2)

1.2.1 Develop system and mechanism to assess market needs.

1.2.2 Modify and create new programs which serve the market needs.

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Tactic 1.3 Gain accreditation by national and international institutions and organizations.

(Objectives 1.3)

1.3.1 Develop system and mechanism to gain accreditation by national and

international institutions and organizations.

1.3.2 Upgrade School’s management system to meet international standard

Strategy 2: Adopt effective teaching-learning processes to produce qualified business graduates.


2.1 Teaching-learning

processes are effective.

Level of student satisfaction

with quality of teaching and

learning

>3.51 >3.51 >3.51 >3.51 >3.51

Level of graduate satisfaction

with quality of teaching and

learning

>3.51 >3.51 >3.51 >3.51 >3.51

Level of faculty satisfaction with

teaching and learning

development programs

>3.51 >3.51 >3.51 >3.51 >3.51

2.2. The School’s graduates

possess outstanding quality

reflecting the School’s

identity including moral and

ethics, English competency,

and entrepreneurial spirit.

Level of employer satisfaction

with graduated quality

>3.51 >3.53 >3.57 >3.59 >3.6

% of students employed by

leading organizations

5%

7% 9% 11% 13%

% of students who manage their

own or family business

3% 4% 5% 5% 6%

Level of Graduate characteristics on AU identity

>3.51 >3.51 >3.51 >3.51 >3.51

2.3 Teaching and learning activities preserve Thai art and culture.

Number of Thai art and culture activities

1 2 2 3 3

Number of participants (Faculty members, students and staff) in Thai art and culture

200 400 400 600 600

Level of participant satisfaction

with Thai art and culture

activities

>3.51 >3.51 >3.51 >3.51 >3.51

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Tactics 2.1 Raise the quality of teaching and learning. (Objectives 2.1)

2.1.1 Improve student centered teaching and learning methods and activities.

2.1.2 Develop system and mechanism to ensure effective teaching and learning process.

Tactics 2.2 Develop desirable characteristics of graduates. (Objectives 2.2)

2.2.1 Enrich the students’ professional and entrepreneurial competencies.

2.2.2 Instill morals, ethics, and social values in students.

2.2.3 Engage students in extracurricular activities.

2.2.4 Establish strong alumni network and encourage their involvement in School’s academic

and non academic activities.

Tactics 2.3 Integrate art and culture into teaching and learning process. (Objectives 2.3)

2.3.1 Incorporate art and culture activities and projects into teaching and learning.

Strategy 3: Support a learning organization through academic development of faculty members.


3.1 Faculty members’

effectiveness in teaching and

learning is enhanced.

% of faculty members

participating in

academic/professional/

seminars/ trainings/

workshops

100% 100% 100% 100% 100%

Number of training and

workshops for teaching and

learning (University and School

level)

4 5 6 7 8

Level of the faculty member’s

satisfaction with faculty

development activities

>3.51 >3.51 >3.51 >3.51 >3.51

3.2 Academic competence of

faculty members is strengthened.

Number of training provided

on academic development

2 2 2 2 2

Increase in the number of

faculty members who obtained

academic titles

2 3 4 5 6

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3.3 Professional competence of

faculty members is strengthened.

Number of training attended

by faculty member in

professional skill development

10 10 10 10 10

Number of faculty members

participating in the

professional training

10 10 10 10 10

3.4 Supporting staff competence

is developed.

Number of staff development

trainings provided

2 2 2 2 2

Level of staff satisfaction with

trainings

>3.51 >3.51 >3.51 >3.51 >3.51

Tactic 3.1 Increase the teaching competencies of faculty members. (Objectives 3.1)

3.1.1. Organize training and development programs.

3.1.2. Mentor and coach faculty members’ teaching performance.

3.1.3. Create culture of knowledge sharing and teamwork.

Tactic 3.2 Enhance the academic knowledge and skills of faculty members.(Objectives 3.2)

3.2.1. Establish system and mechanism to promote academic works.

3.2.2. Monitor and supervise faculty’s academic knowledge and skills development.

3.2.3. Encourage faculty members to apply for academic titles.

Tactic 3.3 Enhance the professional knowledge and skills of faculty member. (Objectives 3.3)

3.3.1. Support training and development activities to promote professional development.

3.3.2. Monitor and supervise faculty’s professional knowledge and skills development.

3.3.3. Encourage and provide faculty members incentive to pursue studies

in specialized fields.

Tactic 3.4 Improve competences of supporting staff.(Objectives 3.4)

3.4.1. Support staff training and development activities.

3.4.2 Monitor and supervise support staff’s work performance.

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Strategy 4: Build strong research commitment and competency.



research, academic works and

creative works are increased.

% increase in number of research

and academic works

5% 7% 10% 12% 15%

% increase in research

fund(Internal and external)

12% 15% 18% 20% 20%

% increase in number of research

and creative works utilized

2% 2% 3% 3% 3%


research, academic works and

creative works are recognized

in national and international

arena.

% increase in national and

international publication of

research

3% 3% 5% 5% 6%

Number of research that have

received awards

2 2 3 3 3

Tactic 4.1 Promote production of academic works, research, and creative works by faculty

members. (Objectives 4.1)

4.1.1 Encourage publication and dissemination of research and academic works.

4.1.2 Develop faculty members’ research competency

4.1.3. Increase research utilization.

4.1.4 Integrate faculty members’ academic works, research, and creative works into teaching

and learning.

Tactic 4.2 Support publication and dissemination of research and creative works. (Objectives 4.2)

4.2.1 Increase the incentive given to lecturers for producing research and

creative works.

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Strategy 5: Produce academic services to benefit society.


5.1 School increases and

improves the academic service

projects.

Number of academic service projects 2 3 4 5 6

Level of satisfaction of stakeholders

with the academic service project

>3.51 >3.51 >3.51 >3.51 >3.51

5.2 All of the School’s

academic service projects are

sustainable.

% of projects that are sustainable 20% 20% 20% 20% 20%

Level of satisfaction of stakeholders

with the sustained academic service

projects

>3.51 >3.51 >3.51 >3.51 >3.51

Tactic 5.1 Establish system and mechanism to provide academic services. (Objectives 5.1)

5.1.1 Conduct need assessment to initiate new projects.

5.1.2 Support faculty members and students to participate in the academic

service projects.

5.1.3 Integrate academic service into research.

5.1.4 Integrate academic service into teaching and learning.

Tactic 5.2 Create long-term academic service projects. (Objectives 5.2)

5.2.1 Maintain relationship with the communities under the project.

5.1.2 Evaluate effectiveness of the projects for long-term improvement.

Strategy 6: Adopt measures to ensure efficient and effective administrative management and

quality assurance system.


6.1 School’s management

system is effective and in

accordance with good

governance.

Level of management practices

evaluated on good governance

indicators

>3.51 >3.51 >3.51 >3.51 >3.51

6.2The School has effective

risk management system.

Number of risk management

activities based on four higher

education missions

2 2 2 2 2

28

6.3 The School has

performance based culture.

Level of Faculty performance

evaluation (i.e. University annual

step raise evaluation, school level

evaluation)

>100 >100 >100 >100 >100

Tactics 6.1 Adopt good governance in the School’s management system.

(Objectives 6.1)

6.1.1 Continuously improve the administrative system to support teaching and learning and

research.

6.1.2 Provide and manage supporting facilities for faculty members and students.

Tactics 6.2 Improve the School’s risk management system. (Objectives 6.2)

6.2.1 Improve the system and mechanism for School’s risk management.

6.2.2 Organize risk management activities. (Risk of instruments use, faculty and student

safety measures, etc...)

Tactics 6.3 Encourage performance based development of faculty members.

(Objectives 6.3)

6.3.1 Set criteria for performance measurement.

6.3.2 Structure system for performance management.

5-year strategic plan - assumption...

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