管理学院ACBSP商科认证

翟虎林

目录

  • 1 管理学院ACBSP商科认证培训
    • 1.1 认证标准解读
      • 1.1.1 认证标准1-3
      • 1.1.2 认证标准4
      • 1.1.3 认证标准5
      • 1.1.4 认证标准6
      • 1.1.5 认证标准7
      • 1.1.6 自评报告撰写
    • 1.2 管理学院ACBSP认证领导力
    • 1.3 管理学院ACBSP认证培训记录
    • 1.4 管理学院ACBSP认证CPC测试
    • 1.5 管理学院2022-2023学年自评报告
    • 1.6 管理学院2024-2025学年维持报告
  • 2 管理学院ACBSP商科认证系统
    • 2.1 管理学院概况Institutional overview
      • 2.1.1 1 教学活动基本情况Review of all academic activities
      • 2.1.2 2 Organizational Charts
      • 2.1.3 3 Conditions of Accreditation
      • 2.1.4 4 Business Program's Organizational Profile
    • 2.2 Standard 1-Leadership
      • 2.2.1 1.1 Approach
      • 2.2.2 1.2 Deployment
      • 2.2.3 1.3 Results
      • 2.2.4 1.4 Improvements
    • 2.3 Standard 2-Strategic Planning
      • 2.3.1 2.1 Approach
      • 2.3.2 2.2 Deployment
      • 2.3.3 2.3 Results
      • 2.3.4 2.4 Improvements
    • 2.4 Standard 3-Student and Stakeholder Focus
      • 2.4.1 3.1 Approach
      • 2.4.2 3.2 Deployment
      • 2.4.3 3.3 Results
      • 2.4.4 3.4 Improvements
    • 2.5 Standard 4-Student Learning Assessment
      • 2.5.1 4.1 Approach
      • 2.5.2 4.2 Deployment
      • 2.5.3 4.3 Results
      • 2.5.4 4.4 Improvements
    • 2.6 Standard 5-Faculty Focus
      • 2.6.1 5.1 Approach
      • 2.6.2 5.1.c
      • 2.6.3 5.2 Deployment
      • 2.6.4 5.2.a
      • 2.6.5 5.2.b
      • 2.6.6 5.2.c
      • 2.6.7 5.2.d
      • 2.6.8 5.2.e
      • 2.6.9 5.2.f
      • 2.6.10 5.2.g
      • 2.6.11 5.3 Results
      • 2.6.12 5.3.e
      • 2.6.13 5.3.f
      • 2.6.14 5.4 Improvements
    • 2.7 Standard 6-Curriculum
      • 2.7.1 6.1 Approach
      • 2.7.2 6.2 Deployment
      • 2.7.3 6.3 Results
      • 2.7.4 6.4 Improvements
      • 2.7.5 6.5
      • 2.7.6 6.6
    • 2.8 Standard 7-Business Unit Performance
      • 2.8.1 7.1 Approach
      • 2.8.2 7.2 Deployment
      • 2.8.3 7.3 Results
      • 2.8.4 7.4 Improvements
  • 3 管理学院ACBSP商科认证网站
    • 3.1 Mission Vision and Values
    • 3.2 About SOM
      • 3.2.1 School of Management
      • 3.2.2 SOM Leadership
      • 3.2.3 SOM Organizational Chart
      • 3.2.4 Business Program Chart
        • 3.2.4.1 Marketing Program(MKT)
        • 3.2.4.2 Business Administration Program(BA)
        • 3.2.4.3 Logistics Management Program(LM)
        • 3.2.4.4 E-commerce Program(EC)
        • 3.2.4.5 Cross-Border E-commerce Program(CBEC)
        • 3.2.4.6 Big Data Management and Application(BDMA)
        • 3.2.4.7 Supply Chain Management Program(SCM)
      • 3.2.5 About the professional introduction
        • 3.2.5.1 Introduction of Marketing Program(MKT)
        • 3.2.5.2 Introduction of Business Administration Program(BA)
        • 3.2.5.3 Introduction of Logistics Management Program(LM)
        • 3.2.5.4 Introduction of E-commerce Program(EC)
        • 3.2.5.5 Introduction of Cross-Border E-commerce Program(CBEC)
        • 3.2.5.6 Introduction of Big Data Management and Application(BDMA)
        • 3.2.5.7 Introduction of Supply Chain Management Program(SCM)
    • 3.3 News
    • 3.4 Departments and Current Underdraduate Programs
      • 3.4.1 Undergraduate Program
        • 3.4.1.1 Marketing Program(MKT)
          • 3.4.1.1.1 Mission Statement of MKT
          • 3.4.1.1.2 Curriculum of MKT
          • 3.4.1.1.3 Credit hours requined for MKT
          • 3.4.1.1.4 Abbreviated Course syllabuses of MKT
        • 3.4.1.2 Business Administration Program(BA)
          • 3.4.1.2.1 Mission Statement of BA
          • 3.4.1.2.2 Curriculum of BA
          • 3.4.1.2.3 Credit hours requined for BA
          • 3.4.1.2.4 Abbreviated Course syllabuses of BA
        • 3.4.1.3 Logistics Management(LM)
          • 3.4.1.3.1 Mission Statement of LM
          • 3.4.1.3.2 Curriculum of LM
          • 3.4.1.3.3 Credit hours required for LM
          • 3.4.1.3.4 Abbreviated Course syllabuses of LM
        • 3.4.1.4 E-commerce Program(EC)
          • 3.4.1.4.1 Mission Statement of EC
          • 3.4.1.4.2 Curriculum of EC
          • 3.4.1.4.3 Credit hours requined for EC
          • 3.4.1.4.4 Abbreviated Course syllabuses of EC
        • 3.4.1.5 Cross-Border E-commerce Program(CBEC)
          • 3.4.1.5.1 Mission Statement of CBEC
          • 3.4.1.5.2 Curriculum of CBEC
          • 3.4.1.5.3 Credit hours requined for CBEC
          • 3.4.1.5.4 Abbreviated Course syllabuses of CBEC
        • 3.4.1.6 Big Data Management and Application(BDMA)
          • 3.4.1.6.1 Mission Statement of BDMA
          • 3.4.1.6.2 Curriculum of BDMA
          • 3.4.1.6.3 Credit hours requined for BDMA
          • 3.4.1.6.4 Abbreviated Course syllabuses of BDMA
    • 3.5 Policies and Regulations
    • 3.6 Current students Achievement
      • 3.6.1 Student Performance Results
        • 3.6.1.1 Marketing Program(MKT)
        • 3.6.1.2 Business Administration Program(BA)
        • 3.6.1.3 Logistics Management Program(LM)
        • 3.6.1.4 E-commerce Program(EC)
        • 3.6.1.5 Cross-Border E-commerce Program(CBEC)
        • 3.6.1.6 Big Data Management and Application(BDMA)
      • 3.6.2 Student Achievement
      • 3.6.3 Student Learning Outcome Analysis Report
    • 3.7 Faculfy/Stuff
      • 3.7.1 Marketing Program(MKT)
      • 3.7.2 Business Administration Program(BA)
      • 3.7.3 Logistics Management Program(LM)
      • 3.7.4 E-commerce Program(EC)
      • 3.7.5 Cross-Border E-commerce Program(CBEC)
      • 3.7.6 Big Data Management and Application(BDMA)
    • 3.8 Annual Review
      • 3.8.1 Marketing Program(MKT)
      • 3.8.2 Business Administration Program(BA)
      • 3.8.3 Logistics Management(LM)
      • 3.8.4 E-commerce Program(EC)
      • 3.8.5 Cross-Border E-commerce Program(CBEC)
      • 3.8.6 Big Data Management and Application(BDMA)
      • 3.8.7 Supply Chain Management Program(SCM)
    • 3.9 Scholarly Activities
      • 3.9.1 International Exchange Center
      • 3.9.2 International Cooperation Projects
    • 3.10 International Exchange Progects
    • 3.11 Experimental Center Laboratory Library
      • 3.11.1 Experimental Center
      • 3.11.2 Laboratory
      • 3.11.3 Library
    • 3.12 Complaints and Feedback Contact Information
Standard 2-Strategic Planning

Standard 2 - Strategic Planning

The business unit must have a systematic process for developing a strategic plan that leads to continuous improvement. The strategic plan must include implementation goals and progress measures.

Status: Not Started | Due Date: Not Set

Self-Study

Assigned To

Yang Shimiao

Institution Response

In accordance with the regulations set forth by the Ministry of Education and the Guangdong Provincial Department of Education, Guangdong University of Science and Technology (GDUST) is required to formulate its own 14th Five-Year Plan based on the strategic plans established by the educational administrative authorities. This plan must then be submitted to the Guangdong Provincial Department of Education. The development of GDUST's 14th Five-Year Plan primarily follows the strategic directions and objectives outlined in the "14th Five-Year Plan for Education Development in Guangdong Province" issued by the provincial government. In essence, at the university level, the 14th Five-Year Plan serves as our strategic plan, which must be regularly summarized, revised, and updated in strict accordance with the procedures and arrangements of the governmental education authorities—a process that has been in place for many years.

14th Five-Year Plan for Education Development in Guangdong Province

https://www.gd.gov.cn/zwgk/wjk/qbwj/yf/content/post_3602375.html (Links to an external site.)

The 14th Five-Year Plans of GDUST's secondary schools must align with GDUST's overarching plan and be submitted to the university's management for approval. During the preparation for ACBSP accreditation, we studied the accreditation standards and, to implement the schools' 14th Five-Year Plans more specifically, we required the Schools of Finance and Economics (SFE), School of Management (SOM), and School of Foreign Languages (SOF) to develop more detailed strategic plans that include goals, objectives, and action steps. To maintain a high level of responsiveness to the market and stakeholders, we adopted a combined "top-down" and "bottom-up" approach, involving faculty, staff, and student representatives in the strategic planning process.

The SFE, SOM, and SOF have each developed their own strategic plans, which include implementation goals and progress measures. The processes they used to develop these strategic plans will be detailed in the subsequent criteria.

Response by the School of Finance and Economics (SFE):

SFE Strategic Plan 2021-2025

In alignment with the strategic plan of Guangdong University of Science and Technology, the School of Finance and Economics has developed a strategic plan aimed at continuous improvement. The strategic planning process of the School is generally consistent with that of the university.

1. Environmental Analysis: The School of Finance and Economics conducts a comprehensive environmental analysis, encompassing both internal and external assessments. Internal analysis includes evaluating teaching resources, faculty, and student demographics, while external analysis focuses on market demand, competition, and industry trends.

2. Vision and Mission Development: Based on the environmental analysis, the School defines its vision and mission. The vision outlines the School's future aspirations and direction, and the mission identifies the core responsibilities and values needed to achieve that vision.

3. Goal Setting: In accordance with its vision and mission, the School sets specific strategic goals. These goals should be clear, measurable, and aligned with the overall vision and mission.

4. Strategic Plan Development: Following goal identification, the School devises a strategic plan outlining how to achieve these goals. This includes detailed action plans, resource allocation, and timelines.

5. Implementation and Monitoring: The School translates the strategic plan into specific actions for effective implementation. It establishes monitoring and evaluation mechanisms to track progress, enabling timely adjustments and improvements to the plan.

Through this process, the School of Finance and Economics can develop a targeted and actionable strategic plan that facilitates continuous enhancement and refinement. The explicit inclusion of implementation goals and progress measures within the strategic plan aids in guiding actions and assessing the plan’s effectiveness. The School has submitted its third Five-Year Plan summary (2016-2020) and its fourth Five-Year Plan (2021-2025) to the university, with the latter currently in execution, ensuring alignment of strategic objectives with the university's goals.

In addition to the 14th Five-Year Plan, the School of Finance and Economics has developed more detailed annual objectives (2022-2023), along with faculty development, recruitment plans, and other initiatives. The School also establishes annual Key Performance Indicators (KPIs) and regularly reviews the completion of annual plans to demonstrate its commitment to the diligent execution of its strategic plan, which includes implementation goals and progress measures.


Response by School of Management (SOM):

SOM at GDUST Strategic Plan 2021-2025.

In alignment with the strategic plan of Guangdong University of Science and Technology, the School of Management (SOM) has developed a strategic plan aimed at continuous improvement and enhancement of its academic and operational excellence. The strategic planning process of the SOM is generally consistent with that of the university, encompassing a comprehensive and rigorous approach.

  1. Environmental Analysis: The SOM conducts a thorough environmental analysis, including both internal and external assessments. Internal analysis involves evaluating teaching resources, faculty expertise, student demographics, and administrative efficiency. External analysis focuses on market demand for management education, competition from other institutions, and industry trends shaping the future of business education.

  2. Vision and Mission Development: Based on the environmental analysis, the SOM defines its vision and mission. The vision outlines the School's future aspirations and direction, emphasizing excellence in management education, research, and community engagement. The mission identifies the core responsibilities and values needed to achieve that vision, including fostering a culture of innovation, integrity, and collaboration.

  3. Goal Setting: Following its vision and mission, the SOM sets specific, measurable, and aligned strategic goals. These goals are designed to enhance the School's academic programs, research output, and community engagement efforts. Key short-term goals (e.g., improving student satisfaction, increasing faculty research productivity) and long-term goals (e.g., achieving ACBSP business accreditation, establishing international partnerships) are articulated.

  4. Strategic Plan Development: Following goal identification, the SOM devises a detailed strategic plan outlining how to achieve these goals. This includes developing action plans, allocating resources, and setting timelines for key initiatives. The plan emphasizes continuous improvement, with specific milestones and performance indicators to measure progress.

  5. Implementation and Monitoring: The SOM translates the strategic plan into specific actions for effective implementation. It establishes robust monitoring and evaluation mechanisms to track progress, enabling timely adjustments and improvements to the plan. Regular reviews and assessments ensure that the School remains aligned with its strategic objectives and adapts to emerging challenges and opportunities.

Through this process, the SOM can develop a targeted and actionable strategic plan that facilitates continuous enhancement and refinement. The explicit inclusion of implementation goals, performance measures, and timelines within the strategic plan aids in guiding actions and assessing the plan's effectiveness. The SOM has submitted its strategic plan for the period 2021-2025 to the university, ensuring alignment of strategic objectives with the university's goals.

In addition to the strategic plan, the SOM has developed detailed annual objectives and action plans to support the implementation of key initiatives. These objectives and action plans are updated regularly to reflect changes in the School's operating environment and emerging priorities.

 

Sources

There are no sources.

（以下为管理学院初稿，仅供撰写终稿参考，不作为正式报告内容）

标准2：战略规划（更新到2024.8.20）

商科教学单位须有系统的流程来制定战略规划，以实现持续的改进和完善。战略规划须包含实施目标与进展措施。

状态：正在处理中|截止日期：2024年8月31日

Self-Study 自评

已分配给  欧绍华

Institution Response 机构答复

管理学院有一个系统的过程来制定战略计划，从而实现持续改进。管理学院的战略规划体现了学院的长期指导方针，为了相应广东科技学院的战略计划，管理学院制定了一个可以持续改进的战略计划，管理学院的战略规划流程总体与广东科技学院保持一致。

2021-2022学年，管理学院启动各本科专业ACBSP认证，领导层要求认证小组根据管理学院的“十三五”规划（2016-2020），按照ACBSP认证标准制定新的战略规划（2021-2025）。该小组在2020-2021年秋季开始制定战略计划，该过程一直持续到2020-2021春季。新的战略计划将指导管理学院直到2025年底，该战略规划是在教职工和管理学院以外的其他利益相关者的参与下制定的。该规划包含一个总体目标，即紧紧围绕学校办学定位以及推进高水平应用创新型大学建设的中心任务和“应用型、实践性、开放性”的院部定位思想，以“发展、质量、和谐、创新”为主题，以改革创新为动力，把应用型人才培养质量的不断提升作为本单位各项工作的核心，促进学院更好更快地发展，不断提高适应新形势条件下的办学能力和水平。管理学院抓住学校迎接教育部审核评估的新机遇，迎接挑战，力争把管理学院建设发展成为一个学科特色鲜明、师资结构合理、教学质量过硬、科研成果显著、管理科学高效、招生规模适度、在省内有较大影响的高级应用型管理人才培养基地。具体来说有六项具体目标，即人才培养模式改革、学科专业建设、师资队伍建设、办学规模和质量、校企合作、科研与教研。为实现这六个目标，共确定了35项指标、27项举措。此外，管理学院已经确定了用于跟踪绩效的各种衡量标准，这将使管理学院能够在必要时对战略规划进行调整。该战略规划的副本将在证据文件中提供，包括可衡量的战略目标和时间表，我们已经在官方网站上发布了该战略规划《管理学院“十四五”发展规划（2021-2025）》。除了“十四五”规划外，管理学院还制定了更详细的年度目标，以及教师发展、招聘计划和其他举措。学院还制定了年度关键绩效指标（KPI），并定期审查年度计划的完成情况，以表明其对认真执行其战略计划的承诺，其中包括实施目标和进度措施。

Sources 资源

《广东科技学院管理学院“十四五”发展规划（2021-2025）》。