Jan. 27, 2020,

WKU HR announced that 2020 Spring Semester would be postponed until Feb. 22, 2020 because of 2019 Nobel Coronavirus epidemic in Wuhan, China. 

 

Feb, 02, 2020

WKU HR announced that "Please DO NOT return to Wenzhou before March 01, 2020" because of the incremental situation of the Coronavirus in Wenzhou, Zhejiang area. 

 

Updated Academic Calendar of WKU 2020 Spring  (retrieved in Feb,, 11, 2020:  http://www.wku.edu.cn/en/academics/academic-calendar/)

 

Feb. 04, 2020

In responding to the situation, Kean USA and WKU setup several principles. (Feb. 04, 2020: Brief from WKU CBPM Dean Dr. Cao Jiang) 

1. Student and faculty health and security come first. Currently, we have a government mandate not to start the spring semester by 3/1. The actual start will be determined by Kean USA pending the virus situation.

2. At the meantime we must serve our students, particularly graduating seniors who need to start to work or attend graduate school in June. 

3. As such we must prepare to start online delivery on Feb 24, and ready to deliver 5 weeks' worth of content (Mar. 27, 2020) in the next three weeks, and hope the epidemic is under control so we can resume in-classroom teaching at the earliest possible time. Otherwise, we have to be ready for full-semester online delivery.

4. Many business courses already have Blackboard (BB) online modules ready to go, while others need to be developed as we go. All faculty will receive extensive BB training. 

5. At the meantime, please do NOT send students traditional syllabi until future communications from Eric, because of their difference with online version syllabi. 

 

Feb. 10, 2020

Kean Online Team organized the "Kick-off meeting" Monday, Feb. 10th @ 8AM (EST) to help Online course developers to initiate online course development to ensure world-class education in the epidemic situation in WKU. 

 

Online Course Developer's Guide Orientation (course)

https://blackboard.kean.edu/courses/1/2020SU_ODC_WKU16/content/_1227133_1/index_lms_html5.html

 

Course Structure of Kean Online Course

 

Unit 1: Design (Sample of Learning Activities) 

Please complete the "Online Course Developer" Guide Orientation Online course! 

 

Go to Developer Resources: You can get almost all necessary templates and resources to develop an online course. 

You may complete five documents and Upload them to the relevant Blackboard folders: 

1. Course Map (Feb. 10)

2. Unit 1 Map (Feb. 12)

3. Unit 2-8 Map (Feb. 14)

4. Unit 9-16 Map (Feb. 16)

3. Syllabus (Feb. 16)

 


 

Templates are here: 

Course Map Sample_2020_WKU16.docx
0.21MB
Syllabus Part A Sample_2020_WKU16.docx
0.07MB
Unit Map 1 Sample_2020_WKU16(1).docx
0.05MB

 

 

 

Feb. 11, 2020 (Course Map Development)

Course Map Completion: All course developers of WKU CBPM worked on providing the course map of each course by Feb. 10, 2020 (EST)

Sample: MGS3032: Organizational Behavior Course Map. 

20200210_MGS3032_Course Map_2020_WKU16_Choi_Ver2_Black.docx
0.21MB

 

At WeChat (Chinese Social Media) Group, all WKU CBPM faculty members (except Dr. Sven Dahms for the technical problem) were working together to build online courses. 

 

Feb. 12, 2020 (Unit 1 Development)

Unit 1 sample. 

 

Feb. 14, 2020 (Unit 2-8 Development)

 

21 WKU CBPM Faculty Members, Dean of WKU CBPM, and a Staff (Ms. Wang Yang) are organized as a Group at WeChat (Chinese Social Network Service) for collaboration of Online course development. 

 

Feb. 16, 2020 (Unit 2-8 Development)

Uni 9-16 

Sample of Dr. Rob Majerison (MGS4010, Operations Management)

MGS4010_U1-16_OpsMgt.pdf
0.78MB

 

Feb. 16, 2020 (Online Course Syllabus Development)

Online Course Syllabus Development

 

Please be sure that all grades are marked in a proper way. 

 

Feb. 17, 2020: Online Training Starts (for Instructors)

In Feb. 17 (Monday, 12:01AM, Eastern Time), All faculty members who are engaging in Online course teaching start the Three Online Courses. 

1. WKU Online Faculty Training (Spring 2020)

2. WKU Online Student Orientation

3. KOFT_WKU_ITS

 

To complete these three online courses, 

First, Go to www.kean.edu 

Second, Scroll over QUICKLINKS

Third, Click Blackboard

Fourth, Login with your kean.edu ID/Password (not wku ID/pwd)

 

Once online course instructors login to the Kean Blackboard, You can see Blackboard dashboard. 

Click course, and they can find out three assigned Online Training course 

Completion of three online courses are necessary for all WKU Online course instructors and teachers between Feb. 17 ~ 19, 2020. (by Wednesday, Feb. 19th, 11:59PM US EST). 

Feb. 19-20, 2020: Online Training (for Instructors)

1. Online Developer Course

 

2. Online Faculty Training

 

3. Online Student Training

 

4. KOFT Online Faculty Training

 

Mutual Understanding of "Two Certificates of Kean Online Course Development & Training" between WKU CBPM and Kean Online Team. 

Example of Kean Online Faculty Training

 

Feb. 23, 2020: All online courses were reconstructed for a technical reason.

 Technical Format! 

 

Feb. 24, 2020: A compromise of course teaching at Online ( CJ and Jerry).

Agreement of Understanding (No structural change).

But, individual instructors have contents change and grading authority with appropriate evidences (inside / outside of Blackboard).  

Feb. 24, 2020: The First Online Teaching day (WKU)

Blackboard Live Session Works fine. 

Once recorded, instructors can share the recorded video like this. 

 

Feb. 24, 2020: Live Session Scheduling by Repeat Function

Blackboard Live Session Scheduling

 

Feb. 25, 2020: Grading Policy Chaos

Blackboard Live Session Scheduling

Responding to the Email from WKU Online Tech (WKU Online Faculty Training Spring 2020: Updates from the Leadership Team; WKU Online Tech - wkuonlinetech@kean.edu <do-not-reply@blackboard.com>; 12:17 AM),

These questions were raised (by Dr. Jerry Choi)

1. Instructors do not have any Grading authority at all? Why not?

2. I still do not understand why students and instructors must suffer from totally complicated DQ writing and grading. Can instructors have the full authority of grading? 

3. Unavailable students must be contacted by instructor, Not administrators? Why? 

4. Should we make two (2 hours) Live session per Unit? What is that mean? 

5. Instructors have or do not have the Class pace (speed) management or not? 

Should we complete each Units according to Kean Online Team? 

Then, what is the schedule of Unit completion?

 

 

Feb. 28, 2020: WKU Online Academic Leadership Team addressed several issues

From WKU Online Academic Leadership Team

From: WKU Online Tech - wkuonlinetech@kean.edu <do-not-reply@blackboard.com>
Date: Wed, Feb 26, 2020 at 7:41 AM
Subject: WKU Online Faculty Training Spring 2020: Copy of email sent to students - February 25th
To: 

더보기

For your information this email was just sent to all WKU students.  It is important that you understand how student concerns are being addressed.

____________________________________________________________________

Dear WKU Students,

We wanted to clarify some concerns that some of you have expressed.  They are valid concerns and we are glad for the opportunity to address them. 

Time Zone

All graded activities including discussions and assignments will go by US EST as this is how Blackboard is configured. This means that an assignment that is due Sunday at 11:59pm US EST this would equate to Monday at 12:59pm Beijing Time.  If your first post to the unit’s discussion question is due by Tuesday at 11:59pm US EST this equates to Wednesday 12:59pm.  There is a 13 hour difference.

Discussion Boards and Rubric

Discussions are very important learning activities in an online course.  They represent conversations that would happen in a typical face to face course.  In order to make the conversations as beneficial as possible so that everyone can learn from each other there are several important guidelines.  To earn full credit for work inside of the discussions in each unit the following elements are considered:

  1. Did the student post his/her initial response to the discussion question (DQ) by the second day of the unit which for Unit 1 is Tuesday at 11:59pm US EST.  The discussions are not tied to the live sessions.  You can start your responses before the live session happens. Please consult the Course Dates document in Course Information which lets you know what is due on every day of the semester for exact dates. (Timeliness)
  2. Was the student response to the initial question posted by the faculty member a good response?  Did it answer the questions? Did the student support their arguments with facts found in the readings or elsewhere? This shows the faculty member that you have been really thinking about the topics.  Please note that in most cases there is no right or wrong.  This is more about effort.  (Quality) 
  3. Did the student participate fully in the conversations?  Conversations are meant to happen throughout the entire duration of the unit.  For Unit 1 this is seven days from Monday to Sunday.  It is up the student to decide which days he/she will participate on as long as the first post is done by the second day of the unit.   For example a student can post on Tuesday (the initial response) and Wednesday and Friday.  Another example is a student posts the initial response on Monday but interacts with others on Saturday and Sunday.    Students have flexibility on what days they post.  (Frequency)
  4. Did the student respond to five peers/the instructors during the unit? Discussions are meant to be highly interactive.  This is where you can show what you know and learn from each other including the faculty.  You are required to respond to five peers throughout the unit.  Remember these are conversations similar to what you would have as if you were in person.  You are simply talking (writing) to each other.  (Interactivity)


Each discussion question is worth 15 points per week and you will be evaluated based upon the factors noted above.  You should work with your faculty member to make sure that you are on track with meeting these requirements.  The rubric (assessment criteria) that is being used is attached. 

Assignments

In each online course you will find at least one assignment per unit.  You should begin working on your assignment(s) as soon as the units open.  Your assignments are not connected to when the Live Sessions happen.  Communicate with your individual course faculty member regarding assignment requirements and grading related issues.

Workload

Online courses are built to be equivalent to face to face courses in terms of workload.  They have the same learning objectives and required number of hours associated them.  Your faculty built your courses taking these factors into consideration.

For a three credit course, there are three hours of work within Blackboard per unit.  This is equivalent to the three hours that you spend inside of a classroom.  How this equates in Blackboard is 1 hour for the Live Session, 1.5 hours for discussions (DQs) and .5 hours for navigation (moving around the unit). 

In a typical face to face students are recommended to spend 2-3 hours for every credit taken doing things like homework and readings.  For a three credit course this means 6-9 hours of work outside of the classroom.  In our online courses we expect the same. 

So when you take into account what happens inside of Blackboard and outside of Blackboard this means 9-12 hours per unit of work is to be completed.  For some students it could be less and for some it could mean more.  This is a range. 

Time Management

Based upon the amount of hours you need to spend in your courses and the work you have to complete Time Management is super important for your success.  There is no room for waiting until the last minute to complete any of the planned activities.   It is important for you to stay ahead of your work and if you need assistance from your faculty member ask for it right away.  Your faculty member might not know you are struggling until you tell them.  Don’t wait until the last minute in a unit to express your concerns.  Make sure to begin your work in a unit as soon as it starts.

Contacting Faculty

Your faculty understand the importance of communicating with you.  In each course there are several ways for you to reach them including “Ask the Instructor” for general questions, “Messages” for private questions and “Live Sessions”.  Faculty members have been asked to respond to your concerns within 24 hours.  They need to be your first point of contact on anything related to your coursework.

If you feel that you are not getting the responses you need to continue your work and meet your deadlines then you should reach out to your Dean.   Below is a listing of those Deans who have been given access to your courses, for monitoring and assessment, for you to contact if this happens:

Dean Cao Jiang, College of Business and Public Management

Dean Raquel Stuart, College of Liberal Arts

Dean Larry Brown, College Science and Technology

Dean David Mohney, Michael Graves College, Architecture

Associate Dean Rose Gonnella, Michael Graves College, Design

Live Sessions/Connectivity

In each unit of the course your faculty member will be providing a 1 hour live session.  While attending the live session is suggested it is not required because it is recorded.  We recognize that many students are taking multiples courses and this could create conflicts.  It is up the student which live session he/she will/can attend.  Attendance during these live session is not taken and it does not factor in the grades.  If you have connectivity issues during the session you rest easy knowing that your session has been recorded.  Your faculty member will provide for you in the announcements a link to the sessions as they have been recorded. 

Grading

Grading will not happen until the unit it over.  The first unit ends on Sunday March 1st so do not expect grades right away. Grading for each unit needs to be completed by the faculty five days after the unit has ended.  Keep in touch with your faculty member via Messages regarding any grading issues you have about your grades.

 

We realize that online learning in such a structured environment is new to many of you.   We encourage you to work with your faculty to help you progress through your courses.  In the meantime we will continue to listen to your concerns and provide any explanations necessary so that you can be successful.  Your faculty will also be provided with a copy of this letter so that they are aware of what you have been told. 

We wish you a great semester!

WKU Online Academic Leadership Team

 

This is an example of a Guide for Discussion questions (DQ) and Assignment for simple and efficient completion of course tasks. 

 

 

 

 

 

 

 

 

Posted by Jeonghwan Choi

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Kean University starts using a new Course Evaluation system (campuslabs.com) from 2019 Fall. 

And WKU CBPM faculty members need to use the brand new course evaluation system. 

This is a short guide for our faculty members. 


Please Log-in with your Kean ID without @kean.edu. 

https://kean.campuslabs.com/faculty/   

If you input @kean.edu, you will get this error message. Please input your kean ID without @kean.edu. 

 

If you log-in you can see your courses. 

 

Please get the Direct Link(s) and Copy. 

 

Send an encouragement Email to students who enrolled each course! 

 

The school recommends us to exercise this strategy to ensure students' participation. 

  1. Set a date to allow students to take the online course evaluation survey in class

  2. Notify your students of the date in advance and ask them to bring a laptop, tablet or smartphone to class to take the survey electronically

  3. Email them the link to your course evaluation (you can get it from your Course Evaluations site)

 

Then, we can get course evaluations from students.

Reporting methods will be updated. :

 

by Jeonghwan (Jerry) Choi, 

Program coordinator, MGM/MKT/GBUS Department

College of Business & Public Management

Kean University (Wenzhou)

Posted by Jeonghwan Choi

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In Kean USA and Kean Wenzhou, there is Academic Early Alert (previously known as Midterm Progress Reports) which needs to be performed by instructors of every course in a regular semester(s). 

The purpose of this practice is to help students getting the necessary supports to complete the course successfully.  

Every instructor needs to carefully report and suggest necessary interventions to help students. 

Here are processes that how an instructor can report the Academic Early Alerts. 

1. Please go to KeanWise system (www.kean.edu) and log-in with Faculty ID/PWD

2. Go to Academic Early Alerts 

 

3. Choose the course term and campus

4. Provide appropriate grade, action or suggestion for every student.  

5. Report it, and that is it. 

6. Continually give students your attention to make them completing your course successfully. 

 

========================

2019. 10. 17, Document created. 

 

Posted by Jeonghwan Choi

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International Social Entrepreneurship Research Colloquium (Kean USA - Wenzhou Kean University). 

The purpose of International Social Entrepreneurship Research Colloquium at the College of Business and Public Management, Kean (Union, USA & Wenzhou, China) is to create new knowledge of 'Social Entrepreneurship.' 

Social entrepreneurship is an approach by start-up companies and entrepreneurs, in which they develop, fund and implement solutions to social, cultural, or environmental issues. A social entrepreneur creates and operates a social enterprise that is an organization that applies business strategies to maximize improvements in financial, social and environmental well-being through social impact. Social impact is the net effect of an activity on the social fabric of the community and the well-being of individuals and families. 

The research colloquium addresses these research inquiries:  

  • What does drive social entrepreneurship? 

  • How to develop social entrepreneurs? 

  • What does strategic intervention or policy create a mass-scale social impact?

  • How can we transform 'cultural, social, and human' assets into social values? 

  • What managerial applications boost social innovation? 

  • What are the commonalities and differences between American and Chinese social enterprises and social entrepreneurs? 

The research colloquium disseminates research outcomes at academic journals, academic or professional conferences, classroom teachings, mass-media, and social network services to create social impacts.  

 

Contacts: 

Coordinator at Kean USA: Dr. Bok Gyo Jeong (bjeong@kean.edu)

Coordinator at Wenzhou-Kean: Dr. Jeonghwan (Jerry) Choi (jechoi@kean.edu) 

 

The research colloquium is affiliated and sponsored by the College of Business and Public Management, Kean USA (https://www.kean.edu/academics/college-business-and-public-managemen), Wenzhou-Kean University http://www.wku.edu.cn/en/cbpm/, and the Center for Social Enterprise and Charity at WKU (CSEC, https://leadershipcenter.tistory.com/475). 

 

References:  

 


INTRODUCTION OF INTERNATIONAL SOCIAL ENTREPRENEURSHIP RESEARCH COLLOQUIUM (KUSA-WKU)

 

 

 

 

 

 

 

 

 

Researcher Profile: 

Kean USA

Coordinator: Dr. Bok Gyo Jeong

Research Field: Social Entrepreneurship, Nonprofit Management, Public Administration, and Inter-organizational Collaboration

Quantitative & Qualitative Research; Survey Study, SPSS, Stata, Social Network Analysis (UCINet), Atlas.ti 

Dr. Valerie Vaccaro

Research Field: Marketing Strategy, Social Entrepreneurship Education, Cause Marketing, Consumer Value Analysis, 

Marketing Research & Behavioral Study; Qualitative Analysis, Content Analysis

Dr. Kihwan Kim

Research Field: Innovation Behavior, Creativity, Leadership Study, Social Entrepreneurship Education; Self-Efficacy; Emotional Intelligence 

Quantitative Research, Mixed Method, SPSS, Structural Equation Modeling (AMOS), Smart-PLS, Path Analysis, Survey Study

 

Wenzhou-Kean, China

Coordinator: Dr. Jeonghwan (Jerry) Choi

Research Field: Human Resource Development; Social Entrepreneur Education; Motivation Study; Entrepreneurial Behavioral Study. 

Quantitative Research; Survey Study, Stata, Structural Equation Modeling, Hierarchical Linear Modeling 

Dr. Rob Kim Majerison

Research Field: Global Social Enterprise Development; SME Development. 

Qualitative Research: Contents Analysis

Dr. Sookyoung (Soo) Lee

Research Field: Organizational Theory; Social Perception / Impression management; CSR & Social Impact; Corporate Governance 

Quantitative Research: Panel Data Analysis, Event Study, Multinomial Logit, Content Analysis, R, UCInet, python

 

 

 

 


RESEARCH: 

Ongoing Research Project

What does drive 'Social Entrepreneurial Intention'? 

 

 

Journal Articles: 

Choi, J., An, R., Zhao, J., Mao, X., & He, L. (2018). Developing software piracy free organization: A case of an American business school in China. International Journal of Business & Applied Science, Vol. 7 No. 2, pp. 15-37, http://ijbas.com/wp-content/uploads/2018/10/Vol7No2_Paper-2_Choi-et-al._Developing-Software-Piracy-Free-Organization-in-China.pdf (Published, Oct. 15, 2018). 

Yam B. LimbuC. JayachandranChristopher McKinleyJeonghwan Choi, (2018) "Exploring how structural and cognitive social capital influence preventive health behavior: Evidence from a Bottom of the Pyramid (BoP) population", Health Education, Vol. 118 Issue: 5, pp.370-385,   [SSCI, Impact Factor 1.00], Feb. 22, 2018

Choi, J., Jeong, S., & Kehoe, C. (2012). Women in entrepreneurship education in US higher education. Journal of Business Diversity, 12(2), 11-26. 

 

Conference Proceeding: 

Choi J. (2018). Developing Piracy Software Free Organization: A Case of American Business School in China, The 17th International Asian Conference of the Academy of Human Resource Development, Nov. 08 ~ 10, 2018. The Sukosol, Thailand.

Choi, J, Long Y., Yu, J. (2018). Gender Difference in Technology Acceptance: Evidence from China, The 15th International Conference of the Society for Global Business & Economic Development (SGBED). June 08-10, UIBE, Beijing, China

Choi, J, An R., Zhao J., Mao, X., He L., (2017). Diffusion of Legal Software Use on Campus (Poster & Presentation), Kean Research Day Conference, Union / NJ, USA & Wenzhou / China. April 29, 2017.

Valerie Vaccaro (2014), An Analysis of Global Cultural Consumer Values and Diffusion of Innovation Theory Characteristics for Successful Marketing Strategies of a For-Profit Social Entrepreneur, IMRA-Kean International Conference, New Jersey, USA, May 30, 2014. 

SocialEnterpriseIMRAVaccaro514.pdf
2.35MB

Valerie Vaccaro (2008), Cause Marketing Partnerships, Diffusion of Breast Cancer Awareness & the Komen Case, https://www.researchgate.net/publication/30387339_Cause_Marketing_Partnerships_Diffusion_of_Breast_Cancer_Awareness_the_Komen_Case,

 

 

Curriculum and Teaching: 

MGS3360: Social Entrepreneurship (undergraduate course) at Kean USA by Dr. Valerie Vaccaro

 

 

Invite Lecture; Guest Speaker: 

TBA

 


ACTIVITIES: 

Dr. Valeri Vaccaro (July, 2016), Bombas CEO shares insights with Kean students

https://www.slideshare.net/slideshow/embed_code/key/5s7o5Ub4Kd6sHr

Dr. Valerie Vaccaro (Spring 2014), Social Entrepreneur Marketing Project Inspires Kean Students to "BEE Better"

https://www.slideshare.net/slideshow/embed_code/key/5s7o5Ub4Kd6sHr

Dr. Jeonghwan Choi (Oct, 2012). 'Currency for Local Merchants Unveiled

https://www.news-gazette.com/news/currency-for-local-merchants-unveiled/article_47d66607-e5ef-5b07-ab21-6e5ce6862b77.html

 

 


Mass-media Exposure (News Paper; TV) 

 

 


Social Media Contents: 

 

 

 


Chronological Archive: 

2019. 11.18: Research Progress Meeting between Kean USA & WKU 

 

2019. 10.04: Update Kean USA coordinator information & Researcher profiles. 

2019. 10. 02: Joining Six researchers (KUSA: Coordinator - Dr. Kim, Kihwan; Dr. Valerie Vaccaro; Dr. Jeong, Bok-Gyo ::  WKU: Coordinator - Dr. Choi, Jeonghwan; Dr. Rob Majerison; Dr. Lee, Sookyoung)

2019. 10. 01: Approval from WKU CBPM Dean (Dr. CJ) for the initiative

2019. 10.01: Proposing Social Entrepreneurship Research Colloquium Initiative; Collaborating with the Center for Social Enterprise & Charity at WKU. 

2019. 09.30: Research Collaboration Talk (between Dr. Kim at KUSA and Dr. Choi at WKU)

 

Posted by Jeonghwan Choi

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How to Transfer Money from Wenzhou-Kean University (China) to (foreign) Home? 

 

From Sept. 01, 2019, Wenzhou-Kean University (WKU) directly deposits salary of (foreign) faculty members on 'Chinese Bank Account'. 

 

Transferring money from China to (foreign) home is becoming faculty members' responsibility. 

 

Monthly, two Chinese banks (ICBC and Bank of China) will come to campus and help WKU's foreign faculty members transferring money. But WKU faculty members need to be prepared to transfer money from a Chinese bank account to a foreign bank account. 

 

Here is a possible 'practice' to manage and to make international money transfer smoothly. 

 

1. Make a primary account that has no 'International Money Transfer' limit. 

 

China strictly controls 'international money transfer' especially from China to a foreign country. You need to open a primary account that has 'no international money transfer' at your Chinese domestic bank. You need to bring a few numbers of documents (such as Passport, Tax Record from the school's finance department, and Chinese domestic phone number) to open the account. 

 

 

You may need to visit the bank physically at least one time to make the 'No Limit' primary account. 

 

Here is the information of ICBC location. 

 

 

Address: No. 99 Xiangyuan Road, Wenzhou

Tel: 0577-8887-7878

 

 

 

2. You can make a secondary account (10,000 RMB limited international money transfer) of living in China. 

 

Separating international money transfer account from living expenses account can help us to manage money better. The living expense secondar card can be used to pay Chinese domestic expenses (e.g. Alipay, Taobao, WeChat pay). When you come to your Chinese Bank, you can make a primary and a secondary account at the same time. And you can manage 'International Money Transfer Account' and 'Domestic transaction Account' separately. 

 

 

3. Transfer your salary to your home account (monthly or whatever you want) when Chinese bank comes to WKU campus. 

Necessary Documents: 

Living in China and transferring money to (foreign) home is not an easy task, but it can be done smoothly if we can work together. 

 

Best regards,

Jeonghwan (Jerry) Choi, PhD, MBA, ME

--

Program Coordinator & Assistant Professor

Department of Management, Marketing and International Business

College of Business and Public Management

Kean University (Wenzhou, China)

Tel.: (+86 577) 5587-0731

E-mail: jechoi@kean.edu 

 

 

 

 

 

Posted by Jeonghwan Choi

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Welcome to Wenzhou-Kean University, College of Business & Public Management

 

WKU CBPM's mission is to provide a high quality, practically-oriented education for demographically, economically, and culturally-diverse student in a nurturing atmosphere. 

 

The WKU CBPM's vision is to prepare CBPM graduates for rewarding careers in variety of managerial and leadership capacities in the private, non-profit, and public sectors in global settings. 

 

 

WKU CBPM is structured with three college majors (Accounting, Finance, and Management/MKT/GBUS). 

 

 

Our mission and vision are achieved by faculty, staff, and students' full engagement in education, scholarship, and outreach. We, WKU CBPM membres, are proactively involving in five venues with inter- and intra-domains. 

 

CBPM Faculty members are expected to perform excellent teaching, College and community services, and Compliances to school policy and practice. 

 


CBPM Location: 

 

Address:

 

CBPM Building, Wenzhou-Kean University, 88 Daxue Rd, Ouhai, Wenzhou, Zhejiang Province, China 325060

中国浙江省温州市瓯海区大学路88号 CBPM B209, 邮政编码:325060

 

 

Urgent Contact

 

One-Stop Service:

Tel:  + 86 0577 5587 0707

Email:  facultyhelpdesk@wku.edu.cn

 

CBPM Office: 

 

WKU HR Staff: 

 

Hiring Process: Rainie, Huang Jiarui (huangjiarui@wku.edu.cn, Training Building A217)

 

Flight, Transportation, Salary: Emerald, Yu Miaomiao (yumiaomiao@wku.edu.cn,  Training Building, A217) 

 

Faculty Housing: Chelsea, Hu Chunchun (huchunchun@wku.edu.cn, Training Building A217)

 

 


Relocation Guide

 

1. Acceptance Letter, Visa Update, and HR issue: Please contact WKU HR Staff members. 

 

2. Faculty housing: There are three faculty housing options (XTY, Chashan, and Campus housing):  CBPM would like to recommend Campus housing as the best option because of tough CBPM teaching schedules. And Chashan can be another option. XTY is not recommendable for long commuting. 

 

3. Mobile Phone and WeChat: No mobile phone / WeChat means not life in China. Please immediately get a Mobile phone simcard at WKU HR (One-stop service or Rainie) can help you.  Please remember China has many restrictions in using Google, Facebook, and many outside IT services. 

 

4. Bank Account: Please open a Chinse Bank Account (ICBC Bank) as soon as possible to deposit transition expense and to get or transfer your salary. (One-stop service can help you. You may need to bring Passport, Visa, Work permit documents to open a bank account. 

 

5. IT Services: You will get a laptop from IT department when you come to campus. Please contact IT Guy in CBPM Building (5th floor in CBPM). You must get an Email (xxxx@kean.edu & xxxx@wku.edu.cn). Definitely, you must have kean.edu Email to use Blackboard (Learning Management System) for teaching and communication. (One-stop service and IT guy will help you.) 

 

6. TaoBao for Shopping: As soon as you get a mobile and Bank account, please install TaoBao (Alibaba) or Jingdong (JD.com) services for shopping. One-stop service can help you. 

 

7. Mentor: If you need any other practical support, please define a mentor out of a CBPM faculty to get practical help. 

 


 

 

2019. 08. 05: Initially documented by Dr. Jeonghwan Jerry Choi

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Global Practicum Project, 2019: Impact Investing and Social Enterprise: Co-creating the public value for people, community, and the world. 

In 2019, thirteen Kean University business major students from New Jersey, USA and Wenzhou, China were hired as business consultants by the OneHRT (http://www.oht168.com) – a workforce management company at Wenzhou, China. 

The mission of the business consulting project was to identify new business opportunity; to suggest strategic options of Wenzhou Institute of Charity and Public Welfare – a branch of OneHRT enterprise. 

 

June 06, 2019: Site Visit

A Global Practicum consulting team made a site visiting at OneHRT, Wenzhou, China. We were kindly welcomed by the OneHRT company. We visited two sites, and we could get basic understandings about the company throughout observation, Q&A, and intensive communication.

 

June 07 ~ 20, 2018: Consulting Process & Bloomberg Terminal @WKU
The consulting team learned about the consulting processes and basic tools. Four teams were formulated to investigate the impact investing and social enterprise leaders. 

 

 

Business consulting teams completed:

  • Identified managerial issues of the company

  • Defined a managerial problem

  • Conducted external analysis of impact investing and social enterprise  industry

  • Conducted internal analysis of the company

  • Formulated and suggested strategic options 

  • Provided action plans to implement strategy


Particularly consulting teams completed Benchmarking analysis of 24 Global and Domestic impact investing corporation and social enterprise foundations in the perspectives of: 

  • Leadership profiles

  • Mission/ Vision / Value

  • Brief Growth History

  • Services / Brand

  • Size & Operation

  • Brief financial outcomes

  • Profitability analysis

  • Key success factor

  • Recent growth strategy

  • SWOT analysis

 

 

Adding to the Benchmarking analysis, the Consulting team applied Semantic Approach and multiple Statistical Analysis techniques to address the research question of "What factors and How much they make influences on social entrepreneurial intention of business college graduates?".  

 

 

Based on these rigorous research and investigation, she proposed five strategies and 15 practical suggestions for the client. Three suggestions were immediately implemented at OneHRT (e.g. Bubble Drink Day for Social Good; Job training for Bottom-of-Pyramid people; and Plogging initiative). 

 

Final Presentation (June 27, 2019)

13 consultants successfully delivered the consulting outcome and clients were impressed on the high quality of the consulting results. The client would take actions to implement the proposed strategies.

Final Presentation Part. 1

Final Presentation Part. 2

 

 

 

 

 

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Executive Summary:

The College of Busines & Public Management (CBPM) Social Media Lab at Kean University (Wenzhou) will be archiving, disseminating, and resonating the Business College's research, teaching, and school activities via Social Media. The studio plays a central role in creating "contents."

CBPM Social Media Lab is equipped with Three main video cameras; one HD digital camcorder; two digital cameras; five directional microphone; Chroma Key screens (Blue, White, Green); A/V converter; Two large LCD screens; Multiple LCD Lights; Two computers for editing.

Business students and faculty members will create key contents such as Micro-courses, MooC, Career coaching/mentoring/advising, Online off-class video, Business Talk Podcast, Business Plans, Global experiences, and campus life in English.

WKU CBPM Social Media Lab will disseminate contents through social network services such as Youtube channel; Bilibili; Facebook; Instagram; WeChat.

 


 

BACKGROUND & PROBLEM

College of Business and Public Management wants to archive and disseminate the school’s activities and knowledge to resonate with stakeholders and communities. 

A social media strategy is necessary to share the new knowledge; to show-up the CBPM college in the general public; to marketize creative business ideas. Many prominent business schools actively use social media to archive, disseminate their new knowledge. Also, they connect and expand social networks via social media. Exercising the One-Source-Multi-Use (OSMU) strategy via social media can help WKU CBPM achieving the school’s mission of providing the best education; scholarship, and outreach services for students and community.  


SUGGESTION

Affiliated with WKU’s Media Center, establishing the CBPM social media lab can successfully apply the OSMU strategy. CBPM Social Media Lab operates as a self-organizing entity under the CBPM and Media Center’s guide.  

 

 

 

 

 

 

 

 

 

Youtube channel of CBPM Social Media Lab

https://www.youtube.com/channel/UCP6yJdq41wyfzZu1Kpu47xg

Introduction of WKU CBPM Video at the Social Media Lab Youtube Channel. 

 


Grand Opening Ceremony (Nov. 08, 2019)

 

 

Introduction of CBPM Social Media Lab

 


In Dec. 13, 2019, CBPM Social Media Lab invite membership to structure Producing team; Contents creation team, and Marketing/PR team. 

Nine applicants showed keen interests in operating the CBPM social media lab, and the lab invited their creative ideas to produce quality 'contents'. 

 

 


2019. 12. 13: Invitation of founding Membership. 

2019. 11. 08: Grand Opening Ceremony

2019. 10. 21: Added Youtube Channel Information

2019. 08.02: Updated Executive Summary & Studio Pictures

2019. 06.08: Updated strategies of contents creation according to the new Kean policy and strategy

2019. 04. 25: Published initially. 

 

 

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BACKGROUND & PROBLEM

“Doing the right thing!” is getting more crucial to maintaining an organization’s survival and success through keeping reputation; attracting, retaining, and engaging key personnel; and cultivating loyalty among key stakeholders. A social enterprise is an organization that applies business strategies to maximize improvements in financial, social and environmental well-being through social impact. The impact investment emerges as a commitment to generate a measurable beneficial financial, social, or environmental impact. Currently, more than 114 billion USD from 208 impact investors is operating as impact investing (GIIN, 2017). Impact investment in Asia is in the burgeoning stage. Many Asian impact investment funds suffer from finding investment opportunities and exercising exit strategy. Chinese investors give special attention to Impact investment recently. However, there are a few challenges to build impact investment ecosystem in China. 

THE NEED OF CENTER FOR SOCIAL ENTERPRISE AND CHARITY

An integrative collaboration among University-Industry-Government (Triple Helix) is necessary to meet the needs of education, synergy, and opportunity for impact investment. A hub is necessary to orchestrate and synergize academic, industrial, and governmental endeavors for social innovation through impact investment. 
WKU is proposing the “Center for Social Enterprise and Charity (CSEC)”

WHY CSEC IN CBPM?

Aligning with the College’s mission of ’Providing high quality education, research, and outreach services’, WKU CBPM actively engages in community business and talent development for public value creation. 

CSEC in WKU CBPM would restructure college activities including research, education, and community engagement to vitalize social enterprise actions. 
CSEC in WKU CBPM will be organized with the best experts of the social enterprise field of study, and it will synergize the university resources to serve public value creation. 
CSEC will provide the best quality of consulting, education, global network services for impact investors (particularly in Wenzhou area) CSEC will be serving new knowledge for the Government to help to establish the best public policy for social enterprise. Also, CSEC will provide the strategic consulting service in operating the Wenzhou Charity Federation (温州市慈善总会). 

SUMMARY

Establishing the CSEC (Center for Social Enterprise and Charity) in WKU CBPM will integrate and synergize Governmental, Academic, and Industrial actions of impact investment that aim to creating public value for people, community, and the world.  

For more detail information, please see the following Proposal.

April, 2019

 

 


Dr. Yan (at HKST) published an article of "The Rise of Socially Responsible Investment Funds" at the ASQ journal (Administrative Science Quarterly 2019, Vol. 64(2)466–501, 10.1177/0001839218773324, Impact Factor: 5.4) 

He demonstrated the inverted U-shape relationship between Socially Responsible Fund (data from Bloomberg FSRC, SRI category) and Prevalence of Financial Logic (Proportion of the workforce employed in the financial sector). The inverted U-shape relationship is moderated by a few variables like Union, Religion, Green policy. 

The article may give us a direction - Impact Investment (Socially Responsibly Fund) is rising in the management field of study. 

In the article of "Morality" by Curry, a question rises. 

Does the recent rise of socially responsible fund or social enterprise come from the increasing the awareness of people's morality?   

Simply, does the more moral people invest in the socially responsible actions (fund or enterprise)? 

Because the Morality-As-Cooperation concept is emerged quite recently (Harvard, Chicago, Oxford University collaborate the study), there is no attempt to investigating the relationship between Morality & Social Entrepreneurship. Probably, we can fill this gap. 

The final Besharov's book review of "Innovation and Scaling for Impact" may give us a casual understanding about Social enterprise and Impact Investing. 

All things integrating, CSEC can explore a new venue in Social entrepreneurship studies in the perspective of Financial, International management, Human Resources, and Managerial practices, and Sustainability. 

May 16, 2019


 

=================================

 


Sept. 23, 2019.  Donating 2,500 RMB to IAC (Institute of Academic Center, affiliated with IAIC) for Management/Marketing Day event. 

 

Oct. 15, 2019: Approval of CSEC Establishment

 

 

 

=============

2019. 10. 15: CSEC Approval from WKU

2019, 09. 23: Added the Donation Activity

2019. 04.26: Added the contents of writing. 

2019. 04. 23: Initially published

 

 

 

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WKU CBPM Project Based Learning (PBL) Initiative



The purpose of WKU CBPM Project Based Learning (PBL) Initiative is to provide the experiential learning opportunities for WKU CBPM students through addressing the real business problems and cases from Wenzhou businesses. 

Detail processes of exercising the WKU CBPM PBL are: 

1. OHT coordinator recruits and summarizes potential clients who would like to solve their real business problems. 

2. CBPM PBL coordinator recruits and summarizes potential classes that can address the real business problems from clients. 

3. CBPM classes make visits to client(s) to make an initial contract for consulting project. 

4. CBPM classes and clients conduct consulting projects together



Potential Clients & Projects


Company Name: 

Wenzhou Yixiang Culture Media Co., Ltd.

Company Profile: 

The business scope: celebration class, company features event exhibition, balloon craft, balloon entrepreneurship training, etc.

Problem that needs to be addressed: 

A series of problems with the expansion of the team, the promotion of employees, the setting of salary, and the expansion of business.


Company Name: 

Wenzhou Aunt Tribe Family Service Co., Ltd.

Company Profile: 

Based on school training and family service company, combined with family service company. Business philosophy: integrity-based. We are dedicated to the Chinese family to deliver professional, high-quality good aunt.

Problem that needs to be addressed: 

1. Enrollment is difficult

2, brand promotion is difficult

3. How can we better retain students after training?


Company Name: 

Wenzhou Human Resources Network

Company Profile: 

Wenzhou Human Resources Network was established in 2003 and is the earliest established online recruitment platform in Wenzhou.

In the 15 years, there have been a large number of user groups and good customer reputation.

The overall human resources market has changed dramatically in 2018. First of all, the large-scale outflow of labor-intensive small and micro enterprises in Wenzhou is accompanied by the loss of workers. Second, the rapid development of Hangzhou, Ningbo and other places, the charm of the city attracts young people to work and start businesses. In contrast, Wenzhou's quality talents can't stay, and they can't get in. Third, due to the aging of the Wenzhou Human Resources Network brand, the market investment has decreased, and the overall brand influence is not as good as the recent national websites, such as 58 City, Zhilian Recruitment, and Boss.

Problem that needs to be addressed: 

1. Brand aging: How to add youthful vitality to the intrinsic brand and attract the attention of young users.

2. App promotion: In order to optimize the product system of Wenzhou Human Resources Network, the Wenzhou Human Resources Network app will be launched in 2019, how to complete the user conversion of the existing channels and the attention of new users.

3, Wenzhou's overall talent market is sluggish, but Wenzhou still has a large number of private enterprise demand for useful people, and will meet the shortage of talent supply by expanding the surrounding market. The brand image setting and promotion methods for external market expansion.


Company Name: 

WKU Maker Space

Company Profile: 

Founded in 2016, WKU Maker Space is an international innovation and entrepreneurial platform established in Wenzhou Kenn University. It is operated and developed by Wenzhou Yuanda Entrepreneurship Service Co., Ltd., and has now won the title of municipal-level Maker Space. This space aims to create an open, free and diversified Maker space in combination with Wenken's international advantages, brand resources and professional service capabilities in the field of entrepreneurial services, for entrepreneurial ideas, entrepreneurial dreams and entrepreneurial projects. Entrepreneurship education and services are provided to students. A plurality of functional areas such as a joint office area, a project road show hall, a maker exchange area, and a project display area are respectively set in the space area. It is mainly aimed at the makers with an international vision, and adopts flexible office methods to inspire the inspiration and enhance creativity. After the establishment of the space, we will continue to improve the mentor system, invite elites from all walks of life to serve as creators, and hold regular salons, project sharing, cooperation and negotiation, resource docking, etc., so that entrepreneurial teams in different fields can be guided by entrepreneurial mentors at any time. 

Problem that needs to be addressed: 

1. Insufficient brand influence inside and outside the school: How to improve the popularity of the creation space in Wenken Campus, attract the attention of teachers and students in the school, and obtain higher support from the school.

2, The entrepreneurial atmosphere is not strong: Given the low base of Wenken students, a large proportion of students will study abroad after graduation, and the enthusiasm for trying to start a business within the school is not strong.

3. The innovation and technical content of the projects in the space are not high, and more high-tech projects inside and outside the school need to be settled. The number of enterprises and patents established is small.


Company Name: 

Wenzhou Yuanda Education Technology Co., Ltd.

Company Profile: 

Wenzhou Yuanda Education Technology Co., Ltd. is registered in Longwan District, Wenzhou City, Zhejiang Province, China. Wenzhou Yuanda Education Technology Co., Ltd. was established in June 2016. The company's main business scope is: education information consultation; enterprise management consulting; enterprise management training services. The specific training services include: academic education, development education, certification training, enterprise customized training, and Yuanda Growth College. In September 2018, the company cooperated with Wenzhou Charity Federation to establish Wenzhou Charity and Public Welfare College. It aims to improve the education and literacy of charitable and charitable talents and volunteers. And is developing an online public interest voice training platform.

Problem that needs to be addressed: 

1. Improve the planning, production and promotion of online voice education platform

2. How to operate the public welfare training program with reasonable commercial specifications

3. How to improve the visibility and value of the training platform so that the project can supply blood on its own


Company Name: 

WE+ Maker Space

Company Profile: 

Wenzhou Yuanda Entrepreneurship College is an innovative practical organization established by Wenzhou City Human Resources and Social Security Bureau for entrepreneurship guidance training. With the goal of inheriting the entrepreneurial spirit of Wenzhou people and cultivating entrepreneurial elites in the new era, we will rely on the “source-based entrepreneurial public service platform” as the main line of “entrepreneurial combat camps, entrepreneurial theme salons, project matchmaking meetings and other activities, and uphold the “one heart and one mind” For the purpose of serving young people in entrepreneurship.

Problem that needs to be addressed: 

1. Entrepreneurship training has encountered bottlenecks, the course has no rich content, and participation is not strong, it is necessary to build a complete set of practical training materials.

2. The success rate of entrepreneurship is low, and the social youth's enthusiasm for learning and entrepreneurship is weakened. How to obtain accurate entrepreneurial objects and increase the probability of successful entrepreneurship

3. Insufficient innovation in entrepreneurial themes, the participation of training personnel has gradually declined, how to make the entrepreneurial theme continue to innovate, and high-quality event planning.


Company Name: 

Wenzhou Charity and Public Welfare school

Company Profile: 

Wenzhou Charity and Public Welfare School was jointly established by Wenzhou Charity Federation and Yuanda Group to improve the theory and professional level of Wenzhou charity and public welfare team, enhance the ability and quality of charity practitioners, and promote the healthy development of Wenzhou charity and public welfare undertakings. The establishment of Wenzhou Charity and Public Welfare School is a pioneering work of the philanthropic community and an attempt to run a private school.

Problem that needs to be addressed: 

Since the establishment of the charity and public welfare school, the talent team of theoretical professional tutors has not yet been established; the volunteers are less self-conscious in training and learning; the charity innovation activities are lacking.

1. Recruitment of charity and public welfare experts in the whole hospital

2. Charity innovation event planning

3. Volunteer participation


Company Name: 

Pingyang County Fund Island Enterprise Management Service Co., Ltd.

Company Profile: 

Pingyang County Fund Island Enterprise Management Service Co., Ltd. was jointly established by Pingyang County Financial Holdings Co., Ltd. and Wenzhou Yuanda Group. The company closely follows Pingyang County's economic development strategy and industrial planning layout, and provides a series of services for enterprises entering Nanxun Fund Island under the leadership and guidance of the local government and financial offices.

Problem that needs to be addressed: 

1. How to more effectively control the financial security audit of the investment management company?

2. How to connect the business of the company in Pingyang Fund Island and the subsidiary of Wenzhou OHT Group?

3. How to operate the Nanji Fund Academy?


Company Name: 

Wenzhou Yuanda Education Technology Co., Ltd.

Company Profile: 

Wenzhou Yuanda Education Technology Co., Ltd. was established in early 2003. It is a collection of e-commerce, project research, management consulting, online recruitment, talent assessment, software development, vocational training, service outsourcing, entrepreneurship counseling, venture capital and other services. Integrated service provider. Since its inception, Yuanda has always adhered to the business philosophy of “one heart and one service”. The number of enterprises, taxation, sales, and employment of the source services are among the highest. It has become one of the largest comprehensive corporate training and consulting service providers in Wenzhou.

Problem that needs to be addressed: 

1. In-depth understanding of corporate brand history, combing the brand structure, helping to develop brand strategy and expanding brand market influence.

2. Developing brand management systems and management regulations.



Company Name: 

Wenzhou Yuanda Education Technology Co., Ltd.

Company Profile: 

Yuanda Education is a high-end education and training institution under the core of the Group's innovation and entrepreneurship education, leadership improvement, and financial education. With more than ten years of accumulated industry resources in the education and training industry, Yuanda has continuously connected well-known universities and high-end think tank resources at home and abroad, gathered teachers, professors, senior entrepreneurs and other instructors to introduce cutting-edge management concepts and practical courses. The knowledge system provides training services and consultation for decision-making at all levels of government, enterprises, institutions and social institutions. Yuanda Education has established the Yuanda Research Center in Beijing, focusing on Chinese-style innovation research, raising theoretical support for enhancing the competitiveness of Chinese enterprises and regional development, and promoting the construction of an innovative country in China.

Problem that needs to be addressed: 

The establishment of the employee quality model: how to design the personnel model required for each position of the enterprise?

Quantitative time-consuming and work difficulty measurement of employee work: The current daily job survey of employee work is only to quantify the content of one day's work. There is no specific quantification of the time and effort of a certain content, and it can be targeted at the key parts of the post. Work to gain an in-depth understanding of the tracking and measure the average working time of the work.



Company Name: 

Wenzhou Hunter Vocational Training School

Company Profile: 

The training programs and services of Hunter Vocational Training are multi-angle and multi-level. Including vocational qualification certification, human resource management practical skills training, enterprise management ability improvement training, employee professional training and training services related to enterprises and individuals. The curriculum system provided by the school is adapted to the characteristics of Wenzhou enterprises, and the outstanding training effect is also well received. In addition, there have been nearly 10,000 students so far, and the passing rate of the students and the average scores have a clear lead in Wenzhou. It has been widely recognized in Wenzhou.

Problem that needs to be addressed: 

1. To conduct more extensive and in-depth market research, investigate customer needs, and develop a more precise education and training curriculum system.

2. How to maintain a large number of existing alumni groups and do secondary value development

3. How to expand and improve the construction of the teaching staff





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How to Apply Large Lecture Rooms for Common Exam or Activity?


Official Guide is here: 


How to book a video classroom for video recording


https://mp.weixin.qq.com/s?__biz=MzU2Njg0NDM5Nw==&mid=100000073&idx=1&sn=b8508e9ed045b98b446f20050e562a76&chksm=7ca70fcb4bd086dd50a52616122a0a79230becc1a541e3090d8dc80b82dec4b0f20bd91ec4f1#rd




For Whole Instruction: 


Rescource Booking Manual.docx.pdf






Go to www.wku.edu.cn


And Login with WKU ID/PWD. 



Go to Office Automation




Check the Workflow Apply 




Then, you can find the Lecture Hall under General. 


Choose Lecture Hall





Input Title / Lecture Hall Number / Purpose / Date / Time etc. 





After checking the Lecture Hall, Go to Calendar

 







Calendar Check Method: 


Go to WKU email at the System Center



Click Calendar





Search and Add Lecture Halls you want to apply 















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Guide for Advisement for Course Registration. 



Step1: Based on the Registration Office's information (commonly via from CBPM office), I summarize courses my advisee students should take in the next semester in the PPT. 

Step 2: I list up all my advisee students in Excel file (Sign Sheet: List, Email, Name & Sign space)

Step 3: Send Email student when they should come to my office to sign and get advisement

Step 4: When students come, I provide the prepared PPT file and let them sign on the sheet, commonly their English name). 



Step 5: Once I got all signs, I release their first hold before registration starts


Step 6: After the registration period over, and if a student has no problem, I release the second hold before the end of a semester.


**REMARKS: Since 2019 Fall, WKU releases the 1st and 2nd hold at the same time. 




Step 5, 6 Detail: Guide for Release Academic Hold




Document HIstory.

2019. Nov. 12: Remarks: Release two hold at the same time in WKU. 

2018. Nov. 26 First Release after confirming the fact from CBPM office. 




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WKU Entrepreneurial Talent Development Center Initiative (ETD Space)

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Jan. 08, 2019

 

Design Freeze: 

 

 

 

 


 

 

Budget (Nov. 14, 2018)

 

300,000 RMB is approved by Dr. Tony Zheng 

 

 

Proposition for ETD Space (Dec. 07, 2018) after meeting with Liaoliao Yui: 

 

1. Pilot Stage:  Moving incumbent MakerXspace furnitures and equipment to ETD space by Feb. 2019 (Immediately): 

 

- To examine the ETD space utility, We may utilize the furniture and equipment at the MakerXspace in the Dining hall 2 quickly. 

- Studying the responses from users until Feb. 12, 2019 (before Spring semester starts)

 

2. Improving Stage: Reorganizing the space with newly supplying furniture and equipment (By end of Feb., 2019; 10,000 RMB)

 

- Based on the user responses, We may purchase and supply new furniture and equipment for the ETD space better. 

 

3. Design Stage: Redesign the space (if necessary, by End of May, 2019; LiaoLiao). 

 

- After a few months of operation, We may redesign the space with a better concept if necessary until the end of Spring 2019 semester. 

 

4. Renovation Stage: Renovate the ETD space with the new design and facilities (By Aug., 2019; Budgets will be determined according to the new design concepts)

 

- If needed, we can renovate the ETD space with the new design concepts by Aug. 2019. 

 

5. Design Freeze, Jan. 08, 2019. 

 


 

Aug. 24, 2019

 

Ready to go... 

 

All furniture and facilities are installed at the ETD Space. 

 

Aug. 24. 2019

Space is named as "Business Research and Innovation Center (BRIC)" by Dean Dr. Cao Jiang. 

 

 


 

Aug. 25, 2019

 

The Vice Chancellor (Tony Zheng) and Dr. Jerry Choi discussed the renovation of Outdoor space of BRIC. 

 


Sept. 01, 2019

BRIC Outdoor Event Space proposal was submitted. 

 

 

 

 

 

 

 

Meeting Minutes: 

 

Title: Outdoor Event Space Renovation at CBPM 2nd Floor

Participants:Liao Liao, Xu Kai, Zheng Xiaodong, Wang Yang, Huang Jian, Zhu Chaoyang, 

Place: Video Conference Room C-526, CBPM.

Time: 1:30PM ~ 3PM, Sept. 06 (Friday), 2019

 

Discussion:

1. Reviewed the proposal of Outdoor Event Space Renovation @ CBPM 2nd floor

2. Discussed concerns a few concerns (e.g. Table material; Connection with BRIC indoor space; Banner) of the proposal

3. Invited and listened a student's opinion of the space renovation

4. Checked the space by eyes, and outlined the purpose of the space. 

 

Action-To-Do:  

1) Students Survey (until Sept. 30) by CBPM Office (Ms. Wang Yang) - Ask for student's preferences (table material, banner, space structure)

2) Logistics will give Survey questionnaire to CBPM office (Sept. 12, Thursday)

3) CBPM office will distribute and collect survey data (Sept. 20, Friday)

4) Dr. Jerry Choi will analyze the survey data (Sept. 24, Tuesday). 

5) Next Meeting : Sept .27 (Friday?)

 

 

 


 

2019. 11.08: Grand Opening Ceremony

 

 

Introduction of Business Research & Innovation Center 

 

 


 

 

 

 

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WKU CBPM Faculty Refreshment Space 

Sept. 25, 2018: A Refreshment Space in the 2nd floor of CBPM at Faculty space installed. 

Since having the new College of Business and Public Management (CBPM) building in Jan. 2018, the CBPM faculty members had needed a space for refreshment, food feedings, class material supports, and communication. 

Thanks to the donations from those 2nd floor faculty members, CBPM building get the faculty refreshment space equipped with coffee maker, snack bar, and refrigerator. (Sept. 25, 2018)

Thanks, Donors! 

 

To respect our "Female faculty members", a space of the refrigerator is solely dedicated. 

 

April. 14, 2019: New Capsule Coffee Machine supplied! 

Supplying a higher quality coffee is important for faculty members to wake them up in the morning. A new capsule coffee machine, then, installed at the faculty refreshment space. 

 


In September 2019, Faculty Profiles are posted in front of each Faculty office door. 

 

In September 2019, Faculty mailbox got a new Number !

 

 

 

 


 

 

Facilitator, 

Dr. Jeonghwan (Jerry) Choi, 

 

 

 

 

 

Posted by Jeonghwan Choi

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Global Practicum Project (OneHRT, Wenzhou, China) 


June 05, 2018: Team Up

A Global Practicum consulting team for OneHRT at Wenzhou, China is set up. 


For learning and collaborative works, a dedicated space is assigned to the CBPM building (A202) at Kean University (Wenzhou). 

A learning management system (Mainly Google Classroom https://classroom.google.com/c/MTU4MDcwNDAxNjNa ; supplementary- Blackboard) was organized and structured. 

All necessary materials (class, lecture, consulting tools, template, team sharing, resources, Bloomberg database) are in the system. 


June 06, 2018: Site Visit

A Global Practicum consulting team made a site visiting at OneHRT, Wenzhou, China. We were kindly welcomed by the OneHRT company. We visited two sites, and we could get basic understandings about the company throughout observation, Q&A, and intensive communication.

The Kean Global Practicum Consulting team and the Company - OneHRT made an initial agreement that contained purpose, scope, period, benefit, and information confidentiality.  


June 07, 2018: Consulting Process & Bloomberg Terminal @WKU

The WKU consulting team learned about the consulting processes and basic tools. 


The team learned how to access "Bloomberg database terminal @ Kean University (Wenzhou)" - the most reliable business data source to cultivate the industrial knowledge and company profiles.  


June 08, 2018: Company Analysis & Benchmarking Analysis

The WKU consulting team learned about how to conduct company analysis and benchmarking analysis. The team started gathering data for analyses.  



June 09~12, 2018: Debriefing and Data Mining

The WKU consulting team analyzed the client's need and started mining data for Benchmark study. 



June 12, Fixing Schedules

The WKU consulting team fixed the project schedule. 


June 13, Transforming Data/Information to Knowledge

The WKU consulting team started creating new knowledge based on acquired data and information. 

Alpha Team (Global Leaders in the Workforce Management Industry)

Beta Team (Chinese Domestic Market Leaders in Workforce management industry) 


Gamma Team (Chinese Domestic Market - Competitors)


Delta Team (Client Analysis & Format Checker, Fact Checker, Relation Coordinator)


June 14, Client Meeting for Updating

The WKU consulting team had a progress meeting with the Client (OneHRT) to update our progress. Three team leaders and three coordinators participated in the meeting. 

At the meeting, the WKU consulting team got a fresh and extensive request for conducting Corporate Social Responsible study for the company. 

  

June 18, (Dragon Boat Holiday) Formulating Strategies and Suggestions

The WKU consulting team crafted strategies and solutions for the client. 


June 21, Final Presentation in English @ OneHRT

The WKU consulting team presented our analyses, strategic options, and suggestions for OneHRT. 





June 22~25, Translating Contents into Chinse for Final Presentation in Chinese @ OneHRT

The WKU consulting team translate documents into Chinese to make a Chinese presentation. 


In addition, WKU consulting team formulate a few strategic goals including vision, mission, value, and objectives for the client. 


June 29, Final Presentation in Chinese @ WKU 

The WKU consulting team made the final presentation in front our 11 OneHRT clients (2 ~4PM @ CBMP Building C323). 

The team suggested eight strategic suggestions for OneHRT. Particularly, three immediate actions were proposed (OHT-WKU Internship Program; Makespace Improvement; Project Management Certificate program collaboration). 


From the results of this global practicum consulting project, OneHRT wants to continually collaborate with WKU. And the company would like to suggest follow-up projects and stronger support for WKU. 

 

Final Remarks 

In 2018, Twenty Kean University global business major students from New Jersey, USA and Wenzhou, China were hired as business consultants by the OneHRT (http://www.oht168.com) company – a workforce management company at Wenzhou, China. 

The mission of OneHRT consulting project was identifying managerial issues of the company and providing strategic solutions. 

The Kean student consultants completed:

Identified managerial issues of the company

Defined a managerial problem

Conducted external analysis of workforce management industry

Conducted internal analysis of the company

Formulated and suggested strategic options 

Provided actions plans to implement strategy


Particularly she completed Benchmarking analysis of eleven Chinese domestic workforce management companies in the perspectives of: 

Leadership profiles

Mission/ Vision / Value

Brief Growth History

Services / Brand

Size & Operation

Brief financial outcomes

Profitability analysis

Key success factor

Recent growth strategy

SWOT analysis

 Based on these rigorous research and investigation, Tracy proposed eight strategic suggestions for the client. And three suggestions were immediately implemented at OneHRT (e.g. Implementing internship program; Renovating Makerspace; Applying for One-Belt-One-Road mega project partnership). 

The Kean Global Practicum Project for OneHRT achieved the planned goals and created extra values thanks to the well-structured three months preparatory classes in the Union, New Jersey, and well-organized and intensive practice in Wenzhou, China.  

P.S.) The success mainly credited to Kean Leadership, CBPM leaders, and staffs. Moreover, those 20 hard working Kean business students must get the largest share of this success. 


 QR Code for Kean Global Practicum Project (2018 Summer, OneHRT)




 




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