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MANAGEMENT CONCEPT HOUSE

 

 

 

Management Concepts of Tamkang University

Mission:

to carry on the heritage and pave the way for the future, to establish a new culture for society and nurture spirit and talent;

Vision:

to realize educational ideals in private schooling and create an exquisite and prominent academic kingdom;

Values:

to pursue simplicity, truthfulness, firmness, perseverance, and fulfillment in the areas of education, academic freedom and institutional autonomy.

Strategies:

  1. Initiating wave-by-wave developments and building up four campuses
    Since TKU’s founding in 1950, it has completed 4 “wave developments.”  The “first wave” was initiated in 1950 and continued till 1980. This period of development adopted a policy of equal emphasis upon both quality and quantity education.  From the 1980s to 1996, the “second wave” sought as its goal the emphasis upon quality over quantity.  From 1996 to 2005, the “third wave” sought to internationalize TKU’s academic pursuits. Since 2005, TKU has been in its “fourth wave” of development, which has been a period of transformation.  TKU’s four campuses reflect both unity and diversity: the Tamsui Campus as “The City of Intellect,” The Taipei Campus as “The Sea of Knowledge Navigator,” The Lanyang Campus as “The Garden of Wisdom,” and The Cyber Campus as “The Space of Knowledge Explorer,” manifesting a unity in diversity.  Because they share the educational resources, these four campuses can cooperate both to accomplish the ideal of diversity in unity and strive toward its future “fifth wave” of development.
  2. Realizing the three dimensions and the five aspects of education and nurturing great talents
    "Three dimensions"refers to three kinds of courses: professional, core and extracurricular.  The “five goals”—morality, knowledge, physical fitness, cooperativeness and beauty—are the inner values of education.  The educational principle of TKU aims at achieving an integration of these three dimensions and five goals to cultivate professional talents with spiritual excellence.  Professional courses are designed by the colleges and departments.  The Center for General Education and Core Curriculum is responsible for the core courses.  Outstanding results of these courses have been achieved.  The extracurricular courses designated by the Office of Student Affairs help foster the spirit of teamwork among the students.  The emphasis upon the cultivation of three dimensions and five goals has taught students how to discover problems and how to solve them.  In this way, TKU students can develop the characteristics favored by both entrepreneurs and employers.
  3. Implementing the triple objectives and creating an academic kingdom
    The triple objectives—globalization, information-oriented education and future-oriented education—are the solid foundations upon which Tamkang University develops its sustainable management and development.  Globalization: TKU believes that the earth is shared by all mankind, and that a global symbiosis is shaped by better understanding and communication through an easy access to languages, literatures and cultures.  This objective helps TKU students develop an international thinking model. 
    Information-oriented education: At TKU, a most advanced network has been constructed to assist with teaching and research and to equip students with not only an education but also with a respect and love for humanity.  Future-oriented education: this objective envisions the future for TKU, as educating students to know the future, adapt themselves to the future and thus create the future through interdisciplinary studies in science, technology and the Future.
  4. Setting up the Sigmoid Curve and activating the Second Curve
    The development of any organization is composed of several S curves.  The initiation phase is slow in coming into being. It then evolves rapidly into the maturity phase at the climax of its development. Inevitably, it will enter into a phase of decline.  Therefore, before the organizations on campus reach maturity, a new S curve should be adopted to avoid the eventual phase of decline.  TKU’s wave developments consist of many series of S curves.
  5. Promoting the Matthew Effect and vying for social resources
    Private universities are always confronted with the disadvantage of limited resources.  The Matthew Effect indicates that the strong will become stronger. Therefore, TKU should focus on the university’s strengths and become more competitive and outstanding in its specialties.  The reputation of the school will be enhanced through increased grants from the government and public recognition for the university’s accomplishments
  6. Fully utilizing the Blue Ocean Strategy and generating competitive advantages
    To make progress, a school cannot adopt a “let it be” policy.  Instead, it needs to be watchful of the changing environment and acknowledge its advantages and weaknesses.  It needs to set up different levels of targets and make every effort to accomplish them. Higher education has entered a time of keen competition.  In rapid development, it needs to cooperate with universities both at home and abroad to share resources and compete positively to achieve a “win-win” so-called “Blue Sea Strategy.”

Governance:

  1. TKU’s leadership system
    The management team of TKU is headed by the President who leads three Vice Presidents responsible for academic, administrative, and international affairs respectively.  The Director of the Lanyang Campus and each dean and chairperson play a critical role in the management team, which fully implements the four management models—collegial, bureaucratic, political and market.
  2. Four management models
    The four management models—collegial, bureaucratic, political and market—are applied to the teaching, administrative and leadership levels.  Differentiated, individualized, holistic, and globalized thinking models are also adopted to attend to the problems of cost, efficiency, production and effectiveness. TKU implements these four management models for governance so as to adapt to the changing environment in a timely manner, and achieve the goal of sustainable management.
  3. Total Quality Management
    The concept of TQM was introduced to TKU in 1992.  Then the President served as Chair of the Teaching TQM Committee and pushed for the total TQM on campus. Each year, a TQM Seminar and Teaching and Administrative Work Reform Seminar are held to help all the chiefs of the teaching faculty and staff to improve teaching, administrative work and service quality.  In 2006, the Tamkang Quality Award was introduced and awarded to offices and departments which achieved excellent TQM performance.
  4. Organization activation
    When confronted with challenges, TKU is able to adjust its organization structures and reorganize rapidly to its advantage.  Responding in 2002 to the drive for multiple channels of admission recommended by the Ministry of Education and a more competitive educational environment, TKU established an Office of Admissions.  In 2004, the Office of Student Housing was set up to manage students housing both on and off campus.  In 2006, the Center for Learning and Teaching was inaugurated to improve teaching quality and help students learn more effectively.  Finally in 2007, the Vice President for International Affairs was introduced to push for the integration of international exchanges and education.  Obviously, TKU is always ready to face any change and make a rapid response accordingly.