宾夕法尼亚州立大学招生信息(part 1/10)

liwei_sa · 发表于 2003-10-7 05:47:00

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To know more about Smeal MBA Program, please visit http://www.smeal.psu.edu
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A short introduction to the Penn State University

Penn State provides a level of excellence in teaching, research, and public service across disciplines whose range is unmatched in American higher education. Our University enrolls about 83,000 students at twenty-four locations throughout the state. Our outreach programs serve millions of people worldwide, and we administer more than $500 million annually on a vast array of research that measurably improves the quality of your life.

From agricultural college to world-class learning community -- the story of The Pennsylvania State University is one of an expanding mission of teaching, research, and public service.

In 1863 the Agricultural College of Pennsylvania became the Commonwealth’s sole land-grant institution. In 1882 George W. Atherton, a vigorous proponent of land-grant education became president of what had then become The Pennsylvania State College.

To show that the institution had come of age, President Milton Eisenhower changed its name in 1953 to The Pennsylvania State University and established a campus post office designated University Park.

Penn State has continued to respond to Pennsylvania’s changing economic and social needs. In 1989 the Pennsylvania College of Technology in Williamsport became an affiliate of the University. In 1997, Penn State and the Dickinson School of Law joined ranks. And Penn State’s new World Campus, which "graduated" its first students in 2000, uses the Internet and other new technologies to offer instruction on an "anywhere, anytime" basis.

If you want to explore future into the history of Penn State, please go by following link http://www.psu.edu/ur/about/history.html.

In fall 2002, Penn State had 83,083 full- and part-time students. Of that total, 41,445, or 49.9 percent, were enrolled at University Park. The College of Medicine enrolled 663, and The Dickinson School of Law 601. The remaining students were distributed among the other 21 campus locations.

Penn State admitted its first female degree candidates in 1871. Today, it enrolls about 38,000 women. Racial minorities accounted for more than 10 percent of the student body in 2002.

With a total full- and part-time workforce of some 16,300 faculty, staff, and support personnel at University Park campus, Penn State is Centre County's largest employer. Advanced technology, light manufacturing, service industries, and agriculture are the dominant local economic enterprises.

Centre County, a Standard Metropolitan Statistical Area, has an estimated population of 135,000.

Approximately 35,000 prospective first-year students requested admission to the University for summer and fall 2002. About 12,000 applicants accepted offers of admission University-wide. Pennsylvania residents make up about 87 percent of the undergraduate student body.

Penn State is a pioneer among baccalaureate institutions in two- year or associate degree education. It was the first university in the nation to begin an associate degree program in engineering (in 1953). It currently enrolls about 7,800 students statewide in associate-degree occupational and technical programs that make them productive employees immediately upon graduation.

Penn State enrolled 11.737 advanced degree students in 2001-02, including those pursuing medical and law degrees.

Penn State began granting master's degrees in 1863, when it became the first American institution to confer graduate degrees in agriculture, and awarded its first Ph.D. in 1926. Today, graduate studies lead to academic and professional degrees in more than 150 fields.

Financial assistance is available primarily in the form of research and teaching assistantships, about 3,300 of which are awarded annually by the individual graduate programs. The University also awards or administers about 340 fellowships, minority graduate scholars awards, and traineeships each year. Other forms of graduate support include tuition grants-in-aid, work-study programs, and various loans. Penn State consistently ranks near the top among public universities in the number of graduate students who win prestigious National Science Foundation fellowships

Some facts of Penn State University:
Top National Doctoral Universities: PENN STATE RANKS 12TH Among Public Universities
Best Undergraduate Business Programs: PENN STATE RANKS 18TH NATIONALLY
Undergraduate Business Specialties: Accounting: 16th Finance: 16th Management: 12th Marketing: 16th Production/Operations Mgmt.: 15th Supply Chain Mgmt./Logistics: 5th
Best Undergraduate Engineering Programs: PENN STATE RANKS 15TH NATIONALLY
Financial Times 2002 Global Executive Education Providers: PENN STATE RANKS 22ND WORLDWIDE
Business Week 2002 Best MBA Programs: Fastest Return on U.S. School Outlays PENN STATE RANKS 2ND

Reference:
http://www.psu.edu/ur/about/history.html
http://www.psu.edu/ur/about/Profile/
http://www.psu.edu/ur/rank.html
http://www.psu.edu/ur/about/Profile/

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To know more about Smeal MBA Program, please visit http://www.smeal.psu.edu
To win a free broucher printed by Smeal Adcom, please visit http://inquiry.embark.com/psu/mba/
Any questions, please email to liwei_sa(A) hotmail.com!
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liwei_sa · 发表于 2003-10-7 05:48:00

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To get more info, please visit www.smeal.psu.edu
To register a free mail-in booklet, please visit http://inquiry.embark.com/psu/mba/
Any question, please email to liwei_sa(A) hotmail.com
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The land-Grant Tradition and Big Tens

Penn State was founded in 1855 as a publicly supported agricultural college. It broadened its mission a few years later, after Congress passed the Morrill Land-Grant Act (1862). The act encouraged institutions of higher education nationwide to add engineering, mining, agriculture, and other applied sciences to existing courses of studies that were grounded in arts and letters. Congress gave each state an allotment of federal land — 30,000 acres for each senator and representative the state had in Congress. The states were to sell the land and use the proceeds to create endowments, which in turn would provide dependable support for colleges that agreed to introduce the new curriculum.

These colleges also had to pledge that the cost of this new higher education would remain within reach of Americans of average financial means. Land-grant institutions thus have often been termed "democracy’s colleges."
In 1863, the Pennsylvania legislature designated Penn State the Commonwealth’s sole land-grant institution -- a distinction it still holds. Pennsylvania received 780,000 acres of land, which were sold for a total of $439,000. The state legislature then converted this amount to a $500,000 bond yielding 6 percent ($30,000) annually to Penn State. The bond functioned in effect as Penn State's "endowment" during those early years.

In return for this support, Penn State began a steady expansion of its academic program. It also pledged to disseminate the benefits gained through research and instruction, which today takes the form of hundreds of outreach programs that touch the lives of millions of people each year throughout Pennsylvania and across America. Thus the Morrill Land-Grant Act in effect conferred on Penn State a three-part mission: teaching, research, and public service. This mission continues to guide the University in all that it does for Pennsylvania, the nation, and humankind.

Reference:
http://www.psu.edu/ur/about/landgrant.html

A meeting of seven Midwest university presidents on January 11, 1895 at the Palmer House in Chicago to discuss the regulation and control of intercollegiate athletics, was the first development of what would become one of organized sports' most successful undertakings. Those seven men, behind the leadership of James H. Smart, president of Purdue University, established the principles for which the Intercollegiate Conference of Faculty Representatives, more popularly known as the Big Ten Conference, would be founded.

At that meeting, a blueprint for the control and administration of college athletics under the direction of appointed faculty representatives was outlined. The presidents' first-known action "restricted eligibility for athletics to bonafide, full-time students who were not delinquent in their studies."

This helped limit some problems of the times, especially the participation of professional athletes and "non-students" in the university's regular sporting events. That important legislation, along with others that would follow in the coming years, served as the primary building block for amateur intercollegiate athletics.

Eleven months after the presidents met, one faculty member from each of those seven universities met at the same Palmer House, and officially established the mechanics of the "Intercollegiate conference of Faculty Representatives", or "Big Ten Conference" of "Western Conference."

Those seven universities were: University of Chicago, University of Illinois, University of Michigan, University of Minnesota, Northwestern University, Purdue University and the University of Wisconsin. Indiana University and the State University of Iowa were admitted in 1899. Ohio State joined in 1912. Chicago withdrew in 1946 and Michigan State College (now Michigan State University) was added three years later in 1949.

After a 40-year period of constancy in membership, the Conference expanded to 11 members for the first time. On June 4, 1990, the Council of Presidents voted to confirm its earlier decision to integrate Pennsylvania State University into the Conference.

Reference:
http://www.bigten.org

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To get more info, please visit www.smeal.psu.edu
To register a free mail-in booklet, please visit http://inquiry.embark.com/psu/mba/
Any question, please email to liwei_sa(A) hotmail.com
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liwei_sa · 发表于 2003-10-7 05:49:00

Go to www.smeal.psu.edu/mba to have a look
or request a free booklet at http://inquiry.embark.com/psu/mba
Any questions, please e-mail liwei_sa(A) hotmail.com
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A short introduction to Smeal College of Business Administration

The Smeal College has had an interesting if somewhat brief history since its founding in 1953. This statement is built around the leadership the College enjoyed even before its founding, and continues to enjoy through its present (fourth dean.) Organizations need different leaders in different stages of their progress toward professional maturity. The Smeal College has had the kind it needed throughout its history.

Before we were a College of Business Administration, we were the Department of Commerce and Finance in Penn State's College of the Liberal Arts. The portraits of our deans are hanging in the dean's conference room. If we included all our leaders, we would actually show an additional leader.

That additional leader was Professor Oswald Boucke. Boucke was a formidable scholar and teacher. He held degrees in history, and a Ph.D. in economics from the Wharton School at the University of Pennsylvania. He was a "tough as nails" administrator and teacher. Boucke was the father of management education at Penn State, as well as the Commerce and Finance Department, or simply C&F. Sometimes called "Cuties and Fun" or similar disparaging names, it had to earn its reputation in the university, as did business programs around the country that did not have reputations as hotbeds of scholarship.

At Penn State and elsewhere, business deserved better, but early on, there was reason behind the reputation. In the early 1950s, there was a national force, largely driven by the American Association of Collegiate Schools of Business (AACSB) — our accrediting agency — to upgrade the level and seriousness of business education. Penn State was part of that movement, and a decision was made to create a School of Business, which later evolved into the College of Business Administration.

At that time, Milton Eisenhower was the President of Penn State, and his brother, former U. S. president Dwight Eisenhower, was the president of Columbia University. There was no search committee, and no faculty or student participation. If there was Alumni participation, it was not public. The first dean turned out to be Ossian (Bob) Mackenzie, sent to us from Columbia. Bob had some much-needed characteristics for the time. He was a tough leader, firing more than one faculty member during his tenure, and he was a retired U. S. Marine.

When you went into Dean Mackenzie's office, there was a U. S. Flag on one side of his desk, and the Marine flag on the other side. Many of the faculty thought of him not as a dean, but a principal; they didn't know, at the time, that a principal was exactly what they needed. The College had to evolve into the kind of shared leadership it has today.

By 1973, the College had matured into a reputable regional university and business school. We were more grown-up, and ready for a dean who could to manage through what some called participative management, and what we called collegiality.

Eugene J. Kelley was our man. Gene was a scholar with a formidable publishing record, and a research professor at the university. He enjoyed the kind of reputation both within and outside of Penn State that equipped him to lead us toward national respect and honor. We were ready to accept that leadership. The faculty base was much improved (for which MacKenzie deserves much of the credit) and the quality of our students had also improved. During the Kelley era, we moved forward on a number of fronts.

One of Kelley's major efforts was to take a deep and creative look at the College, and what we ought to change to prepare us to play in the big leagues, with the schools of business we had previously felt we were not comparable to. He pulled together a team he called the Organizational Task Force. The person he and the faculty chose to lead that effort was Professor J. D. Hammond. That effort led to changes that brought substantially more respect for the College as well as for Penn State.

By 1989, it was again time to change deans. After a thorough national search, the college decided that we were better off with someone we knew, someone whom the faculty respected and trusted, and J. Hammond stepped up to the plate.

By this time, we were mature enough to know we wanted to excel; that we wanted to enter the ranks of the very top public business programs — for which then president Bryce Jordan was encouraging the entire University to strive.

The first initiative that J. Hammond took was to bring that goal into reality. One of his first acts was to appoint three task forces to provide the basis for the first serious effort to plan strategically. One task force evaluated how the College measured up to the major national criticisms of business education; another put specific measures around what it meant to be a "Top-Ten Public B-School," and the third focused on the ways that business schools marketed themselves.

The result of this initiative, which Hammond oversaw, was a set of strategic objectives to enable the College to gain position as one of the Top Ten Publics. That effort began in year one, was pursued throughout his deanship, and was one of the hallmarks of his leadership.

The College soon realized that the resources the University provided were not enough to make those objectives sound, so the second hallmark of the Hammond years was the establishment of initiatives to secure resources from alumni, corporate friends and other supporters. When he started his service as dean, the College had 14 endowed faculty positions and an endowment of $5.6 million. When Hammond ended that service, we had 35 endowed faculty positions and an endowment of $34 million.

When J. Hammond retired, the College again searched for a new leader — and the result was the current dean, Dr. Judy Olian. Judy's service as dean began in July, 2001, and she has already moved us forward on a number of fronts. Knowing the importance of assessment and evaluation, she led the College through an examination and renewal of key academic programs. The MBA program has been revised to reflect updates in fast-changing business, and a companion Executive MBA was offered for the first time in Fall, 2002, in the Philadelphia area. Similarly, we have a newly revised Ph.D. program, and renewal of the undergraduate program that began this year.

One impediment to the College reaching major objectives is its current facilities — a new building is a must for efficiency and success. Judy has that reality in the making. The total cost of the new building will be $68 million, $19.6 million of which has already been raised, toward a total goal of $29 million. Olian has also secured support from President Graham Spanier, with the University's commitment of $39 million. Architects are hard at work.

Judy has continued to make the attraction of key faculty and staff top priority. She was able to secure star professor Don Hambrick from Columbia, and has chosen new department head for Accounting, Dan Givoly, from the University of California at Irvine's Graduate School of Management, a former Chairman of the Financial Standards Accounting Board in Israel. Additional key staff are F. Robert Wheeler III, Assistant Dean and Director of the MBA Program, who now leads a nationally ranked MBA program; and Mitch Kirsch, to head MBA recruiting. Judy also created the position of marketing director, now held by Brian Barton.

On the research side, Olian has been instrumental in the founding of the College's world-class Trading Room, a new e-Auctioning research laboratory, and expanded computer labs. While her tenure has been brief so far, she has already taken the Smeal College to greater heights, and future promise continues.

Reference:
http://www.smeal.psu.edu/smeal/history.html?as5
http://www.smeal.psu.edu/smeal/converg.html?as1
http://www.smeal.psu.edu/smeal/judy.html?as2
http://www.smeal.psu.edu/smeal/report/index.html?as6
http://www.smeal.psu.edu/news/releases/apr03/celebrate.html

liwei_sa · 发表于 2003-10-13 10:56:00

------------------------------------------------------------------
Go to www.smeal.psu.edu/mba to have a look
or request a free booklet at http://inquiry.embark.com/psu/mba/
Any questions, please feel free to write to liwei_sa(A) hotmail.com
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Generally, what is the Smeal MBA Program?

It's a bold move to pursue an MBA. A full-time MBA program is a huge investment of your resources - money, time, and energy - but one that will pay dividends in terms of your personal development and career advancement. The MBA is the dominant passport to the executive ranks and you'll be making a wise investment. Here within the nationally and internationally ranked Penn State Smeal MBA Program you will discover a personalized and challenging learning environment, diverse perspectives, and boundary spanning curricula. Together these will develop the knowledge, skills, and leadership capabilities sought by companies.

At Penn State, we teach our MBAs how to be leaders. Not just leaders of people, but thought leaders. And convergence is at the core of the Smeal MBA Program. When we say you are the CEO of your MBA, we mean that you take the lead not only by choosing your own portfolio of skills, but also by assembling those skills in smart, differentiating ways. When choosing which skills to master, you need to think about what skills you will need to meet your career goals and how your plan aligns with marketplace trends. To be a leader is to act without precedent, to create an opportunity where others saw nothing. Accordingly, we challenge our students to act without precedent, to cross-pollinate skills from the portfolio options, and create bold, new and innovative opportunities in the marketplace. This is why Penn State MBAs will lead the next generation of market change.

Our innovative market-facing curriculum was developed by asking our extensive network of executive alumni, corporate partners, and expert faculty to identify the skills and content critical for leadership in this increasingly complex and volatile business environment. Moreover, these advisory boards continue to monitor and guide our curriculum on an ongoing basis. This approach to identifying skills and content has further established the Penn State Smeal MBA among a select group of top MBA programs ranked by all four major publications - U.S. News & World Report, BusinessWeek, Wall Street Journal and Financial Times.

Learning is hands-on and customizable to fit your career needs. You will begin with the core functional areas in business, and then choose from six specialty portfolios that reflect convergence and emphasize horizontal linkages across business disciplines and industries. Each portfolio offers a mix of elective courses and hands-on immersion experiences to provide in-depth understanding and exposure to new developments in the marketplace. You decide which portfolios best represent your interests and the impact you'd like to have in the marketplace.

The MBA curriculum draws on our world-class faculty who are among the best researchers and business consultants in their fields, as Penn State is ranked as the fourth leading industry-sponsored research institution in the U.S. by the National Science Foundation (NSF 2000). Our well-known research centers extend your learning experiences by providing immersion opportunities through their business partnerships. The information technology infrastructure and learning facilities are among the best at any university, enabling you to access information, collaborate, and communicate using the most advanced technology tools. The real world relevancy of our MBA leads to internships and successful placement of graduates at the most sought after companies - large and small.

Smeal is more than just the home of a top tier MBA program - it's an MBA community. Typically admitting 100-130 students, the Smeal MBA Program has smaller enrollment than its peer institutions. Smaller class size breeds a more congenial, more personal interaction with classmates and faculty. In fact, the Smeal MBA Program has one of the lowest student-to-faculty ratios in the country. In addition, our MBAs can leverage the assets of a large institution, such as one of the largest alumni networks in the world - comprised of 60,000 Smeal and 450,000 Penn State graduates . Our active minority MBA student organizations and alumni groups create a welcoming and diverse community for all.

Beyond academics, what sets our graduates apart is the leadership and interpersonal skills gained through the Smeal MBA experience. Leadership begins with poise. Our communications course, the first of its kind for an MBA Program, continuously ranked number one in the world until Princeton Review stopped ranking programs. Moreover, courses are designed to include team projects in which you learn to pool the individual strengths of all group members to achieve world-class results. The program also emphasizes personal development by maximizing the opportunities for individuals to contribute, both in and out of the classroom.

In today's rapidly changing world, MBA students must learn to conduct business in a global economy. The Smeal MBA Program offers opportunities to expand your business knowledge beyond U.S. concerns to the world at large. In each of your MBA core classes you will view business from an international perspective and share experiences with people from countries as diverse as Brazil, China, France, Indonesia, Japan and Turkey. International students comprise up to a third of the Smeal MBA Program. In addition, immersion week programs in the second year may offer opportunities to study abroad depending on availability.

As a land-grant institution, Penn State's tuition is also lower than the tuition for many private institutions. Business Week recognizes the Smeal MBA Program as a "best value." In fact, Business Week published their rankings for MBA program return on investment (ROI)-the Smeal MBA Program ranked 9th nationally! Read the entire Business Week article for more information.

Reference:
http://www.smeal.psu.edu/mba/

宾夕法尼亚州立大学招生信息(part 1/10)

宾夕法尼亚州立大学招生信息(part 1/10)

宾夕法尼亚州立大学招生信息(part 2/10)

宾夕法尼亚州立大学招生信息 (part3/10)

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