2. Basic information
Personal Data： Jung-wei liou/zack/male
Date of Bi rth ： May 26th,1989
Mari tal Status： Si nge
Military service ： Not served
Height And weight： 180cm /67kg
Contact Information
Email： b0690315@yahoo.com.tw
Mobile Phone： 0936-955-861
Time to call： a.m.10:00~p.m.17:00
Address： No105, Lane 72, Alley 200,.Chang Jung Rd Qui Nhon District Tainan City
Work Experience
Grand Formosa Regent Taipei 99/7~100/2
Industry Sectors： The restaurant industry company scale： 30 to 50
Job Category： Servicer Management responsibility： No
Job title： Servicer workplace： Tai pei Tai wan
85 degrees Celsius café 98/7~101/7
Industry Sectors： Cafe company scale： 1 to 30
Job Category： Servicer Management responsibility： No
Job title： Servicer workplace： Tainan Taiwan
Education
Private Chang Jung Christian University 100/9~102/6
departments name： Business management -HRM Degree： Institute
departments category： Business management Regi on： Taiwan
Far East University 96/9~102/6
departments name： Food and Beverage Management Degree： college
departments category： food and beverage travel servi ces Regi on： Taiwan
4. Experience
After this test I have to prepare for a long time, the exam I am confident that there is a
feeling of high aspirations for the exam, I told the other students have long done, the
finished product to the review room, hearts the stone also will be down, but we do not
tense, but is confidently strode back to the classroom.
Experience
am really very seriously prepare for the
examination of the word teacher has issued
a CD we go home to practice, that period
of time to boot is to practice the Word, but
I also live efforts to test out, because
Measure namely Assessors send data once
the computer can see the results, to see out
of the moment really is ecstatic.
Experience
This is my first time to test the Chinese
typing test, be honest was not very used to
see play, always the first reading before
playing, so that lot slower than others, but
when the speed of typing when I know
which essentials increased.
Experience
This test is just normal to prepare for battle
against the usual spare time surfing the
web, they have become accustomed to the
new phonetic typing, is into the class, but is
currently actively obtain, was promoted to
the professional level.
6. INDEX
INSEAD ....................................................... 7
FONTAINEBLEAU ....................................... 9
MCGILL UNIVERSITY ............................... 11
ABOUT MONTRÉ AL .................................. 13
BANGALORE............................................. 15
ABOUT INDIAN ......................................... 17
THE FIFTH DISCIPLINE ............................. 19
THE FACEBOOK MARKETING BOOK ........ 21
THE POWER OF HABIT ............................. 23
THE COLLABORATIVE MINDSET .............. 25
THE ANALYTIC MINDSET ......................... 27
THE WORLDLY MINDSET ......................... 29
8. INSEAD
I
NSEAD (the name was formerly an acronym for the French name
"INStitut Européen d'ADministration des Affaires", or European
Institute of Business Administration) is an international graduate
business school and research institution. It has campuses in Europe
(France), Asia (Singapore), and the
Middle East (Abu Dhabi), as well as
a research center in Israel. The school
offers a full-time Master of Business
Administration (MBA) programme, a
PhD in management programme, and
several executive education
programmes (including an executive
MBA).INSEAD MBA students and
PhD candidates have the chance to
study in three continents (through a multi-campus structure,an alliance with
the Wharton School of the University of Pennsylvania and a student
exchange programme with the Kellogg School of Management). INSEAD
also has a reciprocal agreement with Harvard Business School, Stanford
Graduate School of Business and Kellogg School of Management to share
career services. Alumni of the four schools have exclusive access to job
opportunities databases of each other.INSEAD has three campuses. The
original campus (Europe Campus) is located in Fontainebleau, near Paris,
France. INSEAD's second campus (Asia Campus) is in the Buona Vista
district of the city-state of Singapore. The third and newest campus (Middle
East Campus) is located in Abu Dhabi, and currently serves only as a
campus for open enrollment executive education programmes.
參考資料：http://zh.wikipedia.org/wiki/INSEAD
10. F
rom Paris By TrainTrains to Fontainebleau leave from the Gere de
Lyon in Paris.At the Gare de Lyon go to the 'Ile de France/Ban lieu'
counter (NOT 'Grandes Lignes') to buy your ticket for 'Fontainebleau
/ Avon'.For more information on local train times, current prices and
availability please go to the SNCF-Transition. website or download the
PDF of train timings here => Reseau Paris-Lyon (N.B. new timings will be
available as of 11 December 2011)
Fontainebleau
Fontainebleau (French pronunciation: [f tɛnblo]) is a commune in the
metropolitan area of Paris, France. It is located 55.5 kilometers (34.5 mi)
south-southeast of the center of Paris. Fontainebleau is a sub-prefecture of
the Seine-et-Marne department, and it is the seat of the arrondissement of
Fontainebleau. The commune has the largest land area in the Île-de-France
region; it is the only one to cover a larger area than Paris itself.
Fontainebleau, together with the neighboring commune of Avon and three
other smaller communes, form an urban area of 39,713 inhabitants
(according to the 2001 census). This urban area is a satellite of
Paris.Fontainebleau is renowned for the large and scenic forest of
Fontainebleau, a favourite weekend getaway for Parisians, as well as for the
historical château de Fontainebleau, which once belonged to the kings of
France, It is also the home of INSEAD, one of the world's most elite
business schools; of the É cole supérieure d'ingénieurs en informatique et
génie des télécommunications (ESIGETEL), one of France's grandes écoles;
and of a branch of the É cole nationale supérieure des mines de Paris, the
Paris School of Mines, also one of the elite grandes écoles. Inhabitants of
Fontainebleau are called Bellifontains.
參考資料：http://zh.wikipedia.org/wiki/INSEAD
12. McGill University
M
cGill University is a public research university located in Montreal,
Quebec, Canada. The university bears the name of James McGill,
a prominent Montreal merchant from Glasgow, Scotland and
alumnus of Glasgow University, whose bequest formed the beginning of
the university. Founded in 1821, McGill was chartered during the British
colonial era, 46 years before the Canadian Confederation, making it one of
the oldest universities in Canada.
With almost 215,000 living alumni worldwide, students and professors at
McGill have been recognized in fields ranging from the arts and sciences,
to business, politics, and sports..
The main campus is set upon 32
hectares (79 acres) at the foot of
Mount Royal in Downtown
Montreal, covering much of the
Golden Square Mile. A second
campus, the Macdonald Campus,
is situated on 6.5 square
kilometres (2.5 sq mi)) of fields
and forested land in
Sainte-Anne-de-Bellevue, 30
km (19 mi) west of the
downtown campus. With 21
faculties and professional schools, McGill offers degrees and diplomas in
over 300 fields of study, including medicine and law. Although the
language of instruction is English, students have the right to submit any
graded work in English or in French, except when learning a particular
language is an objective of the course. Approximately 34,000 students
attend McGill, with international students comprising one-fifth of the
student population.
參考資料：http://en.wikipedia.org/wiki/McGill_University
14. About Montréal
ontreal is the world after Paris, the second largest French-speaking city, signs
M signs everywhere in French, and a mouthful of French Canadians, but you can
find here, very obvious British and French cultural traits - both Britishelegant
French romantic. In fact, the British and French communities and can not be said is a
perfect fusion of the war the French army was defeated in 1760 the exit, the British
receiver Canada, the British and French communities have peaceful co-existence for
some time, but the fact of the 19th century community differentiation was extended to
today, as the watershed of Mount Royal, the French community living in the east of
the English community living in the west.Montreal (Montréal) origin of the name is
derived from the French similar to the pronunciation of "royal mountain" (mont-royal),
Mount Royal is located in the center of the island of Montreal, from the mountains to
the south of it into the center of Montreal. Further south, the old city and port. Mount
Royal and Montreal's daily lives, is their most important leisure destination, this
Mount Royal as an indicator of logical thinking, a Montreal city map of Mount Royal
on the map top, rather than put is the North, it used the compass to find the map may
be disoriented.St. Lawrence River port of origin of the old urban areas of Montreal,
retained the style of many 19th century buildings and streets, now the center of the
rectangular area surrounded by the Metro Green Line and Orange Line, most of the
commercial buildings, shopping malls and the Four Seasons unimpeded "underground
city" (underground city) are located in this region.
【Montreal visitor center】
Address: 1001 du Square-, Dorchester, Street Tel :514-873-2015 1-877-266-5
687Time: early September to the end of May, 9:00 18:00,6 early April to early
September, 7:00 am to 8:00 pm. Website: www.tourism-montreal.org
【Montreal Museum of universal vouchers Montréal Museums The Pass】
If you want to visit Montreal museums and attractions, the Museum of universal
vouchers may wish to consider purchasing this passage coupons allows you to visit the
well-known attractions of the 30 Montreal within three days, including the museum of
Mr Cole, Museum of Fine Arts, the biosphere, Contemporary art Museum (the Musée
d'art Contemporain de Montréal), Canada architecture Centre (Canadian Centre for
architecture), Khamenei turns castle Museum (the Château Ramezay Museum) pass
the coupons on all the museum's opening hours and address, telephone, transportation
and other information. Tel :514-873-2015 1-877-266-5 687 Price: 45 Canadian dollars
(including the 3 day travel card), 35 Canadian dollars (not including travel cards).
參考資料：http://tw.travel.yahoo.com/scene/city/cit3950007216
16. Indian Institute of Management Bangalore
he Indian Institute of Management Bangalore (Kannada: ಭಾರತೀಯ
T ವ್ಯವ್ಸ್ಾಾಪ್ರಬಂಧ ಸಂಸ್ಥಾ, ಬಥಂಗಳೂರು, Hindi: भारतीय प्रबंधन संस्थान, बेंगलरु,
IIMB) is a business school located in Bengaluru, Karnataka, India. It
was established in 1973 by the Government of India, and is the third Indian
Institute of Management (IIM) to be established, after IIM Calcutta and IIM
ू
Ahmedabad. It offers several Post Graduate and Doctoral programmes, as
well as a bouquet of Executive training
programmes.
In 1972, a committee headed by Prof
Ravi Mathai, seeing the rising demand
for graduates of the first two IIMs
namely IIM Calcutta and IIM
Ahmedabad, recommended the need to
have two more IIMs. It was, therefore,
felt that the institute to be set up in
Bangalore should be developed in such a
manner as to prepare competent persons
for fulfilling the needs of the public sector. The Institute at Bangalore was
consequently set up that year, designed to cater exclusively to the needs of
Public Sector enterprises. For the proposed Bangalore institute, the
Government of Karnataka offered 100 acres of land free of cost and a
contribution to the corpus of Rs. 30 lakhs. Mr T A Pai agreed to be the first
chairman. N S Ramaswamy, who was then director of National Institute of
Industrial Engineering, was appointed the first director. Considerable
preliminary work was done, and the new institute was inaugurated by Mrs.
Indira Gandhi, the then Prime Minister of India, on 28 October 1973.
參考資料：http://en.wikipedia.org/wiki/Indian_Institute_of_Management_Bangalore
18. About indian
I ndian area of approximately 3.28 million 7 782 square kilometers, about 91 times
larger, complex and changing geographical environment, including the alluvial
plain, dry desert areas, rainforests, swamps, mountains, forests, highlands, coast,
rivers and lakeswaiting for topography. India's most densely populated region of Uttar
Pradesh, more than $ 148 million, accounting for more than one sixth of India's total
population. India itself has a complicated geographical environment, the territory of
different races, the formation of a palette of cultural customs, habits and patterns of
religious beliefs deeply affected the Indians, such as special sari wearing Indian diet,
classical music, traditional dance, the thousands of Indian customs attract people's
attention. vision. After the Mughal empire rule, leaving many people praise Yang's
architectural art, of which the most attention of the world than as one of the world's
seven great wonders of the Taj Mahal, the performance of a typical Mughal symmetric
style children, not only gorgeous and complicated art of appearance, covered with a
beautiful and enduring myth of love, is still a soul-stirring, touching. Golden Triangle
route - most people are familiar with the capital Delhi, the imperial capital of the
Mughal, Agra, Jaipur, the Pink City, the geographic relationship to form a triangular
position is a combination of must visit for the first time to India to explore
opportunities. India's holy river ─ ─ Ganges and other Indian representatives, as a part
of the Hindus, the lifetime must be at least to the Ganges purification time. Located in
a Hindu temple in Khajuraho, the appearance of male and female sexual sculpture, so
many tourists flock to in the end religious art or pornography? Waiting for you to take
a look at a faster pace. India is like a mysterious girl, people always unpredictable and
do not know what surprises the next moment will bring to you Are you advocating the
spirit of adventure is definitely excitement and enjoyable exotic journey.
About Taj Mahal
Taj Mahal is India's most famous super attractions, from the fifth generation of the
Mughal kings ─ ─ Shah Jahan Shah, Jahan, the mausoleum built by Huang Hou Muta
Chi, spent $ 20,000 in India andthe artisans of Asia and other places, time-consuming
for 22 years. The style fusion style of India, Persia, Central Asia, Islam, the proportion
of perfect shape, known as one of the world's seven wonders. The best period in view
of the Taj Mahal, on the occasion of the early morning sunrise and evening sunset
參考資料：http://tw.travel.yahoo.com/spot/spo3950023620
20. The Fifth Discipline: The Art & Practice of
The Learning Organization
Book Description Publication Date: March 21, 2006
his revised edition of Peter Senge’s bestselling classic, The Fifth
T Discipline, is based on fifteen years of experience in putting the
book’s ideas into practice. As Senge makes clear, in the long run the
only sustainable competitive advantage is your organization’s ability to
learn faster than the competition. The leadership stories in the book
demonstrate the many ways that the core ideas in The Fifth Discipline,
many of which seemed radical when first published in 1990, have become
deeply integrated into people’s ways of seeing the world and their
managerial practices.
In The Fifth Discipline, Senge describes how companies can rid themselves
of the learning “disabilities” that threaten their productivity and success by
adopting the strategies of learning organizations—ones in which new and
expansive patterns of thinking are nurtured, collective aspiration is set free,
and people are continually learning how to create results they truly desire.
The updated and revised Currency edition of this business classic contains
over one hundred pages of new material based on interviews with dozens of
practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi
Aramco, and organizations like Roca, Oxfam, and The World Bank. It
features a new Foreword about the success Peter Senge has achieved with
learning organizations since the book’s inception, as well as new chapters
on Impetus (getting started), Strategies, Leaders’ New Work, Systems
Citizens, and Frontiers for the Future.
參考資料：
http://www.amazon.com/The-Fifth-Discipline-Practice-Organization/dp/0385517254/ref=sr_1_1?ie=UTF8&qid=133871
2427&sr=8-1#_
22. The Facebook Marketing Book
Book Description Publication Date: January 12, 2011
H ow can Facebook help you promote your brand, products, and services? This
book provides proven tactics that you can use right away to build your brand
and engage prospective customers. With 500 million active users worldwide,
Facebook offers a much larger audience than traditional media, but it's a new
landscape loaded with unfamiliar challenges. The Facebook Marketing Book shows
you how to make the most of the service while skirting not-so-obvious pitfalls along
the way.Whether you're a marketing and PR professional, an entrepreneur, or a small
business owner, you'll learn about the tools and features that will help you reach
specific Facebook audiences. You'll also get an in-depth overview, with colorful and
easy-to-understand introductions to Profiles, Groups, Pages, Applications, Ads, Events,
and Facebook etiquette.
More About the Author
Dan Zarrella is a social, search, and viral marketing scientist with a background in
web development who combines his programming capabilities with a passion for
social marketing to create applications like the social URL shortener Votrs.com, Link
Attraction Factors keyword tools, as well as TweetPsych, TwitterBrandSponsors,
TweetBacks and TweetSuite.His Link Attraction Factors report helped readers
determine which topics, days, times, and keywords attract links in social media stories
for semantic content optimization, while his Viral Content report details the
motivations, preferences and habits involved in online content sharing. He has spoken
at PubCon, Search Engine Strategies, Convergence '09, 140 The Twitter Conference,
WordCamp Mid Atlantic, Social Media Camp, Inbound Marketing Bootcamp, and
The Texas Domains and Developers Conference, and he currently works as an
inbound marketing manager at HubSpot He has been featured in The Twitter Book,
The Financial Times, NYPost, The Boston Globe, Forbes, Wired, The Wall Street
Journal, Mashable and TechCrunch. He was recently awarded Shorty and Semmy
awards for social media & viral marketing.
參考資料：
http://www.amazon.com/The-Facebook-Marketing-Book-Zarrella/dp/1449388485/ref=sr_1_12?ie=UTF8&qid=1338711
849&sr=8-12
24. The Power of Habit: Why We Do What We Do in Life
and Business
Book Description Publication Date: February 28, 2012
young woman walks into a laboratory. Over the past two years, she has transformed almost
A every aspect of her life. She has quit smoking, run a marathon, and been promoted at work.
The patterns inside her brain, neurologists discover, have fundamentally changed.
Marketers at Procter & Gamble study videos of people making their beds. They are desperately
trying to figure out how to sell a new product called Febreze, on track to be one of the biggest flops
in company history. Suddenly, one of them detects a nearly imperceptible pattern—and with a slight
shift in advertising, Febreze goes on to earn a billion dollars a year.
An untested CEO takes over one of the largest companies in America. His first order of business is
attacking a single pattern among his employees—how they approach worker safety—and soon the
firm, Alcoa, becomes the top performer in the Dow Jones.
What do all these people have in common? They achieved success by focusing on the patterns that
shape every aspect of our lives. They succeeded by transforming habits. In The Power of Habit,
award-winning New York Times business reporter Charles Duhigg takes us to the thrilling edge of
scientific discoveries that explain why habits exist and how they can be changed. With penetrating
intelligence and an ability to distill vast amounts of information into engrossing narratives, Duhigg
brings to life a whole new understanding of human nature and its potential for transformation.
Along the way we learn why some people and companies struggle to change, despite years of trying,
while others seem to remake themselves overnight. We visit laboratories where neuroscientists
explore how habits work and where, exactly, they reside in our brains. We discover how the right
habits were crucial to the success of Olympic swimmer Michael Phelps, Starbucks CEO Howard
Schultz, and civil-rights hero Martin Luther King, Jr. We go inside Procter & Gamble, Target
superstores, Rick Warren’s Saddleback Church, NFL locker rooms, and the nation’s largest hospitals
and see how implementing so-called keystone habits can earn billions and mean the difference
between failure and success, life and death.
At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly,
losing weight, raising exceptional children, becoming more productive, building revolutionary
companies and social movements, and achieving success is understanding how habits work.
Habits aren’t destiny. As Charles Duhigg shows, by harnessing this new science, we can transform
our businesses, our communities, and our lives.
參考資料：
http://www.amazon.com/The-Power-Habit-What-Business/dp/1400069289/ref=br_lf_m_1000797331_1_2_img?ie=UTF8&s=books&pf_rd_p=136465
3702&pf_rd_s=center-2&pf_rd_t=1401&pf_rd_i=1000797331&pf_rd_m=ATVPDKIKX0DER&pf_rd_r=0PTMWNKX9WTPPNYRCBBK
26. THE COLLABORATIVE MINDSET
Renmin University School of Business Beijing, China
he Chinese module explores collaboration and cooperation – between
T individuals and their teams, within and between organizations.Participants
explore a uniquely Chinese perspective on collaboration in the world of business
and management, drawing on the ancient process of Guanxi to understand the
importance of Harmony and Balance.Through field trips to the extreme contrasts of
cutting edge international companies and World Heritage historical sites, participants
come to understand the local practices of management and find that the entire
experience forces them to reflect on their own and their company’s approach to
collaboration.Some of the key topics discussed during this module are: Guanxi and
management practice in China; a strategic rationale for collaboration; the role of trust
in joint ventures and alliances; collaboration among global companies; networks and
collaboration; collaboration between companies and government in China.
Collaborative thinking
Collaborative thinking tends to put in place the various thinking capacities of
employees in an organization. It involves giving adequate time to allow the internal
and external thinkers to come up with ideas which are relevant to the organization.
After the time span has expired, all suggestions are tabled and intense discussions
follow such that the pros and cons of every opinion are identified. Leaders of various
organizations should respect the opinions presented by various employees such that
the fast thinkers as well as those who take time to think are able to complement each
other Stumpf, (1999). Brainstorming is a key element of collaborative thinking which
is aimed at increasing the creativity of the group by reducing social inhibitions which
are exemplified by failure of employees to engage in the decision-making process.
Brainstorming leads to generation of new ideas which later on has a positive impact in
the development of dynamic synergies Gosling (2003). Collaborative thinking engages
ideas from various dimensions such that it allows for achievement of better and faster
results. Incorporation of employees in the decision-making process ensures that all
aspects of ideas are considered and it promotes employee commitment as their
presence and contribution is appreciated., (1999).
參考資料：http://www.impm.org/program/mindset-4-collaborative/
28. THE ANALYTIC MINDSET
McGill University, Desautels Faculty of Management Montreal,
Canada
M cGill University in Montreal hosts the second module, where participants
break from conventional analysis through creative workshops. However, time
is also spent in this module to ensure participants have a common basic
knowledge of key fundamentals in marketing, finance, accounting and IT.Here,
participants look at different perspectives on the nature and practice of analysis and
how it is commonly applied in organizations and decision-making. They explore the
power of analysis to clarify and simplify problems, as well as its limitations.Paralysis
by analysis is also probed – a phenomenon whereby managers over-analyze a problem
rather than have the courage to make a decision.Then, towards the end of the module,
they look at organizations in general from various points of view including
organizational structure, complexity theory, the role of politics in management and
product innovation.In this module, participants go on field studies to North American
companies, which in the past have included Alcan Inc., VIA Rail and CGI, to examine
and comment on their analytical and decision-making processes. Their perspectives
are also challenged with a visit to a Montreal museum that houses paintings of the
same subject by 220 different artists. The analytic mindset is developed through the
exposure to and application of the analytical tools used to manage specific
organizations and to formal approaches that improve managerial effectiveness. This
requires that the concepts of strategy, structure, culture, technology, and human
resources be understood in a systematic way that allows leaders to view the process of
leading as a melding of science, art and craft. These subsystems are interrelated and
interdependent. You cannot address issues in one area in isolation from the others. If
you change something in one subsystem, it will impact the others. Ceteris paribus
(holding everything else constant) might work in economics, but it doesn't work when
leading complex organizations. 參考資料：
http://www.impm.org/program/mindset-2-analytic/
http://jleewhittington.blogspot.tw/2010/10/analytic-mindset.html
30. THE WORLDLY MINDSET
Indian Institute of Management Bangalore Bangalore, India
T he core of this module focuses on the political, social and economic dimensions
of developing as well as developed countries. It is built on the assumption that
being exposed to other people’s worlds brings insight into one’s own, and this
helps make us more worldly and wiser – better leaders.The experience comes alive
through visits to different locations that illustrate India’s diversity, from a food market
to a software campus – which are separated by just a few kilometers yet appear to be
centuries apart.In this “East meets West” context, there is a deep examination of
culture and the developing economy, with particular attention on the cultural clash that
occurs when multinationals operate in developing countries. Participants therefore
gain an appreciation for the challenges they will face
as worldly managers. The principle of requisite
variety states that the organization’s response to the
environment in which it operates must match the
environment. So, if the environment is becoming
increasingly complex and dynamic, so must the
organization. The big idea is matching the structure of
the organization with the characteristics of the
environment. When the operating environment is
simple and stable, the organization can afford to be
more mechanistic, using policies and procedures to deal with the normal operation of
the organization. But, when environmental complexity increases, the organization
must be much more organic. In this environment, rules and regulations will not be
sufficient to meet the demands placed on the organization. These environments require
empowered employees who use their own judgment to respond to customer demands
and solve problems. This in turn requires leaders to develop the adaptive capacity of
their teams and trust those teams to act in the best interest of the organization and its
stakeholders.
參考資料：http://jleewhittington.blogspot.tw/2010/10/worldly-mindset.ht
