小 目 录
Essay 1
Essay 2
Essay 3
Essay 4
Essay 5


Essay 1:

Listed below are the values that embody the Penn MBA community.

We are Individuals of Character and Integrity. We value honesty, humility, and hard work. We value passion, commitment, and personal responsibility. We honor our obligation to each other and to the world in which we live.

We are A Diverse Community built on Common Values. We value each person’s unique contributions to the Community. We value trust, mutual respect and collaboration. We share our struggles and our successes - and have fun along the way.

We are Leaders focused on Learning and Individual Growth. We value intellectual curiosity, creative thinking, and a commitment to excellence. We value a curriculum that is relevant, innovative, and practical, and demanding. We take risks and reach beyond our perceived limitations.

Please select ONE of the following elements of our values. Describe why it resonates with you and specifically how you demonstrate it.

“We value passion, commitment, and personal responsibility.”

“We honor our obligation to each other and to the world in which we live.”

“We take risks and reach beyond our perceived limitations.”

We must not cease from exploration and the end of all exploring will be to arrive where we began and know the place for the first time.

-- T. S. Eliot

I have evolved a pattern of life focused on change and growth. After receiving a three-month training at Huawei Technologies, I wrote to the company’s VP and volunteered to work as an engineer in one of the remotest areas of China where no other engineers were willing to go. This self-inflicted “exile” was a deliberate move on my part to hone my character and professionalism in the harshest of the physical conditions so that I could be capable of performing any mission anywhere in the future. My initiative and self-sacrifice for the interest of corporate expansion, as well as excellent performance, were duly recognized by the top management which, in 2001, made myself the youngest engineer on oversees projects.

Working in the Mid-East and North Africa, I traveled to all the countries in those regions. While proud of my contributions to the technical advancements in telecommunication there, I experienced my own personal change and growth: adapting to rapidly changing environments, communicating with people of different national and religious backgrounds, and experiencing exotic cultures. I acquired international perspectives and experiences that have since allowed me to work most productively in multicultural environments.

Back from overseas missions in 2003, I enjoyed a rare opportunity to be promoted as senior engineer at Huawei Headquarters. Rather than intoxicated and overwhelmed by this close-at-hand success, I was somber-minded enough to realize that a truly high-achieving professional development in the rapidly changing technology world needed advanced academic input. Therefore, to the amazement of almost everybody, I rejected the offer and entered a graduate program in Telecommunications Management at Stevens Institute of Technology in Beijing. The program helped me effect a major change on two levels—acquiring academic excellence as top-2 student among 23 and a solid foundation to transform from engineering to managerial roles.

This academic experience demonstrates that I am a person who knows what I am doing and what I have to do in order to maximize my potential and achieve full self-actualization. For me, a temporary withdrawal from the industry is to gather new momentum and to keep increasing the momentum along the new course of action once I re-enter the industry. As it turned out, I became a project manager with ZTE Corporation, working at the Asia-Pacific Regional Office in Singapore. At this HKSE-listed company and China’s largest listed telecom vendor, I have managed a series of major international projects, including a $2 million trial project to implement Brunei Darussalam’s first-ever W-CDMA telecom networks.

However, I knew that my personal change and growth are far from complete. With my vast knowledge of the current developments and future trends of the technology world, I believe the technology world is what I must transcend and my true arena is consulting on corporate strategy. This motivation has resulted in my present employment as Project Manager/Consultant with Strategic Development Research (SDR) Consulting., Ltd. I lead teams of talented consultants to deliver value-added services to some of the country’s industrial giants like China Mobile Group, a NYSE-listed and 2006 FT Global 500 company. I conceive this career change as my single most important accomplishment in my life heretofore because I am well on my way toward a most rewarding career that I find most meaningful.

I knew of no more than encouraging fact than the unquestionable ability of men to elevate his life by conscious endeavor.

-- Henry David Thoreau

Why, then, an MBA? The answer is “Change and Growth”, which is the core value consistently and profoundly within myself. SDR consulting is concerned with overall and long-term issues which can mean life or death for a corporate organization. A broad vision and penetrating insights are two paramount qualities for an accomplished SDR consultant. Only your world-class, prestigious MBA program can help me cultivate those valuable leadership qualities.

As in any change-oriented undertaking, we first sow a seed of thought and then reap an action. Now, I sow an action and expect to reap a growth—I search hard deep inside me to see what my real need is and try to stick to it. Of course, my proposed MBA program itself is not an end but only a means, testifying to my changeless faith in the perpetual process of changes and growth of my lifelong pursuit, in which each step is a step upward, leading to the infinite altitude of my unlimited potential.

Essay 2:

If you could host a dinner party and invite any four people, either living or dead, whom would you invite and what would the five of you discuss together? There is no right answer concerning the dinner guests; rather, we want you to be creative and thoughtful in your response. Space is limited to 4000 characters.

If I could host a dinner party, I would invite Dr. Stephen R. Covey, author of TheSeven Habits of Highly Effective People, Elizabeth O'Leary, author of The Ten-Minute Guide to Leadership, and two members of the consulting team of which I am currently in charge, Mr. Liu and Mr. Shu. As a manager new to a leadership position in a consulting capacity, I firmly hold that a vital part of the responsibilities of a team leader lies in his or her ability to facilitate the success of each member of the team. In our dinner party discussions, Dr. Covey could personally enlighten us on the power of effective communication and the potential resulting paradigm shifts, which would lead to the most desirable synergy for the dynamics of the team. Elizabeth O'Leary would vividly elucidate the traits of a good leader as well as the challenges he or she must overcome. Dr. Covey’s principles concerning change would be of tremendous benefit in continuing on our path toward personal and professional growth, while Ms. O’Leary’s contributions would simultaneously guide us in becoming more effective team leaders as well as better team players. After all, before attempting to change others we must look inside to see what we need to change within ourselves. Both Dr. Covey and Ms. O’Leary would serve to inspire us with their deep understanding and knowledge of how to lead and how to maximize our achievements as a team.

I have included Mr. Liu because as his team leader, I have observed that although he has a quick-thinking ability to find a logical solution to problems (not necessarily always the most desirable solution my from my viewpoint as team leader), he also lacks discipline and only excels at tasks that he personally enjoys, otherwise he easily becomes angry in the course of his work. As a result, I spend much of my time arguing with him and trying to persuade him to do what he should, which creates conflict and stress for me and the other team members. I believe that he could benefit from our dinner party guests by learning (1) that although debate is healthy, conflict leads to lower group morale, and it can also lead to a galvanization of employees against the leader; (2) facing such conflict, a good leader remains calm, not because he or she doesn’t care but rather to maintain control and fulfill his or her responsibility to resolve the conflict; (3) to solve the problem, the leader and team members need to work to identify the cause and solve the problem together, as well as discuss how to avoid similar problems in the future. Above all, I want Mr. Liu to understand that as an effective leader, I want only to act in the best interests of the business and that he should not take things personally; rather he should feel free to share and contribute his own ideas. From my perspective, I hope to better understand through our group discussions: (1) that there is no “perfect” team and that it is my duty to strive to make it perfect; (2) even though it is imperfect, I should endeavor to understand my staff’s strengths and weaknesses and to take full advantage of their strengths while minimizing the effects of their weaknesses.

Mr. Shu would be invited as the star performer on our team. Although he is a newcomer to the team and lacks project experience, he is so proactive and flexible that he always tries to think ahead and even goes out of his way to assist me in setting a new direction for the team. I would hope that he would gain even greater confidence from our dinner party discussion and learn: (1) what we see determines what we can become. Our potential is highly related to what we see and what we choose to see. We cannot go far in attempting to change our behavior without simultaneously changing how we view the overall situation; (2) as we follow the advice of our dinner guests, the paradigm shifts that we achieve will create significant power change as we transform ourselves from responsible independence to effective interdependence as a team. I also hope to learn: (1) even for highly self-motivated employees, it is the leader’s responsibility to encourage such behavior and motivate the staff to achieve even higher standards; (2) should my team members be promoted or move on to a better job, this would demonstrate that I am successfully developing them to become better professionals

Essay 3:

What are your expectations of the MBA program? What do you hope to gain from your study at XXX Business School? What contributions do you think you will make? Space is limited to 4000 characters (700 words).

As we plant the seed and patiently weed and nourish it, we begin to feel the excitement of real growth and eventually taste the incomparably delicious fruits of a congruent, effective life.--Stephen R. Covey

Being a person of well-preparedness, I take each step of personal and professional development cautiously, but each step I take must yield the expected result.

What I expect from the MBA program really hinges on my interpretation of my past, present, and future. I interpret my past career (20xx to 20xx) as Full Development, my present (career in 20xx and the proposed MBA program) as Free Development, and my future (post-MBA short- and long-term careers) as Complete Development. Therefore, my expectations from the MBA program are simple — to achieve Free Development and Complete Development.

By “Full Development”, I mean a conscious exposure to industrial experiences in which I allow myself to freely explore my professional interests and potentials, develop crucial professional qualities, and map out a future course of action. My two-year employment as an engineer (working both in and outside China) with Huawei Technologies Co., a Chinese company that has become a leading global networks and telecom vendor, allowed me to gain insights into the IT market at home and abroad. By sharing responsibilities in project management, I learned how to accomplish project objectives through productive teamwork and cross-cultural communication. To bring out my full management potential, I undertook a Master of Science program in telecommunications management at Stevens Institute of Technology in Beijing. With growing interest in technological and the managerial aspects of the next-generation wireless communications systems, I joined x x x and became a project manager at its Asia-Pacific Department based in Singapore. I quitted the job within a year because an insider’s knowledge of this largest listed telecom vendor in China convinces me that a technical giant of poor strategy is unlikely to be a true winner in the marketplace.

In joining SDR Consulting toward the end of 20xx, I shifted my professional focus to business strategy consultancy, motivated by the realization that, for an IT company, its core technology must be integrated with a core strategy in order to remain invincible in the highly competitive modern market. Having led teams that offered consultation to leading Chinese telecom operators on enterprise process reengineering, strategic development and legal risk management, I have achieved an impressive and exciting career growth. Through 7 years of career experiences of free exploration of diverse possibilities, I conclude that corporate strategy is the core of business administration and a challenging consultancy career is to be my lifelong commitment.

I see my SDR consulting profession as the beginning of my “Free Development” in that I have exercised my autonomy in identifying a lasting professional commitment which is meaningful because it is what I am truly interested in and passionate about. It is a commitment because henceforward I will avail myself of all the available resources to become a leading consultant in China on corporate strategy, a field where, as the summit of the consulting profession, only a very limited number of professional consultants are working in China due to its challenging nature.

What I expect from the top-tier MBA program at your business school is simply the knowledge support for my “Full Development”. A prestigious program enjoying a high accepting percentage of the graduates by the consulting industry, it offers Strategic Management Concentration which can teach me how to formulate strategic planning that help firms compete in the context of rapid technological changes, global competition, and new organizational forms. Knowledge from courses such as Venture Creation, Global Strategic Management, Corporate Entrepreneurship for Global Competitiveness, Strategic Marketing, and Strategic Issues in the Management of Technology will turn me into a valued leader in my chosen field. In addition, your Technology Leadership Program is also highly relevant. I have two more specific expectations—to acquire consulting knowledge and expertise across different technologies and industries, and to do consulting internships through your program’s connections with 100 firms so as to experience strategic management consulting as practiced in the American industries.

I further expect that what I gain from your program can boost my post-MBA short- and long-term objectives. My short-term goal is to assume a mid-level management position in a multi-national company. There, the newly acquired perspectives and skills will drive me to explore unlimited possibilities along the ladder. Ultimately I will launch my own consulting business and develop it into a major consulting brand in the industry. This is what I define as my “Complete Development”, the consummation and fruition of all my personal and professional endeavors.

My 7-year professional experience will be a major asset that I can contribute to your program. Through discussions and seminars, I will share with the class the current situation of the consulting and the high-tech industries in China, my first-hand experience of international project management, my real-life understanding of cross-cultural communication in Middle East, North Africa and Asian-Pacific regions, the strategic challenges that Chinese firms face in international competition, as well as the legal risks associated with running businesses in China, etc. My interaction with an outstanding cohort of students will further stimulate my brainstorming in your case studies. I believe I will bring forward a “China Case” which will spur great interest among my fellow students, many of whom will seriously consider operating business in China in the near future as a result of my contributions.

Essay 4

How will you contribute to the legacy of the x x x School of Business?

For me, a responsible attitude in applying for the x x x School of Business is to ensure that my academic and professional background fully matches your program and that I can make a unique contribution to the legacy of your top-notch business school. An essential Smith legacy is that Smith courses in core business areas are enhanced with more e-business courses than offered anywhere, including supply chain management, electronic commerce, telecommunications, and e-services marketing. My 5-year professional experience, domestic and abroad, in telecommunication technologies and services and in strategic consulting, combined with my academic training in telecommunications management, makes me the perfect candidate for your program.

Accordingly, with my unique professional and academic assets, I can contribute to the Smith legacy in many important ways. Through discussions and seminars, I will share with my class the current developments of the consulting and the high-tech industries in China, my first-hand experience of international project management, my real-life understanding of cross-cultural communication in Middle East, North Africa and Asian-Pacific regions, the strategic challenges that Chinese firms face in international competition, as well as the legal risks associated with running businesses in China, etc. I will also share with the class my insights into such issues as career planning and development and other life issues that govern our lives. My interaction with an outstanding cohort of students will further stimulate my brainstorming in your case studies. I believe I will bring forward a “China Case” which will spur great interest among my fellow students, many of whom will seriously consider operating business in China in the near future as a result of my contributions.

X x x School of Business prides itself on another important legacy—preparing students to evolve into new business leaders in the 21st century who can succeed in the fickle business world driven by increasing globalization and fast-changing technologies. To be able to predict about the unpredictable, the best way is to get to know what we still do not know. Coming from the fastest growing economy and one of the largest technology markets in the world, my insider’s knowledge about China will de-mystify the country’s economic environment for my future classmates, serving as a stepping stone onto new horizons.

Outside the classroom, I also have some specific roadmaps. I will apply the management knowledge and skills learned in the virtual world of the classroom to the real world of business. By participating in the MBA Consulting Program, I can leverage my previous work experience in the telecom sector and the perspectives and capabilities I gained in the consulting industry into solving those challenging real-world problems. By leading and collaborating with my MBA classmates on projects and working with senior executives, I will make positive impacts on the way we work and on the results we deliver so that all the individuals involved can hone their leadership and communication skills. In addition, by joining the global studies courses organized by the Center for Global business, I will share with my fellow students some of the “softer” issues associated with venturing to some host countries and regions where I have lived and worked so that my international experiences and perspective will be a shared legacy for everyone.

Essay 5

If you could be the leader of an organization, what organization would you choose, and why? What changes would you make to enhance the organization and what current strategies would you retain?

Upon receiving my Master’s degree in Telecommunications Management from Stevens Institute of Technology in Jan, 20xx, I joined xxx, China’s largest telecom vendor listed on Hong Kong Stock Exchange, and worked as project manager at its Asia-Pacific Department based in Singapore. By the end of the year, I quitted. A love-hate feeling was what my eleven-month professional experience cultivated in me for this technical giant.

I believe that technology alone does not necessarily make a company eternal winner in the rapidly changing market. Strategy is the ultimate winning factor. With the perspectives I have developed through my corporate strategy consulting at SDR Consulting Ltd since early 20xx, I would like to be the leader of xxx because an insider’s knowledge of its strategic problems convinces me that improvements in xxx’s corporate strategies will make it run faster in the highly competitive global marketplace.

For the global telecom industry, the period 20xx-20xx is a wintry season. However, xxx’s CDMA and PHS business, activated in 20xx when they were generally considered dubious technologies, achieved an amazing 40% growth rate for two consecutive years in 20xx and 20xx. In 20xx, the revenue from PHS along contributed to 1/3 of xxx’s total revenue. However, xxx itself was plunged into a wintry season since early 20xx when PHS and CDMA on the domestic market rapidly shrank. Thanks to its intensified R & D on such candidate technologies as CDMA2000, WCDMA, TD-SCDMA and to the Chinese government’s demonstrated support for TD-SCDMA, xxx is able to win more contracts.

In 20xx, after a long series of most rigorous tests, xxx became a global strategic partner of Vodafone as provider of 2G GSM mobile phones. Vodafone network covers 26 countries. In addition, Vodafone also provides network services with other cooperative partners in 31 countries and Vodafone’s total number of global users reaches 1.79 billion. ZET now provides several millions of mobile phones custom-made for Vodafone. This strategy of expanding international market is certainly in the correct direction, but so far, xxx’s cooperation with the world’s top 10 mainstream operators has only been focused on low-end products and in newly-developed markets in less developed countries. Strategically, xxx should intensify its R & D efforts so as to compete against international rivals like Motorola, Ericsson, Alcatel-Siemens and to break into the high-end market. On the other hand, as xxx’s aggressive pricing is squeezing its profit margins, it should take serious efforts to enhance its profitability by improving operational efficiency and management to reduce the high cost associated with increasing international operation.

xxx has long prided itself on an organizational structure characterized by “Divisions”, each division endowed with a high level of autonomy. However, with the expansion of the corporation scale and the changes in the telecom market, such an organizational structure exhibits increasing evils. Internally, with different product lines grouped under different divisions, it is difficult to coordinate individual divisions, resulting in the reduced efficiency in resource allocation. Externally, customers both as home and abroad demand not just a single product, but an integrated solution. The barriers between existing divisions have prevented the quick response necessary for total solution. A major organizational change would be to establish a Matrix System dominated by functional subsystems—Marketing, R & D, Logistics, Sales. Rather than defined by the product line, the new structure should be defined by workflow and functions. This will make possible a market-driven strategy that will make the corporation better able to respond to the diversified needs of the customers on a timely basis and to enhance competitiveness.

At present, xxx has virtually all the telecom technologies in the world and R & D has been indiscriminately carried out in each technology. This has resulted in the loose distribution and waste of resources and in the lack of core technology. The future product R & D must be premised on sufficient commercial evaluation dominated by customer demands and centered on a limited number of key fields.

At this critical phase of getting out of the depression, the best strategy might be an employee incentive program that helps stabilize the labor force and enhance morale. The top management is to be excluded from this program. A 5% of the total volume of the company’s shares can be allocated to employees on key positions, who are mainly R & D personnel that account for 60% of xxx’s 4000 employees. Another 5% is to be reserved for other employees and newcomers in the near future. This would bring all the employees into concerted efforts.

The merging between Erickson with Marconi, between Alcatel and Lucent, and between Nokia and Simens has completely changed the conventional pattern of the telecom industry. The gap between those international giants and xxx has been further widened. In order to develop itself into a world-class company, xxx has yet to undergo important transformations and accelerate its growth.



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