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2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

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新征途:Duke Fuqua Recommendation Questions 2016-2017  

2017-01-14 02:45:29|  分类: PS/Essay/简历/推 |  标签: |举报 |字号 订阅

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新征途:Duke Fuqua Recommendation Questions 2016-2017

 

 

The online MBA application for the Duke University Fuqua School of Business is now live for the 2016-2017 admissions season.  This means that the Fuqua MBA recommendation questions are available to Class of 2019 applicants and their recommenders.

 

2016-2017 Duke / Fuqua Recommendation Questions

The form opens with questions about the recommender’s contact information and some information on their educational backgrounds and relationship with the applicant.

Recommender Information

Relationship to Applicant (Dropdown menu)

How long have you known the applicant?

Are you an alumnus/alumna of Duke University?  (Yes / No)

If so, please state the year you graduated and the degree received. Include name of program, if relevant.
Do you have an MBA from a school other than The Fuqua School of Business?

 

Leadership Behavior Grid

Results Orientation

Fulfills assigned tasks Overcomes obstacles to achieve goals Exceeds goals and raises effectiveness of organization Introduces incremental improvements to enhance business performance using robust analysis Invents and delivers best-in-class standards and performance

Strategic Orientation

Understands immediate issues of work or analysis Identifies opportunities for improvement within area of responsibility Develops insights or recommendations that have improved business performance Develops insights or recommendations that have shaped team or department strategy Implements a successful strategy that challenges other parts of the company or other players in the industry

Team Leadership

Avoids leadership responsibilities; does not provide direction to team Assigns tasks to team members Solicits ideas and perspectives from the team; holds members accountable Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations

Influence and Collaboration

Accepts input from others Engages others in problem solving Generates support from others for ideas and initiatives Brings others together across boundaries to achieve results and share best practices Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost

Communicating

  • Sometimes rambles or is occasionally unfocused
  • Is generally to the point and organized
  • Presents views clearly and in a well- structured manner
  • Presents views clearly and demonstrates understanding of the response of others
  • Presents views clearly; solicits opinions and concerns; discusses them openly

Information Seeking

  • Asks direct questions about problem at hand to those individuals immediately available
  • Personally investigates problems by going directly to sources of information
  • Asks a series of probing questions to get at the root of a situation or a problem
  • Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
  • Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information

Developing Others

  • Focuses primarily on own abilities
  • Points out mistakes to support the development of others
  • Gives specific positive and negative behavioral feedback to support the development of others
  • Gives specific positive and negative behavioral feedback and provides unfailing support
  • Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change

Change Leadership

  • Accepts status quo; does not see the need for change
  • Challenges status quo and identifies what needs to change
  • Defines positive direction for change and persuades others to support it
  • Promotes change and mobilizes individuals to change behavior
  • Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change

Respect for Others

  • Is sometimes self- absorbed or overly self-interested
  • Generally treats others with respect; usually shares praise and credit Is humble and respectful to all
  • Is respectful to all and generous with praise; ensures other opinions are heard
  • Uses understanding of others and self to resolve conflicts and foster mutual respect

Trustworthiness

  • Shows occasional lapses in trustworthy behavior
  • Generally acts consistently with stated intentions
  • Acts consistently with stated intentions even in difficult circumstances
  • Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
  • Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity

Stress Management and Resilience

  • Resents and avoids stressful situations. Requires coaching to recover from setbacks
  • Falters, at times, under pressure. Can operate with limited guidance to recover from setbacks
  • Adequately manages pressure. Independently recovers from setbacks
  • Proactively reaches out for support under pressure. Recovers from setbacks by requesting input from colleagues/teammates
  • Maintains composure and clarity of thought under pressure. Analyzes setbacks constructively and charts proactive recovery course

Global Competence

  • Has no global experience. Exhibits minimal or no interest in global perspectives
  • Globally aware with limited experience beyond native country. Exhibits acceptance of diverse perspectives
  • Globally aware with insight beyond native country. Appreciative of diverse perspectives
  • Globally competent with experience in a global setting (professional or personal). Appreciative of diverse perspectives
  • Globally competent with significant experience in a global setting (professional or personal). Actively seeks out diverse perspectives

English Language Skills (for non-native English speakers)

  • Serious problems with comprehension and communication skills – does not possess the skills to succeed
  • Demonstrates difficulty with communication and may struggle even with coaching
  • Demonstrates some difficulty with communication; could succeed with assistance
  • Strong English comprehension and communication skills
  • Outstanding English comprehension and communication skills

Letter of Reference

In your letter of reference, please provide insight about the applicant in the areas described below. Help us understand the applicant’s leadership potential and highlight the traits and skills the applicant possesses that will contribute to success. Please be specific and provide concrete examples where possible. We ask that you refrain from using material provided by the applicant so as to present only your unique view of his/her potential. We recognize the time and effort this request constitutes and we are most appreciative of your investment in this process.

  1. Comment briefly on the context of your interaction with the applicant.
  2. How do the applicant’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles?
  3. What do you perceive as the applicant’s areas for growth? Describe the applicant’s awareness of these areas and his/her response to constructive feedback.
  4. Please include additional comments you feel will be helpful to the Admissions Committee.

Please limit your letter of reference to two pages, double spaced. Outdated or general letters that do not address the points above do not strengthen the candidate’s application.

 

Overall Assessment

Based on your professional experience, how do you rate this applicant compared to her/his peer group?

  • Below average
  • Average
  • Very Good (well above average)
  • Excellent (top 20%)
  • Outstanding (Top 10%)
  • One of the best encountered in my career

Overall, I…this candidate to The Fuqua School of Business.

  • Do Not Recommend
  • Recommend with Reservations
  • Recommend

 

 

以上内容摘自:

Duke Fuqua 推荐信系统 

 

 

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