海外中国留学生专区


商学院申请:Harvard MBA 申请案例


Harvard Essay 2: What have you learned from a mistake? (400-word limit)


Joining BET Technology Group, a leader in China’s FPD industry, in late 20XX, I was soon promoted to patent manager, charged with developing BET’s own patents pool as an effective mechanism to avert potential litigations by business rivals, both domestic and international. Aware of the sore need for increasing the company’s own patents, the top management made that as a top strategic priority.

To meet this strategic objective, I launched BET Patent Application Volume Enhancement Project, a multi-departmental scheme involving HR Department, subsidiaries and R&D Institute and m Patent Management Department. However, there were important challenges. The long-standing negligence of patents as intellectual property within BET kept the employees’ motivation low. Young and newly-promoted, I had yet to establish smooth working relations with heads of the departments involved. In a drive to produce immediate effect, with the power vested in me by the top management, I tried to push forward with the project in an aggressive and authoritarian manner, concentrating the authority of patent application solely within my Department at the Headquarters, setting a minimum monthly quota of patent ideas to be reported, and enacting an incentive mechanism in which the volume of reported ideas and registered patents would constitute a major component of employee performance evaluation.

However, my extreme-measures-for-extreme-circumstances approach failed to yield desired results. I met many obstacles and even resistances. All the departments complained about the extra workload that this scheme would create for them and its possibility of undermining employees’ personal interests as patent ideas and patents would not come overnight, but as a result of long-time dedicated research. Rigid rules would do more harm than good.

When I reported the problem to my supervisor, she helped me recognize the errors I had committed. A key issue in multi-departmental collaboration is effective communication, coordination and team-work, all of which should be bidirectional or multi-directional. A good leader is always an active listener whose scheme, however good-intentioned, is feasible only when it’s based on the feedback of all parties involved, rather than superimposed from above. Finally, compromises are always necessary.

In my re-developed scheme, I linked the employees’ patent contributions not only with short-term incentives but also with long-term gains such as shares and promotions, depending on the values created for the company. The employees’ motivation became spontaneous and patent filings increased dramatically, from merely 60 in 20XX, to 300 in 20XX and to 500 in 20XX.




嘉文博译郑重声明:
(1)     本网站所有案例及留学文书作品(包括“个人陈述”Personal Statement,“目的陈述”Statement of Purpose, “动机
          函”Motivation Letter,“推荐信”Recommendations / Referemces “, (小)短文”Essays,“学习计划”Study Plan,“研究计
          划”(Research Proposal),“签证文书”Visa Application Documents 及“签证申诉信”Appeal Letter等等),版权均为嘉文
          博译所拥有。未经许可,不得私自转载,违者自负法律责任。


(2)      本网站所有案例及留学文书作品(包括“个人陈述”Personal Statement,“目的陈述”Statement of Purpose, “动机
          函”Motivation Letter,“推荐信”Recommendations / Referemces “, (小)短文”Essays,“学习计划”Study Plan,“研究计
          划”(Research Proposal),“签证文书”Visa Application Documents 及“签证申诉信”Appeal Letter等等),版权均为嘉文
          博译所拥有。未经许可,不得私自转载,违者自负法律责任。仅供留学申请者在学习参考,不作其他任何用途。任何整句整段
          的抄袭, 均有可能与其他访问本网站者当年递交的申请材料构成雷同,而遭到国外院校录取委员会“雷同探测器”软件的检测。
          一经发现,后果 严重,导致申请失败。本网站对此概不负责。

北京市海淀区上地三街9号金隅嘉华大厦A座808B

电话:(010)-62968808 / (010)-13910795348

钱老师咨询邮箱:qian@proftrans.com   24小时工作热线:13910795348

版权所有 北京嘉文博译教育科技有限责任公司 嘉文博译翻译分公司 备案序号:京ICP备05038804号