{"id":5712,"date":"2025-03-09T05:20:23","date_gmt":"2025-03-09T05:20:23","guid":{"rendered":"https:\/\/www.stic.ac.th\/qafs2425\/humanities-social-sciences\/?page_id=5712"},"modified":"2026-07-10T07:23:24","modified_gmt":"2026-07-10T07:23:24","slug":"%e0%b8%aa%e0%b9%88%e0%b8%a7%e0%b8%99%e0%b8%97%e0%b8%b5%e0%b9%88-3-%e0%b8%ad%e0%b8%87%e0%b8%84%e0%b9%8c%e0%b8%9b%e0%b8%a3%e0%b8%b0%e0%b8%81%e0%b8%ad%e0%b8%9a%e0%b8%97%e0%b8%b5%e0%b9%88-7-%e0%b8%9c-5","status":"publish","type":"page","link":"https:\/\/qa.trsu.ac.th\/humanities-social-sciences\/?page_id=5712","title":{"rendered":"\u0e2a\u0e48\u0e27\u0e19\u0e17\u0e35\u0e48 3 \u0e2d\u0e07\u0e04\u0e4c\u0e1b\u0e23\u0e30\u0e01\u0e2d\u0e1a\u0e17\u0e35\u0e48 7 \u0e1c\u0e25\u0e25\u0e31\u0e1e\u0e18\u0e4c (Criteria 7.5 \u0e1c\u0e25\u0e25\u0e31\u0e1e\u0e18\u0e4c\u0e14\u0e49\u0e32\u0e19\u0e07\u0e1a\u0e1b\u0e23\u0e30\u0e21\u0e32\u0e13 \u0e01\u0e32\u0e23\u0e40\u0e07\u0e34\u0e19 \u0e15\u0e25\u0e32\u0e14 \u0e41\u0e25\u0e30 \u0e01\u0e25\u0e22\u0e38\u0e17\u0e18\u0e4c (Budgetary, Financial, Market, and Strategy Results))"},"content":{"rendered":"\n
\"\"<\/figure>\n\n\n\n

Criteria 7.5 \u0e1c\u0e25\u0e25\u0e31\u0e1e\u0e18\u0e4c\u0e14\u0e49\u0e32\u0e19\u0e07\u0e1a\u0e1b\u0e23\u0e30\u0e21\u0e32\u0e13 \u0e01\u0e32\u0e23\u0e40\u0e07\u0e34\u0e19 \u0e15\u0e25\u0e32\u0e14 \u0e41\u0e25\u0e30 \u0e01\u0e25\u0e22\u0e38\u0e17\u0e18\u0e4c (Budgetary, Financial, Market, and Strategy Results)<\/strong><\/p>\n\n\n\n

Requirements<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Quality level assessment<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Result<\/strong> 7.5<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

\u0e1c\u0e25\u0e01\u0e32\u0e23\u0e14\u0e33\u0e40\u0e19\u0e34\u0e19\u0e01\u0e32\u0e23\u0e15\u0e32\u0e21\u0e41\u0e1c\u0e19\u0e07\u0e32\u0e19\u0e1b\u0e0f\u0e34\u0e1a\u0e31\u0e15\u0e34\u0e01\u0e32\u0e23\u0e1b\u0e23\u0e30\u0e08\u0e33\u0e1b\u0e35<\/strong><\/strong><\/p>\n\n\n\n

The Dean and the faculty committee allocate resources\u2014including budget, personnel, equipment, and facilities\u2014to support the implementation of projects and activities aligned with the annual action plan, aiming to push the indicators to achieve strategic goals. In the 2025 academic year, through measures to improve operational efficiency and effectiveness, the Faculty successfully completed the annual action plan by executing 44 projects while staying under the allocated budget.<\/strong><\/p>\n\n\n\n

Mission plan<\/strong><\/td>Academic year 2025<\/strong><\/td><\/tr>
Allocated budget<\/strong><\/td>Budget spent<\/strong><\/td><\/tr><\/thead>
1. <\/strong>Education Management<\/strong><\/td>125,000<\/strong><\/strong><\/td>30,0000<\/strong><\/strong><\/td><\/tr>
Curriculum administration<\/td>20,000<\/td>–<\/td><\/tr>
Academic administration<\/td>80,000<\/td>30,0000<\/td><\/tr>
Personnel development<\/td>25,000<\/td>–<\/td><\/tr>
2. <\/strong>Student development<\/strong><\/td>71,000<\/strong><\/strong><\/td>31,813<\/strong><\/strong><\/td><\/tr>
3. <\/strong>Research and innovation<\/strong><\/td>5,000<\/strong><\/strong><\/td>–<\/strong><\/strong><\/td><\/tr>
4. <\/strong>Academic service<\/strong><\/td>50,000<\/strong><\/strong><\/td>9,776<\/strong><\/strong><\/td><\/tr>
5. Art and culture conservation<\/strong><\/td>24,000<\/strong><\/strong><\/td>13,000<\/strong><\/strong><\/td><\/tr>
6. <\/strong>Administration<\/strong><\/td>220,000<\/strong><\/strong><\/td>202,080<\/strong><\/strong><\/td><\/tr>
Work administration<\/td>–<\/td>–<\/td><\/tr>
Personnel administration<\/td>–<\/td>–<\/td><\/tr>
Facilities and equipment administration<\/td>220,000<\/td>202,080<\/td><\/tr>
Information administration<\/td>–<\/td>–<\/td><\/tr>
Administrative process development<\/td>–<\/td>–<\/td><\/tr>
Total<\/strong><\/td>495,000<\/strong><\/strong><\/td>286,669<\/strong><\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

\u0e1c\u0e25\u0e25\u0e31\u0e1e\u0e18\u0e4c\u0e01\u0e32\u0e23\u0e14\u0e33\u0e40\u0e19\u0e34\u0e19\u0e01\u0e32\u0e23\u0e15\u0e32\u0e21\u0e40\u0e1b\u0e49\u0e32\u0e2b\u0e21\u0e32\u0e22\u0e02\u0e2d\u0e07\u0e41\u0e1c\u0e19<\/strong><\/strong><\/p>\n\n\n\n

Regarding workforce performance, the Faculty measured the performance measures for the Faculty\u2019s 3 main missions, performance measures for annual projects, and performance measures for workforce capacity development.<\/p>\n\n\n\n

Performance Results<\/strong><\/p>\n\n\n\n

Performance Types<\/strong><\/td>Results<\/strong><\/td><\/tr><\/thead>
1. Main Missions<\/td>Teaching and Learning Management<\/td>* Number of students\u2019 innovative work arising from productive-based Learning (65 creative work pieces) * Number of programs improved and accredited = 2 <\/td><\/tr>
Research<\/td>* 4 research papers by the faculty members * 2 research papers by BE students  * 4 theses by CA students<\/td><\/tr>
Academic and community services<\/td>* Successful academic and community services = 2 service projects with 4 activities * Service recipients\u2019 satisfaction (see Table 7)<\/td><\/tr>
2.  Annual action plan via projects<\/td>* Results of the projects as stated<\/td><\/tr>
3. Workforce capacity development<\/td>Faculty members teaching and  learning development<\/td>* Hours of attending training\/ seminars * 2 pieces of KM work produced and presented * Satisfactory level for teaching quality rated by students and from lecturers\u2019 self-evaluation * Satisfactory teaching quality from peer evaluation * Examination papers with critical questions, both MCQ and essay-type questions<\/td><\/tr>
Faculty members\u2019 research endeavor<\/td>* 4 research papers produced and published in SCOPUS \/ TCI Journals * 18 % of faculty members pursuing a doctoral degree * 27.27 % of faculty members planning for an academic title<\/td><\/tr>
Support staff<\/td>* 15 hours of attending trainings\/ seminars * Satisfactory work quality rated by students and other suppliers = 4.60<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19<\/strong><\/p>\n\n\n\n

\u0e23\u0e2b\u0e31\u0e2a\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19<\/strong><\/strong><\/td>\u0e0a\u0e37\u0e48\u0e2d\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19(\u0e1e\u0e23\u0e49\u0e2d\u0e21\u0e41\u0e19\u0e1a\u0e25\u0e34\u0e49\u0e07\u0e04\u0e4c)<\/strong><\/strong><\/td><\/tr><\/thead>
7.5.1 (1) -1<\/td>\u0e2a\u0e23\u0e38\u0e1b\u0e0a\u0e31\u0e48\u0e27\u0e42\u0e21\u0e07\u0e01\u0e32\u0e23\u0e1e\u0e31\u0e12\u0e19\u0e32\u0e15\u0e19\u0e40\u0e2d\u0e07\u0e02\u0e2d\u0e07\u0e2d\u0e32\u0e08\u0e32\u0e23\u0e22\u0e4c<\/a><\/td><\/tr>
7.5.1 (1) -2<\/td>\u0e2b\u0e25\u0e31\u0e01\u0e2a\u0e39\u0e15\u0e23 BE<\/a><\/td><\/tr>
7.5.1 (1) -3<\/td>\u0e2b\u0e25\u0e31\u0e01\u0e2a\u0e39\u0e15\u0e23 CA<\/a><\/td><\/tr>
7.5.1 (1) -4<\/td>\u0e0a\u0e34\u0e49\u0e19\u0e07\u0e32\u0e19\u0e02\u0e2d\u0e07\u0e19\u0e31\u0e01\u0e28\u0e36\u0e01\u0e29\u0e32<\/a><\/td><\/tr>
7.5.1 (1) -5<\/td>\u0e07\u0e32\u0e19\u0e27\u0e34\u0e08\u0e31\u0e22\u0e02\u0e2d\u0e07\u0e2d\u0e32\u0e08\u0e32\u0e23\u0e22\u0e4c<\/a><\/td><\/tr>
7.5.1 (1) -6<\/td>\u0e07\u0e32\u0e19\u0e27\u0e34\u0e08\u0e31\u0e22\u0e02\u0e2d\u0e07\u0e19\u0e31\u0e01\u0e28\u0e36\u0e01\u0e29\u0e32<\/a><\/td><\/tr>
7.5.1 (1) -7<\/td>\u0e23\u0e32\u0e07\u0e27\u0e31\u0e25\u0e07\u0e32\u0e19\u0e27\u0e34\u0e08\u0e31\u0e22<\/a><\/td><\/tr>
7.5.1 (1) -8<\/td>\u0e1a\u0e23\u0e34\u0e01\u0e32\u0e23\u0e27\u0e34\u0e0a\u0e32\u0e01\u0e32\u0e23\u0e41\u0e25\u0e30\u0e0a\u0e38\u0e21\u0e0a\u0e19 <\/a> <\/td><\/tr>
7.5.1 (1) -9<\/td>\u0e07\u0e32\u0e19 KM<\/a><\/td><\/tr>
7.5.1 (1) -10<\/td>\u0e1c\u0e25\u0e01\u0e32\u0e23\u0e1b\u0e23\u0e30\u0e40\u0e21\u0e34\u0e19 \u201c\u0e19\u0e31\u0e01\u0e28\u0e36\u0e01\u0e29\u0e1b\u0e23\u0e30\u0e40\u0e21\u0e34\u0e19\u0e2d\u0e32\u0e08\u0e32\u0e23\u0e22\u0e4c\u201d<\/a><\/td><\/tr>
7.5.1 (1) -11<\/td>\u0e1c\u0e25\u0e01\u0e32\u0e23\u0e1b\u0e23\u0e30\u0e40\u0e21\u0e34\u0e19 \u201c\u0e2d\u0e32\u0e08\u0e32\u0e23\u0e22\u0e4c\u0e1b\u0e23\u0e30\u0e40\u0e21\u0e34\u0e19\u0e15\u0e19\u0e40\u0e2d\u0e07\u201d<\/a><\/td><\/tr>
7.5.1 (1) -12<\/td>peer observation<\/a><\/td><\/tr>
7.5.1 (1) -13<\/td>\u0e15\u0e31\u0e27\u0e2d\u0e22\u0e48\u0e32\u0e07\u0e01\u0e32\u0e23 review \u0e02\u0e49\u0e2d\u0e2a\u0e2d\u0e1a<\/a><\/td><\/tr>
7.5.1 (1) -14<\/td>\u0e1c\u0e25\u0e01\u0e32\u0e23\u0e1b\u0e23\u0e30\u0e40\u0e21\u0e34\u0e19\u0e40\u0e08\u0e49\u0e32\u0e2b\u0e19\u0e49\u0e32\u0e17\u0e35\u0e48\u0e1a\u0e38\u0e04\u0e25\u0e32\u0e01\u0e23<\/a><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
\"\"<\/figure>\n\n\n\n

Marketing planning system<\/p>\n\n\n\n

The Faculty developed a marketing planning system that begins with analyzing strategic challenges<\/strong>, strategic advantages<\/strong>, and strategic opportunities<\/strong> to establish strategic objectives. For strategic challenges, the Faculty considered both internal and external factors as key variables in setting these objectives. Additionally, it assessed stakeholders\u2019 needs to help the Faculty expand its market share.<\/p>\n\n\n\n

Market Share Opportunity<\/strong><\/p>\n\n\n\n

Activity<\/strong><\/td>Innovation<\/strong><\/td>Responsible Person<\/strong><\/td><\/tr>
1. Publicize the Faculty and the two curricula<\/td>* Information-updated PowerPoint * Information-updated brochure<\/td>* Dean * Program Chairs<\/td><\/tr>
2. Expand international network<\/td>* 2 MOU<\/td>* Dean<\/td><\/tr>
3. Retain current students<\/td>* an around-the-clock monitor<\/td>* Advisor * Program Chairs<\/td><\/tr>
4. Offer a short-course diploma<\/td>* Diploma in filming<\/td>* Dean * CA Program Chair<\/td><\/tr>
5. A dual program<\/td>* Top-up program with the University of South Wales<\/td>* Dean * Program Chairs<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19<\/strong><\/p>\n\n\n\n

\u0e23\u0e2b\u0e31\u0e2a\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19<\/strong><\/strong><\/td>\u0e0a\u0e37\u0e48\u0e2d\u0e2b\u0e25\u0e31\u0e01\u0e10\u0e32\u0e19(\u0e1e\u0e23\u0e49\u0e2d\u0e21\u0e41\u0e19\u0e1a\u0e25\u0e34\u0e49\u0e07\u0e04\u0e4c)<\/strong><\/strong><\/td><\/tr><\/thead>
7.5.1 (2) -1<\/td>\u0e2b\u0e25\u0e31\u0e01\u0e2a\u0e39\u0e15\u0e23\u0e23\u0e30\u0e22\u0e30\u0e2a\u0e31\u0e49\u0e19<\/a><\/td><\/tr>
7.5.1 (2) -2<\/td>PowerPoint\/brochure \u0e40\u0e1c\u0e22\u0e41\u0e1e\u0e23\u0e48\u0e04\u0e13\u0e30\u0e41\u0e25\u0e30\u0e2b\u0e25\u0e31\u0e01\u0e2a\u0e39\u0e15\u0e23<\/a><\/td><\/tr>
7.5.1 (2) -3<\/td>Top up<\/a><\/td><\/tr>
7.5.1 (2) -4<\/td>\u0e23\u0e39\u0e1b MOU<\/a><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
\"\"<\/figure>\n\n\n\n

The Faculty evaluated its strategic advantages and challenges across three core competency areas, establishing the following initiatives:<\/p>\n\n\n\n