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Research on Innovation in University Student Management from the Perspective of "Three-Wide Education"

Ke Wang

Abstract


The introduction of the "Three-Wide Education" concept serves not only as a complement to traditional educational philosophies
but also represents a comprehensive innovation in educational objectives, content, and methodologies. This transformation extends beyond
the cultivation of students' knowledge and competencies, placing greater emphasis on character development, the enhancement of humanistic qualities, and the nurturing of innovative capabilities and social responsibility. From the perspective of the "Three-Wide Education"
framework, this paper analyzes the current challenges and opportunities in university student management. It proposes innovative strategies
including establishing a diversified collaborative education system, optimizing the student growth service chain, innovating management approaches, and enhancing digital intelligent management tools. These initiatives aim to improve the quality and efficiency of university student
management, build a comprehensive all-staff, whole-process, and all-round education framework, and provide strong support for cultivating
well-rounded socialist builders and successors developed in moral, intellectual, physical, aesthetic, and labor education.

Keywords


Three-Wide Education; University Student Management; Educational Innovation; Collaborative Education

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References


[1] Liang Xiaojuan. Research on Innovative Strategies of University Student Management Work from the Perspective of "Three-Wide

Education"[J]. Journal of Jiamusi Vocational Institute, 2025, 41(06): 161-163.

[2] Lu Guangxin. Research on Collaborative Education of University Student Management Team from the Perspective of Three-Wide

Education[J]. The Road to Success, 2024, (04): 1-4.

[3] Wu Qingsong. Innovation and Practice of University Student Management Model from the Perspective of "Three-Wide" Education[J].

Theoretical Research and Practice of Innovation and Entrepreneurship, 2020, 3(05): 135-136.




DOI: http://dx.doi.org/10.70711/neet.v3i12.8253

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