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An Organizational Model of Global Cooperation Among Southeast Asian Countries

An Organizational Model of Global Cooperation Among Southeast Asian Countries. 19 October 2003. Lydia B. Echauz President. 1. Introduction.

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An Organizational Model of Global Cooperation Among Southeast Asian Countries

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  1. An Organizational Model of Global Cooperation Among Southeast Asian Countries 19 October 2003 Lydia B. Echauz President 1

  2. Introduction • Dean, Graduate School of Business, De La Salle University • 16 years • Prior to presidency at Far Eastern University in 2003 • Member, Association of Deans of Southeast Asian Graduate Schools of Management (ADSGM) 10-19-03 2

  3. Association of Deans of Southeast Asian Graduate Schools of Management (ADSGM) • Established 1985 • Assistance of Canadian Federation of Deans of Management and Administrative Studies 10-19-03 3

  4. Association of Deans of Southeast Asian Graduate Schools of Management (ADSGM) • Programs, funded by Canadian International Development Agency (CIDA), • workshop in Manila of 22 deans of Southeast Asia and Canadian schools of management in 1984 • up to the completion of its final project in 2002 10-19-03 4

  5. Association of Deans of Southeast Asian Graduate Schools of Management (ADSGM) • Funding of major program, • Meant to last 6 years, 1991-1997 • Stretched 5 years, up to 2002 • With support of CIDA over, ADSGM studying funding its future programs 10-19-03 5

  6. Association of Deans of Southeast Asian Graduate Schools of Management (ADSGM) • Member, 1986 • Executive Director, 5 years, 1992-97 • Treasurer, 1986-2002 10-19-03 6 2

  7. Rationale for ADSGM • Before ADSGM’s establishment: • Graduate schools, on their own • Management programs, from the West • Token networking among Asean schools & even among schools within country 10-19-03 7 3

  8. Rationale for ADSGM • Before ADSGM’s establishment in 1985: • Southeast Asia, dynamic region, growing economic success • Demand for management education • Need for Asean management curricula 10-19-03 8 3

  9. Needs of ASEAN Schools of Management: • To know each other personally • To know each other’s schools • To exchange notes on their management programs • To produce research studies that were appropriate an useful to the region 10-19-03 9 4

  10. Needs of ASEAN Schools of Management: • To build human resources capacity via doctorate program in business • To link up with business sector 10-19-03 10 5

  11. ORGANIZING ADSGM • Establish an association of deans of the Asean Graduate Schools of Management, thus ADSGM • Identify the members/deans 10-19-03 11 2

  12. ORGANIZING ADSGM • Therefore, Deans of: • A. Indonesia • Gadjah Mada University • Indonesian Institute for Management Development • Lembaga Pendidikan dan Pembinaan Manajemen • University of Indonesia 10-19-03 12 2

  13. ORGANIZING ADSGM • Deans of: • B. Malaysia 5. Universiti Utara Malaysia 6. University of Malaya 10-19-03 13 2

  14. ORGANIZING ADSGM • Deans of: • C. Philippines 7. Asian Institute of Management 8. Ateneo de Manila University 9. De La Salle University 10. University of the Philippines 10-19-03 14 2

  15. ORGANIZING ADSGM • Deans of: • D. Hongkong (a non-funded member) • 11. TheUniversity of Hongkong • E. Singapore • 12. National University of Singapore 10-19-03 15 2

  16. ORGANIZING ADSGM • Deans of: • F. Thailand 13. Chulalongkorn University 14. The SASIN Graduate School of Business Administration, Chulalongkorn University 15. National Institute of Development Administration 16. Thammasat University 10-19-03 16 2

  17. ORGANIZING ADSGM • Dean of: • Vietnam 17. National Economics University 10-19-03 17 2

  18. ORGANIZING ADSGM • 3. Establish linkage with consortium of Canadian graduate school deans ofmanagement, to assist/guide Asean deans 10-19-03 18 2

  19. ORGANIZING ADSGM • 4. Identify consortium of Canadian deans: • McGill University • York University • University of Ottawa 10-19-03 19 2

  20. ORGANIZING ADSGM • Assess deans an annual fee • Fee, a token; main funding, from CIDA 10-19-03 20 2

  21. ORGANIZING ADSGM • Only deans to attend meetings • Alternates, not acceptable 10-19-03 21 2

  22. ORGANIZING ADSGM • Elect officers of association, taking into consideration: • location of secretariat • balance of representation among big schools and small schools 10-19-03 22 2

  23. ORGANIZING ADSGM • Hold meetings 2x year: • to hasten planning and • to hasten projects implementation 10-19-03 23 2

  24. ORGANIZING ADSGM • Meetings, in member schools’ cities • Most common venues: Manila & Bangkok due to accessibility, lower airfare andhotel rates 10-19-03 24 2

  25. ORGANIZING ADSGM • Some meetings in Canada, Montreal and Ottawa • One meeting inUS, for global management education forum 10-19-03 25 2

  26. PROGRAM PLANNING: • Agenda • ADSGM, with guidance of Canadian deans, set long-term agenda: 1. To produce 20 research studies: • multi-country (Asean) • jointly prepared by Asean faculty and Canadian faculty 10-19-03 26 2

  27. PROGRAM PLANNING: • Agenda • To build human resource capability in the schools by producing more DBA faculty members through: • creating a DBA Program in Bangkok,jointly run by the three Thai academic institutions 10-19-03 27 2

  28. PROGRAM PLANNING: • Agenda • and by supporting DBA Programs of: • University of the Philippines and • De La Salle University 10-19-03 28 2

  29. PROGRAM PLANNING: • Agenda • To bring in Canadian professors’ technical assistance by teaching selected courses in Regional DBA of Bangkok and Manila 10-19-03 29 2

  30. PROGRAM PLANNING: • Agenda • 4. To send selected Asean students to Canada for the DBA/PhD in Business Program 10-19-03 30 2

  31. PROGRAM PLANNING: ADDITIONAL AGENDA Eventually, more projects were developed and incorporated into the long-term agenda: 10-19-03 31 2

  32. PROGRAM PLANNING: ADDITIONAL AGENDA 5. To present research studies completed by Program and those done by graduate students in 2 international business research conferences: one before and the other after 1997 Asian crisis 10-19-03 32 2

  33. PROGRAM PLANNING: ADDITIONAL AGENDA 6. To host Global Forum on Management Education in Asean in 2002, after Europe in 1994, and US in 1998 10-19-03 33 2

  34. PROGRAM PLANNING: ADDITIONAL AGENDA 7. To develop executive leadership courses of Asia-Pacific Economic Cooperation (APEC) 10-19-03 34 2

  35. PROGRAM PLANNING: ADDITIONAL AGENDA 8. To assist in organizing and conducting training courses for top city executives with assistance of APEC experts 10-19-03 35 2

  36. PROGRAM PLANNING: ADDITIONAL AGENDA 9. To develop networks of resources for Corporate Social Responsibility 10-19-03 36 2

  37. PROGRAM EVALUATION • 1. The programs were: • implemented • reported on a quarterly basis • closely monitored throughout • finally evaluated Every program had a beginning and an end/closure. 10-19-03 37 2

  38. LESSONS LEARNED • Valuable Observations: • Funding is critical. • Sources of funding an organization and funding it long-term must be established early and clearly. 10-19-03 38 35

  39. LESSONS LEARNED • Valuable Observations: • Organization is key. • Start-up time, quite long, given that personalities just beginning to know each other, often on long-distance basis • Email and mobile phones, big boost to regional organization 10-19-03 39 35

  40. LESSONS LEARNED • Valuable Observations: • The leadership is most important. • Must be carefully chosen to set tone of organization and to inspire planning and organizing 10-19-03 40 35

  41. LESSONS LEARNED • Valuable Observations: • Program planning is central to the organization. • Membership must be involved in deciding the programs so sense of ownership is strong. 10-19-03 41 35

  42. LESSONS LEARNED • Valuable Observations: • Program implementation is indicator of life of organization. • Leadership must get cooperation of key members for successful program implementation. 10-19-03 42 35

  43. LESSONS LEARNED • Valuable Observations: • 6. Secretariat and its location for a regional association must be well chosen, for efficiency and effectivity. 10-19-03 43 35

  44. LESSONS LEARNED • Valuable Observations: • The reports on program status must be prescribed in format, regular, comprehensive, and prompt. 10-19-03 44 35

  45. LESSONS LEARNED • Valuable Observations: • 8. Program monitoring must be consistent. 10-19-03 45 35

  46. LESSONS LEARNED • Valuable Observations: • Program evaluation • done on a regular basis and • must alert for corrective action 10-19-03 46 35

  47. LESSONS LEARNED • Valuable Observations: • 10. The organization must be flexible and reasonable for possible changes of plans. 10-19-03 47 35

  48. Thank you. Lydia B. Echauz President 19 October 2003 48

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