An Organizational Model of Global Cooperation Among Southeast Asian Countries
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An Organizational Model An Organizational Model of Global of Global Cooperation Cooperation Among Southeast Asian Among Southeast Asian Countries Countries 1 Lydia B. Echauz Lydia B. Echauz President President 19 October 2003 19 October 2003
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Transcript of An Organizational Model of Global Cooperation Among Southeast Asian Countries
An Organizational Model of An Organizational Model of Global Cooperation Global Cooperation
Among Southeast Asian CountriesAmong Southeast Asian Countries
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Lydia B. EchauzLydia B. Echauz PresidentPresident
19 October 200319 October 2003
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IntroductionIntroduction
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)
Association of Deans of Association of Deans of Southeast Asian Graduate Schools of Southeast Asian Graduate Schools of
Management (ADSGM) Management (ADSGM)
Established 1985
Assistance of Canadian Federation of Deans of Management and Administrative Studies
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Association of Deans of Association of Deans of Southeast Asian Graduate Schools of Southeast Asian Graduate Schools of
Management (ADSGM) 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
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Association of Deans of Association of Deans of Southeast Asian Graduate Schools of Southeast Asian Graduate Schools of
Management (ADSGM) 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
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Association of Deans of Association of Deans of Southeast Asian Graduate Schools of Southeast Asian Graduate Schools of
Management (ADSGM) Management (ADSGM)
Member, 1986
Executive Director, 5 years, 1992-97
Treasurer, 1986-2002
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Rationale for ADSGMRationale for ADSGM
Before ADSGM’s establishment:Before ADSGM’s establishment:
Graduate schools, on their own
Management programs, from the West
Token networking among Asean schools & even among schools
within country
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Before ADSGM’s establishment in 1985:Before ADSGM’s establishment in 1985:
Southeast Asia, dynamic region, growing economic success
Demand for management education
Need for Asean management curricula
Rationale for ADSGMRationale for ADSGM
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Needs of ASEAN Needs of ASEAN Schools of Management:Schools of Management:
• To know each other personallyTo know each other personally
• To know each other’s schoolsTo know each other’s schools
• To exchange notes on their management To exchange notes on their management programsprograms
• To produce research studies that were To produce research studies that were appropriate an useful to the appropriate an useful to the regionregion
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Needs of ASEAN Needs of ASEAN Schools of Management:Schools of Management:
• To build human resources capacity To build human resources capacity via doctorate program in business via doctorate program in business
• To link up with business sectorTo link up with business sector
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1.1. Establish an association of deans of Establish an association of deans of the Asean Graduate Schools of the Asean Graduate Schools of Management, thus ADSGM Management, thus ADSGM
2.2. Identify the Identify the members/deansmembers/deans
ORGANIZING ORGANIZING ADSGMADSGM
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Therefore, Deans of:Therefore, Deans of:
A. IndonesiaA. Indonesia
1.1. Gadjah Mada UniversityGadjah Mada University
2.2. Indonesian Institute for Indonesian Institute for Management Management DevelopmentDevelopment
3.3. Lembaga Pendidikan dan Lembaga Pendidikan dan Pembinaan Pembinaan ManajemenManajemen
4.4. University of IndonesiaUniversity of Indonesia
ORGANIZING ORGANIZING ADSGMADSGM
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Deans of:Deans of:
B. MalaysiaB. Malaysia
55.. Universiti Utara MalaysiaUniversiti Utara Malaysia
6.6. University of MalayaUniversity of Malaya
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ORGANIZING ORGANIZING ADSGMADSGM
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Deans of:Deans of:
C. PhilippinesC. Philippines
7.7. Asian Institute of ManagementAsian Institute of Management
8.8. Ateneo de Manila UniversityAteneo de Manila University
9.9. De La Salle UniversityDe La Salle University
10.10. University of the PhilippinesUniversity of the Philippines
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ORGANIZING ORGANIZING ADSGMADSGM
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Deans of:Deans of:
D. Hongkong (a non-funded member)D. Hongkong (a non-funded member)
11.11. TheThe University of HongkongUniversity of Hongkong
E. SingaporeE. Singapore
12.12. National University of SingaporeNational University of Singapore
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ORGANIZING ORGANIZING ADSGMADSGM
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Deans of:Deans of:
F.F. Thailand Thailand
13.13. Chulalongkorn UniversityChulalongkorn University
14.14. The SASIN Graduate School of The SASIN Graduate School of Business Administration, Business Administration, Chulalongkorn UniversityChulalongkorn University
15.15. National Institute of Development National Institute of Development AdministrationAdministration
16.16. Thammasat UniversityThammasat University 10-19-03 16
ORGANIZING ORGANIZING ADSGMADSGM
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Dean of:Dean of:
G.G.VietnamVietnam
17.17. National Economics UniversityNational Economics University
ORGANIZING ORGANIZING ADSGMADSGM
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3.3. Establish linkage with consortium of Establish linkage with consortium of Canadian graduate school Canadian graduate school
deans ofdeans of management, to management, to assist/guide Asean assist/guide Asean deans deans
ORGANIZING ORGANIZING ADSGMADSGM
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4. Identify consortium of Canadian deans:4. Identify consortium of Canadian deans:
• McGill UniversityMcGill University
• York University York University
• University of OttawaUniversity of Ottawa
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ORGANIZING ORGANIZING ADSGMADSGM
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5.5. Assess deans an Assess deans an annual feeannual fee
Fee, a token; main funding, from CIDAFee, a token; main funding, from CIDA
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ORGANIZING ORGANIZING ADSGMADSGM
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6.6. Only Only deansdeans to attend meetings to attend meetings
Alternates, not acceptableAlternates, not acceptable
ORGANIZING ORGANIZING ADSGMADSGM
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7.7. Elect Elect officersofficers of association, taking of association, taking into consideration: into consideration:
location location of of secretariat secretariat
balance of representationbalance of representation among big schools and among big schools and
small schools small schools
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ORGANIZING ORGANIZING ADSGMADSGM
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8.8. Hold meetings 2x year:Hold meetings 2x year:
• to hasten planning and to hasten planning and
• to hasten projects implementationto hasten projects implementation
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ORGANIZING ORGANIZING ADSGMADSGM
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Meetings, in member schools’ citiesMeetings, in member schools’ cities
Most common venues: Manila & BangkokMost common venues: Manila & Bangkok
due to accessibility, lower airfare due to accessibility, lower airfare andhotel ratesandhotel rates
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ORGANIZING ORGANIZING ADSGMADSGM
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Some meetings in Canada, Montreal Some meetings in Canada, Montreal and Ottawaand Ottawa
One meeting inOne meeting in US, for global US, for global management education forummanagement education forum
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ORGANIZING ORGANIZING ADSGMADSGM
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PROGRAM PLANNING:PROGRAM PLANNING:
AgendaAgenda
ADSGM, with guidance of Canadian deans, ADSGM, with guidance of Canadian deans, set set long-term agendalong-term agenda::
1. To produce 20 research studies: 1. To produce 20 research studies:
multi-country (Asean)multi-country (Asean)
jointly prepared by Asean jointly prepared by Asean faculty faculty and Canadian faculty and Canadian faculty
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AgendaAgenda
2.2. To build human resource capability in To build human resource capability in the schools by the schools by producing more DBA producing more DBA faculty faculty members through:members through:
creating a DBA Program in Bangkok,creating a DBA Program in Bangkok, jointly run by the three Thai academic jointly run by the three Thai academic institutionsinstitutions
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PROGRAM PLANNING:PROGRAM PLANNING:
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AgendaAgenda
and by supporting DBA Programs of:and by supporting DBA Programs of:•
University of the PhilippinesUniversity of the Philippines and and
De La Salle UniversityDe La Salle University
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PROGRAM PLANNING:PROGRAM PLANNING:
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AgendaAgenda
3.3. To bring in Canadian professors’ To bring in Canadian professors’ technical assistance by teaching technical assistance by teaching selected courses in Regional DBA selected courses in Regional DBA
of of Bangkok and Manila Bangkok and Manila
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PROGRAM PLANNING:PROGRAM PLANNING:
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AgendaAgenda
4. To send selected Asean students to 4. To send selected Asean students to Canada for the DBA/PhD in Business Canada for the DBA/PhD in Business ProgramProgram
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PROGRAM PLANNING:PROGRAM PLANNING:
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Eventually, more projects were Eventually, more projects were developed and incorporated into the developed and incorporated into the
long-term agenda: long-term agenda:
PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
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5. To present research studies 5. To present research studies completed by Program and completed by Program and
those those done by graduate done by graduate students in 2students in 2 international international business research business research conferences: one before and the conferences: one before and the other after 1997 Asian crisisother after 1997 Asian crisis
PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
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PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
6. To host Global Forum on Management 6. To host Global Forum on Management Education in Asean in 2002, after Education in Asean in 2002, after
Europe in 1994, and US in 1998 Europe in 1994, and US in 1998
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PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
7. To develop executive leadership 7. To develop executive leadership courses of Asia-Pacific Economic courses of Asia-Pacific Economic
Cooperation (APEC) Cooperation (APEC)
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PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
8. To assist in organizing and 8. To assist in organizing and conducting training courses for top conducting training courses for top
city executives with assistance city executives with assistance of of APEC experts APEC experts
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PROGRAM PLANNING:PROGRAM PLANNING:
ADDITIONAL AGENDAADDITIONAL AGENDA
9. To develop networks of resources for 9. To develop networks of resources for Corporate Social Responsibility Corporate Social Responsibility
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1. The programs were:1. The programs were:
implemented implemented
reported on a quarterly basisreported on a quarterly basis
closely monitored throughout closely monitored throughout
finally evaluatedfinally evaluated
PROGRAM EVALUATIONPROGRAM EVALUATION
Every program had a beginning and an Every program had a beginning and an end/closure.end/closure.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
1. Funding is critical.
Sources of funding an organization and funding it long-term must be
established early and clearly.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
2. 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
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
3. The leadership is most important.
Must be carefully chosen to set tone of organization and
to inspire planning and organizing
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
4. Program planning is central to the organization.
Membership must be involved in deciding the programs so sense of ownership is strong.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
5. Program implementation is indicator of life of organization.
Leadership must get cooperation of key members for successful program implementation.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
6. Secretariat and its location for a regional association must be well
chosen, for efficiency and effectivity.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
7. The reports on program status must be prescribed in format, regular,
comprehensive, and prompt.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
8. Program monitoring must be consistent.
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
9. Program evaluation
• done on a regular basis and
• must alert for corrective action
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LESSONS LEARNEDLESSONS LEARNED
Valuable Observations:
10. The organization must be flexible and reasonable for possible changes of
plans.
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Thank you.Thank you.
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Lydia B. EchauzLydia B. Echauz PresidentPresident19 October 200319 October 2003
