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

An Organizational Model of An Organizational Model of Global Cooperation Global Cooperation

Among Southeast Asian CountriesAmong Southeast Asian Countries

1

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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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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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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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

4

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


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2

Deans of:Deans of:

B. MalaysiaB. Malaysia

55.. Universiti Utara MalaysiaUniversiti Utara Malaysia

6.6. University of MalayaUniversity of Malaya

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2

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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2

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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2

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


2

Dean of:Dean of:

G.G.VietnamVietnam

17.17. National Economics UniversityNational Economics University


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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


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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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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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6.6. Only Only deansdeans to attend meetings to attend meetings

Alternates, not acceptableAlternates, not acceptable


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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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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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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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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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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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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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2

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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2

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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2

Eventually, more projects were Eventually, more projects were developed and incorporated into the developed and incorporated into the

long-term agenda: long-term agenda:


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



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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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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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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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9. To develop networks of resources for 9. To develop networks of resources for Corporate Social Responsibility Corporate Social Responsibility

2

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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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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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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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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5. Program implementation is indicator of life of organization.

Leadership must get cooperation of key members for successful program implementation.

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6. Secretariat and its location for a regional association must be well

chosen, for efficiency and effectivity.

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7. The reports on program status must be prescribed in format, regular,

comprehensive, and prompt.

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8. Program monitoring must be consistent.

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9. Program evaluation

• done on a regular basis and

• must alert for corrective action

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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

Documents

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