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

2. 10-19-03 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)

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. 2 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

7. 3 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

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

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

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

11. 2 1. Establish an association of deans of the Asean Graduate Schools of Management, thus ADSGM 2. Identify the members/deans ORGANIZING ADSGM 10-19-03 11

12. 2 Therefore, Deans of: A. Indonesia 1. Gadjah Mada University 2.Indonesian Institute for Management Development 3.Lembaga Pendidikan dan Pembinaan Manajemen 4.University of Indonesia ORGANIZING ADSGM 10-19-03 12

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

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

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

16. 2 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 ORGANIZING ADSGM

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

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

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

20. 2 5. Assess deans an annual fee  Fee, a token; main funding, from CIDA 10-19-03 20 ORGANIZING ADSGM

21. 2 6. Only deans to attend meetings  Alternates, not acceptable ORGANIZING ADSGM 10-19-03 21

22. 2 7. Elect officers of association, taking into consideration:  location of secretariat  balance of representation among big schools and small schools 10-19-03 22 ORGANIZING ADSGM

23. 2 8. Hold meetings 2x year: to hasten planning and to hasten planning and to hasten projects implementation to hasten projects implementation 10-19-03 23 ORGANIZING ADSGM

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

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

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

27. 2 Agenda Agenda 2. 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 PROGRAM PLANNING:

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

29. 2 Agenda Agenda 3. To bring in Canadian professors’ technical assistance by teaching selected courses in Regional DBA of Bangkok and Manila 10-19-03 29 PROGRAM PLANNING:

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

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

32. 2 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 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 PROGRAM PLANNING: ADDITIONAL AGENDA 10-19-03 32

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

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

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

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

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

38. 35 LESSONS LEARNED Valuable Observations: 1. Funding is critical.  Sources of funding an organization and funding it long-term must be established early and clearly. 10-19-03 38

39. 35 LESSONS 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 10-19-03 39

40. 35 LESSONS LEARNED Valuable Observations: 3. The leadership is most important.  Must be carefully chosen to set tone of organization and to inspire planning and organizing 10-19-03 40

41. 35 LESSONS 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. 10-19-03 41

42. 35 LESSONS LEARNED Valuable Observations: 5. Program implementation is indicator of life of organization.  Leadership must get cooperation of key members for successful program implementation. 10-19-03 42

43. 35 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

44. 35 LESSONS LEARNED Valuable Observations: 7. The reports on program status must be prescribed in format, regular, comprehensive, and prompt. 10-19-03 44

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

46. 35 LESSONS LEARNED Valuable Observations: 9. Program evaluation done on a regular basis and must alert for corrective action 10-19-03 46

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

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