An Organizational Model of
Global Cooperation
Among Southeast Asian Countries
19 October 2003
Lydia B. Echauz
President
1
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)
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Association of Deans of
Southeast Asian Graduate Schools of
Management (ADSGM)
 Established 1985
 Assistance of Canadian Federation of
Deans of Management and Administrative
Studies
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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
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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
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Association of Deans of
Southeast Asian Graduate Schools of
Management (ADSGM)
 Member, 1986
 Executive Director, 5 years, 1992-97
 Treasurer, 1986-2002
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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
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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
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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
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Needs of ASEAN
Schools of Management:
• To build human resources capacity
via doctorate program in business
• To link up with business sector
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ORGANIZING ADSGM
1. Establish an association of deans of
the Asean Graduate Schools of
Management, thus ADSGM
2. Identify the members/deans
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ORGANIZING ADSGM
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
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ORGANIZING ADSGM
Deans of:
B. Malaysia
5.
Universiti Utara Malaysia
6.
University of Malaya
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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
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ORGANIZING ADSGM
Deans of:
D. Hongkong (a non-funded member)
11.
The University of Hongkong
E. Singapore
12.
National University of Singapore
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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
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ORGANIZING ADSGM
Dean of:
G.Vietnam
17.
National Economics University
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ORGANIZING ADSGM
3. Establish linkage with consortium of
Canadian graduate school deans of
management, to assist/guide Asean
deans
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ORGANIZING ADSGM
4. Identify consortium of Canadian deans:
•
McGill University
•
York University
•
University of Ottawa
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ORGANIZING ADSGM
5. Assess deans an annual fee

Fee, a token; main funding, from CIDA
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ORGANIZING ADSGM
6. Only deans to attend meetings

Alternates, not acceptable
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ORGANIZING ADSGM
7. Elect officers of association, taking
into consideration:


location of secretariat
balance of representation
among big schools and
small schools
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ORGANIZING ADSGM
8. Hold meetings 2x year:
•
to hasten planning and
•
to hasten projects implementation
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ORGANIZING ADSGM

Meetings, in member schools’ cities

Most common venues: Manila & Bangkok
due to accessibility, lower airfare
andhotel rates
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ORGANIZING ADSGM


Some meetings in Canada,
Montreal and Ottawa
One meeting in US, for global
management education forum
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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
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PROGRAM PLANNING:
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
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PROGRAM PLANNING:
Agenda

and by supporting DBA Programs of:
•

University of the Philippines and

De La Salle University
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PROGRAM PLANNING:
Agenda
3. To bring in Canadian professors’
technical assistance by teaching
selected courses in Regional DBA of
Bangkok and Manila
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PROGRAM PLANNING:
Agenda
4. To send selected Asean students to
Canada for the DBA/PhD in Business
Program
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PROGRAM PLANNING:
ADDITIONAL AGENDA
Eventually, more projects were
developed and incorporated into the
long-term agenda:
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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
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PROGRAM PLANNING:
ADDITIONAL AGENDA
6. To host Global Forum on Management
Education in Asean in 2002, after
Europe in 1994, and US in 1998
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PROGRAM PLANNING:
ADDITIONAL AGENDA
7. To develop executive leadership
courses of Asia-Pacific Economic
Cooperation (APEC)
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PROGRAM PLANNING:
ADDITIONAL AGENDA
8. To assist in organizing and
conducting training courses for top
city executives with assistance of
APEC experts
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PROGRAM PLANNING:
ADDITIONAL AGENDA
9. To develop networks of resources for
Corporate Social Responsibility
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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.
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LESSONS 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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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
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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
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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.
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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.
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35
LESSONS LEARNED
Valuable Observations:
6. Secretariat and its location for a
regional association must be well
chosen, for efficiency and effectivity.
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35
LESSONS LEARNED
Valuable Observations:
7. The reports on program status must be
prescribed in format, regular,
comprehensive, and prompt.
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35
LESSONS LEARNED
Valuable Observations:
8. Program monitoring must be consistent.
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35
LESSONS LEARNED
Valuable Observations:
9. Program evaluation
• done on a regular basis and
• must alert for corrective action
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35
LESSONS LEARNED
Valuable Observations:
10. The organization must be flexible and
reasonable for possible changes of
plans.
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35
Thank you.
Lydia B. Echauz
President
19 October 2003
48