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Event Report
ASEANAFFAIRS.ASEANAFFAIRS. COM PresentsPresents Save ur Planet KualaKuala Lumpur, Singapore, Ho Chi Minh City, Jakarta, India : comingcoming soon Get Details at www.aseanaffairs.comwww.aseanaffairs.com SAVE OUR PLANET 2 the Queen SirikitThursday, National March Convention 25, 2010, Center, Bangkok SAVE OUR PLANET 1 Friday, March 12, 2010, the Radisson Hotel, Sathorn, Bangkok Full Report inside Series of events being organized by Asean Affairs Business Council in South East Asia, India and China on Climate Change and what we in Asia can do to meet the challenges of Global Warming and reducing our carbon footprints A before it is too late. After the two hugely successful events in Bangkok in March 2010, the next events are being planned this year finally leading upto to a mega conference. To participate, sponsor or speak at our events and to receive the complete report of Save Our Planet 1 (SOP 1) and Save Our Planet 2 (Sop 2), please e-mail us at [email protected] Conference Partners ASEAN AFFAIRS Save Our Planet Report www.AseanAffairs.com/events/SOP1 1 ASEAN AFFAIRS Save Our Planet Report www.AseanAffairs.com/events/SOP1 2 SAVE OUR PLANET CONTENTS Save Our Planet 1 Foreword 3 Programme 4-5 Supported By 6-7 Biographies 8-9 Welcome Address 10-15 Presentations by Speakers (Summary) 16-18 Feed back 19 List of Participants 20-23 Save Our Planet 2 Programme 24-25 Supported By 26-27 Biographies 28-29 Welcome Address 30-33 ASEAN AFFAIRS Save Our Planet Report www.AseanAffairs.com/events/SOP1 www.AseanAffairs.com/events/SOP11 EVENTS s(ORASIS'LOBAL)NDIA Asean Leadership Forum 7th Asean Leadership Forum "USINESS-EETING *UNE !PRIL 3HERATON'RANDE3UKHUMVIT "ANGKOK +UALA,UMPUR -ALAYSIA *UNE sTH!SEAN,EADERSHIP &ORUM !PRIL s3!6%/520,!.%4 -ARCH s3!6%/520,!.%4 -ARCH s(ORASIS!NNUAL-EETING H.E. -
Strategic Leadership in the Business School
Strategic Leadership in the Business School Business schools have come under fi re in recent years, with criticisms centring on their academic rigour and the relevance of business education to the ‘real’ world of management. Alongside this ongoing debate, increasing international competition and media rankings have led to a fi erce struggle between business schools for positioning and differentiation. These are among the challenges that are faced by the dean of the modern-day business school. In this book, Fernando Fragueiro and Howard Thomas show how deans of business schools can meet such challenges in terms of strategic direction setting and the execution of their leadership role. Drawing on their invaluable experience as deans of highly successful business schools, they present a series of case studies to show how leaders of fi ve major business schools (IMD, LBS, INSEAD, IAE and Warwick) have built effective strategies in the context of internal and external political pressures. fernando fragueiro is Professor of General Management and Director of ENOVA Thinking, a centre for developing corporate leadership in emerging markets, at IAE Business School in Buenos Aires. He served previously as Dean of IAE Business School (1995–2008) and as Vice-President of Austral University (1995–2007). howard thomas is Dean and LKCSB Chair in Strategic Management at the Lee Kong Chian School of Business, Singapore Management University. Until recently he was Dean of Warwick Business School (2000–2010), and, prior to this, he was Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana–Champaign (1991–2000). -
Diplomatic and Consular List
DIPLOMATIC AND CONSULAR LIST December 2020 DEPARTMENT OF PROTOCOL MINISTRY OF FOREIGN AFFAIRS BANGKOK It is requested that amendment be reported without delay to the Protocol Division, Ministry of Foreign Affairs. Email: [email protected] This list is up-to-date at the time of editing. There are inevitably frequent changes and amendments. The information on (a) “Order of Precedence” is as of 8 December 2020 (b) “Diplomatic Missions” as received on 5 December 2020 (c) “Consular Representatives” “Consular Representatives (Honorary)” “United Nations Organizations” and “International Organizations” are as of 8 December 2020. Spelling of districts, sub-districts, and provinces is defined by the Office of the Royal Society. CONTENTS Order of Precedence of Heads of Missions ............................................................................... 1 - 8 Diplomatic Missions ............................................................................................................. 9 - 241 Consular Representatives .................................................................................................. 242 - 260 Consular Representatives (Honorary) ............................................................................... 261 - 377 United Nations Organizations ........................................................................................... 378 - 401 International Organizations ............................................................................................... 402 - 416 Public Holidays for 2020 -
Avertissement Liens
AVERTISSEMENT Ce document est le fruit d’un long travail approuvé par le jury de soutenance et mis à disposition de l’ensemble de la communauté universitaire élargie. Il est soumis à la propriété intellectuelle de l’auteur : ceci implique une obligation de citation et de référencement lors de l’utilisation de ce document. D’autre part, toute contrefaçon, plagiat, reproduction illicite de ce travail expose à des poursuites pénales. Contact : [email protected] LIENS Code la Propriété Intellectuelle – Articles L. 122-4 et L. 335-1 à L. 335-10 Loi n°92-597 du 1er juillet 1992, publiée au Journal Officiel du 2 juillet 1992 http://www.cfcopies.com/V2/leg/leg-droi.php http://www.culture.gouv.fr/culture/infos-pratiques/droits/protection.htm THÈSE En vue de l’obtention du DOCTORAT DE L’UNIVERSITE DE TOULOUSE Délivré par l’Université Toulouse 1 Capitole Cotutelle avec l’Universidad Zaragoza Discipline : droit privé et sciences criminelles Présentée et soutenue par Pattawee SOOKHAKICH le mardi 23 mai 2017 à 9h00 Titre : La mise en œuvre du mécanisme de règlement des différends commerciaux de l'ASEAN pour la préparation de la Communauté économique de l'ASEAN (AEC) Écoledoctorale : Sciences Juridiques et Politiques Unité de recherche: Institut Maurice Hauriou (IMH ‐ EA 4657) Directeurs de Thèse : M. Grégory KALFLÈCHE (Professeur à l’Université Toulouse 1 Capitole) Mme. Katia FACH GÓMEZ (Professeur à l’Universidad de Zaragoza) JURY : Rapporteurs Mme. Esther LÓPEZ BARRERO (Professeur à l’Universidad a distancia de Madrid) Mme. Élise RALSER (Professeur à l’Université de La Réunion) Suffragants Mme. -
Asia Summit Summary Report
Summary Report of i-genius Asia Summit Venue: The Banyan Tree, Bangkok, Thailand Date: 1st – 2nd March, 2012 The i-genius Asia Summit on Social Entrepreneurship invited social entrepreneurs and stake holders to elevate social enterprise in the region to a higher level. 77 participated from 16 countries. The Summit was opened by Chris Gibson, British Council Country Director, Thailand, who was followed by Prof. Kriengsak Chareonwongsak, Chair Social Entrepreneur Institute, Thailand, who set out 12 recommendations on how to raise social entrepreneurship to a new level in Asia, including education, ease of registration, procurement, media, mobilising finance, networking and promotion. i-genius founder, Tommy Hutchinson, presented the findings of i-genius’ regional survey. The Summit focused on seven key challenges – key points raised in the deliberations: 1) SWOT ASIA (Romy Cahyadi, Indonesia) Strengths Growing interest and understanding from young people, CSR departments Growing support from government, corporation and foundations Weaknesses Lack of capacity, networks and connections Limited access to finance and markets 10 Colthurst Crescent, London, N4 2DS | +44 (0) 207 690 8232 | www.i-genius.org Opportunities Promotion of social enterprise sector Support by government and emerging social entrepreneur networks Capacity building for emerging social enterprises Threats Mission drift of social enterprise Misunderstanding between various sectors of society Lack of regulatory support 2) CUSTOMERS FIRST (Sunit Shrestha, Thailand and Vincent Rapisura, Philippines) Social enterprise should put customers first; by designing products and services that really address the needs of their beneficiaries and customers as well as develop the organizational capacity in order to support their activities. Have direct contact with customers in order to acquire feedback and reaction from the outside world on your ideas, often measured in terms of sales and revenue. -
Laying Tracks for the Future: Dr. Kriengsak Chareonwongsak
COVER STORY Laying Tracks For The Future: Dr. Kriengsak Chareonwongsak hat does it take for one to ascend to a position “There are times when we tend to worry more about our of trust within a nation’s innermost circle of relationships with others than about speaking for the right elite policy makers, providing counsel on things, for the common good of the society,” Dr Kriengsak matters of national interest with the power to said, adding that in his advisory role to policy makers the shape the future lives of millions? long-term advancement of society takes utmost precedence over any other considerations. “The key here is trust,” said Dr Kriengsak Chareonwongsak, a 62-year-old Thai scholar whose impressive career This admirable scholar credits his success to his parents and involves handing out critical advice and strategic his early beginnings, where Asian family values of honesty, guidance in a score of political, business and academic selflessness and hard work, as well as principles on the greater positions. “A trust that is built not solely upon honesty, but good of society are instilled. Born into a large family of five, Dr rather is crystallised upon the marriage of integrity and Kriengsak is the son of a Thai businessman of Chinese descent capability.” and a doting and nurturing Thai housewife. The importance of education and life-long learning, was made known to him at It is no surprise that leaders in the Thai government placed an early age, when his parents worked hard to ensure that he respectful credence in Dr Kriengsak Chareonwongsak, a had academic fulfilment at the best schools in Bangkok. -
Hawawini Multicampus Internationalization 10
Working Paper Series 2016/77/FIN Multicampus Internationalization of Higher Education Institutions Gabriel Hawawini INSEAD, [email protected] Forthcoming in Univer-Cities Conference Volume III (2016) October 10, 2016 This chapter examines the process of internationalization through the opening of campuses abroad by higher education institutions. After defining this process and explaining how and why it takes place, the chapter identifies and examines three models of multicampus institutions (the branch model, the federal model and the global model), with a closer look at the global model adopted by INSEAD, the international business school with campuses in France, Singapore and Abu Dhabi. It then presents four host-country models (the educational model, the academic model, the business model and the internationalization model) and illustrates these models with the cases of Qatar, Singapore, Dubai and Abu Dhabi. Keywords: Internationalization of Higher Education Institutions; Multicampus Higher Education Institutions; Models of Multicampus Institutions; Host-country Models Electronic copy available at: http://ssrn.com/abstract=2860633 A Working Paper is the author’s intellectual property. It is intended as a means to promote research to interested readers. Its content should not be copied or hosted on any server without written permission from [email protected] Find more INSEAD papers at https://www.insead.edu/faculty-research/research Multicampus Internationalization of Higher Education Institutions Gabriel Hawawini -
The Big Ideas the Campaign the Vote
KennedyJOH NF.KENNEDYSCHOOLOFGOVERNMENTBULLETINHARVARDUNIVERSITYSchoos u m m e r 2l 0 0 8 The Big Ideas The Campaign The Vote Our faculty weigh in Students assess primary Electoral college season Voting machines Alumni on campaigns Leon Loeb mpp 1972 Jacob Frenkel Ann Kaplan Kennedy School Board of Directors of the Women’s Leadership Board Kent Lucken mpa 2001 Daniel Glickman Laurel Karabian hks Alumni Association Executive Committee JOHNF.KENNEDYSCHOOLOFGOVERNMENTBULLETINHARVARDUNIVERSITY s u m m e r 2 0 0 8 J. Michael McGinnis mpp 1977 Steven Green Dato Fawziah Abdul Karim Roxanne Mankin Cason, Chair Executive Committee Patricia McGinnis mpa 1975 Clifford Gundle Margaret Kavalaris Barbara Annis, Chair Elect Rudy N. Brioché mpp 2000, Chair Robert Metzger bcsia Hani Habbas Lou Kerr Haifa Fahoum Al Kaylani, Rosario Calderon mpa 1988, Marcia Morris mpa 1993 Azadeh Hariri Sung Joo Kim Vice Chair, International Vice Chair Ajay Nagpal mpp 1992 James Harpel Julia Hobbs Kivistik Renee White Fraser, Vice Chair, Jacquelyne Weatherspoon Robert Olian mpp/jd 1977 Robert Hefner III Peggy Klaus Domestic mpa 1991, Treasurer Anthony Otten mpp 1981 John Incledon Patricia Kouba Laurie McDonald Jonsson, Farahnaz Karim mpa 2001, Howard Paster mcrp 1979 Tasso Jereissati Roelfien Kuijpers Secretary Member-at-Large Anne Reed mpa 1981 Nicholas Josefowitz Renee LaBran Margaret Traub, Treasurer Paul Hodge mpa 2000, Ex-Officio Jorge Rosenblut mpa2 1985 Maha Kaddoura mpa 2000 Alison Lawton Members Sean Rowland mpa 1997 Norman Kaplan Corporate Members Catherine Lee The Election Issue Gayane Afrikian mpa 2005 Danny Sebright mpa 2001 Joseph Kasputys Jennifer Allyn Robin Leeds Jeff Amestoy mpa 1982 Daniel Sheffey mpp 1989 George Kellner Mary Bennett Francine LeFrak-Friedberg Marilyn Averill mpa 2000 Harry Sherr mpa 2003 Jamileh Kharrazi Beth Brooke Amy Levine Michael O. -
Bized, November/December 2011, Full Issue
November/December 2011 Ed . W WHAt’s PAST. WHAt’s Biz WHAt’s No WHAt’s WHAt’s Next. WHAt’s YEARS BizEd • NOVEMBER/DECEMBER 2011 • VOLUME X, ISSUE 6 The University of Texas at Dallas Announces The Naveen Jindal connovember/decembertents 2011 • volume X, issue 6 School of Management Features Named to honor its distinguished alumnus, Naveen Jindal MBA’92, Delhi, India TEN ON TEN Ten longtime deans gaze back on the The University of Texas at Dallas is proud to celebrate the naming of 22 last decade of management educa- the Naveen Jindal School of Management, and to express the appreciation tion—and forward to the next one—as of its students and faculty for support aimed at enhancing the excellence they discuss how business schools have of one of the premier business schools in the U.S. changed, might change, and should change in the 21st century. Through Mr. Jindal’s generosity, the Naveen Jindal School of Management will continue to build on widening recognition of its excellence. TESTS OF TIME A sampling of some of the programs • Full-Time MBA, 40th overall and 17th among public university 44 and initiatives that were launched programs in the U.S., U.S. News & World Report a decade ago—what worked, what didn’t, and what these schools are th th • Professional (Part-Time) MBA, 36 overall and 20 among planning for the future. U.S. public university programs, U.S. News & World Report nd THEN AND NOW • Executive MBA, 22 among U.S.-based executive programs, Financial Times A “by the numbers” look at the way 52 business schools have evolved over • Faculty research productivity, 22nd worldwide, Financial Times the past ten years. -
Church Growth and Culturally Appropriate Leadership
CHURCH GROWTH AND CIK/TURA T.LY APPROPRIATE I^ADE'?.^! P THREE EXAMPLES FRQY THE THAI CHURCH by Edwin Zehner Dr. Paul Pierson School of World Mission MH 520 Historical Development of the Christian Movement 5 November 1987 DRAFT • NOT FOR PUBLICATION OR CITATION WITHOUT PREVIOUS CONSENT OF THE AUTHOR See A REQUEST' FOR ASSISTANCE, inside, A REQUEST FOR ASSISTANCE This paper is meant to be complete in itself, but it is also a stepping stone in an ongoing learning exrjerier.ee that should lead to the completion of my Ph.D.- dissertation in late 1988. Much of the data and analysis reported hern is likely to reappear in thpt report. Therefore, I request your assistance in correcting and/ or amplifying data, and in suggesting improvements and pointing out weak points in the analysis. Any and all contributions will be greatly appreciated, even if they are not directly incorporated or responded to. Responses from Thai church leaders and fret mission«ries would bo especially appreciated. Even a mere correction of a date, name, or figure could be useful in the future. Write before mid-May 1988 to: Edwin Zehner GPO Box 1390 . Bangkok 10501 (THAILAND) After mid-May 1988 write to: Edwin Zehner 4313 Buffalo Road North Chili, NY 14514 . USA or to my school office at Edwin Zehner Department of Anthropology McGraw Hall Cornell University Ithaca, NY 14853 USA Thank you. TABLE OF CONTENTS 1 - INTRODUCTION 5 - CLIENTELE STRUCTURES IN THAI SOCIETY 13 - GROWTH POINTS IN THAI CHURCH HISTORY 23 - MCGILVARY — THE EXEMPLARY PATRON : •. > 23 - Soda-Cultural Context -
School of Business Annual Report 2015
AUC AVENUE • P.O. BOX 74 NEW CAIRO 11835 • EGYPT TEL 20.2.2615.3290 [email protected] WWW.AUCEGYPT.EDU/BUSINESS AUC.BUSINESS AUC_BUSINESS Annual Report 2015 - 2016 TABLE OF CONTENTS 1 Letter from the Dean 6 Vision 2030 9 School Highlights 2015 - 2016 48 Statistics 50 Financials LETTER FROM THE DEAN Karim Seghir 1 The year 2019 marks the AUC centennial and the 10th anniversary of the restructuring of the AUC School of Business. Thus, making it an ideal time for reflection and envisioning a more ambitious roadmap for the future. With this in mind the school has undergone an inclusive and holistic process to develop its Vision 2030. For close to seven decades the AUC School of Business has upheld its position as the premium business education institute in Egypt and among the best in the MENA region. A position reaffirmed through the Triple Crown seal of excellence as well as notable ratings from prominent international ranking bodies. Through the years, the school withstood a variety of environmental changes that have shaped its philosophy to meet the needs and challenges of an ever-changing business context while maintaining its commitment to achieving excellence and creating tangible impact. The school’s strategic direction continues to center on its core strength, its distinct location, and its global reach. This direction is clearly communicated in its vision to be the leading knowledge hub with Arab region relevance and global influence, and its mission to develop entrepreneurial and responsible global leaders and professionals. The purpose of Vision 2030 is to direct the school’s programs, research and activities over the next 14 years as well as consolidate the efforts of its different programs and centers to achieve maximum impact. -
Trakun, Politics and the Thai State Katja Rangsivek
Trakun, Politics and the Thai State Katja Rangsivek To cite this version: Katja Rangsivek. Trakun, Politics and the Thai State. Social Anthropology and ethnology. University of Copenhagen, 2013. English. tel-00850357 HAL Id: tel-00850357 https://tel.archives-ouvertes.fr/tel-00850357 Submitted on 6 Aug 2013 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. TRAKUN, POLITICS AND THE THAI STATE Katja Rangsivek Southeast Asian Studies Department of Cross-Cultural and Regional Studies Prinicipal Supervisor: Dr. Dr.phil. Cynthia Gek Hua Chou Associate Professor with Special Qualifications Southeast Asian Studies Department of Cross-Cultural and Regional Studies Co-Supervisor: Dr. Martin B. Platt Associate Professor Southeast Asian Studies Department of Cross-Cultural and Regional Studies PhD Thesis February 2013 Faculty of Humanities University of Copenhagen i ii Abstract in English Political trakun are patrilineages that have distinguished themselves through engaging in politics over several generations by filling key positions of the state, such as the cabinet and parliament. The study of political trakun though has not yet been given academic attention. Despite most accounts of Thai political history being simultaneously the accounts of the royal and other elite families, little research has aimed to understand the entanglement of families and the state.