The recent general election in Thailand has caught the imagination of the international press who have heralded Yingluck Shinawatra as a young female leader who could drastically alter the polarized nation. Perspective >> 2011 Thai General Election
This document discusses ethical dilemmas that public administrators may face. It outlines three essential mental attitudes - recognizing moral ambiguity, understanding how contextual forces affect priorities, and dealing with paradoxes in procedures. It also lists three important moral qualities for public administrators - optimism, courage, and fairness with charity. The document explains why these characteristics are important for addressing complex ethical situations that arise in public service. It provides examples of ethical issues seen in areas like privatization and corporate governance in Malaysia.
The document outlines the services provided by a political consulting firm in India called The Consultants. They provide strategic, tactical, technical, and operational consulting services to political parties, politicians, and those seeking to enter politics. Their services include developing political strategies, managing election campaigns, media and communication management, and more. They take a scientific research-based approach to analyzing political dynamics and developing customized solutions to address clients' strategic challenges.
India has just completed a historic election. The results are staggering. While many expected that the Narendra-Modi-led National Democratic Alliance (NDA) would come to power, the landslide that materialised was a surprise to many.
Clearly, Modi’s emphasis on the economy, ease of doing business, infrastructure and job creation struck home.
With voters handing him a decisive victory, it is now Modi’s turn to deliver. His pro-business slant and reputation as an ace administrator mean that expectations are sky-high.
In the latest edition of ‘Public Affairs Round-up’, MSLGROUP identifies what is likely to be the new government’s list of priorities.
Modi has his work cut out. None of the challenges before – from cutting red tape to clearing critical projects – will be easy. It will require more than numbers in Parliament; an ability to take people along will be vital.
General Election Briefing 2015 by FTI ConsultingJohn Gusman
This document provides an overview and analysis of the political landscape ahead of the 2015 UK general election. It discusses that the election is highly unpredictable and may result in a hung parliament. The Conservatives and Labour are neck and neck in polls, but Labour has an advantage due to boundary issues. The rise of UKIP and decline of the Liberal Democrats splits the right and left votes respectively. Whoever wins will still face significant challenges around issues like the economy, EU relations, and devolution in Scotland. Another coalition government is a real possibility.
Importance
The Internet is a globe that involves virtually all levels of the political communications,
now a days.
Social media has caused major changes in the political communication and has become
useful resource often used by the politicians in order to strengthen their visibility.
In Pune Municipal corporation election social media is the biggest technique and game changer in terms of cast more vote, candidates data, daily work done by candidates and campaigns during
election.
All the new media resources viz., the websites, blogs, Facebook, Twitter, Google Plus , YouTube, Pinterest and etc…of the politicians or the political parties allow the declaration of a informal
identity in form of daily works, rallies and contribution to the society.
Online Surveys, questionnaire on different media website, mobile apps and social pages are more approachable than newspaper reading and mouth whispering.
PoltuBaaz - Election Management and Political Consulting ServicesGaurav Singh
PoltuBaaz.com::Election Management and Political Consulting Services
We provide best Election Management and Political Strategies Service with the help of party structure and resources to create win and win situation for the party/candidate, our experiences and expertise have developed very accurate and innovative solution for political parties
Poltubaaz was started by group of IITians in 2012 to deliver the best Election Management & Political Consulting Services nationwide and headquarter in New Delhi
This document discusses ethical dilemmas that public administrators may face. It outlines three essential mental attitudes - recognizing moral ambiguity, understanding how contextual forces affect priorities, and dealing with paradoxes in procedures. It also lists three important moral qualities for public administrators - optimism, courage, and fairness with charity. The document explains why these characteristics are important for addressing complex ethical situations that arise in public service. It provides examples of ethical issues seen in areas like privatization and corporate governance in Malaysia.
The document outlines the services provided by a political consulting firm in India called The Consultants. They provide strategic, tactical, technical, and operational consulting services to political parties, politicians, and those seeking to enter politics. Their services include developing political strategies, managing election campaigns, media and communication management, and more. They take a scientific research-based approach to analyzing political dynamics and developing customized solutions to address clients' strategic challenges.
India has just completed a historic election. The results are staggering. While many expected that the Narendra-Modi-led National Democratic Alliance (NDA) would come to power, the landslide that materialised was a surprise to many.
Clearly, Modi’s emphasis on the economy, ease of doing business, infrastructure and job creation struck home.
With voters handing him a decisive victory, it is now Modi’s turn to deliver. His pro-business slant and reputation as an ace administrator mean that expectations are sky-high.
In the latest edition of ‘Public Affairs Round-up’, MSLGROUP identifies what is likely to be the new government’s list of priorities.
Modi has his work cut out. None of the challenges before – from cutting red tape to clearing critical projects – will be easy. It will require more than numbers in Parliament; an ability to take people along will be vital.
General Election Briefing 2015 by FTI ConsultingJohn Gusman
This document provides an overview and analysis of the political landscape ahead of the 2015 UK general election. It discusses that the election is highly unpredictable and may result in a hung parliament. The Conservatives and Labour are neck and neck in polls, but Labour has an advantage due to boundary issues. The rise of UKIP and decline of the Liberal Democrats splits the right and left votes respectively. Whoever wins will still face significant challenges around issues like the economy, EU relations, and devolution in Scotland. Another coalition government is a real possibility.
Importance
The Internet is a globe that involves virtually all levels of the political communications,
now a days.
Social media has caused major changes in the political communication and has become
useful resource often used by the politicians in order to strengthen their visibility.
In Pune Municipal corporation election social media is the biggest technique and game changer in terms of cast more vote, candidates data, daily work done by candidates and campaigns during
election.
All the new media resources viz., the websites, blogs, Facebook, Twitter, Google Plus , YouTube, Pinterest and etc…of the politicians or the political parties allow the declaration of a informal
identity in form of daily works, rallies and contribution to the society.
Online Surveys, questionnaire on different media website, mobile apps and social pages are more approachable than newspaper reading and mouth whispering.
PoltuBaaz - Election Management and Political Consulting ServicesGaurav Singh
PoltuBaaz.com::Election Management and Political Consulting Services
We provide best Election Management and Political Strategies Service with the help of party structure and resources to create win and win situation for the party/candidate, our experiences and expertise have developed very accurate and innovative solution for political parties
Poltubaaz was started by group of IITians in 2012 to deliver the best Election Management & Political Consulting Services nationwide and headquarter in New Delhi
The document discusses focusing too much on technical aspects of delivery and not enough on political and incentive-based aspects. It argues delivery requires both the "science" of monitoring and problem-solving, as well as the "art" of applying political authority and creating incentives. The key to effective delivery is understanding how power works in a given system and harnessing political authority to drive implementation by connecting it to monitoring, responding to issues, and creating formal and informal incentives for officials. Simply setting up delivery units is not enough without also applying these political and incentive-based elements.
Thailand is an important regional hub for several key industries such as automotive, aviation, and oil & gas. The automotive industry is the 10th largest in the world and Thailand produces over 2.5 million vehicles annually. Thailand is also working to become an aerospace hub in ASEAN, leveraging its position as a transportation hub with the 14th busiest airport globally. While political unrest may impact growth in the short-term, Thailand has strong long-term economic fundamentals and opportunities remain for European companies in sectors such as automotive parts, aviation technology, and oil & gas equipment and services.
Unity Is Strength For Enhancing Educational And Economic...Valerie Burroughs
The document discusses some defining characteristics of the New Zealand constitution. It notes that New Zealand has parliamentary sovereignty, meaning parliament has supreme power to create and change laws. It also notes that New Zealand does not have a single codified constitution, but rather an uncodified one made up of statutes, common law, conventions and treaties. Additionally, it discusses how the New Zealand constitution evolves incrementally through democratic legislative change rather than dramatic overhaul.
This document is a report from the Council on Foreign Relations' Independent Task Force on Innovation and National Security. It finds that while the US historically led the world in technological innovation, fueled by heavy federal R&D investment following Sputnik, it now risks falling behind competitors like China. It recommends a national security innovation strategy focused on: 1) Restoring federal funding for R&D; 2) Attracting and educating a science and technology workforce; 3) Supporting technology adoption in the defense sector; and 4) Bolstering technology alliances. This will help ensure the US remains preeminent in emerging technologies critical for national security.
Turkey needs less money in politics and less politics in courtFTI Consulting FR
The document discusses political corruption and financing in Turkey. It makes three main points:
1) Turkey has a cycle of corruption where political parties are financed through construction deals and changing zoning laws to benefit donors, fueling corruption.
2) To reduce corruption, Turkey needs campaign finance reform, stronger independent institutions like an impartial judiciary, and limits on money in politics.
3) The current corruption allegations against Prime Minister Erdogan's government represent a major threat and crisis that could destabilize Turkish politics unless deep reforms are made to reduce corruption and politicization of the state.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
The Role of Public Policy Research Institutions in Policymaking in TunisiaJasmine Foundation
1. Policymaking in Tunisia has traditionally been a closed and top-down process controlled by the central government. Following the 2011 revolution, the process has opened up somewhat with greater participation from representative institutions, civil society, and the public.
2. The paper examines the changing role of public policy research institutes in Tunisia's post-revolution policymaking process. It identifies challenges they face in promoting transparency and breaking down information asymmetry between the administration and public.
3. The paper is based on interviews with state research institutes and independent think tanks. It finds that while state institutes now have more research freedom, all institutes still face challenges in meaningfully contributing to policymaking.
Managing reputation for US technology companies in the UKBrunswick Group
Corporate reputations across most sectors have deteriorated in recent years, but the tech industry has proved almost immune to reputational damage. Recently, however, major concerns around data privacy, corporate tax and the use of online networks by terrorists have caused UK public and media sentiment to shift. These issues have also put the tech sector on a collision course with governments and regulators, both in the UK and across Europe.
Drawing on new opinion research from Brunswick Insight, this presentation examines why trust in tech companies is falling in the UK, and provides a basis for designing strategies to rebuild it. We also look at the practical implications of a damaged reputation as the sector faces up to new challenges and a more hostile environment.
For more information please contact:
Amanda Duckworth: www.brunswickgroup.com/people/directory/amanda-duckworth/
Chris Blundell: www.brunswickgroup.com/people/directory/chris-blundell/
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Our latest quarterly "State of Blockchains" report on developments in the blockchains space, across startups, government and corporate adoption. This information has been provided to help build knowledge and understanding in the emerging blockchain and DLT space.
The document expresses opposition to the Trans-Pacific Partnership Agreement (TPPA) and its Investor-State Dispute Settlement (ISDS) provisions. It argues that the TPPA prioritizes corporate interests over citizens' welfare and democratic decision making, as evidenced by past ISDS cases. It calls on the committee to recommend the government heed public opposition to the agreement and conduct an independent analysis of its full social, economic and environmental impacts before ratifying the TPPA.
The document analyzes data breach records from 2005-2015 to examine trends by industry. It finds that healthcare, education, government, retail, and finance were most commonly affected, accounting for over 80% of breaches. Personal information was the most frequently stolen record type, compromised through various methods like device loss, insider leaks, and hacking. The analysis also looks specifically at breach trends in the healthcare industry, where loss of portable devices like laptops was a primary source of compromises.
This document summarizes research on enhancing tax compliance in non-enabling institutional contexts. The researchers conducted focus groups and interviews in Nigeria to understand rationalizations for tax compliance and non-compliance. They found that those who comply and do not comply both rationalize their positions using similar themes of development, legal, and moral justifications, but frame them positively or negatively. To enhance compliance, tax authorities need messaging approaches that address these heterogeneous rationalizations. Understanding rationalizations is important for tax behavior, and the findings can help strategies that fit different groups' views. Emerging areas of research include strengthening Nigeria's tax system and the role of independent oversight.
Effective Integration of Private Services with Public Service Pl.docxtoltonkendal
"Effective Integration of Private Services with Public Service"
Please respond to the following:
Note
: Online students, please respond to two (2) of the following three (3) bulleted items.
·
From the weekly readings and first e-Activity, analyze three (3) challenges public leaders face when the business of private leaders takes precedence over the business of the government. Recommend two (2) sound strategies that public leaders could implement in order to ensure that the privatization of public services does not negatively influence citizens.
·
From the weekly readings and second e-Activity, create two (2) scenarios that focus on political debates or controversies that a public leader and business leader may face during or after negotiations aimed at the privatization of public services. Suggest two (2) traits and two (2) behaviors of a public leader that would be most effective in diffusing the debate or controversy.
·
Imagine that a small-town school system has appointed a new, but experienced, superintendent of schools. The school system is experiencing serious problems: worsening grades, budget cuts, increased vandalism, and low morale among the teachers. Suggest two (2) leadership theories and two (2) leadership traits that would be most effective for the superintendent to adopt when addressing such problems. Provide a rationale for your response. Note: Information on additional leadership theories can be found in readings from the previous weeks
·
eActivity:
Read “
Public Versus Private Managers: How Public and Private Managers Differ in Leadership Behavior
” located in Week 3 of the course shell. Next, watch the video titled “Full Show 9/10/13: A Cautionary Tale on Privatizing Tax Collection” (58 min 01 s), starting at the 53 minute mark. Be prepared to discuss. Video Source: The Big Picture RT. (2013, September 10). Full Show 9/10/13: A Cautionary Tale on Privatizing Tax Collection [Video file]. Retrieved from
http://www.youtube.com/watch?v=E_G8HufX8P4
.
·
Read the following articles located in Week 3 of the course shell and be prepared to discuss:
o
“
Developing Effective Leadership Skill
”
o
“
Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact
”
It’s become a cliché that government would be better if it were only run by private-sector managers using standard business practices. But Jan Mares, who has been in both environments, says it is not the same. Mares, who worked in the private sector in the chemical and manufacturing industries, and was the fossil energy chief in the Reagan administration’s Department of Energy, offers 25 reasons why government management and business management are not the same.
The size, dollar value, and complexity of many government programs exceed that in the private sector.
The government has fewer measures of progress or success than the private sector, although that is changing as a result of the Government Performance Reform Ac.
Sayad bashary. nassacity of caretaker gonernment, a public opinion surveySayad Bashary
1. The document discusses the history and need for a caretaker government system in Bangladesh. Political parties historically manipulated elections to maintain power, undermining trust in the democratic process.
2. A caretaker government system was introduced in 1991, comprised of non-partisan figures to oversee elections impartially. Four elections were held under this system until it was scrapped by the ruling party in 2014.
3. There is now public controversy over scrapping the system, with concerns that it could lead to political instability and confrontation between parties. The document aims to survey public opinion on the issue.
It is with great honour that we share with you that Northland Wealth was awarded
Best Multi-Family Office (North America) – Client Service – Under $2B in
assets advised at the Private Asset Management Awards held in NYC. This is a
milestone accomplishment as we are the first and only Canadian firm ever to be
recognized at this leading industry event.
Secondly, for the third year-in-a-row, Northland Wealth was recognized at the
Family Wealth Report Awards as the Best Canadian Family Office.
When Northland Wealth was founded
6 years ago, it was with the mission of placing
families first. Northland was built with a
purpose – to be different from the banks,
brokers and other advisors, by providing
independent, unbiased advice, combined
with the overriding mandate of protecting
and carefully growing each family’s wealth
over generations to come.
From all of us at Northland Wealth, we are honoured and wish to thank you and
your family for placing your trust in us to advise, educate and support your family
through some of life’s most difficult challenges.
Our feature story In CPPIB We Trust will focus Northland’s meeting with the CEO of
the Canada Pension Plan Investment Board and how we share and access similar
strategies to help our families meet their long-term investment goals. We then look
towards the future with Plan for the Worst, Hope for the Best, on how best to be
a realist when looking at finances and life in general. We contrast this with Cloud
649 and how to embrace or protect oneself from life’s highly unlikely events. Lastly,
we continue with our examination of Blockchain, and our regular market insights.
Hope you enjoy!
The Federal Communicators Network (FCN) has released "Advancing Federal Communications," a research paper that makes the case for clear and consistent quality standards for U.S. federal government communication.
The result of a grassroots, volunteer study among an interagency group of government communicators, the paper incorporates extensive primary and secondary research and includes a set of concrete recommendations for improvement.
This document summarizes the key findings of research conducted by Transparency International on anti-corruption efforts in six South Asian countries. It finds that while countries have passed some anti-corruption laws, political interference and lack of independence weaken enforcement. Citizens face challenges accessing information and there is little whistleblower protection. As a result, corruption is increasing and accountability is lacking. The report calls for strengthening rights to information, whistleblower protection, and the independence of anti-corruption agencies and judiciaries.
GMT - 2016 JFCCT Forum - Strategic Service Sectors ^0 Competitiveness375 Park Associates
This document contains the opening remarks for a session on strategic service sectors and competitiveness at the 2016 JFCCT Forum. The moderator introduces the topic, noting that strategic service sectors like banking, logistics, ICT and BPO are crucial enablers for Thailand's export-dependent economy. However, these sectors face challenges from protectionism, over-regulation and barriers to doing business efficiently. Three speakers will discuss opportunities in strategic sectors and their importance for Thailand's competitiveness, though the country currently ranks only 49th on the World Bank's ease of doing business report. Promoting strategic service sectors could transform Thailand's economy by boosting innovation and competitiveness.
GAP AA Announces Opening of Representative Office in Ho Chi Minh City375 Park Associates
375 Park Associates are the exclusive Asia-Pacific advisors to GAP Architetti Associati.
Founded in 1992 and headquartered in Rome, Italy, GAP specializes in contemporary designs in the long tradition of Italian Architecture.
GAP have worked with world-renowned brands such as Bticino, iGuzzini, Buderus, Graniti, and Fiandre in Europe and South America.
We are currently targeting companies who are seeking design insights of an international architecture firm for projects in their home markets, or in Europe and I would welcome the opportunity to learn more about the project pipeline and how GAP might be able to assist.
More Related Content
Similar to Perspective >> 2011 Thai General Election
The document discusses focusing too much on technical aspects of delivery and not enough on political and incentive-based aspects. It argues delivery requires both the "science" of monitoring and problem-solving, as well as the "art" of applying political authority and creating incentives. The key to effective delivery is understanding how power works in a given system and harnessing political authority to drive implementation by connecting it to monitoring, responding to issues, and creating formal and informal incentives for officials. Simply setting up delivery units is not enough without also applying these political and incentive-based elements.
Thailand is an important regional hub for several key industries such as automotive, aviation, and oil & gas. The automotive industry is the 10th largest in the world and Thailand produces over 2.5 million vehicles annually. Thailand is also working to become an aerospace hub in ASEAN, leveraging its position as a transportation hub with the 14th busiest airport globally. While political unrest may impact growth in the short-term, Thailand has strong long-term economic fundamentals and opportunities remain for European companies in sectors such as automotive parts, aviation technology, and oil & gas equipment and services.
Unity Is Strength For Enhancing Educational And Economic...Valerie Burroughs
The document discusses some defining characteristics of the New Zealand constitution. It notes that New Zealand has parliamentary sovereignty, meaning parliament has supreme power to create and change laws. It also notes that New Zealand does not have a single codified constitution, but rather an uncodified one made up of statutes, common law, conventions and treaties. Additionally, it discusses how the New Zealand constitution evolves incrementally through democratic legislative change rather than dramatic overhaul.
This document is a report from the Council on Foreign Relations' Independent Task Force on Innovation and National Security. It finds that while the US historically led the world in technological innovation, fueled by heavy federal R&D investment following Sputnik, it now risks falling behind competitors like China. It recommends a national security innovation strategy focused on: 1) Restoring federal funding for R&D; 2) Attracting and educating a science and technology workforce; 3) Supporting technology adoption in the defense sector; and 4) Bolstering technology alliances. This will help ensure the US remains preeminent in emerging technologies critical for national security.
Turkey needs less money in politics and less politics in courtFTI Consulting FR
The document discusses political corruption and financing in Turkey. It makes three main points:
1) Turkey has a cycle of corruption where political parties are financed through construction deals and changing zoning laws to benefit donors, fueling corruption.
2) To reduce corruption, Turkey needs campaign finance reform, stronger independent institutions like an impartial judiciary, and limits on money in politics.
3) The current corruption allegations against Prime Minister Erdogan's government represent a major threat and crisis that could destabilize Turkish politics unless deep reforms are made to reduce corruption and politicization of the state.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
The Role of Public Policy Research Institutions in Policymaking in TunisiaJasmine Foundation
1. Policymaking in Tunisia has traditionally been a closed and top-down process controlled by the central government. Following the 2011 revolution, the process has opened up somewhat with greater participation from representative institutions, civil society, and the public.
2. The paper examines the changing role of public policy research institutes in Tunisia's post-revolution policymaking process. It identifies challenges they face in promoting transparency and breaking down information asymmetry between the administration and public.
3. The paper is based on interviews with state research institutes and independent think tanks. It finds that while state institutes now have more research freedom, all institutes still face challenges in meaningfully contributing to policymaking.
Managing reputation for US technology companies in the UKBrunswick Group
Corporate reputations across most sectors have deteriorated in recent years, but the tech industry has proved almost immune to reputational damage. Recently, however, major concerns around data privacy, corporate tax and the use of online networks by terrorists have caused UK public and media sentiment to shift. These issues have also put the tech sector on a collision course with governments and regulators, both in the UK and across Europe.
Drawing on new opinion research from Brunswick Insight, this presentation examines why trust in tech companies is falling in the UK, and provides a basis for designing strategies to rebuild it. We also look at the practical implications of a damaged reputation as the sector faces up to new challenges and a more hostile environment.
For more information please contact:
Amanda Duckworth: www.brunswickgroup.com/people/directory/amanda-duckworth/
Chris Blundell: www.brunswickgroup.com/people/directory/chris-blundell/
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Our latest quarterly "State of Blockchains" report on developments in the blockchains space, across startups, government and corporate adoption. This information has been provided to help build knowledge and understanding in the emerging blockchain and DLT space.
The document expresses opposition to the Trans-Pacific Partnership Agreement (TPPA) and its Investor-State Dispute Settlement (ISDS) provisions. It argues that the TPPA prioritizes corporate interests over citizens' welfare and democratic decision making, as evidenced by past ISDS cases. It calls on the committee to recommend the government heed public opposition to the agreement and conduct an independent analysis of its full social, economic and environmental impacts before ratifying the TPPA.
The document analyzes data breach records from 2005-2015 to examine trends by industry. It finds that healthcare, education, government, retail, and finance were most commonly affected, accounting for over 80% of breaches. Personal information was the most frequently stolen record type, compromised through various methods like device loss, insider leaks, and hacking. The analysis also looks specifically at breach trends in the healthcare industry, where loss of portable devices like laptops was a primary source of compromises.
This document summarizes research on enhancing tax compliance in non-enabling institutional contexts. The researchers conducted focus groups and interviews in Nigeria to understand rationalizations for tax compliance and non-compliance. They found that those who comply and do not comply both rationalize their positions using similar themes of development, legal, and moral justifications, but frame them positively or negatively. To enhance compliance, tax authorities need messaging approaches that address these heterogeneous rationalizations. Understanding rationalizations is important for tax behavior, and the findings can help strategies that fit different groups' views. Emerging areas of research include strengthening Nigeria's tax system and the role of independent oversight.
Effective Integration of Private Services with Public Service Pl.docxtoltonkendal
"Effective Integration of Private Services with Public Service"
Please respond to the following:
Note
: Online students, please respond to two (2) of the following three (3) bulleted items.
·
From the weekly readings and first e-Activity, analyze three (3) challenges public leaders face when the business of private leaders takes precedence over the business of the government. Recommend two (2) sound strategies that public leaders could implement in order to ensure that the privatization of public services does not negatively influence citizens.
·
From the weekly readings and second e-Activity, create two (2) scenarios that focus on political debates or controversies that a public leader and business leader may face during or after negotiations aimed at the privatization of public services. Suggest two (2) traits and two (2) behaviors of a public leader that would be most effective in diffusing the debate or controversy.
·
Imagine that a small-town school system has appointed a new, but experienced, superintendent of schools. The school system is experiencing serious problems: worsening grades, budget cuts, increased vandalism, and low morale among the teachers. Suggest two (2) leadership theories and two (2) leadership traits that would be most effective for the superintendent to adopt when addressing such problems. Provide a rationale for your response. Note: Information on additional leadership theories can be found in readings from the previous weeks
·
eActivity:
Read “
Public Versus Private Managers: How Public and Private Managers Differ in Leadership Behavior
” located in Week 3 of the course shell. Next, watch the video titled “Full Show 9/10/13: A Cautionary Tale on Privatizing Tax Collection” (58 min 01 s), starting at the 53 minute mark. Be prepared to discuss. Video Source: The Big Picture RT. (2013, September 10). Full Show 9/10/13: A Cautionary Tale on Privatizing Tax Collection [Video file]. Retrieved from
http://www.youtube.com/watch?v=E_G8HufX8P4
.
·
Read the following articles located in Week 3 of the course shell and be prepared to discuss:
o
“
Developing Effective Leadership Skill
”
o
“
Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact
”
It’s become a cliché that government would be better if it were only run by private-sector managers using standard business practices. But Jan Mares, who has been in both environments, says it is not the same. Mares, who worked in the private sector in the chemical and manufacturing industries, and was the fossil energy chief in the Reagan administration’s Department of Energy, offers 25 reasons why government management and business management are not the same.
The size, dollar value, and complexity of many government programs exceed that in the private sector.
The government has fewer measures of progress or success than the private sector, although that is changing as a result of the Government Performance Reform Ac.
Sayad bashary. nassacity of caretaker gonernment, a public opinion surveySayad Bashary
1. The document discusses the history and need for a caretaker government system in Bangladesh. Political parties historically manipulated elections to maintain power, undermining trust in the democratic process.
2. A caretaker government system was introduced in 1991, comprised of non-partisan figures to oversee elections impartially. Four elections were held under this system until it was scrapped by the ruling party in 2014.
3. There is now public controversy over scrapping the system, with concerns that it could lead to political instability and confrontation between parties. The document aims to survey public opinion on the issue.
It is with great honour that we share with you that Northland Wealth was awarded
Best Multi-Family Office (North America) – Client Service – Under $2B in
assets advised at the Private Asset Management Awards held in NYC. This is a
milestone accomplishment as we are the first and only Canadian firm ever to be
recognized at this leading industry event.
Secondly, for the third year-in-a-row, Northland Wealth was recognized at the
Family Wealth Report Awards as the Best Canadian Family Office.
When Northland Wealth was founded
6 years ago, it was with the mission of placing
families first. Northland was built with a
purpose – to be different from the banks,
brokers and other advisors, by providing
independent, unbiased advice, combined
with the overriding mandate of protecting
and carefully growing each family’s wealth
over generations to come.
From all of us at Northland Wealth, we are honoured and wish to thank you and
your family for placing your trust in us to advise, educate and support your family
through some of life’s most difficult challenges.
Our feature story In CPPIB We Trust will focus Northland’s meeting with the CEO of
the Canada Pension Plan Investment Board and how we share and access similar
strategies to help our families meet their long-term investment goals. We then look
towards the future with Plan for the Worst, Hope for the Best, on how best to be
a realist when looking at finances and life in general. We contrast this with Cloud
649 and how to embrace or protect oneself from life’s highly unlikely events. Lastly,
we continue with our examination of Blockchain, and our regular market insights.
Hope you enjoy!
The Federal Communicators Network (FCN) has released "Advancing Federal Communications," a research paper that makes the case for clear and consistent quality standards for U.S. federal government communication.
The result of a grassroots, volunteer study among an interagency group of government communicators, the paper incorporates extensive primary and secondary research and includes a set of concrete recommendations for improvement.
This document summarizes the key findings of research conducted by Transparency International on anti-corruption efforts in six South Asian countries. It finds that while countries have passed some anti-corruption laws, political interference and lack of independence weaken enforcement. Citizens face challenges accessing information and there is little whistleblower protection. As a result, corruption is increasing and accountability is lacking. The report calls for strengthening rights to information, whistleblower protection, and the independence of anti-corruption agencies and judiciaries.
Similar to Perspective >> 2011 Thai General Election (20)
GMT - 2016 JFCCT Forum - Strategic Service Sectors ^0 Competitiveness375 Park Associates
This document contains the opening remarks for a session on strategic service sectors and competitiveness at the 2016 JFCCT Forum. The moderator introduces the topic, noting that strategic service sectors like banking, logistics, ICT and BPO are crucial enablers for Thailand's export-dependent economy. However, these sectors face challenges from protectionism, over-regulation and barriers to doing business efficiently. Three speakers will discuss opportunities in strategic sectors and their importance for Thailand's competitiveness, though the country currently ranks only 49th on the World Bank's ease of doing business report. Promoting strategic service sectors could transform Thailand's economy by boosting innovation and competitiveness.
GAP AA Announces Opening of Representative Office in Ho Chi Minh City375 Park Associates
375 Park Associates are the exclusive Asia-Pacific advisors to GAP Architetti Associati.
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375 Park Associates are the exclusive Asia-Pacific advisors to GAP Architetti Associati.
Founded in 1992 and headquartered in Rome, Italy, GAP specializes in contemporary designs in the long tradition of Italian Architecture.
GAP have worked with world-renowned brands such as Bticino, iGuzzini, Buderus, Graniti, and Fiandre in Europe and South America.
We are currently targeting companies who are seeking design insights of an international architecture firm for projects in their home markets, or in Europe and I would welcome the opportunity to learn more about the project pipeline and how GAP might be able to assist.
GAP AA: Experienced | Innovative | International | Italian375 Park Associates
375 Park Associates are the exclusive Asia-Pacific advisors to GAP Architetti Associati.
Founded in 1992 and headquartered in Rome, Italy, GAP specializes in contemporary designs in the long tradition of Italian Architecture.
GAP have worked with world-renowned brands such as Bticino, iGuzzini, Buderus, Graniti, and Fiandre in Europe and South America.
We are currently targeting companies who are seeking design insights of an international architecture firm for projects in their home markets, or in Europe and I would welcome the opportunity to learn more about the project pipeline and how GAP might be able to assist.
This document was prepared by 375 Park Associates for advertising and general information purposes only. 375 Park Associates makes no guarantees about the accuracy of the information and excludes all liability. This document is the copyrighted property of 375 Park Associates.
375 Park Associates is an advisory firm that specializes in providing growth solutions to small and mid-sized companies. They have offices in New York and Hong Kong and affiliates worldwide. They analyze opportunities across various sectors and connect clients to potential customers and sources of capital in Asia-Pacific markets to facilitate international expansion. Their advisory services include M&A, financing, and strategic advisory support.
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This document provides information about IMC International Asia-Pacific and disclaims any guarantees or warranties regarding the information contained. IMC International Asia-Pacific owns the copyright to this document and reserves all rights. The document introduces Gregory M. Thomas as the Regional Director and Managing Partner of IMC based in Bangkok and Hong Kong. It also references a post-merger performance improvement project for a company called HygieneCo in Southeast Asia that was acquired by a new parent company. The project identified issues slowing integration and implemented actions to get the integration plan back on schedule. It achieved over $1.23 million in annual savings and successfully transplanted new control systems to other manufacturing lines.
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This document provides information about IMC International Asia-Pacific and disclaims any guarantees or warranties regarding the information contained. IMC International Asia-Pacific owns the copyright to this document. The document was prepared for advertising and general information purposes only.
This document provides information about IMC International Asia-Pacific and disclaims any guarantees or warranties regarding the information contained. IMC International Asia-Pacific owns the copyright to this document. The document then introduces Gregory M. Thomas as the Regional Director and Managing Partner of IMC based in Bangkok and Hong Kong.
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2. Disclaimers
The information contained in this document is the proprietary and exclusive property of
Foundation Consulting except as otherwise indicated. No part of this document, in whole or
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3. Version History
REVISION CHART
Version Author(s) Description of Version Date Completed
1.0 GMT/MW/DA Published Draft 21 August 2011
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4. Document Owner
The primary contact for questions regarding this document is:
Author: Gregory M. Thomas, Mike Williams, Duangporn Akkaravivat
Project Name: TH-158
Phone: +66 (2) 207-2392
Email: g.thomas@fc-asia.com
Document Approval
Document Name: Perspective >> 2011 Thai General Election
Publication Date: 21 August 2011
Prepared by: Duangporn Akkaravivat
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5. Table of Contents
Introduction 5
Part One - Legitimacy 7
Legal 8
Power Sharing 9
Moral Leadership 10
Reform 11
Legitimacy - Conclusion 13
Part Two - Governing 15
Economy 16
Education 17
Infrastructure 21
Productivity 22
Governing - Conclusions 25
Endnotes 26
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6. Introduction
The recent general election in Thailand has caught the imagination of the international press who
have heralded Yingluck Shinawatra 1as a “young, female leader *sic, who+ could drastically alter the
polarized nation.”2
Source - Aljazeera3 - How long will the honeymoon last?
Thais love drama, known as Lakorn4, and politics in Thailand has played out as drama for a long time
through intrigues or military intervention or street protests. The Election Commission’s (ECT)5
endorsement of Yingluck Shinawatra as Thailand’s first female Prime Minister-designate provides an
opportunity to change that, but she will face a daunting task starting, and some say ending, with her
coming out from under the shadow of her brother exiled former Prime Minister Thaksin Shinawatra.
Source – BBC6 - Can Yingluck come out from her brother’s shadow?
5
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7. Imagine building a house, if the foundation is not solid or if the columns cannot support the weight,
the entire house could fall down. This is similar to the situation that Thailand’s new government will
be facing.
So what are the challenges faced by the new government to overcome?
First, the new government will have to navigate challenges to its legitimacy.
If successful, then the second challenge will be successfully governing a divided country
as it prepares for 2015 and Asean Economic Community (EAC).
On Shaky Footing?
The first part will review some of the elements that could contribute to undermining the legitimacy
of the new government. While the second part will review the elements that could derail Yingluck’s
ability of effectively govern.
6
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8. Part One - Legitimacy
The political landscape in Thailand today is continuing to mature. For each successive government
establishing its credibility as the legitimate ruling party is a primary concern. This is usually
accomplished after the party has risen to power rather than through the election itself. In the short-
term, this is normal in a fractious political environment where there rarely is a clear winner.
However, there is a long-term risk that democratic institutions will become vulnerable to
demagoguery.
In recent years, successive governments have succumbed to issues surrounding their legitimacy.
Particularly governments affiliated with deposed Prime Minister Thaksin Shinawatra where the
challenges successfully brought down three governments to-date. Challenges to the legitimacy of a
Yingluck Shinawatra led government will provide a trial-by-fire and could possibly prove the undoing
for a Prime Minister with little direct experience in Thai Politics.
Challenges of legitimacy are more than likely to come from five directions.
Legal
Reconciliation
Power Sharing
Moral Leadership, or the lack thereof
Reform
Source – The International 7- Same same but different?
7
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9. Legal
The dust has barely settled from the election and the ECT has already begun investigating allegations
of electoral impropriety. While this is not new in Thailand, there is a significant risk that allegations
from either side will lead to a return of protests (either Red- or Yellow-shirts)8, and ultimately an
erosion of confidence in the government’s ability lead.
A partial list of identified legal risks includes:
Allegations, as yet unproven, that Puea Thai Party officials bribed journalists for
favorable coverage during the election campaign.
Potential party dissolution cases regarding the involvement of banned politicians and
the use of coercive tactics during the campaign.
Legal cases to nullify the election as well as a petition campaign to dissolve parliament.
Legal questions regarding the status of Red-shirt leaders elected to parliament which
could weaken the government’s majority.
Questions whether traditional power brokers allow for and accept the decisions of an
impartial judiciary.
While there are other risks, this list highlights the tenuous position of the newly elected Puea Thai
Government. As with the past 3 governments since the 2007 election questions of the government’s
legality could cripple its ability to move towards reconciliation.
Reconciliation
The ‘R-word’ has become a catchphrase for fixing Thailand. It is not that simple.
While earnest efforts towards reconciliation would help, interests on both sides are entrenched and
resilient. As non-Thais we simply cannot comprehend the lengths that Thais will go to avoid conflict.
The unrest as witnessed on the streets of Bangkok in recent years shocked the international
community, but to date a sense of pragmatism has helped to pull Thailand back from the abyss.
“Over the past 20 years, Thailand has been on the brink of chaos a few times. There
were a couple of times when we had a toe or two in the realm of anarchy. But we
never really went there. Cooler heads prevailed and compromises were made. The
government's crackdown on the Ratchaprasong occupation on May 19 last year may
have brought an end to our latest flirtation with anarchy. But it wouldn't have ended
there if the key people on both sides did not stop and say, ''Wait a second, this is
bad for business.''9
8
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10. However this view is a bit simplistic as trends can change and with each incident there is an
escalated opportunity that ‘this’ time will be different than the last.
Finding out the truth might prove to be impossible. According to sources, currently military
leadership will not tolerate a loss of power or prestige. But the military is not the only obstacle
towards reconciliation as all sides are unwilling to accept a loss of face and there appears a lack of
political will to see the process through.
Will Thailand see a South African style Truth and Reconciliation Commission10? Probably not. The
end result of ‘Reconciliation’ will be uniquely Thai in its approach and delivery.
Source – In Asia11 - Who will accept responsibility?
Power Sharing
This is one of the most difficult challenges to quantify, while the true root causes of the 2006 coup
will never be known, it would appear that former prime minister’s meddling in military affairs played
a role. To successfully govern in Thailand the ruling party must collaborate with vested interests and
there is no guarantee that they will share the same agenda as the government. If past performance
is any indication this balancing act is difficult and will require commitment to work. With neither
side trusting the other it would appear that Thailand is entering a political cycle similar to the mid-
1970’s. In a cycle such as this, small missteps or misunderstandings could ultimately undermine the
government’s mandate.
One of Yingluck’s first obstacles to power sharing will be the naming a Minster of Defence who the
current military leadership will accept. This will provide a test of Yingluck’s ability to achieve a
working partnership with the entrenched interests who really run the country.
9
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11. Source – Bangkok Post12 - What’s behind door number 1?
Moral Leadership
Moral leadership, by definition, requires leaders to act, follow, and hold others to a higher standard.
This standard should be for the common good and not pit the needs of one special interest over
another. Organizations, governments included, tend to distort moral worth based on the interests
of the most active/vocal stakeholders; according to March13, some of the sources of distortion
include:
Decision-making involving multiple actors with inconsistent preferences.
Strategic exchange of information, rather than neutrally informative, i.e. done with
“ulterior” purposes in mind; misrepresentation is assumed.
Absence of time and attention in the decision-making process.
Simply put, the squeaky wheel gets the grease.
This distortion commonly results in in policies that are inefficient or ineffective at best and solutions
that create problems in other areas.
If the government carries out an agenda that is too one-side or seeks to extract vengeance the push
back could undermine the government’s standing. At the same time if Yingluck is too successful in
establishing her credentials as moral leader she could be perceived as a threat from the more
traditional seats of power. This balancing act might prove difficult to sustain and given the record of
previous governments, Yingluck’s relative inexperience in politics, and the need to share power and
prestige with various interest groups the outlook is not positive.
10
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12. Reform
How do you enact reforms when those in power do not see the necessity for such reforms and the
general public is complicit in perpetuating the status quo?
By all accounts corruption in Thailand is a problem. The Thai Chamber of Commerce and the Board
of Trade listed corruption as one of the most urgent issues to address.14 While successive
governments have attempted to curtail corruption Thailand’s relative position, as per Transparency
International’s Corruption Perception Index (CPI), has slid backward in recent years. Given the
increased constraints on foreign business operating under the long arm of the UK Bribery Act and
the US Foreign Corrupt Practices Act (FCPA), an alternative approach to reform would be to legalize
all forms of corruption. This would eliminate some of the legal constraints for foreign business
operating in Thailand and would help the market to better identify the true cost of doing business in
Thailand.
Ironically, the 2006 coup which was meant to target the corrupt practices of the Thai Rak Thai
Government under Thaksin Shinawatra did little to end corruption.
CPI Ranking
85
80
75
70
65
60
55
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source – Transparency International15
While TI’s rankings lag behind actual instances of corrupt practice it would appear that a first step
would be an end to extra-electoral influences on the transition of power (i.e. military, street
protests, or a less-than-impartial judiciary).
Commitment to the transition of power through electoral/parliamentary means is only a first step
toward eliminating corrupt practices other obstacles remain and will continue to weigh heavy on
Thailand’s competitiveness, such as:
Bloated civil service, police, and military ranks that are more interested in generating
revenue for themselves than actually serving the country.
Lack of a full understanding of the need for an independent judiciary.16
11
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13. Legal enforcement that does not recognize the need for equal protection.
Overhaul of promotion practices in all state agencies.
State ownership and intimidation of media outlets.
State owned enterprises that are often inefficient and uncompetitive.
Lack of genuine efforts to reform to the labor market to promote competitiveness and
sustainability.
Government abuse of dubious laws that seek to limit or curtail civil liberties.
Overall lack of urgency to address these issues.
The recent debt collection case in Germany provides a case study for how governments perceive the
role of the judiciary. Whereas German officials repeatedly stated that they had no control over the
actions of the courts and they respected the independence of the judiciary the Thai side was
“genuinely astonished that the German government cannot influence its judiciary.”17
Given the government’s need to broker with the traditional seats of power to achieve legitimacy and
the general lack of interest to change, the outlook for reform in the short term is not promising. If
the government acts too quickly it will increase the risk of counter actions from entrenched
stakeholders who feel threatened by moves towards liberalization or modernization and this could
eventually unseat the government.
12
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14. Legitimacy – Conclusion
So what does this mean? At this point we have focused on the known factors but unknown factors
will heavily influence the ability of Yingluck and the Peau Thai Party to overcome challenges to their
legitimacy and remain in power for at least the next two years. For example, if party dissolution
cases go to the Constitutional Court, will the cases be decided impartially? What are the risks to
establishing moral leadership?
Reform
Reconciliation
>18 Months
Moral Leadership
6~18 Months
<6 Months
Power Sharing
Legal
0 2 4 6 8 10
Chances of success, short- to long-term
The government will have a relatively low chance for success and it is more than likely that one of
more elements will combine to undermine its legitimacy. From the current perspective, it would
appear that the biggest risks are legal challenges or the inability to establish an agreeable
mechanism for sharing power.
This tenuous hold on power will weigh heavy on a Prime Minister with little direct political
experience and will cause her to seek refuge among advisers that will not be accepted by many. This
will increase the risk that the government will not serve out its full term. Depending on the
circumstances, dissolution might redefine the ‘norm’ in Thailand.
For businesses, the events of the past 5 years have had limited impact on the economy as economic
fundamentals remain sound, for now. As one of the most developed markets in ASEAN, Thailand
represents significant potential. Given the current political environment it is more than likely that
this potential will remain unfulfilled well into the next decade.
13
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15. Change of Success
>18 Months
Yes
28%
No
72%
Long-term chance of success
14
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16. Part Two - Governing
While the recent endorsement of the new government clears the first hurdle to legitimacy the more
immediate task is to overcome the challenges to governing a divided country. The new government
will need to do a lot of heavy lifting to position Thailand for the AEC in 2015; however, the
consequences of getting it wrong are greater than at any point in Thailand’s post-war history. Given
the failure of previous governments to achieve meaningful results along with the speed of
integration both regionally and globally the outlook is murky at best. The recent political situation
has led to a state of inertia and it will take cooperation and adept leadership to position Thailand to
achieve its full potential in the near-future.
Now the real heavy lifting
Will Yingluck and her team prove to be the right people at the right time? The answer will depend
on the perspective of various constituencies. While the preferred approach varies from group to
group, there is, at some level, alignment on what the challenges are:
Economy
Education
Infrastructure
Productivity
15
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17. Economy
The first priority for the new government will be the economy and with good reason. The global
economic outlook for 2012 is uncertain and the potential slowdowns in China, Europe, and the U.S.
pose significant risk for an export-reliant economy such as Thailand’s. Also Thailand risks losing out
in the competition for capital and skills as progress towards a more open market-based economy lag
behind several of its neighbors. While these changes, or lack thereof, will be less immediate to the
government’s electoral base, balancing populist promises with sound fiscal policy may prove
difficult. According to a recent report in the Wall Street Journal, “concerns about inflation and other
problems that could threaten the vibrancy of Southeast Asia's second-largest economy.”18
Time for restructuring19
The proposed rise in minimum wage will have a minimal effect on the broader economy in the mid-
term and an almost negligible effect on growth industries. Raising minimum wage without
addressing some of the structural issues that have held back Thailand’s competitiveness for years
including the outsized portion of casual labor to the total labor force and the need to rationalize the
country’s tax regime to promote investment at all levels of industry will have almost no impact as
real wage growth will become capped in the long-term.
Many voters listed the economy as their number one concern during the election and if the Puea
Thai government is unable to address these they might find themselves surrounded by disgruntled
constituencies.
Can the government balance populist policies with sound fiscal policy? To a large extent this
depends on the acceptance of certain economic models over others. In the case of Thailand, a
round investment would help to the country out of the ‘middle-income trap’. But given the
contentiousness of these policies and the self-serving nature of spending in the past, the
government will have to implement reforms along with investments to achieve sustainable results.
Required economic reforms include:
16
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18. Price liberalization and reduction in subsidies.
Fiscal and tax reforms, including broadening the tax base.
Financial sector and banking reforms.
Establishing favorable legal and regulatory framework for enterprise growth and
development.
The challenge for the new government will be pursuing policies that achieve these goals without
alienating interests that are already skeptical of the government’s ability to perform.
Casual Labor to Monthly and Daily
Labor
21,000,000
Monthly Wage
Casual Labor
Daily Wage
9,000,000
8,000,000
Source – Thailand Macro Economic Briefing20
Education
Thailand has made significant strides in improving the quality of education, especially in Bangkok,
but progress has been uneven and Thai students are generally less proficient in English and IT than
their peers around the world. Fundamentally, the education system does not support developing
the necessary skills for a knowledge economy such as problem solving and project management.
While there is a cultural disposition towards creativity, translating creativity into innovation is a
challenge for the vast majority of students. To a large extent this is a byproduct of an education
17
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19. system that puts more emphasis on rote learning than research and development, the consequence
is a middle-income country with a workforce that for the most part has a low-income skill set.
Left unchecked, Thailand’s education system will continue to churn out fresh graduates who are
unprepared for the harsh realities of a global integration. The responsibility for preparing Thailand
for the enactment of the AEC in 2015 will fall on the shoulders of the new government and with it
will come the challenges creating a stable platform for the development leaders who can achieve a
move up the Value Chain to compete in an integrated marketplace without legislated barriers to
protect monopolies.
According to one visiting professor, ‘Thai students are 20 years behind their counterparts in
Singapore.’ The system is being hollowed out through competition as illustrated by the rise of
international schools in Thailand. According to a presentation by Dr. Virachai Techavijit the “main
conclusion that can be drawn from the rapid expansion of the international school ‘industry’ in
Thailand is the fact that economic growth in Thailand and the effects of globalization are the major
factors that have contributed to this phenomenon.”21 This is actually an oversimplification as it fails
to recognize another possible cause; those with means are choosing to take their children outside of
the Thai education system altogether. The new schools are just a reaction to that choice and not the
cause of it.
Rise of International Schools in
Thailand - 1950 to 2010
112
67
38
1 3 10
Source – The International Schools Phenomenon in Thailand22
Primary and secondary schools are not the only part of the system falling behind. A review of the
university system shows that need for reorganization and reinvestment as universities are unable to
recruit the ‘best and brightest’. The 2010 World University Rankings23 does not include one
university from Thailand in its Top 200 and the QS World University Rankings®24 only includes
Chulalongkorn University (number 180). This is surprising for the 19th largest country 25 by
population and the 30th largest economy26 but is telling of the effectiveness of the system as a
whole. However the focus has not been on improving the standing of Thailand’s educational system.
According to Chulalongkorn University Vice President MR Kalaya Tingsabadh "We categorize CU as
world-class in the 'national' university division, not world-class in an 'international' university
18
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20. division.”27 While the goal to serve the nation’s development is commendable, shouldn’t Thai
universities set an example for the improvement of educational standards?
Universities in Top 200
6
5
4 4 4
2
0
China Hong Kong Japan Korea Singapore Taiwan Thailand
Source - World University Rankings powered by Thomson Reuters28
According to a recent editorial in the Bangkok Post, “Thailand's education budget, at 30% of the total
national budget, is already among the highest in the world. Yet its quality is in a shambles. The
school system is oppressive. The children do not think independently.”29 Shockingly, neighboring
countries use the Thai system to measure the ineffectiveness of their educational systems as noted
by Datin Azimah Rahim, President of Malaysia’s Parent Action Group for Education (PAGE), “Our
education system was once on par with Singapore but it has since dropped to the level of
Thailand.”30
For Thailand to be competitive in the future, the government must find a way to increase the
effectiveness of its human capital investments at all levels as the system continually fails to prepare
students for the integration demands of a global knowledge based economy. If change does not
come soon the result will be a growing ‘donut-hole’ in Thailand’s human capital that will render the
country incapable of competing in an integrated knowledge based economy.
19
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21. Bucks but no Buck Rogers31
20
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22. Infrastructure
After 5 years of infighting the need for infrastructure investment has grown even more.
In Bangkok, the road network has continued to improve and the Bangkok region is fortunate to have
direct access modern air and sea ports. However, integrated logistics is difficult to achieve on scale.
This is exacerbated by the growth in the countries second level cities, a trend that consumer product
companies and retailers have had a difficult time adjusting to.
Increase in the number of employed persons in municipal
areas with > 15k montly income between 2002 and 2009
3,748
75% of the increase is outside
Bangkok and vicinities
2,897
2002 Bangkok Vicinities Other Provinces 2009
32
Source – Thailand Macro Economic Briefing
Rail links are poor and the State Railway of Thailand (SRT) has proven to be incapable of
modernization. What is required is bold action and leadership, such as joint ventures, privatization,
and wholesale reorganization to balance labor/management issues. While there is some hope with
recent announcements of a high-speed rail link with China in all likelihood this project will probably
delivered behind schedule and over budget.
The telecom space is another example slow pace of development. With mobile operators choosing
to roll out 3G service on their own rather than waiting for the government and government owned
telcos. This is a high risk game as aggressive moves to launch 3G service under current contracts
might bring about reviews of the true shareholding structures of the number one (AIS) and number
two (DTAC) mobile operators. Internet connectivity in Thailand also lags far behind other countries
in the region, this constraint has actually slowed adoption of SaaS and IaaS solutions for mid-size
enterprises as the IT infrastructure lack the bandwidth to support these applications.
Continuing to ignore the need to improve its infrastructure will cap the country’s economic potential
at current levels. In the midst of this, the country’s internet usage rates are far behind more
advanced countries in the region and there is some evidence suggests that real usage is much lower
when deducting internet users who are only online at work.
21
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23. Internet Users per 100 People
81
73
61
58
26
1991 1993 1995 1997 1999 2001 2003 2005 2007 2009
Hong Kong SAR, China Korea, Rep. Malaysia Singapore Thailand
Source - International Telecommunication Union, World Telecommunication/ICT Development Report and database, and World Bank
estimates.33
The new government will have to address the following to spur:
Increased access to markets (mostly agricultural) for the government’s political base.
Investment in so-called ‘mega’ projects to improve Thailand’s competitive advantages.
Adoption of reforms mandated under the AEC.
The government needs to plot a course that will position Thailand for future growth without
upsetting the interests that run the country today, something that previous governments have found
difficult to accomplish.
Productivity
Innovation and productivity tend to suffer in low-cost countries as there is little incentive for either.
For the government the challenge is to motivate private industry to take real steps out of the
‘middle-income trap’. Activity in high-tech industries has grown in recent years the country must
establish new competitive advantages. Regional integration through the AEC will eventually tear
down some of the barriers that have shielded certain industries for so long. The proposed increase
in the daily minimum wage will put further pressure on lagging productivity rates to remain
competitive in the global market.
22
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24. According to a joint project of The National Economic and Social Development Board and the World
Bank,
“Labor productivity fell sharply during the 1997-98 financial crisis and has remained
stagnant ever since. The generally poor productivity performance of the services
industry in recent years raises concerns about the potential of this sector to be an
engine for gains in the real wages and living standards of Thai workers in the
future.”34
According to one economist, there are three areas in which industry can help move the focus from
low-cost labor towards world-class competitive advantages:35
Appropriate education and training
Capital investment
Cutting edge research and development
While a certain amount of automation is required to for industries to compete the fear is that over-
reliance on automation will put pressure on cash flows and prove to be highly inflexible in the long-
term leaving Thai companies in an even weaker position. Instead Thai companies should follow the
Japanese model of utilizing automation with a human touch and not the wholesale replacement of
workers which could further reduce the willingness to improve.
Stagnation in productivity is not limited to the service sector; according to USDA Global Rice Yield
data, yield improvements from Thailand’s fertile rice growing regions lags behind other countries in
the region. In a country where the phrase for eating is literally ‘eat rice’, continued poor
performance could have significant ramifications for the country as a whole.
Rough Rice Yield (t/ha)
7.00
5.00
3.00
1.00
1972
1994
1960
1962
1964
1966
1968
1970
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1996
1998
2000
2002
2004
2006
2008
World China Japan Thailand Vietnam
Source – USDA - Rough rice yield, by country and geographical region 36
23
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25. When yields in Thailand are compared to Vietnam, a country that went through a prolonged period
of armed conflict, the picture is disturbing as it points to structural defects in the agriculture sector.
Rough Rice Yield - Thailand & Vietnam
5.50
3.50
1.50
1994
1960
1962
1964
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1996
1998
2000
2002
2004
2006
2008
Vietnam Thailand
Source – USDA - Rough rice yield, by country and geographical region 37
So where does this leave Thailand? Productivity must improve to support strategies to move up the
value chain, but without a significant restructuring of the labor force to dramatically reduce the
number of casual laborers38, business will lack the impetus to invest in continuous improvement
programs on a grand scale. The risk for companies doing business in Thailand is that the recent
debate surrounding wages and productivity will lead to more cost uncertainty in the short-term and
with exports representing 70% of Thailand’s GDP, the new government needs to navigate this issue
correctly.
24
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26. Governing - Conclusion
Can the new government implement policies to overcome these challenges? Yes and No. Yes, the
government will deliver a policy statement, but their ability to get buy-in from the civil service and
industry will depend on which methods the government and its ministers employ to reach
consensus. In a country where there is a cultural bias towards passive-aggressiveness this will not be
easy. The more progressive the government’s plan, the more likely it is fail simply because various
interest groups won’t appreciate the need for change; as the saying goes there is rice in the fields
and fish in the stream.
For business, now is a time to tread carefully when considering Thailand. Beyond the potential
implications of continued political unrest, the country is falling behind in terms of its
competitiveness. If a company already has significant assets in Thailand, they need to think through
contingencies for these assets to ensure they are viable in an integrated marketplace. If a company
is considering investment in Thailand it really needs to uncover the motivations behind the decision
by asking how this decision will support the creation of value. This is not to say don’t invest in
Thailand, depending on the industry and where in the value chain the investment will be, Thailand
can offer significant advantages. If the decision brings the company closer to its supply base or its
customers the decision might be the correct one. But in an integrated ASEAN market, Thailand is no
longer the only choice and through its policies the government must act to correct this.
25
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27. Endnotes
1
Yingluck Shinawtra (n.d.). In Wikipedia. Retrieved 6 July 2011, from
http://en.wikipedia.org/wiki/Yingluck_Shinawatra (Thai: , RTGS: Yinglak Chinnawat, Thai
pronunciation: *jîŋ.lák tɕʰīn.nā.wát+)
2
Macan-Marker, M (4 July 2011) Rural Thais roar to political forefront. In Aljazeera. Retrieved 6 July 2011,
from http://english.aljazeera.net/indepth/features/2011/07/20117415539124100.html
3
Profile: Yingluck Shinawatra (n.d.) In Aljazeera. Retrieved 24 July 2011 from
http://english.aljazeera.net/indepth/spotlight/thaielection/2011/06/2011630133948265426.html
4
Lakorn (n.d.) In Wikipedia. Retrieved 6 July 2011, from http://en.wikipedia.org/wiki/Lakorn
5
Office of the Election Commission of Thailand. Retrieved 6 July 2011, from http://www.ect.go.th/english/
6
Pongsudhirak, T (12 July 2011) Thailand's Shinawatras: From clan to dynasty. In BBC. Retrieved 24 July 2011
from http://www.bbc.co.uk/news/world-asia-pacific-14075218
7
Muma, M (April 2010), Thailand’s Unstable Democracy. In The International. Retreived 24 July 2011 from
http://theinternational.isb.ac.th/article.php?article=396
8
Profile: Thailand's reds and yellows. In BBC. Retrieved 6 July 2011, from http://www.bbc.co.uk/news/world-
asia-pacific-13294268
9
Vanijaka, V. (22 May 2011) The clone VS The puppet. The Bangkok Post. In Bangkok Post. Retrieved 6 July
2011, from http://www.bangkokpost.com/opinion/opinion/238213/the-clone-vs-the-puppet
10
Brandon, J. J. (29 June 2011) Will Thaksin Outmaneuver Thailand’s Military and Traditional Elites? In Asia.
Retrieved, 24 July 2011 from http://asiafoundation.org/in-asia/2011/06/29/will-thaksin-outmaneuver-
thailands-military-and-traditional-elites/
11
Truth and Reconcilliation Commission. Retrieved 6 July 2011, from http://www.justice.gov.za/trc/
12
Prateepchaikul, V. (23 June 2011). Gen Prayuth, erratic and worrisome. Bangkok Post. Retreived 24 July 2011
from http://www.bangkokpost.com/opinion/opinion/243602/general-prayuth-erratic-move
13
March, J.G. (1989) The Allocation of Attention: in Decisions and Organizations (pp. 3-12). Cambridge:
Blackwell.
14
Pratruangkrai, P (16 June 2011) Next Govt must handle corruption: private companies. The Nation. Retrieved
19 July 2011, from http://www.nationmultimedia.com/home/Next-Govt-must-handle-corruption-private-
companies-30157916.html
15
Walker, A (9 July 2011) Thailand’s corruption record. In New Mandala. Retrieved 19 July 2011, from
http://asiapacific.anu.edu.au/newmandala/2011/07/09/thailands-corruption-record/
16
Saiyasombut, S (20 July 2011). The impounded Thai aircraft and lessons from the Thai media. In Asian
Correspondent, Retrieved 20 July 2011 from http://asiancorrespondent.com/60414/the-impounded-thai-
aircraft-and-lessons-from-the-thai-media/
17
Ibid.
26
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28. 18
Murray, L. & Barta, P (6 July 2011) Fears Rise Country's New Populism Could Boost Inflation, Cut Growth. The
Wall Street Journal Asia. Retrieved 7 July 2011, from
http://online.wsj.com/article/SB10001424052702304760604576427432523320132.html
19
Association of Canadian Community Colleges. (2004) Sri Lanka: Proposed Human Resource Investment
Project. Project Preparation Technical Assistance Report for named project, ADB, Manila, p. 39.
20
Suthiwart-Narueput, S (22 February 2011). Macro Briefing: Some things to watch in the business landscape
in 2011 and beyond. Presentation to the American Chamber of Commerce of Thailand.
21
Techavijit, V, (1 March 2007), P. 10 “The International Schools Phenomenon in Thailand and the
Implementation of the International Baccalaureate”, Delivered at Oxford University.
22
Techavijit, V, (1 March 2007), P. 8 “The International Schools Phenomenon in Thailand and the
Implementation of the International Baccalaureate”, Delivered at Oxford University.
23
The World University Rankings powered by Thomson Reuters. Retrieved 19 July 2011, from
http://www.timeshighereducation.co.uk/world-university-rankings/2010-2011/top-200.html
24
World University Rankings 2010. Retrieved 13 August 2011, from
http://www.topuniversities.com/university-rankings/world-university-rankings/2010
25
List of countries by population (n.d.) In Wikipedia. Retrieved 19 July 2011 from
http://en.wikipedia.org/wiki/List_of_countries_by_population
26
List of countries by GDP (nominal) (n.d.) In Wikipedia. Retrieved 19 July 2011 from
http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal)
27
Khoapa, W. (21 February 2011) Worldclass standards and boosting, The Nation. Retrieved 13 August 2011
from http://www.nationmultimedia.com/2011/02/21/national/Worldclass-standards-and-boosting-
30149111.html
28
The World University Rankings powered by Thomson Reuters. Retrieved 19 July 2011, from
http://www.timeshighereducation.co.uk/world-university-rankings/2010-2011/top-200.html
29
Editorial (24 June 2011) Parties ignore education's ills. Bangkok Post. Retrieved 19 July 2011 from
http://www.bangkokpost.com/news/local/243703/parties-ignore-education-ills
30
Victor, C (19 July 2011) More 'thinking' students needed. The Malay Mail. Retrieved 19 July 2011 from
http://www.mmail.com.my/content/78188-more-thinking-students-needed
31
Adapted from Schwab, Porter and Sachs (2002).
32
Suthiwart-Narueput, S (22 February 2011). Macro Briefing: Some things to watch in the business landscape
in 2011 and beyond. Presentation to the American Chamber of Commerce of Thailand.
33
International Telecommunication Union, World Telecommunication/ICT Development Report and database,
and World Bank estimates. Retrieved 20 August 2011 from http://www.worldbank.org/
34
Bosworth, B Dr., Bhaopichitr, K Dr., Mahakit, W., Nararak, W, Thamsermsukh, A., Phoosakul, S. Khlaisuan,
W., Wuttisorn, P. Dr. Limpanonda, S., Termpittayapaisith, S., Matin, K. Dr., Thongampai, R. Measuring Output
and Productivity in Thailand’s Service-producing Industries A joint project of The National Economic and Social
Development Board and the World Bank
27
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29. 35
Trairatvorakul, P. (21 July 2011) ‘Thailand’s investment environment – looking forward’ Delivered to the Joint
Foreign Chamber of Commerce of Thailand.
36
USDA - Rough rice yield, by country and geographical region. In International Rice Research Institute.
Retrieved 20 July 2011, from
http://beta.irri.org/solutions/index.php?option=com_content&task=view&id=250
37
Ibid.
38
casual labour. (2011). In Encyclopædia Britannica. Retrieved 20 July 2011 from
http://www.britannica.com/EBchecked/topic/690768/casual-labour
28
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