ASEAN

The Association of Southeast Asian Nations[7] (ASEAN /si.n/ AH-see-ahn,[8] /zi.n/ AH-zee-ahn)[9][10] is a regional
organisation comprising ten Southeast Asian states which promotes intergovernmental cooperation and facilitates economic
integration amongst its members. Since its formation on August 8, 1967 by Indonesia, Malaysia, the Philippines, Singapore,
and Thailand,[11] the organisation's membership has expanded to include Brunei, Cambodia, Laos, Myanmar (Burma), and
Vietnam. Its principal aims include accelerating economic growth, social progress, and sociocultural evolution among its
members, alongside the protection of regional stability and the provision of a mechanism for member countries to resolve
differences peacefully.[12][13]
ASEAN covers a land area of 4.4 million square kilometres, 3% of the total land area of Earth. ASEAN territorial waters
cover an area about three times larger than its land counterpart. Member countries have a combined population of
approximately 625 million people, 8.8% of the world's population. In 2015, the organisation's combined nominal GDP had
grown to more than US$2.8 trillion. If ASEAN were a single entity, it would rank as the sixth largest economy in the world,
behind the USA, China, Japan, Germany and the UK.[5] ASEAN shares land borders with India, China, Bangladesh, East
Timor, and Papua New Guinea, and maritime borders with India, China, and Australia. Both East Timor and Papua New
Guinea are backed by certain ASEAN members for their membership in the organization.

Purpose
As set out in the ASEAN Declaration, the aims and purposes of ASEAN are:[14]

To accelerate economic growth, social progress, and cultural development in the region.

To promote regional peace and stability.

To promote collaboration and mutual assistance on matters of common interest.

To provide assistance to each other in the form of training and research facilities.

To collaborate for the better utilisation of agriculture and industry to raise the living standards of the people.

To promote Southeast Asian studies.

To maintain close, beneficial co-operation with existing international organisations with similar aims and purposes. [15]

FOUNDATION

ASEAN was preceded by an organization formed in 1961 called the Association of Southeast Asia (ASA), a group
consisting of the Philippines, Malaysia, and Thailand. ASEAN itself was created on 8 August 1967, when the foreign
ministers of five countries: Indonesia, Malaysia, the Philippines, Singapore, and Thailand, signed the ASEAN
Declaration, more commonly known as the Bangkok Declaration.

The creation of ASEAN was motivated by a common fear of communism,[16] and a thirst for economic development.

ASEAN grew when Brunei Darussalam became its sixth member on 7 January 1984, barely a week after gaining
independence.

Overview

ASEAN is built on three pillars:[7] the ASEAN Political-Security Community (APSC),[38] the ASEAN Economic
Community (AEC),[39] and the ASEAN Socio-Cultural Community (ASCC).[40]

ASEAN sought economic integration by creating the AEC by the end of 2015. This established a common market.[41]
The average economic growth of ASEAN's member nations during 19892009 was between 3.8% and 7%. This
economic growth was greater than the average growth of the Asia-Pacific Economic Cooperation (APEC), which was
2.8%.[42]

The ASEAN Free Trade Area (AFTA), which was established on 28 January 1992, [26] includes a Common Effective
Preferential Tariff (CEPT) to promote the free flow of goods between member states. [41] When the AFTA agreement
was originally signed, ASEAN had only six members: Brunei, Indonesia, Malaysia, the Philippines, Singapore, and
Thailand. Vietnam joined in 1995, Laos and Burma in 1997, and Cambodia in 1999. The newcomers have not fully
met AFTA's obligations, but they are officially considered part of the AFTA as they were required to sign the
agreement upon entry into ASEAN, and were given longer time frames in which to meet AFTA's tariff reduction
obligations.[43]

The next steps are to create a: single market and production base, a competitive economic region, a region of
equitable economic development, and a region that is fully integrated into the global economy.

SAARC
The South Asian Association for Regional Cooperation (SAARC) is regional intergovernmental organization and
geopolitical union in South Asia. Its member states include Afghanistan, Bangladesh, Bhutan, India, Nepal, the Maldives,
Pakistan and Sri Lanka.The South Asian Association for Regional Cooperation (SAARC) is the regional
intergovernmental organization and geopolitical union of nations in South Asia. Its member states include Afghanistan,
Bangladesh, Bhutan, India, Nepal, the Maldives, Pakistan and Sri Lanka. SAARC comprises 3% of the world's area, 21% of
the world's population and 9.12% of the global economy, as of 2015.
SAARC was founded in Dhaka in 1985.[4] Its secretariat is based in Kathmandu. The organization promotes development of
economic and regional integration.[5] It launched the South Asian Free Trade Area in 2006. SAARC maintains permanent
diplomatic relations at the United Nations as an observer and has developed links with multilateral entities, including the
European Union.

Historical background--A clickable Euler diagram showing the relationships between various Asian regional
organisations
The idea of co-operation in South Asia was discussed in at least three conferences: the Asian Relations Conference held in
New Delhi on April 1947; the Baguio Conference in the Philippines on May 1950; and the Colombo Powers Conference held
in Sri Lanka in April 1954.[6]
In the ending years of the 1970s, the seven inner South Asian nations that included Bangladesh, Bhutan, India, Maldives,
Nepal, Pakistan, and Sri Lanka agreed upon the creation of a trade bloc and to provide a platform for the people of South
Asia to work together in a spirit of friendship, trust, and understanding. President Ziaur Rahman later addressed official
letters to the leaders of the countries of the South Asia, presenting his vision for the future of the region and the compelling
arguments for region.[7] During his visit to India in December 1977, Rahman discussed the issue of regional cooperation with
the Indian Prime Minister, Morarji Desai. In the inaugural speech to the Colombo Plan Consultative Committee which met in
Kathmandu also in 1977, King Birendra of Nepal gave a call for close regional cooperation among South Asian countries in
sharing river waters.[8] After the USSR's intervention in Afghanistan, the efforts to established the union was accelerated in
1979 and the resulting rapid deterioration of South Asian security situation. [8] Responding to Rahman and Birendra's
convention, the officials of the foreign ministries of the seven countries met for the first time in Colombo in April 1981.[8]
The Bangladeshi proposal was promptly endorsed by Nepal, Sri Lanka, Bhutan, and the Maldives but India and Pakistan

were sceptical initially.[8] The Indian concern was the proposals reference to the security matters in South Asia and feared
that Rahman's proposal for a regional organisation might provide an opportunity for new smaller neighbours to renationalise
all bilateral issues and to join with each other to form an opposition against India. Pakistan assumed that it might be an
Indian strategy to organise the other South Asian countries against Pakistan and ensure a regional market for Indian products,
thereby consolidating and further strengthening Indias economic dominance in the region. [8]
However, after a series of quiet diplomatic consultations between South Asian foreign ministers at the UN headquarters in
New York from August to September 1980, it was agreed that Bangladesh would prepare the draft of a working paper for
discussion among the foreign secretaries of South Asian countries. [8] The foreign secretaries of the inner seven countries
again delegated a Committee of the Whole in Colombo on September 1981, which identified five broad areas for regional
cooperation. New areas of co-operation were added in the following years. [9] In 1983, the international conference held by
Indian Minister of External Affairs P.V. Narasimha Rao in New Delhi, the foreign ministers of the inner seven countries
adopted the Declaration on South Asian Association Regional Cooperation (SAARC) and formally launched the Integrated
Programme of Action (IPA) initially in five agreed areas of cooperation namely, Agriculture; Rural Development;
Telecommunications; Meteorology; and Health and Population Activities. [10]
Officially, the union was established in Dhaka with Kathmandu being union's secretariat-general.[11] The first SAARC
summit was held in Dhaka on 78 December 1985 and hosted by the President of Bangladesh Hussain Ershad.[12] The
declaration signed by King of Bhutan Jigme Singye Wangchuk, President of Pakistan Zia-ul-Haq, Prime Minister of India
Rajiv Gandhi, King of Nepal Birendra Shah, President of Sri Lanka JR Jayewardene, and President of Maldives Maumoon
Gayoom.[12]

Business integration
Business integration is a strategy whose goal is to synchronize information technology (IT) and business cultures and
objectives and align technology with business strategy and goals. Business integration is a reflection of how IT is being
absorbed as a function of business.
Business integration strategies are used to cross-train management and employees, reduce ineffective communication and cut
supplier costs. As you analyze your company operations, think of the different ways you can integrate processes to save the
company time and money. Integration helps to streamline your operations and can reduce overhead as well as personnel costs
by reducing the need for additional staff and the resources they use.

Personnel Integration
Your management team and employees are an important asset to your company. They become even more
important when you take the time to integrate your personnel more deeply into the operations of the company,
according to the Boise State Center for Professional Development at Boise State University. For a manager to be
effective, he needs to know how his department works in conjunction with the rest of the company. The logistics
manager should understand what the accounts payable manager has to do, and the sales manager should have an
understanding of what the human resources manager's job is. This helps departments work together and increases
efficiency. Integrating employees means cross-training employees to do each others job. If the press operator is
sick, someone else can step in for the day, and production is not lost.

Vertical Integration
Vertical integration is when the company owns one or more parts of the supply chain that gets the product to the
end user, according to the Quick MBA website. Having control of the manufacturing and assembly of products but
leaving the distribution and sales to others is known as backward integration. Leaving the manufacturing to others
but having control of the assembly of products and distribution to the end use is known as forward integration. The
advantage of vertical integration is that the company has control over quality and costs at the most important

segments of its product manufacturing and distribution model. The downside of vertical integration is that it goes
outside a company's core competency and can be expensive to administer. For example, a company that assembles
and packages products may not be proficient as a product distribution organization. It is not what they do best. To
administer the distribution, it must spend money on personnel and equipment to get the job done. Vertical
integration needs to be carefully monitored and planned to be beneficial to a company.

Data Integration
Data integration occurs when companies bring in new systems to replace the old ones or when companies merge
and must integrate their computer networks, according to Microsofts MSDN developer site. Data integration can
be time consuming and expensive if it is not planned carefully and if the proper experts and equipment are not
used. Inefficient data integration can cause communication between the different departments to become clouded
and slow. It can drag down efficiency, and it can have an effect on customer service. For example, when two
companies merge, the resulting company will need to integrate the two billing systems to make sure customers are
still billed and accounts receivables are still charted. When data integration is done improperly, these two
platforms will have difficulty communicating, and customer service will suffer. Create a comprehensive plan
designed and administered by an experienced data integration firm to make sure it is done properly

. European integratio
This article is about the process of state integration into Europe. For the political doctrine of a common European culture, see
Europeanism.European integration is the process of industrial, political, legal, economic, social and cultural integration of
states wholly or partially in Europe. European integration has primarily come about through the European Union and its
policies.

Theories of integration
The question of how to avoid wars between the nation-states was essential for the first theories. Federalism and
Functionalism proposed the containment of the nation-state, while Transactionalism sought to theorise the
conditions for the stabilisation of the nation-state system.
One of the most influential theories of European integration is neofunctionalism, developed by Ernst B. Haas
(1958) and further investigated by Leon Lindberg (1963). The important debate between neofunctionalism and
(liberal) intergovernmentalism still remains central in understanding the development and setbacks of the
European Union. But as the empirical world has changed, so have the theories and thus the understanding of
European Integration. Today there is a relatively new focus on the complex policy-making in the EU and multilevel governance (MLG) trying to produce a theory of the workings and development of the EU.

Citizens' organisations calling for further integration

Various federalist organisations have been created over time supporting the idea of a federal Europe. These include
the Union of European Federalists, the European Movement International and the European Federalist Party. The
Union of European Federalists (UEF) is a European non-governmental organisation, campaigning for a Federal
Europe. It consists of 20 constituent organisations and it has been active at the European, national and local levels
for more than 50 years. The European Movement International is a lobbying association that coordinates the
efforts of associations and national councils with the goal of promoting European integration, and disseminating
information about it. The European Federalist Party is the pro-European, pan-European and federalist political
party which advocates further integration of the EU and the establishment of a Federal Europe. Its aim is to gather
all Europeans to promote European federalism and to participate in all elections all over Europe. It has national
sections in 15 countries.
Chapter 11 Strategic International HRM
Key Challenges Influencing HR Practices and Processes within an International Context
When entering new markets, organizations are confronted with a wide range of challenges mostly related to socioeconomic, political and technological aspects.
Workforce Diversity
Canada's workforce diversity also produces a wide range of HR-related challenges, including:

The Integration and accommodation of an increased number of older workers and employees with
disabilities

Gender issues

Aspects related to ethnic and cultural differences amongst employees

The complexity of the current workforce diversity will grow with each foreign market Canadian organizations
decide to enter.
Employment Legislation
A wide range of home and host-country employment legislations represent a key challenge to HR managers and
the development and implementation of employment policies, processes, and practices in Canadian organizations
operating internationally.
The Role of the HR Function
Employment legislation, socio-economic, and technological differences in local markets demand sophisticated IHRM
systems. It is also critical that HR managers responsible for the development and implementation of such systems are
equipped with the necessary staff, and are integrated in the organizational strategic decision-making process and the
development of organizational goals and objectives.
Flexibility
IHRM systems need to be flexible to quickly adjust their policies and practices to respond to the changes.
Flexibility is defined as a firm's ability to respond to various demands from a dynamic competitive environment.
Advance IHRM systems can obtain a high level of fit and flexibility by developing a strategic approach toward the
management of international workforces.
Strategic International HR Planning- projecting global competence supply, forecasting global competence needs, and
developing a blueprint to extablish global competence pools with companies.
Strategic International HR Management- human resource management issues, functions, policies, and practices that result
from the strategic activities of multinational enterprises and that affect the international concerns and goals of those
enterprises.
Fit the degree to which the needs, demands, goals, objectives, and/or structure of one component are consistent with the
need, demands, goals, objectives, and/or structure of another component
Internal Fit-Focus on organization
External Fit- Focus on local environment
The Domestic Stage
Domestic strategy internationalizing by exporting goods abroad as a means of seeking new markets
The Multidomestic Stage
Multidomestic strategy a strategy that concentrates on the development of foreign markets by selling to foreign nationals
Adaptive IHRM approach HRM systems for foreign subsidiaries that will be consistent with the local economic,
political, and legal environment
The Multinational Stage
Multinational strategy standardizing the products and services around the world to gain efficiency
Exportive IHRM approach transferring home HRM systems to foreign subsidiaries without modifying or adapting to the
local environment
The Global Stage
Global strategy introducing culturally sensitive products in chosen countries with the least amount of cost
Integrative IHRM approach combining home HR practices with local practices and selecting the most qualified people
for the appropriate positions no matter where these candidates come from

Adaptive IHRM Approach- HRM systems that will be consistent with the local, economic, political, and legal environment.
Key HR Practices and Processes Within an International Context
Recruitment
One of the key strategic decisions in recruitment is the internal recruitment versus external recruitment. This two-option
decision has a three-option parallel in the international domain and includes:
Home-Country Nationals (HCNs): Individuals from the subsidiary country who know the foreign cultural environment
well.
Parent-Country Nationals (PCNs): Individuals from headquarters who are highly familiar with the firm's products and
services, as well as its corporate culture.
Third-Country Nationals: (TCNs): Individuals from a third country who have intensive international experience and know
the corporate culture from previous working experience with corporate branches in a third country.
Strategic IHRM Flexibility= the ability to respond to vatio demands for a dynamic competitive environment. In an
international context, the changes are dramatic and fast paced. though they are different from country to country. In such a
dynamic global competitive environment, IHRM systems need to be flexible to quickly adjust their polices and practices to
respond to change.
Advantages(A) and Disadvantages(D) of Key Recuritment Options:
PCNs: *well versed in company's needs and norms (A) * potential unfamiliarity with the cultura norms of the host country
(D) * potential blocking of HCNs career progression within the firm
HCNs: *familiarity with the host-country culture (A) * limited familiarity with firms own operations (D)
TCNs: *greater familiarity with the host country culture than PCN's (A) * some cross-cultural preparation may still be
required (D) * potentially suffering from a lack of knowledge of the corporate culture (D)
Using the five-factor personality model helps to identify those who will probably adjust well to overseas assignments. The
five factors are:
1. emotional stability - High scorers usually reflect calm, even-temper, relaxed individuals, and are able to face stressful
situations.
2. extraversion - High scorers are sociable, like people, and prefer large groups and gatherings. They are also assertive,
active, talkative; like excitement and stimulation. Tend to be cheerful in disposition and are upbeat, energetic and optimistic.
3. openness -High scorers are curious about both inner and outer worlds. Willing to entertain novel ideas and unconventional
values. Experience both positive and negative emotions more keenly than closed individuals.
4.agreeableness -High scorers are fundamentally altruistic, sympathetic to others and eager to help them. Believe that others
will be equally helpful in return.
5.conscientiousness -High scorers are purposeful, strong-willed and determined.

Staffing policy
1. Purpose---To ensure that competent candidates are selected to fill new and vacant
regular positions and to give all internal candidates (regular non-unionized
administrative and support staff) priority.
2. Scope---This policy applies to all regular non-unionized administrative and support staff with the exception of
University Executives ("E").

3. Selection Policy--3.1 All internal candidates who meet the requirements of the position,
as posted, will be considered and granted an interview.
3.2 Internal candidates with Employment Security, who are temporarily without an appointment and other internal
candidates who have been given notice of layoff will be granted first priority, if they meet the minimum
requirements, in filling posted positions.
4. Position Postings-- 4.1 All vacant and newly created regular positions shall be posted for a minimum of ten (10)
working days from the date indicated on the posting notice.
4.2 All internal candidates must apply within ten (10) working days from the date indicated on the posting notice
in order to be granted priority under article 3.
4.3 Regular non-unionized administrative and support staff being transferred or promoted within a Faculty,
Department or Unit, and/or those who have been given notice of lay off, whether they have employment security
or not, may be offered a regular position without that position being posted.
4.4 Positions are not considered vacant for reasons of maternity leave, sick leave, vacation or other authorized
absences.
4.5 Available positions are posted on the Human Resources website. Information contained in the postings will
include:
1. position title
2. job family
3. role profile and grade
4. salary scale
5. minimum requirements
6. supervisor's title
7. summary of responsibilities
8. date of posting

5. Internal Candidates
5.1 Staff members who wish to be considered for a new or vacant regular position must apply, within the deadline
stipulated in clause 4.2, by submitting their curriculum vitae to the office indicated on the posting notice. Staff
members are eligible to apply for new and vacant regular positions, without regard to the length of their
employment with the University, as long as they have successfully completed their probationary or trial period.
5.2 All internal candidates must be notified in writing (letter or email) of the selection decision and the reasons
they were not offered the position.

6. Trial/Probationary Period
9. 6.1 Staff members who are transferred or promoted will have a trial period of fixed duration in the new
position. Unless otherwise specified, this trial period will be thirty (30) working days, but in no
circumstances should exceed ninety (90) working days. If this trial period is not satisfactorily completed,
the staff member will return to their original position, corresponding salary and working conditions,
without prejudice. This return may be initiated by either the staff member or the department head.
10. 6.2 The probationary period for newly hired staff in all positions except those in role profile level 3 and
above is sixty (60) working days, exclusive of holidays, vacations, leaves of absence and sick leave. The
probationary period for newly hired staff in positions in role profile level 3 and above is six (6) calendar
months.
11. 6.3 In instances where a supervisor states the incumbent is not performing the entire job, but makes a
positive assessment of the employee's potential, he/she may recommend an extension of the probationary
period of not more than an additional sixty (60) working days. The employee must be informed of this
extension and the Probationary Review form should be returned to the Staffing Section of Human
Resources, advising them of the extension of the probationary period. Prior to the end of the extended
probationary period, a final performance review must take place.
12. 6.4 When a probationary review is unsatisfactory, the employee must be advised in writing and a Notice of
Termination form must be prepared to effect the termination.
13. 6.5 The position from which the staff member has been promoted or transferred will not be filled
permanently until the trial period has been completed.

14.

7. External Candidates

15. 7.1 Qualified candidates from outside the University may be considered by the recruiting
Faculty/Department/Unit for new or vacant regular positions once regular non-unionized administrative
and support staff have been considered and it is demonstrated that none meet the requirements of the
position.
16. 7.2 Prior to a verbal or written offer of employment being made to an external candidate the recruiting
Faculty, Department or Unit must prepare written justification for the selection of an external candidate.
This documentation will indicate the requirements of the position which were not met by the internal
candidates.
17. 7.3 If an external candidate is proposed, all documentation relating to the recruitment process must be
forwarded by the recruiting Faculty, Department or Unit to: Human Resources (Staffing), 688 Sherbrooke
St. West, 15th floor.
18. 7.4 An offer of employment may be made only after approval to appoint an external candidate has been
received from Human Resources (Staffing).

19.

8. Developmental Assignments

20. An employee who has completed his/her probationary period and who has been accepted by a Faculty,
Department or Unit that has a requirement for a developmental assignment of one (1) year or more cannot

be refused permission to accept the assignment by his/her Faculty, Department or Unit without just and
sufficient cause.

21.

9. Dispute

22. The application of this policy will be disputable when a regular non-unionized administrative and support
staff believes he/she met the requirements of the position and an external candidate was selected.

10. Research Appointments

23. In the case of appointments to Research Grants and Research Contracts, all provisions of this Staffing
Policy apply, except that external candidates may be appointed even where there are internal candidates
who meet the requirements. Accordingly, in these cases, it will not be necessary for the recruiting Faculty,
Department or Unit to provide justification for the appointment of an external candidate.

11. Restrictions
24. It is the policy of the University to avoid employment of relatives and close family members in the same
work group or in a Faculty, Department or Unit where the employee would be under the supervision or
direction of a relative or close family member, subject to the provisions of the Charter of Human Rights
and Freedoms. See also the Conflict of Interest policy.
INTERNATIONAL LABOUR RELATIONS
.