TERM 2: LEADERSHIP AND STRATEGIC MANAGEMENT IN DEVELOPMENT
Bridging Leadership (BL-B: 2 Units)
Today, leaders and change makers across all institutions are torn between two worlds: the 21st-century leadership challenges that they must face with 20th century management toolkits, too inadequate to fix the complex problems of today. Leadership and accountability was discussed in Term 1 through the focus given on the Self as the foundation of leadership. For Term 2, leadership and accountability is discussed in three parts. Part 1 focuses on the necessity for change, the different models that have stood the test of time plus the current thinking on emergent change, systems and complexity theory; Part 2 focuses on leading and managing change in groups and organizations, both public and private; and Part 3 deals with the work of leadership in the societal arena, focusing on the practice of bridging leadership.
Graduate Seminar on Global Development (GSGB: 2 Units)
This course broadens the students’ understanding of current global issues through a series of lectures from faculty and experts from international organizations and multilateral funding institutions.
Strategic Management in Development (SMD: 2 Units)
This course builds on all the courses offered in Term 1 but more specifically on the Analysis of the Development Environment (ADE) and Managing Development Organizations (MDO) courses. Strategic management serves as the link between the organization and its environment, which makes it crucial for development managers to continually analyze and search for the needs, demands and opportunities in the environment while building on the organization’s capacity to take effective action and value creating responses.
Strategic Management is decision-making (strategy formation or formulation) and actiontaking (strategy implementation) at multiple levels and in an integrated holistic manner involving almost everyone in the organization and its major stakeholders. A central element is a strategy which may be viewed from various perspectives. Strategies either emerged from the activities of the organization or are adapted as the environment changes, or are formulated in a rational, analytical and sequential manner. Since strategies are driven by organizational and environmental contexts, outlooks and values, the students will be exposed to various types of organizations from profit to non-profit, government and non government, small and big, new and mature, weak and strong. The cases chosen will show aspects of strategy formation or formulation and strategy implementation at multiple levels and in a holistic integrated manner.
Program and Project Development and Management (PPDM: 3 Units)
Projects are at the cutting edge of development and will continue to be the main vehicle through which development plans and programs will be implemented in the foreseeable future. After almost six decades of development efforts, countries in Asia still lack the capacity to formulate, design, appraise, implement, monitor and evaluate programs and projects. The emphasis of the course will be on providing students with well-rounded knowledge and skills on Project Planning and Implementation and all aspects of the project cycle. The course will be practitioner-oriented. It will provide a sound understanding of the theoretical underpinnings and skills required to plan, design, appraise and implement programs and projects. The course integrates the skills acquired in Term 1 and will draw from the courses in Term 2. The course will also expose students to the practices and documentation of development agencies at both the national and international levels.
Strategic Human Resource Management (SHRM: 2 Units)
This course aims to provide participants with a better understanding of: (1) the contribution of Human Resources Management to Organizational Excellence; (2) the application of the HR Function in various types of organizations, covering but not limited to: (a) strategic recruitment, (b) training and development, (c) performance monitoring and rewards management, (d) organizational culture building, and (e) employee participation and welfare; (3) the imperative to ensure competence of the HR Staff, and (4) the conceptualization of an HR strategy to support organizational strategy.
Social Marketing (SM: 2 Units)
Social marketing is the application of marketing principles towards the attainment of goals intended to promote a social good. In contrast to commercial marketing which is intended to achieve financial objectives for the marketer, social marketing is used to achieve greater well-being for society. In recent years, social marketing professionals in development organizations and marketing professionals in commercial companies have increasingly cooperated with each other on a number of projects in view of the perceived benefits to the company and to the intended beneficiaries in society. This course is intended to develop the social marketing skills of professional development managers and expose them to issues they may face in the coming years.
Impact Evaluation for Development Managers (IEDM: 1 Unit)
How should development managers interpret the results of the growing body of impact evaluations? Are some methods more scientific than others? What are the weaknesses and strengths of evaluation methods? This course introduces MDM students to the impact evaluation framework and to common approaches utilized in the evaluation of development programs and interventions. The emphasis is not on the implementation of an impact evaluation study and neither is the focus on theoretical underpinnings of various approaches. Instead the focus is on helping develop in the student a critical appreciation of various evaluation designs, including the careful interpretation of results, the assessment of quality, and the practical considerations in choosing between alternative approaches to impact evaluation. The course draws on a growing wealth of impact evaluation studies recently completed in Asia, supplemented by evaluations conducted in other developing countries. The course also features discussions with invited practitioners and a field visit. It then concludes by discussing the actual policy uses of recent evaluations.
Written Analysis of Case (WAC: 2 Units)
The Written Analysis of Case (WAC) is a structured way of testing the abilities of an MDM student in analyzing a case and organizing and presenting this analysis in a well-written paper. It is a timebound exercise that requires individual thought, the organization of ideas, and the presentation of these in writing that is coherent, cohesive, logical, internally consistent and concise in presentation. A total of six (6) WACs will be assigned over the first two terms. Starting with Term 2, one MDM faculty member will take charge of assigning, reading, and grading WACs. The cases will be drawn along the lines of the different subjects taught during the term. This means that the subject of each WAC will be different from the other.
International Field Review on Project Management (IFR: 2 Units)
The International Field Review (IFR) is a two-week immersion in a second country within Asia to look at development projects funded by multilateral agencies. The IFR focuses on honing students’ skill in project review and benefits evaluation. For the past three years, the IFR course was held in Indonesia (2011), Vietnam (2012) and Cambodia (2013).