Term 3: Integrating Functional Skills and Resources
           

 

TERM 3: INTEGRATING FUNCTIONAL SKILLS AND RESOURCES

 
 
Term 3 is organized into electives. A common schedule allows for students to cross-enrol in the graduate School of Business to take business electives. A sample of development management electives is presented but may vary from year to year. 
 
Governance and Development in Asia (GADA: 2 Units)
Concentration: Open; Leadership
 
Development was once seen as primarily a technical challenge with the provision of capital and technical know-how considered sufficient to bring about development. The experience of four decades of development (1950-1990) has shown that this may have been necessary but was not sufficient for development to occur. By the turn of the new century, concepts such as governance and institutional development entered the development lexicon. Since then these concepts have become measures for compare countries and institutional performance. 
 
International Financial Institution and Development (IFID: 2 Units)
Concentration: Public Finance 
 
International Financial institutions (iFis) are strategic sources of development finance and policy advice to governments of developing countries in Asia. The course provides insights into the work of the three most important iFi’s working in the Asia-Pacific region: the international Monetary Fund (iMF), the World Bank group and the Asian Development Bank. The role of the iFis as change agents and the key development challenges facing developing countries and iFis as development partners will be presented. The emphasis of the course will be on providing students with in-depth knowledge of these important institutions and how to work with them in achieving national goals and improving development impacts. The course is designed to provide a good balance between theory and practice, and will be illustrated by examples from actual iFi interventions in Asia.
 
Community-based Natural Resources and Management (CBNrM: 1 Unit)
Concentration: Environmental Management and Sustainable Development
 
CBNrM studies participatory and bottom-up approaches to natural resource management. Cases include community organization and mobilization to protect local ecosystems.
 
Design and Execution of Training (DET: 1 Unit)
Concentration: Human Resource Management
 
DET focuses on the holistic process of planning, implementing and evaluating training programs for development work. The course seeks to enhance a development manager’s ability to ensure sustainability through the systematic development of competencies across organizations and communities.
 
BNew Media Power and Community Development (NMPCD: 1 unit)
Concentration: Open; Social Policy
 
Mobile phones, new media, and social networks are rapidly reshaping information flows and power dynamics in governance and community development. This course exposes learners to analytical tools from political science, sociology, psychology, community development and social enterprise building. Cases from recent experiences in disaster response, health, political campaigns, citizen journalism, social work, and other sectors shall be discussed in class.
 
Microfinance and Development (MFD: 1 unit)
Concentration: Pulic Policy; Public Finance
 
Microfinance is a means for achieving various development objectives such as poverty reduction, financial inclusion and empowerment of women. This course explores the role of microfinance and how microfinance institutions (MFis) need to balance financial sustainability with social goals. The role of policymakers in enabling the sector to develop in a socially useful manner is a major objective of this course.
 
Special Topics on Public Finance and Policy (PFP: 2 units)
Concentration: Public Finance
 
PFP introduces the public and private sectormanagertokeypublicfinanceconceptsand issues, with a particular focus on the public sector’s role(s) in the market economy. Each session will focus on a key aspect/topic of public finance, relating key concepts and applications to both contemporary and historically important public finance policy issues in Asia and beyond. The treatment of theoretical concepts will be introductory in nature, and the course will require basic knowledge of macroeconomics and microeconomics.
 
Performance Management System (PMS: 1 Unit)
Concentration: Human Resource Management
 
This course focuses on performance management as a process designed to ensure that performance standards are developed as part of an integrated cycle of management. It will not limit its scope to the processes of managing organizational and individual performance as it will also examine performance measurement systems at the global, country and sectoral levels. 
 
Strategic Negotiation and Conflict Management (SNCM: 2 Units)
Concentration: Human Resource Management; Leadership
 
Real world negotiations are complex with good negotiators having to manage external and equally difficult internal negotiations at the same time, often in the face of ambiguity and uncertainty. Today’s manager doesnot only have to negotiate the best deals. They are expected to manage expectations and change. NEgO takes a systematic approach to negotiation across different contexts. The goal is to gain valuable experience not only about the process itself but also about the self from actual exposure to the shifting mix of cooperation and competition in the exercises. The course will build cumulatively from simple negotiations to those of greater complexity. 
 
People, Planet and Profits: Managing for Sustainability (MSF: 2 units)
Concentration: Environmental Management and Sustainable Development
 
MSF focuses on managing programs and projects with the triple bottom-line as the guiding paradigm for management decisions and interventions. Cases focus on real world dilemmas and tradeoffs.
 
Health Care Program (HCP: 2 units) 
Concentration: Social Policy
 
The key to managing health care in Asia is a framework for action built on six pillars or building blocks: Policy and leadership, financing and economics, human resource development, facilities management, medical informatics and pharmaceuticals (WhO, 2007). The objective of this course is for the student to appreciate and understand the challenges of health care and the role of reform management.
 
Political Analysis for Managers (PAM: 1 Unit)
Concentration: Open; Leadership
 
In the world of business and development, political decisions weigh heavily on outcomes and events. This course is an introduction to a number of frameworks for analyzing politics and political situations in the context of managing organizations and programs. What should managers be looking for with regards to politics? What drives policy and political change? Cases will address political upheaval, political transitions, political uncertainty, reform reversals, and political risk.
 
Urban Redevelopment and Revitalization (URR: 1 unit)
Concentration: Urban Management
 
Some parts of a city, including the original central business district, deteriorate for various reasons. This subject looks into how old urban districts can be redeveloped into more relevant uses to revitalize their economic productivity and contribution to the task of generating employment and livelihood opportunities.
 
Regional Integration in Asia (RIA: 1 unit)
Concentration: Social Policy; Leadership
 
RIA looks into the latest developments in international cooperation in the Asia-Pacific region with special focus on the role and needs of higher education institutions in a globalized world economy. As the ASEAN Economic Community (AEC) model moves towards opening up the region by 2015, the course will study the complexity of cross-border education. 
 
 
The MRR is a major requirement of the MDM program that has three essential elements: (1) It addresses a real-world problem for (2) a real-world client organization complete with (3) a managerial solution to address the problem. The Mrr serves as student work reflecting their ability to apply and integrate management skills and knowledge acquired throughout the year of study. The Mrr is guided by a faculty mentor/advisor throughout the year. A second faculty member serves as a critical reader. The final defense is carried out in the presence of a third panellist who is an outside expert who provides an objective view as to the potential for the Mrr to provide a real-world solution to the problem addressed. 
 
 
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