executive masters in leadership, … masters in leadership, strategy and ... professional or...

London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]

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EXECUTIVE MASTERS IN LEADERSHIP,

STRATEGY AND INNOVATION

FROM MURDOCH UNIVERSITY, AUSTRALIA

www.leb.education

[email protected]


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TABLE OF CONTENTS

3 About Us

4 About The Programme

5 What’s Great About The EMLSI?

6 Why Choose The EMLSI Programme?

7 Phase 1: London Examinations

Board – PDGBA

8 Phase 2: Murdoch University

14 Leading the PGDBA – Professor

Charles Chatterjee

17 Specimen October 2017 Intake

Schedule And Planner


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ABOUT US London Examinations Board (“LEB”) is a UK

entity registered with the UK Register of

Learning Providers (number 10043715) and

the Education and Skill Funding Agency UK.

Our headquarters is in Hertfordshire, England

and LEB also has an Asia regional office.

London Examinations Board only promotes internationally recognized courses. We currently have over 50 certificated, academic and executive diplomas and undergraduate and postgraduate degree programmes.

We are primarily a distance learning provider, but recognize that not everyone is comfortable with 100% distance learning. Therefore, LEB has embraced blended learning and has Learning Centres providing some additional tutoring and support.

All learners will enjoy the benefits of our online learning platform. It is truly interactive and harnesses the power of social networking to make learning fun, collaborative and engaging. It is a great secure network for you to interact and learn from tutors and each other.

LEB has collaborations with UK universities to deliver our qualification overseas and collaborations with Australian and other overseas universities (like Murdoch

University, Australia) to deliver their qualifications beyond their own borders.

All London Examinations Board programmes are independently assessed and endorsed by Ofqual recognised awarding organisations. These Ofqual recognised awarding organisations will jointly issue the London Examinations Board certificates.

The London Examinations Board internal and external verifiers for each collaborative programme are approved the Ofqual awarding organisations and they undertake annual audits to ensure strict compliance with academic and/or industry standards and award requirements.

CONTACT US:

Website: www.leb.education

Tel: +441992676263

Email: [email protected]

http://www.leb.education/

mailto:[email protected]


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Do you feel like it’s impossible to

succeed on your current career path or

business?

Do you need or want to improve your

leadership skills?

Are you career driven, passionate about

creative solutions?

This innovative programme gives you the

flexibility to study locally at a time and

place that suits you, and also gives you a

truly international perspective with a week

overseas.

*enrolments: in Europe = Singapore; and Asia = Perth

This programme helps you to stay

motivated and is geared to:

Transforming aspiring managers into

inspiring leaders

Training you in leadership, innovation

and strategic planning

Moving from emotional to considered

decision making

Identifying your personal strengths and

helping you apply them

Identifying opportunities for you to take

advantage of

Effective leadership is no longer simply about

managing individual disciplines such as HR,

Marketing or Finance - It’s about bringing

them together.

You must nurture integration, collaboration

and change to improve individual team

performance.

The EMLSI learning objective is to promote,

encourage, empower and support your

professional or entrepreneurial career. It will

improve your career or business with

modules of learning designed and tailored to

foster leadership, innovation and strategy.

JUMPSTART YOUR CAREER WITH AN EXECUTIVE MASTERS IN

LEADERSHIP, STRATEGY AND INNOVATION

A unique and excellent ALL INCLUSIVE TRULY FLEXIBLE AND INNOVATIVE BLENDED LEARNING PROGRAMME

with a RESIDENCY WEEK AT MURDOCH UNIVERSITY IN SINGAPORE* or PERTH, AUSTRALIA*

ABOUT THE PROGRAMME

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All learning materials are online

There are dedicated online

module facilitators

There are monthly face to face

sessions to keep yourself motivated

and current

You will spend a week at Murdoch

University’s Executive Education

Centre at:

The Singapore Centre for Research,

Innovation, Productivity and Technology

or

Perth campus, Western Australia

Your Qualification

The Award: Executive Masters in

Leadership, Strategy and Innovation

Institution: Murdoch University, Western

Australia

Interim Award: Post Graduate Diploma in

Business Administration

Institution: London Examination Board

Duration: 12 to 15 months

WHAT’S GREAT ABOUT THE EMLSI?

Perth, Australia

Singapore


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We live and work in a new era of

interconnected and international business,

defined by new products and new

technologies, it demands new business

models and strategies for profit

generation and value creation.

It means that, today, leaders need to think

and work globally. Innovation and

integration are now leadership

imperatives which led us to ask

businesses, the government and academia

the question: What kind of personal

development do the leaders of tomorrow

actually need and want?

The EMLSI program was designed by

leaders for leaders. It has been created –

from the ground up – for aspiring leaders

from the private, public and not-for-profit

sectors in Europe, Asia and Asia Pacific.

You need the tools to become the best

you can be, and a plan!

To be better, you have to learn from

thought leaders, take their tips and put all

that knowledge and experiences into

creating a new you – the embodiment of

Leadership, Strategy and Innovation

THE EMLSI IN A NUTSHELL

Candidates complete and receive a

merit for the London Examinations

Board postgraduate diploma in

business administration (“PGDBA”)

Candidates then fly off and spend a

week at Murdoch University on the

International Immersion module and be

briefed on the Capstone Project

Candidates undertake a further three

modules and complete the Capstone

Project online

MODE OF STUDY

• Blended (monthly classes and all

modules are available online - plus

there is dedicated online facilitator for

each module)

• Assignment based (no exams)

• One week at Murdoch University for

the International Immersion module

and Capstone Project

ENTRY REQUIREMENT

• Bachelor’s Degree from a recognized

Institution plus 3 years’ managerial

work experience, or

• Professional qualification equivalent to

a Degree plus 3 years’ work experience,

or

• Mature candidates with 8 years of work

experience (at least 3 years at

supervisory or managerial experience)

WHY CHOOSE THE EMLSI PROGRAMME?


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BLENDED DELIVERY MODE

You will be given a complete set of learning

material to facilitate independent study which

can be downloaded from the London

Examinations Board Designated Learning Portal.

Each month a module is made available online. A

module leader/facilitator will guide you through

the module and you have a month to upload your

assignment for assessment.

Face-to-Face classes will be conducted for each

Module either over two evenings or a Saturday to

ensure you will have the best opportunity of

getting the most out of your online learning.

THE PGDBA MODULES:

On completion of this programme, you will:

Have critical understanding of management

theories, current issues of management, the

development of conceptual frameworks to guide

their application within organizations

Acquire a strong foundation in key functional

areas of business management to enable them to

succeed as effective managers/leaders in an

increasingly complex and dynamic environment

Acquire and use a range of concepts, tools and

techniques for problem solving and decision-

making for analyzing complex and inter-related

business scenarios

Be able to apply independent research and

critical skills enabling the investigation and

evaluation of valid and relevant management

issues and practices

Have initiative, insight, attitudes of

responsibility and ethical leadership in the

development of the strategic management

agenda in the organization you work in.

Phase 1: London Examinations Board - PGDBA

The Modules Learning Outcomes

Managerial

Accounting

Ability to critically evaluate the informational content of financial and accounting reports and

their use as a tool for appraising corporate performance

Develop an understanding of financial planning tools and techniques and the contribution they

make to the achievement of an organisation’s core objectives

Be able to evaluate the results of financial models used for long term decision making

Have confidence in using financial terms and language necessary for effective senior

management

Marketing

Management

Acquire a firm understanding of the frameworks and concepts of marketing management

Acquire the skills to carry out a full situation analysis and use the findings to develop objectives,

formulate strategy and develop appropriate marketing plans


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On completion and achieving a merit on the

PGDBA you will be flown out to Singapore or

Perth for a week. We will put you up in hotel and

you will be provided with breakfast and lunch.

You will spend 3 days on the International

Immersion workshop with Murdoch University

and one further day on the Capstone Consultancy

Project. We will also arrange an educational

day’s tour in Singapore or Perth.

One week with Murdoch University in Singapore

or Perth for the International Immersion and

Capstone Consultancy Project

The structured timetabled activities, to take place

intensively over 3 days, will revolve around

“interactive learning” involving case studies, site

visits, dialogues with key industry and

government executives and debriefing sessions. A

Managing

Operations

Critical evaluation of the operations management philosophies of "push" and "pull"

Examination of the practicality of the philosophies of flexibility and agility currently being

explored by many large organisations around the world

Development of thinking on the manner by which organisations can gain competitive advantage

from managing their operations in an innovative and strategic way

Managing Business

Strategy

Have an awareness of, and become familiar with, academic theories, frameworks, managerial

models and techniques that contribute to business strategic planning and management

Be able to critically evaluate and apply appropriate strategic models and techniques which may

be relevant when considering students’ own organisations’ or industry strategic development

Human Capital

Management

Develop a critical understanding of current and emerging practices in the managing of human

capital in organizations

Enhance your abilities to increase the contribution of human capital management to long-term

corporate success, whatever the specific nature of your managerial role and the industry

Financial

Management

Have the financial tools needed to make good business decisions with an emphasis on linking

corporate finance to other aspects of corporate strategy

Leading

Organisation

Encouraging and developing your knowledge, understanding and skills for strategic leadership of

change

Know the challenges faced by managers/leaders in seeking to lead through the use of strategic

management, the development of managers and employees for major strategic change, and the

development of a high-level organisational capacity for innovation and learning

Project

Management

Understand the concepts and skills of project management with the following aims:

To examine critically the selective application of specific knowledge to project management

and other knowledge to the planning and execution of projects; and

To develop additional skills in the application of project management theory and techniques

Phase 2: Murdoch University


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dedicated online module will complement the

learning experience.

THE THREE ADDITIONAL MODULES WITH

MURDOCH UNIVERSITY

As well as completing the International

Immersion module you are required to undertake

three additional modules with Murdoch

University. Which modules you undertake will

depend on the date your Murdoch University

phase starts. The table below sets out the dates,

the description and unit learning outcomes of

each Murdoch University Module

Each module is run over a month

incorporating 24 hours of interactivity

which includes:

Lectures and readings

Case study discussions and debates

Course notes and knowledge transfer sessions

Quizzes and assessments

Video journals and podcasts

This multi-jurisdictional programme helps nurture

integration, collaboration, and change to improve

individual and team performance to enable you

to live and work in the new era of interconnected

and international businesses.

Module Description and Learning Outcomes

MBS638

International

Immersion

In this module, participants will have a tremendous opportunity to gather first

hand insights of the economic, social, cultural and political trends which

international organisations navigate. Participants will analyse issues relating to

organisational and individual leadership, strategies implemented for international

industry positioning such as Islamic Finance, Responsible and Innovation

Management, and witness emerging innovations coming from these centres of

excellence. Participants will experience a cultural exchange, building on

professional relationships with their cohort, international industries,

organisations and government executives

Unit Learning Outcome:

After completing this unit, participants will be able to:

ULO1: Provide an overview of the industry's social, cultural and political

environment.

ULO2: Provide an in-depth analysis of the industry's/firm's business practices.

ULO3: Evaluate the insights gained and assess its value to their own

organisational and individual context.

ULO4: Apply the knowledge and skills gained to their organisational and

individual context.

Dates

TBA


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MBS601 Leadership

Dynamics

(T2)

Mon 30 April

– Fri 25 May,

2018

Enabling a context within which people can exceed their mission is the central

purpose of leadership. This module supports participants by helping them reflect

on their behaviours and attributes as managers by responding to key Qs: Where

am I in my leadership journey? How do I respond to evolving externalities and what changes will I need to make to transition from a follower to a leader? This

module will enhance and activate your transition from a follower to a leader


ULO1: Critically analyse the relevance of leadership models to organisational and

individual context.

ULO2: Analyse sources of system-wide information pertaining to the context of

decision making for leaders.

ULO3: Comprehend the context for leadership success for people working around

you.

ULO4: Identify the management behavioural changes that need to be made to

execute the personal leadership plan. ULO5: Contextualise the knowledge of

leadership models in creating a personal leadership plan.

MBS602

Developing High

Performance Work

Teams

(T2)

Mon 28 May

– Fri 22 June,

2018

HPWS is used to describe a management strategy whereby a set of

complementary human resource management and work practices are

implemented with the expectation that they will deliver improved organisational

performance. In this module the theory and empirical evidence of HPWS is

explored, analysed and critically evaluated. Participants will acquire an

understanding of the design principles underpinning the key elements of an

HPWS. Additionally, participants will explore the impact of national and

organisational culture in facilitating HPWS


ULO1: Develop a critical understanding of the theory and the empirical evidence

for High Performance Work Systems.

ULO2: Assess the role of High Performance Work Systems in driving

improvements productivity and innovation.

ULO3: Analyse the role of direct and indirect employment participation in High

Performance Work Systems.

ULO4: Apply knowledge of key design principles in developing complementary

pay and performance management systems

ULO5: Demonstrate understanding of the theory and practice of learning and

development.

ULO6: Evaluate the importance that organisational and national culture plays in

driving High Performance Work System

MBS604 Manager

as a Performance

Coach

(T2)

Mon 25 June

– Fri 20 July,

2018

Addresses key issues focused on developing the participant as a manager-coach.

Coaching as a profession has undergone rapid advancements over the last two

decades. Inherently, coaching fundamentally revolves around boosting individual

performance in changing contexts by leveraging individual talent and potential,

knowledge advancement and capability enhancement. This unit will help the

participant learn, assess and apply coaching frameworks and the processes

involved in their own organisational context enhancing the experiential learning

activity for the participant.


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ULO1: Critically analyse an organisational context, its strategy and performance

culture.

ULO2: Develop organisational coaching skills and knowledge.

ULO3: Assess coaching frameworks and processes relating to the organisational

environment.

ULO4: Practice coaching skills and role play coaching conversations.

ULO5: Evaluate and craft innovative ways through which coaching can be

introduced and effectively integrated across the organisation

MBS607 Managing

Uncertainty

Through Scenario

Planning

(T3)

Mon 20 Aug

– Fri 14 Sept,

2018

Reacting to organisational environments that evolve continuously requires

managers to work with constant change and uncertainty. One avenue of

responding to the complexity of such environments is to adopt a scenario

planning approach as part of strategy building. Organisational strategy can be

better constructed and executed by reflecting on multi-disciplinary input that

result in new trends, driving forces and macro events. This module enables

managers to assess externalities, develop, apply and evaluate scenarios to the

organisation's strategic context


ULO1: Assess global dynamics and drivers that can cause strategic shifts for

organisations.

ULO2: Evaluate the interactions and interplay between key drivers over the

medium and long-term.

ULO3: Apply scenario building methodologies to build plausible scenarios

ULO4: Test scenarios for plausibility, consistency and creativity

ULO5: Evaluate action consequences on the strategic and policy environment of

the organisation.

MBS608 Leading

from Strategy to

Operations

(T3)

Mon 17 Sept

– Fri 12 Oct,

2018

Building on techniques learned in the leadership theme, this unit covers the

design and implementation of strategy, both at the organisation and business

unit levels. It also presents the tools and methodologies for industry and

competition analysis as well as techniques to tap uncontested markets to deliver

fast growth and superior profitability. Emphasis is placed on the importance of

execution-centred strategic planning and the management of business processes,

as well as on change management and overcoming the challenges of strategy

implementation


ULO1: Develop a value-based vision and elaborate a mission

ULO2: Apply advanced methodologies to understand the competitive landscape

ULO3: Plan and manage organisation and business unit strategies, to ensure a

sustainable competitive advantage

ULO4: Actively manage business processes


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ULO5: Analyse the importance and the challenges of aligning strategy and

execution

ULO6: Evaluate the main challenges of implementation and manage change in

organisations

ULO7: Improve emotional intelligence and political sensitivity skills

MBS609 Rethinking

Strategic Value of

Markets and

Consumers

(T3)

Mon 15 Oct

– Fri 9 Nov,

2018

When business, societal and environmental realities evolve, the strategic value

creation, communication and dissemination process also undergoes change. This

module critically assesses these new realities in the context of a virtualised and

globalised business world and evaluates its impacts on markets and consumers.

The module will provide an analytical framework around which business

problems can be tackled and strategic decisions made to better communicate

and disseminate processes while enhancing strategic value


ULO1: Critically evaluate the market and consumer value approach in business

ULO2: Apply marketing/management theories and models in developing a value

creation, communication and dissemination process.

ULO3: Assess the role of ethics and social responsibility in value creation,

communication and dissemination process.

ULO4: Formulate and recommend strategic solutions that add measurable value

to the organisations using case study approach

ULO5: Analyse new trends and directions in market and consumer value

approach

MBS613 Managing

a Global Business

(T1) 2019

Mon 7 Jan –

Fri 1 Feb,

2019

This unit addresses key challenges faced by executives in managing business in a

globalised world, and aims to equip students with practical knowledge and skills

that will allow them to develop innovative strategies for cross-border market

entry, production, marketing, human resource management, and other

demanding tasks


ULO1: Critically evaluate rapid changes in global business environments

ULO2: Critically evaluate the impact of the changing business environments on

global business operations

ULO3: Critically evaluate established theoretical models and concepts, and learn

new theoretical models and concepts emerging in response to changed business

realities

ULO4: Develop the ability to apply learnt theories, concepts, and skills to

resolving problems in global business

ULO5: Develop an entrepreneurial mind-set to engage in innovation and creative

experiments to compete globally in ways that generate economic, social and

ecological benefits

MBS628 Creating

Value for

Organisations

(T1) 2019 Businesses create value by supplying products/services that meet customer

demand. Using a series of articles, videos and cases, this unit introduces

advanced techniques to: analyse the building blocks of value creation across

organisations; design a strategic business model, leveraging the power of


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Mon 4 Feb –

Fri 1 Mar,

2019

various stakeholders through the principles of co-creation; mainstream

innovation across the organisation while managing risk; and improve decision-

making to drive organisational performance


ULO1: Critically analyse the building blocks of value creation ULO2: Analyse the

role of stakeholders and the potential of co-creation

ULO3: Develop a strategic approach to business modelling

ULO4: Implement innovation across the organisation

ULO5: Actively manage risk

ULO6: Employ advanced techniques for strategic and entrepreneurial decision-

making

MBS637

Stakeholder

Governance in a

Business Ecosystem

(T1) 2019

Mon 4 Mar –

Fri 29 Mar,

2019

This unit addresses key issues around business and governance from a multi-

stakeholder perspective, and aims to equip students with knowledge and skills

that will allow them to develop innovative 'shared-value' and responsible

business solutions. This Unit is grounded on the 3 key streams of the School of

Business and Governance: business, politics/governance and sustainability


ULO1: Critically analyse complex business situations within a business-society-

and-the-environment perspective.

ULO2: Apply robust analytical criteria to define multi-stakeholder solutions.

ULO3: Develop sophisticated decision-making skills.

ULO4: Develop refined oral argumentation skills.

ULO5: Craft innovative business solutions within a 'Shared-Value-Creation'

perspective

ULO6: Evaluate leadership issues considering complex ethical dimensions

MBS639 Capstone

Consultancy

Project

TBA

This module provides participants with an opportunity to work on a real

organisational challenge with a selected partner organisation mentored by in-

house faculty. The project undertaken will consolidate, extend and apply the

interdisciplinary learnings of the program. Knowledge, skills and characteristics in

leadership, strategy, and innovation are refined and fused with business acumen

integrating entrepreneurial instincts and disciplinary skills. Finally, a professional

approach with appropriate ethical principles, attributes and values informs the

solutions developed. Note: this module is 6 credit points


On successful completion of this unit, participants will be able to:

ULO1: Critically evaluate information to solve problems and make business

decisions

ULO2: Demonstrate the ability to communicate effectively to audiences in a

business context


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Dr Charles Chatterjee is a commercial law

specialist (international) with special interest and

knowledge in international organisations and

their functions in addition to a practicing barrister

in England and Wales. He studied law at the

University of Cambridge and the University of

London. He held a professorial position in

international commercial and criminal law at

London Metropolitan University. He was also the

Campus Director and Chairman of the Graduate

Division of an American University for a

considerable period of time. He is currently a

Senior Associate Fellow at Warwick University

and an Associate Fellow of the Institute of

Advanced Legal Studies, University of London. He

is also a visiting Professorial Fellow at Queen

Mary, University of London, and a visiting

academic at London Diplomatic Academy.

When he was the Campus Director and Chairman

of the Graduate Division of an American

University, he developed MBA programmes in

Business Administration, Hotel & Tourism

Management, IT and Master’s degree programme

in Business Communication. He was also involved

in development of academic programmes,

financial management, marketing of the

programmes, public relations with other

universities, governmental and non-

governmental organisations, staff and research

development and other issues relating to an

appropriate management and operation of a

university.

Dr Chatterjee has published extensively including

books and articles in reputable refereed journals

on various aspects of public international law,

international economic law, energy law,

international commercial law, including banking,

trade, investment and international commercial

arbitration. He has also successfully supervised a

considerable number of Ph.D theses at various

British universities. His main areas of expertise

are: banking including capital markets,

international institutions, public international

law, international economic law, law of

international trade, e-commerce, international

development law, employment law, law of

international business transactions, law of

international investment, international

commercial arbitration, negotiating techniques in

commercial contracts, corporate governance,

corporate finance and international finance.

He often advises various governments on legal

issues and provides training to government

officials for capacity building in the areas of

commercial law, the law of taxation, banking

including anti-money laundering legislation and

banking supervision and peace building through

justice. He also provided training to the judiciary

in Sudan for three consecutive years since 2008.

Dr Stephen Vickers

Stephen is a retired chief executive with over 30

years’ of extensive international experience in

education management, accreditation, human

resources, assessment, training and

development. He is experience in planning and

delivering projects to strict deadlines and to high

standards around the world. He has extensive

ULO3: Work both independently and collaboratively to achieve set deliverables

within agreed timeframes

ULO4: Incorporate ethical considerations into business decision making

Leading the PGDBA – Professor Charles Chatterjee


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experience of compliance with governmental and

inter-governmental regulations.

Until he retired in December 2015, Stephen was

the Chief Executive of the UK’s Vocational

Training Charitable Trust (VTCT) for six years and

managed an extensive list of vocational and

business qualifications. Prior to that he was the

Chief Executive of the British Accreditation

Council for three years. This was (and still is) the

UK’s leading accreditation body for independent

Further and Higher Education. He provided

instrumental advice to HE and FE branches of the

government in Bahrain, Bangladesh, Colombia,

Jordan, Kosovo and Mauritius and helped design

the accreditation system for Kosovo.

He was the Chief Executive of the National

Examination Board in Occupational Safety and

Health for six years and responsible for the

strategic and tactical management of this world

leading awarding body in occupational health and

safety education and vocationally related

qualifications. His international exposure in this

role included liaison with national government

policy makers and with educational and OSH

regulators in Antigua and Barbuda, Bahrain,

Barbados, Brunei, China (Hong Kong and Macau),

France, Malaysia, Oman, St Kitts and Nevis,

Singapore, Trinidad, UAE, UK, USA.

Murdoch University’s Executive

Education Centre

Murdoch University was established in 1973 as

Western Australia’s second research university.

Today, with around 22,000 students and 2,000

staff the university has three campuses in

Western Australia. The Executive Education

Centre (EEC) in Perth

delivers a Graduate

Certificate in Business

(Executive Leadership

and Management)

currently to the

Department of Fire and

Emergency Services, Western Australian Police

and the Department of Parks and Wildlife. The

EEC is part of the industry and internationally

connected Singapore Centre for Research in

Innovation, Productivity and Technology (SCRIPT).

This helps drive the depth, rigour and robustness

of this Executive Masters programme.

The Murdoch Executive

Education Team

Associate Professor Chris Vas leads the

Executive Education Centre and heads up the

Singapore Centre of Research, Innovation,

Productivity and Technology (SCRIPT). Chris has

considerable expertise in innovation and

productivity policy, human capital development,

public management issues and strategic futures.

He has designed and delivered leadership,

strategy and management programs for public

and private sector clients, including Oil and Gas

Corporation (ONGC), Areva Energy, Maersk Ltd

(Denmark) Indian Ministry of Home Affairs, Coca

Cola and Vodafone. Beyond industry

engagement, he has worked in policy advisory

capacities in the Australian Government and

Perth, Australia

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enriched his research career leading the

Productivity and Competitiveness Policy Research

Program at the Australian National University

(ANU). He has also held visiting positions at

Harvard University and Stanford University in the

US.

Associate Professor Peter Waring is Murdoch’s

Singapore Dean and is based in Singapore where

the university has significant transnational

education activities. As the Singapore Dean, Peter

is responsible for advancing the University’s

academic and strategic interests in Singapore. A

qualified lawyer, Peter also holds degrees in

Commerce and Management. He is the co-author

of four books on employment relations and has

published more than sixty book chapters and

articles in leading international and national

journals. His research and teaching interests span

the business and law fields of employment

relations, human resource management,

corporate governance and labour law. In 2011,

Peter was a recipient of the Australian

Governments ‘Outstanding Young Alumni Award’

in Singapore. He has lived in Malaysia and

Singapore for the past 11 years.

Dr Greg Lopez is a Lecturer with the Murdoch

University Executive Education Centre where he

coordinates the Capstone Consulting Unit in the

Executive Masters in Leadership, Strategy and

Innovation. Greg has extensive experience in the

Asian region, working on public policy issues

involving economic and political reforms. Dr

Lopez was educated in Malaysia and Australia

and holds a PhD in Economics from the Australian

National University (ANU). His research interests

are in understanding the political economy and

institutional arrangements of countries “stuck in

the middle-income trap” in the Indo-Pacific

region and Australia’s relationship with these

economies. Greg is also affiliated with the

Murdoch University Asia Research Centre and the

Centre for Responsible Citizenship and

Sustainability, and a Visiting Fellow at the

Department of Political and Social Change (ANU).

Fees:

For current fees, please email us at

[email protected]

Singapore


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Date Managerial Accounting

LEB Module 1 (M1) October Face to Face Workshops Online Learning

1st to 8th M1 x 8 hour

9th to 15th

16th to 22nd M1 x 4 hour

M2 x 4 hour

23rd to 31

30th November Assignment due date

LEB Module 2 (M2) November Marketing Management

1st to 12th

13th to 19th

20th to 26th M2 x 8 hour

27th to 30th

31st December Assignment due date

LEB Module 3 (M3) December Managing Operations



M4 x 4 hour

18th to 24th

25th to 31st

31 January Assignment due date

SPECIMEN OCTOBER 2017 INTAKE SCHEDULE AND PLANNER


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LEB Module 4 (M4) January Managing Business Strategy

1st to 7th


15th to21st

22nd to 31st

28 February Assignment due date

LEB Module 5 (M5) February Human Capital Management


12th to 18th


M6 x 4 hour

26th to 28th

31 March Assignment due date

LEB Module 6 (M6) March Financial Management

1st to 11th


19th to 25th

26th to 31st

30 April Assignment due date

LEB Module 7 (M7) April Leading Organisation


9th to 15th

16th to 22nd M7 x 4 hour

M8 x 4 hour

23rd to 30th


19

31 May Assignment due date

LEB Module 8 (M8) May Project Management

1st to 6th


14th to 20th

21st to 31st

18th June Assignment due date

Murdoch University International Immersion

18th to 30th June Assessment 1 due date

1st July Flight to Singapore

2nd to 4th 3 x 5 hour workshops

4th to 31st Assessment 2 and 3 due

Capstone Project

5th to 7th 1 x 5 hour workshop

8th July to 31st

August

Assessment 1, 2 and 3

31 August Capstone Project due

Murdoch Module 1 July Leadership Dynamics - From Follower to Leader

1st to 8th

9th to 15th Assessment 1 due

16th to 22nd Assessment 2 due

23rd to 30th

31st Assessment 3 due

Murdoch Module 2 August Rethinking Strategic Value of Markets and Consumers

1st to 12th Assessment 1 due

13th to 19th


20

20th to 26th Assessment 2 due

27th to 30th

31st Assessment 3 due

Murdoch Module 3 September Stakeholder Governance in a Business-Society Ecosystem

1st to 9th Assessment 1 due

10th to 16th

17th to 23rd Assessment 2 due

24th t0 29th

30th Assessment 3 due

Murdoch Capstone July to September Capstone Project

31st July Assessment 1 due

31st August Assessment 2 due

30th September Assessment 3 due


21

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