London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
1
EXECUTIVE MASTERS IN LEADERSHIP,
STRATEGY AND INNOVATION
FROM MURDOCH UNIVERSITY, AUSTRALIA
www.leb.education
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
2
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
3
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]
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
4
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
5
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
6
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?
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
7
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
8
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
9
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
10
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
Unit Learning Outcome:
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
Unit Learning Outcome:
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.
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
11
Unit Learning Outcome:
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
Unit Learning Outcome:
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
Unit Learning Outcome:
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
12
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
Unit Learning Outcome:
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
Unit Learning Outcome:
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
13
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
Unit Learning Outcome:
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
Unit Learning Outcome:
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
Unit Learning Outcome:
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
14
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
15
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
16
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
Singapore
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
17
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
1st to 10th M3 x 8 hour
11th to 17th M3 x 4 hour
M4 x 4 hour
18th to 24th
25th to 31st
31 January Assignment due date
SPECIMEN OCTOBER 2017 INTAKE SCHEDULE AND PLANNER
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
18
LEB Module 4 (M4) January Managing Business Strategy
1st to 7th
8th to 14th M4 x 8 hour
15th to21st
22nd to 31st
28 February Assignment due date
LEB Module 5 (M5) February Human Capital Management
1st to 11th M5 x 8 hour
12th to 18th
19th to 25th M5 x 4 hour
M6 x 4 hour
26th to 28th
31 March Assignment due date
LEB Module 6 (M6) March Financial Management
1st to 11th
12th to 18th M6 x 8 hour
19th to 25th
26th to 31st
30 April Assignment due date
LEB Module 7 (M7) April Leading Organisation
1st to 8th M7 x 8 hour
9th to 15th
16th to 22nd M7 x 4 hour
M8 x 4 hour
23rd to 30th
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
19
31 May Assignment due date
LEB Module 8 (M8) May Project Management
1st to 6th
7th to 13th M8 x 8 hour
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
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
London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]
21
www.leb.education