ChangeYourself. Your Organization. Society.

Change
Yourself.
Your Organization.
Society.
Asian Institute
of Management
Dr. Stephen Zuellig: Profile of a Filipino
Business Leader
Dr. Stephen Zuellig was born in Manila in 1917 to Hilda Antonia and Frederick
E. Zuellig, a Swiss national who came to the Philippines in search of business
opportunities in 1901. Frederick became a partner in the trading firm Lutz & Co.,
which he bought out and renamed F.E. Zuellig Inc.
The Asian Institute of Management (AIM) is an international graduate school that aims to make a
difference in sustaining the growth of Asian societies by developing professional, entrepreneurial, and
socially responsible leaders and managers. AIM was founded in 1968 and has three distinct schools that
interact dynamically and share faculty: the Washington SyCip Graduate School of Business, the Stephen
Zuellig Graduate School of Development Management, and the Executive Education and Lifelong
Learning Center.
Educated in Europe, Dr. Zuellig graduated summa cum laude from the prestigious
University of Zurich in 1941 with a doctorate degree in Economics. Upon
completing his studies, he returned to the Philippines to help run the company.
It was around this time that World War II began with devastating effects on the Philippines. The city
of Manila was the most bombed city in the Pacific theater of the war. When the war ended, Dr. Zuellig,
along with his brother Gilbert, began the slow process of rebuilding F.E. Zuellig Inc. in the Philippines
before expanding it internationally and diversifying into various business lines. The Zuellig Group now
has a strong business position in China and Southeast Asia.
Dr. Zuellig was once a member of the International Advisory Board of the Philippine President for which
he received the Order of Lakandula (Order of Bayani or Grand Cross), the highest distinction that can be
given to a civilian in the Philippines.
In 2014, the AIM Center for Development Management was renamed the Stephen Zuellig Graduate
School of Development Management in recognition of Dr. Zuellig’s personal achievements and for his
generous support to the institution.
ZSDM
Philosophy
The development manager, as envisioned by ZSDM, is not a bureaucrat who operates alone. Instead, he
or she must be a leader whose effectiveness will greatly depend upon his or her ability to help build or
strengthen institutions in society and to motivate others to work for human development and wellbeing. The development manager leads change for the better, beginning with themselves before they
can affect change for their organizations and society.
The Stephen Zuellig
Graduate School of Development
Management
The Stephen Zuellig Graduate School of Development (ZSDM or Zuellig School) is the Asian Institute of
Management’s response to the challenge of sustaining Asian development. The mission of the Zuellig
School is to mold students into the next generation of development leaders and agents of change within
their respective countries and organizations. For the Zuellig School, management education is about
applying the discipline and science of management for the purpose of realizing social change.
26 MDM classes.
1,250 graduates.
Non-government organizations, government, and similar
entities deserve the best that the private sector can
offer. At the same time, a greater understanding of the
development world will also strengthen the private sector
in addressing its own future in a complex world. Real
breakthroughs require multiple intelligences – those of
the head, the heart, and the hands.
– Prof. Ma. Nieves Confesor
Former Secretary of Labor, Philippines
The MDM provided us with the theoretical basis to
do development work from different perspectives.
We were challenged to think in different ways and
to broaden our insights to prepare us for global
cooperation and collaboration. With rapid changes in
the international environment, this provides students
with more confidence.
– Lu Yao, MDM 2006
Network Coordinator, Yunnan Health and Development Association, China
From over
50 countries
worldwide.
MDM
Master in
Development
Management
Beyond development management:
EMPOWERED LEADERS
About the Program
The Master in Development Management (MDM) is an 11-month intensive, innovative,
practitioner-oriented graduate degree program designed to prepare development
executives to manage and lead public agencies, civil society organizations, and private
companies engaged in public service delivery.
The MDM Advantage
The Master in Development Management program has graduates from over 50
countries within and beyond Asia. It is this cultural diversity that makes learning
within the MDM program a unique academic experience unlike any other.
Courses and Module
Module
1
Scanning The Development Environment
Economics for Development Managers
(ECON: 3 units) ECON covers topics relevant
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to decision-making and understanding many of the
pressing issues facing today’s world: poverty, income
misdistribution, unemployment and underemployment,
free markets versus government intervention, resource
scarcity and depletion, pollution and environmental
degradation, government taxes and spending, inflation,
globalization issues, and others. Economics, as a
language of development, must be well-understood
by managers. The course design provides balance
between theory and practice.
Un
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THE
DEVELOPMENT
LEADER/MANAGER
Creator of Public Value
Transformational Leader
MODULE 2: Strategic Management in Development
Applying Managerial Experience and Inspiring Leadership in
Affecting Change and Reform
3 MODULES
The 11-month MDM program is designed to be an intense and rigorous course in
development management.
1.
2.
3.
4.
5.
Three modules of on-campus work
Rapid Area Assessment in the Philippines at the end of Module 1
International Field Review course to a second Asian country at the end of Module 2
Written Analysis of Cases in Modules 1 and 2
Management Research Report as the final output
Analyzing the Development Environment
(ADE: 2 units) Development occurs in a world of
complexity, constraint, uncertainty, chaos, and even
conflict. ADE is a methods course that takes apart
political, social, and institutional analysis tools to help
the development manager better understand external
factors that (a) should be taken into consideration,
(b) are salient to the development problem or issue
to be addressed, and (c) are of critical importance
to stakeholders and key publics, and their interests,
needs, and demands. ADE is a requisite for Strategic
Management offered in Module 2.
Operations Management in Development
(OMD: 2 units) OMD covers the basic principles of
operations management with focus on development
projects and programs. How to create public value
by delivering services effectively and efficiently is
the theme of the course. Operations management
techniques include coordination and planning tasks
and measures for quality management. To provide
context for operational analysis and decision-making,
practical application of operations management tools
are linked to consulting engagements with specific
development projects.
Budgeting and Financial Tools for
Development Management (BFTDM:
3 units) BFTDM sharpens financial accounting
concepts and principles towards building a foundation
for understanding and constructing financial reports.
The course deals with value creation, risk and return,
and the opportunity cost of capital as applied to capital
budgeting and investment decisions of a development
organization. BFTDM is a requisite for Program and
Project Development and Management (PPDM) offered
in Module 2.
Empirical Methods and Data Analysis
for Research (EMDA: 2 units) The principal
objective of EMDA is to develop skill in the conduct
of research and to cultivate sensibilities for judgments
required in every step of the research undertaking. The
course covers quantitative research methods, survey
techniques, questionnaire design, numerical measures
of data, and tools for exploring data relationships. This
course uses software for descriptive data analysis,
correlation, and regression analysis. Students must
have a working knowledge of spreadsheet applications
(e.g. MS Excel).
Marketing Management (MM: 1 unit) MM
covers concepts and principles of marketing, market
analysis, and the use of marketing tools as a response
to the needs and wants of customers, clients,
stakeholders, and beneficiaries. MM is a requisite for
Social Marketing offered in Module 2.
Module
2
Leadership and strategic management
in development
Human Behavior in Development
Organizations (HBDO: 2 units) HBDO aims
to provide students with a better understanding of
the contribution of human resource management to
organizational excellence and the application of the HR
function in various types of organizations. Topics include
recruitment, training and development, performance
monitoring and rewards management, organizational
culture building, employee participation and welfare,
ensuring quality of HR staff, and conceptualizing an HR
strategy to support organizational strategy.
Bridging Leadership (BL-A: 2 units) BL-A
starts with the foundation of leadership: the Self. For
individuals and groups, a set of values and norms
produces a social and mental context that shapes what
can and cannot be done by people as they engage
in problem-solving and value creation to address
challenges. Groups are also key to understanding
people. Societal forces such as traditions, values, and
norms are transmitted or embedded in groups within
which individuals belong. In the Bridging Leadership
framework, this is the focus of the “ownership” portion
and it asks the questions: Who is my Self? What is my
work? Knowing one’s purpose, vision, and mission
informs our decision to lead or not to lead, with or
without authority, with or without power and influence,
and to make a difference in society. For Gandhi: “You
must be the change you seek to create.”
Rapid Area Assessment (RAA: 2 units) The
RAA is a two-week field exercise at the end of Module
1. Learning teams are sent all over the Philippines
to do rapid area assessments of communities under
different conditions (e.g. post-disaster areas, local
government units, mining towns and communities,
urban poor settlements, etc.). This exercise provides an
opportunity to integrate learning from various courses
as the learning teams prepare their rapid assessment
study designs, immerse themselves in the field,
undertake data collection and analysis, and prepare the
written report and final presentation in class. The RAA
also provides the opportunity to manage relationships
as the learning teams work together for two weeks
conducting field research in areas not known to them
beforehand.
Systems Thinking (ST: 1 unit) Systems Thinking
is the art and science of linking structure to performance
and performance to structure, often for the purpose
of changing existing structures so as to improve
performance. In the age of machines, the world was
viewed as a machine which could be understood by
breaking it down into smaller parts. By understanding
each of the parts, one can build an understanding of
the whole. In the systems view, the whole takes primary
importance. ST embodies the idea that relationships
among parts relative to a common purpose of a system
are what remain important. This provides ideas which
can help one see the world in new ways and shed
light on current problems by reframing these from a
fundamentally different perspective.
Strategic Management in Development
(SMD: 2 units) SMD builds on all courses offered in
Module 1, more specifically, ADE and OMD. Strategic
management links the organization to its working
environment. In a complex world, development
managers need to continually analyze and search
for appropriate responses to needs, demands, and
opportunities in the environment while building on the
organization’s capacity to take effective action and
create value in the process. SMD is about decisionmaking (strategy formation and formulation) and actiontaking (strategy implementation) at multiple levels and
in an integrated holistic manner. SMD cases will cover
various types of organizations from for-profit to nonprofit, government to non-government, small and big,
new and mature, and weak and strong.
Program and Project Development and
Management (PPDM: 3 units) Projects are the
cutting edge of development and will continue to be
the main vehicle through which development plans and
programs will be implemented. PPDM covers project
planning, implementation, and all aspects of the project
cycle. The course is practitioner-oriented while providing
a sound understanding of the theoretical underpinnings
and skills required to plan, design, appraise, and
implement programs and projects. The course
exposes students to the practices and documentation
of development agencies, both at the national and
international levels.
Impact Evaluation for Development
Managers (IEDM: 1 unit) How should
development managers interpret the results of the
growing body of impact evaluation research? IEDM
introduces an impact evaluation framework and
common approaches utilized in the evaluation of
development programs and interventions. Its focus
is on helping students develop a critical appreciation
of various evaluation designs, including interpretation
of results, assessment of quality, and practical
considerations in choosing among alternative
approaches to impact evaluation. This course draws on
a growing wealth of impact evaluation studies recently
completed in Asia, supplemented by evaluations
conducted in other developing counties.
Module
3
Integrating Functional Skills and Resources
designed to provide a good balance between theory
and practice and will be illustrated by examples from
actual IFI interventions in Asia. Concentration: Public
Finance
Community-Based Natural Resources
Management (CBNRM: 1 unit) CBNRM
studies the participatory and bottom-up approaches
to natural resource management. Cases include
community organization and mobilization to protect
local ecosystems. Concentration: Environmental
Management and Sustainable Development
Bridging Leadership (BL-B: 2 units) Leadership
and accountability discussed in Module 1, through the
focus given on the Self as the foundation, is expanded
in BL-B with focus on current thinking on emergent
change and on systems and complexity theory. BL-B
focuses on leading and managing change in groups
and organizations, both public and private, and with the
work of leadership in the societal arena.
Social Marketing (SM: 2 units) SM focuses
on the application of social marketing principles in
a wide range of activities that are aimed to promote
social causes. It explores the dynamics of managing
a successful social marketing program and how it
integrates with organizational objectives. The course
investigates market segmentation, product differentiation
and marketing mix optimization as applied to espousing
change in social behavior.
Graduate Seminar on Development
Management (SEM: 2 units) SEM introduces
cross-cutting issues and topics in development deemed
important for program and policy planning. Topics
are arranged in five-session clusters and delivered by
development experts invited to teach in one to twoweek periods of time. Graduate seminar topics include
rights-based approaches to development, gender,
climate change adaptation, and disaster risk reduction
and management among others.
Written Analysis of Cases (WAC: 2 units)
WAC is a structured way of testing the ability of a
student to analyze, organize, and present a case
analysis in a well-written paper. It is a time-bound
exercise that requires individual thought, the organization
of ideas, and a presentation in writing that is coherent,
cohesive, logical, internally consistent, and concise.
A total of six to eight WACs are assigned over two
modules and cases are drawn from different subjects.
International Field Review on Project
Management (IFR: 2 units) The International
Field Review is a two-week immersion in a second
country within Asia to look at development projects
funded by multilateral agencies such as the Asian
Development Bank and the World Bank. The course
includes a literature review of the project design and
implementation preparatory to the field work that
includes visits to field sites, interviews with project
managers, local governments, community beneficiaries,
and other stakeholders. In the past, the IFR course was
held in Lao PDR (2014), Cambodia (2013), Vietnam
(2012), and Indonesia (2011).
Module 3 is organized into electives. A common
schedule allows students to cross-enroll in the
Graduate School of Business to take business
electives. Samples of development management
electives are presented but may vary from year to year.
Governance and Development in Asia
(GADA: 2 units) Development was once seen
primarily as 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 in
comparing countries and institutional performance.
Concentration: Open; Leadership
International Financial Institutions and
Development (IFID: 2 units) International
financial institutions (IFIs) are strategic sources of
development finance and policy advice to governments
of developing countries in Asia. This course provides
insights into the work of the three most important
IFIs in the Asia-Pacific region: the International
Monetary Fund, the World Bank Group, and the Asian
Development Bank. The role of IFIs as change agents
and development partners and the key development
challenges facing developing countries will be
presented. The emphasis of this course is to provide
students with in-depth knowledge of these institutions
and how to work with them in achieving national goals
and improving development impacts. The course is
Design and Execution of Training (DET:
1 unit) DET focuses on the holistic process of
planning, implementing, and evaluating training
programs for development work. This course seeks
to enhance a development manager’s ability to ensure
sustainability through the systematic development of
competencies across organizations and communities.
Concentration: Human Resource Management
Performance Management Systems (PMS:
1 unit) PMS focuses on performance management
as a process designed to ensure that standards
are developed as part of an integrated cycle of
management. Course topics include processes of
managing organizational and individual performance
and performance measurement systems at the global,
country, and sectoral levels. Concentration: Human
Resource Management
Strategic Negotiation and Conflict
Management (NEGO: 2 units) 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 managers do
not only have to negotiate the best deals, they are
also 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 one’s self from actual exposure to the shifting
mix of cooperation and competition in the exercises.
This course will build cumulatively from simple
negotiations to those of greater complexity.
Concentration: Human Resource Management,
Leadership
MRR
People, Planet, and Profits: Managing for a
Sustainable Future (MSF: 2 units) MSF focuses
role in the market economy. Each session focuses on
key aspects and topics of public finance, relating key
concepts and applications to both contemporary and
historically important public finance policy issues in Asia
and beyond. Theoretical concepts are introductory in
nature and the course requires basic knowledge of
macroeconomics and microeconomics.
Concentration: Public Finance
Management Research Report (MRR: 6 units) The MRR is a major requirement of the MDM program
Health Care Program (HCP: 2 units) The key
to managing health care in Asia is a framework for action
built on six pillars: 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
students to appreciate and understand the challenges of
health care and the role of reform management.
Concentration: Social Policy
Microfinance and Development (MFD: 1
unit) Microfinance is a means for achieving various
Management Research Reports
on managing programs and projects with the triple
bottom-line (people, planet, and profits) as the guiding
paradigm for management decisions and interventions.
Cases focus on real world dilemmas and tradeoffs.
Concentration: Environmental Management and
Sustainable Development
Political Analysis for Managers (PAM: 1 unit)
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 regard to politics?
What drives policy and political change? Cases will
address political upheaval, political transitions, political
uncertainty, reform reversals, and political risk.
Concentration: Open, Leadership
New Media Power and Community
Development (NCPD: 1 unit) New forms of
media are rapidly reshaping information dissemination
and power dynamics in governance and community
development. This course exposes the students
to analytical tools from political science, sociology,
psychology, community development, and social
enterprise building. Cases on disaster response, health,
political campaigns, citizen journalism, social work, and
other sectors will be discussed in class.
Concentration: Open, Social Policy
Urban Redevelopment and Revitalization
(URR: 1 unit) This course looks into how old urban
districts can be redeveloped into more relevant uses to
revitalize their economic productivity and contribute to
generating employment and livelihood opportunities.
Concentration: Urban Management
Special Topics in Public Finance and Policy
(PFP: 2 units) PFP introduces the public and private
sector manager to key public finance concepts and
issues, with a particular focus on the public sector’s
development objectives such as poverty reduction,
financial inclusion, and empowerment of women. This
course explores the role of microfinance and how
microfinance institutions need to balance financial
sustainability with social goals. The role of policymakers
in enabling the sector to develop in socially useful
manner is a major objective of this course.
Concentration: Public Policy, Public Finance
Regional Integration in Asia (RIA: 1 unit)
RIA looks into the latest developments in international
cooperation within 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 model moves towards
opening up the region by 2015, this course will study the
complexity of cross-border education.
Concentration: Social Policy, Leadership
Leading Development Challenges in Asia
(LDCA: 1 unit) Asia’s economic growth in the past
several decades has been stellar. Asia today accounts
for over a quarter of the global GDP and three of the five
largest economies in the world are in Asia. This share
is growing and by some accounts could well account
for over half the global output by 2050. However, the
region also faces many severe development challenges.
Continuing poverty (two thirds of the world’s poor
still live in Asia), rising inequality, social deprivations,
environmental degradation, gender biases, food,
energy and water security, poor physical and social
infrastructure, limited reach of the formal financial
sector, poor governance and weak institutions are
among such pressing challenges. If these challenges
go unmet, Asia could get caught in a “middle income”
trap thus, rendering the dream of an “Asian Century”
just that: a dream. This course examines these and
other challenges that Asia must confront and also the
opportunities that it must exploit to achieve the potential
of an Asian Century. It will bring together current views
on the development challenges facing Asia and also
provide a synthesis of learnings from the first two
modules of the MDM program.
that has three essential elements: (1) it must address a real-world problem for (2) a real-world client organization
with (3) a managerial solution to address the problem. The MRR reflects a student’s ability to apply and integrate
management skills and knowledge acquired throughout the academic year. The MRR is guided by a faculty
advisor throughout the year and a second faculty member serves as a critical reader. The final defense is carried
out in the presence of a third panelist, 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 presented.
A sample of approved MRRs over the years
Bangladesh
• Strategies for Improving the Situation of the Pavement
Dwellers: Case of Dhaka City (Subash Theophil Gomes,
MDM 2012)
Bhutan
•Strategic Human Resource Management: A Way
Forward for Bhutan National Bank (Shree Subedi, MDM
2010)
Cambodia
•A Policy Study on Rice Production and Exportation in
Cambodia (Mao Veasna, MDM 2010)
China
•Feasibility Study on eduPay – A Project for Channeling
OFW Remittance Payments Directly to Educational
Institutions in Batangas (Caroline Wei Shan Wu Beloe,
MDM 2010)
•Strategy for the New Energy Office of Jingxing County,
Hebei, China (David Yang Aijun, MDM 2010)
India
•Strategy for Implementing a Tech-vocational School
for the Oil Field Sector in Assam, India (Bhaswati
Chaudhury, MDM 2009)
•Making Panchayat Raj an Effective Vehicle for Rural
Empowerment and Development in Assam, India (Syed
Zahid Muhammad Chistie, MDM 2010)
•A Strategy to Improve Education among Children of
Indian Slums with Special Reference to Baraut, Uttar
Pradesh (Praveen Mishra, MDM 2011)
•A Management Strategy for the Implementation of
Smart Energy Meter System in Garhi Chaupal Area of
New Delhi, India for BSES Rajdhani Limited under Clean
and Green Energy Smart Grid Project (Shravan Kumar,
MDM 2012)
Myanmar
• A Strategy to Reduce HIV/AIDS among Injecting Drug
Users in Myanmar (Hlaing Min Oo, MDM 2013)
Nepal
• Improving Women’s Land Rights: A Strategy for
Community Self Reliance Center (CSRC) Nepal (Radha
Paudel, MDM 2010)
Pakistan
•Education for Labour Class Children: A Strategy for
Educating the Working Children of Sahiwal District,
Punjab, Pakistan (Tashfeen Siddique, MDM 2011)
Philippines
•Digitalization of Medical Records of Patients Consulting
at the Emergency Room of the Manila Doctors Hospital:
A Feasibility Study (Rommel Camantigue, MDM 2012)
•A Balanced Scorecard Approach to the UP Manila
School of Health Sciences Strategy for Health Human
Resource Development in the Philippines (Charlie Ercilla
Labarda, MDM 2012)
•An Evaluation and Strategy Implementation of the
Diocesan Pastoral Plan (DPP 2012-2016) of the
Diocese of Legazpi (Rex Paul B. Arjona, MDM 2013)
•Sustainability Plan for Wireless Access for Health:
Improving Health Outcomes in the Philippines through
Technology and Process (Maria Cecilia G. Benavidez,
MDM 2013)
•A Feasibility Study to Pilot the Micro-financing Strategy
of the Visayan Forum’s Kasambahay Program (Roland
Pacis, MDM 2013)
Sri Lanka
•An Integrated Strategy for Developing the Coconut
Industry in Sri Lanka: Focus on Gampaha and
Kurunegalac Districts in the Coconut Triangle (Roshani Neluwapathirana, MDM 2011)
Thailand
•A Community Empowerment Strategy for Maha
Sarakhang Alternative Agriculture Network (Therada
Namhai, MDM 2006)
Timor Leste
•A Comprehensive Local Development Plan Model for
Timor Leste (Henriqueta Da Silva, MDM 2011)
United States of America
• Knowledge Solutions at ADB: Wider Choices, Smarter
Development (Nancy Leon-Bailet, MDM 2010)
•A Strategy for Catholic Relief Service’s HIV/AIDS
Programs in Zambia (Petronella Chola Sims, MDM 2010)
Vietnam
•Management Audit in the Implementation of Social
Pension Benefit for Older Persons for the Provincial
Department of Labour Invalids and Social Affairs of
Thanh Hoa Province (Ngoc Thanh Phan, MDM 2012)
•Human Resources Strategy for HIV/AIDS Programs for
Ho Chi Minh City in the Transition
(Le Thi Ngoc Diep, MDM 2013)
ADMISSIONS
MDM
Applying for the Master in Development Management Program
Applying for admission to the MDM Program is easy with our secure online application at http://
mdmonlineadmissions.aim.edu. Before applying, review the admissions requirements provided in the
MDM Admissions portal. Accomplish the online application and submit scanned copies of the required official
documents. Then, prepare the original certified true copies of the required documents for submission once your
application has been accepted and forwarded for enrollment. For further clarification, you may send queries to the
AIM Admissions Office ([email protected]) or the Zuellig School’s Enrollment Management
team ([email protected]).
MDM Minimum Qualifications
1.Bachelor’s degree from a nationally-recognized university or institute of higher learning
2.Six years of full-time work experience, of which three years are at the supervisory or managerial level
3.Proficiency in oral and written English (Recommended level: IELTS Band 6)
4.Minimum age: 30 years as of year of study
Final Requirements
Preliminary Requirements
REGISTER ONLINE: http://mdmonlineadmissions.aim.edu
Upon receipt of the GMAT/AIMAT result,
the applicant shall be requested to submit
the final requirements for final evaluation.
The Admissions Director will review
the full application for clearance and
shall be forwarded for interviews upon
endorsement.
Development Executive Programs
Beyond development work:
Practical Vision
About the Program
The Zuellig School Development Executive Programs (DEPs) are short non-degree courses on specialized topics
relevant to development workers. Training is intense and practitioner-oriented, combining AIM’s case method with
lectures, discussions, and workshops. These programs are suitable for participants who need to return to work
and apply what they learn immediately.
The DEP Advantage: Urgent Needs, Particular Courses
The DEP responds to the crucial need for an intensive learning process for practitioners faced with immediate
challenges within their organizations. The duration of DEP courses vary from two days to four weeks depending
on the student’s chosen program. Institutions and government agencies across the world have sent leaders and
managers to AIM for DEP courses.
DEP Customized Programs
Application Procedure
•Essay (Please answer the questions
provided in the MDM admissions portal)
•ID Photo
•Resume/CV
•GMAT or AIM Admissions Test (AIMAT)
result
DEP
•Transcript of academic records
•Professional recommendation from present
or previous work supervisor
•ID page of passport or original copy of
National Statistics Office-issued certificate
of live birth (for Filipino applicants)
•Business registration (for self-employed
applicants)
•Medical certification/clearance
Wait for notice of application status and
result from the Admissions Office. An
acceptance letter will be issued upon
successful application.
These programs are for development institutions with specific needs for which the Zuellig School can customize
programs suitable to the organization’s requirements. As one of the few international graduate schools of
management that offers both private and public sector programs, AIM has access to a large pool of specialists.
As such, it has the capacity to design and implement programs on a very broad range of topics within the various
areas of business and development management.
Since 1976, AIM has been at the forefront
of development management education
in partnership with government, nongovernment organizations, and the private
sector in Asia.
DEVELOpment
Executive programs
• Financial Management – Corporate Valuation and Capital Source
• Financial Management – Foundations for Strategic Financial Management
• Forensic Accounting
•Governance and Development in Asia
•Government Accounting, Financial Reporting, and Expenditure Management
•Government Planning, Budgeting, and Investment Programming
•Internal Controls and Audit in the Public Sector
•International Financial Institutions and Development
•International Financial Institutions and Government
•Local Government Finance
• Private Sector and Government Owned and Controlled Corporation Finance
• Project Finance I
• Project Finance Part II
• Public Debt and Risk Management
• State-Owned Enterprises and GOCC Finance
• Taxation Principles and Practices
Program for Development Managers (PDM)
The Program for Development Managers is an intensive three-week course conducted by AIM for development
practitioners who yearn for a more systematic and professional induction into the discipline now known as “Development
Management”.
PDM’s design, approach, and learning materials reflect the Institute’s belief that a development manager should
demonstrate competence in basic functional, personal, organizational, and environmental skills. Moreover, the
development manager must be able to analyze and systematically process information in an integrative manner for
decision-making.
This program focuses on three aspects of managing organizations by a development champion: (a) the development
manager as a problem-solver, (b) the development manager as a strategist, and (c) the development manager as teamorganizer and builder. Cases are drawn from over four decades of development management experience at AIM.
Project Planning, Development, and Management (PPDM)
Programs and projects translate a country’s development strategies and plans into reality. Projects are thus, the cutting
edge of development and serve as the instruments by which development objectives are accomplished. PPDM introduces
a platform on which a manager can deliver: (a) project design and appraisal, (b) project implementation and management
of resources, and (c) monitoring and control.
The three-week program will revolve around building concepts and techniques in marketing, operations, finance,
economics, environmental management, and organizational development. This enables the participants to rise above the
technical rigors of program and project development and deal with issues from a managerial perspective.
Project and Procurement Management Course (PPMC)
Project and Procurement Management is a two-week program designed for procurement specialists and members of
implementation teams of large-scale projects that require procurement decisions and implementation of projects to be
consistent with global standards and best practice. This course develops the participants’ knowledge and skills in the
procurement of goods and services, and introduces them to international procurement policies and procedures.
Leadership and Change for Development Managers (LCDM)
Program for Senior Public Managers (PSPM) – Timor Leste and Lao PDR
Public Finance for Development Managers (PFDM)
Public Finance for Development Managers is designed to better prepare development practitioners and professionals in
public financial management. Originally developed for the Philippine Department of Finance and its affiliated agencies,
the program is being offered as a certificate course to Ministries of Finance and Economic Planning in the ASEAN region.
PFDM is also open to private commercial financial institutions that are interested in public finance issues and is offered
with the following specializations:
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•
•
•
Advance Taxation
Advanced Techniques in Financial Analysis
Capital Markets and Corporate Funding I
Capital Markets and Corporate Funding II
•
•
•
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Certificate in Development Management and Leadership (three weeks)
Certificate in Project Planning, Development, and Management (three weeks)
Certificate in Public Expenditures Management (two weeks)
Certificate in Results-based Management (two weeks)
PSPM-Lao PDR is in partnership with the Ministry of Education, Youth, and Sports. PSPM-Timor Leste is in partnership
with the Civil Service Commission and the National Institute of Public Administration.
Program in Development Management for Civil Society Managers
The Basic Development Management Program for I/NGO managers in Timor Leste was developed in response to a
request from the Human Resource Forum of Timor Leste, the association of international NGOs operating in Timor Leste,
to develop training packages for civil society managers in five areas:
Leadership and Change for Development Managers brings together leaders and senior officers of government, civil
society, and corporate social responsibility units in the private sector to look at leading change in the development world.
With development involving multiple stakeholders with different interests and needs, leaders must navigate through a field
of expectations that are sometimes in direct conflict but always demanding. LCDM looks into the role of the leader, the
importance of organization, and the development of skills in managing expectations towards change.
LCDM is a one-week course that examines the imperatives of organizational leadership in the context of managing
continuous organizational change. The great challenge is to build organizations that are both flexible and sustainable, and
effectively achieves its goals. This course will look into developing leadership skills and adaptive flexibility throughout the
organization.
The Program for Senior Public Managers is designed to develop and train senior managers from government, civil society,
and the private sector in four areas:
•Leadership and Change for Development Managers (one week)
• Project Management (one week)
• Financial Management (one week)
•Human Resource Management (one week)
• Procurement, Logistics, and Office Management (one week)
The Zuellig School has been consistently running customized programs for the following:
Department of Foreign Affairs
International Labour Organization
Economic Development and Diplomacy: Strategic Management and Leadership Program for Career Ministers in the
Department of Foreign Affairs
AIM-ILO Regional Training Course on Negotiation Skills for ASEAN Labour Attaches: Co-Creating the Future of
ASEAN Labour Migration
U.S. Agency for International Development (USAID) – Communication for Health Advancement through Networking and
Governance Enhancement (CHANGE) and Campaigns & Grey
Communication for Communicators (C4C): A Program in Transformative Leadership in Health Communication
FACULTY
Beyond Teaching:
Empowering Minds
Benjamin C. Bagadion, PhD
PhD in Development Sociology, Cornell University
Former Undersecretary, Department of Environment and
Natural Resources, Philippines
Course(s): Analyzing the Development Environment, Project Planning,
Development, and Management
Buenaventura F. Canto III
MBA, Graduate School of Business, Ateneo de Manila University
Course(s): Strategic Management
Veronica Caparas, PhD*
PhD in Theoretical, Cultural, and International Studies in Education,
University of Alberta
Course(s): Written Analysis of Cases
Ronald T. Chua
MBA, Asian Institute of Management
Course(s): Budgeting and Finance, Operations Management
The faculty members of the Zuellig School are development managers themselves having served in private,
public, and non-government organizations at various top-level positions in developing countries. Thus, there is a
strong combination of the theoretical and the practical in the Zuellig School’s programs as taught by the School’s
core faculty.
Our new mission in the Zuellig School has been expanded
to include work with emerging nations towards building a
national corps of managers who can manage public service
delivery programs and poverty alleviation projects. We are
offering Zuellig School as a partner to Asian governments in
developing senior government and NGO managers who can
make a difference in their countries.
– Juan Miguel M. Luz, Dean, ZSDM
Ma. Nieves R. Confesor
MPA, John F. Kennedy School of Government, Harvard University
MBA, Graduate School of Business, Ateneo de Manila University
Former Secretary, Department of Labor, Philippines
Course(s): Leadership, Strategic Negotiations
Manuel J. De Vera
Executive Director, Team Energy Center for Bridging Leadership (AIM)
MPA, John F. Kennedy School of Government, Harvard University
Course(s): Public Policy, Leadership, Strategic Negotiations
Jamil Paolo Francisco, PhD*
PhD in Economics, Ateneo de Manila University
Course(s): Economics
Jacinto Gavino, DPA*
DPA, University of the Philippines
Course(s): Marketing Management
Kenneth Hartigan-Go, MD
Academic Director, Master in Development Management
Doctor of Medicine, University of Newcastle
Doctor of Medicine, University of the Philippines
Former Director, Philippine Food and Drug Administration (FDA)
Course(s): Health Policy and Management
Mario Antonio G. Lopez**
MPA, John F. Kennedy School of Government, Harvard University
MBA, Asian Institute of Management
Course(s): Human Behavior in Development Organizations
Juan Miguel M. Luz
Dean, Stephen Zuellig Graduate School of Development Management
MPA, John F. Kennedy School of Government, Harvard University
Former Undersecretary, Department of Education, Philippines
Course(s): Analyzing the Development Environment, Strategic Management in
Development
Benjamin C. Bagadion, PhD
Buenaventura Canto, III
Veronica Caparas,
PhD
Anita M. Celdran
Ronald T. Chua
Ma. Nieves R. Confesor
Manuel J. De Vera
Jamil Paolo Francisco, PhD
Jacinto Gavino,DPA
Kenneth Hartigan-Go, MD
Mario Antonio G. Lopez
Juan Miguel M. Luz
Rufo R. Mendoza, PhD
Ronald U. Mendoza, PhD
Gillian Stevens, PhD
Rufo R. Mendoza, PhD
Program Director, Executive Master in Development Management
PhD in Community Development, University of the Philippines-Los Baños
Course(s): Public Finance, Finance and Budgeting, Project Planning, Development,
and Management
Ronald U. Mendoza, PhD
Executive Director, AIM Policy Center
PhD in Economics, Fordham University
MPP, John F. Kennedy School of Government, Harvard University
Course(s): Economics
Gillian Stevens, PhD*
PhD in Management Education, University of Bristol
Course(s): Human Resource Development
Adjunct Faculty
Nihal Amerasinghe, PhD
PhD in Economics, University of London
Former Director-General, Asian Development Bank
Course(s): Economics, Project Planning, Development, and Management
Alvin P. Ang, PhD
PhD in Applied Economics, Osaka University
Course(s): Economics
Anita M. Celdran
Program Director, Master in Development Management
MA, Duke University
Course(s): Rapid Area Assessment, International Field Review,
Graduate Seminar on Development Management
Rogelio S. Chua
MBA, VLG Management School, Catholic University of Leuven
Course(s): Social Marketing, Data Analytics
Soledad A. Hernando, PhD
PhD in Educational Sociology-Anthropology, University of the Philippines
Course(s): Human Resource Management
Henry P. Ma, PhD
PhD in Economics, University of Pennsylvania
Former Country Head, International Monetary Fund
Course(s): Economics
Robert Wihtol, PhD
PhD, University of Oxford
Former Director General, East Asia Department, Asian Development Bank
Course(s): International Financial Institutions and Development
*Core faculty of the Washington SyCip Graduate School of Business, AIM
**Core faculty of the Executive Education and Lifelong Learning Center, AIM
India Representative Office
Office No. 405, Madhava Building (behind Bandra Family Court),
Bandra Kurla Complex, Bandra (East), Mumbai 400051
Tel: +91 22 26598874, 75
Fax: +91 22 26598873
Email: [email protected], [email protected]
Indonesia Representative Office
Sequis Center, 8th Floor, Jalan Jendral Sudirman 71, Senayan,
Kebayoran Baru, Jakarta Selatan 12190
Tel: +62 21 5223306
Fax: +62 21 5223307
Email: [email protected]; [email protected]
Malaysia Representative Office
No. 80 Jalan Taman Seputeh, 5800 Kuala Lumpur
Tel: +603 22744897
Fax: +603 22730422
Email: [email protected]; [email protected]
Thailand Representative Office
AIM Management (Thailand) Co. Ltd., Level 33 Interchange 21,
399 Sukhumvit Road, North Klongtoey, Wattana, Bangkok 10110
Tel: +662 6606205
Email: [email protected]; [email protected]
Asian Institute of Management
Eugenio Lopez Foundation Building,
Joseph R. McMicking Campus,
123 Paseo de Roxas, Makati City
1229, Philippines