EXECUTIVE MASTERS IN LEADERSHIP, STRATEGY AND INNOVATION

Transcription

1 EXECUTIVE MASTERS IN LEADERSHIP, STRATEGY AND INNOVATION FROM MURDOCH UNIVERSITY, AUSTRALIA 1

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 2

3 ABOUT US London Examinations Board ( LEB ) is a UK entity registered with the UK Register of Learning Providers (number ) 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. 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: 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. Tel: enquiry@leb.education LEB has collaborations with UK universities to deliver our qualification overseas and collaborations with Australian and other overseas universities (like Murdoch 3

4 ABOUT THE PROGRAMME 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* 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. 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. *enrolments: in Europe = Singapore; and Asia = Perth 4

5 WHAT S GREAT ABOUT THE EMLSI? All learning materials are online There are dedicated online module facilitators There are monthly face to face sessions to keep yourself motivated and current Singapore 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 Perth, Australia Interim Award: Post Graduate Diploma in Business Administration Institution: London Examination Board Duration: 12 to 15 months 5

6 WHY CHOOSE THE EMLSI PROGRAMME? 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) 6

7 Phase 1: London Examinations Board - PGDBA 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. 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 decisionmaking 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. THE PGDBA MODULES: The Modules Learning Outcomes Ability to critically evaluate the informational content of financial and accounting reports and their use as a tool for appraising corporate performance Managerial Accounting 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 7

8 Critical evaluation of the operations management philosophies of "push" and "pull" Managing Operations Managing Business Strategy Human Capital Management Financial Management Leading Organisation 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 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 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 Have the financial tools needed to make good business decisions with an emphasis on linking corporate finance to other aspects of corporate strategy 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 Understand the concepts and skills of project management with the following aims: Project Management 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 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 8

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: 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. Lectures and readings Case study discussions and debates Course notes and knowledge transfer sessions Quizzes and assessments Video journals and podcasts Module MBS638 International Immersion Dates TBA Description and Learning Outcomes 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 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. 9

10 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 MBS601 Leadership Dynamics (T2) Mon 30 April Fri 25 May, 2018 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. MBS602 Developing High Performance Work Teams (T2) Mon 28 May Fri 22 June, 2018 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. 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. MBS604 Manager as a Performance Coach (T2) Mon 25 June Fri 20 July, 2018 ULO6: Evaluate the importance that organisational and national culture plays in driving High Performance Work System 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. 10

11 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 MBS608 Leading from Strategy to Operations (T3) Mon 17 Sept Fri 12 Oct, 2018 ULO5: Evaluate action consequences on the strategic and policy environment of the organisation. 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 11

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 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 MBS609 Rethinking Strategic Value of Markets and Consumers (T3) Mon 15 Oct Fri 9 Nov, 2018 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 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 MBS613 Managing a Global Business (T1) 2019 Mon 7 Jan Fri 1 Feb, 2019 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 MBS628 Creating Value for Organisations (T1) 2019 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 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 12

13 various stakeholders through the principles of co-creation; mainstream innovation across the organisation while managing risk; and improve decisionmaking to drive organisational performance Mon 4 Feb Fri 1 Mar, 2019 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 decisionmaking 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 multistakeholder 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-societyand-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 inhouse 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 13

14 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 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 nongovernmental 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 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 14

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 15 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 Perth, Australia 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

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. 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 us at enquiry@leb.education Singapore 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 16

17 SPECIMEN OCTOBER 2017 INTAKE SCHEDULE AND PLANNER Date Managerial Accounting LEB Module 1 (M1) October Face to Face Workshops Online Learning 1 st to 8 th M1 x 8 hour 9 th to 15 th 16 th to 22 nd M1 x 4 hour M2 x 4 hour 23 rd to th November Assignment due date LEB Module 2 (M2) November Marketing Management 1 st to 12 th 13 th to 19 th 20 th to 26 th M2 x 8 hour 27 th to 30 th 31 st December Assignment due date LEB Module 3 (M3) December Managing Operations 1 st to 10 th M3 x 8 hour 11 th to 17 th M3 x 4 hour M4 x 4 hour 18 th to 24 th 25 th to 31 st 31 January Assignment due date 17

18 LEB Module 4 (M4) January Managing Business Strategy 1 st to 7 th 8 th to 14 th M4 x 8 hour 15 th to21st 22 nd to 31 st 28 February Assignment due date LEB Module 5 (M5) February Human Capital Management 1 st to 11 th M5 x 8 hour 12 th to 18 th 19 th to 25 th M5 x 4 hour M6 x 4 hour 26 th to 28 th 31 March Assignment due date LEB Module 6 (M6) March Financial Management 1 st to 11 th 12 th to 18 th M6 x 8 hour 19 th to 25 th 26 th to 31 st 30 April Assignment due date LEB Module 7 (M7) April Leading Organisation 1 st to 8 th M7 x 8 hour 9 th to 15 th 16 th to 22 nd M7 x 4 hour M8 x 4 hour 23 rd to 30 th 18

19 31 May Assignment due date LEB Module 8 (M8) May Project Management 1 st to 6 th 7 th to 13 th M8 x 8 hour 14 th to 20 th 21 st to 31 st 18 th June Assignment due date Murdoch University International Immersion 18 th to 30 th June Assessment 1 due date 1 st July Flight to Singapore 2 nd to 4 th 3 x 5 hour workshops 4 th to 31 st Assessment 2 and 3 due Capstone Project 5 th to 7 th 1 x 5 hour workshop 8 th July to 31 st August Assessment 1, 2 and 3 31 August Capstone Project due Murdoch Module 1 July Leadership Dynamics - From Follower to Leader 1 st to 8 th 9 th to 15 th Assessment 1 due 16 th to 22 nd Assessment 2 due 23 rd to 30 th 31 st Assessment 3 due Murdoch Module 2 August Rethinking Strategic Value of Markets and Consumers 1 st to 12 th Assessment 1 due 13 th to 19 th 19

20 20 th to 26 th Assessment 2 due 27 th to 30th 31 st Assessment 3 due Murdoch Module 3 September Stakeholder Governance in a Business-Society Ecosystem 1 st to 9 th Assessment 1 due 10 th to 16 th 17 th to 23 rd Assessment 2 due 24 th t0 29 th 30 th Assessment 3 due Murdoch Capstone July to September Capstone Project 31 st July Assessment 1 due 31 st August Assessment 2 due 30 th September Assessment 3 due 20

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