AIM CDM Brochure

8/8/2019 AIM CDM Brochure

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C E N T E R F O RDEVELOPMENTMANAGEMENT

MDMMASTER IN DEVELOPMENT MANAGEMENT

DEPDEVELOPMENT EXECUTIVE PROGRAMS



ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT

Development management educationfor competent, innovative and

responsible leadership

“In today’s world, development connotes a much broader meaning and signifies the nurturing of

the country’s economic, natural and human resources in harmony with each other.

The CDM at AIM recognized this much earlier. The attitudes and skills required to integrate

these considerations are significant value additions to oneself at the MDM program. Exposure to

successful development initiatives enhances the ability to provide relevant options and development

approaches in one’s work environment through the acquired skills, knowledge and experiences.”

— Ashok Sharma, MDMDirector, Governance and FinanceSouth Asia Regional Department

Asian Development Bank

The Changing Roles of Development Managers

in AsiaTwenty-first century globalization has

forced developing nations to confront

new and more daunting challenges to

their growth and development.

Asian countries, in particular, must

bridge the societal divides between

the rich and the poor, meet the basic

demands of developing societies, and

ensure environmental conservation.

These are possible only with continuous

collaboration between development and

business enterprise.

Today’s Asian development managersmust therefore know how to operate

within shared governance systems.

They should be skilled in matching

and managing the interests of various

sectors—government, civil society and

private business—on national, regional

and global levels. They must craft

creative policies and implement effective

programs that not only bring about

sustainable development, but address thecauses of social injustices and conflict.

The AIM Centerfor DevelopmentManagementThe Center for Development Management

(CDM) is AIM’s response to the challenge

of sustaining Asian development. The

CDM‘s mission is to mold its students into

the next generation of development leaders

and change agents of their respective

countries and organizations.

Management education at the CDM means

developing Asian managers who excelat the discipline of management in the

development context.

Towards this end, the center’s global

outlook is reflected today in the number of

nationalities that have joined its various

programs.





MDM students are among the most passionate and

nvolved advocates of responsible and sustainable

development in Asia today. They represent a myriad

f ric h cultures and diverse backgrounds, whichnrich the course with more than a lifetime’s learning

xperience.

MDM participants have unique characteristics.

They have greater actual work and managerial

xperience than regular master degree programs

tudents. Average work experience of MDM

participants is eight (8) years. They are seasoned

professionals, able to exercise sound management

udgment and to share worthwhile experiences.

Experience in development programs, projects, or

institutions, whether public or private, can enhance

the overall chances of the applicant for admission. The

Admissions Committee uses various criteria is selectingcandidates for the MDM Program. These include

successfully passing the AIM Admission Test (AIMAT)

or GMAT. The required passing score: Average Rating

for AIMAT or 600 points for GMAT, the applicant’s

work experience, career plans, academic records, results

of interview, maturity and motivation. The Selection

Committee also takes into consideration the professional

recommendation and the essay submitted by the

applicant in fulfillment of admission requirements.

Learn with Exceptional People

Sponsoring Organizations(Partial List)Asian Development Bank—Japan Scholarship

Association of Southeast Asian Nations(ASEAN) Foundation

Ayala Foundation

Bank of Indonesia

Canadian International Development Agency (CIDA)

Danish International Development Agency (DANIDA)

Ford Foundation—International FellowshipProgram (IFP)

Gonoshahajjo Sangstha (Bangladesh)

Government of India

Internationale Weiterbildung und EntwicklunggGmbH (InWEnt)

Konrad Adenauer Foundation (KAF)

Landbank of the Philippines

Ministry of Agriculture (Indonesia)

Ministry of Home Affairs (Indonesia)

National Bank for Agriculture and Rural

Development (India)

Open Society Institute

Packard Foundation

Philippines Bureau of Fisheries and Aquatic Resources

Ramon Magsaysay Foundation

Royal Civil Service Commission (Bhutan)

Royal Netherlands Embassy

Swiss Aid

Swiss Interchurch Aid (HEKS)

United Nations Development Programme

United Nations Population Fund (U NFPA)

United Mission to NepalUnited States Agency for InternationalDevelopment (USAID)

Various Philippine Government Agencies

Winrock International (China)

World Bank

World Health Organization

World Wildlife Fund (WWF)

MDM AlumniCountry of OriginSOUTH ASIA

Bangladesh

Bhutan

India

Nepal

Pakistan

Sri Lanka

Maldives

EAST ASIA

People’s Republic of

China

Taiwan

Japan

SOUTHEAST ASIA

Indonesia

Lao PDR

Malaysia

Philippines

Thailand

Vietnam

Cambodia

Myanmar

PACIFIC GROUP OF ISLANDS

Fiji

Republic of Kiribati

Papua New Guinea

AFRICA

Nigeria

Kenya

OTHERS

United States of America

United Kingdom

Norway

Bolivia

Germany

The Master in Development Management (MDM) is an intensive, innovative and practitioner-oriented 11-month

program designed to prepare development executives and practitioners to manage and lead public and civil

ociety organizations, cooperatives and private non-profit firms amidst economic and political transitions.

Qualifications:• A college degree

• Proficiency in both oral and

written English (IELTS Band 6

or better)

• At least six (6) years work

experience, three (3) years of

which should have been in

a supervisory or managerial

capacity

• Strong leadership potential

• Clear motivation and drive

• Solid analytical skills and

emotional maturity

“The ultimate objective of development is...human freedom. When your company’s program seems

contrary to this basic principle, you should be the first one to raise the flag. This is what the AIM

experience has empowered us to do.”

— Alexandre Sarmento, MDMProgramme Officer, UNDP Timor Leste

“AIM was a most welcome and refreshing experience...It was a period of d istinct awakening for me.”

— - Regina Paz Lopez, MDM

ABS-CBN Foundation, Philippines





Learn by DoingDevelopment management education in the MDM program focuses on the mastery of

earning itself. Part of the learning process involves bridging theory with reality.

The extensive use of cases brings experience into the classroom, and allows students to

earn what works (and what doesn’t) in real life.

The learning method adopted by the

MDM program focuses on the mastery of

earning itself.

Case Method. The case method is the primary

mode of l earning utilized in all programs

at the AIM. In this method, students

work through a rigorous examination of

management cases in intense class discussions

guided by a professor.

The students are grouped into small

“Learning Teams” and are encouraged to

meet and discuss their findings. With faculty

guidance, students investigate the factors

and issues that affect each management case.

Students are also responsible for acquiring,

analyzing, and evaluating information

that will enable them to internalize the

managerial lessons presented in the cases.

Class Participation. Students are expected to

prepare for class sessions by doing assigned

readings and meeting in study groups to

discuss case materials. During class sessions,

they should diagnose the problems presented

in several development management cases,

propose alternative strategies, and debate the

advantages of each.

Individual Reflection Papers. Students reflect

on their experiences and insights on the cases

and other class activities, re-examining their

challenges and situations.

Modes of Learning

“The case study method lets the

student develop analytical thinking

in a contextual situation.“

— Kusuma Adinugroho, MDMSenior Program Officer, Crisis Prevention

and Recovery Unit, UNDP Indonesia

“The course (MDM) provides the

theory as well as the practical

experience of development work

from different perspectives. The

professors inspire the students to

work and think in a different way by

broadening their sight and preparingthem for global cooperation and

collaboration. With the rapid change

in the international environment,

this...provides students with more

confidence.” — Lu Yao, MDM

Network Coordinator, Yunnan Healthand Development Association, People’s

Republic of China

Group Reports: The students also work

frequently in small groups with members

from diverse backgrounds. They present

their analyses of management cases or

insights on various topics taken up in class.

Examinations: In Written Analysis of Cases

(WAC) and essay exams, students’ analyses

should reflect a good understanding of the

concepts discussed in the class.

The Professional Enhancement Program.

The program provides opportunities for

students to attend talks, discussion fora

and seminars conducted by experts and

practitioners in the development field.

They gain a rich perspective of the

development field, build up networks, and

become equipped with proven approaches

to development challenges.

The International Movement of

Development Managers. Upon the

successful completion of the program, the

students become part of an international

network of MDM alumni known as the

International Movement of Development

Managers (IMDM). It provides a venue

for development managers to exchange

ideas, promoting closer collaboration

and cooperation.



DevelopmentManager/Leader

T r a n s f o

r m a t i o

n a l

V i s i o

n a r y

Creator of Public Valueand Maximizer of Sustainable

Public Goods

MODULE 3: Integrating Functional Skills and ResourcesEnsuring Institutionalization and Sustainability of Development Efforts

in the varied Arenas of Development

M O D U L E

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e v e l o

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e r s

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a n a g

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e v e l o

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M

O D U L E 2 : L e a d

e r s h i p a n

d S t r a t e g

i c M a n

a g e m

e n t i n

D e v e l o

p m e n

t

A p p

l y i n g

M a n

a g e r i a l E x p

e r i e n c e a n

d I n

s p i r i n g

L e a d e r s h

i p i n

A f f e c t i n

g S u

b s t a n

t i v e C h a n g

e a n d R e f o

r m s

MODULE 1:

SCANNING THEDEVELOPMENTENVIRONMENTAnalysis of DevelopmentEnvironments (ADE)

eeks to develop the students to

assume various roles: as leader,

opportunity seeker, change agent

and integrator—and become highly

apable in building alliances among

takeholders across organizations,

ndustries and nations.

Transforming DevelopmentOrganizations (TDO) The

ourse focuses on the study of

xternal and internal processes that

mark the establishment, emergence

and evolution of development

organizations in a particular

etting. It aims to initiate the

development managementtudent into environments

which give rise to various types of

organizations. The close interplay

between the external forces and the

mpetus within the organization

must be well-understood by the

development manager.

Financial Management(FM) provides various

perspectives and concepts on

esource mobilization and

allocation, as well as development

Learn with Academic Rigor

finance in general. Students

practice the principle of doing well

while doing good. They develop

their attitude towards finance as

a necessary tool of development,

and an understanding of financial

institutions and the financial side

of government.

Economics for DevelopmentManagers (EDM) provides the

core principles and analytical tools

of the main fields of foundational

economics—Macroeconomics,

Microeconomics, and Development

Economics—for a sound

understanding of economic

outcomes. In the absence of such

a comprehension, the usefulness

of development management as

a tool for enhancing economic

performance of economies will

not be fully appreciated by itspractitioners.

MODULE 2 :LEADERSHIPAND STRATEGICMANAGEMENT INDEVELOPMENTStrategic Managementin Development (SMD)

enhances the capabilities of

students to craft superior

strategies, structures and

systems for their organizations.

The AIM Master in Development Management (MDM) Program spans a period of 11 months.

The program is intensive. Participants must complete three (3) modules of on-campus works,

wo (2) weeks of Rapid Area Assessment, off-campus assignments, and at least six (6) Written

Analyses of Cases throughout Modules 1 and 2. Core courses broken into Modules 1 & 2 are

offered on-campus during the first 24 weeks.

Program and Project

Management andDevelopment (PPDM)

examines the design,

implementation and assessment

of superior programs and

projects that contribute to public

prosperity and a better quality of

life for the people served.

Leadership and theManagement of Change(LMC) defines leadership

skills, roles and styles

appropriate for development

managers in leading

organizations or communities.

Strategic HumanResource Management

(SHRM) This course aims to

bring participants to a better

understanding of: Contribution of Human

Resource Management to

organizational performance

Application of Human

Resource Management

Functional Clusters

Importance of improving

competence of Human

Resource Management Staff

Formulation of a long-term

Human Resource Strategy

to support Organizational

Strategy


“We learned to have discipline to focus on the goal and surmount the pressure.”

—Sandy Prieto-Romualdez, MDM

President & CEO, Philippine Daily I nquirer, Philippines



MODULE 3 :NTEGRATING

FUNCTIONAL SKILLSAND RESOURCESBanking with the Poor explains

he financial service requirements

and risk profiles of low-

ncome households and their

microenterprises. It illustrates

different models of banking with

he poor, as well as the issues

aced by institutions engaged in

banking with the poor.

Development Economics for

Managers introduces the major

onclusions of empirical research in

Development Economics. It aims

o provide a solid understanding

of the paradigms, methodologies,

and key issues of Development

Economics and its relevance to

development management.

Development Finance gives a

lear view on how the financial

ystem works, how institutions

or development work interact,

and how they take care of their

financial resources to ensure

ontinuous development.

Development of Asian Economies

llustrates the holistic and multi-aceted view of the development

xperience of Asian economies,

and helps the students build

a broad-based perspective of

development history as well as

a feel for policy reforms and

development concerns from

different perspectives.

Earn Your MDM withLeadership Development

Urban Environmental

Management provides an

overview of management issues

and challenges facing Asian

mega cities and urban centers,

with emphasis on problems of

infrastructure and service.

Globalization and Integration

provides an in-depth analysis

of the implications of ongoing

globalization and regionalism in the

Western Hemisphere, and of the sub-regional integration efforts

in Asia.

Human Resource Management

for Development Organizations

aims to deepen the students’

understanding of the contribution

of Human Resource Management

(HRM) to organizational

performance in development

organizations, the application

of HRM functional clusters in

development organizations and

the imperative to improve the

competence of the HRM staff in

development organizations. It also

underscores the formulation of a

long-term HR strategy to support

the vision, mission, organization

and strategies of development

organizations.

International Financial

Institutions provides insights

into the work of the three most

important International Financial

Institutions (IFI) working in the

Asia-Pacific region, namely, the

International Monetary Fund,

the World Bank Group and the

Asian Development Bank. It

also provides a good balance

between theory and practice as

illustrated by examples of actual

IFI interventions in South and

Southeast Asia.

Managing State Reforms

introduces the key concepts

and tools in the areas of shared

governance, management of

change, institution building,

building coalitions and alliances

for reforms, and social marketing.

It helps students to identify

emerging trends and issues instate reforms and to understand

the policy environment and state

apparatus. It also enhances their

leadership and organizational

capabilities, and underscores the

need to explore the dynamics of

building alliances and coalitions

for reforms within and outside the

bureaucracy.

Performance Management

Systems illustrates existing

Performance Management System

models, various approaches and

methods for assessing staff and

rewarding high performance in

organizations.

Privatization deals with the

dynamics of privatization in a

developing country. It also aimsto enhance the students’ skills

in policy formulation, precise

planning, the proper execution in

privatizing public enterprises.

Self-Mastery, Art and Spirituality

provides an in-depth experience of

the workings of the inner faculties

of an individual, and how it can

be used to enrich and humanize

leadership and decision-making

processes. It is anchored on the

pillars of self-knowledge, the

arts, and the various spiritual

disciplines of the world.

Strategy Negotiations and

Conflict Management introducesthe theory and practice of

negotiations as a critical

component of conflict settlement/

management and resolution.

It provides the students core

principles and strategies for

managing conflicts across groups,

establishing coalitions and creating

value for oneself, one’s group

and community. It also offers a

systematic process for diagnosing,

planning, implementing and

following up any attempt to

manage conflict and disagreement

constructively.

Sources and Uses of Power

provides a framework for studying

power in situations at the

personal, corporate, national and

international levels.

Social Entrepreneurship and

Enterprise Development

deals with the evolving theory

and practice of entrepreneurship

and enterprise development. It

provides an understanding of

the concept of social enterprise,

how it differs from the business

enterprise and the role of

the social entrepreneur as an

economic change agent.

Public Policy Analysis and Advocacy

examines frameworks and

techniques for public policy analysis

to identify issues, problems

and trends that require policyinterventions. Advocacy strategies

and tactics for implementation are

examined for replicability.

Bridging Leadership will equip

the participants with the

necessary knowledge and skills

to convene, lead, and sustain

the collaborative work that

current realities require. Drawing

from the experiences of actual

collaborative work and employing

a combination of lectures,

structured learning exercises

and simulations, the Workshop

will expose the participants

to a prescriptive Leadership

Framework that will allow

them to clarify their core role as

development managers in relation

to the issues they face, and then

present concrete ideas on how

to bring partner stakeholders

together to more effectively

address their collective issues.

Design and Execution of Training

equips students with skills,

concepts, principles, attitudes

and orientations in planning and

managing training programs.

The course seeks to enhance the

Development Managers’ ability to

ensure sustainability through the

transfer of competencies required

for development work.

Regional Integration in Asia isuseful for education leaders and

managers in both the public and

private sectors. It covers the latest

developments in the changing

inputs, processes, outputs and

outcomes of the educational

systems in the region especially as

they relate to other economies.

Results-Based Management:

Principles and Practices introduces

results-based management

(RBM) principles and practices

in development institutions. It

emphasizes the role of results-

based leadership, governance and

budgeting in getting started on

RBM, and in sustaining it.


Depending on the availability of the faculty and theinterests of students,not all these electives are offered

in a given year.However,other courses and electivesmay be designed and made available.

“The MDM program...strengthened my leadership and

commitment working for the poor.“

— Handoko Ngadiman, MDM

National Director, Habitat For Humanity, Mumbai, India




“The education I received from AIM has served me very well in my career and personal life, and

in the process allowed me to help improve the organization I belong to, the Philippine Navy.”

— Capt. Jose Renan Suarez, MDM

Philippine Navy (General Staff Corps) and Naval Modernization Office Director

Major MDM Learning ActivitiesThe Rapid Area Assessment

(RAA). The Rapid Area Assessment

(RAA) is a major learning activity

in Module I. The students, grouped

into learning teams, undertake

actual area assessment for ten (10)

days. This activity gives them the

opportunity to apply development

management skills in a particular

area or sector of interest. RAA

findings are presented and defended

before all MDM faculty members.

Written Analysis of Case (WAC).

A major activity in Modules 1 and

2 is the written analysis of case

(WAC). This requires students

to analyze a management case

in development, and to submit a

complete and well thought-out

written analysis of the case. The

students submit four (4) WACs in

Module 1, and two analyses (2)

in Module 2. Each WAC session

dwells on a specific functional

area, or concepts and tools across

functions. The WAC sessions

complement the learning objectives

of classroom case discussions and

help prepare students for their

Management Research Report.

The Management Research

Report (MRR). The Management

Research Report (MRR) is a major

requirement of the MDM program.

It gives students the opportunity

to apply and integrate the skills

and knowledge they have acquired.

It also gives them the opportunity

to formulate an organizational

strategy that will effect substantive

change on their organizations and

communities. The students are

assigned a faculty mentor/adviser

to coach them in preparation and

completion of their Management

Research Reports.

Mentoring Program. The

mentoring program is a

mechanism whereby CDM faculty

members provide students with

their skills, experience and

perspectives.CDM faculty serve

as mentors of the students,

particularly in accomplishing the

Management Research Report,

which is the equivalent of a

masteral thesis.

Learning Teams. The students

are grouped into learning teams.

Mentoring sessions with the

faculty are scheduled on a regular

basis to help the students develop

their lifelong learning skills.

Through this, students become

effective learners, not only during

the MDM program, but also long

after the program ends and they

return to their organizations and

communities to assume their roles

as mentors.

“...AIM helped me cope with very adverse situations, such as the ones I have experienced here, to

continue to implement the development endeavor.”

— Pradip Maharjan, MDM

Marketing Team Leader, Winrock International, Nepal




Regular Certificate Programs

Project and Procurement Management Course (PPMC)

This 2-week course is for procurement specialists,

members of project teams funded by national

and international agencies, and high-level staff

responsible for making policy decisions and

implementing projects. It develops the participant’s

skills in the design and management of projects,

exposes them to the operational procurement

policies and guidelines of donor agencies, and

enhances their knowledge and skills in the

procurement of goods and services.

Program for Development Managers (PDM)

A quick and systematic introduction to the discipline

of development management, this intensive

3-week course broadens participants’ perspec tives on

development and enhances their skills in designing

and managing strategies, systems and structures for

the implementation of development initiatives.

Project Planning, Development and

Management (PPDM)

This 4-week program introduces participants to the

concepts, tools and techniques required to efficiently

design and implement development programs and

projects. It hones their ability to package projects

into effective and sustainable programs, enabling

them to deal with development issues from a

managerial perspective.

Development Executive Programs

DEPDEVELOPMENT EXECUTIVE PROGRAMS

DEPs are short, non-degree programs on specialized topics relevant to development

workers. Training is intense and practitioner-oriented, combining AIM’s case method,

analysis, lectures, discussions and workshops. These programs are suitable for

participants who need to return to work and apply what they learned immediately.

Special Development Management Topics

These consist of short training and seminars on

various areas relevant to the needs of development

managers and institutions. Topics offered in this

category include:

• Results-Based Management

• Bridging Leadership

• Leadership and Management of Change

• Competitiveness and Development

• Strategic Management

• Social Marketing

• Urban Development Management

• Human Resource Management in

Development Organizations

• Climate Change Management

• Development Finance

• Public-Private Partnerships

Customized Programs, Consultancies, and

Special Projects

CDM also offers customized programs tailored to

suit development institutions with special needs.

With a large pool of management experts and

specialists, the center provides consultancy services

for a large number of local, national, international

and multilateral agencies.

Sending Institutions

Our DEP participants come from a wide range of

institutions, including:

• United States Agency for International

Development (USAID)

• International Institute for Education (IIE)

• International Institute for Rural Reconstruction

(IIRR)

• United Nations Development Program (UNDP)

• Asian Development Bank (ADB)

• Danish International Development Agency

(DANIDA)

• Consultants Assistance and Relief Everywhere

(CARE)

• Federal Land Consolidated and Rehabilitation

Authority (FELCRA)

• Ford Foundation

• Canadian International Development Agency

(CIDA)• National Movement for Young Legislators

(NMYL)

• Clean Air Initiatives for Asian Cities (CAI-Asia)

• Japan International Cooperation Agency (JICA)

• Autonomous Region for Muslim Mindanao

(ARMM)

• Konrad Adeneur Foundation (KAF)

• Growth with Equity in Mindanao (GEM)

• Various local and national government agencies

from the Asian region and beyond (e.g.

Philippines, Vietnam, Indonesia, East Timor,

Malaysia, Thailand, Bhutan, India, Nepal,

Myanmar / Burma, Sudan, etc.).

“Thanks to AIM, it saved not only my organization’s life but the lives of those it serves...

With a clear vision and objective, I now can use the tools to empower others as I do to myself.”

— Estrella Amistoso, PDM

Director, Liwanag ng Buhay Disability Foundation, Inc., Philippines

or more details on the DEPs and enrollment requirements, visit www.cdm.aim.edu or call (632) 8924011.




CDM works with government agencies,

NGOs and community organizations

n developing and piloting customized

raining programs and modules on different

development management challenges. With

ts highly qualified faculty and a variednetwork of field specialists, CDM can

engage in a wide scope of special projects

with great flexibility.

Examples of the center’s most recent

engagements include: a United Nations

Development Program-funded course on

governance and strategic management

Customized Programs and Special Projectsfor Sudan’s key government officials;

a development executive program

series in Mindanao, Philippines in

partnership with the Japan International

Cooperation Agency (JICA); a project

planning and procurement managementcourse for the Ministry of Finance

in Jakarta, Indonesia; and core

professionalization modules for public

procurement practitioners under a

World Bank grant to the Government

Procurement Policy Board (GPPB) of

the Philippines.

CDMCENTER FOR DEVELOPMENT MANAGEMENT

Over the years, CDM has built a

reputation for research projects and

cases that go beyond the theoretical

and academic work offered by more

traditional institutions. The research

it generates highlights important

management aspects of real-life

development situations, providing

opportunities to derive lessons that can

be applied to similar scenarios.

Asian and other multilateral

institutions that have partnered

with CDM for research include: the

Ramon Magsaysay Foundation, the

Philippine NGO Support Program, Inc.

(PHANSuP), the Ford Foundation, the

Ayala Foundation Inc. (AFI), the Japan

Bank for International Cooperation

(JBIC), and the United Nations

Development Program (UNDP).

Development Research

“I am proud of being one of the students of AIM

because I learned how to make changes and to

facilitate progress for the people.”

— Mirza Abdullahi, PDM

Director, Independent Administrative Reform and Civil

Service Commission Kabul, Afghanistan

“I got valuable training when I took the AIM Project Planning Development & Management...

Working with drug addicts and preventing their risks for HIV enriched my personal experience,

and I was able to apply my PPDM knowledge in that project very effectively.”

— Mohammed Zafor “Ha-Mim” Ullah Nizam, PPDM

Senior Training Officer, Save the Children, Australia

“The materials we have been exposed to

cover the whole region of Southeast Asia. It

is so enriching, so informative, so inspiring...“

— H.E. Dr. Mohamed Yousif Ahmed Elmustafa

State Minister of Labour, Republic of Sudan

“AIM is the preferred choice of institution

considering its record, its prestige in

Asia, and its competitiveness in terms of

international standards.“

— Anna Lappay, Governance Unit

UNDP Sudan

or more details on customized CDM programs and special

projects, visit www.cdm.aim.edu or call (632) 8924011.



“The goal of AIM’s MDM program is to empower

its graduates with knowledge and skills that

prepare them to face real-life issues. The program

must continue to evolve to meet the emerging

issues that the region faces today, like the

problem of energy and rapidly increasing rates of

urbanization.”—Prof. Nihal Amerasinghe, PhD

“...The bottom line is really

improving the quality of life

of the people, especially the

poorest of the poor.”

—Prof. Benjamin Bagadion, PhD

“Non-government organizations,

governments, and similarentities deserve the best that

the private sector can offer.

A greater understanding of

the development world also

strengthens the private sector in

addressing its own ‘future’. Real

breakthroughs require multiple

intelligences -- those of the head,

the heart and the hands.”—Prof. Ma. Nieves Confesor, MBA, MPA

Our FacultyThe core faculty members of the Center for DevelopmentManagement (CDM) are development managersthemselves, having served in private public, and non-government organizations in various top-level capacitiesin developing countries. But beyond being actualpractitioners, they have impressive academic credentialsfrom the most prestigious universities in the world,with the habits of mind that such advanced training

inculcates. Thus, there is a strong combination of thetheoretical and the practical in CDM programs.

“At the CDM, we believe in

people-centered, participatory,

and sustainable development.

We think that public prosperity

building through empowerment,

capacitation and asset formation is

the key.”—Prof. Mario Antonio Lopez, PhD (cand.)


Nihal Amerasinghe, PhD

Benjamin C. Bagadion, PhD

Maurino P. Bolante, MBA

Ma. Nieves R. Confesor, MBA, MPA

Fredelita C. Guiza, DPA (cand.)

Emmanuel A. Leyco, MA, MPA

Victor S. Limlingan, PhD

Mario Antonio G. Lopez, PhD (cand.)

Federico M. Macaranas, PhD

Khaja Moinuddin, PhD

Ramola Naik-Singru, PhD

Brahm Prakash, PhD

Raymundo L. Roberto, MBM

Francisco L. Roman, Jr., PhD

or more details on CDM faculty members, visit

www.cdm.aim.edu and www.aim.edu.



Accommodation Information

On-Campus

AIM has a fully air-conditioned dormitory with

accommodations for 270 students. Each room is

subdivided into two (2) bedrooms connected by a

study room and is shared by four (4) persons. There

is a separate wing for women residents. Separate

prayer rooms for different faiths (e.g. Islam, Hindu,

Buddhists) are also provided at the dormitory.

Off-Campus

AIM is located in the heart of Makati, the Philippine

business and financial capital, which offers several

options for board and lodging. For more details see

www.cdm.aim.edu.


Applying in our MDM Program

1. The Application Form

An applicant must complete the

Personal Data portion of the

Application Form. Should the

pplicant require additional space

n the process, a separate sheet

may be used for the purpose. An

pplicant should refrain from

ending the completed application

orm via fax, but may send it via

-mail or courier service.

2. Professional Recommendation

An applicant should secure a

professional recommendation from

his or her current employer or

upervisor. Additional sheets may

The applicant is requested to submit the entire application package:

A completed application form

A professional recommendation

Essay on questions provided for in the application form

College transcript of records

Two (2) passport-sized pictures

Other supporting documents

All documents submitted must be certified true copies.

An applicant is advised to bring the original documents for

verification during registration.

All application packages must be addressed to the Director of the

AIM Admissions Office, and received a week before every exam date.

All applications must be sent through e-mail: [email protected] or fax(632) 893-2146, (632) 867-2529.

be used if the space provided in the

form is not enough.

3. Essay Questions

Concise responses to the following

questions should be submitted along

with the application form. These

should be typewritten on unruled,

white 8.5” x 11” paper with the

applicant’s name indicated on the

top of each page.

a) What is your career objective for

the next ten (10) years?

b) What benefits do you expect

from your participation in the

MDM program?

c) What are your strengths? What

areas could you improve on?

d) What was your most significant

involvement in community

activities? Specify its duration and

mention awards received, if any.

e) List all other citations, honors

and awards received in any

capacity whatsoever: academic,

professional, socio-civic or

community and others.

f) Describe your interests

and hobbies.

g) Discuss any matter other than

those already mentioned thatyou believe will strengthen your

application for admission.

4. Transcript of Records

An original or certified copy of the

official undergraduate transcript of

records should be provided.

5. Passport-sized picture

Two (2) passport-sized pictures

taken against a white background

must be submitted.

6. Others

An applicant who wishes to

be considered for any of the

scholarships available in the

Institute should indicate this in the

application form, and accomplish

the requisite scholarship form.



INDIAIndia Representative Office

1116, Maker Chamber V, 11th Floor

Nariman Point, Mumbai 400021, India

Tel: (91-22) 22815591 / 92 / 93

Fax: (91-22) 22815594

E-Mail : [email protected]

[email protected]

INDONESIAAIM Representative Office - Indonesia

Menara Imperium LG 07

Metro Kuningan Super Blok Kav.1

Jalan H.R.Rasuna Said

Jakarta Selatan 12980, Indonesia

Tel : +62 (21) 835-6280 835-6281

Fax : +62 (21) 835-6281

E-Mail: [email protected]

MALAYSIAAIM Representative Office

AIM Organizational Development

Centre Sdn Bhd

West 23.06, Plaza 138

138 Jalan Ampang

50450 Kuala Lumpur, Malaysia

Tel : (603) 2166 3340 / 3341

Fax : (603) 2166 3343

E-Mail : [email protected]

The Asian Institute

of Management

(AIM) is a world-class

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. It was founded in 1968 in close

collaboration with Harvard Business School, the

Ford Foundation, and visionaries in the Asian

academic and business communities.

The Institute has three distinct schools for

educating business and development leaders and

managers: W. SyCip Graduate School of Business,

Executive Education and Lifelong Learning Center,

and the Center for Development Management.

These three schools of the AIM are committed tomolding competent, effective, and entrepreneurial

business and development leader-managers in Asia.

AIM has been conferred the followingawards and recognitions: The Beyond Grey Pinstripes Award for Business

School Innovation in Social Impact Management

in 2001 and 2004

The Excellence in Integration in Curriculum

Award in 2003 for having the most content on

social impact and environmental management

topics in its core courses.

The Ramon Magsaysay Award in 1993.

The Asian equivalent of the Nobel Prize;

in recognition of its role in promoting

international understanding and setting region-

wide standards of excellence .

The world’s first graduate school of

management to be awarded the ISO

14001 Certification for its Environmental

Management System.

The Institute also has close links the world’s major

multilateral institutions such as the World Bank

and the Asian Development Bank (ADB). The AIM

became the first educational institution to partner

with the World Bank with the establishment of the

AIM-World Bank Global Distance Learning Center

in 2002. The ADB also designated AIM as a Center

of Excellence, a partner in knowledge creation

and management, and a collaborator in delivering

programs that cultivate Asian societies.

CDM PhilosophyThe Center for DevelopmentManagement believes that theesolution of political, societal and

economic issues involves the activeengagement of three key stakeholdersn development—the state, privateector and civil society.

If the developing world is touccessfully meet the needs of the

greatest number of the earth’s poorand promote human development,asset and human capital formation isequired, as well as the creation and

continuous upgrading of responsive

functioning systems and institutions inall sectors of the society.

The development manager,as envisioned by CDM, is not abureaucrat who operates alone.He or she must be a leader whoseeffectiveness will greatly depend on hisor her ability to develop institutionswithin a culture and to motivateothers to espouse the same ideals forhuman development.



Eugenio López Foundation Building, Joseph R. McMicking Campus, 123 Paseo de Roxas , Makati City 1260 Metro Manila, Philippines

Tel. No. +632-892-4011 to 25 ext. 396/157 Fax No. +632-817-2146 Email [email protected] www.cdm.aim.edu

CENTER FOR

DEVELOPMENT MANAGEMENT

AIM CDM Brochure

Documents

Transcript of AIM CDM Brochure