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8/8/2019 AIM CDM Brochure
http://slidepdf.com/reader/full/aim-cdm-brochure 1/13
C E N T E R F O RDEVELOPMENTMANAGEMENT
MDMMASTER IN DEVELOPMENT MANAGEMENT
DEPDEVELOPMENT EXECUTIVE PROGRAMS
8/8/2019 AIM CDM Brochure
http://slidepdf.com/reader/full/aim-cdm-brochure 2/13
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.
8/8/2019 AIM CDM Brochure
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ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
MDMMASTER IN DEVELOPMENT MANAGEMENT
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
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ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
MDMMASTER IN DEVELOPMENT MANAGEMENT
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.
8/8/2019 AIM CDM Brochure
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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
1 : S c a n
n i n
g t h
e D
e v e l o
p m
e n t E n v i r o
n m e n
t
U n d
e r s t a n
d i n
g D
e v e l o
p m
e n t T r e
n d
s , O r g a n i z a t i o
n s a n d S t a k e
h o l d
e r s
U n d
e r s t a n
d i n
g t h
e L a n
g u a g
e s o f M
a n a g
e m
e n t , D
e v e l o
p m
e n t a n
d B
u s i n
e s s
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
ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
“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
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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.
ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
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
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ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
“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
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ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
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.
8/8/2019 AIM CDM Brochure
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ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
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.
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“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.)
ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
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.
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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.
ASIAN INSTITUTE OF MANAGEMENT CENTER FOR DEVELOPMENT MANAGEMENT
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.
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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]
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.
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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