CENTER FOR

DEVELOPMENT MDM DEP

MANAGEMENT MASTER IN DEVELOPMENT MANAGEMENT DEVELOPMENT EXECUTIVE PROGRAMS
ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT

“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, MDM
Director, Governance and Finance
South Asia Regional Department
Asian Development Bank

The Changing Roles of creative policies and implement effective

Development Managers
in Asia
Twenty-first century globalization has
forced developing nations to confront
new and more daunting challenges to
their growth and development.
Development management education Asian countries, in particular, must
for competent, innovative and bridge the societal divides between
the rich and the poor, meet the basic
responsible leadership demands of developing societies, and
ensure environmental conservation.
These are possible only with continuous
collaboration between development and
business enterprise.
Today’s Asian development managers
must 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
programs that not only bring about
sustainable development, but address the
causes of social injustices and conflict.
The AIM Center
for Development
Management 1
The 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 excel
at 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.
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT

MDM
MASTER IN DEVELOPMENT MANAGEMENT
“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, MDM
Programme Officer, UNDP Timor Leste

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 MDM Alumni Sponsoring Organizations
society organizations, cooperatives and private non-profit firms amidst economic and political transitions. Country of Origin (Partial List)
SOUTH ASIA Asian Development Bank—Japan Scholarship

Learn with Exceptional People Bangladesh

Bhutan
Association of Southeast Asian Nations
(ASEAN) Foundation
Ayala Foundation
MDM students are among the most passionate and Experience in development programs, projects, or India
Bank of Indonesia
Nepal
involved advocates of responsible and sustainable institutions, whether public or private, can enhance Canadian International Development Agency (CIDA)
Pakistan
development in Asia today. They represent a myriad the overall chances of the applicant for admission. The Danish International Development Agency (DANIDA)
Sri Lanka
of rich cultures and diverse backgrounds, which Admissions Committee uses various criteria is selecting Ford Foundation—International Fellowship
Maldives
enrich the course with more than a lifetime’s learning candidates for the MDM Program. These include Program (IFP)
EAST ASIA
experience. successfully passing the AIM Admission Test (AIMAT) Gonoshahajjo Sangstha (Bangladesh)
People’s Republic of
MDM participants have unique characteristics. or GMAT. The required passing score: Average Rating Government of India
China
They have greater actual work and managerial for AIMAT or 600 points for GMAT, the applicant’s Internationale Weiterbildung und Entwicklung
Taiwan
gGmbH (InWEnt)
experience than regular master degree programs work experience, career plans, academic records, results Japan
Konrad Adenauer Foundation (KAF)
students. Average work experience of MDM of interview, maturity and motivation. The Selection SOUTHEAST ASIA
Landbank of the Philippines
2 participants is eight (8) years. They are seasoned Committee also takes into consideration the professional Indonesia 3
Ministry of Agriculture (Indonesia)
professionals, able to exercise sound management recommendation and the essay submitted by the Lao PDR
Ministry of Home Affairs (Indonesia)
judgment and to share worthwhile experiences. applicant in fulfillment of admission requirements. Malaysia
National Bank for Agriculture and Rural
Philippines Development (India)
Thailand Open Society Institute
Qualifications: • At least six (6) years work • Strong leadership potential Vietnam Packard Foundation
• A college degree experience, three (3) years of • Clear motivation and drive Cambodia Philippines Bureau of Fisheries and Aquatic Resources
• Proficiency in both oral and which should have been in • Solid analytical skills and Myanmar Ramon Magsaysay Foundation
written English (IELTS Band 6 a supervisory or managerial emotional maturity PACIFIC GROUP OF ISLANDS Royal Civil Service Commission (Bhutan)
or better) capacity Fiji Royal Netherlands Embassy
Republic of Kiribati Swiss Aid
Papua New Guinea Swiss Interchurch Aid (HEKS)
AFRICA United Nations Development Programme
Nigeria United Nations Population Fund (UNFPA)
Kenya United Mission to Nepal
OTHERS United States Agency for International
United States of America Development (USAID)
United Kingdom Various Philippine Government Agencies
Norway Winrock International (China)
Bolivia World Bank
Germany World Health Organization
World Wildlife Fund (WWF)

“AIM was a most welcome and refreshing experience...It was a period of distinct awakening for me.”
—- Regina Paz Lopez, MDM
ABS-CBN Foundation, Philippines
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT

MDM
MASTER IN DEVELOPMENT MANAGEMENT
Group Reports: The students also work
frequently in small groups with members
from diverse backgrounds. They present
their analyses of management cases or

Learn by Doing insights on various topics taken up in class.

Development management education in the MDM program focuses on the mastery of

learning 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
learn what works (and what doesn’t) in real life.
Modes of Learning
The learning method adopted by the
MDM program focuses on the mastery of
learning itself.
Case Method. The case method is the primary
4 mode of learning 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.
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.
“The case study method lets the 5
student develop analytical thinking
in a contextual situation.“
— Kusuma Adinugroho, MDM
Senior 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 preparing
them 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 Health
and Development Association, People’s
Republic of China
 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 Inquirer, Philippines

Learn with Academic Rigor

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,
two (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.

ssine
and olders
MODULE 1: finance in general. Students Program and Project

Bus
SCANNING THE practice the principle of doing well Management and

MO Apply Aff
h
velo d S ent
pm take
DEVELOPMENT while doing good. They develop Development (PPDM)

DU ing ecti
ent tion ironm
ENVIRONMENT

ent
their attitude towards finance as examines the design,

LE 2 Ma ng
Analysis of Development a necessary tool of development, implementation and assessment

, De s an
gem niza Env
Environments (ADE)

: Le nage Subs
and an understanding of financial of superior programs and

ana rga ent

institutions and the financial side

ade
seeks to develop the students to projects that contribute to public
assume various roles: as leader, of government. prosperity and a better quality of

of M ds, O opm

rshi rial Expantive

opportunity seeker, change agent life for the people served.

p an eri
6 7

ges Tren Devel

and integrator—and become highly Economics for Development
Managers (EDM) provides the Leadership and the

d St ence hange
capable in building alliances among

t
stakeholders across organizations, core principles and analytical tools Management of Change

Tran
Lan pm g th

rate and and

(LMC) defines leadership

ry
industries and nations. of the main fields of foundational

gua ent
the Develo annin

gic
ona

sfor
economics—Macroeconomics, skills, roles and styles

ManInspiri Reform
Transforming Development

Visi

mat
Microeconomics, and Development appropriate for development

c
and ing 1: S
Organizations (TDO) The Economics—for a sound managers in leading

iona

age ng L s
understanding of economic
Development
course focuses on the study of organizations or communities.

erst tand ULE

Manager/Leader

me ead
l
external and internal processes that outcomes. In the absence of such

UndUnders MOD

nt in ers
mark the establishment, emergence a comprehension, the usefulness Strategic Human

ing
and evolution of development of development management as Resource Management

Dev hip in
organizations in a particular a tool for enhancing economic (SHRM) This course aims to

elop
setting. It aims to initiate the performance of economies will bring participants to a better
development management not be fully appreciated by its understanding of:

me
student into environments practitioners.  Contribution of Human

which give rise to various types of
organizations. The close interplay
between the external forces and the
impetus within the organization
must be well-understood by the
development manager.
Financial Management
(FM) provides various
perspectives and concepts on
resource mobilization and
allocation, as well as development
MODULE 2 :
LEADERSHIP
AND STRATEGIC
MANAGEMENT IN
DEVELOPMENT
Strategic Management
in Development (SMD)
enhances the capabilities of
students to craft superior
strategies, structures and
systems for their organizations.
nt
Creator of Public Value
Resource Management to and Maximizer of Sustainable
organizational performance Public Goods
 Application of Human
Resource Management
Functional Clusters
MODULE 3: Integrating Functional Skills and Resources
 Importance of improving Ensuring Institutionalization and Sustainability of Development Efforts
competence of Human in the varied Arenas of Development
Resource Management Staff
 Formulation of a long-term
Human Resource Strategy
to support Organizational
Strategy
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT
Earn Your MDM with
Leadership Development
MODULE 3 :
INTEGRATING
FUNCTIONAL SKILLS
AND RESOURCES
Banking with the Poor explains
the financial service requirements
and risk profiles of low-
income households and their
microenterprises. It illustrates
different models of banking with
the poor, as well as the issues
faced by institutions engaged in
banking with the poor.
Development Economics for
Managers introduces the major
conclusions of empirical research in
Development Economics. It aims
to provide a solid understanding
8 of the paradigms, methodologies,
and key issues of Development
Economics and its relevance to
development management.
Development Finance gives a
clear view on how the financial
system works, how institutions
for development work interact,
and how they take care of their
financial resources to ensure
continuous development.
Development of Asian Economies
illustrates the holistic and multi-
faceted view of the development
experience 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.
“The MDM program...strengthened my leadership and
commitment working for the poor.“
National Director, Habitat For Humanity, Mumbai, India
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,
—Handoko Ngadiman, MDM
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 in
state 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 aims
to 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 introduces
the 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 policy
interventions. 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 is
useful 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 9
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 the
interests of students, not all these electives are offered
in a given year. However, other courses and electives
may be designed and made available.
 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 Activities

The 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
10 (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 11
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
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT

DEP
“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

DEVELOPMENTEXECUTIVEPROGRAMS

Development 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.

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
12 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’ perspectives 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.
For more details on the DEPs and enrollment requirements, visit www.cdm.aim.edu or call (632) 8924011.
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)
13
• 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.).
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT
CDM
CENTER FOR DEVELOPMENT MANAGEMENT
Customized Programs and Special Projects
CDM works with government agencies,
NGOs and community organizations
in developing and piloting customized
training programs and modules on different
development management challenges. With
its highly qualified faculty and a varied
network of field specialists, CDM can
engage in a wide scope of special projects
with great flexibility.
Examples of the center’s most recent
14
engagements include: a United Nations
Development Program-funded course on
governance and strategic management
“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
For more details on customized CDM programs and special
projects, visit www.cdm.aim.edu or call (632) 8924011.
for 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 management
course 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.
“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
Development Research 15
Over the years, CDM has built a Asian and other multilateral
reputation for research projects and institutions that have partnered
cases that go beyond the theoretical with CDM for research include: the
and academic work offered by more Ramon Magsaysay Foundation, the
traditional institutions. The research Philippine NGO Support Program, Inc.
it generates highlights important (PHANSuP), the Ford Foundation, the
management aspects of real-life Ayala Foundation Inc. (AFI), the Japan
development situations, providing Bank for International Cooperation
opportunities to derive lessons that can (JBIC), and the United Nations
be applied to similar scenarios. Development Program (UNDP).
“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
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT
“The goal of AIM’s MDM program is to empower
its graduates with knowledge and skills that
Our Faculty prepare them to face real-life issues. The program
must continue to evolve to meet the emerging
The core faculty members of the Center for Development issues that the region faces today, like the
problem of energy and rapidly increasing rates of
Management (CDM) are development managers urbanization.”
themselves, having served in private public, and non- —Prof. Nihal Amerasinghe, PhD

government organizations in various top-level capacities

in developing countries. But beyond being actual
practitioners, they have impressive academic credentials
from the most prestigious universities in the world,
with the habits of mind that such advanced training
inculcates. Thus, there is a strong combination of the
theoretical and the practical in CDM programs.

Nihal Amerasinghe, PhD

Benjamin C. Bagadion, PhD

16 17
Maurino P. Bolante, MBA “...The bottom line is really
improving the quality of life
Ma. Nieves R. Confesor, MBA, MPA of the people, especially the
poorest of the poor.”
Fredelita C. Guiza, DPA (cand.)
—Prof. Benjamin Bagadion, PhD
Emmanuel A. Leyco, MA, MPA

Victor S. Limlingan, PhD

Mario Antonio G. Lopez, PhD (cand.)

Federico M. Macaranas, PhD “Non-government organizations,

governments, and similar
Khaja Moinuddin, PhD entities deserve the best that
the private sector can offer.
Ramola Naik-Singru, PhD
“At the CDM, we believe in A greater understanding of
Brahm Prakash, PhD people-centered, participatory, the development world also
and sustainable development. strengthens the private sector in
Raymundo L. Roberto, MBM
We think that public prosperity addressing its own ‘future’. Real
Francisco L. Roman, Jr., PhD building through empowerment, breakthroughs require multiple
capacitation and asset formation is intelligences -- those of the head,
the key.” the heart and the hands.”
—Prof. Mario Antonio Lopez, PhD (cand.) —Prof. Ma. Nieves Confesor, MBA, MPA
For more details on CDM faculty members, visit
www.cdm.aim.edu and www.aim.edu.
 ASIAN INSTITUTE OF MANAGEMENT  CENTER FOR DEVELOPMENT MANAGEMENT

Applying in our MDM Program Accommodation Information

c) What are your strengths? What
The applicant is requested to submit the entire application package: areas could you improve on?
 A completed application form d) What was your most significant On-Campus
 A professional recommendation involvement in community
 Essay on questions provided for in the application form activities? Specify its duration and
AIM has a fully air-conditioned dormitory with
 College transcript of records mention awards received, if any. accommodations for 270 students. Each room is
 Two (2) passport-sized pictures e) List all other citations, honors
 Other supporting documents and awards received in any subdivided into two (2) bedrooms connected by a
capacity whatsoever: academic, study room and is shared by four (4) persons. There
All documents submitted must be certified true copies.
professional, socio-civic or
An applicant is advised to bring the original documents for
verification during registration. community and others. is a separate wing for women residents. Separate
f) Describe your interests
prayer rooms for different faiths (e.g. Islam, Hindu,
All application packages must be addressed to the Director of the and hobbies.
AIM Admissions Office, and received a week before every exam date. g) Discuss any matter other than Buddhists) are also provided at the dormitory.
All applications must be sent through e-mail: mdm@aim.edu or fax those already mentioned that
(632) 893-2146, (632) 867-2529. you believe will strengthen your
application for admission. Off-Campus
1. The Application Form be used if the space provided in the 4. Transcript of Records AIM is located in the heart of Makati, the Philippine
An applicant must complete the form is not enough. An original or certified copy of the
Personal Data portion of the
business and financial capital, which offers several
official undergraduate transcript of
18 Application Form. Should the 3. Essay Questions records should be provided. options for board and lodging. For more details see 19
applicant require additional space Concise responses to the following
in the process, a separate sheet www.cdm.aim.edu.
questions should be submitted along 5. Passport-sized picture
may be used for the purpose. An with the application form. These Two (2) passport-sized pictures
applicant should refrain from should be typewritten on unruled, taken against a white background
sending the completed application white 8.5” x 11” paper with the must be submitted.
form via fax, but may send it via applicant’s name indicated on the
e-mail or courier service. top of each page. 6. Others
An applicant who wishes to
2. Professional Recommendation a) What is your career objective for be considered for any of the
An applicant should secure a the next ten (10) years? scholarships available in the
professional recommendation from b) What benefits do you expect Institute should indicate this in the
his or her current employer or from your participation in the application form, and accomplish
supervisor. Additional sheets may MDM program? the requisite scholarship form.

CDM Philosophy
The Center for Development
20 Management believes that the
resolution of political, societal and
economic issues involves the active
engagement of three key stakeholders
in development—the state, private
sector and civil society.
If the developing world is to
successfully meet the needs of the
greatest number of the earth’s poor
and promote human development,
asset and human capital formation is
required, as well as the creation and
continuous upgrading of responsive
functioning systems and institutions in
all sectors of the society.
The development manager,
as envisioned by CDM, is not a
bureaucrat who operates alone.
He or she must be a leader whose
effectiveness will greatly depend on his
or her ability to develop institutions
within a culture and to motivate
others to espouse the same ideals for
human development.
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 INDIA INDONESIA MALAYSIA
academic and business communities. India Representative Office AIM Representative Office - Indonesia AIM Representative Office
The Institute has three distinct schools for 1116, Maker Chamber V, 11th Floor Menara Imperium LG 07 AIM Organizational Development
educating business and development leaders and Nariman Point, Mumbai 400021, India Metro Kuningan Super Blok Kav. 1 Centre Sdn Bhd
managers: W. SyCip Graduate School of Business, Tel: (91-22) 22815591 / 92 / 93 Jalan H.R. Rasuna Said West 23.06, Plaza 138
138 Jalan Ampang
Executive Education and Lifelong Learning Center, Fax: (91-22) 22815594 Jakarta Selatan 12980, Indonesia
Tel : +62 (21) 835-6280  835-6281 50450 Kuala Lumpur, Malaysia
and the Center for Development Management. E-Mail : aimbom@satyam.net.in
aimbom@hathway.com Fax : +62 (21) 835-6281 Tel : (603) 2166 3340 / 3341
These three schools of the AIM are committed to Fax : (603) 2166 3343
E-Mail: aimrep@aimjak.com
molding competent, effective, and entrepreneurial E-Mail : kem@aimmalaysia.com
business and development leader-managers in Asia.
AIM has been conferred the following
awards 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.
 CENTER FOR
DEVELOPMENT MANAGEMENT

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 cdm_admissions@aim.edu  www.cdm.aim.edu