executive masters in leadership, strategy and … · 2018-03-20 · in business administration -...

London Examinations Board EMLSI www.leb.education Tel: +441992676263 [email protected]

1

EXECUTIVE MASTERS IN LEADERSHIP,

STRATEGY AND INNOVATION

FROM MURDOCH UNIVERSITY, AUSTRALIA

www.leb.education

[email protected]


2

TABLE OF CONTENTS

3 Jumpstart Your Career With London

Examinations Board Programmes

And Pathways

5 Introducing London Examinations

Board

7 Phase 1 – The Postgraduate Diploma

in Business Administration - PGDBA

9 Leading the PGDBA

12 Phase 2 – Murdoch University,

Australia Executive Masters in

Leadership, Strategy and Innovation

- EMLSI


3

Do you feel like it’s impossible to

succeed on your current career path

or business?

Do you need or want to improve

your leadership skills?

Are you career driven, passionate

about creative solutions?

This innovative programme gives you the

flexibility to study locally at a time and

place that suits you.

This programme helps you to

stay motivated and is geared to:

Transforming aspiring managers into

inspiring leaders

Training you in leadership, innovation

and strategic planning

Moving from emotional to considered

decision making

Identifying your personal strengths and

helping you apply them

Identifying opportunities for you to take

advantage of

Effective leadership is no longer simply

about being a good administrator or

managing individual disciplines such as HR,

Marketing or Finance - It’s about bringing

them together. You must nurture

integration, collaboration and change to

improve individual team performance. The

Postgraduate Diploma’s learning objective

is to promote, encourage, empower and

support your professional or

entrepreneurial career. It will improve

your career or business with modules of

learning, designed and tailored to foster

leadership, innovation and strategy.

JUMPSTART YOUR CAREER WITH LONDON EXAMINATIONS

BOARD PROGRAMMES AND PATHWAYS


4

The LEB Vision

Provide everyone with the opportunity to

gain “knowledge through qualifications”

The LEB Mission

Be a global provider of affordable awards

relevant to the world of work, supported

and driven through technology

The LEB Core Values

Learners

We are committed in providing an

excellent service and wish to exceed all

your expectations.

We put your needs first and provide a

positive and supportive environment for

you to achieve your goals.

We offer up to date and relevant

knowledge - including an informed

respect for the principles, values and

ethics - of their chosen profession or

discipline.

We provide you with the tools to

communicate - verbally and in writing -

with confidence.

We equip you with the ability to deliver

good visual presentations relevant to

your profession.

We equip you for independent critical

thought, rational enquiry and self-

directed learning.

We build in you an ability to work

effectively and collaboratively in teams.

Gain a willingness to engage in

constructive public discussion, and to

accept social and civic responsibility.

The LEB Team Innovation – we are always striving for

new ideas and ways to do things better.

Openness – our open-door policy

creates a receptive environment

conducive to individual and team

growth and wellness.

Employee Development – we are

devoted to providing and enhancing

personal and professional development

Academics Faculty and verifiers are encouraged to

give feedback and be actively involved

in developing qualifications to the

highest industry standards.

Programme design, learning, teaching

and assessment are our key critical

success factors. We strive for relevance,

excellence and quality.

Through collaborative activities and

alliances, we benchmark our practices

against the best practice in the

education sector.

We are committed to provide our

learners an education approach

towards career and lifelong education.

We strive for a vibrant and well-

resourced learning environment that

supports high quality, inclusive learner

experiences, and with an employability

agenda.


5

London Examinations Board (“LEB”) is a UK

entity registered with the UK Register of

Learning Providers (number 10043715) and

the Education and Skill Funding Agency UK.

Our headquarters is in Hertfordshire, England

and we have an Asia regional office.

London Examinations Board only promotes

internationally recognized courses. We

currently have over 50 certificated, academic

and executive diplomas and undergraduate

and postgraduate degree programmes.

ONLINE LEARNING PORTAL

The platform: Our learning platform was

developed and is maintained by an Australian

based company. This means the platform will

be continuously updated, improved and kept

current with technology. The online learning

platform is interactive and harnesses the

power of social networking to make learning

fun, collaborative and engaging. It is a safe

and secure network for you to interact and

learn from tutors/module leaders and each

other and with the ability to share experiences

and thoughts with management.

A dedicated online tutor: You will have a

dedicated online tutor/module leader for

every module of the programme. The online

tutor interacts and guides learners over the

duration of the course. Unlike some other

distance learning providers - this is not an

extra cost, it’s included in the course fee.

LEARNING CENTRES

London Examinations Board is primarily a

distance learning provider, but we recognise

that not everyone is comfortable with 100%

distance learning. So, we team up with

colleges and institutions to provide additional

tutoring and support for some or all London

Examinations Board programmes. They

become Approved Learning Centres following

quality assurance inspections and a review of

their faculty and practices.

We are striving to grow the number of

Approved Learning Centres so that we have a

vast international network for our learners to

collaborate with.

LONDON EXAMINATIONS

BOARD PROGRAMMES

ENDORSED BY TQUK

We have partnered with Training

Qualifications UK (“TQUK”) - professional

customer-service orientated and OFQUAL

INTRODUCING LONDON EXAMINATIONS BOARD


6

registered awarding organisation. TQUK has

independently assessed and verified our

programmes and will issue certificates jointly

with London Examinations Board. Our

internal and external verifiers for the

collaborative programmes are also approved

by TQUK who undertake annual audits. This

ensures strict compliance to academic and

industry standards and award requirements.

POSTGRADUATE DIPLOMA

PATHWAYS

LEB has collaborations with a number of UK

and overseas universities. These universities

have issued London Examinations Board with

Accreditation of Prior Learning recognition for

the Postgraduate Diplomas.

This means you will only usually only have to

undertake just the dissertation or consultancy

project with the University to get your full

MBA or MA from the University.

MODE OF STUDY

Online There is a complete set of learning materials

to facilitate independent study which can be

accessed via the Learning Portal.

We recommend you spend at least 18 hours

per module participating in online discussions

with other learners and the module leader.

Blended As well as the complete set of learning

materials to facilitate independent study your

Learning Centre should conduct about 12

hours of classroom learning for each module.

We still recommend you spend at least 18

hours per module participating in online

discussions with other learners and the

module leader.

Assessment Assignment based only, so no exams.

THE POSTGRADUATE DIPLOMA

IN A NUTSHELL

Each month via the Learning Portal a

module + the learning materials is

made available for independent study

The online module leader comes online

For blended learning – classroom

sessions will be held by your Learning

Centre

You have a further month to upload

each module assignment for

assessment


7

The PGDBA is the advanced study of

organisations, their management and the

changing external context in which they

operate. The eight modules of the

programme will equip you for a career in

business and management by developing

your skills to a level that enables you to

assume senior managerial and leadership

positions.

ENTRY REQUIREMENTS

Bachelor’s Degree, or

Professional qualification equivalent to

a degree + 2 years’ work experience, or

Mature candidates: with diplomas = 6+

years and without diplomas = 8+ years

of relevant work experience with two

and three years managerial/supervisory

time respectively

PGDBA LEARNING OUTCOMES

On completion of this programme,

you will:

Have critical understanding of

management theories, current issues of

management, the development of

conceptual frameworks to guide their

application within organisations

Acquire a strong foundation in key

functional areas of business management

to enable them to succeed as effective

managers/leaders in an increasingly

complex and dynamic environment

Acquire and use a range of concepts,

tools and techniques for problem solving

and decision-making for analyzing

complex and inter-related business

scenarios

Be able to apply independent research

and critical skills enabling the investigation

and evaluation of valid and relevant

management issues and practices

Have initiative, insight, attitudes of

responsibility and ethical leadership in the

development of the strategic management

agenda in the organization you work in

Phase 1 – The Postgraduate Diploma in

Business Administration - PGDBA


8

The PGDBA:

The Modules Learning Outcomes

Managerial

Accounting

Ability to critically evaluate the informational content of financial and

accounting reports and their use as a tool for appraising corporate

performance.

Develop an understanding of financial planning tools and techniques and

the contribution they make to the achievement of an organisation’s core

objectives.

Be able to evaluate the results of financial models used for long term

decision making.

Have confidence in using financial terms and language necessary for

effective senior management.

Marketing

Management

Acquire a firm understanding of the frameworks and concepts of

marketing management; and

Acquire the skills to carry out a full situation analysis and use the findings

to develop objectives, formulate strategy and develop appropriate

marketing plans

Managing

Operations

Critical evaluation of the operations management philosophies of "push"

and "pull".

Examination of the practicality of the philosophies of flexibility and agility

currently being explored by many large organisations around the world.

Development of thinking regarding the manner by which organisations

can gain competitive advantage from managing their operations in an

innovative and strategic way

Managing

Business

Strategy

Have an awareness of, and become familiar with, academic theories,

frameworks, managerial models and techniques that contribute to

business strategic planning and management; and

Be able to critically evaluate and apply appropriate strategic models and

techniques which may be relevant when considering students’ own

organisations’ or industry strategic development


9

Human

Capital

Management

Develop a critical understanding of current and emerging practices in the

managing of human capital in organizations; and

Enhance your abilities to increase the contribution of human capital

management to long-term corporate success, whatever the specific nature

of their managerial role and the industry you are in.

Financial

Management

Have the financial tools needed to make good business decisions with an

emphasis on linking corporate finance to other aspects of corporate

strategy

Leading

Organisation

Encouraging and developing your knowledge, understanding and skills for

strategic leadership of change. Know the challenges faced by

managers/leaders in seeking to lead through the use of strategic

management, the development of managers and employees for major

strategic change, and the development of a high-level organisational

capacity for innovation and learning

Project

Management

This module introduces you to the concepts and skills of project

management with the following aims:

To examine critically the selective application of specific knowledge to

project management and other knowledge to the planning and execution

of projects; and

To develop additional skills in the application of project management

theory and techniques.

Leading the PGDBA

Professor Charles Chatterjee

Dr Charles Chatterjee is a commercial law

specialist (international) with special

interest and knowledge in international

organisations and their functions in

addition to a practicing barrister in

England and Wales. He studied law at the

University of Cambridge and the

University of London. He held a

professorial position in international

commercial and criminal law at London

Metropolitan University. He was also the

Campus Director and Chairman of the

Graduate Division of an American

University for a considerable period of

time. He is currently a Senior Associate

Fellow at Warwick University and an

Associate Fellow of the Institute of

Advanced Legal Studies, University of

London. He is also a visiting Professorial

Fellow at Queen Mary, University of


10

London, and a visiting academic at London

Diplomatic Academy.

When he was the Campus Director and

Chairman of the Graduate Division of an

American University, he developed MBA

programmes in Business Administration,

Hotel & Tourism Management, IT and

Master’s degree programme in Business

Communication. He was also involved in

development of academic programmes,

financial management, marketing of the

programmes, public relations with other

universities, governmental and non-

governmental organisations, staff and

research development and other issues

relating to an appropriate management

and operation of a university.

Dr Chatterjee has published extensively

including books and articles in reputable

refereed journals on various aspects of

public international law, international

economic law, energy law, international

commercial law, including banking, trade,

investment and international commercial

arbitration. He has also successfully

supervised a considerable number of Ph.D

theses at various British universities. His

main areas of expertise are: banking

including capital markets, international

institutions, public international law,

international economic law, law of

international trade, e-commerce,

international development law,

employment law, law of international

business transactions, law of international

investment, international commercial

arbitration, negotiating techniques in

commercial contracts, corporate

governance, corporate finance and

international finance.

He often advises various governments on

legal issues and provides training to

government officials for capacity building

in the areas of commercial law, the law of

taxation, banking including anti-money

laundering legislation and banking

supervision and peace building through

justice. He also provided training to the

judiciary in Sudan for three consecutive

years since 2008.

Dr Stephen Vickers

Stephen is a retired chief executive with

over 30 years’ of extensive international

experience in education management,

accreditation, human resources,

assessment, training and development.

He is experience in planning and delivering

projects to strict deadlines and to high

standards around the world. He has

extensive experience of compliance with

governmental and inter-governmental

regulations.

Until he retired in December 2015,

Stephen was the Chief Executive of the

UK’s Vocational Training Charitable Trust

(VTCT) for six years and managed an

extensive list of vocational and business

qualifications. Prior to that he was the


11

Chief Executive of the British Accreditation

Council for three years. This was (and still

is) the UK’s leading accreditation body for

independent Further and Higher

Education. He provided instrumental

advice to HE and FE branches of the

government in Bahrain, Bangladesh,

Colombia, Jordan, Kosovo and Mauritius

and helped design the accreditation

system for Kosovo.

He was the Chief Executive of the National

Examination Board in Occupational Safety

and Health for six years and responsible

CONTACT US:

Website: www.leb.education

Tel: +441992676263

Email: [email protected]

for the strategic and tactical management

of this world leading awarding body in

occupational health and safety education

and vocationally related qualifications. His

international exposure in this role

included liaison with national government

policy makers and with educational and

OSH regulators in Antigua and Barbuda,

Bahrain, Barbados, Brunei, China (Hong

Kong and Macau), France, Malaysia,

Oman, St Kitts and Nevis, Singapore,

Trinidad, UAE, UK, USA.


12

ABOUT MURDOCH

Murdoch University is a public university

in Perth, Western Australia, with

campuses also in Singapore and Dubai. It

began operations as the state's second

university in July 1973. Murdoch

University in Perth, Australia has more

than 22,000 students and 2,000 staff from

across 90 different countries – all with a

desire to discover, use their imaginations

and ultimately make a difference.

Murdoch embraces free thinking and

encourages their Murdoch community to

share ideas, pool knowledge and find new

ways of thinking. Across Australia,

Murdoch is recognised for excellent

teaching, ground-breaking research and

our high number of satisfied students.

Murdoch is a verdant university and a

member of the Innovative Research

Universities.

The Times Higher Education (THE) World

University Rankings – has Murdoch in the

overall band of 401-500.

The EMLSI

On completion and achieving a merit on

the PGDBA you will then need to

undertake four additional modules with

Murdoch plus the Capstone Consultancy

Project. Which four modules will depend

on the date your Murdoch University

phase starts. The table below sets out the

module dates for 2017/18, the description

and unit learning outcomes.

Each Murdoch module is run over a

month incorporating 24 hours of

interactivity which includes:

• Lectures and readings

• Case study discussions and debates

• Course notes and knowledge transfer

sessions

• Quizzes and assessments

• Video journals and podcasts

Phase 2 – Murdoch University, Australia Executive

Masters in Leadership, Strategy and Innovation - EMLSI

Perth, Australia

https://www.bing.com/images/search?view=detailV2&ccid=5dPFZQ4o&id=D63725A550A9C24DCD8CBA6F47711FBB867055F4&thid=OIP.5dPFZQ4oec8Tz2tU8hvcaAEsEs&q=murdoch+university&simid=608012906427059223&selectedIndex=30


13

Module Dates Description and Learning Outcomes

MBS601

Leadership

Dynamics

(T2)

Mon 30 April –

Fri 25 May, 2018

Enabling a context within which people can exceed

their mission is the central purpose of leadership. This

module supports participants by helping them reflect

on their behaviours and attributes as managers by

responding to key Qs: Where am I in my leadership

journey? How do I respond to evolving externalities

and what changes will I need to make to transition

from a follower to a leader? This module will enhance

and activate your transition from a follower to a leader

Unit Learning Outcome:

ULO1: Critically analyse the relevance of leadership

models to organisational and individual context.

ULO2: Analyse sources of system-wide information

pertaining to the context of decision making for

leaders.

ULO3: Comprehend the context for leadership success

for people working around you.

ULO4: Identify the management behavioural changes

that need to be made to execute the personal

leadership plan. ULO5: Contextualise the knowledge of

leadership models in creating a personal leadership

plan.

MBS602

Developing

High

Performance

Work Teams

(T2)

Mon 28 May –

Fri 22 June,

2018

HPWS is used to describe a management strategy

whereby a set of complementary human resource

management and work practices are implemented

with the expectation that they will deliver improved

organisational performance. In this module the theory

and empirical evidence of HPWS is explored, analysed

and critically evaluated. Participants will acquire an

understanding of the design principles underpinning

the key elements of an HPWS. Additionally,

participants will explore the impact of national and

organisational culture in facilitating HPWS



14

ULO1: Develop a critical understanding of the theory

and the empirical evidence for High Performance Work

Systems.

LO2: Assess the role of High Performance Work

Systems in driving improvements productivity and

innovation.

ULO3: Analyse the role of direct and indirect

employment participation in High Performance Work

Systems.

ULO4: Apply knowledge of key design principles in

developing complementary pay and performance

management systems

ULO5: Demonstrate understanding of the theory and

practice of learning and development.

ULO6: Evaluate the importance that organisational and

national culture plays in driving High Performance

Work System

MBS604

Manager as a

Performance

Coach

(T2)

Mon 25 June –

Fri 20 July, 2018

Addresses key issues focused on developing the

participant as a manager-coach. Coaching as a

profession has undergone rapid advancements over

the last two decades. Inherently, coaching

fundamentally revolves around boosting individual

performance in changing contexts by leveraging

individual talent and potential, knowledge

advancement and capability enhancement. This unit

will help the participant learn, assess and apply

coaching frameworks and the processes involved in

their own organisational context enhancing the

experiential learning activity for the participant.


ULO1: Critically analyse an organisational context, its

strategy and performance culture.

ULO2: Develop organisational coaching skills and

knowledge.


15

ULO3: Assess coaching frameworks and processes

relating to the organisational environment.

ULO4: Practice coaching skills and role play coaching

conversations.

ULO5: Evaluate and craft innovative ways through

which coaching can be introduced and effectively

integrated across the organisation

MBS607

Managing

Uncertainty

Through

Scenario

Planning

(T3)

Mon 20 Aug –

Fri 14 Sept, 2018

Reacting to organisational environments that evolve

continuously requires managers to work with constant

change and uncertainty. One avenue of responding to

the complexity of such environments is to adopt a

scenario planning approach as part of strategy

building. Organisational strategy can be better

constructed and executed by reflecting on multi-

disciplinary input that result in new trends, driving

forces and macro events. This module enables

managers to assess externalities, develop, apply and

evaluate scenarios to the organisation's strategic

context


ULO1. Assess global dynamics and drivers that can

cause strategic shifts for organisations.

ULO2. Evaluate the interactions and interplay between

key drivers over the medium and long-term.

ULO3: Apply scenario building methodologies to build

plausible scenarios

ULO4: Test scenarios for plausibility, consistency and

creativity

ULO5: Evaluate action consequences on the strategic

and policy environment of the organisation.

MBS608

Leading from

Strategy to

Operations

(T3)

Mon 17 Sept –

Fri 12 Oct, 2018

Building on techniques learned in the leadership

theme, this unit covers the design and implementation

of strategy, both at the organisation and business unit

levels. It also presents the tools and methodologies for

industry and competition analysis as well as techniques

to tap uncontested markets to deliver fast growth and


16

superior profitability. Emphasis is placed on the

importance of execution-centred strategic planning

and the management of business processes, as well as

on change management and overcoming the

challenges of strategy implementation


ULO1: Develop a value-based vision and elaborate a

mission

ULO2: Apply advanced methodologies to understand

the competitive landscape

ULO3: Plan and manage organisation and business unit

strategies, to ensure a sustainable competitive

advantage

ULO4: Actively manage business processes

ULO5: Analyse the importance and the challenges of

aligning strategy and execution

ULO6: Evaluate the main challenges of implementation

and manage change in organisations

ULO7: Improve emotional intelligence and political

sensitivity skills

MBS609

Rethinking

Strategic

Value of

Markets and

Consumers

(T3)

Mon 15 Oct – Fri

9 Nov, 2018

When business, societal and environmental realities

evolve, the strategic value creation, communication

and dissemination process also undergoes change. This

module critically assesses these new realities in the

context of a virtualised and globalised business world

and evaluates its impacts on markets and consumers.

The module will provide an analytical framework

around which business problems can be tackled and

strategic decisions made to better communicate and

disseminate processes while enhancing strategic value


ULO1: Critically evaluate the market and consumer

value approach in business


17

ULO2: Apply marketing/management theories and

models in developing a value creation, communication

and dissemination process.

ULO3: Assess the role of ethics and social responsibility

in value creation, communication and dissemination

process.

ULO4: Formulate and recommend strategic solutions

that add measurable value to the organisations using

case study approach

ULO5: Analyse new trends and directions in market

and consumer value approach

MBS613

Managing a

Global

Business

(T1) 2019

Mon 7 Jan – Fri

1 Feb, 2019

This unit addresses key challenges faced by executives

in managing business in a globalised world, and aims to

equip students with practical knowledge and skills that

will allow them to develop innovative strategies for

cross-border market entry, production, marketing,

human resource management, and other demanding

tasks


ULO1: Critically evaluate rapid changes in global

business environments

ULO2: Critically evaluate the impact of the changing

business environments on global business operations

ULO3: Critically evaluate established theoretical

models and concepts, and learn new theoretical

models and concepts emerging in response to changed

business realities

ULO4: Develop the ability to apply learnt theories,

concepts, and skills to resolving problems in global

business

ULO5: Develop an entrepreneurial mind-set to engage

in innovation and creative experiments to compete

globally in ways that generate economic, social and

ecological benefits


18

MBS628

Creating

Value for

Organisations

(T1) 2019

Mon 4 Feb – Fri

1 Mar, 2019

Businesses create value by supplying products/services

that meet customer demand. Using a series of articles,

videos and cases, this unit introduces advanced

techniques to: analyse the building blocks of value

creation across organisations; design a strategic

business model, leveraging the power of various

stakeholders through the principles of co-creation;

mainstream innovation across the organisation while

managing risk; and improve decision-making to drive

organisational performance


ULO1: Critically analyse the building blocks of value

creation ULO2: Analyse the role of stakeholders and

the potential of co-creation

ULO3: Develop a strategic approach to business

modelling

ULO4: Implement innovation across the organisation

ULO5: Actively manage risk

ULO6: Employ advanced techniques for strategic and

entrepreneurial decision-making

MBS637

Stakeholder

Governance

in a Business

Ecosystem

(T1) 2019

Mon 4 Mar – Fri

29 Mar, 2019

This unit addresses key issues around business and

governance from a multi-stakeholder perspective, and

aims to equip students with knowledge and skills that

will allow them to develop innovative 'shared-value'

and responsible business solutions. This Unit is

grounded on the 3 key streams of the School of

Business and Governance: business,

politics/governance and sustainability


ULO1: Critically analyse complex business situations

within a business-society-and-the-environment

perspective.

ULO2: Apply robust analytical criteria to define multi-

stakeholder solutions.

ULO3: Develop sophisticated decision-making skills.


19

ULO4: Develop refined oral argumentation skills.

ULO5: Craft innovative business solutions within a

'Shared-Value-Creation' perspective

ULO6: Evaluate leadership issues considering complex

ethical dimensions

MBS639

Capstone

Consultancy

Project

TBA This module provides participants with an opportunity

to work on a real organisational challenge with a

selected partner organisation mentored by in-house

faculty. The project undertaken will consolidate,

extend and apply the interdisciplinary learnings of the

program. Knowledge, skills and characteristics in

leadership, strategy, and innovation are refined and

fused with business acumen integrating

entrepreneurial instincts and disciplinary skills. Finally,

a professional approach with appropriate ethical

principles, attributes and values informs the solutions

developed. Note: this module is 6 credit points


On successful completion of this unit, participants will

be able to:

ULO1: Critically evaluate information to solve problems

and make business decisions

ULO2: Demonstrate the ability to communicate

effectively to audiences in a business context

ULO3: Work both independently and collaboratively to

achieve set deliverables within agreed timeframes

ULO4: Incorporate ethical considerations into business

decision making

MBS638

International

Immersion

TBA In this module, participants will have a tremendous

opportunity to gather first hand insights of the

economic, social, cultural and political trends which

international organisations navigate. Participants will

analyse issues relating to organisational and individual

leadership, strategies implemented for international

industry positioning such as Islamic Finance,

Responsible and Innovation Management, and witness


20

emerging innovations coming from these centres of

excellence. Participants will experience a cultural

exchange, building on professional relationships with

their cohort, international industries, organisations

and government executives


After completing this unit, participants will be able to:

ULO1. Provide an overview of the industry's social,

cultural

and political environment.

ULO2. Provide an in-depth analysis of the

industry's/firm's business practices.

ULO3. Evaluate the insights gained and assess its value

to their own organisational and individual context.

ULO4. Apply the knowledge and skills gained to their

organisational and individual context.

Your Qualification

The Award: Executive Masters in

Leadership, Strategy and Innovation

Institution: Murdoch University,

Western Australia

Interim Award: Post Graduate

Diploma in Business Administration

Institution: London Examinations

Board and TQUK

Duration: 12 to 15 months

https://www.bing.com/images/search?view=detailV2&ccid=5dPFZQ4o&id=D63725A550A9C24DCD8CBA6F47711FBB867055F4&thid=OIP.5dPFZQ4oec8Tz2tU8hvcaAEsEs&q=murdoch+university&simid=608012906427059223&selectedIndex=30


21

www.leb.education

[email protected]

executive masters in leadership, strategy and … · 2018-03-20 · in business administration -...

Documents