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POSTGRADUATE DIPLOMA IN EXECUTIVE
MANAGEMENT AND LEADERSHIP PRACTICE
PROGRAMME HANDBOOK
SYLLABUS
2014 - 2020
POSTGRADUATE DIPLOMA IN EXECUTIVE MANAGEMENT AND LEADERSHIP PRACTICE
The HKICE Postgraduate Diploma in Executive Management and Leadership Practice awards are
valuable, globally recognised management qualifications which attract credits and exemptions
from other institutes and educational establishments. Once you have successfully completed the
HKICE Diploma in Executive Management and Leadership Practice, the Postgraduate Diploma in
Executive Management and Leadership Practice is the next step. In collaboration with professors
from renowned overseas universities and institutes, the Postgraduate Diploma in Executive
Management and Leadership Practice is a challenging, high-level management and leadership
qualification that demonstrates specialist professional knowledge across many areas.
The modules of the programme place emphasis on interdisciplinary understanding and the
application of knowledge facilitates the sharing of best practices and helps chief executives and
senior management look at the challenges of their role in today’s highly competitive and
globalised economy. In addition, the programme encourages peer group support, challenge and
discussion.
Curriculum Structure:
1. PDEM711 Entrepreneurial and Growth Management
2. PDEM712 International Marketing and Brand Management
3. PDEM713 Strategic Human Resource Management
4. PDEM714 Managing Innovation for Global Competitiveness
5. PDEM715 Business Analysis and Decision Making
Entry requirement(s):
- HKICE Diploma in Executive Management and Leadership Practice; or
- Recognised Bachelor’s Degree in Management/Leadership or equivalent or higher
qualification and held the post of CEO of an organisation or equivalent position for a
minimum of three (3) years
- Applicants must demonstrate a sound command of the English language, spoken and
written. If your first language is not English, you need to have reached an equivalent level
of fluency to IELTS Level 6.5 in order to be able to undertake the Postgraduate Diploma
in Executive Management and Leadership Practice.
Duration: 8 Months
Mode of Delivery: Lectures and Tutorials
Grading System:
85 - 100 A Distinction
75 - 84 B Credit
65 - 74 C Fair
55 - 64 D Bare pass
below 55 F Failure
Course Assessment:
The assessment is a combination of examination (50%) and practical coursework (50%). The
marking of scripts will be moderated and/or examined by the HKICE Board of Studies before they
are released to students. The decision of the Board is final and no correspondence will be
entertained.
ENTREPRENEURIAL AND GROWTH MANAGEMENT
CREDIT: 4
Textbooks:
- Urs Fueglistaller, Christoph Müller, and Thierry Volery. 2008. Entrepreneurship. Gabler.
[ISBN 978-3-8349-0729-5]
- A. Coskun Samli. 2009. International entrepreneurship. Springer New York. [ISBN 978-0-
387-88596-4]
- Álvaro Cuervo, Domingo Ribeiro and Salvador Roig. 2007. A Paradigm of
Entrepreneurship: Entrepreneurial Management. Springer Berlin Heidelberg.
- Bobek Suklev, and Gadaf Rexhepi. Growth Strategies of Entrepreneurial Business:
Evidence from Macedonia. 2013. Springer Berlin Heidelberg. [ISBN 978-3-642-36576-8]
Course Objectives:
This course aims to examine the possible difficulties and solutions for the business
entrepreneurs, inspire the creativity and perceptions for business project management and
planning in both short term and long run, the course focus on the direct and indirect effects of
entrepreneurial competencies on growth, business project planning, internal and external
strategies, and entrepreneurial orientation.
Upon completion of this course, the participant will be able to:
Acquire an understanding of the entrepreneurial and growth management within local and global content;
Identify the business opportunity and potential with insightful visions;
Determine feasible business projects and the infeasible business projects; and
Evaluate the short term and long term return of the business, predict the possible
obstacles and difficulties along the routine and advise for the solutions based on
entrepreneurial understanding
Content Outline of the Course:
Introduction
- Entrepreneurship spirit management
- Growth management
Conceptual Framework
- Design of comparative static conceptual framework
- Venture success
Direct Effects of General Entrepreneurial Competence on Success
- Direct effects of innovation competencies on growth
- Direct effects of enforcement competence on growth
- Direct effects of social competencies on growth
- Teamwork-competence and growth
- Leadership-competence and growth
- Network-competence and growth
Direct Effects of Functional Management Competence on Functional Success and Growth
- Direct effects of technology management competence on technology success and growth
- Direct effects of marketing management competence on market success and growth
- Direct effects of financial management competence on financial success
Indirect Effects of Competence on Growth
- Complexity of the first development task
- Functional competencies and task complexity
- Task complexity and growth
- Functional success and growth
- Relation between strategy, performance management
Internal Strategies: Organic Growth
- Product-related strategies
- Geographic expansion
- Learning organisation
- Resource based view
External Strategies: Partnering for Success
- Alliances
- Mergers and acquisitions
- Licensing
Management Skills and Leadership
- Organising growth
- Organisational blueprints
- Managing people
- Motivating employees
- Strategic issues
Business Project Planning
- Opportunities and risks
- Long run planning and short run targeting
- Financial resources and business financing
- Budgeting and cash flow control
- Apprenticeship and human resources
Entrepreneurial Perspective of the Business
- Delimiting clusters
- Clusters, productivity and business innovation
- Clusters and the increase in productivity
- Clusters and the increase in innovation
Entrepreneurship and Growth: The Need to Combine Micro and Macro Perspectives
- Entrepreneurship: a two-dimensional concept
- Entrepreneurship in context
- Research and research lacunae
- The innovative dimension: a necessary deja vu
Entrepreneurial Structure form a Regional Perspective
- Entrepreneurship: Entrepreneurial function and entrepreneurial structure
- Entrepreneurial density
- The average size of firms
- Patrimonial vulnerability
- Dominant productive sectors
- Functional dependence
- Productive dependence
- Quality-based entrepreneurial orientation
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INTERNATIONAL MARKETING AND BRAND MANAGEMENT
CREDIT: 4
Textbooks:
- Kotler, P. and G. Armstrong. (2010). Principles of marketing. Upper Saddle River, NJ:
Pearson, Prentice Hall, 13th international edition. [ISBN 9780136079415]
- Brassington, F. and S. Pettitt (2010) Essentials of marketing. Harlow: Prentice Hall, 2nd
edition. [ISBN 9781405858281]
- Axlrod, R. (2009) The evolution of co-operation. London: Penguin Books, revised edition
[ISBN 9780465005642]
Course Objectives:
This course aims to evaluate the traditional marketing and branding tools and models in global
marketing environment with complex cultures and obstacles, after the examination of the
modern marketing challenges, inspire the adoption and adaptation ability of the participants and
their appreciation in importance of the branding and the related strategies.
Upon completion of this course, the participant will be able to:
Acquire an understanding of the detailed marketing process in global wide territories;
Identify the role of the branding and the related approaches and strategies;
Critically evaluate the effectiveness global marketing and branding approaches and strategies; and
Determine and adapt the different marketing and branding strategies accordingly in
differing circumstance
Content Outline of the Course:
Introduction to Marketing and Branding
- Definition and a brief history introduction to the history of marketing and branding
- How does modern definition of marketing and branding fit into traditional views
- Economic theory and other academic disciplines of marketing and branding
- Marketing and branding problems
- Looking ahead: the marketing framework and the ultimate aim of production
The Marketing Environment and a Game Theory Perspective on Competition
- Types of environment
- Customers, consumers or clients?
- Information flow: Intercultural communication in dynamic environment
- Branding as a signal
- Introduction to game theory
- Other important economics principles
Consumer Behaviour in Global Environment
- Tastes and constraints in explaining differences and changes in behaviour
- Stability of tastes and the economic explanation of custom and tradition
- Age and consumer behaviour over the life-cycle
- Stages in the consumer’s life-cycle
- The social-psychological approach to consumer decision-making
- Mechanisms of behavioural/habitual explanation
- Applications of behavioural and cognitive theories in marketing and branding
- The case of advertising: cognitive versus behavioural approaches
Market Segmentation
- Market segmentation – the relevance for global organisations
- Importance of segmentation
- Market segmentation, targeting and positioning
- Problems in implementing segmentation globally
- Positioning and branding
Customer Relationship Marketing (CRM)
- Attracting, retaining and growing customers
- Building customer relationships and customer equity
- Customer satisfaction and brand management
- Planning marketing: partnering to build customer relationship
- Using relationships instead of markets or hierarchies
- Key account management (KAM) in global business environment
Promotion, Advertising, and Branding
- Theories of advertising and evidence
- The link between advertising and sales in a dynamic setting
- Branding across cultures
- Strategic promotion: how advertising can affect competitive balance in the marketplace
- Balance in the marketplace
- How do firms attempt to counter the declining effectiveness of traditional advertising?
Branding and Product Development
- Quality in marketing
- Branding
- Branding decisions
- Branding and managing the product line
- New product development
- Branding of new products and the related strategies
Services Marketing
- Introduction to service marketing
- Characteristics of services
- The differences between products and services
- Internal marketing and interactive marketing
Fads, Fashions and Bandwagons: Why Some Products Succeed While Others Fail?
- Product life-cycle (PLC)
- Firm strategies at each stage of the PLC
- Real-world application of the PLC
- Possibility of PLC profiles
- Network externalities and bandwagon effects
- Snob goods and informational cascades
Pricing Strategy
- Macroeconomic environment
- Factors affecting firm pricing decisions
- Pricing policies and strategies
- Pricing policy in the real world
Distribution Channel
- Placement and distribution
- The functions performed by marketing channel members
- The importance of power in channel member relationships
- Channel behaviour and organisation
- Channel design and management decisions
Corporate Social Responsibility (CSR) and Marketing
- Business ethics
- Radical critiques of marketing
- Definitions and a brief history of CSR
- Contagion effects for branded companies
- The ethical and social implication of marketing and branding behaviour
- Looking back at the marketing framework
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STRATEGIC HUMAN RESOURCE MANAGEMENT
CREDIT: 4
Textbooks:
- Stone, R.J. (2008). Human Resource Management. (6th ed.). Brisbane, Australia: John
Wiley & Sons
- Cooper, R. (2009). Forward with Fairness? Industrial Relations under Labor in 2008,
Journal of Industrial Relations, Vol. 51, No. 3, pp. 285-296.
- Dessler, G., Griffiths, J. & Lloyd-Walker, B. (2007). HRM. (3rd Ed.), Australia: Pearson
Education.
- Florian, P. (2009). Determinants of Work-life Balance: Shortcomings in the
Contemporary Measurement of WLB in Large-scale Surveys.
- Wiley & Sons. Cole, K. (2007). Workplace Relations in Australia A Practical Guide To
Workchoices. Australia: Pearson.
Course Objectives:
This course aims to examine the role and function HR Management and its strategic value to
organisations. Specifically, learning will focus on HRM philosophies, advanced topics in
employment law, labour and employee relations, performance management, effective
recruitment, selection, alignment, and deployment of people and teams in organisations.
Upon completion of this course, the participant will be able to:
Acquire an understanding of the human resource management process within an organisation;
Identify the role of human resource management in strategic planning;
Determine different human resource management strategies;
Evaluate the effectiveness of human resource management functions; and
Critically evaluate the broader human resource management literature
Content Outline of the Course:
Introduction to Strategic HRM
- Meaning of human resource management (HRM)
- HR manager’s role
- HR activities in organisations
- Meaning of strategy
- Meaning of strategic HRM
- Strategic challenges facing HRM
HR Planning HRM and the Law
- Importance of law as it relates to HHRM
- Distinguish between an employee and an independent contractor
- Sources of legal obligations in employment law
- The importance of the contract of employment and its essential terms
- The amendments to the federal legislation by work Choices
Job Analysis, Job Design and Quality of Work Life
- What is meant by job analysis and design
- Uses of job analysis
- The content and format of a job description and specification
- Collection of job analysis data
- Competency profiling
- Major methods of job design
- Quality of work life, employee participation and industry democracy
Recruitment & Selection
- Strategic recruitment
- Major internal and external sources of human resources
- Major recruitment methods and their advantages and disadvantages
- Recruitment of women, people with disabilities, old workers and minorities
- Evaluating recruitment activity
Performance Management
- Relation between strategy, performance management and performance appraisal
- Objectives of performance appraisal
- Sources of error
- Major types of systems
- The importance of goal setting
- The impact of EEO
HRD Career Planning and Development
- Importance of human resource development to organisational success
- Meaning of strategic HRD
- Need for a systematic approach to training and development
- Distinguish between training and development
- Major HRD methods and techniques
- Key characteristics of an effective orientation programme
- Main principles of learning psychology
Employee Remuneration and Benefits
- Remuneration policies and practices with an organisation’s strategic business objectives
- Key objectives of employee remuneration
- Components of a systematic remuneration programme
- Mechanics of common job evaluation systems
- Current issues in executive remuneration
- How to link pay to performance
Industrial Relations Managing Workplace Relations
- Key strategic issues in industrial relations (IR)
- The unitarist, pluralist and Marxist approaches to IR
- Role of employers, trade unions and government in IR
- Why employees join unions
- Individual and collective bargaining, conciliation and arbitration
- Key elements of the Workplace Relations Act 1996
- Work Choices and IR consequences
Employee Health and Safety
- Importance of a healthy work environment
- What management and employees must do to create a safe and healthy work environment
- Contribution of TQM to improve occupational health and safety performance
- Major current health and safety issues
- The resources of job stress and the possible remedies
Managing Diversity
- How managing diversity contributes to the strategic objective of HRM
- Three different approaches to managing diversity in workplaces
- Compare and contrast how each approach to managing diversity enhances equal
opportunities in employment
- Three different types of discrimination
- Harassment as a particular form of discrimination and recommend appropriate
management responses
- Concept of merit
International HRM
- Major differences between domestic and international HRM
- Some key cross-cultural issues dealing with communication, ethics, trust, management
style and EEO
- Major challenges faced in international HRM relating to performance appraisal, training
and development, remuneration and industrial relations
- Major characteristics of HRM in China and Japan
Managing International Assignments
- Key factor in selecting a person for an international assignment
- Major adjustment difficulties encountered by expatriate managers and their families
- Importance of cross-cultural orientation and the meaning of cultural shock
- Importance of career planning and repatriation
- Basic components of an expatriate remuneration programme
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MANAGING INNOVATION FOR GLOBAL COMPETITIVENESS
CREDIT: 4
Textbooks:
- Amabile, T. (1998). How to kill creativity. Harvard business review, 76, (5), pp76-88.
- Buzan, T. (2001). The power of creative intelligence. London: Thorsons.
- Buzan, T. (2003). Use your head. London: BBC Worldwide.
- Chan, K.W. & Mauborgne, R. (1997). Value Innovation: The Strategic Logic of High
Growth. Harvard business review, 75, (1), pp102-113.
Course Objectives:
This course is designed to enable the participant to:
- Describe a variety of creative styles and the principles of creative thinking
- Examine the impact of perception on thinking, concept development and innovative
action
- Analyse the barriers to creativity in individuals and organisations
- Understand the processes and determinants of the successful exploitation of innovation
- Develop Creative Thinking capability
- Observe and analyse creative processes
- Determine strategies to cope with blocks to creative problem solving
- Differentiate between a variety of creative styles
- Develop approaches to a realisation of an individual’s own vision of the future
- Apply skills to emerging opportunities.
- Appreciate the complexity of human behaviour
- Value unconventional approaches
- Develop a broad view of creative processes and the mechanisms for unlocking creativity
- Differentiate between product, service and functional
Upon completion of this course, the participant will be able to:
Alternative viewpoints on creativity, representing management, cognitive, scientific thought and psychodynamic perspective;
Thought organisation and creative thinking, rationality and the power of the metaphor. Creative processes; problem solving, brainstorming, Mind Mapping, intuition, judgement
and imaging;
Removing blocks to creativity;
The process of innovation. Strategic innovation and change;
Defining the Challenge – Imagineering and Focus;
Exploration – Radiant and Parallel Thinking;
Creative Interventions – Team facilitation for Entrepreneurs;
Deliberate Creative Thinking – The fundamentals of lateral thinking;
Designing Outcomes – From creativity to innovation; and
Application individually and in teams
Content Outline of the Course:
Introduction & Unit Overview
- What is creativity and innovation?
- Creativity in business and innovation in business
Mind Maps
- Innovation
Models for Creative Problem Solving
- Problem identification and definition using the CPS model
Perceptions
- Individual tools / heuristics - faith in your own creativity; Problem identification and
definition
Six Thinking Hats
- Individual tools / heuristics – absence of negative Judgement, create curiosity
- Morphological analysis
Brainstorming and its Variants
- Individual tools / heuristics - precise observation, pay attention
Idea generation (creativity enhancement) Methods
- Lateral thinking
- Individual tools / heuristics - creative questioning
Idea Generation (creativity enhancement) Methods
- Synectics
- Paradigm-breaking
Evaluating Ideas
Innovation: Implementing ideas
- Resistance to change
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BUSINESS ANALYSIS AND DECISION MAKING
CREDIT: 4
Textbooks:
- Samson, and Danny, 2009. Managerial Decision Analysis. Homewood, IL: Richard D.
Irwin, Inc.,
- Schlaifer Robert 2010. Analysis of decisions under Uncertainty. Melbourne, FL: Robert E.
Krieger Publishing Co., Inc.
- Golub, Andrew L., 2009. Decision Analysis: An integrated Approach. New York: John
Wiley & Sons.
- Allen, Michael S. 2011. Business Portfolio Management: Valuation, Risk Assessment, and
EVA Strategies, New York: John Wiley & Sons.
Course Objectives:
This course aims to examine economics, sociological and series of analytical tools with theoretical
framework contributed by scholars in decision making, offer participants with vast options and
knowledge in decision analysis. Students are trained to develop a rigorous and clear methodology
to cope with decisions in situations of uncertainty. For this purpose, tools and concepts such as
decision trees, measurement of uncertainty by means of probability, and attitudes towards risk
are explained in detail. In this course, students will assess the uncertainties of each alternative
using probability and will work through the economic consequences of each scenario before
finally making a decision. The value of information at each stage will be evaluated. The course will
use simulation as a way of analysing a variety of possible future scenarios, to understand the
likelihood of those scenarios in order to be in a better position to make a decision.
Upon completion of this course, the participant will be able to:
Acquire an understanding of the probability theory and influence diagram theory and
analysis;
Decode the real life data into the theoretical parameters; and
Critically evaluate the value of information at each stage of decision making and make quality decision
Content Outline of the Course:
Introduction to Business Analysis and Decision Making
- Organisational goals and objectives
- Differences between managers
- Lawrence and Mintzberg
- Decision making and effectiveness
- Effective managers
Theoretical Approaches to Decision Making
- Decision making in business
- Theories and models for making decisions
- Decision framework
- Probability theory
- Dependency diagram theory
Uncertainty and Probability
- Probability
- Expected value and equivalent
- Expected value of perfect information
- Revising probabilities in light of sample information
- Expected value of sample information
Decisions under Uncertainty
- Recasting the problem as a decision problem
- Rules for constructing influence diagrams
- Constructing the decision tree
- Decision criterion
- The trade-off between certainty and uncertainty
Probabilistic Dependence
- Dependence and independence
- Dependent probabilities
- Dependent outcomes
- Nature’s tree
- The value of imperfect information
Attitudes toward Risk Taking
- The inadequacy of expected values
- Toward a consistent risk attitude
- Utility function
- An exponential utility function
- Deriving the existence of a utility function
- Risk-free discount rates
Dealing with Complex Problems
- A cyclical approach
- Using decision hierarchy, strategy tables and influence diagrams
- Deterministic structuring: modelling the problem
- Deterministic structuring: sensitivity analysis
- Probabilistic evaluation: building and pruning the tree
- Basic appraisal
Corporate Application of Decision Analysis
- New product development
- Litigation decision analysis
- Bidding strategies
- Investment and investment rollover decisions
- Options
- R&D decisions and portfolio
- Corporate strategies and business portfolios
Corporate Decision Making
- Decision projects
- Dialogue decision process (DDP)
- DDP and the decision analysis cycle
- Project staffing and timing
- Presenting decision analysis
- Decision process capability building
Simulation through Theoretical Frame
- Background
- Simulations models
- Simulations and validation
- Project simulation and conclusion
Encoding a Probability Distribution
- Level of details in encoding probability distribution
- Problems in encoding probability distribution
- Motivational biases
- Cognitive biases
- Availability biases
- Representativeness biases
- Adjustment and anchoring bias
- Probability encoding process
- Experiences and insights from practice
Decision Quality
- Quality in decision making
- People quality and content quality
- Elements used in measuring decision quality
- Appropriate frame
- Creative, doable alternatives
- Meaningful, reliable information
- Clear values and trade-offs
- Logically correct reasoning
- Commitment to action
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