Assessment Executive Master

EXECUTIVE MASTER IN PROFESSIONAL
MANAGEMENT

ASSESSMENT

School of Management
MAY 2021

www.som.usm.my

Kami Memimpin | We Lead

BACKGROUND OF THE PROGRAMME

The Executive Master in Professional Management programme
provides a platform for individuals to delve and progress further
into the evolution of management with a comprehensive
curriculum that covers the latest trends in business management.
In particular, this programme is specifically designed for Penang
Development Corporation (PDC) to transform the PDC’s employees
with a sound knowledge of management in the digitalized era
across a range of subjects and allowing them to make the
transition, progress and building on past educational
accomplishments, into the world of business management.
This programme offers a broad but vigorous management
education that goes beyond acquiring basic management skills
into contemporary methods and techniques relevant to manage
an organization and lead a team in a dynamic digital environment.
At the end of the programme, participants will be able to analyze
outcomes and respond to challenges in the world without
hesitation.

UNIQUENESS OF THE PROGRAMME

 The programme targets ‘niche  This programme focuses on "specialized"
market’ which focuses specifically on knowledge and skills as compared to
the area of specialization of PDC’s "broad-based" management content that
employees but is broad enough to suits those in professional services.
cover the requisite skills and
competencies of 21st century.  This programme emphasizes
“competency-based" as
 The courses are designed to suit compared to disciplined-based
the needs of the professional which focuses on complex
sector that involve: (1) Mastery of outcomes of the learning process
Knowledge (2) Skills Application (ie knowledge, skills and
attitudes that must be applied)

 An innovative curriculum: Incorporating
the latest business trends in topics
such as business analytics, innovation,
digital business, and others.

ASSESSMENT OF THE PROGRAM

In ensuring a pool of talented workforce, the assessment for this
program will be based on competency framework that defines the
"specialized" knowledge and skills, abilities as compared to "broad-
based" management content that suits those in professional services.
Competency is pertinent for enhancing the performance of the
employees by referring to the ability to do something successfully and
efficiently. As such, the assessment will focus on 3 main areas namely
knowledge, skills and abilities.

ASSESSMENT OF THE PROGRAM

Strategic 01 02 Self-relection
Competencies (20%) (15%)
TYPE OF
• Participants – pre and post ASSESSMENT Participants Narratives -
• Trainers (Pre and Post Training)
• 2 Immediate Superior 04 03
Individual Integrative
Module Group Assessment (40%)
Assessment (25%)
-Combine learning from multiple
• Case studies modules and/or levels into a single
• Scenarios during training assessment.
• Trainers’ observation - Synoptic in which assessment is based
on connections between knowledge and
learning that span multiple modules and
topics.

FLOW OF ASSESSMENT FOR THE PROGRAM

PARTICIPANT
WORK

PROFILING

LIST OF MODULES

BIL. MODULES LECTURERS

1 Business Communication Prof. Madya Dr. Lilis Surienty Abd Talib
2 Business Analytics for Professional Dr. Khaw Khai Wah
3 Management Insights for Professional Prof. Dr. Noor Hazlina Ahmad
4 Design Thinking for Problem Solving Prof. Madya Dr. Shankar Chelliah

5 Emotional Intelligence and Negotiation Dynamics Prof. Madya Dr. Anees Janee Ali @ Hamid

6 Advances in Digital Technology Dr. Nor Malini Kassim

7 Leadership in Digital Era Prof. Madya Dr. Siti Rohaida Mohamed Zainal

8 Accounting and Finance Analytics Dr. Lok Char Lee
9 Corporate Restructuring Dr. Abdul Hadi Zulkafli
10. Strategic Foresight Prof. Madya Dr. Hasliza Abdul Halim

STRATEGIC COMPETENCIES

LIST OF STRATEGIC COMPETENCIES

7 CORE COMPETENCIES Networking and Strategic Thinking
Liasing
Communication The ability to think
The ability to work beyond operational
The ability to express competently and matters, a mindset to
clearly and concisely position the company
productively with others for future.
ideas, information, (stakeholders)
decisions, plans and
activities and directives;

in a manner that is
readily understood.

Leading Change Service Delivery Managing Problem Solving
TRheesaobuilritcyetosmanage all
The Ability to bring The ability to provide The ability to identify
about change in one’s service at the highest available resources, problems, develop
staff towards more standards that meet the tangible and intangibles alternative solutions
positive attitudes and expectations of the resources efficiently and and making
higher-level outcomes stakeholders effectively decisions to turn
problems into
opportunities.

SCHOOL OF MANAGEMENT

Universiti Sains Malaysia, 11800 Penang, Malaysia.

+ 604-653 3370/5898 | +604-653 3130 | [email protected]
USMmanagementschool | School of Management,USM

APPENDIX

STRATEGIC COMPETENCIES -MEASUREMENTS

LEADING CHANGE COMMUNICATION SERVICE DELIVERY

STRATEGIC COMPETENCIES -MEASUREMENTS

NETWORK AND LIASING MANAGING RESOURCES

STRATEGIC COMPETENCIES -MEASUREMENTS

STRATEGIC THINKING PROBLEM SOLVING

OBSERVATION RUBRIC (Example)

Limited Developing Proficient Advanced Score and
comments
Participant does not Participant attempts to Participant uses Participant seeks out
Solicits and uses see the need for use feedback when feedback to feedback and
feedback feedback or solicit verbally prompted improve uses information to
feedback performance improve
Proactiveness in Participant attempts to
giving ideas Participant does not provide ideas when Participant provides Participant actively
see the need to give prompted ideas improve give ideas to improve
Perseveres ideas performance performance
Appropriateness Participant sometimes
Participant becomes become frustrated but Participant seek out Participant will seek
Set appropriate & easily frustrated , attempts to seek out help when needed out solution when
realistics goals does not seek out help when confronted to confront with confronted with
help when with obtacles. obtacles. obtacles from many
Rapport and confronted with sources
teamwork obtacles.
Participant attempts to Participant set Participant set and
Participant does not meet appropriate
set goals set goals appropriate and and realistic goals

Participant does not realistic goals
have rapport and
cooperate in a team Participant attempts to Participant have Participant
have rapport and rapport and continuously to build
cooperate in a team cooperate in a team rapport and
cooperate in a team

Case study (Example)