MASTER program, contents, materials

MASTER program, contents, materials Project Title Project Acronym Grant Agreement Number Deliverable Type Multichannel Adaptive System Training for micro, small and medium Enterprises MASTER 2010-1-PL1-LEO05-11470 Report Deliverable Number 8 Date of Delivery 30 th November 2011 Author(s) Editor Related Work Package Availability of Deliverable Valentina Castello (FUA), Paola O. Achard (FUA), Antonella Fiorenzani (FUA), Anita Pinter (Corvinno), Miklós Gábor (Corvinno) Chiara Sancin (DIDA) Brigitte Zörweg (MERIG) Rene Wenzel (FHJ) Małgorzata Snarska-Świderska (SOOIPP) Aleksander Bąkowski (SOOIPP) Józefina Osowska (Techin) Chiara Sancin (DIDA) WP2 Public document 1 MASTER PROGRAM, CONTENTS, MATERIALS

TABLE OF CONTENT 1.1. Meetings... 7 1.2. MASTER Distance Learning environment and activities...8 1.2.1. Accessing the distance learning platform... 8 1.2.2. Accessing the learning resources... 8 1.2.3. MASTER adaptability... 9 1.2.4. Collaborative learning... 10 1.3. Evaluation... 11 1.4. Annex 1 Contents and Modules on Internationalisation...12 1.4.1. International Strategies of Market Entry [IME]... 12 1.4.2. Legal Aspects of Internationalisation [LAW]... 14 1.4.3. Financing and Funding [FUN]...15 1.5. Annex 2 Contents and Modules on Strategic Management...17 1.5.1. Fundamentals of Strategic Management...17 1.5.2. Strategic Implementation... 18 1.6. Annex 3 Contents and Modules on Project Management...21 1.6.1. Project Initiation... 21 1.6.2. Project Organization... 22 1.6.3. Project Controlling... 23 1.6.4. Project Planning... 24 1.6.5. Project Execution... 25 1.6.6. Project Closing... 26 Learning objects in Italian Annex 1 Contenuti e corsi relativi alla gestione strategica...27 Strategie di ingresso nel mercato internazionale...27 Aspetti giuridici di internazionalizzazione... 28 Finanza e Fonti di finanziamento...29 Annex 2 Contenuti e corsi relativi alla gestione strategica...30 Fondamenti di gestione strategica...30 Implementazione strategica... 31 Annex 3 Contenuti e Corsi relativi alla Gestione di un progetto...33 Avvio di un progetto... 33 Organizzazione di un progetto...33 Controllo e monitoraggio di un progetto... 34 Pianificazione di un progetto... 35 Esecuzione di un progetto... 36 Chiusura di un progetto... 36 2 MASTER PROGRAM, CONTENTS, MATERIALS

Summary of the deliverable This deliverable concerns the design of the training contents to integrate in the general system in order to deliver specific training paths taking in account the competences of the reference end-user. According to MASTER goals, targets and ressources, the MASTER program (and relative contents) have been: defined according to the user need analysis and its clustering (WP1 deliverables and D6); according the competence map (as described in previous D7) linked to the ontology aspect and, in particular, to the ontology test engine through the definition of the competences map (as shown in deliverables D6 and D7). Contents referred to each course and module and learning materials are briefly described and attached to this deliverable (Annexes of Chapters 5 and 6). Master program goal, target and rationale The project approach is to analyze training needs of target group of SMEs and use and adapt training concept and content already developed by project partners in the frame of other EU funding projects to meet the companies needs in the most effective and efficient way. The project objective is not to develop learning materials but to implement existing ones on e-learning platform according to the user needs. As already highlighted in the previous deliverables, the user need analysis conducted in the first project stages have shown the main emerging micro and SMEs training needs as well their approach, evaluation and criticism on training systems and programs, including the technology acceptance dimension. With special refer to the training need contents and goals, according to the specific Polish micro and SMEs development paths, three appeared to be the main interest: Internationalization, Project Management; Strategy management s a part of Project Management area. The transversal impact of these fields and the general goal of the curriculum at hand is to improve the readiness and qualifications of relevant human resources of Polish companies, which aim to improve their capacities of strategic development, also in terms of internationalization. For this purpose this training will be designed, tested and adapted focusing on the managers/project managers of those companies in order to augment their knowledge, skills and abilities in specific and practically applicable fields related to economic internationalization. 3 MASTER PROGRAM, CONTENTS, MATERIALS

The curriculum at hand is based on the need analysis and previous experience gained by partners in previous projects, which was issued in the first phase of MASTER project. More specifically, according to the need analysis and the clustering activities (and related job role and competence map definition), MASTER curriculum intends to transfer most recent knowledge from prior projects of the partner FH JOANNEUM Gesellschaft mbh (in the Internationalization area INCO, INCOII, IC&IC) and partner Multidisziplinäres Institut für Europa-Forschung Graz in the Strategy Management field) into practice by means of state of the art teaching methodology (teaching methodology is based on existing experiences of project partners) and improve pertinent skills aiding the target audiences to better tackle the challenge of going international and/or supporting complex and effective strategic management processes and systems. The teaching methodology implemented in Master is flexible and can be used/adapted to other purposes and contents to increase the skills of employees in SMEs. The main MASTER target group (as described in previous deliverables) are the top and middle management of (Polish) micro and SMEs. The nature and the contents of the program, coupled with its adaptive and modular approach, make possible to enlarge the target groups also to: external consultants, providing nowadays services, counsel and management capacities for efforts in regard to the various types of strategic development and changing processes to micro and SMEs, including the internationalization area; master students, in respond to the emerging professional needs of SMEs strategic and organizational change processes. Particularly, university graduates seeking additional qualification as internationalization consultant and/or Eu project are also among the target groups of this training programme. In line with the qualification profile (and competences map) described within previous D6 and D7 the MASTER program aims at: supporting the dynamic fit of competences demand and supply, with special refer to the managerial segments of the job markets and their roles within the company s strategic development, including the internationalization capacity and the governance of complex development, strategic and funding projects. promoting the development of these competences by providing on line learning resources and collaborative learning environments, by valorising: a multichannel (web and mobile) fashion, consistently with the project goals and the need analysis evidences on technology acceptance and training access constrains; 4 MASTER PROGRAM, CONTENTS, MATERIALS

a blended approach, integrating traditional training activities (each target group will be met in a face to face introductory meeting) and innovative technology enhanced learning processes (both self and collaborative); a personalized learning approach, made possible by the ontology based competences assessment engine. Program and Contents The MASTER program has been articulated in three main managerial training areas: 1) Internationalization, articulated into 6 modules Essentials of Internationalization Consulting (core course) [INCO] International Strategies of Market Entry [IME] International Project Management [IPM] Intercultural Management [CULT] Legal Aspects of Internationalization [LAW] Financing and Funding [FUN] 2) Strategy Management, articulated into 2 modules Foundation of Strategic Management Implementation Strategy (learning objects related to Strategy Management are included into Project Management area) 3) Project Management, articulated into 6 modules Project Initiation Project Controlling Project Organization Project Planning Project Execution Project Closing Each of the three areas has been articulated within auto-consistent modules and didactical units, as it will be later described within Annexes of Chapter 5, in order to: 5 MASTER PROGRAM, CONTENTS, MATERIALS

match the competences map emerging from the user need analysis and clustering (also consistently with an EQF approach); support a personalized and adaptive fruition of the learning process, as described later in this document. In the Annex (Chapter 5) of this document the description of each module contents and goals for each training area are attached, describing: general and specific goals, duration, on line materials, additional suggested learning resources, web links. In the Annex (Chapter 6) of this document the learning materials that have been uploaded within the flexilab restricted area and are accessible to participants are reported. Finally, MASTER will provide the following products which will be available in electronic and printed version (for participants): A manual for participants (User Manual, D.30) which will guide them through the multiple elements of MASTER program and system, in a modular and adaptive fashion (allowing them to use the whole tool available or pick modules to integrate into their learning path) as described in the next Deliverable 9 and further enriched within the Master 2.0 definition (WP4); Program, contents and materials overview (this document); Materials (attached to this document); Evaluation and Feedback forms (questionnaire + STUDIO statistics). 6 MASTER PROGRAM, CONTENTS, MATERIALS

MASTER system approach and articulation MASTER program has been developed in a: modular fashion, each of the modules has been designed (and area accessible) dependently, with a specific learning path, allowing easy adaptations of the program; adaptive, according to the personalization potential of the test engine of evaluating each competence/knowledge area and domain (as described in the previous two deliverables). This curriculum is designed on an innovative, adaptive and multichannel distance learning system taking into account the fact that our job role target (mainly top and middle level managers of micro and SMEs) usually can provide only limited resources in terms of time available for training. In addition, the program employs a blended learning approach using specifically designed learning paths. This training program is designed as integrated solution, combining the process of self-based learning with online support; face to face introductory and final meetings; the participation of online collaborative learning processes and activities (mainly supported by forums). 1.1. Meetings Workshops and individual meetings with users will be organized to evaluate learning methodology provided in the project, analyze opportunities to improve it, share opinions regarding it valorization and exploitation. In April 2012 SOOIPP will organize several workshops with SMEs concentrated in several Polish Technoparks. During those events it will be the short presentation made about the MASTER system itself, deliverables important from the SMEs point of view, and usability of the system also after the project progress. During the meeting: program contents briefing, materials presentation and user guide will be shared; expectations as well as criticism will be shared and solved; demos will be carried on both on the web and mobile environments; issues regarding evaluation procedures will be presented as well. 7 MASTER PROGRAM, CONTENTS, MATERIALS

SOOIPP and TECHIN will organize the testing phase of the MASTER platform in the Technology Park in Kielce (participants will test system with implemented content (in Polish); correction and changes to the system will be implemented afterword). Moreover SMEs from incubators and technology parks will be invited to the Final MASTER conference, which will be held in October in Warsaw (possible use of Master to improve skills of target SMEs employees and needs for development of other content on existing platform will be discussed). Participants will also take a part to final meeting with program and training evaluation aims, as well as fine tuning goals. 1.2. MASTER Distance Learning environment and activities A more detailed presentation of the access procedure as well as of the platform environment and tools are reported in the: Studio overall presentation in Deliverable 9, deepening the main concepts of the ontology based learning environment and test engine and highlighting its infrastructure design and its functionalities in details. User guide in Deliverable 30, providing the operative explanation of environments and tools. 1.2.1. Accessing the distance learning platform As better described in Deliverable D30, MASTER Platform is accessible (through authentication system) via the FLEXILAB website (www.flexilab.eu ). 1.2.2. Accessing the learning resources Once access the MASTER platform, participants can access the learning materials for each course (and module). Each module has a defined set of online courses contributing to building basic knowledge and expertise in each module. All learning materials widely use text and multimedia file formats to support and facilitate the individual study. Participant can choose to: access the all learning resources and activities for the all MASTER knowledge domain; 8 MASTER PROGRAM, CONTENTS, MATERIALS

access the learning resources and activities according to the personalized path allowed by the MASTER ontology features, to bridge over and/or improve the missing knowledge areas of the test taker. According to MASTER program and system approach, all the learning materials will be enriched on an ongoing base by: integrating OER (open education resources), consistently with the EU goals, programs and projects; valorizing the ones stemming from the on line interactions among participants that will share, build, combine cases, links, materials. 1.2.3. MASTER adaptability As described in D9 (and D30) the user side of MASTER platform covers testing, evaluation and provides the learning materials (implemented both on desktop and mobile interfaces). The Master program is linked to the ontology based system. The test uses multiple choice questions each have more answers. From these answers only one is correct, consequently the others are incorrect. After completing the test, the result is automatically shown. The testing results will consent to select the existing gap between the current end-user competences and the competences 9 MASTER PROGRAM, CONTENTS, MATERIALS

composing the reference job-role and to deliver a detailed set of didactic contents aiming to acquire the knowledge necessary to the correct development of the job role activities. The list (links) of the customized learning materials aim to fill and/or improve the missing knowledge areas of the test user. These links lead to related learning materials. To this extent MASTER allow participants to personalize their learning; based on this assessment participants will receive feedback on their strengths and weaknesses in the different fields. The procedures, tools and architecture of the system are described in next deliverable D9 and D30. MASTER system in their shape which will be created in the 2 nd year of the project, supports individual learning, that is why it is no need to use any interactive form of communication like skype or chat. User however can easily contact the administrators with 'Contact' function any time. 1.2.4. Collaborative learning Through the platform, they can also participate to collaborative learning activities. All communication takes place via the online platform; through forums, activities can be set, questions can be asked, group assignments are worked out, and evaluation and supervision is managed. In forums in which strong interaction among participants is fostered: to develop independent analytical skills on working individually on an exemplary project; share, build, combine new learning resources (cases, materials, experiences and so on). In addition direct communication is facilitated through the use e-mail and chats. However all those actions are in topic of separate contracts after the project progress. 10 MASTER PROGRAM, CONTENTS, MATERIALS

1.3. Evaluation The aim of monitoring the development of the MASTER products as well as its pilot testing is to evaluate the effectiveness, efficiency and applicability of the MASTER system to the needs of the targeted SMEs. It is foreseen to work with a multilevel testing and evaluation concept. Feedback loops contribute continuously to the further development of the MASTER system. The evaluation concept is focused on the pilot testing will assess the set-up of the workshops, presentations, quality of trainers, selection of participants, etc. and will on the one hand be evaluated by the trainers and on the other hand by the feedback of the participants. Regarding the MASTER system as such the evaluation will focus on the following sections: (I) Accessibility, (II) Identity, (III) Navigation, and (IV) Content. The checklist can be seen as a guideline to check basic elements and functions of the system and to get a quick overview about possible improvement potentials or to guide developers. 11 MASTER PROGRAM, CONTENTS, MATERIALS

1.4. Annex 1 Contents and Modules on Internationalisation 1.4.1. International Strategies of Market Entry [IME] Global business operations are increasingly becoming one of the cornerstones of successful enterprises. Internal and external internationalization consultants should be aware that when a client organization has made a decision to enter foreign markets, there are a variety of options open to it. These options vary in the cost, risk, and the degree of control which can be exercised over them. The simplest form of entry strategy is exporting, using either a direct or indirect method, such as an agent, in the case of the former, or counter-trade, in the case of the latter. More complex forms include truly global operations, which may involve joint ventures, and ultimately, wholly-owned foreign subsidiaries. Entrepreneurial spirit as a prerequisite to successfully entering new markets and opening new business opportunities is an integral part of this course. This course is intended to teach the participants the essentials of the strategies of international market entry necessary for successful internationalization consulting, providing them with the theoretical background to international market entry strategies, as well as their practical applications. Hours This module consists of approximately 180 minutes of online and self-study. Specific Objectives This module intends to teach participants the importance of seeing international market entry from the entrepreneurial point of view. As every entry into unknown and different markets can be depicted as the challenge of creating a new venture, these efforts are similar to creating new businesses. By growing in awareness about entrepreneurial issues and being provided with theoretical and practical concepts related to international market entry, participants will learn how to successfully provide advice on issues related to internationalisation. The course aims to equip users with relevant information about the steps and methods of internationalisation and upon this basis build knowledge and skills on how to identify and develop strategies for specific cases. Consequently, this module is designed for executives who are looking for answers to such questions as: How can I help my company meet demands for top-line growth and bottom-line profitability? How can I help my company meet customer demands for innovative new products? How can I help my company develop new market segments and/or new sources of revenue not yet exploited? 12 MASTER PROGRAM, CONTENTS, MATERIALS

How can I empower my organisation to manage the risks and uncertainty inherent in developing new businesses? How can I help my organisation sustain entrepreneurial behaviour over time by fostering entrepreneurial thinking? Online Materials INT INTa INTb INTc INTd Additional suggestes learning reosurces Griffin, R.W., Pustay M.W. (2004). International business (4th ed.). Harlow: Pearson Education (part 3). Mercado, S., Welford R., Prescott. K. (2001). European Business. Harlow: Pearson Education (part 2). Custage, D.M. (2005). New Market Entry & Penetration Strategies. Global Boardroom Solutions. Florida International University: Leonhardt Challenge Workshop. Brouthers, K.D., Nakos, G. (2004). SME Entry Mode - Choice and Performance: A Transaction Cost Perspective. Baylor University. Backlund, G., Suikki, S. (2005). SME Selection of International Markets and Choice of Foreign Entry Modes. Lulea University of Technology. Chrysostome, E., Rosson, P. (2004). The Internet and SMEs Internationalization: Promises and Illusions. Quebec: Conference of ASAC. Web links www.inc.com www.wired.com www.innovation.org www.iceved.com 13 MASTER PROGRAM, CONTENTS, MATERIALS

1.4.2. Legal Aspects of Internationalisation [LAW] Legal systems vary greatly across borders. The aim of this module is to develop awareness of legaldifferences among European countries legal systems. Using real-life case studies and examples from business, this course does not educate participants to learn different legal texts by heart but rather intends to underline the importance of being aware of difficulties in this field. Participants will gain knowledge about where to search for answers to specific problems instead of becoming legal experts in a whole field. This practical approach should target the needs of Polish businesses, as well as consultants. In addition, participants will learn the basics of international contract law, as well as methods to help their clients to develop strategies for growth and development abroad. Through this legal foundation companies drawing upon the resources of internal or external internationalisation consultants are able to manage their change processes optimally in countries with different legal frameworks. Hours This module consists of approximately 90 minutes of online and self-study. Specific Objectives The main objective of the LAW course is to help the participants develop an understanding of contracts as risk management tools. Each and every contract is different and needs to be adapted to the specific situation of the client. Case studies will help the participants to develop their own individual risk management approach. Contract drafting exercises and analysis tools will help the participants to overcome mental reservations when dealing with legal texts. The other main objective is to deal with questions of the enforceability of contracts under certain legal systems and the traps connected with them. Participants should understand that the Common Market does not work as a single legal entity and that there are still traps when presenting goods and services within the European Union. Participants will develop the skills to effectively inform themselves about legal issues for specific problems and analytically base their recommendations and advice on a sound basis. Required Reading UN Convention on the International Sale of Goods Council Regulation 44/2001 New York Convention on the Enforcement of Arbitration Awards Communication of the Commission to the European Parliament and the Council on Contract Law Online Courses 14 MASTER PROGRAM, CONTENTS, MATERIALS

Introduction Rome Convention Legal Risk Awareness and Analysis Contract Formation Dispute Resolution Assessment Test Web links Netlaw Library - http://www1.jura.uni-muenster.de/netlaw/default.cfm?rnr=0,136&lang=en 1.4.3. Financing and Funding [FUN] As a matter of fact, any kind of a market entry in a new country abroad requires extensive knowledge in finance and funding. Internationalization consultants, entrepreneurs, managers of SMEs should be aware of the key facts of financial management and the main EU funding and national funding systems. Any merger and acquisition process demands for a considerate investment decision and an evaluation of the resources and funding possibilities. During this course participants will get the necessary financial know-how (e.g capital structures, financial resources, profitability, financial risks ) will understand the role of the financial management within the internationalization process. Hours This module consists of 90 minutes of online and self study Specific Objectives This module intends to provide participants with an understanding of financial contexts, to enhance the required knowledge, skills and attitude to know the main financial sources and funding systems, to take an investment decision and to evaluate financial risks. Literature Required Readings Milichamp, A.H. (1992). Finance for Non-Financial Managers. An Active-Learning Approach, London: DP Publications Ltd. 15 MASTER PROGRAM, CONTENTS, MATERIALS

Follow-up Readings Owen, J. (2003). Hard core management: revealing the unwritten rules. London: Kogan Page. ACCA UK (2006). Strategic Financial Management, Handbook for Final Examination. London: ACCA UK. Hans E. Büschgen (1997).Internationales Finanzmanagement, Frankfurt: Knapp Dietmar Ernst, Joachim Häcker (2010, 2. Auflage). Applied International Corporate Finance: Vahlen Web links Cogent Valuation : www.cogentvaluation.com Investopedia: www.investopedia.com http://ec.europa.eu/enterprise/e_i/news/article_10487_en.htm - The magazine of Enterprise policy http://www.enterprise-europe-network.ec.europa.eu/index_en.htm - Enterprise European Network http://www.enterprise-europe-network.ec.europa.eu/services/research-funding - Research Funding 16 MASTER PROGRAM, CONTENTS, MATERIALS

1.5. Annex 2 Contents and Modules on Strategic Management 1.5.1.Fundamentals of Strategic Management General overview This module aims at reviewing central concepts in strategy such as vision, mission, and company values. Classical external-internal diagnosis will also be discussed. Then the course will turn to more advanced methods and tools. It will analyse concepts and the scope of business strategy including scenario building and options on how to shape and assess strategy implementation. The course will critically review key elements of strategic management in order to discuss the contexts in which they are best applied. Lastly, the course will address your strategic options (specialisation, diversification, integration) and how to integrate this analysis at the SME level. Hours It should take you around 90 minutes to complete the module Specific objectives This module deals with the foundations of strategic management. With the aim of learning on how to develop a general policy for the participants' company and also on how to implement it, so that employees can embrace its principles. The next concepts are company vision and mission statement and you were shown how to form your own vision and mission statement in a few steps. Thereafter, participants become acquainted with the concepts and scope of business strategy and an overview of important principles of business strategies. Lastly, the key elements of strategic management analysis, choice and strategy implementation - are presented. Additional learning materials Anwander A. (2002): Strategien erfolgreich verwirklichen 2 nd edition. Springer: Berlin. Daschmann H.-A. (1996): Erfolge planen. Beck: Munich. Grant, R.M. (2002): Contemporary strategy analysis 4 th edition. Blackwell Publishers: Malden. Hinterhuber H.H. (1996): Strategische Unternehmensführung: I. Strategisches Denken. 6th edition. Walter de Gruyter: Berlin. Lombriser R., Abplanap P.A. (2005): Strategisches Management 5th edition. Versus: Zürich. 17 MASTER PROGRAM, CONTENTS, MATERIALS

Müller-Stewens G.; Lechner C. (2005): Strategisches Management 3rd edition. Schäffer-Poeschel: Stuttgart Schmalzer T., Schweiger C., Wenzel R. (2008): Business Excellence for Start-ups: Leitfaden zum Aufbau von Führungsstrukturen in Wachstumsunternehmen. FH JOANNEUM: Graz. Online Courses Fundamentals of Strategic Management (including case study and exercises) Web links MissionStatements.com: Ideas and Inspirations for defining your own mission statement. Online at http://www.missionstatements.com http://www.missionstatements.com 1.5.2. Strategic Implementation General overview Today the fast development of applied sciences, engineering and technologies, major market dynamics and the company s capacity to respond adequately, determine the success of a company. Successful SMEs are the ones that have clear goals but which are also quick to learn their lessons from the market and which are flexible enough to change accordingly. SMEs that remain indifferent observers of changes do not survive for a long time. That is why companies without well formulated, successfully implemented and flexible strategy loose track and miss the opportunities for development. Successful implementation of a corporate strategy involves constant benchmarking of results to ensure the correct approach in support of business development, comprising various spheres including the introduction of functional policies and management of processes, uncertainties, risks, crises and changes, as well as innovation. Hours It will take you about 60 minutes to go through the entire module (plus additional time for exercises) Specific Objectives This unit aims to show how strategies and plans turn into individual actions, necessary to produce better business performance. Now that the SMEs know their businesses, and the strategies required 18 MASTER PROGRAM, CONTENTS, MATERIALS

for success, they should use different tools and techniques to enable the strategy to be successfully implemented and sustained. This unit will demonstrate methods for effective implementation of a corporate strategy and detail a process-based approach. It will link performance factors with strategic initiatives, and with policies designed to develop and optimise the SME. Additional suggested learning materials Ram Charan, Leadership in the Era of Economic Uncertaincy. The New Rules for Getting the Right Things Done in Difficult Times, Published by McGraw-Hill, 2008. A.G. Lafley and Ram Charan, The Gamer. How you can drive revenue and Profit Growth with Innovation, Published by Crown Business, 2008. Ram Charan, Leaders at All Levels. Deepening Your Talent Pool to Solve the Succession Crisis, Published by Jossey-Bass, 2007. Larry Bossidy, Confronting Reality: Master the New Model of Success, Random House, 2004. Paul Lemberg, "19 Questions to Jump Start Your Business Plan", Direct Sales Journal, May 2004. 7 Ways to Build Business in Bad Times, Bottom Line Personal, January 2003. Getting Back on Track When The Track Keeps Moving, Agent Sales Journal, 3rd Quarter, 2002. Reinventing Your Business, Business Life, January, 2002. Robin Speculand, Beyond Strategy: The Leader's Role in Successful Implementation, John Wiley and Sons Ltd, 2009. Melissa Dutmer, The Guide to Follow Through Change Management, 2002. Jeffrey M.Hiatt, Employee s Survival Guide to Change, Prosci Research, 2002. Chapman, C. B., and Stephen Ward., Project Risk Management : Processes, Techniques, and Insights. New York, John Wiley & Sons, Ltd., 1997. Peter F. Drucker, Innovation and Entrepreneurship, Harper Business Book, 1993. Robert B Tucker, Driving Growth Through Innovation, Berrett Koehler Publishers, 2002. Dan Madison, Process Mapping, Process Improvement and Process Management, 2005. Online Courses - Strategy Implementation (including exercises) Web links Stephen Page, 40-Step Action Plan to Creating the PERFECT Policy and Procedure System, http://ezinearticles.com/?expert=stephen_page. 19 MASTER PROGRAM, CONTENTS, MATERIALS

Change Management Learning Center - http://www.change-management.com/tutorials.htm. Help Writing Policies and Procedures Fast - What to Do? http://ezinearticles.com/?help-writing- Policies-and-Procedures-Fast---What-to-Do?&id=2665456. 20 MASTER PROGRAM, CONTENTS, MATERIALS