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Executive Business Administration EMBA
The Executive Business Administration EMBA
Program
Our Executive
Business Administration EMBA Program introduces advanced level management
techniques, including:
How the Executive EMBA is different with a regular
MBA?
The Executive EMBA
participants are about six years more experienced, on average, than the
traditional MBA. They are therefore about that much farther along in their
careers. In addition, the Executive EMBA Program has been designed to offer the
skills required for those about to enter the senior management ranks of their
organizations, rather than in-depth study in a specific functional area as in
the traditional MBA.
I do not have a Bachelor Degree,
can I still
apply?
Yes. Applicants are
with at least three years' managerial working experience. We would recommend that you should enroll in our course, to enter the
senior management ranks of your organization.
tiws
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These are some brief notes on Executive Business Administration EMBA
- 1
Dr. S. Maurer,
MBA Professor
Three years is nëeded to experience a full budget cycle—from request to execution. Three years is often needed to see a project from concept to reality. And three years is about the time needed to not only introduce transformational thinking, but also institutionalize the changes within the organization.
Tracking progress on a project management should be a regular part of you daily routine, even if you have other duties that require your attention.
The core variables of the project management process, namely: product scope, quality grade, time-to-produce and total cost-at-completion must all be mutually consistent and attainable.
What is the aspect of the role where CIOs can make the biggest impact? What can we do to make that impact? In Change management 101, you have to identify a compelling need to change. Do you have an organization that will support you? Do you have the skills? Do you have the relationships? What's your mission?
business and information technology [it] priorities change every year and you have to be brave enough to say no, if a priority changes.
project management is a carefully planned and organized effort to accomplish a specific [and usually] one-time effort, for example, construct a building or implement a new computer system.
it's important to understand that you don't have just one boss as a chief information officer [cio], though your organizational chart may say so. In essence, you report to every senior executive in your enterprise.
project management includes implementing the project plan, along with careful controls to stay on the critical path, that is, to ensure the plan is being managed according to plan.
project management are performed for results. Of the three major project objectives – results, time and cost - results is far and away the most critical. it is the results that the sponsor or client want within some time frame and for some cost. Success requires that the results satisfy the people who are putting up the money and resources for the project management.
In a major retail bank, information technology [it] took the lead in developing and implementing frameworks for business collaboration—financial and operating models and legal frameworks. Operating areas are now more aggressively pursuing joint business opportunities in [crm], integrated product development, transaction processing, and other areas.
As enterprises strive to improve the recording accuracy of the millions of transactions conducted over the course of the year, information technology [it] becomes more important as a tool to improve reporting accuracy.
We won't dwell on the obvious: the rise in competitive pressures worldwide. But we're seeing the consequences of this in the continued campaign to cut costs and a shift in emphasis from revenue growth to profitable growth.
Keep your team ready to respond and adjust to the changing circumstances of the project management by including them in regular planning conversations.
The closer working relationship has developed in reaction to a variety of pressures—for example, regulatory, financial, and internal customers. The challenge for CIOs and CFOs is to turn this relationship of necessity into a platform for driving new levels of innovation and business performance.
Achieving profitable, organic growth is never easy. Today, however, attracting and keeping profitable customer relationships seems even harder. New manufacturer dynamics, changing customer demographics and outmoded marketing practices present considerable challenges to establishing the loyal customer relationships that are the foundation of growth.
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These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
Perhaps the most influential drivër of collaboration is that finance departments want one version of the truth—that is, a cohesive approach to gathering, collating, analyzing, and reporting data, with the emphasis on accuracy, availability, quality, and usefulness.
In today’s changing marketplace, organizations that use effective project management techniques find that they have the competitive advantage. According to James P. Lewis, author of several books on project management, these enterprises “have the competitive advantage over those who fly by the seat of the pants.”
crm tools make it easy for you to maintain a close relationship with your customers. Your sales reps will have important information on screen to help them assess, manage and strengthen their relationships with advertisers
The chief information officer [cio] is responsible for setting his enterprise's technology direction and making sure it aligns with the enterprise's business goals.
Everyone in business and manufacturer will soon be expected to be project completion experts.
Simply put, successful [crm] is a fundamental, often painful change in how a enterprise is organized - the sort of changes that need the CEO ís backing. Bluntly successful [crm] always starts with top management. If they don't lead the charge, it won't happen. Change in an organization that ís established is difficult. That ís where the real heavy work comes in.
Creating a customer-focused enterprise starts with the definition of a [crm] strategy, which must then be filled out with new work processes, organizational changes, and even a revamped corporate culture. While these changes are definitely not easy, consider the alternative: your competitors beating you to the punch, and to your customers.
human interactions aside, financial skills - the ability to read earnings reports or create credible sales forecasts - remain central to any UMBA curriculum. But that expertise is a given. it is not your ability to manage a spreadsheet that will test you. In the workplace, people have different ideas of what needs to be done. Developing skills to deal with those differences is difficult.
project management planning is preparation for those who will be in action. We waste our time when we plan by ourselves. Have planning conversations. Engage your team — the project performers — in those conversations. Review the overall plan on a regular basis. Add details to later phases of your project as you go taking into consideration what really happened, what you’ve learned, changing client conditions of satisfaction, and the innovations that you’ve put in place.
crm applications can enable effective customer relationship management, provided that an enterprise has the right leadership, strategy, and culture.
A project management is a novel undertaking to create a new product or service the delivery of which signals completion. Projects are typically constrained by limited resources.
The Negotiator: Once considered an anti-social department, the information technology [it] team now have to deal with a plethora of people, meet customer service level agreements and manage information technology [it] supplier relationships.
In a project management, the Strategy Principle determines what is going to be done and when, and the management Principle establishes how it is going to be done and by whom.
Some industries have more need for information technology [it] departments — it is driven by the data intensiveness of the manufacturer. For instance, insurance and financial services enterprises are reliant on the effective use of data. By contrast, the construction manufacturer remains relatively independent of information technology it.
Companies are increasingly handing CIOs the role of change agent. They're getting that responsibility because of their unique position at the nexus of multiple trends.
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These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
The genesis of thë project management life cycle process, in its most basic form, is to be found in the very term project management itself. A project has, by definition, a start and a finish.
A project management Rule: Tightly couple learning with action. Projects are wonderful opportunities to learn. Don’t put that off for the after project lessons learned. Make it your habit to incorporate learning loops in all your project activities. Your team will appreciate it. Your customer will benefit from it. And best of all, it will make your job easier.
Three years is needed to experience a full budget cycle—from request to execution. Three years is often needed to see a project from concept to reality. And three years is about the time needed to not only introduce transformational thinking, but also institutionalize the changes within the organization.
The complexity of outsourcing drives closer collaboration between information technology [it] and finance. If you're trying to do a complex outsourcing deal, getting the financial aspects right and the governance aspects right is crucial.
By using good tools to set service levels, and by identifying problems before they undermine quality or efficiency, call center managers can significantly improve system performance while enhancing the accountability of internal and external service providers. Strong, well-designed service standards offer the best way to control the expensive performance termites in today's increasingly complex contact center systems.
Customers and relationships with them have always existed right from the birth of the 'buying and selling concept'.
The key elements of a good project management consist of: 1 - Defining the project accurately, systematically clarifying objectives, 2 - Dividing the project up into manageable tasks and stages, 3 - Controlling the project through its stages using the project management definition as a baseline, 4 - Highlighting risks and developing specific procedures to deal with them, 5 - Providing mechanisms to deal with quality issues, 6 - Clarifying roles to provide the basis for effective teamwork.
Virtualised: computing resources are pooled and tailored for simpler management and better utilisation.
We won't dwell on the obvious: the rise in competitive pressures worldwide. But we're seeing the consequences of this in the continued campaign to cut costs and a shift in emphasis from revenue growth to profitable growth.
Many organizations are embarking on a strategies that leverage globalization trends. The chief information officer [cio] is one of the few places in the organization where all of those things come together and where there's a view across the enterprise. These trends drive transformations that are enterprisewide and hugely dependent on technology for their success. The chief information officer [cio] is at the eye of the storm.
For some, the black-and-white nature of project management work makes for a refreshing challenge. Delivering a project management on time and under budget can provide great emotional rewards. The job offers the opportunity to lead, and new projects keep the work fresh.
A project management Rule: Make it your habit to acknowledge and appreciate team members. Become a mutual admiration society. High performing teams are characterized as environments where people are acknowledged at least once every seven days for the talents, efforts, and contributions each team member brings.
Why use the [crm] tools? The [crm] products provide strategic guidance and practical advice on what [crm] should achieve, what should be considered during design and implementation, what standards need to be adhered to and what legal issues to consider.
There is only one boss: the customer. And he can fire everybody in the enterprise, from the chairman on down, simply by spending his money somewhere else.
customer relationship management [crm] is a way to identify, acquire, and retain customers, a business' greatest asset. Research has shown that enterprises that create satisfied, loyal customers have more repeat business, lower customer-acquisition costs, and stronger brand value—all of which translates into better financial performance.
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These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
A project management Rulë: Foster an environment for healthy conflict. Encourage project management team members to express alternate views. Even in the face of agreement have someone create a different perspective.
In today’s changing marketplace, organizations that use effective project management techniques find that they have the competitive advantage. According to James P. Lewis, author of several books on project management, these enterprises “have the competitive advantage over those who fly by the seat of the pants.”
First and foremost, the chief information officer [cio] have to put their own house in order. The it organization has to do the fundamentals well. That means operational excellence, stability, and delivering projects on time and on budget.
Language: This can be a barrier when finance speaks finance and information technology [it] speaks technology. To forge stronger working relationships, both parties have to learn more about the operations and demands of the areas they're not actively leading.
CIOs are really nervous about outsourcing. Although the majority said they are doing it and they fully understand the business reasons for it, they worry about where their replacements are going to come from if enterprises ship out the it departments overseas.
People on project management often come together as strangers. We can’t be learning, collaborating, optimizing the project, or making commitments without a relationship built on trust, respect, appreciation, care for each other, and practices of commitment-making.
The easiest way to plan a project is to have those who will execute the work help with the planning. This has the added benefit that the team is ready to hit the ground running during execution.
With chief information officer [cio] and finance working together, we see closer links in the business and information technology [it] strategy processes. A financial-services enterprise has revamped its corporate-strategy process to focus functional areas, including information technology it, on specific goals set by the corporate strategy.
Everybody who profits from [crm] has their own definition of what it is, but they agreed as to what it is not: [crm] is not about technology any more than hospitality is about throwing a welcome mat on your front porch.
As the volume and availability of customer data increases, enterprises are turning to customer analytic applications to help them identify the tastes and preferences of particular target markets to create more relevant offerings and improve the efficiency of marketing dollars.
The role of information technology [it] in corporate governance, such as a enterprise's disaster recovery arrangements, has become higher profile since the 11 September terrorist attacks in the US.
Three years is needed to experience a full budget cycle—from request to execution. Three years is often needed to see a project from concept to reality. And three years is about the time needed to not only introduce transformational thinking, but also institutionalize the changes within the organization.
Monitoring a project management is like herding cats; as soon as you get one piece pointed in the right direction, the others will find some new mischief to get in to. Still, you do have to monitor your project management in order to manage them. Tracking progress on a project management should be a regular part of you daily routine, even if you have other duties that require your attention.
A project management Rule: Tightly couple learning with action. Projects are wonderful opportunities to learn. Don’t put that off for the after project lessons learned. Make it your habit to incorporate learning loops in all your project activities. Your team will appreciate it. Your customer will benefit from it. And best of all, it will make your job easier.
By providing the means to manage and coordinate customer interactions, customer relationship management [crm] technology helps enterprises maximize the value of every customer interaction and in turn drive improved corporate performance.
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