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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
A project management Rulë: Listen generously. People are able to say what they can in the moment. For the most part, people are well-intended. Give them the benefit of the doubt. Take the time to listen. Ask questions. Seek others’ opinions. And while you’re at it, don’t be so harsh on yourself.
project managers can help their project teams develop by guiding them to learn successful methods in writing project specifications, estimating time, developing the budget, and planning project procedures.
crm is a complete, fully integrated set of solutions designed to help you manage the customer-facing processes of your business efficiently and cost-effectively.
The three main areas that [crm] systems focus on are sales, customer service and marketing automation.
Ambiguity is perhaps one of the greatest causes of failure of a project management. Ambiguity causes scope creep, missed deadlines, run-away costs, under/over utilization of resources, and others. it is your job as project Director/manager to identify and eliminate ambiguities, otherwise your project management plan is nothing more than a guess.
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.
Then there's the benefit many MBAs don't talk about. MBAs make more money - at least, they make more money in the beginning. The more important, though less tangible, benefits include figuring out who you are and what you want to do with your life. An UMBA puts you in the position to get what you need.
crm is a buzzword that ís really not so new. What ís new is the technology is allowing us to do what we could do at the turn of the century with the neighborhood grocer. He had few enough customers and enough brainpower to keep track of everyone's preferences. technology has allowed us to go back to the future to this model.
A project management Rule: Explore each others’ personal intentions and ambitions. project management offer sufficient opportunities to take care of individual needs and desires. We just need to find out what they are. Then bring those intentions into alignment with the promise of the project.
Once you have developed a good project plan, you reduce the likelihood of problems later in the project, thus saving both time and money.
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.
project management that are not well managed, and therefore go awry, are a drain on productivity and overall organizational effectiveness.
With so many demands on a cio's time, coupled with the relatively new nature of the job, how is performance measured?
computer programs are not project management: they are tools for project managers to use. project management is all that mix of components of control, leadership, teamwork, resource management etc, that goes into a successful project.
The Futurologist: The chief information officer [cio] has to be up on all new technology trends, understanding the credibility of emerging technologies for their information technology [it] landscape.
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These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
A project management Rulë: Cultivate practices of commitment-making. At the very first opportunity begin practices of making promises in front of each other. This practice provides a factual basis for making assessments of trust-worthiness and care for the team.
The utility computing model pulls computing resource from across the enterprise together, and because this resource can be shared, it results in higher resource utilisation, greatly simplified management, and a superior cost of ownership.
In the past, CEOs focused on functional optimization. Now we see them looking at end-to-end process improvement, integrated processes all along the supply chain, and the concept of the extended enterprise.
Open and heterogeneous: Standards and interoperability allow multiple vendors and even legacy equipment to be incorporated into an infrastructure. Customers benefit from choice and competition.
When you get down to it, auto insurance is auto insurance, we said. The question is what we do to differentiate ourselves and, in our case, it is technology. We pride ourselves on making our site easy to use.
The key to a successful business is maintaining a steady customer base. After all, successful businesses typically see 80 percent of their business coming from 20 percent of their customers. Too many businesses neglect this loyal customer base and chase new customers instead. Since it costs significantly more money to attract new customers than to maintain relationships with existing ones, your efforts toward building customer loyalty will certainly payoff.
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.
finance and information technology [it] can lead the way in setting standards and developing platforms to support collaboration inside the enterprise and in the extended enterprise—for instance, customers, distribution channels, and suppliers.
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 'Tech-Head': The chief information officer [cio] is responsible for ensuring the purchasing, integration and smooth running of all applications, servers, hardware, software and storage within the organisation.
Utility computing, a service model in which organisations are provided with computing resources and infrastructure management as needed, has proven to cut information technology [it] expenditure while making networks more flexible and scalable.
Private and governmental organizations conduct a variety of project management every year, some with excellent results, but far too many of them do not achieve the intended results, cost more or take longer than intended, or are simply abandoned.
Now, agents can look up the status of specific customers online, make payments, change policies, get a quote on a new policy and turn that quote into an application. They also can order supplies and get copies of a variety of documents.
With a [crm] customer service organizations can increase service-agent productivity and customer retention while decreasing service costs, response times, and request-resolution times.
In traditional customer relationship management [crm] deployments, information is entered by sales, support, or customer care personnel and uploaded to centralized [crm] databases to be made available enterprise-wide. In theory, the information is always available - when connected to the network. For users who are not connected to the network, access to these corporate resources is basically unavailable.
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These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
A project management Rulë: Cultivate practices of commitment-making. At the very first opportunity begin practices of making promises in front of each other. This practice provides a factual basis for making assessments of trust-worthiness and care for the team.
With a [crm] sales organizations can shorten the sales cycle and increase key sales-performance metrics such as revenue per sales representative, average order size, and revenue per customer.
Where does technology fit? it ís a tool, nothing more. it ís the means, not the end. Properly focused and implemented, [crm] software applications support more effective marketing, sales, and customer care processes, enabling a customer experience that builds loyalty and long-term profitability.
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.
Exercising good manners isn't just polite. it is good business, too. When we listen and treat each other with respect, we get a better decision. A UMBA experience will help to understand the psychology of people and organizations. If you can understand what is happening, you can change it.
For quite some time, project management [pm] software tools have helped schedule and manage the time, materials, equipment, and labor to complete a project—efficiently, on time, and within budget.
project management [pm] is one of the world’s most in-demand skill sets and is one of the fastest growing professional disciplines in the World.
project management that are not well managed, and therefore go awry, are a drain on productivity and overall organizational effectiveness.
When you get down to it, auto insurance is auto insurance, we said. The question is what we do to differentiate ourselves and, in our case, it is technology. We pride ourselves on making our site easy to use.
crm technology applies the integrated use of customer data combined with analytical and support tools to provide a superior delivery mechanism from the customer’s perspective.
What's needed is a fresh view by senior executives of what's possible with greater collaboration between information technology [it] and finance. We're under no illusions about the obstacles that executives must clear, and we can't predict how far or fast the collaboration trend will go.
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.
Perhaps the most influential driver 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.
customer relationship management [crm] can be defined as the strategies, processes, people and technologies used by enterprises to successfully attract and retain customers for maximum corporate growth and profit.
project management is not only happening in technology industries. This strategy is increasingly being used in all industries to get the work done on time and within budget. In today’s workplace, the ability to manage projects is an essential skill.
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These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
You need more frëquent communication between chief information officer [cio] and CFO—and other executives—on business-operations performance and chief information officer [cio] requirements. information technology [it] and finance see the whole picture. The bottom line is, we're in business to make money.
Thousands of information technology [it] publications have debated the difference between the information technology [it] director and the chief information officer cio. The latter is generally seen as the more prestigious role, implying a seat on the board, or at least easy access to it.
The Clinger-Cohen Act of 1996 required agencies to have CIOs, and Congress has since said it is committed to ensuring they are given adequate authority and responsibility.
In today's world, customers interact with an organization via multiple communications channels — the web, call centers, field salespeople, dealers and partner networks. Many organizations also have multiple lines of business that interact with the same customers.
Utility computing is no flash in the pan fad, but simply the way things ought to be in the ideal world. Functionally, it is similar to a public utility, like water or electricity: internal customers specify the resources required [processing, storage, networking] as well as the qualities of service [performance, reliability, cost], and the computing utility automatically and transparently delivers and accounts for the resources demanded.
In the past, CIOs have primarily walked the halls of Fortune 500 enterprises, but that is changing.
In traditional customer relationship management [crm] deployments, information is entered by sales, support, or customer care personnel and uploaded to centralized [crm] databases to be made available enterprise-wide. In theory, the information is always available - when connected to the network. For users who are not connected to the network, access to these corporate resources is basically unavailable.
Given the diverse demands and the increased level of responsibility to the business, today's CIOs are looking towards a solution that is both holistic to the business and the technology to address the increasingly complex information technology it/business environment.
crm technology applies the integrated use of customer data combined with analytical and support tools to provide a superior delivery mechanism from the customer’s perspective.
Monitoring the technical aspects of a project management is usually where the energy is focused. Most project management leaders, particularly inside organizations, are first and foremost, technical experts. In many cases, their technical expertise not their project management skills - is why they were given the project in the first place.
With chief information officer [cio] and finance working together, we see tighter collaboration between information technology [it] and finance on operations improvement, business-process and controls design, risk management, and business-performance management.
Defining Needs and Wants is an excellent way to define the scope of a project management and to set the parameters for project management planning. it can be a catalyst for discussion about what is really needed from the project management. And, it can force realistic decisions about what can and can't be done.
project management tasks are usually dependent on prerequisite tasks. Variability in the performance of the prerequisites can have significant impact on the downstream activity.
customer relationship management [crm] is designed to give you the knowledge you need to develop and implement smarter customer strategies and maximize customer profitability.
The top two concerns of CIOs are career development within an organisation – networking and branding themselves – and working out how information technology [it] can deliver shareholder value.
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