Summarizing our
Executive Business Administration EMBA Program
| Total
Cost |
The total cost of
any course are US$ 490.00 in one only payment, or US$ 590.00 in
four payments of US$ 147.50. |
|
Scholarship
|
Our Board
will examine all requests for a partial fully justified
scholarship. We do not issue total scholarship. Any
partial scholarship must be paid in full. |
| Begin |
Any course will
begin five working days after your payment. |
| Duration |
Four and half
months (in Fast Track) or One year. We recommend the Fast Track model. |
| Languages |
All courses are in
English, plus the same lessons in one of the following
translations: Arabic, Bulgarian, Catalan, Chinese, Croatian,
Czech, Danish, Dutch, Filipino, Finnish, French, German, Greek,
Hebrew, Hindi, Indonesian, Italian, Japanese, Korean, Latvian,
Lithuanian, Norwegian, Polish, Portuguese, Romanian, Russian,
Serbian, Slovak, Slovenian, Espanol, Swedish, Ukrainian,
Vietnamese.
|
| Diploma |
After
the final exam, you will receive (through a Priority
Airmail Registered letter) a Diploma and a Transcript, both with
an official Public Notary signature and seal.
|
| Exam |
You
have two options for the final exam, at your choice: Or a
multiple choice test through the Web, or to write a 10-pages
white paper about the studied subject.
|
Brief Notes on Executive Business Administration - executive mbas
Dr. S. Koner,
MBA Professor
Defining Needs and Wants is an ëxcellent 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.
As businesses collaborate more, the volume of data increases—as do variations in data characteristics. CIO's role is to facilitate the collection and exchange of data across the enterprise and with outside entities.
With a general view of every angle, Customer Relationship Management [CRM] is the computer system interacting directly with the clients through voice by phone [and voice recognition if necessary] without human actions, for marketing, sales, support, accounts, etc.
If you want to keep your executives in the dark, send them a thick stack of paper on your Project Management. If you want to raise a smoke screen for your clients on the true status of your project, have them tape many 8.5*11 sheets to a giant printout of a Gantt chart. These practices are all not acceptable of course.
Who are your best customers? What can you do to retain them? How can you attract others like them? How can you improve the profitability of all your customers? With tight budgets and demanding revenue targets, questions like these are increasingly urgent. To obtain reliable answers, you need the ability to create Customer intelligence from the mountains of disconnected Customer data you collect on a daily basis.
As any enterprise that has implemented a [CRM] system knows, it is not an easy task to integrate multiple technologies and business practices into a single process. System integration - regardless of the components - is complex, challenging and extremely costly.
Information Technology [IT] directors or would-be IT directors should not underplay their technical knowledge. The first thing they tell me is, 'I am not a techie.' Why are they are ashamed of their techie roots?
It is axiomatic that the goal of Project Management is to be successful, otherwise the incurring of this Management overhead is a valueless exercise. First and foremost, project success needs to be defined in terms of the acceptability of the project's deliverables, e.g. scope, quality, relevance to client needs, effectiveness, etc.
Customer Relationship Management [CRM] should be viewed as a tool involving the entire business and therefore should be approached at an enterprise level.
When integrating a [CRM] system, a enterprise must first review the business processes, applications and technologies it uses to deal with customers. It should also consider its schedule, its budget and what it hopes to gain from a [CRM] implementation.
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.
These days, a company’s telephony system is already integrated into the responsibility of its IT Information Technology Dept, not only because it’s often digital, but mainly because it’s more and more integrated into the data network. And in the not too very distant future, the data process and telephony process will have converged into one.
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.”
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.
To do that, we oversees a staff of 15, meaning that, in his enterprise, almost 10 percent of the workforce is involved in Information Technology IT. But Shoenfelt said that investment in technology is essential to keeping the business profitable.
Dr. S Koner is a MBA Professor of the education organization http://what-is-exe.mba-low-cost.com, with almost 60 years of experience in the areas of information technology and business management. |
