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 - top executive
Dr. S. Koner,
MBA Professor
Once the house is in ordër, the Chief Information Officer [CIO] need to develop a set of transformation disciplines. These should be in place initially within the IT organization, but ultimately they should be used to support the business.
Low variability in the Project Management setting is harder to get our heads around. The desired outcome — always getting the intended result — is less a function of the materiel process than human processes. There are two keys to high project capability. First, what we ask people to do is already in a condition for completing it. Second, people manage the promises they make.
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 focused Project Management principle: No one has to play detective to discover the goals nor play lawyer to defend them.
Close collaboration between finance and Information Technology [IT] helps tighten and reinforce executive alignment on the goals.
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.
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.
The door between the Chief Information Officer [CIO] and CFO offices is opening wider, and the executives are building a path to regular interaction that allows the Information Technology [IT] function to excel in meeting the business' needs, not simply to comply with regulatory mandates or budgetary strictures.
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.
There are three variables in any Project Management: the objectives, the schedule, and the resources [mainly staff time]. These are all linked together; you cannot change one without reviewing the impact on the others.
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.
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.
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.
With a [CRM] Customer service organizations can increase service-agent productivity and Customer retention while decreasing service costs, response times, and request-resolution times.
You must believes that the Information Technology [IT] staff need to focus on the value of what they are doing to the business, rather than seeing their work in isolation.
Dr. S Koner is a MBA Professor of the education organization http://low-cost-exe.mba-low-cost.com, with almost 60 years of experience in the areas of information technology and business management. |
