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 development
Dr. S. Koner,
MBA Professor
When integrating a [CRM] system, a ënterprise 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.
Whether a Project Management involves constructing a building, releasing a product, or launching a rocket, project managers make sure everything comes together in a timely, cost-effective manner—and take the heat if it doesn't. Their high-profile, high-risk work demands multitasking ability, analytical thinking, and excellent communication skills.
Today, the Chief Information Officer [CIO] is tasked with delivering more with so much less - working with reduced budgets whilst under orders to improve overall Information Technology [IT] performance and capability.
Projects generally involve working in teams with colleagues from disciplines, departments, and even other enterprises. Most teams find that the technical portion of the projects is easy. it is the coordination that's difficult: 1 - getting people to communicate with one another, 2 - making sure that individuals are on schedule with their own tasks to avoid delaying teammates who depend on their output, 3 - getting decisions quickly from the client and Management, 4 - keeping the client and Management informed.
A Project Management Rule: Take care of your project team. We’ve come to accept that the Customer comes first…the Customer is always right. We can’t take care of the Customer if we first aren’t taking care of our project team. It’s a challenge. While there are some things we can do for the whole team, it comes down to taking care of each team member as the individual that he or she is. And to make it more difficult, then we must bring their various interests into coherence.
Customer demands for customization are increasing with every passing day. This has made enterprises shift their focus from mass production to mass customization.
Project Management has become an essential tool for forward thinking manufacturer leaders. Project Management today requires a level of collaboration and accountability that yesterdays tools don't provide. Project Management outsourcing, multiple locations and home offices have made older single computer and network Project Management systems antiquated and virtually useless.
Truly Customer-centric organizations - using Customer Relationship Management [CRM] - attempt to ensure that customers have a consistent, satisfying, and personalized experience when interacting with the organization. Regardless of whether they are dealing with representatives from sales, Customer care, support, or how they choose to interact with you- face-to-face, by phone, or online through the web or email.
Everyone practices Project Management to some degree: Farmers plan what, when, and how they’re going to plant; how they’re going to take care of their crops as they grow; and how and when they’re going to harvest those crops. Parents plan what they’re going to prepare for their children for dinner. [If they have strong Project Management skills, of course, they delegate things like setting and clearing the table to the kids.] And so on.
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.
In business, Project Management is an art, a skill, and a demanding full-time job. Project managers are key employees in such industries as construction, engineering, architecture, manufacturing, and real estate development, but many opportunities for PMs exist outside these areas. In high tech, for example, or biotech or pharmaceuticals, project managers are responsible for launching new products, developing new technologies, and managing alliance programs with strategic partners.
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 seems like only yesterday that the Information Technology [IT] community was arguing the case for the board-level Information Technology [IT] director. Since then, the Chief Information Officer [CIO] has come a long way and he probably now feels that he is carrying the weight of the enterprise on his shoulders.
Dynamic provisioning: Resources are dynamically and precisely allocated to meet changing business requirements.
The Chief Information Officer [CIO] shift is occurring on a systematic level, in the way that key business processes, such as budgeting and investment decision making, are handled. it is also occurring at a grassroots level, evident in the frequency, pace, and level of interaction between finance and Information Technology [IT] staffs.
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. |
